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Masterclass loyalty 2015

The document appears to be a presentation for a marketing class titled "Loyalty is dead. What's next?". It discusses how traditional loyalty programs based on points and rewards are no longer as effective due to market saturation, increased data and digital channels. It defines customer loyalty as both behavioral and attitudinal tendencies to favor one brand. The presentation emphasizes that loyalty management should focus on increasing involvement rather than just retention, in order to drive both behavioral and attitudinal loyalty. It also outlines different types of customer experiences and provides examples of loyalty tools and tactics.

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Loyalty is dead. What’s next? Brussels, December 2nd 2015
Presentation1 2 Nice to meet you! Bert Van Eeckhoudt Senior Consultant Karel Ingelbeen Junior Consultant Nathalie de Biolley Junior Consultant Kristien Schrauwen Consultant Eline Van Hollebeke Consultant Valerie Vos Consultant Gregory Delens Sr Business Manager Stephanie Duchemin Human Capital Manager Lies Taerwe Sr Business Manager Frederik Sunaert Junior Consultant Laetitia Gutierrez Junior Consultant
Presentation1 1. Introduction 5’ 2. THoM’ster class 60’ LOYALTY is dead. What’s next? 3. Case - group discussion & presentations 30’ 4. Wrap up 15’ 5. Let’s have a drink! … 3 Welcome to our 3rd THoM’ster class!
Presentation1 The House of Marketing as proud member of the Quanteus Group
Presentation1 5 Mission statement of The House of Marketing
Presentation1 Our team projects combine a mix of competences with varying involvement in function of the project stage We work on exciting client projects – in team or individual placement set-up Our individual placements are supported by the THoM organizational structure Tailored mix of: Strategic marketing Project management Domain expertise Consultant support Core team set-up YOU Counselor & mentor All other consultants Knowledge base of The House of Marketing
Presentation1 No two assignments are the same at The House of Marketing Elise is working as an Online Content Manager for a leading automotive brand Thomas is working as a Project Leader for a media company Lise is working as a Junior Project Manager for a FMCG brand Laetitia is working as a Cash Management Marketer for a leading bank Inge is working as a Consultant on brand positioning for a pharmaceutical provider Maxime is working as an Innovation Manager for a premium chocolate brand Dennis Peeters is working as a Digital Project Manager for a leading bank Caroline is working as a MarCom Project Leader for a human resources company
Presentation1 3 Master Classes on 3 different marketing topics Guiding you through the complete customer life cycle Incl. real life cases from our THoM consultants THoMers share a passion for marketing, and now it’s time to share some of it with you
Presentation1 1. Introduction 5’ 2. THoM’ster class 60’ LOYALTY is dead. What’s next? 3. Case - group discussion & presentations 30’ 4. Wrap up 15’ 5. Let’s have a drink! … 9 Welcome to our 3rd THoM’ster class!
Presentation1 10 - What is your favorite chocolate spread brand? - What is your favorite cola brand? - What do these brands do to obtain your loyalty? - Would you recognize your favorite brand in a blind test? Let’s find out ! Question s
Presentation1 11 Context & Challenges of Customer Loyalty
Presentation1 The Yearly Marketing Survey 2013 indicated that traditional reward programs with points don’t do the trick anymore 12 Refine segmentation Analyze customer needs Focus on CLV Personalize Communication Improve customer experienceMore relevant products/services Reward with incentive Create dialogue Review pricing strategy Involve customers in marketing projects Invest in employees 0% 10% 20% 30% 40% 50% 60% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% NetSuccess Usage Source: The House of Marketing - Yearly Marketing Survey 2013 Which tactics do you use to obtain customer loyalty?
