Loyalty Program Refresher

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Refresh yourself on new trends and why loyalty programs are an important. Whether you’re just starting out with a customer loyalty initiative or you recognize that the one you already have needs reworked, this presentation will provide valuable insight into where your next steps should be.

Who is Customer Insight Group, Inc.?
Customer Insight Group is a leader in building brand loyalty for the world’s most influential and valuable brands. We help companies engage, keep and grow more profitable customer relationships. We leverage customer insight to deliver the right message to the right customer via the right channel at the right time. The bottom line is we focus your marketing dollars to get the biggest bang for your buck. The result? Long-term customer relationships and maximized margins.

More Resources:

Loyalty Blog: http://www.customerinsightgroup.com/loyaltyblog/

Loyalty eBooks: http://www.customerinsightgroup.com/white-papers

Loyalty Workshops: http://www.customerinsightgroup.com/custom-loyalty-workshops

Loyalty Program Audit: http://www.customerinsightgroup.com/don%E2%80%99t-enter-battle-customer-loyalty-unarmed-audit-your-loyalty-marketing-strategies

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  • A strategic loyalty initiative is one of the star players in your marketing arsenal to build momentum and spur continued growth. Learn about latest trends in customer loyalty and what the customer is expecting from their timeshare experience. You’ll also learn seven best practices that you can compare with your customer loyalty approach to uncover weak points and opportunities to improve the odds of your success
  • Discipline of identifying and nurturing the yield of best customers through a long-term, reciprocity, value-added relationship.“*This definition speaks to your CFO as well as your customer experience manager. Now that we have some common definitions, it’s time to concentrate on the hard stuff: nurturing customer loyalty. Five key elements of successful loyalty marketing: Insight — Create a competitive advantage Precision — Treat different customers differently Relevancy— Make it resonate Reciprocity — Deliver value in every interaction Yield — Gain an amount as a return on an investmentNurture:To help grow or develop; cultivate: Promote and sustain the growth and development of:Interactive: capable of acting on or influencing each other. Or Acting or capable of acting on each other.A term describing a program whose input and output are interleaved, like a conversation, allowing the user's input to depend on earlier output from the same run. yield v1. vt to produce something naturally or as a result of cultivation2. vt to produce something as the result of work, activity, or calculation3. vt to gain an amount as a return on an investmentReciprocity - a state or relationship in which there is mutual action, influence, giving and taking, correspondence, etc., between two parties. [1]
  • A company’s retention rate is the gateway to the future and the foremost predictor of strategic success. 45 percent1 of timeshare sales are from those that already own a timeshare. 1 State of the Vacation Timeshare Industry: United States Study 2011 Edition conducted by Ernst & YoungAccording to the Customer Service Institute, 65% of business comes from existing customers.It costs five times as much to attract a new customer than to keep an existing one satisfied. Marketing Metrics study found the average company 60% - 70% probability of selling again to existing customers and a 20% - 40% percent probability of successfully selling to lapse customers. 5% - 20% probability of selling to a new prospect.
  • Different resorts offer different rewards for referring someone to buy there. Some rewards could include:Free or discounted memberships at your exchange company.Free or discounted maintenance fees for up to a year.Discount on your own timeshare payments.Money or gift cards for different locations.
  • The Social Media and Online PR Report, published by Econsultancy in association with bigmouthmedia, is based on a survey of more than 1,100 companies and agencies and was fielded in September 2009.
  • Everyone likes to be recognized for their goodwill efforts. Brand advocates are no exception. Whether you send a tweet that says “Thanks for sharing our big news!” or give more formal recognition in an e-newsletter or blog post (such as a Member or Customer of the Month), telling your advocates that you recognize and appreciate their efforts goes a long way in motivating them to continue to speak highly of your brand.Bodybuilding.com does a nice job of recognizing their members with a Member of the Month feature that includes a member bio, photo and interview questions. Give them something to display – If you don’t already provide them with a plaque/certificate or similar item, make sure you give it to them. Simple things like online badges or a certificate like the one I got work wonders._____Reward Them: Nothing incentivizes brand advocates like a good, old-fashioned reward. This is a great tactic not only for thanking existing brand advocates, but also for identifying and engaging new ones. Be strategic about the reward by linking it to a particular action you would like them to take.Ask for their Input: 3. Ask Them For Their Input. Brand advocates often know your products and services better than anyone else, because they love them and use them often. Why not ask them what they think? Whether you are instituting a new program, rolling out a new product line or want ideas for a catchy new slogan, brand advocates will love that you have turned to them for advice. Asking brand advocates for feedback is also a great way to beta test marketing initiatives and crowdsource new ideas.
