The document discusses approaches to effective loyalty marketing programs. Some key points include: 1) Programs should be structured to maximize revenue and ROI from the start and adapt over time. 2) Rewards should be personalized based on customer data to encourage higher spending. 3) Programs need an engaging customer experience and continual improvements based on analysis.

1. Loyalty Marketing Development and Implementation
Approach
I have been successful in applying the same approach and principles to various types of
programs and different industry segments. I think most anyone involved in Loyalty
Marketing would endorse and support these points which have been found to be tried and
true as Loyalty has evolved over the years:
The program should be structured to generate the most incremental revenue
opportunity and ROI for at program launch and as the program changes (balancing
program revenue / cost to admin as program matures)
The Loyalty Strategy should be designed to offer differentiated rewards, services,
opportunities, etc. based on preferences, interests, purchasing patterns and
profitability (current customer value as well as profit opportunity over the life of
the customer)
It should be a component of a comprehensive CRM strategy that is designed to
develop and manage relationships for profit, rewarding best customers to
encourage higher levels of spending, status, recognition – across all brand
properties and assets
It has to be about the “experience” – extending the buying experience into
consumer lifestyle, preferences – with the goal of continually enhancing their
experience with the brand and product, offering unanticipated opportunities to
engage and participate first-hand with the brand, and rewards that build off and
reflect the brand image and attributes.
Last, but not least, it needs to be grounded in data and analysis to ensure the
program stays fresh, relevant, delivers on growth and revenue objectives via
continual “testing” to achieve optimal results. It must adapt and apply customer
insight in a meaningful and tangible way to demonstrate to members that it is
listening and responding, genuinely cares about the customer relationship.
Loyalty Marketing Experience
Hyatt Resorts Favoured Guest Program
Developed and launched a recognition and rewards program for Hyatt Resorts with the
objective of generating incremental stay activity and average per stay revenue among
frequent resort stayer segments. Based on responding to a lengthy survey to determine
travel plans and details, resort customers received a series of 1:1 communications to help
them plan towards the intended vacation date and destination. It included partner bonus
reward offers such as car rental, airfare, recreation, etc. The program was branded to
distinguish guests who were non business travelers and to set them apart as “resort”
customers, appealing to the status and recognition needs. The focus was on creating a

2. relevant vacation experience at the Hyatt Resort property of their choice. The rewards
offered was an extra benefit that helped them to achieve the experience. The program
generated approx $1.3MM in incremental revenue from the resort stayer segments and
increased average revenue per stay by $150. In addition, all resort directors wanted to
participate in the program because it kept their property occupancy rates at high levels
and it helped them plan and customize visits for those customers, one of the most
important components of the program – recognition and treatment at the property level.
JCPenney Privilege Loyalty Program
Based on significant results from “test” initiatives that were designed to recognize,
acknowledge customer value such as Anniversary and lifestyle events, I recommended
developing a Loyalty Program designed to generate incremental purchase activity and
increase individual purchase value. Collaborating with internal teams, I led the
development and launch of the inaugural Loyalty Marketing Program for the JCPenney
Credit Card Division. It required working across the enterprise to coordinate, plan all
operational, financial, service, etc components to launch and manage the program. In
addition, I managed brand development (logo, look and feel), positioning and key
messaging and the communications plan to specific customer segments. It was a dollars /
points program with achievable spending thresholds with special discounts during key
retail drive periods to encourage higher spend per transaction, offered free services such
as gift wrapping, shopper service, JCP Photo and Style Salon bonus offers. Program was
successful in penetrating approximately 30% of the base (out of 20 MM cardholders) and
generating 15-20% in incremental sales.
UPS Preferred Customer Program
Managed the relationship marketing program for Brierley& Partners working directly with
the UPS client to identify opportunities and define strategy to increase shipping volume
and use of premium services from a select group of UPS business customers. The program
was a recognition based program, no monetary rewards (tiered for internal purposes only)
that targeted both influencers (C level) and decision makers (managers) with relevant,
timely communications to educate them on “how” to improve efficiencies and productivity
via UPS services such as logistics planning, saving more $s by choosing to use Second
Day Air or other premium services PLUS rewarding them with unanticipated offers / gifts
labeled “Yours for the Asking”. Extremely successful “recognition only” program in which
the customer perceived the value in the relationship via the information, education,
involvement in the day-to-day details by offering help, support, resources to help them be
more successful and save money. One of the most successful programs I implemented for
UPS was the “Olympic Challenge” to support the UPS sponsorship of the Atlanta Games
and tie the trial of new services to various Olympic Challenges during the course of the
games. Participants enrolled and participated throughout. Gold, Silver and Bronze winners
were awarded for each of the 10 challenges with an ultimate gold prize at the end of the
challenge – a FREE trip to the next summer games plus a plethora of prizes. Also during
the games, we recommended that UPS purchase 1,500 Olympic Park bricks and offer
them as a “Yours for the Asking” gift to the top segments. The first 1,500 who requested,
got them. They did not last long. The bricks could be personalized to honor any one the
recipient they wished to have included and was placed in the park. The stories that came

3. in after for those that received the bricks thanking UPS were very emotional and heartfelt.
The challenge was successful for increasing the use of premium services by 20%,
maintaining the same shipping level and activity six months after the promotion. The
program overall is a very good example of recognition outweighing monetary rewards,
perceived as a higher value plus successful in generating incremental revenue and
maintaining levels of spend.
NM InCircle, Norwegian Cruise Line, Hertz Gold Loyalty Programs
Supported the development of experiential and recogniton rewards for Brierley& Partners
Relationship Marketing clients focused on serving affluent / upscale consumer and
business segments. This included using data and analysis, customer insight to identify
new opportunities for rewarding customers via targeted offers or unanticipated rewards
for higher value segments. For example, we partnered with NCL to develop Cruise Season
Offers which were extended to the highest value segments of the InCircle program
offering them a “special and limited” opportunity to apply reward points (discounted)
towards a short cruise. In addition, to make booking airfare more convenient to take
advantage of the offer, we partnered with another client (UA) to develop airfare bonuses
that could also be purchased with points or $s. These rewards platforms were very
successful for our range of clients. NCL was able to fill the ships, UA generated
incremental revenue, and NM “won” with the InCircle customer by continuing to deliver
bigger and better rewards, relevant to their lifestyle, timely with the flexibility to take
advantage of the offer. Note, recognition, experiential based rewards were “ingrained” in
all Brierley Account Managers and teams. Every client was acquired and managed by
applying this model and approach, and successfully. Brierley clients stayed because the
programs generated results and increased the brand value and proposition.
Sprint Rewards Program
Points based program for remaining loyalty to Sprint based on $s spent on
telecommunication services, a % of spend was applied to accumulating points. Points were
used toward merchandise such as electronics, other relevant merchandise. The value of
the program was the impact on retention and warding off the competition. Those in the
program stayed 6-12 months longer. A good example of a successful business target
program, but also very expensive to administer with small margins because of the value
of the individual customer and decreasing costs of telecom services to remain competitive.
Once the cost for voice services reached commodity levels, the program was ended. It
was no longer relevant to where the market was heading, profit margins were nil.