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CUSTOMER LOYALTY IN THE DIGITAL AGE
Prepared	by:	Alok	Ranjan
THE	LOVE	IS	EPHEMERAL		
The	rise	of	disrup-ve	technologies	has	completely	baffled	brands	in	reaching	out	to	their	consumers.	To	
keep	the	consumers	engaged,	it	is	important	for	brands	to	revisit	and	redesign	their	loyalty	programs	to	
suit	the	needs	of	the	connected	consumers.		
Picture	courtesy:	Tom	Fishburne,	Marketoonist.com
CONSUMER	2.0	–	THE	CONNECTED	CONSUMER	
3	
Research	&	
purchase	on	
smartphone	
41%	
Research	on	
smartphone,	but	
purchase	in-store	
46%	
Research	on	
smartphone,	but	
purchase	on	
computer	
37%	
Research	on	smartphone,	
visited	store	to	check	the	
product	but	purchase	on	
computer	
19%	
Research	on	
smartphone,	visited	
store	to	check	the	
product	but	purchase	
on	smartphone	
18%	
Visited	the	
store	first,	then	
purchased	on		
smartphone	
8%	
MulP-Screen	Purchase	
Behavior	
Source:	Google	ZMOT,	2012	
73%	
71%	
69%	
68%	
67%	
64%	63%	
63%	
61%	
60%	
60%	
51%	53%	
49%	
52%	
53%	
33%	
37%	
22%	34%	
55%	
Learn	about	new	
products	
General	InformaPon	
Submit	Opinions	
Exclusive	informaPon	
Reviews	and	product	
rankings	
Feel	Connected	Customer	Service	
Be	a	part	of	a	community	
Event/promoPon	
parPcipaPon	
Purchase	
Discount	
Brands	 Consumers	
What	Consumers	Wants	vs.	What	Brands	Offer?	
Source:	IBM	InsPtute	of	
Business	Value,	2013	
The	technologically	empowered	consumer	now	values	rela-onship,	authen-city	and	novelty	in	a	brand.	
Increase	in	number	of	touch	points	have	created	a	challenge	for	brands	to	retain	the	customers.	Further,	
the	gap	in	delivering	value	proposi-on	has	an	adverse	impact	on	brand	loyalty.		
80%	
8%	
Companies	
Companies	that	
believe	they	
provide	superior	
value	proposiPon	
Companies	whose	
customer	agree	
Delivery	
Gap		
Consumer-Brand	Delivery	Gap		
Source:	Bain	ConsulPng
CONSUMER	DECISION	JOURNEY	–	ADAPTING	TO	THE	NEW	NORMAL	
4	
Awareness	
Familiarity	
ConsideraLon	
Purchase	
Loyalty	
Old	School	of	Purchase	Decision		
Moment	
of	
Purchase	
EvaluaLon/InformaLon	
Search	
Brand	
Loyalty	
AUer	Purchase	
Experience	
Trigger	IniLal	
ConsideraLon	
New	School	of	Purchase	Decision		
Old	model	of	purchase	decision	is	no	longer	valid.	The	new	decision	journey	makes	it	impera-ve	for	
brands	to	enhance	customer	experience	in	order	to	retain	their	customers.
PURCHASE	TRIGGERS	FOR	CONSUMERS		
5	
Abundance	of	available	product	informa-on,	near-perfect	price	transparency,	special	deals,	filling	the	
in-store	informa-on	gap,	product	recommenda-ons,	and	smarter	store	experience	(customized	
recommenda-ons)	trigger	brand	loyalty	in	the	digital	age.		
87%	
Before	visiLng	a	
store	
79%		
While	visiLng	a	
store	
35%		
AUer	visiLng	a	
store	
Consumers	looking	for	product	informaLon	
35%	
36%	
39%	
70%	
71%	
75%	
Coupons/Deals		
Online	Videos	
Social	Network	
Physical	Stores	
E-commerce	firms	
Search	Engines	
Sources	of	Product	InformaLon	
Myth	 Reality	 ExplanaLon	
Search	results	send	consumers	to	e-commerce	sites	
Search	results	are	powerful	way	to	drive	consumers	to	
stores	
Online	informaPon	fills	in	gap	and	moPvates	store	visits	
Once	in-store	consumer	begins	looking	at	their	
smartphones,	store	looses	aeenPon	
Stores	grab	aeenPon	through	retail	apps/mobile	sites	
42%	consumers	research	product	on	mobile	while	shopping	
in-store	
Consumers	visit	stores	to	transact	
Consumers	now	expect	customized	in-store	experience	
than	just	transact	
69%	consumers	prefer	physical	store	for	informaPon	during	
different	phases	of	purchase	process
LOYALTY	PROGRAMS	–	FACILITATE	BRAND	ADVOCACY	
6	
92%	
72%	
87%	
82%	
76%	
Asia	Pacific	
Europe	
Middle	East/Africa		
LaPn	America	
North	America	
57%	 46%	
Consumer	Purchase	
behavior	influenced		by	
loyalty	program	Ped	to	a	
retailer	
Consumer	Purchase	
behavior	influenced		by	
loyalty	program	Ped	to	a	
brand	
80%	 70%	
Programs	are	worth	
parLcipaLng	
Programs	are	part	of	
relaLonship	with	the	
company	
2X	
Visitor	
Increase	
4X	
Spending	
Increase	
88%	
Higher	
Profit	Source:	Maritz	
Source:	Maritz	
Source:	Nielsen	
