Ms. Korman

Robin Korman

Senior Vice President Loyalty Marketing

Wyndham Hotel Group

Robin Korman was appointed senior vice president, loyalty marketing, in September 2009, overseeing Wyndham Rewards®, the guest loyalty program of Wyndham Hotel Group with more than 6,500 participating hotels in 36 countries. Among her many responsibilities, she handles the development and management of the company’s loyalty program, which happens to be the largest in the hotel industry based on number of participating hotels; as well customer loyalty initiatives, all direct-marketing programs and internal and external strategic marketing alliances.

Previously, she was senior vice president and general manager at Chase Card Services where she was responsible for overseeing the company’s multi-billion dollar partner credit card portfolio, including development and repositioning of new and existing products and the creation of new acquisition and growth strategies.

Prior to Chase, Ms. Korman spent seven years with Starwood Hotels & Resorts Worldwide, serving first as vice president, global loyalty marketing leader, and later as vice president, brand marketing leader for Aloft Hotels and Element Hotels. In those roles, she was responsible for overseeing Starwood’s Preferred Guest program and later, for developing the positioning and marketing for the global launches of the company’s Aloft® and ElementSM brands.

In addition to her most recent experience, Ms. Korman has also served in executive marketing, communications and public relations roles with General Electric and Citibank.

Ms. Korman can be contacted at 973-753-6590 or robin.korman@wyn.com

Coming Up In The May Online Hotel Business Review




Feature Focus
Eco-Friendly Practices: The Value of Sustainability
The hotel industry continues to make remarkable progress in implementing sustainability policies and procedures in their properties throughout the world. As a result, they continue to reap the benefits of increased profitability, enhanced guest experiences, and improved community relations. In addition, as industry standards are codified and adopted worldwide, hotels can now compare how their operations measure up against their competitors in terms of sustainable practices and accomplishments. This capacity to publicly compare and contrast is spurring competition and driving innovation as hotels do not wish to be left behind in this area. Water management and conservation is still a primary issue as population growth, urbanization, pollution and wasteful consumption patterns place increasing demands on freshwater supply. Water recycling; installing low-flow fixtures; using digital sensors to control water usage; and even harvesting rainwater are just a few things that some hotels are doing to preserve this precious resource. Waste management is another major concern. Through policies of reduce, reuse and recycle, some hotels are implementing “zero-waste” programs with the goal of substantially reducing their landfill waste which produces carbon dioxide and methane gases. Other hotels have established comprehensive training programs that reinforce the value of sustainability. There is employee engagement through posters and quizzes, and even contests are held to increase innovation, sensitivity and environmental awareness. Some hotels are also monitoring a guest’s energy usage and rewarding those who consumed less energy with gifts and incentives. The May issue of the Hotel Business Review will document how some hotels are integrating eco-friendly practices into their operations and how they and the environment are benefiting from them.