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21c Hotels

The company wanted to consistently deliver a superior and personalized guest experience across their hotels.

There are many examples of how guest feedback has helped inform strategic decisions. In previous years, 21c received a noticeable number of guest surveys stating that the counter space in the bathrooms was insufficient for fitting toiletries comfortably next to the sink. Based on this feedback, the company created an action plan to renovate the guest bath design. They installed sinks with more counter space, as well as refreshing the overall bathroom space.
During the remodel, they also found ways to accommodate their guests’ needs until the renovation was complete. When a guest provided feedback about lacking vanity space as well as about bed comfort, they entered those comments into her guest profile. When she returned a year later, she checked in to find an extra luggage stand placed in her bathroom and an extra memory foam cushion on the bed. No one needed to point these things out to her, she knew the team had listened and followed through with a fix to make her stay even better the second time around. Upon checking out she stated on her survey, “This process of listening to my feedback and making the changes that were possible was the nicest thing ever! Thank you!”



The team at 21c leverages Clarabridge to understand and analyze guest feedback surveys. They make it a priority to act on guest insight; making sure the voice of the guest impacts everything they do, from staffing to design improvements in guest rooms. The team also makes sure to follow up directly with guests who have left feedback. This creates a more personalized experience and shows guests that their feedback is being acted on.

Creating a culture of “YES” would not be possible without buy-in from the entire 21c Museum Hotels team. For example, housekeepers and bell/valet teams are regularly recognized if guests mention their exceptional service in survey responses. Management teams share the feedback with everyone so teammates can see how they impact guest satisfaction. This empowers teammates to provide a superior guest experience. For example, when a guest was staying with his young son at their Louisville hotel, he shared the following: “My 4-year-old walked up to one of the housekeeping staff asking about taking the red penguin home. The guy talked with him and gave him his red penguin pin and a high five. My child was on cloud nine.”
As a company, 21c Museum Hotels challenges teams at each property to follow-up on 100% of guest feedback, whether positive or negative. They include best practices and strategies for delivering a superior customer experience during teammate training programs, and everyone at the company leverages guest feedback to improve the services they offer.


With a culture of YES, 21c is delivering on a culture of guest experience excellence. The relationship that is fostered while the guest is with the hotel clearly extends past the time of departure – so the team continues to listen and find creative ways to improve upon each guest’s experience. 21c is on a mission to redefine the art of modern Southern Hospitality with a culture of YES; and it’s working.