Travel loyalty programs really are frequency programs. As frequency is directly linked to emissions in travel, how can travel companies find environmentally friendly ways to reward its most valuable customers?
While other hotel brand companies are focused on merger integrations and becoming asset-light, InterContinental Hotels (IHG) is emerging as a leader in hospitality tech innovation and developing itself into a nimbler, more diversified company. The company's key areas of focus are making it a smarter, better hotel company that is well-positioned no matter what the future looks like.
Two years have passed since Marriott’s acquisition of Starwood, but the integration efforts continue on. The success of the Sheraton brand turnaround and the merging of the loyalty programs is critically important and could mean millions of incremental fee revenue for the combined company.
For all the growth and enhancements we have seen in hotel loyalty programs over the past few years, differing opinions among consumers and hotel owners with regards to the overall value and success of programs remain. Clearly, the road to fostering real consumer loyalty will be a challenging one. Hotel companies should ultimately focus on driving satisfaction and providing the best service so consumers choose their brand over others and recommend it to friends and family.
The relative spending power of affluent Americans makes them an attractive and strategic group for travel brands to target. The results of our second annual U.S. Affluent Traveler Survey help us understand key trends when it comes to their travel preferences, attitudes, and behaviors. Segmenting further by other characteristics allows us to create a more refined consumer portrait of such a lucrative, complex, and diverse group.
For today's hospitality brands, loyalty programs are as much about repeat customers as they are about controlling distribution costs. Often times that means strategy at the property level, rather then at the brand level.
Hotel loyalty programs are facing a period of dramatic change, driven by recent devaluations of member points and picky travelers that are less loyal than ever. What strategies are hotel brands using to adapt and thrive in this changing loyalty landscape?
Loyalty programs have become a multi-billion dollar revenue stream for travel companies, yet this success has come at the expense of their original purpose: forging stronger connections with customers. How can marketers capitalize on new innovations in technology and shifts in traveler behavior to build more genuine customer loyalty and larger profits in the future?
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