Director, Loyalty & CRM
Far East Hospitality Management is seeking a Director to lead loyalty and CRM strategy across their B2C and B2B segments. The role involves end-to-end management of loyalty programs, from CRM lifecycle marketing and segmentation to system integration and data governance. You will act as a Brand Champion, managing budgets, vendor relationships, and KPI dashboards using tools like Power BI. This is a hands-on leadership position requiring significant experience in loyalty program development and hospitality operations.
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Experience
8-10 years
Function
Marketing
Work mode
Onsite, Singapore
Company
Tier 2
What you will work on
Far East Hospitality Management is seeking a Director to lead loyalty and CRM strategy across their B2C and B2B segments. The role involves end-to-end management of loyalty programs, from CRM lifecycle marketing and segmentation to system integration and data governance. You will act as a Brand Champion, managing budgets, vendor relationships, and KPI dashboards using tools like Power BI. This is a hands-on leadership position requiring significant experience in loyalty program development and hospitality operations.
TAL's take
Solid director-level leadership role with clear strategic ownership in a stable, established organization.
Extremely well-defined scope covering loyalty program strategy, CRM lifecycle management, and operational governance.
Must haves
- 8 to 10 years of experience in loyalty and CRM
- Experience in hospitality sector
- Proven experience leading CRM and loyalty strategy
- Ability to track and communicate KPIs to senior leadership
- Experience with BI tools such as Power BI
- Experience managing B2C and B2B corporate CRM databases
- Strong commercial acumen
Tools and skills
About the company
Established hospitality management company with regional presence, though not a global tech tier-1.
Posts mentioning Far East Hospitality Management (S) Pte Ltd
Waves of corporatisation in India
Corporatisation can be generally referred to as standardisation and formalisation of a business firm along the modern techno-industrial lines. This practice of corporatisation began in Britain during industrial revolution when big companies based on coal, iron and steam engine set up industries across England and there was a need for standardisation of business operation of a particular company all across the country. This later spread to United States (beginning from Cotton textiles and plantation firm having large holdings), France and Germany during 19th century. As far as India is concerned, it has witnessed four waves of corporatisation First wave of corporatisation was based on Kolkata beginning with East India Company, which gradually opened up for multiple English companies after 1858 GoI Act. Later on several companies of textiles, chemicals and heavy industries opened their offices in Kolkata, of whom many beginning to be owned by Indians too. Second wave of corporatisation began in Bombay Mumbai when Manchester based textiles companies opened up their head offices in Mumbai in purpose of handling export of raw cotton from Gujarat and Maharashtra and importing finished textiles from England through Mumbai port. Later on several Gujrati Marwari textile companies opened factories and offices in Mumbai. Corporatisation in Mumbai went for a long period of time I would say, even after independence. It benefitted from spread of communism in Bengal, which made Kolkata unattractive destination for investment, and LPG reforms, after which companies boomed in India who subsequently only found Mumbai as most suitable site for office. Third wave of corporatisation began in Delhi-NCR, Bangalore and Hyderabad coinciding with IT boom in India. Availability of talent pool became the biggest common factor triggering corporatisation in these three cities. We are currently in fourth wave of corporatisation which is not limited to handful of big cities. Corporate world also streching their roots to multiple cities like Chennai, Vishakhapatnam, Ahemdabad, Bhubaneswar, Indore, Jaipur, Lucknow etc as well. Companies are opening their offices in other cities as well for managing their operations in regional level. Several start-up companies are also emerging. In future companies likely to shift their peripheral operations involving technical staff in other cities and limit only managerial level tasks in respective offices in big cities.
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