Editorial Board   Guest Author

Mr. Caughlin

Ron Caughlin

Senior Vice President Brand & Digital Strategy, RadonicRodgers Strategy+

Ron Caughlin has over 20 years of marketing and brand experience in both the agency and client side of the business. His area of expertise includes marketing, brand strategy, digital, PR and social media. Mr. Caughlin has a Bachelors degree from the University of Toronto and Master Studies in Communications from University of Calgary. Currently Mr. Caughlin is Sr. Vice President Brand & Digital Strategy for RadonicRodgers Strategy+, a brand and digital marketing agency specializing in Travel & Tourism marketing. Ron leads RadonicRodgers Strategy+ client brand strategy, client training and workshops, digital PR and marketing initiatives at Canada’s leading firm in award-winning Travel & Tourism marketing. Mr. Caughlin honed his marketing communications career at some of Canada's top agencies starting with BBDO as an Account Director and then VP, Clients Services at Cossette as well as the Managing Director for CIM, - LAUNCH. He had the opportunity to lead some very notable national clients including the McDonalds national campaign and the Bell power brand strategy and activation. Most recently Mr. Caughlin created the inbound marketing, PR and social media program for TNS Canada as VP, Marketing. In addition, he was the practice lead for the Travel & Tourism and Digital Sectors and led the global Digital Life and Mobile Life studies. Mr. Caughlin built the marketing program from the ground up, at the GTAA (Toronto Pearson) as the Vice President Marketing and created the digital marketing partnership with Air Canada, Tourism Toronto and OTMPC. He also developed the "There's no place like this" campaign for the Ontario Tourism Marketing Partnership (OTMPC) as Director, Brand and North America Marketing. Mr. Caughlin is also a part-time professor at Humber – School of Hospitality, Recreation & Tourism where he teaches PR and Social Media, Consumer Insight and Marketing Research, Sport Tourism, Sport Finance, Mobile Marketing and e-Business and Technology. He also volunteers his time as the Sr. Vice President of Global Alliance for IIMP with a framework that consists of a core team that includes 4 vice presidents, each responsible for a different global zone and global team that includes 17 regional directors who are responsible for supervising and monitoring country managers within their regions. Please visit http://www.radonicrodgers.com for more information.

Mr. Caughlin can be contacted at 416-695-0575 or ron@radonicrodgers.com

Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.