In Retail, few issues differentiate the winners from the losers more clearly than successful loyalty and rewards programs. Perennial winners at Retail loyalty programs, such as Kroger and Nordstrom’s, build their entire business model around leveraging loyalty data to meet and exceed the needs of loyal (and profitable) consumers.
But most loyalty programs fail because they lack vision or provide “blind rewards.” They function as un-targeted coupon and rewards dispensing efforts with only marginal benefits to consumer – and at a significant cost to retailers.
So how do you transform your loyalty program from a cost to a revenue generator?
Benefits from an effective loyalty program
Leveraging program consumer data to build an integrated customer relationship is key here. A good loyalty program should provide retailers with the best possible data on individual consumers, their buying habits and transactions, and the promotions they appreciate. This insight is crucial to building a successful consumer-focused omnichannel retail experience. You can then design your loyalty program around individual consumers and your brand promise.
Four key questions a winning loyalty program must answer:
1. Who are your customers?
Simply put, most retailers and CPG Companies don’t know who their consumers really are! Yet a good loyalty program with active consumers should be the best sources of live information on individual consumers, their transaction history, their likes and dislikes, reviews, and responses to promotions.
Loyalty programs should help retailers to:
Case: Nordstrom Rewards Program 2
Nordstrom, a perennial winner at customer loyalty and retention, does three things differently based on knowledge of individual consumers. Nordstrom:
2.What do they buy?
Consumers really don’t buy products – they buy solutions. This may include recipes for dinner or a home entertainment system bought online, in-store or via mobile device. Regrettably, retailers are still stuck organizing category data around “products” versus solutions.
A loyalty card-based program that captures consumer purchase transactions should do two things:
Case: Lawson Loyalty Program 3
Japanese convenient store retailer Lawson, with 12,500 stores, uses its loyalty program “Ponta” which has 64 million members to identify the buying behavior and purchase frequency of individual customers per neighborhood store, and also to determine the lost opportunity of potential customers who shopped with the competition. In 2014, sales to Ponta members represented roughly 50% of Lawson’s total sales and the program provides insights into store design, location, as well as what products and services fit each store’s local demographics.
3. How do they buy and which channels do they use?
Consumers want to be treated as individuals and responded to consistently – regardless of channel. Having a consistent view of and delivering a seamless experience to your customers across all touch-points in-store, online, via kiosks, mobile, digital and social media is the original premise of omnichannel and it has become an even more important strategy in today’s competitive market.
A loyalty program should provide data on individual consumers to track and respond to every point of interaction along the “path to purchase,” including:
4. What targeted promotions incentivize them to buy?
The data you collect from loyalty programs should provide insights to drive better consumer messaging and promotional decisions. Personalized promotions at the individual level drive returns here. Mining your data and building models based on consumer transaction data and marrying them with demographic, geospatial, and social media data is important to returns.
Case: Kroger Loyalty Program 4
Kroger, the largest traditional U.S. grocery retailer, logs 97% of transactions on loyalty cards. It calls the 11 million pieces of direct mail it sends to customers each quarter “snowflakes” because they are designed and targeted at individual consumers and no two are the same. The redemption rate is over 70% within six weeks of the mailing. These targeted consumer coupons generate over $10 billion in sales annually.
Not bad considering that the non-targeted free standing insert (FSI) coupons in your Sunday newspaper rarely have redemption rates that exceed 2%. Given these numbers – the business case for a successful loyalty programs is clear. So why do most loyalty programs in Retail fail to generate consumer interest, or for that matter, loyalty?
In my next post I will focus on leveraging data and devising solutions for a profitable loyalty program as well as the hurdles retailers encounter on the way. In the meantime …
Please be sure to read my other articles in this series:
6. Reinventing Your Retail Loyalty Program to Win
Sources:1. Ad Age, June 17, 20152. Luxury Daily, New York3. Lawson’s 2014 Annual Report4. Forbes Magazine
View all posts from Donald Soares on the Progress blog. Connect with us about all things application development and deployment, data integration and digital business.
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