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The purpose of this paper is to remind loyalty marketers to harness the power of the often‐forgotten generation that truly values brand loyalty – the Baby boomers.

The approach take the form of exploring Boomers' demographics and influence on the marketing community and outlining some of the best practices to which marketers can look when building programs and offers for Boomers.

By 2010, one‐third of the US population will be over 50; by 2020, one in five Americans will be over 65. In the near future, the oldest segment of the US economy will control the largest share of the US economy and marketers will be wise to make 50+ consumers visible in their marketing strategies. Boomers will find the brands that resonate with them and continue to fuel revenue and growth for years to come.

If one has established a relationship with Boomer customers and one has maintained the integrity of those relationships, they will stay with one for years to come. The biggest mistake one can make is to change one's offers and messaging to them just because they hit retirement age.

The paper presents exclusive interviews with representatives from some of the largest marketing firms in the industry today. Tangible tips and tools to utilize in the real world marketing plans are offered.

The purpose of this paper is to present an up‐to‐date examination of the telecommunications industry and attempt to discover how some of the major players are engaging their customers while trying to constantly diversify their service offerings.

The paper examines, case by case, three major telecommunications companies and identifies current and future offerings as they pertain to service initiatives and customer loyalty and retention. The paper also offers a broader overview of the telecommunications industry as a whole and identifies some major trends in the current landscape.

The paper finds that companies with sound customer strategies can use this as a differentiator in an increasingly muddled market. In an increasingly competitive market, customer loyalty efforts can play a major part in the attraction of new customers and the retention of current ones. Companies must transition to offer a suite of services as “bundling” strategies proliferate and further ignite pricing wars.

Marketers dealing in the telecommunications arena are entrenched in an exciting era of industry growth. As consumers' choices expand, the importance of a sound customer relationship strategy becomes more and more important for the success of the company.

The paper provides exclusive interviews with representatives from some of the largest telecommunications firms in the industry today. It contains expert analysis and breakdown on loyalty marketing strategies that can complement telecommunications service offerings.

The purpose of this paper is to advise employers on how to recognize and reward their best employees in order to retain and motivate top talent during a recession.

The paper explores, with commentary from leaders in the marketing industry, business‐to‐employee marketing (B2E) and employee incentive programs as a means to enhance employee loyalty and customer service.

Good people retain career mobility even in tough times; simply having a job is not a sufficient employee motivator during tough times. Retaining your top performers pays out both in the short term, by helping to avoid Circuit City‐style meltdowns, and in the long term, by retaining their expertise, skills, contacts and relationships.

By rewarding employees as businesses would consumers, marketers can enhance their employees' work experience and thus expand their bottom line.

The paper has exclusive interviews with representatives from some of the largest marketing firms in the industry today and provides tangible tips and tools to utilize in the real world.