Mission objective
Develop a group-wide guest experience strategy that empowers each brand to deliver distinct yet connected hospitality experiences.
Context & Background
Atlas Hotels Group is one of Morocco’s most established hospitality groups, with a diverse portfolio that spans luxury resorts, urban hotels, and value-driven airport stays. Over the years, its core strength lay in B2B partnerships and local resort operations. But as international competition intensified and traveler expectations evolved, the group faced a defining moment. How could it modernize its guest experience across multiple brands—each with its own audience, footprint, and service model—without losing what made them unique?
TCXA was brought in as Atlas Hotels Group’s CX partner to guide this transformation. Defining, together, a clear customer experience vision across the portfolio and align all teams—strategy, brand, marketing, operations, and frontline—around a unified, future-proof approach to CX.
The Challenge
Atlas Hotels Group operates four distinct brands. Each brand catered to a specific guest segment, from luxury international travelers to price-sensitive local commuters. But without a shared framework for customer experience, delivery varied widely across properties. Loyalty programs lacked cohesion. Brand positioning was sometimes lost at the service level. Internal teams had limited visibility on guest expectations—both locally and internationally.
At the group level, leadership recognized that incremental improvements wouldn’t be enough to keep pace with a fast-evolving hospitality market. To stay competitive, Atlas Hospitallity needed to modernize its experience strategy across all brands, while bringing greater clarity to the journeys of each guest segment—from premium international travelers to value-driven domestic guests. Equally important was the ability to empower teams across functions to deliver with consistency, regardless of location or service tier.
TCXA's approach
TCXA designed and facilitated a full-scale CX strategy engagement at both the group and brand levels. We collaborated closely with Atlas’s executive team, brand leaders, and property-level managers to build alignment from the top down—and insight from the ground up. Our process included:
Multi-level stakeholder engagement : We ran targeted interviews and co-creation sessions with the CEO, CMO, brand directors, and front-of-house staff. This ensured that every layer of the organization was heard—and accountable.
Experience mapping per brand : We mapped the current and future-state guest journeys for each brand, tailored to the expectations of their target audiences (e.g. leisure vs. business, local vs. international).
Unified CX methodology : To ensure long-term alignment, we introduced a scalable CX framework that could be used across all brands. This included shared terminology, journey templates, key emotional moments, and internal activation playbooks.
Employee experience alignment : We addressed the link between guest satisfaction and employee enablement, identifying friction points in service delivery and creating brand-specific service principles.
Strategic roadmap to execution : For each brand, we developed a clear roadmap with priority initiatives, from digital touchpoint optimization to loyalty program restructuring and brand signature experiences.
Results
The result was a clear shift in how customer experience was understood, designed, and delivered across the group.
A unified CX vision now guides strategy, service, and design decisions at every level, ensuring consistency while allowing each brand to stay true to its identity.
Brand teams are equipped with tailored guest journey maps, defined audience personas, and actionable playbooks—giving them the tools to bring the strategy to life on the ground. From executive leadership to reception staff, engagement was strong across functions, creating alignment and shared accountability.
With customer experience now embedded into core business planning, Atlas Hotels Group is positioned to evolve confidently with shifting guest expectations and market trends—no matter the property or segment.