Presentation1 -5% -25% -11% -39% -27% -33% -43% -67% 87% 70% 67% 47% 44% 44% 40% 23% The perfect combination for a marketer is being analytical and using intuition. 100% customer loyalty is out. Creativity is highly appreciated by the CEO. I have sufficient knowledge about my consumers to know how to react on them. Instead of focusing on heavy users, marketers should focus on light users and the use of a penetration strategy. A personalized offering is more important than simplicity. Marketers have enough knowledge about the existing media to be able to build the most efficient media plan. Innovation can only be about rational and relevant product features. Marketers opinions towards Marketing trends Disagree Agree The Yearly Marketing Survey 2014 revealed that marketers need to develop a strategy to cope with divided loyalty 13 N = 259
Presentation1 Recent trends make traditional loyalty programs less effective 14 Saturation & commoditization Explosion of (customer) data Emerging digital channels Better informed shoppers
Presentation1 To next generation loyaltyFrom today’s loyalty… ▪ Focus on interaction (loyalty extends beyond purchasing) ▪ Programs reach customers through traditional channels ▪ Channel ubiquity – loyalty is conveniently present wherever and across multiple vehicles We need to move from today’s loyalty to the next generation loyalty  Focus on purchase-earn-redeem ▪ Customized: personalized offers, differentiated experiences & relevant rewards  One size fits all Relentless focus on the consumer, fueled by data and powered by reward & recognition
Presentation1 16 Definition Customer Loyalty
Presentation1 Definition Customer Loyalty 17 What is Customer Loyalty? Difference Retention Management and Loyalty Management
Presentation1 18 Behavioral loyalty Attitudinal loyalty A customer who stays (repeat purchase, renew contract,…) is often seen as a loyal customer Commitment to continue using a product or service, despite situational influences and marketing efforts of competitors, is true loyalty. Watch out: This does not mean that these customers are loyal, because they might leave once the situation changes… Source: Klantenloyaliteit, Marnix Bügel Customer loyalty is a behavioral and attitudinal tendency to favor one brand over all others
Presentation1 19 Objective axis: Perceived effort, cost, time to switch / frequency of transaction low high Switching barriers lowhigh Involvement Subjectiveaxis:Perceivedemotional,social,functionalriskofswitching Source: THoM analysis of McKinsey Quarterly 2002 & Marketing NPV 2005 Switching barriers ONLY drive behavioral loyalty Switching barriers drive only behavioral loyalty
Presentation1 20 Objective axis: Perceived effort, cost, time to switch / frequency of transaction low high Switching barriers lowhigh Involvement Subjectiveaxis:Perceivedemotional,social,functionalriskofswitching We need to focus on involvement since this dimension drives both behavioral & attitudinal loyalty Involvement drives both behavioral & attitudinal loyalty Source: THoM analysis of McKinsey Quarterly 2002 & Marketing NPV 2005
Presentation1 Because once the switching barrier decreases you need to work in any case on involvement 21 • Nespresso’s switching barriers decreased: consumers can now easily switch between Nespresso and Douwe Egberts • Nespresso will need to continue working on involvement Illustration
Presentation1 22 Put the following brand logos on the right place in the loyalty matrix and explain your positioning. Exercise
Presentation1 Exercise: Put the following brand logos on the right place in the loyalty matrix and explain your positioning 23 Objective axis: Perceived effort, cost, time to switch / frequency of transaction low high Switching barriers lowhigh Involvement Subjectiveaxis:Perceivedemotional,social,functionalriskofswitching
Presentation1 24 Objective axis: Perceived effort, cost, time to switch / frequency of transaction low high Switching barriers lowhigh Involvement Subjectiveaxis:Perceivedemotional,social,functionalriskofswitching Exercise: Put the following brand logos on the right place in the loyalty matrix and explain your positioning
Presentation1 Definition Customer Loyalty 25 What is Customer Loyalty? Difference Retention Management and Loyalty Management
Presentation1 In contrast to retention management, loyalty management aims to increase both behavioral and attitudinal loyalty 26 Get! Grow! Keep! Get (again)! Acquisition Development Win-backRetention Loyalty Margin Time Source: THoM analysis
Presentation1 Loyalty management is often confused with retention in terms of objective, tactic and customer group 27 Loyalty management • Increasing involvement > Increasing behavioral & attitudinal loyalty • Long term • Focus on customers with high potential (customer lifetime value) • Aims at retaining and increasing customer value • Through building sustainable relationships Retention management • Focus on switching barriers, involvement is a secondary objective > Increasing behavioral loyalty • Avoid churn on short term • Focus on customers with high churn risk • Aims at reducing and preventing churn • Through fixing the basics KEEP GROW GET High Low Low High Involvement Switching barriers Source: THoM analysis
Presentation1 28 Loyalty should be a mindset
Presentation1 29 Do you use all the loyalty cards in your wallet? Are you loyal to these companies? Question
Presentation1 Customer loyalty is like an emotional bank account 30 With every positive interaction, emotional loyalty currencies are deposited But negative experiences debit the account When it reaches a certain level, it pays back in true customer loyalty
Presentation1 31 Example emotional bank account Customer looking for flatscreen but living room has unusual light and dimensions “Anyone knows anything about flat- screen televisions?” Best Buy reacts, helps and together they find the perfect flatscreen. In the end he buys at Amazon where the price was lower Through this service a LASTING relationship was formed. A genuine affection that results in a feeling that he is ought to pay back.
