38 Kellogg Insight doing a targeted-marketing program, particularly to grow our market share in what are called “key spoke” cities, meaning important cities that are not our hubs. This is the largest such pro - gram we’ve undertaken, targeted to sev - eral million individuals. Each individual received, and is now tracking toward, a multi-tiered personalized offer based on her or his actual flights, spending on United, and other factors in the last year. Even a few years ago, this would have been a much more conventional fre - quent-flyer program promotion based on customer segmentation and promo - tional-offer cells. Now it is extremely individualized and extremely targeted— and extremely measurable: we develop personalized offers based on individ - ual customer value and other criteria, deliver those offers to specific individu- als through email, digital channels, and social media, and then have the feedback loop to business results at the individual level: Did they book? Did their number of flights with us increase? Did their spend with us increase? And, by extension, did our share of the customer’s total flights and flight spend increase? Based on insights from Tom O ’ Too le and Eric Leininger Create a Data- Friendly Culture Tip 2. Hire Curious People Building a culture of intellec- tual curiosity begins in the hiring process. O’Toole says that conversations about a wide range of subjects can offer useful insights into how a job candidate thinks in terms of data. “For example, if you learn that someone is interested in what’s driving crime rates in a particular geographic area—and that they used data analysis to reveal, understand, and visualize the patterns— well, that may not directly relate to your business, but it can show how their mind uses data to solve problems.”