May 19, 2024

Jimmy Wales Is Not an Internet Billionaire

That was Wales’s old life. In his new one, he lives in London with Kate Garvey, his third wife, whom he often describes as “the most connected woman in London.” Garvey doesn’t have a Wikipedia page, but if she did, it would probably note that she was Tony Blair’s diary secretary at 10 Downing Street and then a director at Freud Communications, the public relations firm run by Matthew Freud, a great-grandson of Sigmund Freud, who is also Rupert Murdoch’s son-in-law. And that Blair, in his 2010 memoir, wrote that Garvey ran his schedule “with a grip of iron and was quite prepared to squeeze the balls very hard indeed of anyone who interfered.”

Garvey and Wales were married last October before about 200 guests, including the Blairs, the political operative Alistair Campbell, David Cameron’s former aide Steve Hilton and Mick Hucknall, the lead singer of Simply Red. Garvey’s maid of honor gave a toast teasing her friend for marrying the one world-famous Internet entrepreneur who didn’t become a billionaire. But the wedding was still covered in The Daily Mail and The Sunday Times, much to Wales’s excitement. “Front page, above the fold,” he told me of the latter. Wales pulled up The Mail’s Web site on his MacBook to show me some photographs from the reception. “That was surreal,” he said.

Wales has a complicated time balancing his new life with his old one. That was evident one morning this winter as he bounded into the lobby of the West End building where he rented office space and hurriedly signed himself in at the front desk. Wales, his brown Tumi bag slung over his shoulder, was 45 minutes late, disheveled and a little frantic. He had left the keys to his and Garvey’s Marylebone apartment at his place outside Tampa; the nanny, here in London, was stranded with the couple’s 2-year-old daughter. “I forgot to drop off the key,” he said. Just when Wales thought he might have to run home, his assistant, who is based in Florida, texted that a building manager had let the nanny in. Global child-care crisis averted.

Wales wore a too-tight black turtleneck under a black overcoat with a well-shorn beard, a look that could either read Steve Jobs superhero or Tekserve flasher. Almost any time you see Wales, 46, he looks like a well-groomed version of a person who has been slumped over a computer drinking Yoo-hoo for hours. After he composed himself, he explained that his office was too embarrassingly unkempt for public consumption. (“It’s a room with a couch, it’s a huge mess.”) So he joined me on a cracked sofa in a common lounge area downstairs. With its ratty Oriental carpets and mismatched folding chairs, the space exuded a bohemian chic look that Wales, a savvy purveyor of his own image, seemed to delight in showing off. The building, a condemned former BBC space, had been slated for demolition. Wales would soon be moving. “I’m not the Google guys,” he said.

London is often described as Britain’s New York, L.A. and Washington all in one — the center for finance, entertainment and politics. But there are conspicuously few traces of Silicon Valley. Wales gladly fills the void. Before he showed me his wedding photos, he talked about his new friend, the British model Lily Cole, who rented office space across the hall. Then he took a call from the Boston Consulting Group, the business-advisory firm, to discuss a speech he would be giving at the World Economic Forum. Wales uses a cheap smartphone made by the Chinese company Huawei that a friend bought him for $85 in Nairobi. The phone, which he often shows to reporters, is the perfect prop to segue to his current obsession of expanding Wikipedia onto mobile devices in the developing world. It is not, however, the perfect phone for participating in an international conference call with the Boston Consulting Group. Several calls were dropped. Wales suggested conducting the meeting over instant messenger, an idea that was rejected.

Once the call finally got under way, though, Wales seemed distracted. On his MacBook, he was following his Wikipedia “talk” page, where the site’s volunteers log their discussions and disagreements over entries. The page had lit up with a raging debate about the banning of some editors on the Turkish version of Wikipedia. Wales watched as the online version of a cafeteria food fight ensued.

Amy Chozick is a staff reporter at The Times. This is her first article for the magazine.

