Direct Marketing Magazine July 2016

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People vs. products

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Putting customers first

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Beyond data: Creating an emotional connection

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vol. 29 • No. 7 • July 2016

The Authority on Data-Driven Engagement & Operations

Customer centricity CX is a retailer's reality

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What ARE Canadians UP TO?

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Vol. 29 | No. 7 | July 2016 EDITOR Sarah O’Connor - sarah@dmn.ca PRESIDENT Steve Lloyd - steve@dmn.ca DESIGN / PRODUCTION Jennifer O’Neill - jennifer@dmn.ca Advertising Sales Mark Henry - mark@dmn.ca CONTRIBUTING WRITERS Catherine Pearson Emily Bobko Stephen Shaw John Boynton Narina Sippy Leigh-Ann Clarke Melissa Fruend

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Cover story ❯❯6

Customer centricity A customer’s experience is a retailer’s reality

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Loyalty

A novel way to drive loyalty

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Building loyalty: CAA’s analytics reward both members and partners

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People vs. products The importance of personalized marketing for retail success

July 2016

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Hint: Focus on creating products that somebody would actually buy

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Putting customers first Can businesses ever hope to keep pace with their customers?

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Beyond data: Aeroplan’s partnership with TD

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Harlequin romances readers with “My Rewards” program DMN.ca ❰

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Loyalty

Building loyalty:

CAA’s analytics reward

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July 2016

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Loyalty

both members and partners

By Catherine Pearson

T

hink CAA and the image of a tow truck arriving to jump-start your car may come to mind. But the Canadian Automobile Association has come a long way from its roots in the early days of the automobile era. Today’s CAA National operates more like a diversified corporation with four distinct lines of business: Roadside, Insurance, Travel and Rewards. Through its nine regional CAA clubs nationwide, the organization serves 6.1 million members and over four million households. And CAA National plays a central role by energizing member engagement and bolstering brand recognition.

A key element in the club’s strategy to increase customer loyalty is its CAA Rewards program, which offers members discounts and special deals with popular travel brands and retailers. The program’s partners include some of the biggest names in the hotel, car rental, food and gas industries, including Hilton, Starwood, Hertz, Cara, Petro-Canada, Joe Fresh and The Source. But while other loyalty programs earn commissions when members use partner services, CAA eschews fees. The potential for added income from these partnerships is not nearly as important to CAA as the membership benefits that the deals and discounts deliver. The group calculates that when members have three-plus touchpoints with partners, their already high renewal rate grows even higher.

“We believe in giving the value of our partnerships directly to our members,” explains Jeff Walker, vice president of public affairs and chief strategy officer of CAA National. “Most members can list all the CAA benefits they receive, from hotels savings to gas to car rentals to restaurant offers, on just one family trip. And that’s not even counting the rest of the year. We believe that these partnerships are most valuable to reinforce the relationship between members and our organization.”

Walker two years ago turned to data analytics to develop and enhance those partner relationships. Previously, CAA’s idea of a targeted promotion involved sending a direct marketing piece to members with a certain income level. But when one large travel partner asked for guidance on how to increase bookings for its tours of Europe and the U.S., Walker had a flash of inspiration. “Let’s dig July 2016

deeper into our data,” he suggested.

CAA marketers began by analyzing the postal codes of that partner’s 25,000 customers using PRIZM5, the segmentation system from Environics Analytics that classifies Canadians according to 68 lifestyle types. They then overlaid key target segments identified from the PRIZM profile of the partner customers with CAA’s own database of 4.3 million member households. The analysis resulted in identifying 400,000 additional CAA households that shared the same segment-based lifestyles and, very likely, the same interests as the partner’s current customers.

“We were getting off-the-chart indexes for segments in our database that we hadn’t targeted before,” recalls Walker, who previously worked with PRIZM as senior vice president of Harris/Decima, one of Canada’s largest research and communications agencies.

“They were twice as likely as our average member to buy this kind of service. The data made so much more sense than our educated guess of who we should be marketing to.”

CAA then crafted a targeted direct mail and email campaign using PRIZM-linked data from a PMB survey that showed these customers—and prospects—liked intense outdoor experiences. “We learned that these weren’t beach people but travellers who liked to hike, golf and go to national parks,” recounts Walker. “So what did we do? We structured a campaign around visiting the national parks in the U.S.” The email campaign proved wildly successful. Its hit rates, click-throughs and sales all increased four-fold over previous efforts. At CAA, officials were as happy with the open rate as the sales figures. “Even if our members didn’t buy, we were pleased with the open rate because it meant that we’d provided a relevant offer,” says Walker. “The campaign was a win-win for our partner and for us.”