Presentation1 Of course brand loyalty is only possible if loyalty is a mindset throughout the whole organization 32
Presentation1 Loyalty appears when customer experience matches at least expectations and loyalty drivers are met correctly Each individual will have specific expectations and drivers influencing attitudinal loyalty 33 LOYALTY DRIVERS Source: Klantenloyaliteit, Marnix Bügel Trust Satisfaction Quality of competitive alternatives Investment in relation + + + - Expectations Experiences LOYALTY
Presentation1 Customer experiences can be divided into 4 types 34 Relational Relationships Transformational Actualizations Aspirations Transactional Products Services Information Experiential Senses Environment Moments Emotional Emotions Feelings Source: Qblog - A series on customer experience: Types of customer experience
Presentation1 Transactional Products Services Information Building a relationship with the customer over a longer term than one purchase moment 35 Relational Relationships Transformational Actualizations Aspirations Experiential Senses Environment Moments Emotional Emotions Feelings  Personalize  Long term focus  Added value services Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis
Presentation1 Ikea’s sleep like a princess contest Engaging loyalty members and raising awareness 36 Relational Only for Ikea's Facebook page fans &"Ikea Family Members“. Not a member?  join IKEA FAMILY
Presentation1 Changing the customer as a result of the experience (behavioral, physical, intellectual,...) 37 Relational Relationships Transformational Actualizations Aspirations Transactional Products Services Information Experiential Senses Environment Moments Emotional Emotions Feelings  Transform the customer’s behavior, appearances, lifestyle,...  Teach the customer something Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis
Presentation1 Becel and Lidl support the ‘Week of the Heart’ of the Belgian Heart League 38 Transformational Changing consumer behavior: advice, tips and tests for a healthy heart, in-store as well as online and mobile
Presentation1 Relational Relationships Experiences with regard to the exchange of products, services and information 39 Transformational Actualizations Aspirations Experiential Senses Environment Moments Emotional Emotions Feelings Transactional Products Services Information Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis  Ease the customer journey  Facilitate the search  Clear information
Presentation1 Best Buy introduced “Best Buy unboxed” for an optimal customer service which kicks-off the loyalty loop 40 Transactional Join & engage in conversations by answering the issue of techno-stress. Pre & post purchase support.
Presentation1 Transactional Products Services Information Transformational Actualizations Aspirations Relational Relationships Experiences that impact the human sensory system of sight, hearing, touch, taste and smell 41 Emotional Emotions Feelings  Play with the senses  Make interactions fun  Create a “wow” factor Experiential Senses Environment Moments Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis
Presentation1 Ray Ban uses relevance to create valuable customer experience 4242 Experiential Bright Light & Sun Walk App
Presentation1 Transformational Actualizations Aspirations Relational Relationships Every kind of experience has an emotional aspect, which can be positive, negative or neutral 43 Transactional Products Services Information Experiential Senses Environment Moments Emotional Emotions Feelings Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis Customer’s feelings about the interactions with the company: What I get / What I expect = How I feel
Presentation1 44 Loyalty tools & tactics
Presentation1 Customer experience 45 Savings programs are often seen as good loyalty initiatives, though these are only a small part in the loyalty chain Customer data Loyalty savings program Loyalty X
Presentation1 Loyalty initiatives can be ranked on 3 axes: reward moment, required counteraction & customer initiative 46 Immediate Postponed Transaction based Not transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3
Presentation1 When JBC wants to reward its best customers with a styling day, they can consider different loyalty initiatives Immediate Postponed Transaction based Not transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 Example Clients who buy something of the JBC-collection, receive an invitation for the styling day
Presentation1 Immediate Postponed Transaction based Not transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 On specific days, clients of JBC receive styling advice when trying clothes in the fitting rooms When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
Presentation1 Immediate Postponed Transaction based Not transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 Clients who collected 50 points are invited to the styling day When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
Presentation1 Immediate Postponed Transaction based Not transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 Clients can participate in a contest with a code on their bill to win a styling day When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
Presentation1 Immediate Postponed Transaction based Not transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 Clients receive a VIP-invitation so they can subscribe for a styling day When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
Presentation1 Immediate Postponed Transaction based Not transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 By shopping clothes, recommending JBC & writing online reviews, clients can earn points which can be redeemed for a styling day When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
Presentation1 53 To develop a valuable loyalty initiative you need to use a number of building blocks REWARDS PERSONALIZATIO N & TARGETING AWARENESS/WO M RULES MEDIA CHANNELS
Presentation1 54 REWARDS PERSONALIZATIO N & TARGETING AWARENESS/WO M RULES MEDIA CHANNELS Evolve from rewards easy to translate to monetary value towards rewards with a higher perceived value To develop a valuable loyalty initiative you need to use a number of building blocks
Presentation1 Starwood members bid in online auctions for access in once in a lifetime events with their ‘usual’ saving points 55 SOURCE: starwoodhotels.com REWARDS
Presentation1 Delta goes beyond the transaction and gives elite members 500 bonus miles if they are “caught in the middle” on a Monday flight REWARDS
Presentation1 57 REWARDS PERSONALIZATIO N & TARGETING AWARENESS/WO M RULES MEDIA CHANNELS • Evolve from one-size-fits-all towards personalization • Do smart targeting To develop a valuable loyalty initiative you need to use a number of building blocks
Presentation1 Great customer personalization can be offered by cocreation, making it a perfect loyalty tool 58 PERSONALIZATION
Presentation1 59 REWARDS PERSONALIZATIO N & TARGETING AWARENESS/WO M RULES MEDIA CHANNELS Evolve from functional value proposition with little user adoption towards high awareness and adoption among general public To develop a valuable loyalty initiative you need to use a number of building blocks
Presentation1 Coca Cola creates awareness and WOM by a contest to find a Belgian ‘Coca Cola Light man’ 60 WOM
Presentation1 Samsung succeeded in creating awareness and WOM by engaging their biggest fans 61 WOM
Presentation1 62 REWARDS PERSONALIZATIO N & TARGETING AWARENESS/WO M RULES MEDIA CHANNELS Keep it simple. Many rules, no glory! To develop a valuable loyalty initiative you need to use a number of building blocks
Presentation1 63 REWARDS PERSONALIZATIO N & TARGETING AWARENESS/WO M RULES MEDIA CHANNELS Evolve from traditional media channels towards interactive and cross-channel media To develop a valuable loyalty initiative you need to use a number of building blocks
Presentation1 64 REWARDS PERSONALIZATIO N & TARGETING AWARENESS/WO M RULES MEDIA CHANNELS How to integrate all these building blocks into your initiative?
