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Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
Marketing Loyalty Report
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Marketing Loyalty Report


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The environment in which today's …

The environment in which today's
brands connect and build loyalty with
their customers and program Members are
markedly different than the environment that
existed even a few short years ago. In fact, it
is markedly different than it was even just a
year ago. The pace at which today’s marketing
landscape is changing is remarkable – there
is a chronic torrent of macro trends exerting
their influences on the market. Economic,
social, technological, and political factors
are affecting brand loyalty and programs,
Members’ interactions with programs, how
Members perceive programs, as well as
the role that programs play in the lives
of consumers.

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  2. 1 |Executive SummaryThe environment in which todaysbrands connect and build loyalty withtheir customers and program Members aremarkedly different than the environment thatexisted even a few short years ago. In fact, itis markedly different than it was even just ayear ago. The pace at which today’s marketinglandscape is changing is remarkable – thereis a chronic torrent of macro trends exertingtheir influences on the market. Economic,social, technological, and political factorsare affecting brand loyalty and programs,Members’ interactions with programs, howMembers perceive programs, as well asthe role that programs play in the livesof consumers.For instance, in terms of economicfactors, recovery has been sluggishbut steady, and unemployment is still abovedesired levels. Interest rates are anticipatedto remain low, as the Fed is still cautious aboutdisrupting the recovery. Meanwhile, it doesappear that consumer confidence is on therise, and despite an increase in real debt levels,the household debt-service ratio, an estimateof the share of debt payments to disposiblepersonal income, is at its lowest since the 80s.These any many other macro-economic trendsaffecting consumer behavior, as well as therole programs play in the lives of consumers.This refects the role of programs in influencingconsumer behavior and sentiment, at a timewhen consumers have more reason tobuckle down on both everyday spend anddiscretionary spend.From a technology perspective,consumers are ‘plugged in’ like neverbefore, and the extent to which technologypermeates our lives is unprecedented. Thereis a significant amount of data being producedand consumed by program Members, whichis in turn creating exciting new possibilitiesand challenges for loyalty marketers andprogram operators.The US is a highly developed loyaltymarket – considering the averagenumber of programs per member, thepercentage of consumers who participatein programs, and the number of programsoperating in this market. In the US market, notunlike in other developed economies aroundthe world, loyalty initiatives are an importantaspect of the marketing mix and are animportant aspect of consumers’ experienceswith brands.We undertake The Maritz LoyaltyReport – as a means of stayingapprised of American attitudes and behaviorsregarding participation in loyalty programs.This year, we surveyed over 6,000 consumersand captured program-level feedback on over30 national programs across six industrysectors, including Retail Loyalty, GroceryLoyalty, Credit Card Loyalty, Co-Brand Loyalty,Travel, and Hospitality.
  3. 2 |Five significant themes emergedin this year’s study, as follows:1) Consumers have an insatiable appetitefor loyalty programs. In fact, the averageconsumer is a Member in 7.4 programs.Meanwhile results suggest that 71% ofMembers have room for more cardsin their proverbial loyalty card wallets.2) Communications play an extremelysignificant role in the Member’s programexperience. More than 9 out of 10 Memberswant to receive communications fromtheir loyalty programs in which theyparticipate, and it is clear that satisfactionis tightly linked to communicationrelevance. In other words, Members whofeel the program communications theyreceive are relevant are more satisfiedwith that program. This representssignificant untapped potential formarketers, since only 53% of consumersdescribe program communicationsthey’re receiving as relevant. The firstmarketers who solve this dilemma willdifferentiate themselves and strengthenthe satifaction and the brand loyalty theyenjoy with their key customers.3) Privacy and the use of personalinformation is a concern to consumers.24% describe privacy concerns as a barrierto program enrollment. There is a paradoxat play here between personalizationand privacy. Increasingly, consumers areexpecting personalized communicationsand experiences, yet they are alsoconcerned about providing personalinformation, the very foundation onwhich personalization is made possible.4) Personal values and program values areconnected. We investigated the linkbetween personal values systems(i.e., the internal compass that guideshuman behavior, decisions andperceptions) and Member engagement(i.e., satisfaction, the propensity torecommend, and propensity to re-purchase); we discovered a tight linkbetween Member satisfaction and theextent to which a Member’s values arealigned with a program’s values, and thatonly 40% of Members feel their values arealigned with the values of the programs inwhich they participate.5) Strong performance on the secondarydrivers of satisfaction is how programscan differentiate. We studied drivers ofMember satisfaction within loyaltyprograms. We evaluated functionaldrivers, as well as service-related drivers.We found that programs earning topmarks for satisfaction among Membersperformed similarly on primary drivers,yet discerned themselves from next-bestprograms on secondary drivers.1.7RetailPrograms1.3BankCreditCards1.1Airlines1.0Hotels0.8Co-brandCreditCards0.5BankDebitCards0.5Gas0.5OtherRetail Loyalty has highest program penetration.
