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Ritz Cal-ton maintained its status in luxury services by introducing the loyalty program that induced customers. The redemption of point obtained from such program attracted more customers than available services and the experience. Ritz-Cal-ton further introduced the frequent guest stay program to stay ahead of competitors. This they did to satisfy the need of their customer and even attract more. The program also fitted the business and it could offer excellent programs through their branches in various continents. They went further by offering airline flights, and a broad selection of unique flight experiences. Competitors did not offer these services at that time that made Ritz Cal-ton to stay above them. In addition, the partnership of Ritz-Cal-ton reward program and Marriott’s reward points being accepted in Ritz-Cal-ton properties and equally accepted in Marriot hotels.
Looking at the past and comparing to present, most of previous luxuries have become necessities in luxury brands. Luxury brands should find a way of providing their customers with what they consider as most unattainable now to stay above competitors. Luxury brands like Ritz-Carl-ton should work on improving experience of their customers every time (Jonas and Coste-Manière, 6).
Coussement, Martha A., Tanyatanaboon, Maneenuch., Li, Zhouyang., Shportko, Anastasia, and Miao, Li "A Strategy of Duality: New choreography for the Marriott/Ritz-Carlton dance." Journal of Hospitality & Tourism Cases 3.2 (n.d.):
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