Presentation1 Starbucks started from scratch to assure a qualitative database to focus on tailored customer experiences through different kind of media 65 EXAMPLE
Presentation1 1. Introduction 5’ 2. THoM’ster class 60’ LOYALTY is dead. What’s next? 3. Case - group discussion & presentations 30’ 4. Wrap up 15’ 5. Let’s have a drink! … 66 Welcome to our 3rd THoM’ster class!
Presentation1 How should Quick increase students’ loyalty? Students are an important target for Quick. The Student Special menus represent an average of 7% of their tickets. Nonetheless, students don’t seem to be loyal to Quick. 67 What should Quick do to gain the loyalty of students?
Presentation1 Quick’s student offering has to be better aligned with the particular student needs, so let’s start by defining our target group & their lifecycle Monday Weekend Tuesday Thursday Friday Having arrived in its ‘habitat’ the previous evening, the student is rested and well packed with weekend leftovers. After a long and busy day acquiring knowledge and engaging with peers, the student has limite time to provide its own food. Group work day, the student will meet its peer community to work on group assignments, catch up on daily news and enjoy each others company in a quiet environment with plenty of snacks and refreshments Party night; after days of hard work, it is time for some entertainment. With a long night of dancing and socializing ahead, the student has to load up on energy to make it through the night. The student returns to its home nest, travelling cross country while still recovering from last night’s celebrations, the student can sure use some extra energy. The student is back to its nest where it is smothered by its parents Friday MG 2015
Presentation1 Taking into account the weekly student lifecycle, a diversified, student-centered strategy is needed 69 Daily student offers & Dedicated in-restaurant group working areas & Digital integration Offering dedicated menus for students based on the day of the week, e.g.: • THURSDAY = a solid pre-party XL-menu • FRIDAY = a snack & soda on-the-go option on Friday and Sunday • A dedicated Facebook page showing the daily deals • A dedicated app with digital student card (QR-Code) • Creation of dedicated student ‘group working areas’ in the student restaurants • Offering high speed internet and electronic device charging facilities Quick Student card Rather than just offering discounts when showing a regular student card, a ‘Quick Student card’ will appeal to their community sense, increasing brand loyalty MG 2015 The Quick Student card
Presentation1 1. Introduction 5’ 2. THoM’ster class 60’ LOYALTY is dead. What’s next? 3. Case - group discussion & presentations 30’ 4. Wrap up 15’ 5. Let’s have a drink! … 70 Welcome to our 3rd THoM’ster class!
Presentation1 71 We are looking for (digital) Marketers Down-to-earth Discipline & Gut Master degree Trilingual (FR/NL/EN) Driving license Computer literate (MS Office) In line with the THoM values
Presentation1 STEP 3STEP 2STEP 1 72 From graduate to… marketing consultant? Deadline: 07/02/2016 26th of February 2016 September 2016 CV Cover letter One-page paper Case day! Start your career at THoM
Presentation1 73 Want to be part of the 2016 prom? You? You? You?  Yes! Great! Find out more about our recruitment process in our brochure  I’m not sure Don’t hesitate to ask all your questions to the THoMers
Presentation1 Your point of contact 74 Valerie Vos, Consultant valerie.vos@thom.eu Interested in joining us? CV, cover letter, paper & questions can be sent to: startcareer@thom.eu The House of Marketing Culliganlaan 2 B-1831 Diegem Belgium www.thehouseofmarketing.be Follow us on Facebook: www.facebook.com/Thehouseofmarketing Follow us on Twitter: www.twitter.com/THoM_news
Thank you for your attention! (and now it’s time for a drink...)

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Masterclass loyalty 2015

  • 1.
    Loyalty is dead.What’s next? Brussels, December 2nd 2015
  • 2.
    Presentation1 2 Nice tomeet you! Bert Van Eeckhoudt Senior Consultant Karel Ingelbeen Junior Consultant Nathalie de Biolley Junior Consultant Kristien Schrauwen Consultant Eline Van Hollebeke Consultant Valerie Vos Consultant Gregory Delens Sr Business Manager Stephanie Duchemin Human Capital Manager Lies Taerwe Sr Business Manager Frederik Sunaert Junior Consultant Laetitia Gutierrez Junior Consultant
  • 3.