  4. 3 |Influence of Programs onbehavior remains strong.100%057%I modify when andwhere I buy items,to maximize thepoints I receive forpurchases.46%I modify what brandsI buy, to maximizethe points I receivefor purchases.Increasingly, loyalty is partof the brand relationship.100%080%Programs aredefinitely worththe effort ofparticipating.70%Programs are a partof my relationshipwith the company.Loyalty Programs are DrivingDesired BehaviorsLoyalty IS influencing consumer behavior.Despite Americans being active in only 63%of their 7.4 programs, the good news is thatLoyalty is changing consumer behavior, andMembers do generally have positive views ofloyalty programs.57% agree with the statement, “I modify whenand where I buy, in order to maximize the[loyalty benefits] I receive,” while 46% agreewith the statement, “I modify what brands I buyto maximize the [loyalty benefits] I receive.”In particular in the payment card space,54% of consumers would not consider gettinga credit card that did not have a good loyaltyprogram attached to it.80% of Members agree that programs areworth the effort – meaning Members feelthat the things being asked of them (i.e.,enrollment, opt-ins, presenting loyalty cardupon purchase, referrals, etc.) in exchangefor the benefits they receive as Membersare worth it. This is good news for programoperators and loyalty marketers who counton programs to drive desired, profitablebehaviors.70% of Members describe their participationin a program as part of the relationship withthe brand. This reinforces the need to curb asometimes-cited though mis-placed traditionalapproach that loyalty programs can be simplya bolt-on initiative or adjunct to the corebrand experience. Programs that live up tothe brand promise, and enable an authenticbrand-aligned experience for its Members,will be more effective in achievingengagement among its Members.Loyalty marketers count on their loyaltyinitiatives to deliver results for their business.As such, and to ensure the influence ofprograms on behavior can reach as broada customer audience as possible, programoperators aspire to enroll as many of theircustomers as possible into their loyaltyprogram – yet there are factors discouragingenrollment.Increasingly, loyalty is partof the brand relationship.100%080%Programs aredefinitely worththe effort ofparticipating.70%Programs are a partof my relationshipwith the company.Influence of programs on behaviorremains strong.Increasingly, loyalty is part ofthe brand relationship.
  5. 4 |Fees and irrelevant benefits are top barriers toprogram enrollment, with 68% of consumersciting fees as the reason for not joining, and66% citing irrelevant rewards (i.e., rewardsthat are irrelevant to the Member, are notunique, and/or are too insignificant to makea difference). Just over half of consumersstate slow accumulation as a reason fornot enrolling.Loyalty marketers also count on their programsto curb customer attrition. Unfortunately,53% of Members enrolled in loyalty programsstopped actively participating in at least oneloyalty program in the past year. This numberis disconcerting for program operators, yet ofeven greater concern is that only 7% of thesedefecting customers actively defect – meaningformally request leaving a program. Giventhe high percentage of passive defection,it is paramount that loyalty marketersproactively identify the early warning signsof pending attrition.…of Members enrolled in loyalty programsstopped participating in at least oneprogram in the past year.53%7%…formally request to leave a program.…of Members enrolled in loyalty programsstopped participating in at least oneprogram in the past year.53%7%…formally request to leave a program.• Loyalty programs are an extension of the brand.…of Members enrolled in loyalty programsstopped participating in at leastone program in the past year.…formally request to leave a program.
