Case Studies

How IHG Hotels & Resorts Turned Frontline Enablement Into Loyalty Performance

IHG Hotels & Resorts had just relaunched IHG One Rewards, and every hotel team needed to deliver it consistently. That is hard to guarantee across thousands of properties, most of them franchised, where the associates who recognize loyalty members and enroll new ones sit outside corporate’s direct reach. IHG partnered with Centrical to build IHG Climb, a branded enablement platform that engages hotel teams directly and turns loyalty performance into a daily habit, with friendly competition across properties.

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4.01 pts YoY Enrollment Efficiency improvement
vs. 3.04 pts for low/no-engagement properties
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3.26 pts YoY Loyalty Recognition improvement
vs. 2.86 pts for low/no-engagement properties
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+1.32 RGI YoY improvement, Sales
vs. +1.01 pts for low/no-engagement properties
“We really wanted to see a step change in performance and make sure that our branded hotels are delivering the IHG One Rewards program day in and day out, while finding new ways to engage with our frontline team members.”
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Reaching the Frontline at Franchise Scale

General managers were the primary channel for communicating program goals and benefits to frontline teams, creating a bottleneck that made it hard to reach the associates who drive loyalty recognition and guest enrollment. To meet its loyalty enrollment goals, IHG needed a way to engage those associates directly, in a format simple enough to fit into a busy hotel shift.

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A Platform Built Around the Associate Experience

IHG partnered with Centrical to build IHG Climb, a branded enablement platform designed to give hotel teams the knowledge, context, and motivation to deliver IHG One Rewards confidently and consistently. IHG built a robust content strategy, releasing new content regularly across topics from loyalty recognition and enrollment to guest experience and brand standards, broken into short modules and delivered in multiple languages across regions.

Once teams had the foundation, IHG layered in personalized KPIs and leaderboards so properties could compete to climb the rankings. Associates took ownership in ways that far exceeded expectations: hotels created their own traditions around top performers, teams challenged each other across regions, and engagement consistently surpassed IHG’s goals.

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