    Presentation1 1. Introduction 5’ 2.THoM’ster class 60’ LOYALTY is dead. What’s next? 3. Case - group discussion & presentations 30’ 4. Wrap up 15’ 5. Let’s have a drink! … 3 Welcome to our 3rd THoM’ster class!
  • 4.
    Presentation1 The House ofMarketing as proud member of the Quanteus Group
  • 5.
    Presentation1 5 Mission statementof The House of Marketing
  • 6.
    Presentation1 Our team projectscombine a mix of competences with varying involvement in function of the project stage We work on exciting client projects – in team or individual placement set-up Our individual placements are supported by the THoM organizational structure Tailored mix of: Strategic marketing Project management Domain expertise Consultant support Core team set-up YOU Counselor & mentor All other consultants Knowledge base of The House of Marketing
  • 7.
    Presentation1 No two assignmentsare the same at The House of Marketing Elise is working as an Online Content Manager for a leading automotive brand Thomas is working as a Project Leader for a media company Lise is working as a Junior Project Manager for a FMCG brand Laetitia is working as a Cash Management Marketer for a leading bank Inge is working as a Consultant on brand positioning for a pharmaceutical provider Maxime is working as an Innovation Manager for a premium chocolate brand Dennis Peeters is working as a Digital Project Manager for a leading bank Caroline is working as a MarCom Project Leader for a human resources company
  • 8.
    Presentation1 3 Master Classeson 3 different marketing topics Guiding you through the complete customer life cycle Incl. real life cases from our THoM consultants THoMers share a passion for marketing, and now it’s time to share some of it with you
  • 9.
    Presentation1 1. Introduction 5’ 2.THoM’ster class 60’ LOYALTY is dead. What’s next? 3. Case - group discussion & presentations 30’ 4. Wrap up 15’ 5. Let’s have a drink! … 9 Welcome to our 3rd THoM’ster class!
  • 10.
    Presentation1 10 - Whatis your favorite chocolate spread brand? - What is your favorite cola brand? - What do these brands do to obtain your loyalty? - Would you recognize your favorite brand in a blind test? Let’s find out ! Question s
  • 11.
    Presentation1 11 Context &Challenges of Customer Loyalty
  • 12.
    Presentation1 The Yearly MarketingSurvey 2013 indicated that traditional reward programs with points don’t do the trick anymore 12 Refine segmentation Analyze customer needs Focus on CLV Personalize Communication Improve customer experienceMore relevant products/services Reward with incentive Create dialogue Review pricing strategy Involve customers in marketing projects Invest in employees 0% 10% 20% 30% 40% 50% 60% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% NetSuccess Usage Source: The House of Marketing - Yearly Marketing Survey 2013 Which tactics do you use to obtain customer loyalty?
  • 13.
    Presentation1 -5% -25% -11% -39% -27% -33% -43% -67% 87% 70% 67% 47% 44% 44% 40% 23% The perfect combinationfor a marketer is being analytical and using intuition. 100% customer loyalty is out. Creativity is highly appreciated by the CEO. I have sufficient knowledge about my consumers to know how to react on them. Instead of focusing on heavy users, marketers should focus on light users and the use of a penetration strategy. A personalized offering is more important than simplicity. Marketers have enough knowledge about the existing media to be able to build the most efficient media plan. Innovation can only be about rational and relevant product features. Marketers opinions towards Marketing trends Disagree Agree The Yearly Marketing Survey 2014 revealed that marketers need to develop a strategy to cope with divided loyalty 13 N = 259
  • 14.
    Presentation1 Recent trends maketraditional loyalty programs less effective 14 Saturation & commoditization Explosion of (customer) data Emerging digital channels Better informed shoppers
  • 15.
    Presentation1 To next generationloyaltyFrom today’s loyalty… ▪ Focus on interaction (loyalty extends beyond purchasing) ▪ Programs reach customers through traditional channels ▪ Channel ubiquity – loyalty is conveniently present wherever and across multiple vehicles We need to move from today’s loyalty to the next generation loyalty  Focus on purchase-earn-redeem ▪ Customized: personalized offers, differentiated experiences & relevant rewards  One size fits all Relentless focus on the consumer, fueled by data and powered by reward & recognition
  • 16.
  • 17.
    Presentation1 Definition Customer Loyalty 17 Whatis Customer Loyalty? Difference Retention Management and Loyalty Management
  • 18.
    Presentation1 18 Behavioral loyalty Attitudinalloyalty A customer who stays (repeat purchase, renew contract,…) is often seen as a loyal customer Commitment to continue using a product or service, despite situational influences and marketing efforts of competitors, is true loyalty. Watch out: This does not mean that these customers are loyal, because they might leave once the situation changes… Source: Klantenloyaliteit, Marnix Bügel Customer loyalty is a behavioral and attitudinal tendency to favor one brand over all others
  • 19.
