Editorial Board   Guest Author

Mr. Armbruster

Dennis Armbruster

Vice President and Managing Partner, LoyaltyOne Consulting

As Vice President of LoyaltyOne Consulting Dennis Armbruster leads the development of innovative, analytics-driven loyalty strategies for clients throughout North America. He has more than two decades of consulting experience in the retail, financial, airline, hospitality, telecommunications and pharmaceutical sectors and is an expert in CRM and customer-centric strategy, operation and implementation. He draws from his extensive background to direct a team of internationally recognized practitioners working with companies across the business spectrum, including Walgreens, Hertz, Best Buy, Canadian Tire, Tim Horton's, Kellogg's, Saks Fifth Avenue and Visa International. By looking at loyalty from an enterprise-wide perspective, Mr. Armbruster helps cultivate LoyaltyOne Consulting's leadership in sophisticated analytics, financial modeling and concept innovation to develop breakthrough initiatives in customer strategy and experience design. The solutions Mr. Armbruster and his team deliver are grounded in deep consumer insights and custom-tailored to create new economic opportunities. In addition to his role as Vice President of LoyaltyOne Consulting, Dennis is also COLLOQUY's Editor-at-Large where he oversees the editorial direction of the COLLOQUY's resources devoted to the global loyalty-marketing industry. Prior to his role at LoyaltyOne Consulting, Mr. Armbruster developed his loyalty marketing acumen with Carlson Marketing Worldwide, rising to the position of Vice President, Customer Loyalty and CRM. Dennis is also a former Partner at Peppers and Rogers Group. Most recently, he was Vice President and General Manager of Business Development for Lifetouch Inc., where he guided the photography company's rapid retail expansion across the U.S. Mr. Armbruster also currently sits on the board of the Direct Marketing Educational Foundation called 'MarketingEDGE,' which works to educate, develop, grow and employ students in the field of marketing.

Please visit http://www.loyalty.com for more information.

Mr. Armbruster can be contacted at 416-228-6500 or darmbruster@loyalty.com

Coming up in May 2019...

Eco-Friendly Practices: Corporate Social Responsibility

The hotel industry has undertaken a long-term effort to build more responsible and socially conscious businesses. What began with small efforts to reduce waste - such as paperless checkouts and refillable soap dispensers - has evolved into an international movement toward implementing sustainable development practices. In addition to establishing themselves as good corporate citizens, adopting eco-friendly practices is sound business for hotels. According to a recent report from Deloitte, 95% of business travelers believe the hotel industry should be undertaking “green” initiatives, and Millennials are twice as likely to support brands with strong management of environmental and social issues. Given these conclusions, hotels are continuing to innovate in the areas of environmental sustainability. For example, one leading hotel chain has designed special elevators that collect kinetic energy from the moving lift and in the process, they have reduced their energy consumption by 50%  over conventional elevators. Also, they installed an advanced air conditioning system which employs a magnetic mechanical system that makes them more energy efficient. Other hotels are installing Intelligent Building Systems which monitor and control temperatures in rooms, common areas and swimming pools, as well as ventilation and cold water systems. Some hotels are installing Electric Vehicle charging stations, planting rooftop gardens, implementing stringent recycling programs, and insisting on the use of biodegradable materials. Another trend is the creation of Green Teams within a hotel's operation that are tasked to implement earth-friendly practices and manage budgets for green projects. Some hotels have even gone so far as to curtail or eliminate room service, believing that keeping the kitchen open 24/7 isn't terribly sustainable. The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable practices into their operations and how they are benefiting from them.

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