loyalty management, the engagement issue powered by loyalty 360, november 2009

LOYALTYMANAGEMENT

Powered by Loyalty 360

Volume 1 Number 5

November 2009

I’m Happy to be Here! How Engaged Employees Improve Your Bottom Line

The Engagement Issue

Give back... Get back The Engagement Impact of CSR

TM

EngagEmEnt Expo prEviEwEveryone is talking about engagement. What does this mean to you?

ENgagEmENT oR LoYaLTY,doES IT maTTER?

2 Loyalty Management™ | Loyalty360.org

This Month inN o V E m B E R 2 0 0 9 V o L U m E 1 N U m B E R 5 W W W . L o Y a L T Y 3 6 0 . o R g

dEPaRTmENTS 6 What’s on Loyalty360.org 8 Letter from the editor 10 Contributors

LoYaLTY FoRUm 12 your Voice “Whenlaunchinganewrewardsprogramor

marketingpromotion,whatarethebesttechniquestogetemployeesinformed,excitedandcommittedtotheinitiative?”

14 Q&a: ask the experts “I’veheardthattherearechallengeswhenvaluing

pointsandmanagingredemptionwhendealingwithfranchisee’s.WhatarethebestpracticesthatIshouldbeconsidering?”

16 behind the brand/people InterviewwithPhilRubin,CEO&President,

rDialogue

18 behind the brand/people InterviewwithMauriceJohnson,GEMoney

20 books LoyaltyReads

22 Excerpt from: “made for Collaborating” byRoddWagnerandGaleMuller,Ph.D.

FEaTURES 24 engagement or Loyalty, Does it matter? MarkJohnson

26 Why Should We Care What they think?

CarlosDunlap–KobieMarketing

30 I’m Happy to be Here!—How engaged employees Improve your bottom Line (and make it a Great place to Work!)

DanPaulson–InVisionBusinessDevelopment

36 Give back...Get back AthenaGolianis–AGWIdeaGroup

40 Customer behavior is Influenced more by emotion than reason

GallupConsulting

42 Integrated Customer marketing™ a systematic approach to delivering customer interactions that create competitive advantage and drive shareholder value

DavidWilliams–Merkle

26

Why Should We Care What They Think?

30I’m Happy to be Here! How Engaged Employees Improve Your Bottom Line

We make a living by what we get, we make a life by what we give.Give Back...Get Back

36

Loyalty Management™ | November 2009 3


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This Month in

Loyalty Management editorial & production team:

erin raese – Editor in Chief Caitlin Schar – Editorial director

Victor Wilcox, Graphics plus Inc. – Layout & design Kathleen Ninneman – graphic designer

Graphics plus Inc. – Print Production

Loyalty 360 team:

mark Johnson – President and CEo tara barkett – marketing and account manager

amanda Chasteen – associate manager, marketing operations Jennifer Gunnarson – marketing & Events Coordinator

Julie Hellebusch – Controller

Contacts:

article Submissions: Erin Raese (630) 235-8251advertising: Caitlin Schar (630) 850-7867

To subscribe to Loyalty management visit Loyalty360.org.

N o V E m B E R 2 0 0 9 V o L U m E 1 N U m B E R 5 W W W . L o Y a L T Y 3 6 0 . o R g

We Want your Feedback

as a “voice of the customer” focused publication we want to hear from you—our customers. What would you like to see

included in these pages? Share your thoughts on articles and ideas for content. This is your platform.

We would like to hear from you.

Write us at: [email protected]

46In 1967—the answer was

“plastics.” Today, the magic word is “analytics.”

The New Plastics: Driving Share Through Competitive Analytics

TECHNoLogY, TRENdS & REWaRdS

46 the New plastics: Driving Share through Competitive analytics

CaitlinSchar

48 Loyalty alternatives— Create my own currency or use theirs?

ErinRaese

49 online Video Can be Very engaging MikeJais–GraphicsPlusInc.

BEST BUSINESS PRaCTICES 50 Loyalty marketing beyond programs PhilRubin–rDialogue

53 building advocacy before the purchase DougFleener–DynamicExperiencesGroup,LLC

54 measuring engagement: Simplicity is Key BobKonsewicz–Maritz,Inc.

56 Loyalty program profile: rock bottom mug Club®

50Customers are

Loyal To Brands, Not marketing Programs

Loyalty Marketing Beyond Programs

sneak peek

57

Engagement Expo Sneak Peak


what’sonloyalty360.orgREADERSHIP SURVEY

YOUR VOICE: MINI-POLL

WHITEPAPERS & THIS WEEK IN LOYALTYyoumayhavemissed…

NEWLY LAUNCHEDWe want to know what you think of Loyalty Management. What you like, what you don’t like and what you want to hear more about. Your ideas will help to shape the magazine as we move into the next year of publication!

Voice of the Customer: Industry Research Report - Insights & trends for today’s VOC practitionersby: Allegiance

The Changing Face of Card Loyaltyby: Wong Wan-Ling, Insight Consultancy

AnInteractiveVoiceoftheCustomerForum

360 Connect was created to glean “voice of the customer” insight, to attain a better understanding of the challenges in the market and how best to address them.

The loyalty marketer’s community

Increasing Traveler Loyalty Through Interactive Insight-Based Marketingby: Greg Hogue

Empowering the “Pulse” Throughout Loyalty Marketingby: Mark Johnson

When deciding ones favorite or regular “go-to” shop, restaurant or vendor there are several elements that play off each other to drive customer loyalty. Please rank the following in order of importance to you, then tell us why your #1 is most important.

What is your #1 factor when determining what makes you most loyal? Why?

Visit Loyalty360.org to participate online or email your response to [email protected]. Responses will be published in a future issue of Loyalty Management!

Loyalty Program Brand RecognitionDiscounts/Special OffersPatrons/ClientsPersonal recognition or acknowledgmentOther

Environment/Ambiance (decor,location,etc)Service (pre-purchase)Customer Service (post-purchase)QualityValueSoft-Benefits


Engagement—the newest buzz word.

But what is Engagement? Wikipedia has multiple definitions based on a particular audience: student engagement, customer engagement, employee engagement, work engagement. Merriam-Webster states: a: an arrangement to meet or be present at a specified time and place <a dinner engagement> b : a job or period of employment especially as a performer.

I’ve had over a hundred conversations in recent months talking about Engagement. I can now attest that there are many definitions, even more questions but also an immense desire to find the golden egg.

We’re here to help you in your search. Between this issue and the upcoming Engagement Expo we will provide a wealth of information—from philosophies to executable strategies to defining success criteria to peer insights.

In this issue, Dan Paulson takes us through the 10 steps to engaged employees ( page 32) and on page 36, Athena Golianis shares the importance of corporate social responsibility and how it drives employee engagement.

No one builds engagement and commitment with employees and customers better than Disney. Meet the man behind the brand— Lee Cockerell, former EVP of Operations at Disney and Engagement Expo keynote speaker—on page 60. You’ll also enjoy Lee’s book CreatingMagic (review on page 21.)

We’d like to hear about your journey to engagement. Please share your experiences and insights with us at [email protected].

We look forward to seeing you November 18-19, 2009 in Chicago at the Sheraton Hotel and Towers!

Sincerely,

Erin RaeseEditor-in-ChiefLoyaltyManagementerinraese@loyaltymanagement.com

Loyalty Management is now a bi-monthly

publication. Expect the next issue

in late December!

Loyalty 360 has announced the first annual

Engagement Expo to be held in Chicago

at the Sheraton Chicago Hotel & towers

November 18 & 19

2010 Loyalty Expo to be held on June 6–8 in

Orlando, FL at the Omni Champions Gate

Loyalty 360 on twitter –#Le360

FRom THE EdIToR

LOYALTYMANAGEMENT

Powered by Loyalty 360Volume 1 Number 5

November 2009

I’m Happy to be Here! How Engaged Employees

Improve Your Bottom Line

The Engagement Issue

Give back... Get back The Engagement Impact of CSR

TM

EngagEmEnt Expo prEviEwEveryone is talking about engagement. What does this mean to you?

ENgagEmENT oR LoYaLTY,doES IT maTTER?



Loyalty. Reinvented.

Loyalty programs are a strategic asset. To capitalize on them requires going beyond rewards. First Data provides intelligent, data-driven loyalty solutions that provide insight to make your loyalty program more effective. Utilizing state of the art analytics, First Data enables you to understand your customers, predict purchasing behavior and maximize revenue. First Data is uniquely skilled at providing our clients with more relevant and valuable rewards for their customers, increasing customer acquisition and retention and creating stronger relationships.

To learn more visit firstdata.com

©2009 First Data Corporation. All rights reserved. All trademarks, service marks and trade names referenced in this material are the property of their respective owners.

Gallup Consultinggallup Consulting has a unique approach which helps companies drive true organic growth—revenue and profit increase from continuing operations. gallups’ consultants are trusted advisors to many of the world’s leading companies.

Carlos Dunlap Carlos dunlap is the Practice director of Kobie marketing’s Loyalty Consulting group. Carlos has over 15 years of experience designing customer loyalty strategies for the world’s largest retailers, banks, telecommunications and media companies.

Doug Fleenerdoug is a veteran retailer with over 25 years of hands-on retail experience. He is the former director of retail for Bose Corporation and has also owned and operated his own specialty stores. doug is now president and managing partner of dynamic Experiences group LLC, a Lexington, ma based retail and customer experience consulting firm.

Athena Golianisathena is the owner and founder of agW Idea group, Inc. She is an innovative brand builder and integrated marketing communications leader and has the success stories to prove it. over the past 23 years, athena has helped position and build some of the biggest blue chip brands in the business.

Michael Jaismichael is President of graphics Plus, which provides design, print, multimedia, and distribution solutions that support organizations’ marketing and loyalty strategies.

Carlos Dunlap

Doug Fleener

Athena Golianis

Bob Konsewicz

Dan Paulson

Phil Rubin

Mark Johnson President and CEo of Loyalty 360. mark has significant experience in selling, designing and administering prepaid, loyalty/CRm programs, as well as data-driven marketing communication programs.

Bob Konsewicz as director of Strategic Consulting for maritz, Bob has over 8 years of experience in the consumer loyalty field. He has worked in various CRm and direct marketing environments and is an active speaker sharing strategic concepts with marketers and business leaders.

Dan Paulsondan Paulson, President and CEo of InVision Business development. His 16 years of experience in operations and marketing continue to produce extraordinary growth in sales, profitability and efficiencies for many companies. dan is recognized for his ability to build teams, develop leaders, and create top sellers in the areas of retail, service, finance and real estate.

Phil RubinCEo & President, rdialogue. Phil has more than 20 years of strategic marketing experience with an emphasis on loyalty and relationship marketing, integrated communications, partnership development, promotions and program development.

David Williamsdavid is President and Chief Executive officer of merkle Inc., one of the nation’s largest and fastest-growing database marketing agencies. Williams oversees the delivery of integrated customer marketing strategies and solutions to hundreds of nationally recognized clients

Gallup Consulting

Michael Jais

If you would like to contribute to a future issue of Loyalty Management please contact Erin Raese at (630) 235-8251 or

[email protected].

Deadline for the March 2010 issue is December 14th!

Mark Johnson

CoNTRIBUToRS

David Williams


Loyalty Management™ | November 2009 11 January 2009 | Loyalty Management 35399 Knollwood Road White Plains, NY 10603 www.incentivegroup.com

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“ When launching a new rewards program or marketing promotion, what are the best techniques to get employees informed, excited and committed to the initiative?”

Cultures support what they understand. Communica-tion of the program, its intention and rationale is

critical. Inclusion: We must create inclusion at the employee or department level. If appropriate, an incentive for most x by person or by department creates personal engagement. Visual Exposure: Visual exposure of program achievements or trends by contributors works very well. Have the results posted in different places throughout the work environment. Consistent management communication: If management is not committed or consistent, the troops will not follow very long.

rudy Vidal Principal at Vidal Consulting Group

For StubHub, I find a grassroots approach that works best. I garner support with peers and colleagues (even in

other departments) before making any big announcements or presentations to ensure acceptance and motivation. my approach is to start with one-on-one conversations without a lot of slides or fancy presentations. Straight talk backed up with facts and data can not be refuted. This approach gives me avenues to troubleshoot ideas ahead of time and makes sure I’m not leaving profitable opportunities on the table. To ensure other departments see how these programs will impact their goals and teams prior to announcements is crucial to success. It’s my job to promulgate customer advocacy, to demonstrate the value of these programs and why they are important to every person at StubHub. It also creates a sense of anticipation among colleagues so that when the plan is rolled out the excitement is already built-in!

michael Wilburn Head of Relationship Marketing at StubHub, Inc.

there is only one way to achieve that—invite them as well to rewards program. of course—we have to define

special rules for them (be aware of frauds—employees cause most of them)… But, there is one very important thing to remember—a program for our people has to be based on clear rules and guarantee rewards in reasonable time. What is also important, in most cases, we will reward our employees for sales and new “active” member enrollment, but we can also give points for service quality (i.e. if service KPI’s for particular store are fine, we can give some points to all staff). For information I would prefer to use intranet e-learning trainings + loyalty portal dedicated for employees.

bartosz Demczuk Consulting Director at Comarch

Discussion from the Loyalty 360 Social Network (Find us on: loyalty360.org, Linked In, twitter & Facebook)...

“ To ensure other departments see how these programs will impact their goals and teams prior to announcements is crucial to success.”

—Michael Wilburn, Head of Relationship Marketing at

StubHub, Inc.

LoYaLTY FoRUm: Your Voice


Communication to your employees is mission critical to the success of any new rewards program or

marketing promotion. Employees need to be engaged from the onset with a clear-cut description of what the goal of the program/promotion is, what their role is in the process, what is the business objective, what are the marketing channels being used, how the program/promotion is structured and a thorough understanding of the reward process (everything from how members earn rewards, redeem rewards and upgrade). an orchestrated kick-off should be part of your promotion plan in order to raise awareness and generate excitement. after the launch of the program, the communication still needs to continue so employees have a deep understanding of the progress being made towards reaching the set business goals. The best way to get all of this done in a timely, cost effective manner (and keep the information constantly flowing and updated) would be through an existing employee intranet that exists, email communications such as an employee e-newsletter and even creating a special branded email update specifically for the rollout of the program and subsequent updates. Verbal communication also needs to occur in tandem with all email communication as well. This could be done through any rollout training that occurs (with documentation of the program for employees) and updates provided at monthly meetings, conference calls/status calls (whatever the mode of communication is traditionally is for your organization) so that it becomes a regular item on the set agenda.

aileen Stacy-Forker Marketing Director at Smart Button Associates

think frequency, relevancy and integration. Frequency—there is no substitute for spaced repetition.

Relevancy—earn the right to be heard with high value content. This makes frequency palatable. Integration—say the same thing with the same look through all possible touch-points whether it is e-mail, newsletters, snail mail, websites, face-to-face, etc.

todd Hanson CRP, CPIM, President and Founder, Catalyst Performance Group, Inc.

best way to get them excited and motivated during an internal reward program is to have a kick off meeting

or rally where management is involved and you explain the program and its rewards. Next make sure there is an online element where you explain the rules, objectives and goals of the program. This online element should also show the points they’ve earned and of course there should be a reward catalog so they can start working toward earning something they may desire from the catalog. Then start to promote the reward program with weekly communications. Performance improvement and employee engagement are vital for a corporation to succeed. Have a Rewarding day!

arnold Light Arnold Light Consults, Inc

treat them like your customers and sign them up, engage them—only through positive experiences will

they make your ‘program’ come alive.