    Presentation1 19 Objective axis:Perceived effort, cost, time to switch / frequency of transaction low high Switching barriers lowhigh Involvement Subjectiveaxis:Perceivedemotional,social,functionalriskofswitching Source: THoM analysis of McKinsey Quarterly 2002 & Marketing NPV 2005 Switching barriers ONLY drive behavioral loyalty Switching barriers drive only behavioral loyalty
  • 20.
    Presentation1 20 Objective axis:Perceived effort, cost, time to switch / frequency of transaction low high Switching barriers lowhigh Involvement Subjectiveaxis:Perceivedemotional,social,functionalriskofswitching We need to focus on involvement since this dimension drives both behavioral & attitudinal loyalty Involvement drives both behavioral & attitudinal loyalty Source: THoM analysis of McKinsey Quarterly 2002 & Marketing NPV 2005
  • 21.
    Presentation1 Because once theswitching barrier decreases you need to work in any case on involvement 21 • Nespresso’s switching barriers decreased: consumers can now easily switch between Nespresso and Douwe Egberts • Nespresso will need to continue working on involvement Illustration
  • 22.
    Presentation1 22 Put thefollowing brand logos on the right place in the loyalty matrix and explain your positioning. Exercise
  • 23.
    Presentation1 Exercise: Put thefollowing brand logos on the right place in the loyalty matrix and explain your positioning 23 Objective axis: Perceived effort, cost, time to switch / frequency of transaction low high Switching barriers lowhigh Involvement Subjectiveaxis:Perceivedemotional,social,functionalriskofswitching
  • 24.
    Presentation1 24 Objective axis:Perceived effort, cost, time to switch / frequency of transaction low high Switching barriers lowhigh Involvement Subjectiveaxis:Perceivedemotional,social,functionalriskofswitching Exercise: Put the following brand logos on the right place in the loyalty matrix and explain your positioning
  • 25.
    Presentation1 Definition Customer Loyalty 25 Whatis Customer Loyalty? Difference Retention Management and Loyalty Management
  • 26.
    Presentation1 In contrast toretention management, loyalty management aims to increase both behavioral and attitudinal loyalty 26 Get! Grow! Keep! Get (again)! Acquisition Development Win-backRetention Loyalty Margin Time Source: THoM analysis
  • 27.
    Presentation1 Loyalty management isoften confused with retention in terms of objective, tactic and customer group 27 Loyalty management • Increasing involvement > Increasing behavioral & attitudinal loyalty • Long term • Focus on customers with high potential (customer lifetime value) • Aims at retaining and increasing customer value • Through building sustainable relationships Retention management • Focus on switching barriers, involvement is a secondary objective > Increasing behavioral loyalty • Avoid churn on short term • Focus on customers with high churn risk • Aims at reducing and preventing churn • Through fixing the basics KEEP GROW GET High Low Low High Involvement Switching barriers Source: THoM analysis
  • 28.
  • 29.
    Presentation1 29 Do youuse all the loyalty cards in your wallet? Are you loyal to these companies? Question
  • 30.
    Presentation1 Customer loyalty islike an emotional bank account 30 With every positive interaction, emotional loyalty currencies are deposited But negative experiences debit the account When it reaches a certain level, it pays back in true customer loyalty
  • 31.
    Presentation1 31 Example emotionalbank account Customer looking for flatscreen but living room has unusual light and dimensions “Anyone knows anything about flat- screen televisions?” Best Buy reacts, helps and together they find the perfect flatscreen. In the end he buys at Amazon where the price was lower Through this service a LASTING relationship was formed. A genuine affection that results in a feeling that he is ought to pay back.
  • 32.
    Presentation1 Of course brandloyalty is only possible if loyalty is a mindset throughout the whole organization 32
  • 33.
    Presentation1 Loyalty appears whencustomer experience matches at least expectations and loyalty drivers are met correctly Each individual will have specific expectations and drivers influencing attitudinal loyalty 33 LOYALTY DRIVERS Source: Klantenloyaliteit, Marnix Bügel Trust Satisfaction Quality of competitive alternatives Investment in relation + + + - Expectations Experiences LOYALTY
  • 34.
    Presentation1 Customer experiences canbe divided into 4 types 34 Relational Relationships Transformational Actualizations Aspirations Transactional Products Services Information Experiential Senses Environment Moments Emotional Emotions Feelings Source: Qblog - A series on customer experience: Types of customer experience
  • 35.
    Presentation1 Transactional Products Services Information Building a relationshipwith the customer over a longer term than one purchase moment 35 Relational Relationships Transformational Actualizations Aspirations Experiential Senses Environment Moments Emotional Emotions Feelings  Personalize  Long term focus  Added value services Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis
  • 36.
    Presentation1 Ikea’s sleep likea princess contest Engaging loyalty members and raising awareness 36 Relational Only for Ikea's Facebook page fans &"Ikea Family Members“. Not a member?  join IKEA FAMILY
  • 37.
