It’s what every company in the world – big and small – wants. It drives revenue. Cuts expense. Extends reach. Delivers happiness. And separates winners from the losers. Companies spend billions to secure it and hold onto it and for good reason – they can lose it in an instant. And yet, it’s nearly impossible to define. I’m talking about Customer Loyalty, that ephemeral sense we all have towards brands we like and companies where we want to spend our money. How do the world’s largest organizations drive customer loyalty? How hard do they think about how to keep us coming back? Few business leaders have been more successful in driving Customer Loyalty than Hoyt Harper, Senior Vice President, Global Brand Leader, Sheraton Hotels & Resorts Group. At a time when many hotels were reducing their Club offerings, Harper doubled down, investing more than $100MM to drive greater customer benefit and loyalty. What were the risks? How has it worked? (Originally broadcast 4-21-13 on The John Batchelor Show)
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Hoyt Harper, Sr. VP, Global Brand Leader, Sheraton Hotels & Resorts Group
Posted by Chris Riback on April 23, 2013
About this site
This is the show I've always wanted to do.
Given all the arguing that dominates television, radio and the web -- the he said/she said, the all-or-nothing verbal warfare, the relentless search for scandal or quick quip -- the most simple element that drives important, human communication is often missing: Smart conversation.
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