Stephen Fraser CRM & Loyalty Marketing Practitioner

Some of our clients have announced the start of a program by incorporating the info into regular

meetings, news letters, or on company websites; even the page that is reserved for employees only. Some things I have seen used to maintain momentum are to use the results as a training tool but in a positive way. Try posting the results online, or on a visible board in the lunch/break room. Public verbal recognition is always welcomed! Some things we offer our clients are online reporting tools so that, for instance, the user can see trended results, or results of other stores for comparison. That always gives incentive to do better.

Jennifer adams Burket

If it’s possible, it is important to involve employees (or some of them) in the design of this program. If you are

involved in this creation, it is also part of you.

José Ignacio ruiz (Iñaki) Orange—France Telecom Group Barcelona, Spain L

“ In most cases, we will reward our employees for sales and new ‘active’ member enrollment, but we can also give points for service quality.”

—Bartosz Demczuk, Consulting Director at Comarch


A: When considering a loyalty program for a brand that operates within a franchised infrastructure, there are a few key items that need to be addressed.

brand buy-in. When developing your program, you need to understand how the value proposition of the program will support the brand. The program needs to mirror the overall brand strategy. If you have sub-brands within your branding hierarchy, develop a program under the main brand to create fluidity and consistency of the program, and to influence the strength of the program, which will affect how it’s sold to franchisees. Create a program that requires all locations participate whether they’re corporate stores or franchises. This will help create greater consistency around the delivery of the program, which will create a greater customer experience.

Liability management. Franchises are business owners first and foremost, and they need to understand how they benefit from a loyalty program. Understand the financials and financial management of how your program will work, and how your franchisees will pay into the program and get reimbursed for their upfront costs. Create a business case that highlights the RoI, and generates buy-in from a financial viewpoint, including a view from the franchise perspective as well as the brand perspective. Build equality into the

system in terms of liability management and outline how the entire system must participate together to avoid program failure. Lastly, reinforce the reason that franchisees buy into

the organization—they believe in the brand. Your program is an extension of the brand and should enhance the brand and the franchisee’s stake in it.

Compliance, Qa, training. develop initial and recurrent training around the program. Build criteria around your program into overall quality monitoring/evaluation processes. This will drive participation and awareness of the program by franchisees and their employees.

technology landscape. The technology within your locations is likely to be diverse or disparate, especially within your franchised locations. Consider solutions that solve for permutations in available technology. Provide property

managers and owners the ability to report at a property level on both financial metrics, as well as employee and customer engagement.

turnover. You’ll need to solve for employee turnover when developing your program. Create automation around process to make things simple, rather than relying on manual processes which can be difficult to train employees and difficult for employees to remember, especially if the program actions are done infrequently.

Q&ALoYaLTY FoRUm: Q&a

ask the Experts

Q: “ We’re looking to launch a loyalty initiative but approximately 60% of our locations are franchised. I’ve heard that there are challenges when valuing points and managing redemption when dealing with franchisee’s. What are the best practices that I should be considering?”

—Marti Beller President, Affinion Group

reinforce the reason that franchisees buy into the

organization—they believe in the brand.


Q: Do you have a question for our panel of experts?Write us at: [email protected]

A: If the franchises will be funding the program with fees for example, typically they will want to understand what the fees are based on and how they are being spent/used to support the program. If there are any competitive benchmarks within your industry, it adds credibility and helps to gain buy in on how you are structuring the program. We found that consulting our franchisees during development was very helpful in achieving buy in on the overall value proposition as well. This included reviewing financial projections with them and incorporating their feedback on operational processes we were developing. This is critical insight to have so that what you build is user friendly for them on site—it has a significant impact on their engagement.

From a redemption perspective, acceptance is helped by reimbursing your franchisee fair value for what they are providing to the member and then making sure there are standards around compliance that are monitored. This ensures that delivery to the consumer is consistent which we all know is very important. also, make the process for reimbursement as simple and track-able as possible so that it

—Jill Noblett Executive Consultant

Formerly of Loyalty & Direct Marketing Wyndham Hotel Group

A: The success or failure of any loyalty program is predicated on both the value proposition and the program’s design and execution. From the franchisee’s perspective, the value proposition is based on what return they will get for their investment. When deploying a program through the franchise channel, there has to be a set cost to the franchisee for participation within the program. With strong program execution it makes sense that the RoI to the franchisee will be higher. The greater the return on investment, the more the cost of the loyalty currency becomes redundant. Simply put, the more value the franchisor can attach to cost of the loyalty currency, and the better the results, the more a franchisee will be willing to pay. That is where design and execution comes into play. a well planned out program should remove most, if not all, of the administrative burden from the franchisee (i.e. web design and maintenance, customer service, warehousing & fulfillment, order management, data mining, communication, marketing, merchandising, etc…). a well executed program will demonstrate an effectiveness to not only drive incremental business to the franchisee, but also provide

a well planned out program should remove most, if not all, of the administrative burden

from the franchisee

valuable insights into their customer base and giving them the benefit of a more effective marketing spend and ongoing communications. In summary, the buy in to the program has to make sense and the return on the investment has to be clear and attainable. The more freedom the franchisee has to run the day to day business, and the more tools a loyalty program can offer them to help better their business, the more supportive they will be of the program.

Share positive results as soon as you are able

to establish that the program is working

and driving retention and incremental

revenue.

—Bruce Silcoff President

Fairlane Group

will be clear to the franchisee how to reconcile the centralized records with his site records. most impor-tantly, share positive results as soon as you are able to establish that the program is working and driving retention and incremental revenue.

L


LoYaLTY FoRUm: Behind the Brand/People

phil rubin CEO & President, rDialogue

you ran the 2008 Chicago marathon (congratulations), what are you training for now? Thanks. Now I’m thinking about a new “Rock ‘N Roll” marathon in New orleans on February 28th of 2010. I’ve started riding a road bike and am also looking to do my first triathlon.

Where do you find the time? during the week I am up at 5am to get in my run and still see my kids before school. Basically, I give up sleep!

Which talent would you most like to have? To be able to take off from the foul line and slam dunk a basketball (on a 10 foot goal).

If you were not doing what you do today, how would you be spending your time? Probably trying to figure out what to do (it’s depressing to think about not doing this!). and then probably writing and/or teaching.

Which book(s)are you currently recommending? I’m reading The Rockefeller Habits and Team of Rivals by doris Kearns goodwin (about abraham Lincoln).

If you could choose your last meal, what would it be? Preferably something that goes with a perfect Bordeaux.

Phil has 20 years of strategic marketing experience with an emphasis on loyalty and relationship marketing, integrated communications, partnership development, promotions and program development. He founded the loyalty practice at Loyaltyworks and led the spin-off and formation of rDialogue. Phil is also a regular contributor to Loyalty Management; his latest piece, “Loyalty Marketing Beyond Programs,” can be found on page 50.

Phil and his brother at the Chicago Marathon


What do you consider your greatest achievement? Having a great wife and two kids that continually amaze (and tolerate) me and

make me very proud. Beyond that, running a marathon and having an adult bar mitzvah were great moments. Professionally, it is very gratifying to see the team we have assembled at rdialogue as well as the clients we’ve been able to work with.

Which person has made the most impact in your life? my father. He taught me the value of doing what you love and loving what you do; and of hard work, integrity and respect.

Superbowl prediction? For the first time in the history of the franchise, the New orleans Saints will take the Lombardi trophy. drew Brees will be the mVP and New orleans will stay up partying for a week straight.

please tell us about your last ah-ha customer experience. This is the hardest question to answer because those kinds of experiences are few and far between. It’s probably with Suunto (a division of Precor), who makes high performance watches including those for training (running, cycling). I had a part break and they sent me a new part without delay or charge. It was easy and, sadly, better than I would have expected. I also just bought a new bag from Timbuk2 and find them always delivering a great customer experience.

What’s your customer engagement philosophy? rdialogue = Relevant dialogue. If you want to engage your customers, create a meaningful value proposition and deliver it at every customer touch point.

What can we expect from rDialogue in 2010? We have several significant client programs launching and some very interesting new client relationships that should also lead to some new loyalty initiatives in the market next year. our plan is to continue focusing on our core strengths (loyalty strategy and program design) and likewise continuing to work with a diverse set of clients in different industries. There is so much opportunity out there (in the market) to help companies better serve and build relationships with customers!

Word of advice for a novice loyalty marketer: Learn how to think like a customer, live your brand and be economically vigilant like a CFo.

Phil and daughter Jenna

“ my father taught me the value of doing what you love and loving what you do; and of hard work, integrity and respect.”

Phil with his wife Debbie

Phil and the rDialogue crew

L


maurice Johnson GE Money

When not working, what’s your favorite way to spend your free time?Visiting vintage resale shops. I love looking for clothes from the past, particularly the 60’s. Finding those funky outfits (pants, shirts, sweaters) that they just don’t make anymore and making it fit into today’s wardrobe is cool!

Which sports team is your favorite? I don’t really have the time to watch sports, but since I am from Chicago, I’ll root for any team from there regardless of the sport or skill.. I am more of a big event person…. olympics, super bowl etc…

Which book(s) have you been recommending? I generally go for the internet content or magazines. But, I have been reading this book on Emotional Intelligence. It’s really about cracking the code on people skills and communication. Smarts are a given when you get to a certain level, but the ability to motivate people , empathy, personality, and charm isn’t as easy for everyone.

If you weren’t working for Ge money, what would your ideal job be?Well I love what I do, this would be purely imagination at work, but a teacher or counselor who would develop tools to customize and improve learning opportunities to educate and support individuals.

What do you consider your greatest accomplishment?Professionally, I’d like to think it hasn’t happened yet… but growing a business from practically nothing to over $1.5B is pretty good. Personally, my time in the US army. anyone that knows me would say that being in such a strict environment isn’t me, but I was much younger then and appreciated the time to grow and mature.

Which living person do you most admire?Not one person in particular, but all those people that stood up for civil rights when physical or financial harm was the response. Even being ostracized by your community or family for the rights of others, takes a great deal of courage… no matter the race, gender, or sexual orientation of the person.

Which talent would you most like to have? The ability to sing, not an ordinary voice like many of today’s entertainers, but like a Stevie Wonder, Boz Scaggs or Sting.

What’s your personal motto?Limit pity parties to 15 minutes… There is no sense in feeling sorry for yourself when things don’t go as planned… move on already.

What have been your biggest challenges in 2009? What can we expect from Ge money in 2010?I think 2009 is still shaping 2010 for most companies. It brought a more informed and vocal consumer to the forefront. Consumers were questioning the true benefits of products and the value. We will continue to use our voice of the customer to make/sustain products that have value for our customers.

Word of advice for a novice loyalty marketer:• Know who is your customer• Talk to your customer• gather a variety of options/solutions• Test/Pilot• Talk to the customer again after the results• Test again• develop a launch/ongoing multi-channel strategy• develop a contingency/exit strategy

Maurice is considered an expert in Financial Services Marketing, Lifecycle Marketing Strategy, Campaign Execution, Data Segmentation Strategy Development and Strategic Project Management. With over 10 years of consumer marketing experience, he has worked with top brands such as: The Home Depot, Lowes, Ethan Allen, Lenscrafters, Pearle Vision, Whitehall Jewelers, Bernina ,and Ultra Diamonds.

LoYaLTY FoRUm: Behind the Brand/People

L



The last puzzle piece in Customer Relationship Management

For more information visit: www.us.comarch.com

Comarch Loyalty Management

in Customer Relationship Managementin Customer Relationship Managementin Customer Relationship Management

Loyalty | Business Intelligence | Customer Experience

LoYaLTY FoRUm: Books

masterminds Unleashed: SeLLING For GeNIUSeSby Nielsen, Greisen, Scholz, Smith, Paulson, Lunquist, Boykin, Kolster

Tired of just surviving when you would rather be thriving? If you are ready to ramp up your results and learn to sell without having to sell, this book is for you.

The Selling for Geniuses provides in-depth knowledge and insight to business owners, executives, entrepreneur and others who need to sell products and services effectively and systematically – to any audience. This “how to” book’s techniques and concepts can help anyone become a “genius at selling” without having to “sell.”

Chapters and individual authors include:

Sales is Not a Four-Letter Word—Susan Nielsen, Leaderscapes Inc.

the Four point System—Lois greisen, Eagle assoc.

Selling is Not accidental—Chip Scholz, Scholz & assoc.

transformational Networking—getting more Business in the Best Possible Way – david Emery Smith, Performance dynamics Systems

micro-marketing: big results with a Small budget—dan Paulson, InVision Business development

Sell What the Client is buying—Tracy Lunquist, Working magic

Winning Formulas for Sales presentations—andre Boykin, CaPITaL IdEa

be true to yourself: you Don’t Have to Sell to Sell—Rick Kolster, Peak Performance development.

This book is called Selling for Geniuses for a reason. You are a genius, and your business success will reflect that if you sell the right way. It’s easier than you think, and the tools you need to make it happen are in this book!

bUyoLoGy: truth and Lies about Why We buyby Martin Lindstromoctober 2008 | Broadway Business

How much do we know about why we buy? What truly influences our decisions in today’s message-cluttered world? an eye-grabbing advertisement, a catchy slogan, an infectious jingle? or do our buying decisions take place below the surface, so deep within our subconscious minds, we’re barely aware of them?

In BUYOLOGY, Lindstrom presents the astonishing findings from his groundbreaking, three-year, seven-million-dollar neuromarketing study, a cutting-edge experiment that peered inside the brains of 2,000 volunteers from all around the world as they encountered various ads, logos, commercials, brands, and products. His startling results shatter much of what

we have long believed about what seduces our interest and drives us to buy.

Filled with entertaining inside stories about how we respond to such well-known brands as marlboro, Nokia, Calvin Klein, Ford, and american Idol, BUYOLOGY is a fascinating and shocking journey into the mind of today’s consumer that will captivate anyone who’s been seduced—or turned off—by marketers’ relentless attempts to win our loyalty, our money, and our minds. Includes a foreword by Paco Underhill.

Loyalty reads

BUYOLOGY is a fascinating and shocking journey into the mind of today’s consumer...


poWer oF 2:How to make the most of your partnerships at Work and in Lifeby Rodd Wagner & Gale MullerNovember 2009 | gallup Press

many of the greatest accomplishments can be reached only by two people working together. Tenzing and Hillary were the first to scale mt. Everest. malone and Stockton were the key to each other’s success on the basketball court. Eisner was never as effective at disney without Wells.

But while some partnerships reach great heights, others fall short. Why do some people click while others clash? What do great pairs have in common? and what can you learn from the most powerful partnerships to strengthen collaboration in your work and personal life?

Based on gallup’s groundbreaking research, Power of 2 details the eight elements that prepare partners to succeed in their most important endeavors. Rodd Wagner, coauthor of the bestseller 12: The Elements of Great Managing, and gallup World Poll leader dr. gale muller share the science and the secrets of successful collaboration.

mixing key insights about human nature, field-tested discoveries, and inspiring stories of partnerships that reached the pinnacle, Power of 2 will change the way you think about working with someone else.

➥Read an excerpt from power of 2 on the following pages.

CreatING maGIC:10 Common Sense Leadership Strategies from a Life at Disneyby Lee Cockerell october 2008 | Broadway Business

“It’s not the magic that makes it work; it’s the way we work that makes it magic.”

The secret for creating “magic” in our careers, our organizations, and our lives is simple: outstanding

leadership—the kind that inspires employees, delights customers, and achieves extraordinary business results.

