Phil Rubin

CEO, rDialogue

Phil is CEO of rDialogue, an Atlanta-based customer marketing firm with clients ranging from mid-market to Fortune 100 and in industries including retail, travel and hospitality, telecommunications, dining, financial services and pharmaceuticals. Representative clients include Caribou Coffee, Cracker Barrel, Kimpton Hotels and Sprint, as well as a number of clients that can’t be named like a world famous customer-centric department store.

He has nearly 20 years of strategic marketing experience with an emphasis on customer loyalty and relationship marketing, integrated communications, partnership development, promotions and program development. He founded the loyalty practice at Loyaltyworks and led the spin-off of the practice to rDialogue. Prior to Loyaltyworks he was Group Vice President and General Manager of The Lacek Group, a loyalty marketing firm now part of OgilvyOne. While at Lacek he established the Atlanta office and was responsible for leading the development and implementation of relationship marketing strategies on behalf of clients such as Delta Air Lines, Cox Communications and UPS.

Phil has developed and managed loyalty and relationship marketing as a client both at Midway Airlines and at GTE Wireless (now Verizon). He began his career going through Macy’s Executive Training Program and working in store management.

Phil has an M.B.A. with a concentration in Marketing and Strategy from Tulane University and a B.S. in finance from L.S.U.

Other Links from Phil Rubin:

  • Posted on: 12/04/2017

    Should marketers personalize products using consumers’ DNA?

    The data driving relevance for a brand is increasingly contextual, so it's natural -- no pun intended -- to use biological-ish data. Certainly data such as those from activity trackers provide insights into someone's lifestyle, especially when associated with additional data.However the reality for most retailers is that they are dreadful at using data to be relevant. This is a big stretch unless and until these retailers are more customer-centric and accordingly, more capable in terms of data consolidation and leveraging said data.Nice idea, not going to happen at scale or en masse anytime soon.
  • Posted on: 11/08/2017

    As Amazon looms, CVS rolls out next-day Rx deliveries nationwide

    Time is the new loyalty currency and this move by CVS, clearly a nod to Amazon, demonstrates that CVS is smart enough to know, at least in part, how to compete in the future. Most retailers would be well served to fully understand what makes Amazon's customers so loyal, whether they compete directly against Amazon or not. Hint: it's not about price, it's about how Amazon leverages data to be relevant and deliver a superior customer experience, which includes recognizing that time is increasingly more valuable than money, for an increasing majority of customers.
  • Posted on: 11/08/2017

    Big Data is done, put a fork in it

    Thought provoking Rick, but I'm not sure most companies and brands, and retailers (other than AMZN and WMT especially) have fully embraced leveraging data to even get near a point where they have pushed the limits.I'd challenge anyone reading this to name three retailers other than AMZN that demonstrate to you as a customer that they know "enough" about you to be truly relevant, improve your customer experience AND make you feel like that retailer is loyalty to YOU.Most retailers still lack a single view of customers, much less one that is fully informed with the right data, including contextual.
  • Posted on: 11/07/2017

    Should Papa John’s drop its NFL sponsorship?

    Papa John's leadership is consistent with the national leadership it supports: blame others. Unlike other retailers who blame the weather, a relatively safe but equally revealing decision, blaming a sponsorship and TV ratings declines illustrates a fundamental lack of responsibility and accountability. Pizza Hut's recent comps -- and Pizza Hut was an advertiser Sunday during the NFL games I watched -- show what strong leadership and management do."Papa John" needs to reassess his product, his customer experience and his ability to leverage a large and existing customer base, among other things.
  • Posted on: 09/13/2017

    Survey says grocery has reached its digital tipping point

    Digital influence in retail, grocery included, is nothing new. Grocers face many of the same challenges that other retail sectors do, as noted by Peter Fader with his comments here.Some of these challenges are self-inflicted as, like other retail sectors, grocers are not terribly customer-focused. This is the primary challenge. Other challenges, which follow this primary one, include being myopic relative to the threats posed by Amazon and others (such as meal providers like Blue Apron).
  • Posted on: 09/13/2017

    Is BOPIS degrading the in-store experience?

    Lots of good and smart comments relating BOPIS to the in-store experience. I agree that, in general, the in-store retail customer experience is quite bad. However, there is much to BOPIS that has nothing to do with the in-store experience other than friction.As we have written and maintained for a while now, TIME is the new loyalty currency. This is every bit the factor that a bad in-store experience is, if not a bigger one. We all have more demands on our time, more options with which to fill it and, thanks to digital, we have the ability to be much more selective about where we invest time.Smart retailers will understand this and appreciate the value of contextual data, which unlocks the insights as to which customers are more time-sensitive.Unfortunately, retailers are very much still self-centered rather than customer-centered. Pursuing strategies aligned with the latter will help rationalize and leverage new fulfillment options like BOPIS and others.
  • Posted on: 09/11/2017

    Will lower everyday prices boost Target’s traffic and sales?

    Lower prices might drive traffic and even sales, but it won't drive profit increases. It's just sad when a former high-flying retailer like Target takes the lazy way out and "invests" in lower prices versus delivering a better customer experience. Target will be stuck in between AMZN and WMT and create opportunities for more focused retail leaders who are investing in other strategies beyond low prices.
  • Posted on: 08/24/2017

    Why don’t more retailers ‘get’ curation?

