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We're discussing how to build 
sustained scale customer 

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relationships and we're speaking
with Sergio Techcera. 

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He is the Director of Global 
Operations with the Shiji. 

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The Shiji provides software 
solutions to enhance guest 

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experience and help the 
hospitality industry with their 

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servicing needs. 
In terms of technology around 

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the guest, how large is the 
company? 

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Altogether, there's about 1200 
employees at this moment just 

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outside of China. 
We have a huge base in China as 

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well. 
We have offices all over the 

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world from Australia to Malaysia
to Singapore to three here in 

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the US and opening a few more 
over the next few months. 

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There's a reason behind that. 
We are global that we try and be

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a local company no matter how 
big we get and you cover a range

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of different types of industries
and companies within that. 

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Correct everything from your 
restaurant, from your restaurant

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within the hotel, to your golf 
and spa to your golf courses. 

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We literally cover a lot 
anything that is hospitality 

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related and has a guest 
involved. 

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You're working with high end 
customers, which means they have

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very high end expectations of 
you. 

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When you work with demanding 
guests, you and yourself become 

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demanding of your providers and 
your partners. 

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So it's a chain reaction. 
We are also demanding as well, 

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but that kind of it kind of fits
into the chain that way. 

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And so therefore the customer 
relationship, customer loyalty 

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aspect must be extremely 
important to your business. 

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If you understand your 
customer's business always 

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needs, that's half the battle 
one. 

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It's so easy to say that, but 
the execution, especially in the

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industry in which you work, 
hospitality must be so complex. 

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If you talk hospitality, my 
computer down is down, means I 

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have a queue sitting in front of
me. 

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I have 17 people facing me. 
I have a list of screaming 

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customers in front of me going, 
where's my room? 

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I can't get into my room. 
So technology needs to be a 

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little more seamless. 
It needs to work and it needs to

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be reliable. 
When you think about the 

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customer life cycle, 
establishing that relationship, 

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sustaining that relationship, 
ensuring loyalty so that the 

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customer comes back, broadly 
speaking, what are your 

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strategies for approaching that 
life cycle? 

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We are moving into a different 
age of technology, the customer 

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before when it came to hotel 
solutions, it was very sticky. 

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Once you've installed something,
very hard to get out of it, You 

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know, training staff, there's a 
big disruption that happens when

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you change technology in a 
hotel. 

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It's stressful, there's a lot of
change, management involved, 

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process changes and it's pretty 
big. 

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As technology has evolved, this 
has become a lot easier to 

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change. 
People are adapting a lot more 

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to change, so we've had to 
change our mindset as well. 

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It sounds like there's a very 
significant digital 

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transformation aspect to this. 
There is the hospitality 

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industry went through a huge 
transformation. 

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I think it was probably the 
industry that got impacted the 

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most With Pandemic, you think 
about it, everything had to 

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change and it hated to change 
pretty quickly. 

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So everybody was looking for new
technologies. 

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We need to be able to do more 
remote checkins. 

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We need to have that distance. 
But how do you achieve that 

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without losing the contact to 
the guest? 

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It's a key element to this. 
So technology evolved incredibly

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in the last 2-3 years. 
The demands of what people need 

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and the competition that's 
existing at the moment has 

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forced the hoteliers to rely 
more on their technology. 

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It's not just about having a 
solution to checking the guest. 

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But it's a solution to 
understand the guest. 

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So again, it's another dimension
of working closely with 

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customers, collaborating with 
customers to really understand 

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what they need and then of 
course their ultimate customer 

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who is the. 
Guest Exactly. 

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And that is the best way to 
achieve something is if you 

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understand the whole journey and
understand the end goal of what 

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your customer needs, the better 
you are able to deliver. 

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What a customer needs. 
So therefore you have to put 

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yourself in the mind of both 
your customer, the hospitality 

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chain, hotel, whatever it might 
be, venue as well as their 

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customer. 
Correct. 

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As part of a hospitality service
provider, the first thing I do 

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in the hotel. 
I'm looking at the room at 

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everything else. 
I'm looking how is this 

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operating? 
Oh, that's interesting how 

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you're doing that. 
Oh, your card works nicely and 

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it's very strange. 
And I'm not looking at from a 

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technology point of view, but 
I'm looking at it from an 

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experience point of view and 
learning and it comes in as a 

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second nature. 
I think all everybody that's 

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come from hospitality, that's 
probably the first thing that 

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they do. 
So I consider that putting 

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myself as a guest. 
And understanding, OK, what is 

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happening now is a trend. 
And keeping up to date on that, 

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we need to offer protection, we 
need to offer Peace of Mind and 

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we need to offer seamlessness to
that experience. 

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Now let's go back to this notion
of customer relationships and 

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retention and scaling all of 
this. 