No one knows more about this kind of leadership than Lee Cockerell, the man who ran Walt disney World® Resort operations for over a decade. and in Creating magic, he shares the leadership principles that not only guided his own journey from a poor farm boy in oklahoma to the head of operations for a multibillion dollar enterprise, but that also soon came to form the cultural bedrock of the world’s number one vacation destination. But as Lee demonstrates, great leadership isn’t about mastering impossibly complex management theories. We can all become outstanding leaders by following the ten practical, common sense strategies outlined in this remarkable book. as straightforward as they are profound, these leadership lessons include:

• Everyone is important.

• make your people your brand.

• Burn the free fuel: appreciation, recognition, and encouragement.

• give people a purpose, not just a job.

Combining surprising business wisdom with insightful and entertaining stories from Lee’s four decades on the front lines of some of the world’s best-run companies, Creating magic shows all of us—from small business owners to managers at every level—how to become better leaders by infusing quality, character, courage, enthusiasm, and integrity into our workplace and into our lives.

Hear from Lee Cockerell, the Keynote speaker at the Engagement Expo in Chicago this November. See pg. 59 for details.

POwer Of 2 will change the way you think about working with someone else.

L


FACE IT. Your partnerships could use some help.

If you are like most people, you’ve had some good ones. You may even have a few of them now. Yet chances are you don’t make the most of the collaborative opportunities all around you. You are surrounded by potential partners — colleagues, neighbors, friends, fellow volunteers. You know many people and they know you. But, powerful partnerships — the kind in which you and a collaborator regularly work together, reach goals together you never could have accomplished apart, and gain the deep satisfaction only such an alliance can bring — are elusive.

You almost certainly spend much of your time working alone on projects for which you alone are responsible, feeling the full pressure of having to do the whole thing yourself, even the aspects of it that are not your strength. And when, somehow, you struggle through and complete the job, you turn it in, perhaps get a little recognition from your boss, and move on to the next requirement, which you will also do largely by yourself.

You are not alone in having this problem. Somewhere we got off track. Somehow our televisions, e-mail, headphones, texting, car radios, and personal computers trick our brains into thinking we are with other people, interacting, when we are, in fact, working in isolation. We are crowded in offices, airports, subways, frequently within arm’s reach of dozens of people, but frequently on a very lonely pursuit. Wired? Yes. Networked? Yes. Collaborating? Not much.

Humans are made for collaborating. We like music because the songs of our deepest ancestors helped them work together. Our blood pressure rises and falls depending on who is nearby. The amount we eat depends a lot on the amount eaten by those with whom we dine. We laugh, not so much because something is funny, but because laughter is a kind of social glue, making a person 30 times more likely to laugh when he’s with someone else than when he is alone. Isolation can be as bad for a person’s health as smoking.

When you watch someone, a network of “mirror neurons” in your brain rehearses what he is doing, giving you empathy, the ability to see things from his perspective. If one person in a conversation uses a certain word — calls an object’s color “turquoise,” for example — the other person will probably use the same word rather than a synonym such as “teal.” We unconsciously adjust our grammar and word choices to match what the other person already said. It’s a subconscious way of signaling, “I agree with you.” This mimicry, one study found, “is automatic and reflects the fact that humans are designed for dialogue rather than monologue.”

A person asked to lift a basket of potatoes with someone else’s help, before she touches the basket, will perceive its weight to be lower than someone asked to lift the basket by herself. Having a collaborator changes our perception of reality. We see the world differently through partnerships. “We plan our actions guided partly by what we think we can achieve with others,” wrote one of the researchers who conducted the basket experiment.

In a world that emphasizes individual achievement — the successful CEO, the MVP, the star — we often forget that everyone is descended from millions of people who survived because they didn’t go it alone. In the thousands of years that molded human nature, our ancestors required not only individual wits and strength, but also the ability to collaborate — to discern, trust, sacrifice, empathize, and intelligently combine their efforts with someone else. “The evolution of human beings has consisted largely of adaptation to one another,” wrote one commentator. Hunters who worked together were more likely to return with a kill. Two men who agreed to help each other improved their odds of fending off mutual enemies.

Yet over time, humans created so many conveniences that we now can survive without each other. We live indoors rather than in the elements. We can eat microwavable dinners rather than hauling in a fish net with someone else. We no longer tell real stories around the fire; we turn on the TV and watch familiar strangers

Introduction

Made for CollaboratingByRoddWagnerandGaleMuller,Ph.D.

Excerptedfrom Power of 2: How to Make the Most of Your Partnerships at Work and in Life

© Copyright 2009, Gallup, Inc.

★★

LoYaLTY FoRUm: Books


pretend. Cubicles and private offices were bad enough; at least we would pass each other in the hall or gather for lunch. Now we can “telecommute,” staying in our home offices and emailing the work we did by ourselves. Hiring managers are starting to report that the next generation “is so used to texting they don’t even know how to carry on a basic conversation with other people.” We are collaborative creatures in a do-it-yourself world.

Although it will no longer kill you, this working isolation has its costs. The more good partnerships in your life, the more likely you are to say you “experienced the feeling of enjoyment a lot of the day yesterday,” that you recently “learned something interesting,” and that you’ve been doing a lot of smiling and laughing — all key measures of your happiness. Even one strong partnership markedly increases your well-being over those who have none.

In the workplace, those with just one collaborative relationship are 29 percent more likely to say they will stay with their company for the next year and 42 percent more likely to intend to remain with their current employer for their entire career than those with no partnerships. Those who feel well teamed with one or more colleagues are substantially more engaged at work; they generate higher customer scores, safety, retention, creativity, productivity, and profitability for the business, and a greater level of happiness for themselves.

Yet for all of our collaborative instincts, most of us today form far fewer strong partnerships than we could, or than we should. Gallup’s research reveals that the median number of work partnerships for an American employee is just four, but even that low number hides a sadder truth. The small proportion of people who have dozens of close teammates inflate the statistic. Asked how many strong alliances they have, most people say they have just a few, even though the highest levels of happiness and employee engagement kick in when a person has five to 10 good alliances.

Perhaps the saddest statistic is that the most common number of work partnerships, the answer given by 16 perent of the population, is zero. Asked if they have ever had a great partnership at work, one-quarter of employees say no.

“The sad thing is that I’ve never had a successful partnership,” one businessperson told us. “I’ve been thrown into the leadership role in every single ‘group project’ or organized group outside or inside of schooling. Every time, I have become the leader, ended up doing the majority of the work, and gotten the majority of the credit. I’ve learned — again, sadly — that I’m better at taking care of my responsibilities myself and not depending on others for creative success in my personal, artistic, or professional futures.”

“In thinking through my best and worst work partnerships,” said one manager at a medical device manufacturer, “I keep seeing more experiences in the ‘worst’ column and a sparsely populated ‘best’ section.”

At the highest corporate levels, flying solo can bring consequences on all the employees and on shareholders. As the two of us began circulating Gallup’s partnership discoveries inside some of the world’s most prominent companies, we were surprised at how readily an acrimonious relationship at the top came to mind among those who have to tiptoe around the landmines.

“Grace and Randy hate each other,” said one midlevel executive. “They say all the right things in meetings, but that’s just for show. They have separate empires. You’re either on Grace’s team or on Randy’s team.” Whether the rift is between the chief operating officer and the chief financial officer or between the top marketing executive and the head of sales, such collaborative failures are never private, or trivial for the rest of the organization. Companies that should be concentrating on the battle with the competition are instead consuming their resources waging elaborate civil wars between the camps of Executive A and Executive B.

Equally troublesome is the concentration of power in the hands of a lone leader, whose human foibles cannot help but be magnified under the pressure of having to be too many things to too many people. “America’s most serious corporate governance problem is the Imperial CEO — a leader who is both chairman of the company’s board of directors as well as its chief executive officer,” wrote former Northwest Airlines Chairman Gary Wilson, who served on the boards of Yahoo! and Disney. “Such a CEO can dominate his board and is accountable to no one.” Companies need, he argued, not one at the top, but two.

Seeing these patterns at numerous client companies, the two of us teamed up to lead what became a five-year partnership to crack the code on collaboration to discover what elements are central for two people becoming a successful team. We found the answers in some fascinating areas such as the way monkeys react when working in pairs, in a computerized friend-or-foe contest that baffled the experts, in studies of revenge, and in “irrational” acts of self-sacrifice. We also launched waves of original Gallup research to identify the dimensions of partnership and determine how to best measure them. As we studied the stories of successful partners, famous and obscure, these aspects came into stark relief. The answers were widely scattered, but when combined, they make a cohesive set of insights you can use to make the most of your partnerships at work and in life.

L


WE KEEP HEARING THAT traditional marketing is dead, that the social and mobile media, communities/ forums, interactive communication, and “engagement

strategies” are creating a “voice of the customer” movement. Engagement is the new buzzword that we keep hearing. Yet what is it? Is it the replacement for satisfaction, or is it the new loyalty or is it both; or something completely new? We hear that “if you do not engage your customers, your clients, your employees, and those who partake in your brand that you are doomed to fail.” Yet the more that I speak with marketing executives across industries; in a time where there are a record number of “experts” and “visionaries,” there seems to be more questions now than ever before.

The more I hear about Engagement, it all seems to me another tool to create, augment and sustain loyalty. Do you want “engaged” clients or loyal ones, do you want engaged employees that as soon as the next (better) opportunity comes along they jump at the chance and leave (no loyalty)? Do you want engaged fans that as soon as their team goes 3-13 (like my Denver Broncos are going to this season) they switch teams (no loyalty)? I would argue no.

Engagement is a precursor and eventual complement to loyalty, the temporal part of the process by which you can create a long term interactive dialogue which customer satisfaction and Loyalty can be achieved. The ability to effectively understand the behaviors, interests and perceptions of anyone who touches your brand, whether that is your customers, your clients, your employ-ees or your brand participants is the key. Being able to use multiple communication media and technologies and the resultant data to market to your stakeholders effectively is also equally important.

Do we want our spouses to be engaged or loyal? (I hope my wife is loyal). I know there are times that I am not as “engaged” with my family as my wife probably wants me too, but as I stepped in front of a car careening through our neighborhood with kids (mine and others) riding their bikes last week, you cannot question my loyalty. Isn’t that what employers, brands, and companies want; someone to step in front of the proverbial “bus” for their product? Those are the true brand advocates, the brand champions all are

looking for.

tHE GOAL for Loyalty 360 was to create a forum (yes a community) where thought leaders and those who had a

question or a challenge could interact to get a “pulse” on the loyalty, incentive/reward and yes, the “engagement marketing” arenas. We continue to see the market looking for guidance. New buzzwords such as “engagement,” “marketing 3.0”, “social media,” and “communities” seem to be creating more questions than they have answered. It seems that as soon as we

begin to understand email, blogs, CRM, “versioned” direct mail, customer centric

and integrated marketing communication things change. What was once MySpace is now

Facebook.As soon as we begin to grasp all of the technologies of

yesterday, we are now faced with Twitter, Facebook, communities (replacing blogs), e-coupons, and mobile media/commerce, print and email communications that use behavioral, loyalty, CRM and other opt in database applications to create customize communica-tions such as variable data print, data drive email communications and PURL’s, not to mention all of the opportunity for mobile and social media. These new mediums are such a small piece of the loyalty communication’s landscape, yet we have experts that claim

Engagement or Loyalty, Does it matter? by Mark Johnson – Loyalty 360

What is driving the “PULSE” through Loyalty marketing? Is it Engagement? Is it Community based interaction? Is it mobile media? What is it and why do so many seem confused, asking questions, and hesitant to implement these new strategies and technologies?

Being able to use multiple

communication media and technologies and

the resultant data to market to your

stakeholders effectively is the key.

FEaTURES


they know how to effectively administer these programs. The new pundits tell us that if you do not move to the new mea-sureable forms of media and integrated marketing communication your organi-zation will not survive. However, is all of this constant change with the vanguard and purported vanguard in media perorating to us on what we should and should not do beneficial or confusing? I think of “The Paradox of Choice,” by Barry Schwartz and suggest all of this choice and all of this chance may be causing some “paralysis by analysis.”

We know that as marketing has entered the 21st Century, a sig-nificant change is taking place in the way companies interact with customers, suppliers, end users and their employees. Marketing, in the traditional view was thought of as a simple exchange process (the four P’s), if you understood them and used mass/interrup-tion type marketing you would be able to introduce, establish and sustain your brand; this was often referred to as transaction based marketing. Yet now, we are in the “new world” of the empower populace, we are replacing (or attempting to) replace traditional media with a new approach referred to as relational marketing. The basis being that you use any, and all information you have about your customers, your channel, your employees to make more in-formed, timely and relevant communication decisions/interactions in the form, channel and via the method they expect. Is that loyalty or engagement or both?

tRADITIONAL MARKETING strategies focused on attracting consumers through push

marketing, using any and all media to achieve “eyeballs on the brand.” Now

we hear that that ‘Engagement is the New loyalty,” “Small is the New Big” and

“Web 3.0.” are the keys to success. If you use engagement the way that Disney does, that

everyone from each cast member to the CEO has a place and that place has to be respected for the organization,

merchant or employer to survive and prosper, then we are all better for it. That is engagement, but it creates the most sublime form of loyalty. We read articles that the millennials do not want to be part of loyalty programs because they do not trust them, yet they have the highest measurable rates of same store purchases (Loyalty?). We are told that people do not trust loyalty programs, but 94% of all US households belong to at least one program. Loyalty 360 will continue to address these questions and help you walk through what can be a truly confusing era. We will give you the opportunity to ask these questions, to interact with intra and cross industry experts. We know that this is the most dynamic period in history. Loyalty 360 will work to provide you the unbiased insight, the answers, the matrices, and the case studies and yes the forum to increase both loyalty and engagement, yet if a new buzzword should surface we will address that too. We look forward to hearing from you. L

We know that a significant change is

taking place in the way companies interact with

customers, suppliers, end users and their

employees.

The more I hear about Engagement, it all seems to me another tool to create, augment and sustain loyalty. do you want “engaged” clients or loyal ones?


I’m not going to waste my time telling you what you should be doing.

Capturing data, measuring unique transactions, acknowledging loyal & valued customers, treating customers differently accord-ing to their value, communicating with them in a relevant manner, analyzing your results, enhancing your approach, are all great strategies for making more money.

Here’s the truth. You either believe in a measured, consistent approach to customer engagement and its ability to drive incremental profits—or you don’t. Either way is okay. Really.

Because in the end, why does it really matter what your customers think? Yes I said it. Customer desires, affinity for the brand and preferences are rendered irrelevant to most marketers. Blanket the marketplace with cool creative print ads and media. Just be sure to use kids, animals or models to sell your products or services. Otherwise, don’t waste your money. If you prefer direct mail, then be sure to shower your purchased lists with your best offer—usually some form of price discount off of your premium product. Hit it hard and often and you’ll see some sort of results. And, the beautiful thing is you’ll get to do it again with a new piece of test creative and new list of anonymous potential new customers.

Covering the market with a one-size-fits-all approach really isn’t all bad. For example, I had the pleasure of attending a wonder-ful university to obtain my bachelors degree. While there I met a fellow “intellectual” who over time became an acquaintance.

The most interesting thing about him is his belief in a singular approach with women. “Mark” would proposition each girl he met in a social setting—between classes, at parties, while attending sporting events—with the same offer: “Do you want to go on a

date with me?” This is no joke. Although I didn’t support it, this was a strategy he firmly believed in and although he was rejected most every time—there were positive responses to his one question approach.