  6. 5 |The Importance of RelevantCommunicationsProgram communications are an integralcomponent of a Member’s overall loyaltyprogram experience. In fact, our study revealsthat Member satisfaction is highly correlatedwith the extent to which Members find theprogram communications they receive relevant.Unfortunately, though 94% of Members saythey want to receive communications fromthe programs in which they participate, only53% describe the communications theyreceive as relevant. Given the strong linkbetween communications relevance andMember satisfaction, this is clearly a hugecall-to-action for loyalty marketers.Additionally, though not surprisingly, justover half (57%) of Members always readthe communications they receive, but only12% say that programs send communicationstoo often. This suggests that Membersare not dissatisfied with the frequencyof messages being sent to their inboxes,but instead open and read loyaltycommunications at their discretion.Relevance of communications is linked with satisfaction.100%%Satisfaction0StronglyDisagree“The communications I receivefrom this program are relevant to me.”SomewhatDisagreeNeutral SomewhatAgreeStronglyAgree20%38%49%82%93%Yet, only 53% describecommunications as relevant.57%I always read the communications thatare sent to me from this program.53%The communications I receive fromthis program are relevant to me.12%Program sends me communication too often.of Members prefer toreceive communicationsfrom their programs.94%Relevance of communications is linked with satisfaction.
  7. 6 |Increasingly, the traditional marketingcliché ‘right message, right customer, righttime’ is evolving to also include ‘right context’and ‘right channel’. Our study also investigatedMembers’ preferences for communicationchannels, and discovered that email channelranks highest among all channels assessed,with 74% of Members stating a preferencefor it. The report also revealed that 46% ofMembers want to receive communicationsfrom three or more channels. As such,marketers and program operators mustensure a seamless customer experience acrosschannels, deploy channel agnostic messagingto render properly in any channel and onany device, and, finally, make determiningMember-level channel preferences an ongoingpriority. Omni-channel communications willsoon be table-stakes for all programs.Surprisingly, given the high percentage ofconsumers carrying smartphones, the mobilechannel (including mobile applications, mobileweb and text messaging) is a preference amongonly 37% of Members. Presumably, there is ablurred perception among Members betweenemail channel preference and mobile channelpreference, given email is now often read on asmartphone.The mobile channel, more specifically a mobileloyalty application, represents an opportunityfor loyalty marketers and program operatorsto drive increased program enrollment amongun-enrolled customers. 73% of smartphoneusers are interested in interacting with theirprograms through their mobile device, and 91%are likely to download a program’s application.The preferences for loyalty functionality ona mobile device include managing points,redeeming points and receiving mobile alerts.46%73%of smartphone/tablet usersare interested in interactingwith their loyalty programswith their mobile devices.91%likely to downloadloyalty application…of Members would prefer toreceive communications fromthree or more channels.Smartphone users very likelyto download loyalty app.• Communications are core to the program’s experience.• Relevance is tightly linked to satisfaction!• Mobile as a gateway to greater program penetration.• Omni-channel is table-stakes.
  8. 7 |The Privacy Paradox:From Cool To CreepyMarketers today, in pursuit of customerloyalty, are faced with a paradox –increasingly, consumers are expectingmore relevant communications and morepersonalized experiences from brands, yetare increasingly concerned with privacy andthe use of their personal information.In fact, 29% of Members surveyed statethat one of the key barriers to enrollmentis that programs require too much personalinformation; similarly, 24% of Memberssurveyed cite privacy as a barrier toenrollment.As mentioned earlier, research revealed thatMember satisfaction is highly correlated withthe extent to which Members find thecommunications they receive relevant.Ironically, the very customer information thatmarketers seek to capture in order to evolvetheir efforts away from a one-size-fits-allapproach and toward a tailored and delightfulexperience for customers is the veryinformation that customers are increasinglyconcerned, even reluctant, about providing.Our study yielded significant insight intoMember sentiment regarding the ways inwhich their personal information is beingused by marketers and program operators.Members told us the things they find “cooland exciting”, as well as the things they find“creepy and weird”.Topping the list of ‘cool and exciting’ usesof Member information is “personalizeddiscounts based on purchasing habits”,preferred by 69% of Members. The secondmost preferred use of Member information,preferred by 62% of Members, is “personalizedoffers based on preferences that customersmanage and update”.29%24%29%24%Program requires too muchpersonal information.Privacy concerns.
