Harvard Business Review

MARCH 10, 2015

Aggressive moves by airlines to migrate frequent flyer metrics from miles flown to dollars spent have caused bargain-hunting road warriors worldwide to whine about “disloyalty programs.” Airlines have clearly calculated that customers who spend more are more valuable to them than customers who fly more.

Customer Loyalty 8

Customer Loyalty Loyalty Airlines Hotels 8

Strategy Driven

AUGUST 14, 2013

The proliferation of self-service (while a blessing when it works) has made customers more frustrated when they feel trapped in a process with no live person to help. And the Internet, with its social media reach, has empowered customers with strong influence over other customers and the reputation of companies.

Innovation 58

Innovation Strategy Customer Loyalty Loyalty 58

Harvard Business Review

APRIL 3, 2015

But a recent experience made me question some of my assumptions about consumers, “influencers,” and the companies who can make a difference. I’m no road warrior, but I do clock an average of 100,000 miles a year, meaning I have some elite status on various airlines. Did the airlines just not see the story?

Media 8

Media Airlines Travel Brand 8

Harvard Business Review

AUGUST 11, 2015

We’re being introduced to a new lever of corporate influence on democracy. Uber, Airbnb, Lyft, 23andMe, and other companies working around or, in some cases, outright ignoring existing regulations have found customer loyalty to be an asset in their conversations with lawmakers and regulators.

Politics 8

Politics Real Estate Morale Business Model 8

Harvard Business Review

JANUARY 28, 2015

Supplier relationships, brand identity, process coordination, customer loyalty, and many switching costs were all forms of information. More than 40 years after Southwest Airlines went public, tens of thousands of passengers fly daily with legacy carriers. But every business is an information business, they stressed.

Porter 8

Porter Power Competitive Advantage Film 8