Some in the loyalty marketing space believe that you can determine a cus-tomer’s loyalty with a single question: How likely are you to recommend? Mark believed his one question approach was also a true measure of intent and affin-ity for him. Sometimes it worked in his favor; however, most times it did not.

Traditional marketing is much like the one-size-fits-all approach. Pushing a brand or product by highlighting the same features and benefits to everyone doesn’t take into consideration the vari-able buying-decision criteria of different segments of customers. Without under-standing the differences, value drivers and intent of the individual targets,

traditional marketing efforts are not motivating to the vast major-ity of the targeted audience. Therefore, some new customers may be of value and many will not be worth the acquisition expense. And yes, a certain number of new customers can be claimed and the campaign may seem initially successful, but many of the newly acquired customers won’t prove to be of significant lifetime value to the acquiring organization.

you either believe in a measured,

consistent approach to customer

engagement and its ability to drive

incremental profits, or you don’t.

either way is okay. Really.

FEaTURES

Why Should We Care What They Think? by Carlos Dunlap – Kobie Marketing


DIRECT MARKETING IS ExACTLY LIKE THIS, with a few test variations—and hopefully a control group—to make us feel better about the excessive failure rates. Sponsorships

continue to be an expensive proposition, without a measured benefit. And then there’s mass advertising. Creative TV commercials win awards, yet they don’t necessarily move product. And similar to sponsorships, mass advertising is more about ego than driving business success or measurement. How many times have we seen companies drop millions of dollars on ultra creative Super Bowl ads, only to be out of business in a matter of months?

I’m not anti Direct Markeitng. I’m a firm believer in a consistent, measured approach to marketing, acquisition and ongoing commu-nications. Most importantly, your ability to measure the appeal and re-sponses to all your communications may make all the difference in your marketing efforts. Understanding and predicting your response rates and the correlating financial benefits will help you design and justify your campaign prior to its execution.

In fact, a 2008 study by Caslon & Company provides a founda-tion for predicting your response rates based on your customer strategy, combined with the incremental benefits of personalized communications. Upon review of their findings it appears that per-sonalized communications will garner you on average a 50% higher response rate, regardless of your knowledge of your customers or

their corresponding attitude towards your brand.Although I stated I wouldn’t talk about the best way to implement

a traditional loyalty program, you might be one of those who do care about what customers think about your brand or your clients. Those

of us in this discipline have a unique oppor-tunity to make a measurable and therefore justifiable difference. As loyalty practitioners, we must do the right things. A trusted and well-rounded approach requires us to focus on building loyalty strategies for the enter-prise, delivering a customer experience that engages, and making every decision based on the economic drivers of the program. It’s this measurable, justifiable component of our trade that makes our services appealing and so valuable. Prove your worth and ensure that your clients view their customer loyalty initiative as an investment and profit center, rather than a cost bucket; and you’ll be a hero in their organization, as well as your own.

In addition to “doing the right things,” maybe it’s also time to reconsider the need to track and measure to the “nth” degree, provide hundreds of redemptions options and accumulate millions of dollars in points liability. Maybe, just maybe, we don’t have to do those things in such a scientific, statistical manner to make a real difference.

WHAT IF we designed loyalty programs that are not branded and customer facing? We call these little “l” loyalty programs. By having our clients utilize an internal

system that keeps track of their customers’ value based on actual transactional behaviors may not tell everything, but it will provide

pushing a brand or product by

highlighting the same features and

benefits to everyone doesn’t take into consideration the variable buying-

decision criteria of different segments of

customers.

Loyalty Management™ | November 2009 27Continued on next page

you with enough information to provide a good experience for returning customers, including the ability to reward their loyal patronage with surprise & delight gifts. For customers who make several transactions of a certain dollar, why couldn’t a company reward that loyal customer with a surprise reward such as: a sample of a premium product or a temporary subscription to a service they don’t already purchase. Of course there’s also the options of a free gift or discount off the next transaction, but be careful since this may dilute the brand value.

yOU DON’T have to know what customers are thinking in order to use

your marketing dollars more wisely. Recently, I received an invitation from a prominent organization to “send my son to Australia to participate in a Foreign exchange opportunity.” While on the surface this seemed like an interesting enriching opportunity, I struggled with the offer. I have two lovely daughters and no son—to my knowledge. So this well-meaning organization, that features the names of most of the presidents of the past 4 decades, doesn’t have to know everything about me. However, they should at least know the basics before wasting their money and my time with such a meaningless offer.

There are some companies that have the inherent ability to know their customers and personalize customer experiences on a real-time basis. A couple of years ago I had the opportunity to consult with one of the world’s leading brands, who boasts a network of more than 6,000 well-branded franchisees. Unfortunately, not much of the customer data made its way up to the parent company, and the franchisees didn’t have the ability, sophistication or know-how to provide rewarding experiences to their best customers.

However, what those franchisees did have, by the nature of the services provided, was a personal relationship with their best and most frequent customers. The designed loyalty solution called for critical alignment between the parent company and franchisee network. Their loyalty strategy allowed the parent company to fund the overall

program concept with the aid of minimal franchisee fees, while the franchisees were given meaningful tools to customize and deliver an appropriate, consistent and “rewardable” experi-

ence based on measurable customer value. Knowing what each customer is thinking is not the foundation of a good loyalty program. Treating customers according to the profits they generate, or can generate, is the ultimate goal and the key to reten-tion and sustained financial benefits.

Keeping customers loyal takes more than a few promotional strate-gies and free samples. Clients must galvanize and align their organiza-tions around a true commitment to delivering on consistent and good experiences for their custom-ers. Employees function as internal advocates, who continually breathe life and passion into a successful cus-tomer loyalty strategy. Engaged and satisfied employees, combined with

good products, services and value, ultimately lead to engaged, satisfied, loyal and profitable customers.

aS AN INDUSTRY, we are at a critical stage in our evolution. With the innovations in technology that allow for more efficient behavior tracking, our

industry has no more excuses for not “doing it right”—whether the loyalty program has a foundation of research, points and analytics or if it simply provides a good experience to every customer, with an occasional treat or offer. Either strategy can work, but a combination of a “science and art” approach might be best. If you want to have retention and ongoing earnings, then recognize profitable customer behaviors and reward them accordingly. Because it’s not their attitudes or intentions, but instead their actual transactions, that result in a positive P&L. L

Knowing what each customer is thinking is not the foundation of a good loyalty program. treating

customers according to the profits they generate,

or can generate, is the ultimate goal and the key

to retention and sustained financial benefits.

personalized communications will garner you on

average a 50% higher response rate, regardless

of your knowledge of your customers or their

corresponding attitude towards your brand.

why should we care what they think? (continued)



knowledge. delivery. results.how motivat ing.

Let us motivate you.At A� nion Loyalty Group (ALG), we o� er ways to drive pro� table behaviors among your customers using any means possible: points, miles, rewards, incentives, enhancements.

Our years of experience ensure we acknowledge, understand and anticipate marketplace and consumer trends, helping us design programs to motivate your customers’ behavior. Some of the most recognizable brands have employed our services to develop loyalty solutions to meet their pro� tability goals. We believe loyalty should be a business strategy with a positive ROI. And our proven loyalty solutions repeatedly result in pro� tability for our clients.

Visit us at www.a� nionloyalty.com/loyalty or call 800.622.4863 to learn more about our loyalty marketing services and how we can help create loyalty between you and your customers.

to le arn more about our loyalty

Loyalty Management ad.indd 1 1/5/2009 9:59:36 AM

I’m Happy to be Here! How Engaged Employees Improve Your Bottom Line (And Make it a Great Place to Work!)by Dan Paulson – InVision Business Development

FEaTURES


Continued on next page

Just another Day at the restaurantRecently I walked into a local fast food restaurant. It was shortly after noon and the place was fairly quiet after the lunch rush. There were a few people in line as I patiently waited my turn. The environment was as you’d expect, busy with the movement of people taking orders, cleaning, and making food. Once I reached the counter, I greeted the cashier. No response. Just a blank stare as she waited for me to tell her what I wanted. I ordered one of the value meals to go since I was on my way to a client and decided it would be best to eat on the road (i.e. the tables hadn’t been cleaned yet). After telling her what I wanted, and that it was to go, she said about the only words I would hear from her in our exchange. “Will that be to go?” I confirmed (again) that yes it would. She told me what I owed. I paid the balance and stepped aside to wait for my order.

This is a common experience we can relate to as consumers. It is also the stereotypical example of a lack of employee engagement. Yet in many workplaces in every community, you see this type of behavior taking place. For business owners it equates to lost sales, poor production, and costly mistakes. For leaders it is what keeps us awake at night as we try to figure out how to get people to care about what they do.

the Costs are HighThe absence of employee engagement is costly. A business that has engaged employees will grow, on average, at twice the rate of a business that lacks that commitment from their staff. In fact, the average American company loses 20 – 40% of its customers each year! For a company that has a million dollars in gross revenue, that could equate to as much as $400,000 in revenue that needs to be replaced. This is often done through increased sales efforts, more spent on marketing and advertising, and discounting products and services. These expenses erode the bottom line and can make it difficult for companies to survive in difficult times.

One of the best examples recently is Circuit City. Once praised by Jim Collins in “Good to Great”, this company now only exists as an online brand bought out of bankruptcy court. How could

this well recognized brand fall so far? Many point to the economy as the source, but in reality that was only a small factor in their demise. After years of growth, the leadership saw a huge expense on the books. Many of its veteran salespeople were making a good living doing what they did. Because of this, they were collect-ing sizable bonuses. The solution: replace the experienced (and engaged) salespeople with less expensive, less experienced ones. This move, as a cost saving measure, brought the company down in the end. Without engaged employees who connected with the customer, Circuit City’s service level fell to the point that when people became more discretionary with their spending, they went elsewhere.

Getting them engagedThe fact is employee engagement is a concern for almost every business out there. As a business owner, leader, manager, or employee there is much you can do to get people engaged.

Engagement is about getting people involved in the emotional interaction that takes place between you and your staff. In ad-dition, it also involves the emotional connection between your staff and the customer. Rarely do we focus on this. In business we often treat our interaction with people as a process and not a relationship. Our goal is to provide a consistent outcome with little room for error. McDonald’s perfected this approach in the restaurant industry years ago, and people have tried to adapt it for other things as well. It could be a customer service program, or an employee engagement program, or a “how do you handle difficult people” program. You get the idea. There is a strong need to apply a simple solution to a complex problem because we want to make it easy. Putting a program in place to handle customer complaints makes it easy for the employee to respond. Unfortunately there has yet to be a program written that covers ALL customer problems. By having employees follow a system without some ability to think on their feet they are left at the mercy of the procedures in place. How many times have you heard, “That’s not our policy.”

The reality is employee engagement is simpler than you might think, but it’s not easy. It involves some discipline and trust on the part of your leadership team to make it happen, but if you are committed, the positive results can be tremendous.

the reality is employee engagement is simpler than you might think, but it’s not easy. It involves some discipline and trust on the part of your leadership team to make it happen, but if you are committed, the positive results can be tremendous.


i’m Happy to be Here! (continued)

To borrow a metaphor, you must get your people off the bench and get them in the game. any coach will tell you that you can read playbooks all day long, but in the game when you are in an environment that is constantly changing, you need to proactively take action as the situations change. In business, here’s how you do it:

1. Set the compass. Time to dust off that strategic plan. does everyone know your Vision? Is it communicated regularly and does it define the purpose of each job in your organization? It should. People are purpose driven beings. Without a clear destination for the company and themselves, then any direction will work. Incorporate conversations with your people continuously as part of this process.

2. make leaders not managers. There is a huge differ-ence between leadership and management. Want to see how effective your leadership team is? Here’s a quick test. See how many you can truthfully say yes to. answer the following:

a. does it appear that employees enjoy coming to work?

b. Is turnover lower than the average for your industry?

c. does it seem like your employees are doing the right things?

d. does your management team allow people to creatively solve their own problems?

e. Is your manager doing the work he/she is sup-posed to be doing and not taking on employee tasks?

3. make your people experts in building relation-ships. develop the emotional intelligence within people. give them the knowledge to effectively interact with people, read people, and communicate.

4. allow people to work creatively within the guide-lines. Lands’ End founder gary Comer once said that an employee is allowed to take any action necessary to take care of the needs of the customer. Employees often found creative solutions to take care of cus-tomer problems and their service became legendary.

5. Develop discipline. People need to be disciplined in their commitment and approach to the needs of each other and the goals of the business. discipline provides structure where needed and creates ac-countability to ensure things get done. Your leaders

need to be disciplined with their communication and follow up with staff. Your staff needs to be disciplined in their work and their follow through with your customers.

6. bring the fun back! People spend much of their life working. The last place they want to be is in an en-vironment where they dread. Create a culture where people have fun aNd get things done. It is possible to create both.

7. Find solutions. We are all taught to be good at picking out problems. It’s a completely different story when it comes to finding solutions. Teach others how to overcome obstacles, find solutions and break it down into measurable action steps.

8. Celebrate success. Celebrating seems to be left for birthdays and retirement parties. Rarely do we celebrate the feats we accomplish in business. These milestones are just as important because of the hard work and dedication of your staff. Recognize their work and they will be motivated to do it again.

9. treat people like people. Sounds simple, but the stresses of deadlines, calls from customers, and fires that need to be put out often get in the way. People sometimes become tools of the job and can be treated as such. Everyone wants to know they matter and they are valued. The value you place on them directly equates to their performance.

10. Look ahead instead of looking back. often we get focused on where we have been instead of where we are going. This is true with our staff. They are measured on past performance instead of future potential. give people the opportunity to be success-ful and the support to do it. The difference you make could pay for itself ten fold. L

10 Steps to Engaged Employees

people sometimes become tools of the job and can be treated as such. everyone wants to know they matter and they are valued. the value you place on them directly equates to their performance.



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Give Back. . .Get Back by Athena Golianis – AGW Idea Group

“ We make a living by what we get, we make a life by what we give.”

For yearS, CompaNIeS SUCH aS patagonia, the body Shop, and ben & Jerry’s have been

embracing these words of Sir Winston Churchill. by creating a value proposition based on social

responsibility they have made buying their brand more than just a purchase, or working for the

company more than just a job. they have given customers, employees and other stakeholders a

way to be a part of something that is bigger than themselves and a meaningful way to connect to

their company. and in the process, they have created a competitive advantage.

FEaTURES


bUSINESSES ARE always striving for ways to set themselves apart from their competitors. If stakeholders—customers, employees, shareholders, and

others—perceive two companies are similar in their offerings, the businesses must find ways to differentiate themselves. A growing number of companies are taking the lead from these socially responsible pioneers and are striving to integrate a well-designed, appropriate, and proprietary Corporate Social Responsibility (CSR) program into their business strategy. They are realizing that CSR is not a buzzword. It is not a flavor-of-the-month initiative. It is not flash of positive PR. At its core, CSR is not only an opportunity to give back to society, it is also a proven strategy to build and foster an overall positive company reputation, increase engagement and loyalty of stakeholders, and ultimately, gain a competitive edge and positively impact the bottom line.

authentic CSr drives employee engagement and loyaltyEmployees have the power to either reinforce or break a brand’s promise every time they interact with a customer, shareholder or even employees. That is why it’s vital to focus on your employees and build your brand from the inside out.

The problem is that many companies are starting behind the eight ball because overall, today’s employees are disengaged. According to popularly cited statistics from Gallup Employee Engagement Index, 29% of employees are actively engaged in their jobs, 54% are not-engaged, and 17% are actively disengaged. In other words, a whopping 71% of the workforce is not engaged in their jobs, causing productivity, performance and profitability to suffer.

