The document describes a loyalty program that was redefined to focus on financial return and value creation. Objectives and metrics were redefined to assess influence on purchase decisions using data from over 2 million users. New criteria assigned program benefits based on profitability. Projects were resized and economic milestones set for each. The strategy migrated from client-oriented to value-oriented for both clients and business.

1. LOYALTY PROGRAM
“FROM GOOD TO BETTER”
How we did it:
Objectives definition: in order to determine the financial return of
the program it was necessary to set proper business objectives
(beyond the usual ones of interactions, attendees, clicks, CTR, etc.)
Redefining metrics: new metrics such as degree of influence on
purchase decision had to be established and accounted for.
Deeper data gathering: new metrics called for new or adapted data
entry models, processes and procedures. Statistical relevance
became an issue as more than 2 million users were impacted.
The results:
o New criteria were established to assign program benefits
based on profitability.
o The different projects within the program were re-sized.
o New economic milestones were set for each project within
the program.
o The whole strategy of the program migrated from client
oriented to value (for both client and business) oriented.
Implementing agency (Spain):
SSSSERVICE SECTORERVICE SECTORERVICE SECTORERVICE SECTOR
B2C
€€€€5555.500.500.500.500....000000000000
THE INVESTMENT
€€€€250.000.000250.000.000250.000.000250.000.000
THE BUSINESS AT STAKE
THE PROGRAM INCLUDED:
O 1 WEB PAGE
O 1 SWEEPSTAKES
PROGRAM
O 1 DISCOUNTS
PROGRAM
O EVENTS
O PREMIUM SERVICES
IIIIS THE LOYALTYS THE LOYALTYS THE LOYALTYS THE LOYALTY
PROGRAMPROGRAMPROGRAMPROGRAM
GENERATING PROFITS?GENERATING PROFITS?GENERATING PROFITS?GENERATING PROFITS?
THE CHALLENGE
ROI MARKETING
INSTITUTE GMBH
www.roimarketinginstitute.com
BRANDVENUE IBERIA
www.brandvenue.eu