Since then, CAA has redoubled efforts to grow its partnerships, now the most common way members interact with the group. And one of its chief selling points for potential partners is the ability to use segmentation data like PRIZM5 to identify prospective customers within CAA’s huge database. As Walker explains, “We know that ‘spray and pray’ marketing no longer works.

When using segmentation with our database, we no longer have to guess which segments of

our members to target.”

Walker adds that the segmentation data even helps partners that may not have their own customer database to analyze. If company leaders believe their core customers are men between 35 and 54 years old, CAA analysts can approximate which PRIZM5 segments in that age demographic would fit the bill. “The response is usually positive,” observes Walker. “They say, ‘This is fantastic, way more depth than we had before about our customers.’ The data has helped us engage several partners who had few customer insights before they came to us.”

Walker, who’s been with CAA since 2010, is careful about not abusing the club’s member database, even with targeted offers. The organization remains privacy compliant by only analyzing postal codes of members— “We don’t want people’s names or addresses,” he says—and controlling the marketing campaigns directed to its members. For example, CAA limits the frequency of communications through its varied channels of email, direct mail and corporate magazine.

“We don’t believe in multiple communications with members like Groupon,” he notes. “We want to make sure that we send the right message to the right member at the right time.”

Another benefit of data-driven analysis and campaign design is that CAA can now measure the results and determine their return on investment. “We had a hell of a time doing ROI on a mass media campaign,” Walker said about previous efforts. The PRIZM-based analysis has also helped partners connect with sometimes difficult to reach cultural groups. “That was a surprise, that we were able to identify new customers for our partner,” he says.

As gratifying as it is to help CAA’s Rewards partners grow, Walker never forgets where his true loyalty lies. Data-driven analytics has helped CAA strengthen member loyalty by providing more relevant product and services offers. “By using tools like PRIZM, our members get more of what they want from their engagement to our brand,” he says. “And that makes them renew with us.”

Catherine Pearson is senior vice president and

practice leader, overseeing the financial, insurance, telecommunications and travel sectors, at Environics Analytics.

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Loyalty

Customer centricity A customer’s experience is a retailer’s reality

By Melissa Fruend

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customer is always right” is the old retail slogan, but for many decades, what the customer wanted or should want was determined by merchandise buyers at corporate headquarters not the shoppers themselves. Today, consumers are much more informed and have higher expectations, which requires retailers to better understand their needs and then determine the plan of actions that should be taken to satisfy those needs better than the competition—a customer-centric approach.

This approach puts customer experience and needs in the forefront, ahead of the business “bottom line.”

Experienced retailers realize that to win in the market in a sustainable way, they need to satisfy the needs of shoppers first and better than the competition.

To accomplish this, retailers need to achieve and understand those needs in a very detailed and timely way, and then take action. ❱ DMN.ca

Nordstrom is an example of a retailer doing a great job with its customer approach and how they treat all customers well in store, but differentiate and reward higher value customers with exclusive experiences, such as sneak previews and private shopping events. In addition, the launch of their multi-tender loyalty program proves they listen closely to customers across all their brands.

The result was an opportunity for customers, specifically a youth market, to earn points, incentives and freebies, regardless of which store they shopped at or how they paid.

The objectives of creating a customer-centric approach present unique challenges. If all shopper needs were similar and static, grasping them would be easy; however, needs vary dramatically among shoppers and they shift over time. Due to this fast, everevolving pace of customer behaviors, there also needs to be a designated internal owner of customer service, such as a chief customer officer, who provides direction and guidelines for a customer-centric approach.

Unfortunately, this role remains at

large for many companies. Other internal business-related challenges include implementing adequate processes and training, shifting the organizational mindset from product centric to customer centric, and learning how to incorporate the customer into strategy and the tools that are required.

A common mistake retailers make is trying to please all customers instead of using data and analytics to help decipher the code of who their best customers are, who the high potential future customers may be, and those who have very limited interest.

Knowing these key players will help identify the most valuable customers and also attract those on the sidelines.

There are ways that retailers can use loyalty programs to elevate their current customer approach or develop the starting platform. Loyalty can act as a gateway to customer centricity if done as a partnership with the customer, where data collected goes toward ensuring the customer has a better experience with the retailer in future visits. Loyalty through targeted communications, engagements and

experiences shows customers that their challenges are being addressed and that the retailer is trying to win their business through special offers, personalized product offerings, services or events.

Through drawing inspiration from the needs and values of customers and the successful delivery of customized products and service offerings, retailers can see incremental sales increases of up to four per cent as compared with traditional customer marketing approaches. The customer may not always be right, but when it comes to building future success strategies, the customer is king.

Melissa Fruend is a partner at LoyaltyOne Consulting, responsible for the loyalty and CRM strategic consulting focus in our practice.