  9. 8 |Topping the list of ‘creepy and weird’ uses ofMember information is “allowing programsto review your Facebook friends’ status updatesto determine your eligibility for benefits”.Top Creepy and Weird benefits based on uses of personal info.52 65Allowing programs to review your friends’ status updates and photos to determineif you may be eligible for rewards or special benefits based on shared interests.among ages 50+44 59Offer rewards or special benefits to those who provide the program with access topersonal information about you (such as personal income, household composition, etc.).43 53Provide your credit card number to a retailer via its website for credit on your statement if you spenda certain amount (i.e., spend $200/month at retailer and receive $20 back on your credit card statement).40 49Allowing programs you “Like” or “Follow” to review your status updates and photos to offer rewardsor special benefits based on your profile content.40 48Ask you for personal information when enrolling to target promotions to your specific demographic.Surprisingly, the percent of consumersconcerned about privacy was revealed tobe the same across all age demographics.We expected younger consumers to be lessconcerned, however what we discovered isthe level of concern about the specific waysin which customer information is used variesconsiderably across age demographics.Consider the experience of frequent-stayhotel guests who at time of check-in do nothave to re-state their preference for a non-smoking room, a king-sized bed, and a roomlocated away from the elevators; their check-in is expedited because their preferenceswere conveniently kept on file and madeavailable to the front desk staff. Cool or creepy?Consider the experience of a patient fillinga drug prescription, during which thepharmacist is able to access and reviewthe patient’s prescription history and advisethe patient about a possible negative druginteraction. Cool or creepy?Consider the experience of a first-timecustomer of an apparel retailer. The customer,upon check-out, learns from the sales associatethat she is receiving a 10% instant discountbecause a high percentage of her friends ‘like’the retailer on Facebook. Cool or creepy?So, how is today’s marketer able tosuccessfully navigate the proverbial customerprivacy minefield when the ways in whichcustomer information is used may be deemed‘cool and exciting’ by one customer and at thesame time ‘creepy and weird’ by a differentcustomer? What information can be collected?What information can be used? How cancustomer information be used?Top Creepy and Weird benefits based on uses of personal info.
  10. 9 |The best person to answer this is yourcustomer. In the meantime:• Ask permission, and be transparent. Beingtransparent with customers about what isbeing captured and how and by whom theinformation is to be used − and in turngaining permission − will ensure thatmarketers’ efforts to create personalizedexperiences will be viewed as surprising anddelightful, rather than creepy and weird• Ask again. Customer preferences change,and what is relevant at one moment mayno longer be relevant later. Similarly, whatis considered impermissible today maybe widely adopted tomorrow. Avoid theset-it-and-forget-it approach to customerpreferences, and take stock frequentlyof what your customers want• Honor the social contract, not just thelegal contract. Marketers should beguided not only by the legal contractsbetween brands and customers(e.g., opt-ins, anti-spam legislation, etc.),but equally importantly by the socialcontracts into which customers haveengaged with brands. The foundationof this is trust• Level of concern consistent across demographics, yet whateach finds cool/concerning varies.• Transparency and user-defined permissions key to balancingpersonalization with privacy.• Avoid set-it-and-forget-it approach to communication preferences.