    Presentation1 Changing the customeras a result of the experience (behavioral, physical, intellectual,...) 37 Relational Relationships Transformational Actualizations Aspirations Transactional Products Services Information Experiential Senses Environment Moments Emotional Emotions Feelings  Transform the customer’s behavior, appearances, lifestyle,...  Teach the customer something Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis
  • 38.
    Presentation1 Becel and Lidlsupport the ‘Week of the Heart’ of the Belgian Heart League 38 Transformational Changing consumer behavior: advice, tips and tests for a healthy heart, in-store as well as online and mobile
  • 39.
    Presentation1 Relational Relationships Experiences with regardto the exchange of products, services and information 39 Transformational Actualizations Aspirations Experiential Senses Environment Moments Emotional Emotions Feelings Transactional Products Services Information Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis  Ease the customer journey  Facilitate the search  Clear information
  • 40.
    Presentation1 Best Buy introduced“Best Buy unboxed” for an optimal customer service which kicks-off the loyalty loop 40 Transactional Join & engage in conversations by answering the issue of techno-stress. Pre & post purchase support.
  • 41.
    Presentation1 Transactional Products Services Information Transformational Actualizations Aspirations Relational Relationships Experiences that impactthe human sensory system of sight, hearing, touch, taste and smell 41 Emotional Emotions Feelings  Play with the senses  Make interactions fun  Create a “wow” factor Experiential Senses Environment Moments Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis
  • 42.
    Presentation1 Ray Ban usesrelevance to create valuable customer experience 4242 Experiential Bright Light & Sun Walk App
  • 43.
    Presentation1 Transformational Actualizations Aspirations Relational Relationships Every kind ofexperience has an emotional aspect, which can be positive, negative or neutral 43 Transactional Products Services Information Experiential Senses Environment Moments Emotional Emotions Feelings Source: Qblog - A series on customer experience: Types of customer experience; THoM analysis Customer’s feelings about the interactions with the company: What I get / What I expect = How I feel
  • 44.
  • 45.
    Presentation1 Customer experience 45 Savings programsare often seen as good loyalty initiatives, though these are only a small part in the loyalty chain Customer data Loyalty savings program Loyalty X
  • 46.
    Presentation1 Loyalty initiatives canbe ranked on 3 axes: reward moment, required counteraction & customer initiative 46 Immediate Postponed Transaction based Not transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3
  • 47.
    Presentation1 When JBC wantsto reward its best customers with a styling day, they can consider different loyalty initiatives Immediate Postponed Transaction based Not transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 Example Clients who buy something of the JBC-collection, receive an invitation for the styling day
  • 48.
    Presentation1 Immediate Postponed Transaction basedNot transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 On specific days, clients of JBC receive styling advice when trying clothes in the fitting rooms When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
  • 49.
    Presentation1 Immediate Postponed Transaction basedNot transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 Clients who collected 50 points are invited to the styling day When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
  • 50.
    Presentation1 Immediate Postponed Transaction basedNot transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 Clients can participate in a contest with a code on their bill to win a styling day When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
  • 51.
    Presentation1 Immediate Postponed Transaction basedNot transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 Clients receive a VIP-invitation so they can subscribe for a styling day When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
  • 52.
    Presentation1 Immediate Postponed Transaction basedNot transaction based No initiative Initiative Contest Participation Events Customer Adv. Program Savings ProgramDirect Advantage Offering Relationship Building Customer initiative Counteraction Reward-moment 2 1 3 By shopping clothes, recommending JBC & writing online reviews, clients can earn points which can be redeemed for a styling day When JBC wants to reward its best customers with a styling day, they have different optional loyalty initiatives Example
  • 53.
    Presentation1 53 To developa valuable loyalty initiative you need to use a number of building blocks REWARDS PERSONALIZATIO N & TARGETING AWARENESS/WO M RULES MEDIA CHANNELS
  • 54.
    Presentation1 54 REWARDS PERSONALIZATIO N & TARGETING AWARENESS/WO M RULES MEDIA CHANNELS Evolvefrom rewards easy to translate to monetary value towards rewards with a higher perceived value To develop a valuable loyalty initiative you need to use a number of building blocks
  • 55.
    Presentation1 Starwood members bidin online auctions for access in once in a lifetime events with their ‘usual’ saving points 55 SOURCE: starwoodhotels.com REWARDS
  • 56.
    Presentation1 Delta goes beyondthe transaction and gives elite members 500 bonus miles if they are “caught in the middle” on a Monday flight REWARDS
  • 57.
    Presentation1 57 REWARDS PERSONALIZATIO N &TARGETING AWARENESS/WO M RULES MEDIA CHANNELS • Evolve from one-size-fits-all towards personalization • Do smart targeting To develop a valuable loyalty initiative you need to use a number of building blocks
  • 58.
    Presentation1 Great customer personalizationcan be offered by cocreation, making it a perfect loyalty tool 58 PERSONALIZATION
  • 59.