Editor: Jon Kelly

Article source: http://www.nytimes.com/2013/06/30/magazine/jimmy-wales-is-not-an-internet-billionaire.html?partner=rss&emc=rss

Itineraries: Hotels Work Harder to Collect Customer Responses

But they no longer feel that it is enough to leave a questionnaire in your guest room and hope for a response, not when TripAdvisor and other public rating sites display customer satisfaction — or dissatisfaction — for all to see.

So they may send guests who have just checked out an e-mail survey asking about their stay, and sometimes an additional e-mail if they do not respond to the first one. And hotels monitor what is being said about them on social media and travel Web sites.

The data they collect affects both how they treat their guests over all and how they interact with individual travelers.

Customer feedback used to be for internal use only, but as guests increasingly turn to the Web to air their reactions to their stays, hotels view customer satisfaction as even more important to their business. A study from the Center for Hospitality Research at Cornell University recently found that hotels with better customer reviews on travel rating sites like Travelocity and TripAdvisor could charge slightly higher rates. Thomas P. Botts, executive vice president and chief customer officer at Denihan Hospitality Group, said customer satisfaction was so important to his company that a portion of employee compensation was tied to it.

Still, hotels are trying to find the right balance between surveying customers and bothering them. As a result, some questionnaires are now shorter, allowing guests to complete them in a few clicks, and sent to mobile devices to be filled out by customers riding in taxis or waiting at the airport. The Denihan Hospitality Group uses a system created by Posmetrics that rotates five questions on an iPad at the front desk. In the latest Hyatt Hotels post-stay survey, only one question really needs to be answered.

At the same time, some hotel surveys are going beyond the basics of asking about noise, cleanliness and satisfaction. Symon Bridle, chief operating officer of the hotel management company New World Hospitality, said his company’s surveys focused on a customer’s “emotional connection” with the brand, which can come down to interactions with staff members. “It really is the people you have that can make a stay into a great versus an average experience,” he said, “and creating that link with the customer is what’s it’s all about.”

Hotels work on their surveys with a variety of partners. The Dorchester Collection of hotels in the United States and Europe uses the Gallup organization to collect more than 10,000 surveys annually to determine customer loyalty and emotional attachment, according to Ann Brant, director of organizational performance at the Dorchester Collection.

Guests at the Four Seasons Hotel Los Angeles at Beverly Hills and the Inn at Penn, a Hilton hotel in Philadelphia, can share opinions via in-room iPads using software created by Intelity, a technology provider that focuses on the hospitality industry and works with more than 500 hotel clients worldwide. Wyndham Hotels and Resorts guests receive their post-stay surveys directly from TripAdvisor and can see the consolidated results on Wyndham’s Web site.

Hyatt Hotels found that customers like to give specific feedback, said Heather Briggs, the company’s vice president for consumer insights and market research, so there are more text boxes for open-ended answers. Traditionally, market researchers have preferred numeric scales and check boxes to open-ended questions when working with large numbers of surveys because they are easier to tabulate and analyze.

Hyatt, though, uses a system of text recognition and analysis that groups comments from its surveys into subject areas. The system also rates how positive or negative the comments are by which words are used and the use of exclamation points, among other things. The amalgamated survey data is available to all Hyatt Hotel properties.

Hyatt’s system also scans for and analyzes comments from Facebook, Twitter and other social media and feedback sites. Comments that are especially negative or positive set off alerts to the appropriate hotel general manager, who can directly communicate with the guest on that social network. “We live and die by guest feedback,” Ms. Briggs said.

Customers may think that their survey answers are just used for research, and that their responses are just grouped with a lot of others, but hotel can use their individual answers as well. Hyatt is working to integrate its survey system into its guest profiles and even to have some of that information available as the guest checks in. That way, for example, the front desk staff may notify guests if they are two stays from a rewards program upgrade or assign them a room far from an elevator because of comments on a previous questionnaire.

“We need to balance customer privacy in the information they share with letting them know we are listening to them and want to personalize their stay,” Ms. Briggs said.

Article source: http://www.nytimes.com/2013/05/28/business/hotels-work-harder-to-collect-customer-responses.html?partner=rss&emc=rss