So how do companies engage their employees? We know that today’s employees expect to care about what they do. They want work that is challenging, stimulating and fulfilling—both emotionally and spiritually. This is what CSR is all about. In fact, study after study has found that when employees under-stand how their company’s CSR initiatives make a difference in their jobs and in their communities, engagement levels rise.

For instance, a May 2007 survey conducted by Sirota Survey Intelligence revealed that employees who are satisfied with their company’s commitment to CSR are likely to be more positive, more engaged and more productive than those working for less responsible employers. In fact, Sirota found that when employees have a positive view of their employer’s CSR commitment, employee engagement rises to 86%; when employees don’t have a positive view of their employer’s CSR activities, that level drops to 37%. The survey also found that

of the employees who are satisfied with their company’s com-mitment to CSR:

• 82% feel their organization is highly competitive in the marketplace

• 75% feel their employer is interested in their well-being• 71% rate senior management as having high integrity• 67% feel that senior management has a strong sense of

directionClearly, employees are more engaged and proud brand

ambassadors when they feel their companies are socially re-sponsible. And research shows that this engagement unlocks human potential and leads to better performance overall. The Towers Perrin Global Workforce Study (October 2007) found that companies with the highest percentage of engaged employees collectively increased operating income 19% and earnings per share 28% year to year. On the other hand, com-

panies with the lowest percentage of engaged employees showed year-to-year declines of 33% in operating income and 11% in earnings per share.

Consumers prefer Cause-Supporting CompaniesJust as employees want to be aligned with socially responsible companies, consumers are looking for brands that champion the issues they believe in when deciding to buy a product. They want to feel part of something bigger than themselves, and connecting themselves to socially responsible brands is an effective way to achieve this.

Take TOMS Shoes, for example, which was founded on a simple premise: with every pair purchased, the company gives a pair of new shoes to a child in need around the world—what the company calls its “One for One” model. A clear example of using the purchasing power of individuals to benefit the greater good, TOMS has become one of the fastest growing shoe companies of all time. Since its launch in 2006, TOMS has given over 140,000 pairs of shoes to children in need, and plans to give over 300,000 additional pairs of shoes in 2009.

As TOMS shows, when a brand contributes to society beyond its functional benefits, ‘giving back’ translates to ‘getting back’ in terms of forging stronger emotional bonds with its consumers.

Research shows that TOMS’ consumers are representative of society overall. According to the 2008 Cone Cause Evolution Study, by cause brand strategy firm Cone Inc., consumers are drawn to companies with strong CSR efforts:

• 85% of Americans say they have a more positive image of a product or company when it supports a cause they care about.

When a brand contributes to society beyond its functional

benefits, ‘giving back’ translates to

‘getting back’ in terms of forging stronger

emotional bonds with its consumers.

Loyalty Management™ | November 2009 37Continued on next page

• 79% say they would be likely to switch from one brand to another, when price and quality are about equal, if the other brand is associated with a good cause

• 38% percent have bought a product associated with a cause in the last 12 months

Cone went further and put these statistics to the test by conducting an experiment with 182 consumers. Consumers were split into two groups and were given either a magazine with generic retail advertis-ing or one with cause-related retail ads. They were then given real money to purchase products with the following results:

• A 74% increase in purchases for a shampoo brand when associ-ated with a cause. Nearly half (47%) of the participants who saw the cause related message chose the brand, while only 27% of those who saw the generic corporate ad chose the brand.

• A 28% increase in purchases for a toothpaste brand when associ-ated with a cause. Nearly two-thirds of the participants (64%) chose the targeted brand compared to only 50% who view the corporate ad.

Based on these results it’s clear that consumers are happy to reward companies that give back both with goodwill and with money.

CSr is not about how you spend the money you make. It’s about how you make the money you spend.Companies such as TOMS Shoes, Patagonia, The Body Shop, and Ben & Jerry’s know how to utilize CSR as a powerful integrated business strategy, not an add on, and to brand it. They understand that an authentic CSR effort needs to be aligned with the long-term goals of the company and, therefore, be a fundamental component of their corporate mission, culture, identity, and reputation.

What’s alarming, according to a recent McKinsey Quarterly survey, is that despite the fact that the majority of CEOs are well informed as to the business benefits of strategic CSR, fewer than 20% of organizational leaders claim they are very effective at aligning their social strategy with business objectives and engaging stakeholders in the process.

To drive alignment and create CSR efforts that have real impact, the first steps CEOs (as well as CMOs, HR directors, etc) need to take is to make sure their initiatives:

• Have involvement and support of senior officers• Understand that the image and reputation building process starts

with the philanthropic and business interests of the company• Be communicated to the stakeholders—i.e. build awareness• Be perceived as (and be) effective and results-oriented (perfor-

mance and sales)• Be associated by stakeholders as “fitting” with the company (and

integrate with/reinvigorate) existing programsAs Anita Roddick, founder of The Body Shop, once said, “If you

think you’re too small to have an impact, try going to bed with a mosquito.” In these challenging times (and even in times of great abundance), companies, employees and consumers can all work together to better the world dynamic by being of service. In doing so, we help others and can grow a business in a meaningful way. L

as anita roddick, founder of the body Shop, once said, “If you think you’re too small to have an impact, try going to bed with a mosquito.”

give Back...get Back (continued)


bUSINESS LEADERS, researchers, academics, and management consultants alike have expressed concern that while customer satisfaction may be a necessary

foundation for building strong customer relationships, by itself it is a relatively poor predictor of future customer behavior and organizational financial performance. Our data support this concern. Results from a large number of case studies suggest that customers who are extremely satisfied—those who provide the highest rating of overall satisfaction with an organization’s products or services—fall into two distinct groups: those who are emotionally satisfied and those who are rationally satisfied. Emotionally satisfied customers have a strong emotional attachment to the organization while rationally satisfied customers do not. Our research reveals that emotionally satisfied customers deliver significantly enhanced value to an organization, for example, by buying more products, spending

more for those products, returning more often, and staying longer with the business. Rationally satisfied customers, on the other hand, behave no differently than customers who are dissatisfied.

This pattern is not limited to customer satisfaction responses; in fact, we see the same pattern for customer ad-vocacy. Findings from a large number of case studies suggest that customers who describe themselves as strong advocates for an organization’s products or services—those who provide the highest “likelihood to recommend” ratings—also fall into two distinct groups: those who are emotional (even passion-ate) advocates and those who are merely rational advocates. Emotional advocates have a strong emotional attachment to the organization while rational advocates do not. Our research reveals that emotional advocates—like their emotionally satisfied counterparts—deliver significantly enhanced value to

Customer Behavior is influenced more by Emotion than reason by Gallup Consulting

FIgURE 1

excerpt from: The Next Discipline Applying Behavioral Economics to Drive Growth and Profitability.

FEaTURES


For many organizations,

incremental improvements

in operational efficiency may

continue to provide some

costreduction benefits, but in

our view they, too, will yield

little in the way of additional

competitive advantage.

an organization, buy significantly more products, spend sig-nificantly more for those products, and give a greater share of their total spending to the business. Rational advocates, on the other hand, behave no differently than customers who would not recommend the organization to others.

SO IF THESE TWO traditional standby metrics fail to deliver as advertised, how can we accurately gauge customer sentiment? Taking a cue from behavioral

economics, scientists at Gallup developed a method to measure—reliably and accurately—the emotional connections between customers and the organizations that serve them. Our research also sought to demonstrate the linkages between this measure of customer engagement and crucial business performance metrics, including customer retention, cross-sell, share of wallet, frequency of purchase, profitability, and relationship growth.

The resulting work suggests that there are four key dimen-sions, as illustrated in Figure 1, to a customer’s emotional attachment to an organization (along with the more rational foundational elements typically associated with customer sat-isfaction). Each dimension represents a specific set of activities that meet customers’ emotional needs.

The first dimension of emotional attachment is Confidence. Is this organization trustworthy? Can its employees be trusted do what they say they will do day in and day out? Confidence is the foundation on which higher levels of emotional attach-ment are built. But confidence alone is not enough to build long- term, sustainable, and emotionally connected customer

relationships. Beyond confidence lies Integrity, the essential dimension of fair play. Does this organization treat me the way I deserve to be treated? If something goes awry, can I count on this organization to fix it quickly? The next emotional require-ment is Pride, a sense of positive association and identification with the organization. Customers feel pride not because of what their association with an organization says to others, but more importantly, because of what it says to them about themselves. The ultimate expression of a strong emotional attachment is

Passion. Passionate customers de-scribe their relationship with the organization as irreplaceable and a perfect fit. Passionate custom-ers are customers for life and are worth their weight in gold.

As illustrated in Figure 2, our research revealed that across organizations of differ-ent types, customers who are fully engaged—those customers who have a strong emotional connection to the organization—represent an average 23% premium in terms of share of wallet, profitability, revenue, and relationship growth over the average customer. In stark

contrast, actively disengaged customers—those customers whose emotional connection to the organization is weak or absent—represent a 13% discount. At a local business unit level (a store, branch, sales team, or other local unit), those whose levels of customer engagement place them in the top 25% of comparable units within an organization tend to outperform all other units on measures of profit contribution, sales, and growth by a factor of two to one. Clearly, engaging customers on an emotional level has a significant financial benefit. L

read Gallup Consulting’s whitepaper, “The Next Discipline Applying Behavioral Economics to Drive Growth and Profitability” in its entirety at Loyalty360.org.

FIgURE 2

emotionally satisfied customers deliver

significantly enhanced value to an organization... by buying more products, spending more for those products, returning more often, and staying longer

with the business.


marketing Integration’s perfect StormAchieving customer-centricity has been a desire of marketers and business leaders for decades. But the tools, capabilities, and support needed weren’t readily accessible—until recently.

Today, key trends make marketing integration a financial requirement, and the availability of technology, data, and ana-lytic know-how has finally made establishing a customer-centric organization realistic and practical. For the first time, companies are creating competitive advantage by managing their customers for profit.

IntroductionTwenty years ago, Philip Kotler defined marketing’s role as setting the strategic direction for the organization and its interaction with customers for the purpose of satisfying needs of a target market at a profit. Importantly, Kotler advised that marketing activities should be manifest in all the activities of an organization to create customer value. He suggested that this customer-focused, integrated approach to marketing would bring the strongest short- and long-term results.

Despite the strong desire of marketers and business leaders to become more customer centric, the tools, capabilities, and support needed to implement an integrated approach simply weren’t avail-able. Instead, the concept of marketing integration was applied and tested within marketing campaigns, business units, and channels as a tactic for improving short-term results.

Still, marketers remained eager to apply the concept as a strategy across the entire organization. They took steps toward that goal by embracing concepts such as customer relationship marketing, 1-to-1 marketing, integrated marketing communications, and others. But organizations have yet to fully integrate the marketing function by engaging the entire enterprise in building customer lifetime value. None of these approaches achieved full, customer-centric integration because they did not take into account the activities of the customer.

In 2007, Forrester Research found that just 9% of marketers at or above director level at major companies said their customer communications were “very integrated” across channels. Two years later, the numbers haven’t moved much. Preliminary results of a new Forrester study commissioned by Merkle indicate only 17% of senior marketers and managers say their companies’ customer and prospect communication activities are “very integrated” across marketing, sales, and service (Figure 1).

Some—but by no means all—of the major obstacles that have prevented a customer-centric focus include:

• A lack of executive support• Organizational designs• Compensation and incentive systems• Measurement constraints• Business models• Data capture capabilities• Analytic capabilities• Perceived high cost• Focus on short-term results

Integrated Customer Marketing™ A systematic approach to delivering customer interactions that create competitive advantage and drive shareholder valueby David Williams – Merkle

FEaTURES



Today, virtually all these obstacles can and must be overcome. Twenty-first century business realities, talent, and tools have converged, making customer- centric marketing both practical and urgent. Marketing integration’s perfect storm has arrived.

This paper, the first in a series, discusses the opportunity offered by fully integrating the marketing function across the enterprise and the obstacles that have prevented marketers from implement-ing this strategy. The paper introduces a systematic—and most importantly, customer-centric—approach that makes integration both practical and realistic to implement. Merkle calls this new approach Integrated Customer Marketing™.

Why Integration is Crucial todayDespite pouring billions into customer acquisition and loyalty programs, many initiatives fall short because marketers are unable to draw a direct, measurable connection between a customer’s interaction and the resulting behavior. This disconnect arises from a lack of enterprise-wide integration and a continued myopic focus on product marketing rather than customer marketing. “When business units are named after products, it’s hard to be customer focused,” says Penn State’s Gary Lilien in a recent issue of Marketing NPV® Journal.

Little has changed since the nineties, when the term integrated marketing typically described public relations, advertising, direct marketing, and promotions working together to deliver a consis-tent message to a target audience across multiple communications channels. The modern definition of “fully integrated marketing” is far more expansive and emphasizes structured collaboration among most, if not all, other departments. With shared language, metrics, and strategy, the entire enterprise is able to work together toward the common goal of achieving maximum customer value from each relationship.

Optimizing value is a tiered process, built by nurturing lasting relationships over time:

• Increased relevance creates increased engagement• Increased engagement creates increased satisfaction• Increased satisfaction creates increased behavior• Increased behavior creates increased value• Increased value creates increased returnsIn a fully integrated, customer-focused organization, marketers

play multiple, vital roles across the enterprise and at the highest or-ganizational level—often working with top executives to establish company-wide strategy as well as financial and operational goals.

Deploying fully integrated, customer-based marketing—and seizing the accompanying opportunities—has become an increas-ingly urgent need.

In its 2009 study of more than 400 CMOs and 20 business and academic leaders entitled “Calibrate How You Operate,” the CMO Council found that global marketers are seeking stable operational platforms to contend with unstable market dynamics. Their goal: “To achieve substantive performance gains that drive top-line revenues and sustainable corporate growth,” cited the report. Among the actionable key insights uncovered in the study was that inadequate data-sharing across the enterprise consistently hindered the ability to effect process and operational changes. According to the report, “Integration of platforms and processes is critical.”

Today’s consumers have far more control and choice than ever before about where, when, and how to interact with brands. Instead of a relative handful of customer touch points, marketing and other departments within their organizations must keep tabs on dozens—if not hundreds—of data points about their custom-ers. The tidal wave of digital media has overwhelmed marketers and rendered traditional customer interaction models inadequate.


aUTHOR CHRISTOPER VOLLMER, a partner with Booz & Company, writes in his Spring 2009 article for strategy+business that the digital explosion has transformed the competitive landscape into a survival of the fittest; “a kind of ‘digital Darwinism.’”

At this critical juncture in marketing, Vollmer’s message to marketers is simple: Evolve or die.Some organizations have responded to the competitive threat by reorganizing and shift-

ing resources to capitalize on the online opportunity. But because the “customer ecosystem” encompasses multiple channels and media platforms, the tactic is more a reframing of the old product-centric focus to make it work in the digital world rather than a next step in marketing’s evolution. Solving problems that have plagued marketers and their organizations for decades, effectively competing in a brutal marketplace, and seizing opportunities as they emerge, requires organizations to adopt a new dynamic.

Financial trends and Competitive opportunities“Marketing operations has started to resemble an untended garden—packed with potential for growth and output, but constrained by the increasing complexity of operating at a global, Internet-fueled pace,” noted Donovan Neale-May, executive director of the CMO Council, in a recent news release. The situation Neale-May describes directly impacts customer value and ultimately, the financial worth of an organization.

