When we talk about “customer experience,” we usually speak in abstract terms—journeys, touchpoints, loyalty. But real experience lives in pivotal human moments—those interactions that leave a lasting emotional imprint. Not defined by what was said or done, but by how someone was made to feel.
Here’s a letter to a major hospitality company, describing how a 10-minute front-desk interaction transformed a loyal guest into a detractor.
At its core, it reveals a common tension between operational policy and empathetic judgment. But it also highlights something more significant—lost investments and missed opportunities.
Dear Chief Experience Officer,
I recently stayed at one of your flagship properties with anticipation and excitement. It was Father’s Day weekend—a particularly meaningful trip, as I hadn’t seen my daughter in over six months. Our time together was limited and precious. I had hoped this visit would begin smoothly. Unfortunately, my experience at your hotel delivered quite the opposite.
I arrived early Saturday morning and went to the front desk to ask about early check-in. Instead of a friendly greeting, I received a curt reply: I could check in early for an extra $130. This was on top of the $85 overnight parking fee I wasn't expecting. When I asked if there was any flexibility with the check-in time, the response was immediate: “That’s our policy”.
There was no sympathy, no options offered, and not even a simple acknowledgment of my situation, much less an offer of coffee in the lobby. I asked if there was a place to freshen up while I waited, and was told to use the lobby restrooms, despite being a loyalty program member, which is another story in itself about how to design a practical customer experience.
Feeling resigned, I checked my bags and left, planning to return closer to the early check-in time of 2:00 PM, which I was told was a small concession for members. I returned at 1:35 PM, feeling hopeful but tired, only to be told there would be a $35 fee for an early check-in. I pointed out that it was only about 25 minutes early and that 2:00 PM was the exact time they had previously offered. Once again, I got the same reply: “That’s our policy”.
Frustrated and running out of time before meeting my daughter, I asked to speak with a manager. The manager confirmed the policy—mechanically, without acknowledging the context or showing care. So I went to the lobby restroom to change clothes and left, deeply disappointed. What should have been a joyful day was instead overshadowed by a series of small but significant indignities.
And that’s the irony, isn’t it?
Hotels spend millions of dollars promoting their brand promise, enhancing the guest experience, and emphasizing their commitment to customer experience. But value isn’t measured in ad campaigns—it’s measured in moments. Especially the ones that truly matter.
I came in as a loyal guest, a “promoter,” someone who chose your brand because I believed in it. I left as a “detractor,” and I've already told 17 people this story. The cost of my disappointment far exceeds the $35 your operations team insisted on charging.
But here’s the real missed opportunity: this could have been a memorable brand moment. Imagine if the manager had simply said: “I understand you’ve had a long day. It’s our policy to charge for early check-in, but since it’s just 25 minutes and you’re a valued member, we’re happy to make an exception today”.
That single act of empathy would have sparked a moment of joy, strengthened brand loyalty, and probably made me a true “advocate.” The story I would have shared with my friends and family would have been completely different.
This experience reveals a deeper issue at the intersection of customer experience, emotional intelligence, and operational policy. Prioritizing strict operational rules over human understanding, especially in today’s customer-centric world, is not only shortsighted—it can also damage the brand.
Policies should serve as guidelines, not walls. And they should always be applied with emotional intelligence. Because in hospitality, it’s not the bottled water in the room or the chocolate on the pillow that earns loyalty—it’s how you make people feel during the moments that matter.
I hope you’ll take this story not as a complaint, but as a mirror—and perhaps an invitation. Because I still believe in your brand. And I believe your guests deserve experiences shaped not just by policies, but by people who care.
Sincerely,
Mehdi Tabrizi
Let’s reimagine the pivotal human moments that define your guest experience. Contact us to start the conversation.
