Shangri-La, like other luxury hotels, suffered in the 2008-2009 recession. Rather than cutting prices, it used creativity to restore growth. The objective was to return to 2008 sales levels by acquiring 10 extra stays per night per hotel, without price discounting. Against the category trend of rational claims, the campaign delivered by touching both the traveller audience via a TV campaign and the internal staff audience via internal launch events at every hotel reminding them of their importance to the brand. Sales increased above target and faster than competitors, delivering an estimated sales payback of 14:1, a profit payback of 6:1, and a shareholder value of payback of 35:1