Her team offers innovative loyalty strategies to improve customer engagement through increased customer identification that impacts revenues for brands. Recent client relationships include Abercrombie & Fitch, Giant Eagle, PetSmart, and Alaska Airlines among others.

July 2016

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Loyalty

People vs. products The importance of personalized marketing for retail success

By Emily Bobko

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echnology has evolved to truly support customer centricity through personalized marketing. Today, many different systems exist to support a two-way communication stream that is fully tailored to the individual and his/ her preferences, a task that might have been possible but would have been fairly resource-intensive and expensive 10 years ago.

Despite that fact, many companies’ marketing plans still start with identifying a product centric strategy such as what products they want to promote first and then determine from there what to say about these products to specific customer segments. For example, a grocery retailer together with their manufacturer partners might identify 300 products that they want to promote. They’ll then find a way to promote those products to the customer base they have. They may create a version of a communication for “moms” for example, and choose a subset of the products to promote, with corresponding content that relates to what they believe moms might be interested in.

The reality is we are not defined as individuals by any one specific attribute. The key to customer centricity is building a comprehensive customer profile of each customer, which then can power a custom communication approach for said customer. Sound impossible? Perhaps if marketing plans were being built solely by segment, as they have in the past. However with advancements in technology and analytics, marketers no longer have to chart the customer journey by segment, they can score customers against various attributes and match them to the right products and content, so that they are served up ❱ DMN.ca

at just the right time for that customer, in the right channels.

That being said, it is important not to discount segments altogether as while we can activate marketing based on individual behavior, it is still critical to build segments in order to report how marketing efforts are doing as it is near impossible to communicate performance at an individual level. It is vital to be able to report how well marketing efforts are doing against key segments that line up to the strategic focus of the organization. This enables the organization to understand how well they are doing with different groups of customers, and whether or not

and offers you are sending. That does not go unnoticed.

A number of targeted marketing efforts today also focus on rewarding loyal customers with discounts on items they already purchase. While this approach can deliver fantastic response rates it doesn’t always drive net incremental sales; as a result “Thank You” offers like this should be used primarily at the start of a program when creating customer engagement is the primary goal. By understanding where individual customers fall in the current and potential value landscape, companies can understand where opportunities

The reality is we are not defined as individuals by any one specific attribute. they need to shift resources to focus on one segment or another. Building segments is also important to help fill in details about what a customer should find relevant in absence of other data points. For example, grouping customers at a fairly granular level, based on variables that make them relatively similar, can be very useful for identifying product or content recommendations.

Today’s customers are looking for ways to save time and money.

Customer-centric communications offer enhanced convenience to the customer so they do not have to dig for the information or travel to multiple stores to fulfill their needs. Tailoring any promotions you send to the customer based on what you know about them means that customers are getting the most out of the content

exist to both reward loyal customers for existing purchases and encourage incremental upsell, cross-sell and basket/trip building. This level of offer optimization delivers true ROI in a relevant context for each customer.

For a retailer, the prime benefit of a personalized approach to marketing is that your customers stay interested and engaged. From a business performance perspective, this translates into more trips, greater spend and greater ROI on your communication efforts. For example, retailers who are using the tools to drive a more personalized marketing strategy have seen response rates greater than 80 per cent for products that the customer has purchased before, and nine to 11 per cent response rates for products that the customer hasn’t purchased in the

past but through the segmentation referenced earlier, we know should be relevant. In the latter case, up to 50 per cent of those customers continued to purchase these products beyond the promotional period, illustrating that a customer-centric approach drives sales lifts that last well beyond an individual promotion.

Personalized marketing in this customer centric space is not something of the future and in fact is up 11 per cent from 2015. This marketing strategy needs to be implemented now in order to retain and grow market share. Companies can do a better job in delivering to their customers by focusing less on what they want to promote and more on what the customer has signaled would be relevant to them to receive.

The vast majority of marketing messages received today are still push messages, promoting product lines that there may have been no interest in by the customer. Start with the customer’s interests first, informed by data, and then tailor the content of the message based on those interests.

Always-on, dynamic, insight-driven and personalized communication based on a customer-centric approach is a win-win for both the company and the customer.

Emily Bobko is director CS marketing at Precima, where she works with world-class retailers and manufacturers to develop and execute leading-edge, customer-centric marketing programs. With over 15 years of experience, she oversees every detail of the strategy, design, implementation, and optimization of CRM programs. She has a passion for developing innovative solutions, and spends much of her time exploring new ways to leverage data to create more effective marketing strategies in today’s ever-changing digital world.