    Presentation1 59 REWARDS PERSONALIZATIO N &TARGETING AWARENESS/WO M RULES MEDIA CHANNELS Evolve from functional value proposition with little user adoption towards high awareness and adoption among general public To develop a valuable loyalty initiative you need to use a number of building blocks
  • 60.
    Presentation1 Coca Cola createsawareness and WOM by a contest to find a Belgian ‘Coca Cola Light man’ 60 WOM
  • 61.
    Presentation1 Samsung succeeded increating awareness and WOM by engaging their biggest fans 61 WOM
  • 62.
    Presentation1 62 REWARDS PERSONALIZATIO N &TARGETING AWARENESS/WO M RULES MEDIA CHANNELS Keep it simple. Many rules, no glory! To develop a valuable loyalty initiative you need to use a number of building blocks
  • 63.
    Presentation1 63 REWARDS PERSONALIZATIO N &TARGETING AWARENESS/WO M RULES MEDIA CHANNELS Evolve from traditional media channels towards interactive and cross-channel media To develop a valuable loyalty initiative you need to use a number of building blocks
  • 64.
    Presentation1 64 REWARDS PERSONALIZATIO N &TARGETING AWARENESS/WO M RULES MEDIA CHANNELS How to integrate all these building blocks into your initiative?
  • 65.
    Presentation1 Starbucks started fromscratch to assure a qualitative database to focus on tailored customer experiences through different kind of media 65 EXAMPLE
  • 66.
    Presentation1 1. Introduction 5’ 2.THoM’ster class 60’ LOYALTY is dead. What’s next? 3. Case - group discussion & presentations 30’ 4. Wrap up 15’ 5. Let’s have a drink! … 66 Welcome to our 3rd THoM’ster class!
  • 67.
    Presentation1 How should Quickincrease students’ loyalty? Students are an important target for Quick. The Student Special menus represent an average of 7% of their tickets. Nonetheless, students don’t seem to be loyal to Quick. 67 What should Quick do to gain the loyalty of students?
  • 68.
    Presentation1 Quick’s student offeringhas to be better aligned with the particular student needs, so let’s start by defining our target group & their lifecycle Monday Weekend Tuesday Thursday Friday Having arrived in its ‘habitat’ the previous evening, the student is rested and well packed with weekend leftovers. After a long and busy day acquiring knowledge and engaging with peers, the student has limite time to provide its own food. Group work day, the student will meet its peer community to work on group assignments, catch up on daily news and enjoy each others company in a quiet environment with plenty of snacks and refreshments Party night; after days of hard work, it is time for some entertainment. With a long night of dancing and socializing ahead, the student has to load up on energy to make it through the night. The student returns to its home nest, travelling cross country while still recovering from last night’s celebrations, the student can sure use some extra energy. The student is back to its nest where it is smothered by its parents Friday MG 2015
  • 69.
    Presentation1 Taking into accountthe weekly student lifecycle, a diversified, student-centered strategy is needed 69 Daily student offers & Dedicated in-restaurant group working areas & Digital integration Offering dedicated menus for students based on the day of the week, e.g.: • THURSDAY = a solid pre-party XL-menu • FRIDAY = a snack & soda on-the-go option on Friday and Sunday • A dedicated Facebook page showing the daily deals • A dedicated app with digital student card (QR-Code) • Creation of dedicated student ‘group working areas’ in the student restaurants • Offering high speed internet and electronic device charging facilities Quick Student card Rather than just offering discounts when showing a regular student card, a ‘Quick Student card’ will appeal to their community sense, increasing brand loyalty MG 2015 The Quick Student card
  • 70.
    Presentation1 1. Introduction 5’ 2.THoM’ster class 60’ LOYALTY is dead. What’s next? 3. Case - group discussion & presentations 30’ 4. Wrap up 15’ 5. Let’s have a drink! … 70 Welcome to our 3rd THoM’ster class!
  • 71.
    Presentation1 71 We arelooking for (digital) Marketers Down-to-earth Discipline & Gut Master degree Trilingual (FR/NL/EN) Driving license Computer literate (MS Office) In line with the THoM values
  • 72.
    Presentation1 STEP 3STEP 2STEP1 72 From graduate to… marketing consultant? Deadline: 07/02/2016 26th of February 2016 September 2016 CV Cover letter One-page paper Case day! Start your career at THoM
  • 73.
    Presentation1 73 Want tobe part of the 2016 prom? You? You? You?  Yes! Great! Find out more about our recruitment process in our brochure  I’m not sure Don’t hesitate to ask all your questions to the THoMers
  • 74.
    Presentation1 Your point ofcontact 74 Valerie Vos, Consultant valerie.vos@thom.eu Interested in joining us? CV, cover letter, paper & questions can be sent to: startcareer@thom.eu The House of Marketing Culliganlaan 2 B-1831 Diegem Belgium www.thehouseofmarketing.be Follow us on Facebook: www.facebook.com/Thehouseofmarketing Follow us on Twitter: www.twitter.com/THoM_news
  • 75.
    Thank you foryour attention! (and now it’s time for a drink...)