Loyalty	Programs	facilitate	purchase	decisions	to	a	greater	extent	thereby	influencing	customer	
engagement	and	improving	margins.		
Consumers	are	more	likely	to	purchase	when	offered	loyalty	program	
Loyalty	Programs	Increase	Margins		Consumers	Agree	to	Loyalty	Programs
BEST	PRACTICES	–	ANALYZING	WHAT	IS	RIGHT		
7	
55%	
51%	
51%	
36%	
22%	
Ease	of	redeeming	rewards	
Monetary	rewards	
Ease	of	earning	points	
Access	to	exclusive	deals	and	coupons	
Easy	enrollment	opPons	
What	Customers	Want?	
34%	
70%	
64%	
14%	
More	revenue	
Customer	retenPon	
Customer	engagement	
Beeer	customer	experience	
What	Businesses	Want?	
60%	firms	consider	loyalty	to	be	a	strategic	priority	(Forrester).	It	is	necessary	to	strike	a	balance	
between	what	consumers	demand	and	what	is	offered,	keeping	firms	expecta-ons	in	sync	with	their	
business	objec-ve.			
Source:	Mintel	
Source:	Forrester	
Define	program	objecPves	 Offer	cross	–	channel	customer	experience	
Engage	with	consumers	 Innovate	with	new	channels	
Create	value	through	
personalized	experience		
Provide	value	beyond	tradiPonal		
No	customer	is	equal	 Use	gamificaPon		
Communicate	effecPvely		 Believe	in	data		
Happy	
Customer	
CriLcal	Success	Factors	for	a	Perfect	Loyalty	Program
DESIGNING	THE	LOYALTY	PROGRAM		
8	
The	connected	consumer	demands	a	unique,	transparent	and	customized	loyalty	program	from	
organiza-ons	that	aids	the	purchase	decision.	It	is	impera-ve	for	firms	to	leverage	strategic	direc-on	
adopted	by	the	industry	leader	to	design	a	tailor	made	loyalty	program	to	their	compe--ve	advantage.		
The	Successful	loyalty	program	addresses	customer	expecta5ons,	builds	trust,	ensures	
sa5sfac5on	and	develops	a	sense	of	belongingness	for	the	brand.		
IdenPfy	consumer	
touch	points	
Map	business	
processes	
Define	program	goals	
&	business	outcomes	 Segment	target	group	
Define	profitability	
drivers	
Define	measurable	
analyPcs	
Formulate	partnering	
strategy	
Design	incenPve	
structure	
Devise		
integrated	markePng	
&	communicaPon	
strategy	
Tools	&	vendor	
idenPficaPon
VALUE	DRIVERS	OF	THE	LOYALTY	PROGRAM	
9	
Customer	touch	points	&		
Business	process	mapping	
Define	program	goals	&		
Business	outcomes		
Target	group	segmentaLon		
Profitability	drivers	
Define	data	&	analyLcs	
Partner	strategy		
Design	incenLve	structure	
Integrated	markeLng	strategy	
Tools	&	vendor	idenLficaLon		
˃  Define	conLnuum	of	touchpoints	for	consumers	
˃  List	processes	and	idenLfy	value	integrators		
˃  Develop/Maintain	program	specific	strategies	
˃  Manage	program	communicaLons	
˃  IdenLfy	expiring	inventory	and	purchase	frequency		
˃  Manage	governance	for	most	valued	and	inacLve	customer		
˃  Manage	technology	limitaLons	and	program	inerLa		
˃  Move	beyond	Lered	segmentaLon	and	idenLfy	profitability	drivers	
˃  Risk	miLgaLon	
˃  Perform	profitability	planning	
˃  Manage	service	usage	levels	
˃  Perform	gap	analysis	
˃  Manage	data	from	disparate	systems	
˃  Set	parameters	to	draw	insights	from	available	data	
˃  Define	loyalty	analyLcs		
˃  Integrated	markeLng	&	loyalty	analyLcs	
˃  Define	partnering	format	(Single,	MulL-partner)	
˃  Financial	viability	of	partnership	
˃  Brand	adracLveness	
˃  IdenLfy	incenLve	areas		
˃  Define	consumer	behavior	for	each	incenLve	areas	
˃  RedempLon	rules	
˃  Manage	regulatory	compliances	
˃  Devise	cross-channel	markeLng	strategy	
˃  ReacLve	&	proacLve	markeLng	communicaLon	strategy	
˃  Loyalty	markeLng	lifecycle	management	
˃  Gap	analysis	of	exisLng	resources	vs	tools	desired	
˃  Requirement	mapping	available	services	
˃  Set	criteria	for	technical	&	funcLonal	evaluaLon	
Firms	should	evaluate	drivers	of	the	loyalty	program	to	gain	compe--ve	advantage.	Tailoring	offers,	
providing	ancillary	services	and	increasing	switching	cost	will	add	to	the	compe--ve	posi-oning	of	the	
firm.
Feedback/QuesPons?	
10	©	Copyright	OnMarkePng,	2017
CONNECT	WITH	ME		
11	©	Copyright	OnMarkePng,	2017		
Email:	alok.bim@gmail.com	
	
Twider:	@thealokr	
	
LinkedIn:	in.linkedin.com/in/ranjanalok/		
	
Google+:	OnMarkePng	
	
Facebook:	facebook.com/OnMktg	
	
PresentaLons:	slideshare.net/alokbim

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