Fuller’s

The context

Fuller’s runs a broad hospitality portfolio, and its revenue streams have almost nothing in common with each other. Someone booking a wedding, someone booking a conference room and someone booking a night in a Cotswolds inn are different people with different questions.

What was disconnected

The digital experience treated them as one audience. Improving it meant knowing which of them was actually being lost and where — and that was not something the analytics could answer on its own.

What we changed

We ran over fifty hours of user interviews and tests, then analysed and consolidated the findings and presented them to the senior leadership team. That research became the foundation for a redesigned user journey rather than a report that got filed.

From it we built wireframes and a set of website themes covering the whole property portfolio — each property able to lead with its own proposition while staying recognisably part of the group. As Fuller’s expanded into the Cotswolds inns, the system stretched to fit.

Alongside that, Advisory work on the booking engine question: whether to buy an off-the-shelf product or build on the existing PMS, plus guidance on analytics tracking, attribution and customer data.

Which disciplines were involved

Insights led. Experience designed and built. Advisory handled procurement and the data model. Growth managed Google and Meta campaigns for individual properties where they needed them.

What improved

A user journey reshaped around what guests actually do, a design system that individual properties can use to sell themselves properly, and technology decisions made against evidence rather than vendor collateral.

What the work taught

Fifty hours of research is a large investment until you compare it with the cost of rebuilding a portfolio around a guess. Research is cheaper than being wrong at scale.