Neale-May’s observation also suggests significant opportunities and financial rewards await companies that overcome obstacles to marketing integration. If companies maximize individual customer value, the entire customer portfolio is en-riched and maximized. When the portfolio is maximized, then shareholder value is maximized. However, for the rich harvest to be reaped, the neglected garden to which Neale-May refers must first be straightened, nurtured, and cultivated.

Many customers aren’t happy. Some are downright angry. Companies with whom they’ve had long standing relationships don’t seem to know them or their needs. They’re sent duplicate and sometimes competing offers. After making a purchase, they must navigate maddening in-bound telephone prompts and then patiently wait on hold before they finally reach a representative. They’re frustrated by ecom-merce sites that aren’t user friendly. Often, they experience the negative effects of conflicting internal policies and decide to take their money elsewhere.

IN THE PAST, the customers a company lost didn’t matter as much to Wall Street as the number of customers acquired. That point of view is changing rapidly, particularly in the current economy. Author and Assistant Professor of Marketing at the University of Florida,

Michael Lewis, writes that researchers have recently noted that the health of a company—its value and future prospects—is often best understood by analyzing its customer base.

The business case for fully integrating the marketing function extends well beyond achieving campaign response rates and monthly sales quotas. As Lewis implies, current research strongly suggests it may only be a matter of time before shareholders and analysts include among key evaluation criteria the health, stability, and long-term value of an organization’s customer base.

I N D U S t r y V o I C e S

“ Knowing that 60 percent of your loyal customers are profitable is useless if you don’t know which ones to court with what level of service.”

— Werner Reinartz and V. Kumar, authors, “The Mismanagement of Customer Loyalty,” Harvard Business Review

many customers aren’t happy. Some are downright angry. Companies with whom they’ve had long standing relationships don’t seem to know them or their needs.

In the past, the customers a company lost didn’t matter as much to Wall Street as the number of customers acquired. that point of view is changing rapidly, particularly in the current economy.

integrated Customer marketing™ (continued)


When the customer portfolio is maximized, then shareholder value is maximized.

Merkle describes this corporate asset—the pool of customers currently engaged with an organization’s brand—as the customer portfolio. According to Merkle President and CEO David Williams, marketers need to start thinking of themselves as respon-sible for the management of a financial asset. “Marketers are the true managers of the customer portfolio,” Williams says.

Why is Integration So Difficult to accomplish?Historically, most organizations have struggled in their attempts to implement a systematic approach to delivering customer interactions that drive value. The reasons are complex and numerous.

A lack of a coordinated, enterprise-wide approach has clouded the ability to view customers across the organization. Without an approach that involves enterprise management, it’s been impossible for most companies to develop a common cus-tomer segmentation strategy that makes sense to all departments, all the time—rather than in response to fluctuating departmental goals or a single campaign’s objectives.

Basics, such as routine customer data collection sharing and accessibility, have been long-standing issues in many organiza-tions. In reporting the results of its April 2009 Data Management Survey, DMNews reported that only 31% of respondents—253 top company and marketing executives, directors, and managers from across the US—said their companies integrate data collection channels. When it is already difficult or impossible for one depart-ment to access customer data collected by another department, for instance, the prospect of successfully implementing a strategy involving enterprise-wide sharing and collaboration is often viewed with great skepticism.

A lack of a coordinated, enterprise-wide approach has clouded the ability to view customers across the organization.

Top company executives aren’t typically involved in marketing strategy and that’s problematic, too. Without C-suite leadership and active involvement in the development of universal metrics, including the relative value of different customer segments to the

organization as a whole, the opportunity to integrate in a way that builds long-term value becomes increasingly difficult.

Launching an initiative to accomplish full integration across a vast and complex organization is also understandably daunting, which is why so few companies attempt it. Those who initiate enterprise-wide implementation as a single work “project” rarely succeed. Day-to-day demands usually place the effort as a low priority and the complexities involved make integration seem impossible and impractical, especially when undertaken without a framework that provides a clear

pathway.But the short- and long-term benefits outweigh the obstacles.

The organizations that use a systematic framework and view in-tegration as a multi-step journey, rather than a marketing project, are best positioned for success. Organizations that implement integrated marketing stand to achieve both incremental and sus-tainable advantages. L

I N D U S t r y V o I C e S

“ Customer-centric marketing makes no assumptions. It begins with ‘who is your consumer, and what’s different about her?’ It sounds like such a simple question, but if you went to more companies and asked that question, you wouldn’t get a very satisfactory answer.”

— Jim Stengel, Global Marketing Officer, Procter & Gamble, as quoted in “Magnosticism”

read the complete, “Integrated Customer Marketing”

whitepaper with additional information on:

What is Integrated Consumer Marketing?; Building ICM

Currencies; and ICM in Practice, at Loyalty360.org.

Launching an initiative to accomplish full

integration across a vast and complex organization

is also understandably daunting, which is why so few companies attempt it.


The New Plastics: Driving Share Through Competitive Analyticsby Caitlin Schar

tHE FINANCIAL DOWNTURN, high unemploy-ment rate, and increased costs for basic goods and services, have put retailers and card issuers in a trying

and complex situation. Consumers aren’t spending. They are limiting purchases to necessities, and any purchases that can be delayed—big and small—are. Those who are spending are looking for a deal, a discount—any way to conserve cash and spend less. As retail sales decline, competition for the active consumer increases—retailers and card issuers alike are searching for ways to increase both share of wallet and overall market share in a challenging economy.

Hopefully, recovery is on its way. But until then, and even after, what’s a retailer and card issuer to do?

In 1967—the answer was “plastics.” Today, the magic word

is “analytics.” We live in an age of information with far more tools and technologies than ever before. However, despite the advances overall, accessing competitive data in the retail indus-try has become increasingly difficult as economic pressures and regulatory restrictions have caused companies to progressively reduce the amount of information that is made public. Given that, getting access to competitive data has become harder by the minute.

Why is data so important? Because this information unlocks the door to successfully managing the three p’s—product, pricing and promotion. For retailers, the key to winning in this environment lies in the ability to make better decisions in these critical areas. Closely aligned with that is the need to focus on new customer acquisition—today more than ever—as the land grab is now. Across the nation, customers who were once loyal to particular retailers must find new places to shop in the face of a rash of retailer bankruptcies. Finally, retailers must focus on ways to increase loyalty among existing customers while increasing the average ticket, maximizing every store visit.

So, in this age of information—where there is too often too much to wade through and not enough of what you really

need—how can retailers and financial institutions become laser focused on the most valuable and productive data?

There are a variety of ways retailers and banks can get an edge on their business through insightful data and the sig-nificant amount of information available to them today. The internal customer database is the first line of defense in terms of building a good competitive offense. Generally speaking, customer retention is more cost effective than customer ac-quisition—and the purchase behaviors and patterns evidenced by a retailer’s CRM database set the stage for the development of most of the marketing initiatives that will be put in place.

Industry sales data is another tool to be exploited to full effect. The National Retail Federation is one good resource. In addition, there are a number of websites which provide various

types of data, such as retailnet.com; plunkettreseaarch.com, as well as industry bloggers like Barbara’s Retail Industry Blog at About.com (www.http://retailindustry.about.com/b/) and Wall Street research reports.

Affinity Solutions (www.affinitysolutions.com), which works with retailers and financial institutions to build online and offline relationship marketing programs, has come up with a unique solution to the challenges of sourcing, aggregating and analyzing competitive data. Through its work managing hundreds of loyalty programs for financial institutions, Affinity Solutions has access to a unique data set of consumer behavior and purchasing information. Affinity Solutions President and CEO, Jonathan Silver, and his team saw an opportunity.

“Not only were we hearing our customers’ data and insight requests increase, but because of the tumultuous markets, they wanted as much information as they could get, as quickly as they could get it. We knew that through our work we were sitting on a treasure trove of data, and we knew that if we could design a way to repurpose it for our clients, that would be an invaluable resource. The only logical solution for us was the development of the Affinity Dashboard™,” says Silver.

In 1967—the answer was “plastics.” today, the magic word is “analytics.”



So, how does the affinity Dashboard™ help retailers compete?

SILVER ExPLAINS that the Affinity Dashboard™ provides a window into the spending patterns of 60 million debit and credit cardholders and their daily

transactional behavior. With the increasing need to know when and where consumers are spending, the timing of the available data has become the ultimate attribute of the Affinity Dashboard™.

“This is actual, real-time data, delivered to retailers in an easy, customizable format,” explains Silver. “We wanted to give our retailers a leg up by allow-ing them to compare their own data with their competition in real time. Most retailers tend to have a lot of data and informa-tion on their existing customers through their own transactional database and primary qualita-tive and quantitative research, but are very limited as to competitive spend. The Affinity Dashboard™ fills in the gaps with a focused look at not other-wise easily available competitive analytics.”

In terms of usability, the Affinity Dashboard is designed so that customers can walk into their Monday sales meetings knowing how their competition did the week prior.

Silver describes the process behind Affinity Dashboard™ as fairly simple. Each week the varied data points and modeling tools of the Affinity Dashboard™ are updated with the latest

information from Affinity Solutions’ database of the 60 million cardholder transactions. The data is aggregated across all of Affinity Solutions’ financial partners to ensure that they are capturing a truly representative sample of data that accurately represents the movement in the retail environment.

While retailers and card issuers remain challenged in today’s economic landscape, there is hope on the horizon and real-time tools and strategies that can be effective today. More data with a focus on competitive analysis is one of them.

“The Affinity Dashboard™ is the only solution that offers a unique insight into the spending pattern of 60 million card-holders and the ability to target key customer segments within them,” Silver said. “These tools give us the inside view of how we can develop the programs and strategies that will allow us to emerge as winners as the economy steadies and begins its inevitable climb back up.” L

most retailers tend to have a lot of data and information on their existing customers through their own transactional database and primary qualitative and quantitative research, but are very limited as to competitive spend.

through its work managing hundreds of loyalty programs for financial institutions, affinity Solutions has access to a unique data set of consumer behavior and purchasing information.


Loyalty alternatives Create my own currency or use theirs?by Erin Raese

mARKETERS SPEND A LOT OF time discussing customer loyalty solutions. Often these discussions

revolve around the creation of a loyalty program—spend this, earn points, get that. Most all of us can agree, these programs are effective if done correctly. However, as a practitioner handed the word from above, “increase our customer retention rate by 20% this year”, one can feel overwhelmed and unsure of the most efficient and effective way to approach this demand. Many will recognize this bottom line driven necessity as huge mountain to climb, and remain daunted with the task of determining the easiest, safest and most efficient way to get to the top.

Loyalty programs are definitely a great solution for many organizations. However, initial and ongoing investment, continuous analysis, unique promotion and finding proof in the statistics to support this type of strategy are slippery steps up the mountain side. The good news—there are options. The most basic alternatives involve utilizing various communication vehicles and your database to support cus-tomer engagement strategies. Incentive and recognition can be achieved without points. However, if your management is convinced that a program structure is the answer—there are cost effective alternatives.

Are you aware that many organizations, that have made the commitment and the investment in developing their own currency, are open and willing to sell their currency to you? You now have the opportunity to utilize the same marketing strategies involved in running your own program, but without the cost and commitment of developing your own currency. For example, a business cater-ing to the small business market could choose to buy miles from their hub airline. These miles become the loyalty initiative; incent

and engage by offering these miles to the best customers. This is especially helpful for smaller companies. If you have less than 100 locations, leveraging a currency with broad appeal and wide recognition will allow you to not only increase transactions and basket size with existing customers, but also give people not yet a customer a stronger reason to choose

you over a competitor. You’re offering them something additional—something that they WANT.

CONSUMERS LIKE this strategy because it allows them to bundle their earnings into one currency. This

provides higher and stronger redemption value, opposed to earning less from multiple vendors with different currencies (where it can take much longer to ever earn enough to collect a reward). Top currencies to look at are airline and hotel programs, or credit card programs like American Express Membership Rewards and Citibank’s Thank You program.

Another popular alternative is to tap into coalition programs. There are a number of organizations bringing like brands together

to create a unique value proposition for the consumer and the brand. Some popular examples are found in the restaurant indus-try—Rewards Network, Restaurant.com, OpenTable.com, and Passport Unlimited. Each of these organizations offer discounts

or added value to the consumer for dining; for the restaurant they provide marketing, new customer acquisition, increased retention with new and existing customers and the analytics to support the marketing efforts. These programs specifically Rewards Network and Passport Unlimited are membership based programs where consumers must raise their hand to participate.

This type of active consumer has proven to be more active and engaged therefore bring-ing larger, more frequent transactions to the participating merchants.

THESE ALTERNATIVE OPTIONS are a great way to learn, engage customers, and increase sales without

the commitment of your own loyalty program and program currency. Often organizations use these options as a stepping stone to learn what works and what doesn’t for their customers as well as a way to identify their customers and glean information and insights from them.

Formore informationorhelpdeterminingwhichdirectionisbest foryourbusiness,visitLoyalty360—TheLoyaltyMarketersAssociation(www.loyalty360.org). L

you now have the opportunity to utilize the same marketing

strategies involved in running your own program, but without the cost

and commitment of developing your own currency.




tODAY, THE NEED TO ENGAGE and retain customers to spend their remaining dollars with you has never been more important. Online video can help you engage them.

I’m not talking about the crazy, wacky videos, but rather using informative online videos that engage current and potential customers in different ways. Trends for using online video are positive. As connection speeds get faster, the number of views and length of views are increasing, which should be good news for marketers worried about short attention spans.

Online Video is becoming more widely used... Before I describe ways to use online videos, it helps to understand why this medium works so well. First, it is much easier to engage customers in a visual medium than it is with printed words. Video lets you demonstrate your idea — with action, with humor, with the credibility of a great presenter. Ask yourself: Would you rather read an instruction manual or see an actual dem-onstration? Additionally, people respond positively to seeing a person on the other side of the conversation; a stronger con-nection occurs when one can see facial expressions. Finally, with online videos, prospects can get a closer look at the features and benefits of products, or view testimonials from current users.

engaging Ways to Use online VideoADVERTIsInG—Forget the sales pitch. People are getting tired of traditional advertising. Be authentic and try to use real people and places. Create a compelling message that answers how you meet the viewer’s needs and provide a call to action which can tie directly to a purchase opportunity. For an example, JP Morgan Chase just launched their Ultimate Rewards program; they’re using online video advertising to teach us about the program (www.ultimaterewards.com). Additionally, several companies including VideoClix (www.videoclix.com) can add interactive hotspots to your video that allow viewers to see more product information or even make purchases. The interactions can be tracked and all the viewer needs is Adobe Flash Player.

TuTORIALs—Learning from a live person produces a better understanding of the information that is being presented, as opposed to reading the material. Printed instruction manuals can be frustrating because the information might not be clear or there is too much or too little information. Reducing frustration enhances

the customers experience with your product. Remember trying to replace your first windshield wiper? I do. What about fixing your computer or software how-tos, wouldn’t it be great to get off the phone with customer service and plug in online for a visual walk-through? Apple has some great examples of video tutorials on their website. Check out how they use video to demonstrate how to use the Apple iLife software (www.apple.com/ilife/tutorials).

TEsTIMOnIALs—Who better to explain the benefits of your service or product than your best customers? A video testimonial gives them the ability to talk directly to your prospects, and because your customers are talking peer to peer, you can reduce the time involved in building trust. Testimonials usage isn’t just for infomercials anymore—it is growing as a tool for engaging both consumers and employees and we will see in the near future wide use across the marketplace. Need an example? Visit YouTube (www.youtube.com), –type “Testimonial” into the search box (there are thousands, I’m sure). Disney uses video testimonials frequently and well,

for an excellent Disney sample view Disney’s: “Dream Makers” / “Testimonial” on YouTube.