  11. The Link Between Personal Values& Member EngagementAs part of this study, we investigated the linkbetween personal values systems andMember engagement, as a means ofuncovering whether differences in personalvalues systems could, in part, account fordifferences in Member engagement.As mentioned earlier, Members are enrolledin an average of 7.4 programs, yet are activein only 4.7. In fact, only 35% of Members areactive in all of the programs in which they areenrolled. Something is getting in the way ofa higher level of engagement among theseunengaged Members.Our belief is that what drives and sustainsengagement between a brand and itscustomers is unique to each customer. Ourhypothesis in undertaking this portion of ourstudy is that these engagement differences(i.e., as measured by the extent to which aMember is satisfied with a brand and theextent to which a Member is likely to makerepeat purchases, and advocate for a brand)are due to differences in a Member’s personalvalues systems (i.e., the set of principles andideals that individuals use to govern theirbehavior, to inform their decisions, and whichshape their attitudes as they go about theireveryday lives).It should not be surprising for loyalty marketers,therefore, that a one-size-fits-all approach toprogram design and to program benefits achieveslimited results in driving and sustainingengagement across a diverse customer base,comprised of individually unique customers.The approach we undertook to uncover thelink between personal values systems andMember engagement in this study involvedtwo key steps – first, we determined aMember’s dominant personal values (i.e.,the values which most heavily govern theirdecisions and behaviors), then, secondly,assessed their preference for a variety ofprogram elements, including mechanics,benefits and rewards.We leveraged an existing personal valuesinventory, which was created by Dr. ShalomSchwartz. He contends that personal valueswhich guide decisions and influence behaviorexist across two key dimensions – first, theextent to which an individual thinks of and actsin the best interests of self vs. others; and,secondly, the extent to which an individualseeks stability vs. change. Eleven valuesdimensions roll up into four main valuessegments: Self Transcendent, Self Enhancement,Open to Change, and Conservation.Values Segments*SELFENHANCEMENTOPENNESSTO CHANGECONSERVATION SELFTRANSENDENCE*Based on the work of Dr. Shalom SchwartzPleasureStimulationUniversalismBenevolenceConformityTraditionSecurityPowerAchievementSelf-Direction10 |Values Segments*
  12. 11 |Our study revealed meaningful differencesin terms of Member preference for loyaltyprogram elements across these four valuessegments. For example, Members in the SelfTranscendent segment whose dominantpersonal values are universalism (i.e., seekssocial justice and tolerance for all, promotespeace and equality) and/or benevolence(i.e., are very giving, seek to help others,provide general welfare and nurturing) havehigher preferences for program mechanicssuch as ‘giving points to a charity’, tend notto redeem points as soon as they are eligibleto redeem them, and tend to redeem for lessfrivolous rewards.The call-to-action for loyalty marketers is toidentify and understand the extent to whichthe values profile of their specific brandaudience and Member base differs from thatof the general population. These differenceshold meaningful clues as to progam elementsthat may be under- or over-represented,and guide program designers toward moreengaging programs for their Members.Our study also revealed an additionalunexpected and powerful insight regardingvalues alignment – we discovered that theextent to which Members describe theirpersonal values as aligned with the valuesof the program in which they are a participantcorrelates highly with Member satisfaction.Meaning, the more closely aligned theprogram’s values are to a Member’s values,the higher the Member’s satisfaction withthe program.Values alignment highly linked to program satisfaction.100%%Satisfaction0StronglyDisagree“This program’s valuesare the same as mine.”SomewhatDisagreeNeutral SomewhatAgreeStronglyAgree16%33%56%86%95%Values alignment highly linked to program satisfaction.
  13. 12 |Unfortunately, only 40% of Members describetheir program’s values as being aligned withtheir personal values. This too is a hugecall-to-action for program operators – giventhat enabling Members to fulfill on theirpersonal values as part of their participationin programs may result in a more highlyengaged and satisfied Member base.Confirming a link between personal valuesand Member engagement is very exciting,and the application of which promises to armtoday’s loyalty marketers with additionalnecessary insights to design more relevantand engaging programs.• Next-generation programs will enable Members to fulfill onpersonal values, as core component of program participation.• Values alignment is tightly linked to Member satisfaction.of loyalty program Membersagree that their loyalty program’svalues are “the same as mine”.40%