  • A comprehensive report on the state of the Canadian loyalty landscape The consumer loyalty landscape is maturing, as consumers are not only joining many programs each, but are purposely modifying their purchase decisions in order to optimize their loyalty program membership experience. Consumers modify where they shop, what they buy and even how much they are willing to spend in order to maximize the rewards they earn within loyalty programs.But how do consumers choose the programs they belong to and the programs in which they engage most? Not only are there hundreds of programs to choose from, but even for those who have chosen their preferred retailer or bank, there are STILL choices; most banks have several programs, retailers have credit card and non-credit card programs, and some retailers even have multiple non-credit card programs. In a sea of alternatives, how do consumers choose, assess meaningful value and stay engaged over time?This whitepaper looks at these and other important questions for loyalty marketers.About this studyMarketers who continue to spend or promote spending on loyalty marketing solutions need regular opportunities to stop and reflect on the success and the future of not only their own loyalty programs, but the loyalty landscape overall.Maritz’ 2nd annual report titled Maritz Insights: the loyalty report offers one such opportunity to reflect on the Canadian loyalty landscape, driven by the voice of consumers. Our report reveals the results of a survey of more than 6,500 consumers, exploring attitudes and behaviours on loyalty marketing programs impacting regular shopping and purchase decisions.About the researchResearch results were taken from a survey commissioned by Maritz Canada and conducted by Maritz Research Canada. The survey was fielded from December 2011 to January 2012 and spoke to a total of 6,665 Canadians, though certain lines of questioning were asked to subsets of this overall base. The sample was augmented to ensure sufficient response from certain subgroups, such as affluent consumers, though total results were weighted to national proportions on all major demographics such as income, age, gender and region.AuthorsThis report was written by:Rob Daniel, VP, Loyalty and ResearchKyle Davies, Account Manager, ResearchFebruary 7, 2012
  • A comprehensive report on the state of the Canadian loyalty landscape The consumer loyalty landscape is maturing, as consumers are not only joining many programs each, but are purposely modifying their purchase decisions in order to optimize their loyalty program membership experience. Consumers modify where they shop, what they buy and even how much they are willing to spend in order to maximize the rewards they earn within loyalty programs.But how do consumers choose the programs they belong to and the programs in which they engage most? Not only are there hundreds of programs to choose from, but even for those who have chosen their preferred retailer or bank, there are STILL choices; most banks have several programs, retailers have credit card and non-credit card programs, and some retailers even have multiple non-credit card programs. In a sea of alternatives, how do consumers choose, assess meaningful value and stay engaged over time?This whitepaper looks at these and other important questions for loyalty marketers.About this studyMarketers who continue to spend or promote spending on loyalty marketing solutions need regular opportunities to stop and reflect on the success and the future of not only their own loyalty programs, but the loyalty landscape overall.Maritz’ 2nd annual report titled Maritz Insights: the loyalty report offers one such opportunity to reflect on the Canadian loyalty landscape, driven by the voice of consumers. Our report reveals the results of a survey of more than 6,500 consumers, exploring attitudes and behaviours on loyalty marketing programs impacting regular shopping and purchase decisions.About the researchResearch results were taken from a survey commissioned by Maritz Canada and conducted by Maritz Research Canada. The survey was fielded from December 2011 to January 2012 and spoke to a total of 6,665 Canadians, though certain lines of questioning were asked to subsets of this overall base. The sample was augmented to ensure sufficient response from certain subgroups, such as affluent consumers, though total results were weighted to national proportions on all major demographics such as income, age, gender and region.AuthorsThis report was written by:Rob Daniel, VP, Loyalty and ResearchKyle Davies, Account Manager, ResearchFebruary 7, 2012
  • Loyalty Program Refresher