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Tell us about the technologies 
that you use to make all that 

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happen. 
Although we are a hospitality 

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service provider, solutions 
provider, we are still a 

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company. 
We still have our needs, our 

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measurements. 
We need to understand how our 

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growth works. 
We need to understand our 

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customers habits. 
We need to understand their 

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service needs as well. 
We need to identify trends. 

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We need to anticipate that there
is an issue if we are going to 

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be a local. 
Company providing local support 

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to our customers and providing 
services to our customers. 

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We need to have the abilities to
1st identify them of course, but

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also understand what are our 
customers, Who are our 

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customers, what do they have 
from us and what do they need. 

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The more information we have 
about our customers, the better 

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we can service. 
Their needs. 

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And that goes from everything 
from the sales, the marketing 

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process right through to at the 
end of the day to your finance 

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needs. 
Where does Zoho fit into this 

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landscape you've just been 
describing? 

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At the end of the day, we still 
need to operate as a business 

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and our demand that is driven 
from the customers in terms of 

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partnership and working together
with our customers, we expect 

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the same thing and this is where
Zoho fits in. 

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It's a good partnership that we 
have. 

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Have the support and it helps us
drive our business really in 

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terms of from our CRM, our sales
teams, our marketing teams, 

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campaign management helps us 
convert with the customer 

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conversion and customer 
retention in a lot of things end

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data. 
When we did partner up with 

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Zoho, it was a very natural 
evolution there coming. 

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What are the Zoho products that 
you're using? 

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We started with people, but it 
quickly evolved. 

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We moved quickly into CRM and 
desk. 

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We then put campaigns in 
marketing forms. 

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We need to understand our data a
little bit more. 

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So we brought in analytics in 
the process of gathering our CRM

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data and now let's compare it 
with our service data. 

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But they listen. 
And it's incredible how their 

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development and evolution is 
actually pretty impressive. 

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I've actually been following 
Zoho for years and they really 

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do listen and they really want 
customer feedback. 

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They really do care. 
Let's jump back to these 

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customer relationships. 
What are the principles that, 

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for you, underlie the 
establishment of these strong, 

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ongoing relationships? 
The partnership and relationship

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and the way that you 
communicate, work together and 

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listen to your customers is key.
If you do all those together, 

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the retention almost. 
Happens naturally. 

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Now you've mentioned data 
several times and you mentioned 

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that you're a data-driven 
organization. 

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Can you tell us about the role 
of data in all of this as well? 

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So one of the projects that we 
currently working on is how do 

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we use that data, what else can 
we bring in to it to help our 

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organization work better. 
And it's just small things, but 

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it's great that you have this 
great sales analysis. 

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But there are other factors that
you need to consider. 

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Great sales have sold 50 million
in there, but then you go and 

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look at the other side and you 
go oh, why have we only 

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installed one customer out of 
those 50 million. 

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And then this is where the 
analysis comes in and if we can 

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improve that whole journey and 
if we understand the customer 

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journey from end to end and not 
just look at it at sales numbers

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and you know support numbers. 
But look at it as a whole. 

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That improves our efficiency as 
an organization, but also a 

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response how we work. 
So you're looking at the data to

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help guide you through the 
entire customer journey? 

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Correct. 
So the more we have in there, 

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the better it helps us to 
understand what that journey is.

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It's interesting that in our 
organization, our journey is 

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sometimes pretty different, if 
you think about it. 

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You are my customer as a golf 
resort is very different to my 

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spa customer. 
The needs are different. 

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They all want to achieve the 
same thing in the service of the

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guest. 
The needs, the requirements, the

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sales cycle is completely 
different and the end results 

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and the requirements are also a 
little bit different. 

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So let's talk about 
personalization then, because 

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that's really what you're 
alluding to, using the data to 

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understand the customer 
regardless of their specific 

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environment. 
At the end of the day, if you 

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look at a lot of noise, it never
makes any sense. 

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So you always try to elude to 
patterns. 

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You're trying to elude to 
trends. 

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Only once you identify a trend 
can you look into it deeper. 

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But if you focus on a lot of 
noise, it doesn't really help 

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you in making decisions at all 
the time of going into 

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spreadsheets and. 
Pulling all this data and 

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spending 60,000 hours of mine 
work to try and find come to a 

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solution that now takes you 5 
minutes nowadays. 

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It's incredible change. 
I do remember times when a 

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revenue manager used to spend, 
you know, hours and hours 

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looking OK, we've made this 
much, this is what I'm 

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forecasting and everything else.
You now have revenue management 

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software where it just goes in 
there and says, well, you should

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sell your rooms at this amount. 
And this is how you make the 

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best profit. 
So this has been a big shift in 

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this with data. 
I think this is the next level 

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with analytics tools as well 
within the hospitality industry.

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What are the Zoho tools that 
you're using to help you with? 

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This mainly analytics on this, 
they've come up with something 

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fantastic actually, which is the
data transformation. 

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It's kind of a little bit of a 
godsend, spanning mistakes, 

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inconsistency of data. 
It's tricky. 