  14. 13 |Drivers of Member SatisfactionParamount to most loyalty marketers isMember satisfaction. Given how tightlysatisfaction relates to Member activity,advocacy, retention and overall Memberengagement, it is with good reason thatMember satisfaction is often included asa key performance indicator on programperformance trackers and scorecards.Our investigation into Member satisfactionsought to reveal answers to three importantquestions. First, in general, how satisfied areMembers with each of the programs in whichthey participate? Second, in each programcategory, how does each program rate inrelation to its similar program type peers?Third, and likely mostly important for loyaltymarketers, what are the key drivers ofMember satisfaction?Overall, 65% of Members are satisfied withthe programs in which they participate.Looking across program categories, Membersatisfaction is highest for Entertainmentprograms (75%), followed by Financial Servicesprograms (73%), then Grocery programs(71%). Member satisfaction is lowest forHospitality programs at 58%.58%60%63%71%73%75%GroceryEntertainmentRetail ProgramsHospitality/HotelAirlinesFinancial ServicesSatisfaction differs by program typeof program Members are satisfiedwith their loyalty program.65%
  15. 14 |In this market and across all categories, topprograms rate similarly on most key driversof satisfaction, and the top program tends todiscern itself from next-best programs only onone key driver. For example, in the FinancialServices category, though the five keyfunctional drivers of satisfaction are: meetsmy needs, ease of redeeming for rewards,quality of rewards available, total earningpotential, and number of ways to earn points,the attribute that discerns the Chase®Ultimate Rewards from the highest-ratedprogram American Express MembershipRewards® in terms of Member satisfactionis ease of redeeming for rewards.In some program categories, including retailloyalty and airline loyalty, top-rated programsand next-highest-rated programs scoresimilarly on all key drivers of satisfaction.In these competitive categories, the attributeon which the highest-rated program discernsitself from next-highest-rated programs isa secondary and differentiating driver. Theimplication is that in order to be competitivein their respective program type categories,especially in categories with many largelyundifferentiated programs, it is essentialfor programs to deliver effectively on boththe key drivers of satisfaction and also thesecondary drivers of satisfaction.• Member satisfaction is closely linked to redemption activity.• Performance on primary drivers are table-stakes.Programs can differentiate and win on secondary drivers.Top-rated programs – SatisfactionFinancial ServicesChaseCarmikeKrogerKohl’sIHGSouthwest Delta American AirlinesMarriott HiltonGameStopOld Navy | GAP | Banana RepublicSafewayRegal AMCAMEX CitiEntertainmentGroceryRetailHospitalityAirlines
  16. 15 |About The AuthorScott RobinsonSenior Director, Loyalty Consulting & SolutionsScott Robinson leadsMaritz’ loyaltyconsulting and solutionsdiscipline, and is ourthought leader forconsumer loyaltystrategy engagements.His focus is enablingclients with the best possible solutions fortheir specific objectives and environments,and ensuring Maritz maintains marketleadership in terms of loyalty and CRMinnovation, technique and approach. Scotthas over 10 years’ experience designing,implementing and optimizing large-scaleCRM marketing programs.Scott Robinson understands how to use themas stepping stones for inspiring powerfulrelationships with customers. Along withhis strong experience across a number ofindustries, including consumer retail andfinancial services, Scott brings a highlydisciplined analytics approach to strategydevelopment for clients. Previously, Scottlaunched and developed Maritz’ ConsumerInsights and Strategy Group, and spearheadedthe development of the CRM principles andtechniques, campaign management protocolsand consumer data-driven strategydevelopment tied to some of North America’smost celebrated loyalty programs. Scott holdsan MBA from the Richard Ivey School ofBusiness at the University of Western Ontario.
  17. 16 |About Maritz Loyalty MarketingMaritz Loyalty Marketing is a full-service North American Loyalty Marketing agencyheadquartered in Toronto. Our brand loyalty marketing and technology-enabled lifecycleengagement solutions drive measurable business results for our clients. Leveraging over120 years of history, experience and expertise from the Maritz family of companies, MaritzLoyalty Marketing provides its clients with consumer loyalty solutions that consider the holisticconsumer experience at every brand touch point and through all stages of their lifecycle witha brand. Maritz Loyalty Marketing is wholly owned by Maritz Holdings Inc., based in St. Louis,Missouri. Maritz Holdings also operates Maritz Research, Maritz Travel, Maritz MotivationSolutions, The Maritz Institute and more.About The Maritz InstituteThe Maritz Institute is a network of thought leaders advancing the human sciences in business.The Maritz Institute provides a fresh perspective that puts people back into the centerof business strategy. Designed as an innovation and leadership hub, The Maritz Instituteconnects a network of neuroscientists, academics and business leaders who translate a deepunderstanding of people into more effective business practices. For more information,visit more information contact usat (877) 4-Maritz (877-462-7489), or visit us atwww.maritzloyaltymarketing.comProprietary and Confidential Maritz Loyalty Marketing ©