    1. 1. Loyalty Program Refresher Time to update your loyalty program? Sallie Burnett sallie@customerinsightgroup.com
    2. 2. Sallie Burnett Strategist. Leader. Innovator. © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758 President of Customer Insight Group, Inc., a leading strategic relationship-marketing firm Digital marketing professor at prestigious Daniels College of Business 2009 Direct Marketer of the Year
    3. 3. Agenda • What is loyalty marketing? • Why is customer loyalty important • What can loyalty marketing do for your business? • How is customer loyalty marketing evolving? • Where is customer loyalty today? • 7 keys to building customer loyalty. • SOSTAC • Resources
    4. 4. What is Loyalty Marketing? Loyalty • Customer’s faithfulness; advocacy, devotion; constancy. Loyalty Marketing • Discipline of identifying and nurturing the yield of best customers through a long- term, reciprocity, value-added relationship. © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    5. 5. Why is Customer Loyalty Important? 45% of sales are from existing customers. Cost 5X more to attract a new customer than to keep an existing one satisfied. 60-70% probability of selling an existing customer again. 5-20% probability of selling to a new prospect. © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    6. 6. What can Loyalty Marketing Do for Your Business? GROW Grow and maintain the number of existing customers who purchase from you. FREQUENCY Increase number of times a customer makes a purchase. TRANSACTION SIZE Build transaction size by meeting more of the customers needs. PROFIT PER CUSTOMER Increase average value per customer through efficient marketing. © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    7. 7. Where is Customer Loyalty Today?  CUSTOMER  More demanding, more choices  Trust is key to customer loyalty  Participation in loyalty programs increasing  COMMUNICATION  Irrelevant, impersonal messages  New customers/members are forgotten  No customer engagement plan  STRATEGY  Me too value proposition  Launch and put into “auto” drive  Measurement metrics not tied to strategy  INSIGHT  Manage defection, not migration  Data used to run program, not used to run the business  Customer relationships are “siloed” in the organization © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    8. 8. 7 Keys to Building Customer Loyalty 1. Recognize and Reward Customer Loyalty 2. Proactively Manage Customer’s Lifecycle 3. Make a Great First Impression 4. Create at Customer Engagement Strategy 5. Show Brand Advocates the Love 6. Communicate. Communicate. Communicate 7. Practice Serendipity © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    9. 9. 1. Recognize and Reward Customer Loyalty Recognize Reward Ask for their input © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    10. 10. 1. Recognize and Reward Customer Loyalty 34% 20% 13% 12% 10% 0% 5% 10% 15% 20% 25% 30% 35% 40% Providing exceptional 24/7 customer service Rewarding me for purchases, feedback and referrals Sending me exclusive and/or relevant offers and specials Providing personalized products, services Knowing me when I visit or call When consumers were asked about the best ways companies can gain their loyalty, the top choice for respondents was providing exceptional 24/7 service, followed by reward programs. Customers want to be rewarded for their loyalty. © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    11. 11. 2. Proactively Manage Customer’s Lifecycle Value to the Customer ValuetotheOrganization Unqualified Customer Prospective Customer Advocate Customer Repeat Customer © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    12. 12. 3. Make a Great First Impression 48% 40% 11% 1% 0% 10% 20% 30% 40% 50% 60% When I make my first purchase or begin service (first impression) Exceed my expectations in resolving an issue (service and experience) Before I buy or decide to do business with a company When I consider switching to a competitor First impression critical to winning customer loyalty and trust. Clickfox2012BrandLoyaltyStudy © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    13. 13. 4. Create a Customer Engagement Strategy Companies who have profited from social media are twice as likely to have a FORMAL STRATEGY. BE SOCIAL DO SOCIAL MEDIA © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    14. 14. Consumers Trust Friends, family, connections have greater influence. SourceNielsonGlobalTrustinAdvertisingSurvey,Q32011 Don’t Trust Much/ At All Trust Completely/ Somewhat 36% 41% 42% 46% 47% 47% 47% 50% 58% 70% 92% 64% 59% 58% 54% 53% 53% 53% 50% 42% 30% 8% Ads served in search engine results Ads before movies Ads on radio Ads in newspapers Ads on TV Brand sponsorships Ads in magazines Emails I signed up for Branded websites Consumer opinions posted online Recommendations from people I know © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    15. 15. Engaged customers… • Recommend products, services or brand” (52% respondents) • Engaged customers are “more likely to convert more readily (31%) • Engaged customers “purchase regularly” (28%) • Engaged customers “less likely to switch supplier” (27%) • Engaged consumers are “more aware of product family” (28%) © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    16. 16. MEASURE Measure success of program based on objectives including increased brand advocacy, referrals, and sales. ENGAGE BRAND ADVOCATES Create a formalized plan to recognize and reward desired behavior. IDENTIFY BRAND ADVOCATES Qualification of brand advocate can include the value to the organization as well as quantity and quality of posts, customer referrals, etc. 5. Show Brand Advocates the Love © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    17. 17. 5. Show Brand Advocates the Love Low High Customer Satisfaction High Loyalty Brand Champion Significant value to influence Viral Loyalists Loyal and do tell Loyalist Loyal but don’t tell Mercenaries Switch based on price —little value created Antagonist Dissatisfied and tell others © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    18. 18. 