When you decide to use online videos consider the following....

Production costs for online videos are significantly lower than traditional 30 second media spots allowing you to create and build a library. Further, data can be collected that can help identify whether consumers are merely satisfied or truly loyal. Did they recommend the video to a friend? Additionally, cookies will be replaced by deep-packet inspection (DPI), which monitors the pages consumers’ visit, the emails they send, and every search entered online. Just think of serving up videos based upon who is looking, versus the content of a page. Incidentally, the FTC is developing guidelines regarding privacy concerns that this practice raises, including the invisibility of the data collection to consumers and the risk that the information collected—including sensitive information regarding health, finances, or children—could fall into the wrong hands.

Two final points to remember. Tag the video right so it is search engine friendly. Make sure the video is high quality. Low quality video will not keep the consumers attention and will leave them with a negative impression of your business. L

Online Video Can Be Very Engaging by Mike Jais – Graphics Plus Inc.

It is much easier to engage customers in a visual medium

than it is with printed words. Video lets you

demonstrate your idea—with action, with humor, with the credibility of a

great presenter.


Loyalty marketing Beyond programs by Phil Rubin – rDialogue

more tHaN tWeNty yearS after the first frequent flyer program, loyalty marketing is still largely defined and equated with frequent flyer-type programs. It’s an easily accepted and digestible paradigm:

Loyalty = rewards Program | Spend and Get | earn and Burn email marketing | Discount cards

mARKETERS, and more importantly CFOs, understand that building relationships with existing customers delivers a superior ROI. So as loyalty marketing takes

hold and evolves as a core marketing discipline, we need to think in broader and more different terms than simply equating loyalty marketing with “programs.” While customer marketing, especially in companies with large numbers of customers and transactions, must be programmatic to scale, it doesn’t always have to appear to customers as a “program.”

Customers are Loyal to brands, Not marketing programsWhen kicking off new projects with clients we often ask what brands people are loyal to. While it might be surprising, most responses to the question have little or nothing to do with loyalty programs.

If you want further validation simply send a Tweet or post the question via LinkedIn or Facebook. You’ll see that many of the answers include long established package goods brands and mega-brands like Apple, Nike, Coca-Cola and Harley Davidson.

Part of the reason for this is that epic brands, by definition, have strong emotional components. Loyalty is an emotional allegiance and in our context, that allegiance is ultimately to the individual brand. In our experience, brands are what people believe in and have relationships with, not loyalty programs. The loyalty strategy is the means to that end, and really a part of the brand strategy.

BEST BUSINESS PRaCTICES


Loyalty marketing Beyond programs by Phil Rubin – rDialogue


What If I Don’t Have an epic brand?Not every brand is a Coke. There are plenty of industries, companies and brands that do not merit loyalty in the emotional sense, even from their most valuable customers. Thus, there are also different ways to define customer “loyalty” that are just as important and often equally as profitable.

This is where we can make the important distinction between emotional connections and habit, which relates to the idea of con-sistency, predictability and a fair amount of unconscious behavior. It’s easy to miss the subtle differences here but when are you defin-ing or executing a loyalty strategy, it’s fundamental.

Loyalty marketing better DefinedThinking about loyalty marketing beyond programs requires thinking about the desired customer behavior and then how to identify, manage and drive those behaviors from customers.

A premise of loyalty marketing is that not all customers are created equal and thus do not all require the same investment. Loyalty marketing is that part of marketing focused on investing in the development, management and optimization of profitable customer relationships.

In simpler terms, we like to define successful loyalty market-ing initiatives as being in a place where we can push buttons (i.e., deliver communications, offers and promotions) and drive new, recurring and incremental revenues.

okay So If It’s Not Just programs, then What Is It?The answer is…it depends. There are a number of variables that should drive what loyalty marketing looks like for any given brand and the list is too long to cover here. Just like brands are unique, loyalty marketing should be as well, even though all too often it isn’t!

First, let’s review some examples of brands with high customer loyalty, and strategies that are not typically associated with “loyalty programs”:

sERVICE AnD ExPERIEnCE

n Zapposn Nordstrom (thoughtheydohaveagreatloyaltyprogram)n Verizon (thoughtheyhaveaverymediocreloyaltyprogram)n USAAn Disneyn Four Seasons

These companies are so good at serving their customers that they effectively create a real opportunity cost of doing business elsewhere, largely due to the inferior experiences of others. Zappos, Nordstrom, Verizon and USAA all excel at customer service. Disney and Four Seasons are incredibly effective at providing a consistently flawless experience.

PRODuCT QuALITy OR unIQuEnEss

n Apple n BMWn Coca-Colan Harley Davidson

Let’s face it, there are some brands whose products are so good they don’t necessarily need to do offer much more than what the product delivers on its own. Sometimes, these companies are argu-ably not that great at customer marketing. They are all, however, amazing in terms of creating and delivering excellent products.


Brands are what people believe in and have relationships with, not loyalty programs. the loyalty strategy is the means to that end, and really a part of the brand strategy.

RECOGnITIOn AnD RELEVAnCE:

n Amazonn Netflix

Sadly there aren’t many more of these…at least not at this level. There are very few brands that use customer data better than Amazon. They recognize you, what you like, what you’ve bought and what you’ve shopped for. And they create a highly relevant experience for you every time you visit them. Just open one of their emails to be reminded how well they do this.

Four Questions to Guide So customer loyalty is one thing. How should we really pursue loyalty marketing?

If you’re not sure, the overriding factor is to determine whether your marketing—and ideally your overall business strategy—is customer centric.

Here are four questions that would lead us to believe that your company is capable, if not already practicing, loyalty marketing:

1. Can you easily identify a majority of your customers (how to contact them, what and when and where they buy) and do you use that as a basis for better understanding them?

2. are those customers engaged, opted-in and responsive to communications?

3. are you able to drive new revenues and profits from those customers in a measurable, consistent and even predictable way?

4. are the activities related to the above questions build-ing measurable and sustainable value, with increasing expertise, effectiveness and meaning, for all parties?

the ChallengeThe best loyalty “program” in the world is only as good as the brand it supports. The loyalty program has to flow from the brand strategy and the broader business. The best loyalty “programs”—strategies—are often a way to package or merchandise a collection of brand benefits and value drivers that a company is already providing to some (if not all) customers.

The best brands are iconic and absolutely incomparable to other brands in their space. There is only one Apple, only one Nordstrom and only one Amazon. They should all have correspondingly unique loyalty strategies. Assuming your brand is unique, why shouldn’t yours have one too? L

Loyalty marketing Beyond programs (continued)


Building advocacy Before the purchase by Doug Fleener – Dynamic Experiences Group, LLC

mOST COMPANIES AND ExPERTS look at the relationship businesses have with their customers in three steps with seven stages. Known as the Customer Relationship

Lifecycle. (CRL) the three steps and seven stages are:

pre-purchase 1. awareness 2. Knowledge 3. Consideration

purchase 4. Selection or trial

post-purchase 5. Satisfaction 6. Loyalty 7. advocacy

Too bad so many companies take this approach because it has a huge fundamental flaw. What’s missing? Advocacy. Most companies think that only buyers can be advocates, but the fact is that some of your best advocates may not have made a purchase yet—and maybe they never will.

Smart retailers focus on building advocacy during the pre-purchase step for three reasons:

• To potentially turn non-buyers into advocates.

• To lead more buyers into becoming advocates.

• To use the advocacy elements to influence the consideration stage and improve the purchase potential.

To focus on creating advocates in the pre-purchase stages, consider the following:

1. teach your employees that some non-buyers actually create a lot more revenue than the average customer spends. As a matter of fact, some studies have shown that in some businesses the highest spending customers are not the most effective advocates. Thisiswhyweliketoteachallretailemployeestoneverlabelacustomeras“justalooker.”

2. make it a company goal to deliver an amazing and delightful experience to every single customer. I love the retailer who told me that her goal is to have every cus-tomer who leaves her store feels better than when they came in.

How the experience is delivered varies from retailer to retailer but what doesn’t vary is that retailers who deliver a superior experience have identified the steps to delivering the experience. It’s usually a combination of activities including a warm welcome, a drink or some other gesture, and may include a surprise that delights the customer. The easiest way to get customers to advocate your store is to give them something to tell others about. Whathappensinyourstorethatyourcustomerwillmostlikelytellafriendorfamilymemberabout?

3. Capture contact information for all visitors. Retailers who only capture the contact information at the point of sale are losing revenue opportunities and potential advocacy by non-buyers. Givethecustomerareasontogiveyouthecontactinformationinthepre-purchasephaseandyou’ll increase thenumberofpost-purchasepeople.

So let me ask, is building advocacy in your pre or post-purchase stage? L


most companies think that only buyers can be advocates, but the fact is that some of your best advocates may not have made a purchase yet—and maybe they never will.


It’s all over the boardThe definition of “engaging people” has an incredibly wide range. Just a simple internet search on the topic will generate hundreds of unique perspectives and opinions. Some companies characterize engagement as a simple response to a call to action while other companies describe it as a strong and unwavering advocacy for their brand.

Sales and marketing strategies designed to influence behav-iors (or “influencer” strategies) are built upon the premise of driving deeper engagement with their brand – whether it be with consumers, channel partners, direct sales teams or em-ployees. The bottom line is that regardless of how engagement is defined by your company and its respective “influencer” strategies, it must be measured.

Keep It SimpleMeasuring engagement can be challenging. It’s nearly impossible to derive one comprehensive metric since it encompasses too many attributes and, quite frankly, too many varying opinions on what engagement really means. A more meaningful approach is to break engagement down into bite-sized components that are agreed upon and can be tracked and measured on an ongoing basis. Simplicity is the key and will allow for a more focused and concentrated effort in influencing those factors that create deeper engagement.

tie It to profitability

When selecting attributes to measure engagement, it’s important to link them directly to profitability. For example, tracking how many times a customer visits your store is a meaningful metric that correlates to engagement, but if that customer never makes a purchase, it may not be a behavior you want to encourage. The same is true for a salesperson that sells truckloads of one of your products, which is a strong indicator of engagement. However, if those sales are at the detriment of up-selling higher margin products, it may not be the most suitable attribute in measuring engagement. At a high level, the art around measuring engagement can be grouped into two broad categories, attitudes and behaviors.

attitudinal metricsMeasurements around people’s attitudes towards a brand are derived using research techniques. They may consist of satisfaction scores and /or quantitative results from primary research and/or focus groups. Although such techniques offer meaningful information on how people perceive the brand, they seldom provide a comprehensive picture of engagement without the inclusion of behavioral metrics. In addition, it’s sometimes difficult to link attitudinal measurements directly to profitability.

Measuring Engagement: Simplicity is Key by Bob Konsewicz – Maritz, Inc.



behavioral metricsMeasurements around people’s behaviors are typically easier to capture and track. And there seems to be general consensus that actual behaviors are meaningful indicators of engagement. Plus, they can also be linked directly to your company’s profitability. For example, if an “influencer” strategy creates more sales of high margin product, it directly impact profits. Measuring engagement through behavioral metrics can be accomplished in a variety of ways.

method one: Scoring

Scoring techniques are one of the fastest ways to convert behaviors into measurable metrics. They can be sophisticated or simplistic in nature. The first step is to determine the desired behaviors that associate closely to your company’s definition of engagement. The second step is to rank or weight behaviors by importance. From there, a scoring algorithm is created that can be used to record the progress of behavioral changes. Scoring algorithms can also track the impact of stimuli, such as relevant communications, marketing campaigns, or rewards.

method two: breadth of activity

“Breadth of activity” is another useful approach using behaviors to measure engagement. The concept generally applies to all kinds of “influencer” strategies – whether it be increasing the product

sales mix in a sales channel program or increasing the categories of products purchased in a consumer loyalty program. In both cases, the greater breadth of activity leads to a more extensive relationship with the brand and thus, becomes a significant measurement of engagement.

method three: modeling

A more sophisticated and predictive approach to measure behaviors is through modeling. In modeling, advanced analytical techniques are used resulting in predictive scores. A good example of modeling is lifetime value analysis, which can be applied in a variety of “influencer” strategies. Lifetime value analysis allows your company to know where to invest dollars to motivate individuals through relevant communications, campaigns, and rewards.

SummaryEven though the definition of engagement may be all over the board, it’s important to keep things simple when measuring the impact of “influencer” strategies. It’s easy to get bogged down with attempts to develop a comprehensive metric. So keep it simple. Choose two or three key behaviors and/or attitudes that are known to drive stronger brand engagement. Make sure they can be measured and tracked and that they relate closely to profitability. L

When selecting attributes to measure engagement, it’s important to link them directly to profitability.


BEST BUSINESS PRaCTICESBEST BUSINESS PRaCTICESBEST BUSINESS PRaCTICES

So simple, yet so right! There is no effort to making this program work. Simply show up, sit down, eat, drink and be merry. Provide your mug Club card to your server, and with your check Rock Bottom provides a mug Club statement, which tallies not only visits, but also number of pints you have consumed.

once you have accumulated enough visits for your reward, there is no need to go through a lengthy or time-consuming redemp-tion process. Nope — your waiter brings you your prize. It’s like a little gift you may not have even anticipated when you walked through the door. on numerous occasions — as our visit totals climbed — we were surprised when our waiter showed up with our prize or let us know that we had earned a $10 Club Cash award — aWESomE! The $10 Club Cash can often be immediately deducted from your total bill or saved for a future visit (these do expire).

Beer fans have another club goal to strive toward. after 120 pints they are made permanent honored members in the ½ barrel club where their name is added to the side of a half-barrel in their local Rock Bottom. Seem silly? depends how serious are you about your micro-brew! did I mention mug Club pints are just a bit larger than the standard size beer order? at some locations, you get to drink out of your own specialized mug. We haven’t taken advantage of this feature — but I have seen the steins hanging above the bar at a local RB. How cool is that!

additionally, when you register your mug Club Card you get in-vites to cool events like special beer tappings. We even got a tour of the brewery, from the brewmaster himself, and an education on the beer making process. Way to make us feel special.

Verdict: THUmBS WaY UP! all you have to do is show up (bring your mug Club card); Rock Bottom does all the legwork. Oh, and I should mention the food, beer and atmosphere do keep us coming back again and again. Try the ballpark pretzels, yum!

“We even got a tour of the brewery, from the brewmaster himself, and an education on the beer making process. Way to make us feel special.” •Program is FREE!

•Earn credit for visits. •Special upsized mug for members. •Cool prizes, zero hassle. •attainable program goals – initial prize awarded (& instantly redeemed) after just 5 visits!

•You must have your mug Club card with you.•only one visit and four pints can be counted per day.

Things to know…You must be 21 to join the mug Club. You must register your card online providing at least your name and address or email. As always, be sure to visit the website for full terms and conditions.

1Rock Bottom. July 9, 2009. <http://www.rockbottom.com/mugClub.php>

PROGRAM PROS

PROGRAM CONS

CHeCK oUt tHe CooL prIZeS1:

5 visits: Logo Pint glass10 visits: mug Club Baseball Cap25 visits: growler Cooler35 visits: mug Club T-shirt50 visits: mug Club BBQ set50+ visits: Every 10th visit after 50, get $10 Club Cash

120 pints: Plaque in 1/2 Barrel Club*Prizes subject to change

LoYaLTY PRogRam PRoFILE:

Rock BottommUG CLUb®

Probably one of the more unique restaurant loyalty programs out there. Why? They are, “the club that rewards you just for visiting.”

