Turning data into action and experience.

Warner Hotels had no shortage of guest data. What it lacked was clarity in time to act. Insight arrived too late, or too scattered, to change a decision while it still mattered. The aim was simple: turn what Warner Hotels already knew about its guests into action the business could take in real time.

10%

Rise in bar spend

The challenge

Marketing, operations and guest teams all worked hard, but insight reached them too slowly to shape what they did next. There was no single connected view of the guest to plan against, so effort spread evenly instead of aiming where it would pay.

What we did

Octagon Square partnered with Warner Hotels to turn guest data into understanding the business could use day to day. We built three models, each answering a different question: who is slipping away, who is worth chasing, and what are guests really telling us.

What we built

A behavioural booking model: by comparing each guest's year-to-date activity against full-year patterns, it sorted guests into doing more, doing less, or holding steady. The team could act mid-year rather than discover the truth in the December numbers.
A predictive LTV model: built from booking behaviour, stay characteristics and engagement signals like NPS and on-site spend, it identified the guests worth the most over time. The finding that shaped strategy: high-value guests book early, choose premium experiences, and use discounts sparingly. They want quality, not money off.
An AI-driven feedback platform: natural language analysis of guest feedback, linked to operational context like hotel, stay length and timing, surfaced sentiment as it emerged rather than months later.

What changed

The models did not sit in a report. They changed what teams did, and the numbers followed.

20% lift in conversion: sustaining high performers, reactivating guests who were slipping, and holding steady guests with cost-efficient messaging instead of blanket campaigns.
15% uplift in high-value guest acquisition: moving spend toward the channels and behaviours that signalled long-term value, not short-term volume.

When listening pays

The feedback platform kept surfacing the same complaint: inattentive bar service at peak times, quietly pulling down both NPS and revenue. Warner Hotels acted, with targeted staff training, smoother peak-time service, and real-time monitoring of the issue.

10%

rise in bar spend at the affected hotels, with higher NPS alongside it. Proof that listening, when you act on it, shows up in both the experience and the till.

“
"Octagon Square didn't just talk analytics, they made it work. They cut through the clutter, giving us clear, actionable insights that delivered real value."

David Murdin, CMO, Warner Hotels

Warner Hotels now decides from one connected view of its guests, acting while it still counts. That is the difference between data that describes the past and insight that changes the day.