6. Communicate. Communicate. Communicate. 0% 10% 20% 30% 40% 50% 60% 70% 80% strongly agree somewhat agree neutral somewhat disagree strongly disagree Good Communication Drives Customer Satisfaction Satisfaction “Program” communications are relevant to me MaritzInsightstheLoyaltyReport2012 © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    19. 19. 38% 62% 47% Modify purchases to maximize loyalty benefits. Loyalty programs make me more likely to continue doing business with a company. Modify when and where I shop to maximize loyalty benefits. Best Practice: Use contextual, relevant communications in the moment, when it matters and you will strengthen customer loyalty and reinforce customer satisfaction. 6. Communicate. Communicate. Communicate. © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    20. 20. 7. Practice Serendipity © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    21. 21. 7 Keys to Building Customer Loyalty 1. Recognize and Reward Customer Loyalty 2. Proactively Manage Customer’s Lifecycle 3. Make a Great First Impression 4. Create at Customer Engagement Strategy 5. Show Brand Advocates the Love 6. Communicate. Communicate. Communicate 7. Practice Serendipity © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    22. 22. SOSTAC • Situation Overview • Objectives • Strategy • Tactics • Actions • Controls © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    23. 23. Depth of customer information Business Objectives Expand marketing channel with direct capabilities (“broad and shallow”) Build strong relationships with growth segments (“narrow and deep”) Collect data to be leveraged as a core business asset (“broad and deep”) No explicit strategy Continue to pursue defined initiatives  Provide direct, targeted messages and offers across customer base  Target all segments, with limited ability to target and tailor between segments  Collect customer data to make better decisions across the business  Target all segments, significant ability to target & tailor between and within segments  Develop strong relationships with most valuable segment(s)  Target growth segments only, significant ability to target and tailor between and within segments Low High Low High Breadthofcustomercoverage Developing Program Strategy © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    24. 24. Expand marketing channel with direct capabilities Key areas of benefit Potential Types of impact Customer Segments Functions Limited data for all customers Growth segments Maintain segments Marketing Only • Improved efficiency of markdown spend through direct targeting and understanding of promo response “broad and shallow” Build strong relationships with growth segments Deeper data for select segments • Limited customer insights to drive core function business decisions • Increased customer loyalty (e.g., greater margin, improved cross sell, higher frequency of purchase) • Enhanced customer perceptions (e.g., affordable indulgences positioning) • Targeted levers (e.g., conversion, frequency, UPT, and markdown) “narrow and deep” Collect data to be leveraged as core business asset Robust data for all customers • Robust customer insights to drive core business decisions • Strategic decision support (e.g., segment assortment preference) • Strategic choice evaluation (e.g., impact of menu changes on core customer segments behavior) • Increased customer loyalty • Enhanced customer perceptions • Targeted levers “broad and deep” Growth segments Maintain segments Growth segments Maintain segments Marketing Distrib. Merch. Planning Buying Store Ops.Marketing Distrib. Merch. Planning Buying Store Ops. Strategy Options and Potential Impact © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    25. 25. Successful Strategies © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    26. 26. Key Economic Considerations Potential Execution ElementsProgram Type Key Economic Considerations Instant store discount “broad and shallow” Points based rewards “broad and deep” Segment specific propositions “narrow and deep” • Customers present card to receive in-store discounts automatically at POS • Markdown dollars distributed through card • “Swipe Sweepstakes” element to encourage consistent use of card • Mass consumer data insights to build tailored merchandising, pricing and promotional mix at store and customer level detail • Customers present card to accumulate points over time to be redeemed for tiered rewards • “Swipe Sweepstakes” element to encourage consistent use of card • Mass consumer data insights to build tailored merchandising, pricing and promotional mix at store and customer level detail • Select customer segments invited to participate in program that appeals to them • Brand distinctions leveraged against group for distinctive positioning and brand strength • Purchase response to tailored messages drives follow-up communications and determination of need for additional customer data detail • Highest participation • Low customer upside • Minimal incremental impact on UPTs, store trips and conversion • High participation • High free rider hurdle • Aspirational purchases to achieve rewards will provide gains in UPTs, store trips and conversion • High exit costs • Select participation • Greatest customer upside • Enhanced loyalty to drive per cap and margin • Strongest gains in conversion and UPTs • Minimal exit costs © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    27. 27. Thank You! Sallie Burnett sallie@customerinsightgroup.com Twitter.com/sallieburnett LinkedIn.com/in/sallieburnett © Customer Insight Group, Inc. All rights reserved. * www.customerinsightgroup.com • +1 303.422.9758
    28. 28. Resources Social Media Library http://www.customerinsightgroup.com/loyaltyblog Infographics http://www.customerinsightgroup.com/loyalty-infograph SallieBurnett on Twitter http://twitter.com/sallieburnett LinkedIn Group http://linkd.in/LinkedInDiscussion Social Media Grader http://www.customerinsightgroup.com/marketinglibrary/social-media-grader White Papers & eBooks http://www.customerinsightgroup.com/white-papers

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