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It's it's tough to, you know, 
when you have a huge amount of 

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data to manage all that and not 
have like 5 dedicated people 

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doing that. 
And the fact that you can 

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actually bring it from other 
sources. 

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You don't just have to rely on 
the Zoho products. 

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You can actually bring it in 
from anywhere and then you can 

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have your full analysis on it. 
So you know, for us as a 

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business, we see the importance 
of it and you know, see a CEO 

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actually constantly, he's got 
his dashboard now. 

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And he can actually, in five 
seconds he's got a full overview

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of what's happening in the 
company in terms of sales and 

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everything else. 
So pretty felt powerful to. 

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So would it be correct then to 
say that data for you is the 

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foundation of not only 
understanding your business, but

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understanding the customer, 
their habits, their 

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expectations, the patterns and 
the trends that are arising to 

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help you run your business 
better and to be more responsive

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to your customers? 
If you can anticipate A 

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customer's need sort of like let
me forecast my revenue, let me 

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forecast what my customer 
experience is, that would be a 

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great tool. 
It's having the ability to find 

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those and see those, identify 
those. 

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This is where data becomes key. 
There's no other way that you 

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can have a coordinated action 
unless you have something that 

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you can actually make a plan 
from, and that is what data 

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brings you it gives you. 
It gives you a start to where 

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you can plan to and then the 
ability to learn and to take 

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those lessons in order to scale 
and also Dr. consistency. 

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To me, scaling is helping the 
organizers organization grow in 

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a sensible way. 
To grow in a sensible way, again

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you need to understand your 
patterns and your data patterns 

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to be able to make the right 
decisions of where you are going

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to go. 
And this applies across the 

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region. 
You know, the products, the 

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region, the sales teams and 
everything. 

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How does the data help you drive
customer loyalty and customer 

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retention? 
Can you draw that linkage for 

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us? 
Customer happiness. 

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Customer sentiment. 
You can also learn from your 

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lessons as well. 
This is the other thing, just 

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because I've lost 10 customers 
because I haven't talked to them

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for 20 months, If I don't know 
that, then I won't be able to do

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anything about it. 
So I'm going to lose another 20 

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customers at the end of the 
month. 

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But learning from your lessons 
from that data, that is the 

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other. 
The other part of it, so the 

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data then, is telling you the 
story of the customer at various

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points in their lifecycle. 
Correct. 

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And again it comes back data 
from identify the customer 

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journey. 
How did I find you? 

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How did I convince you? 
How did I keep you and how do I 

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keep you further? 
And if you've gone, how do I get

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you back, What strikes me as 
being very valuable, very 

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important is you have clear 
business metrics and clear 

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business goals, and that's your 
focus. 

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But then you're using the data 
to support the achievement of 

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those very specific business 
goals. 

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It's not just all about growth. 
There's no point in growing if 

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you're bleeding everything from 
the other side. 

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So it's the harmonious 
relationship that you have 

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during the customer journey that
you know it's a lot of effort to

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gain a customer. 
It's a lot easier to retain a 

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customer if you do everything 
right. 

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And if you look at cost analysis
when it comes to it, how much it

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actually takes to gain a new 
customer, it's actually, you 

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know what if you retain your 
customers a lot more, it's a lot

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more efficient. 
We you know you. 

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It's a very easy analysis to do,
again through data and of course

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costs and marketing. 
You know, the effort of the 

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salesperson, the Commission, 
everything that goes in there. 

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Finally, you're a customer, 
you're on board, and then you're

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working happily. 
If you don't upset them and you 

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keep them happy, then you have a
customer for life. 

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Sergio, given all of this, what 
advice can you offer to folks 

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who want to use technology and 
use data to drive better, 

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stronger, deeper, longer lasting
customer relationships? 

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I always tend to look and say 
what are we trying to achieve as

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a business and what can help me 
achieve that in the best 

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possible way. 
Find something that's easy to 

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administer that hasn't got a lot
of complexity on it, but make 

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sure that everything you. 
Do gives you the right output 

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because this is what you are 
looking for. 

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The data clean data to help you 
with the end result of what your

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software implementation was. 
As we finish up, I have to ask 

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you this question. 
You have obvious empathy and 

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understanding of the customer. 
How do you translate that into 

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technology and data? 
It doesn't matter how much data 

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that you have, there is always a
human element to this whole 

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journey that you have on that. 
So translation of technology 

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needs to be put yourself in 
people's shoes and it comes back

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to asking that question, what do
I want to achieve on that? 

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Don't overcomplicate it. 
Make it simple to use. 

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Because sometimes making it 
simple to use, you capture the 

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right information because people
feel more natural about it. 

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How can I make your life a 
little bit better but at the 

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same time, you know, help the 
company drive forward, actually 

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caring? 
Exactly. 

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Sergio Techcera, thank you so 
much for speaking with us. 

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It was fantastic being here. 
Thank you.