    Curation is about relevance and this is spot on. There are only a handful of retailers that indeed "get" curation. Unfortunately, the majority don't understand it but -- and this syncs well with Nikki's data point that it's at the bottom of retailer priorities -- they think they do! Even though they ultimately resort to competing on price.As Nikki points out, curation saves the customer time -- which we think of as the new and highest-value loyalty currency -- and pays it off further with coolness.When I think about brands that curate well, especially retailers with a brick-and-mortar footprint, few do it better than Sid Mashburn. Brooks Brothers does a very good job as well but the content narrative and rationale that Sid Mashburn provides is quite compelling. And by the way, they are rarely on sale.
  • Posted on: 08/23/2017

    Do retailers need to buy the loyalty of consumers?

    A low price strategy is the easy way to impact the value equation when the focus is on the denominator (i.e., the price) versus the numerator, which is quality. The quality of the experience, and the goods or services provided, are what drive the value equation relative to price. Thus if you can't deliver a better experience you have no choice but to compete on price.As is correctly stated by Dick and others, price is the easy way out and it's a increasingly an unforced error to attribute Amazon's continuing success to price. Amazon's success comes from its commitment -- and loyalty -- to customers as manifested by its ability to deliver a superior customer experience. And this success is inversely proportional to other merchants not employing this strategy.Thus the issue of price as the/a dominant driver of loyalty is both cause and effect. The cause is the inability of retailers to lead, differentiate and deliver value and the effect is that price is pervasive as the competitive frontier for retailers. Sad! And worse, unprofitable!But it's finally changing for the relatively few who have the capacity and especially the leadership to take the more difficult path of investing in customers rather than lazily lowering prices, margins and profits.
  • Posted on: 08/16/2017

    Will more promos fix Dick’s Sporting Goods pricing challenge?

    Of course Dick's should increase promotional activity. It worked for Sports Authority, didn't it? And so many others (insert your favorite bankrupt retailer here ____).Increased promotion, especially when it's "aggressive," is a scientifically proven way to reduce margin and net income. Unless retailers like Dick's start talking about customers, their retail experiences and what differentiates their ability to sell and create demand in dimensions other than price, they are doomed to continue the trend of failure.
  • Posted on: 08/15/2017

    Is Target ready to make a move on the home delivery front?

    This is a smart move by Target but it remains to be seen how well they can and will compete with AMZN and others. Now Boxed is getting into same-day delivery (a 3 hours window) as well. So while there is competition, Target still has a solid customer base and this will bring it closer to being viable versus AMZN, though closer is relative given how far ahead Amazon is now. Retailers need to understand the new drivers of customer engagement and loyalty and this underscores the value of TIME as a powerful loyalty currency.
  • Posted on: 08/08/2017

    Does Dunkin’ need donuts?

    It likely won't hurt to remove "Donuts" but Dunkin' has more foundational problems than having "Donuts" in its name. Its strategy has lagged behind Starbucks for years, especially when it comes to "unparalleled convenience." That gap is a real challenge, as Starbucks just cited that 9 percent of its customers are now using its mobile pickup offering.It's interesting that Dunkin' suggests a "new restaurant image ... [will offer] ... unparalleled convenience." It will take much more than image to achieve that unless there is a truly customer-centric business strategy prioritizing the customer experience rather than other aspects of its operation.
  • Posted on: 08/08/2017

    Should executive pay structures change to address slower growth at retail?

    It's really hard to see the dismal performance of so many retailers correlated to (the dearth of) bonuses and suggest they are misaligned. If anything it is encouraging to see the bonuses so well correlated, especially as many retailer CEO salaries are still exorbitant when their performance is considered. It's easy to cite a rising minimum wage and declining traffic as complicating factors but ultimately it's up to the board to determine CEO pay and how it is structured relative to the business situation, strategy, leadership and, yes, performance.
  • Posted on: 08/07/2017

    What made GameStop decide to open on Thanksgiving this year?

    The question of whether it is good PR to stay closed or remain open for customers is likely not the right ask relative to GameStop. Retailers suffer from FOMO (fear of missing out) just like people do. The object of their FOMO isn't related to PR but rather - and this is especially true for GameStop - revenues. Specifically, falling revenues and negative comps.REI continues to stand out for what it believes in and making that its messaging platform in answering this question. Many of the other retailers are struggling with the question for the simple reason that they are paying attention to their competitors rather than their customers. As Jeff Bezos said, "If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering."
  • Posted on: 08/07/2017

    Is agile fulfillment the solution to retail’s renaissance?

    Agility over scale works for small, it won't work for large. Agility is a strategy and implies a recognition that not all customers are on the same journey nor do they have the same wants, needs and expectations. To embrace agility but not in a scalable manner is a fail unless you're a small merchant.Scale is relative to which customers a retailer is serving. Part of loyalty marketing is the recognition that not all customers are equal (in value) and thus scale might not be the same thing as being able to do everything for every customer. Loyalty marketing discipline says this is likely a mistake. For example, Amazon scales its expedited shipping for Prime members, not for all customers. This is simple in concept but gets more complex in determining what services - fulfillment or otherwise - need to be developed and executed for all customers rather than select ones.

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