Each issue we’ll be sending our secret shopper out to experience a particular brand first hand. our shopper will sign up for the loyalty program, if one is available, and interact with the company at least three times, then share their experience with all of us. Your suggestions for the next brand review are welcomed: email your suggestions to [email protected]


sneak peek


The top three areas of focus for the Engagement Expo are:

•Insight into what engagement means and how to manage that across the multi-cultural, multi-faceted employee and client constituencies.

•Social networking and how to leverage this in your marketing communication strategies to create more engaged participants. Tools such as best practices, processes and analytics will give you much more granular insight.

•Cross over of emerging (wireless, mobile) and traditional medium to make the most of your engagement marketing strategies.

Brought to you by Loyalty 360 and ePrize, the Engagement Expo is a forum to openly discuss today’s challenges and their solutions by bringing together best-in-class speakers and partners. Join us for the inaugural Engagement Expo, to connect with leaders from companies around the globe - seeking a better understanding of engagement and loyalty.

Everyone is talking about engagement. What does this mean to you?

Whether it’s engaging your customers or your employees, discover the latest theories, understand their effectiveness, learn about the new trends and determine how to incorporate social media effectively into your strategies.

November 18 & 19, 2009 • Chicago, Illinois

sneak peek

Mark JohnsonPresident & CEOEngagement Expo


•four management & leadership competencies•four customer expectations•four employee expectations•the customer experience cycle•why the customer does not come first•why loyalty is not enough•why job & purpose must be clear to every employee

Don’t miss this opportunity to learn from Cockerell about creating magic in your own organization and business. You’ll come away with valuable skills in leadership, customer service and employee engagement.

LEE WILL DISCUSS THE FOLLOWING:

•how vision statements work & why they are vital•the most important behavior of a leader•what a leader’s real role is•the ten common sense strategies that enable your organization to create magic too…just like Disney

“… Lee Cockerell delivers his ideas about leadership in a common sense way that can really reach people and help them improve their

effectiveness at work, at home and in their communities.”- Ken Blanchard, co-author of The One Minute Manager and Leading at a Higher Level

Learn from Lee Cockerell, the former Executive Vice President of Walt Disney World, how to create DISNEY magic in your organization; which begins with world class employee performance, leads to committed loyal customers, and finally to strong business results.

keynote speaker

Lee Cockerell

creating the magic: how great leaders earn

loyalty & drive engagement

Disney’s top trainer & former EVP of Operations

for Walt Disney World Resorts

sneak peek


First Disney childhood memory?

Well, Mickey Mouse was always there so I remember him most.

Favorite Disney movie?

The Lion King … great leadership example for children and adults. The music is fantastic.

Favorite Disney theme-park ride?

Rock ‘n’ Roller Coaster … How can you not like going zero-to-sixty miles an hour in two seconds? When my grandchildren were young, I spent a lot of time in Fantasyland on the slower rides.

If you were a Disney character which would you be and why?

Tigger. He and I spent a day together when I joined Disney and we understand each other. He and I are both high energy.

If you could…Which Disney character would you most like to work with and why?

Buzz Lightyear. I would love to hitch a free ride to infinity and beyond.

Which talent would you most like to have?

I wish I had musical talent. I would love to be able to sit down at a party and play the piano.

Engagement Expo Keynote speaker and former Executive Vice President of Operations for Walt Disney World Resort

As the Senior Operating Executive for nine

years, Lee led a team of 40,000 Cast Members

and was responsible for the operations of 20

resort hotels, 4 theme parks, 2 water parks,

a shopping & entertainment village and a

sports and recreation complex, in addition to

the ancillary operations which supported the

number one vacation destination in the world.

One of Lee’s major and lasting legacies was

the creation of Disney Great Leader Strategies,

which continues on as the primary resource for

developing the 7,000 leaders at Walt Disney

World. He is now dedicating his time to public

speaking, authored a book on leadership,

Creating Magic…10 Common Sense Leadership

Strategies From a Life at Disney (Loyalty Reads

pg. 21), and performs leadership and service

excellence consulting for select companies, as

well as the Disney Institute.

“Treat everyone with respect, make them feel special, treat them as individuals and develop and educate them so they

can have a better life.”

getting to knowgetting to know … Lee Cockerell


What inspires you? Teaching others about leadership, man-agement and service excellence. I love it when they call me back years later and thank me.

Lee Cockerell takes a moment with his family to celebrate the new window dedicated in his honor.

PREVIOUS PAGELee Cockerell poses with Mickey Mouse after the unveiling of his “tribute” window on Main Street U.S.A.® in the Magic Kingdom®. The window reads: The Main Street Diary: True Tails of Inspi-ration, Lee A. Cockerell, Editor-in-Chief.

sneak peek

Most memorable Disney customer experience?

A man called my office one evening at 5 pm. My assistant told me that he was calling to report that the monorail was broken. I immediately took the call. It turns out that his grandson’s toy monorail broke and he called Disney Guest Service to find out how to get it fixed or replaced, but could not reach anyone as Guest services was operating on limited hours to save money (something I was not aware of). Over the years he and I became good friends. His call taught me how important it is to take a guest’s call. After his call we did not operate the guest services department on limited hours any longer.

How do you inspire Magic in others?

Treat everyone with respect, make them feel special, treat them as individuals and develop and educate them so they can have a better life.

What’s your personal motto?

“Be careful what you say and do as they are watching you and judging you.”

What are the qualities you most admire in a person?

Humility, trustworthiness, and passion for what they are doing.

Which people have made the most impact in your life?

My mother and grandmother. My mother taught me discipline and my grandmother taught me that everyone is important and to be kind to everyone.

Most defining moment in your career?

Getting fired from a job in 1973 that my wife Priscilla told me not to take. I told her, “I know what I am doing.” The hotel went bankrupt 90 days after I got there. I now listen to Priscilla. The day I was fired she did not even say, “I told you so.” We have now been married 41 years because I learned to listen to the experts at home and at work.

Share with us your last customer “ah-ha” experience.

A guest wrote to me to tell me that Disney World is the only place in the world her family can go on va-cation because their son is paralyzed from the neck down and must have all of his food pureed. She told me that no matter what restaurant they go to at Disney that when they make this request, the chef comes out and discusses exactly their needs and then takes care of it with no problem. She went on to tell me that other restaurants outside of Disney do not appreciate such requests and make dining out a real hassle. I have learned over the years that everyone has a problem that you don’t know about, which makes me kinder and helpful to all, no matter what attitude they display. That is what we try to teach every single Disney Cast Member.


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corporate social responsibility:

doing good engages employees & customers- & drives the bottom line.

Bottom line: People - customers and employees - want to be associated with companies that are

good corporate citizens. However, simply engaging in cause marketing is not enough to drive results. Companies need to distinguish themselves by putting a meaningful stake in the ground that resonates with their consumers and their employees. Only by making this connection will they create and implement strategic, integrated CSR programs that build an overall positive company reputation, increase engagement and loyalty of key stakeholders (customers, employees, shareholders, and others), and ultimately, drive the bottom line.

HERE’S WHAT WE KNOW ABOUT CSR’S IMPACT ON ENGAGEMENT:•Giving back and “doing good” is good for business and, therefore, should become an expected business strategy.

•Externally-facing CSR programs drive consumer behavior.

•Because internally-facing CSR programs allow employees to be better corporate citizens, these initiatives create loyalty and engagement, which leads to increased retention, performance, and productivity.

Golianis will explain some of the key challenges companies face as they embark on the CSR journey and present strategies for overcoming them.

Athena Golianis Kim Marotta Barbara VanSomerenOwner & Founder of AGW Idea Group, Inc.

Vice President - Corporate Social Responsibility of MillerCoors, llc

Vice President - Marketing, Beltone Corporate

Brad Keown

hear from thought leaders at top companies like …

Midwest Director of Sales of Facebook

Consumers are talking about your brand, do you want to be part of the conversation? Brad Keown will be discussing ways that brands can leverage consumers social graph and become part of the conversation. 250MM people are on Facebook and understanding how to leverage the platform will help small, medium, and large businesses develop relationships with your customers and increase your sales.

featured

speakers


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Ivan FrankChief Marketing Officer of ePrize

First, you have to know the four components of engagement and apply them. Each has a

discipline with rules, structure and analysis. But, working the science alone only gets you so far.

The most important aspect of engagement is to apply gray matter and creativity as the final

ingredients. ePrize will show you how to marry the science and the art. Attendance at this session may create inspiration and engagement. Join us at your own risk.

John Fleming, Ph.D

applying behavioral economics

Principal & Chief Scientist — Customer Engagement & Human Sigma for the Gallup Organization

The secret to driving higher levels of growth and profitability in today’s hyper-competitive business environment hinges on leaders working with the human nature of their employees and customers. Employees and customers must be viewed as people first, and employees and customers second.

•Learn the basic principles of an emerging management discipline, behavioral economics

•Hear case studies of companies who applied behavioral economics to their business model and how they outperformed their peers, in a one-year period.

“By looking beyond the rational thoughts and feelings of employees and customers, and going to the emotional, business leaders can find the answer to why customers will pay more to purchase a product from another company and why employees will forego a large increase in salary to stay at a job at which he excels.”

engagement is a science & an art

Interested in hearing from our featured speakers?Register NOW at engagementexpo.com – Spaces are limited.


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Social Media represents a powerful vehicle for reaching customers, however, it faces some daunting customer engagement challenges. The questions remain; how do marketers harness social media and what is social media’s true role in customer engagement?

THE AUDIENCE WILL LEARN:

•The psycho-economic principles that underlie customer indifference and a focus on the best trade-off between price and convenience.

•The psycho-economic principles that get customers emotionally engaged in a manner that leads to greater desire and demand for the outcomes the product or offering enables.

•How these principles can be used to increase customer engagement in social media initiatives.

•How to envision and implement a marketing automation system that can manage large customer databases, yet enable the individualization necessary for sustained, meaningful customer engagement.

Connie Hill Dr. John Todor

the role of social media and its impact on customer

engagement

President & Founder of TFC, Inc. Managing Partner of The Whetstone Edge

Consumer engagement with new and old media is evolving rapidly. “New” media technologies are becoming more regarded and relied upon as media platforms - by marketers AND consumers. Measures currently used to evaluate media touch points are not considering variables relevant to today’s consumer, and

therefore are not an accurate predictor of in-market behavior. While the value of media entities (and combinations thereof) can be defined by their size of the audience or their demographics, they cannot be uniquely differentiated unless we examine the levels of engagement they engender. Brand Keys will present a real consumer-centric, engagement-based holistic measure for cross media planning..

Robert Passikoff Jim Harris

contemporary engagement measurement:

using engagement to measure cross-media marketing

Founder & President of Brand Keys, Inc.

CEO of Office Media Network


Rajat Paharia

gamification: driving engagement & revenue with game mechanics

Founder & Chief Product Officer of Bunchball

Status, achievement, reward, competition, self-expression: Rajat Paharia, describes how to address and leverage these fundamental human needs and desires through the use of mechanics from game design and behavioral economics. Learn how companies like Comcast, NBC, LiveOps, Warner Brothers and USA Network are using these mechanics with their employees and customers to increase engagement, content creation and consumption, time on site, visit frequency, loyalty, brand affinity and revenue.

ATTENDEES WILL LEARN:

•What game designers have know for years - how to incent and motivate users through the use of mechanics like points, levels, leaderboards, virtual goods, challenges, and real-time feedback.

•How “virtual” rewards are incredibly powerful (and cheap!)•How to channel these mechanics to drive revenue through more page views, innovative sponsorships that integrate brands in meaningful ways, sales of virtual goods, and more.

•About behavioral economics: the biases and shortcuts that human beings have in their decision-making processes, that cause them to make irrational, but predictable decisions.

•Concepts like loss aversion, the decoy effect, anchoring, commitment & consistency, scarcity, reciprocity, social proof and more.

•How these mechanics work across demographics and geographies: men, women, kids, adults, U.S. and overseas.

read more about these sessions and other engagement expo speakers at

engagementexpo.com

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QUESTIONSDON’T WAIT UNTIL SHOWTIME - ASK NOW! We want you to feel prepared so that your show experience is the most valuable and enjoyable. Please do not wait until the show to ask your questions. The more prepared we are to help address any show-time concerns, the better we can provide the best show experience for you! Call us - we are happy to help 513.545.5612 or email [email protected].

we look forward to seeing you in chicago!

BOOK YOUR ROOM Sheraton Chicago Hotel & Towers 301 East North Water Street, Chicago, IL 60611sheratonchicago.com

The Sheraton Chicago Hotel & Towers welcomes you to the heart of the city. Overlooking the Chicago River, the hotel puts you within walking distance of business, dining, entertainment and nightlife.

Please visit engagementexpo.com to book your room.

REGISTRATIONIf you haven’t registered, do so NOW! To ensure quality networking and interactive forum, this conference has limited space; therefore we encourage you register early to ensure your place!

If you have registered, be sure to remind your colleagues, clients and peers. You don’t want them to miss out.

Register online at engagmentexpo.com or by phone (contact Loyalty 360 at 513-545-5612.)

Time flies when you’re engaged! We are less than a month out from the 2009 Engagement Expo. Participants, exhibitors & sponsors: we want to make sure you are ready for the event.

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The mission of Loyalty 360™, the Loyalty Marketer’s Association, is to provide an unbiased, market-driven, “voice of the customer” focused

clearinghouse and think tank for all loyalty, incentive/reward, and engagement marketing needs, insights and responses.

To learn more about Loyalty 360 or to join, please visit www.loyalty360.org

We’re here for you

or a resource provided. a partner found,

when you need a question answered,

Loyalty 360 brings you the best of the best in loyalty marketing

and supports your customer strategy needs. Some of the tools we offer include:

•a weekly e-newsletter “This Week in Loyalty”•opportunity to view and post white papers, case studies, and research•access to past Loyalty Expo presentations•latest news and events happening in the marketplace•“State of the Industry,” an interactive dialogue with seasoned industry leaders•access to new community-driven forums on loyalty360.org

PRSRT STD

U.S. POSTAGE

PAIDCAROL STREAM, IL

PERMIT No. 475

Sheraton Chicago Hotel & TowersChicago, IL • engagementexpo.com

NOVEMBER 18 & 19, 2009

The Engagement Expo will take a deeper look at the best practices of engagement and

experience management, focusing on brand, client and employee perspectives. We will

bring a strong list of speakers, sponsors, and exhibitors to address the various areas of

engagement such as word-of-mouth, experiential marketing, social media, interactive media & technologies, forums & communities, as well as traditional media — and how to leverage these as

part of your marketing communication mix.

If you're interested in sponsoring at this conference, please contact Mark Johnson at [email protected]

LOYALTY 360 ANNOUNCES TWO NEW SESSIONS FOR THE 2009 ENGAGEMENT EXPO

PLEASE VISIT ENGAGEMENTEXPO.COM FOR SPEAKER INFORMATION & TO REGISTER

Lee Cockerell

KEYNOTE SPEAKER“Creating Magic: 10 Common Sense Leadership Strategies from a Life at Disney”

former EVP, Disney PropertiesJim Harris

“Contemporary Engagement Measurement: Using Engagement to Measure Cross-Media Marketing”

CEO, O�ce Media NetworkRobert Passiko�President, BrandKeys

4120 Dumont StCincinnati, OH 452264120 dumont St Cincinnati, oH 45226

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Permit No. 475

loyalty management, the engagement issue powered by loyalty 360, november 2009

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