July 2016

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Loyalty

A novel way to drive loyalty Hint: Focus on creating products that somebody would actually buy

By Leigh-Ann Clarke

“T

he

demand has been so strong for our new launch products, there’s no question we could’ve sold more,” said Kurt McNeil, General Motors’ vice president of sales operations. According to GM, its retail sales are up more than one per cent and GM retail share is up ❱ DMN.ca

0.6 percentage points, the largest retail share increase of any full-line automaker. Their all-new Chevy Malibu continues to gain share in a very competitive segment, with retail share doubling to more than 10 per cent year to date.

Stuart Lewis, president & CEO at Canadian marketing communications agency Clever Samurai (www. cleversamuari.com), believes the reason that GM is fairing so well is

because “The company is making products people want at the price they want them. Data informs marketers on actions they can take in the context of their customer acquisition or loyalty strategies. But if you make a product somebody really wants, customer loyalty will generally take care of itself.”

In an increasingly more complex marketing landscape, marketers are faced with how best to use the

data available to inform their loyalty strategies. Does data drive the strategy or does data drive the nuances within the strategy? Or, is it perhaps a blend of both?

Nicholas Bianchi is VP, sales & loyalty marketing at SPC Card (www. spccard.ca). SPC is Canada’s leading student loyalty program and includes countless brands like American Eagle, Boston Pizza and Forever 21 as part of its offering. Bianchi says, “Any July 2016

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Loyalty discussion of data must begin and end with your customer. The core word in customer is custom. Exemplary retail loyalty strives to use data to achieve a unique experience for each and every customer. Only when this customization is achieved does marketing data truly prove its value to loyalty.”

Lewis agrees with Bianchi’s notion of customization, especially when it comes to the fickle millennial customer. “Restaurants understand that Millennials are the only current source of growth in the foodservice industry. Brands like McDonald’s have responded to menu customization with their Create Your Taste burger offering and many others are providing menu flexibility. The overall concept is simple, perhaps tough to execute, but they do everything they

overwhelming task. Strategy provides a hypothesis and assumptions and these should lead the data analysis.

This order narrows what answers you are seeking and gives you a focused review of the data. Decide on what you are looking for and then seek the information to support or disprove your premise,” adds Duynstee.

Bianchi agrees with Duynstee, ”What people often forget is that big data is not the new oil, it is rather the new crude. Marketing data is only useful after it has been refined. Smart analytics allow loyalty marketers to improve the way they build intimacy with their customers, reward them in a targeted way and recognize them for their faithful patronage. But the top factors that drive retail loyalty are product value and customer service.

Period.”

“If you make a product somebody really wants, customer loyalty will generally take care of itself.” can to give customers what they want at the price they want it.”

The notion of customization and giving the customer exactly what they want all comes at a cost. And that’s where the financial decisions around margin, quality and marketing investment need deep consideration.

Eugene Duynstee is a veteran of such challenges having been the CFO at both Loblaws and Holt Renfrew.

Today, Duynstee guides large-scale North American retailers through his consultancy practice KPM Enterprises (www.kpmenterprises.ca).

“The saying is you can’t manage what you don’t measure. So, the use of financial data allows for the setting of the value equation by matching the brand’s quality and cost. This provides for the right product or service. The use of marketing data allows for the most effective means to communicate the message to the customer, creating awareness and promoting the brand promise. Repeatedly delivering on the promise drives loyalty,” says Duynstee.

Simplifying loyalty strategies is an important consideration for Duynstee’s clients and he counsels them on streamlining the use of information to gain better clarity. “If you don’t know what you are looking for then data review becomes an July 2016

According to Stuart Lewis, top marketing agencies in Canada support their clients with either a strategy-lead value proposition or one that is datalead. “Complexity has created a new wealth of opportunities for agencies to bill clients for all kinds of things; some of which don’t really add value to the clients’ business. Smart clients are looking for big ideas, a challenge to their status quo and for good return on their investment. Getting lost in the data weeds provides both agencies and clients a comfort zone, but this needs to be effectively balanced with proactivity around strategy that links back to a meaningful customer value proposition.”

A 2015 report from Accenture states that the potential revenue available due to changes in consumer spending and switching among brands and providers is $1.6 trillion, a 29 per cent increase from 2010. Accenture also confirms that only 28 per cent of consumers are loyal to their providers and brands. Lewis believes that “Brand defection is a huge opportunity for our clients. And it won’t be data that makes these customers switch. It will be providing a product or service that these defectors just can’t wait to embrace. We’re seeing that in both the B2B and B2C space.”

“People often forget is that big data is not the new oil, it is rather the new crude. Marketing data is only useful after it has been refined.”

You’d think that Eugene Duynstee being a former big brand CFO would be a data fiend. And he is, sort of—but within the focused confines of the strategy. “Loyalty is driven by the brand meeting its promise.

Consequently, you need to execute the right product or service, at the right place and at the right time. In order to drive loyalty, one of our clients has promised its products as being of the highest health standard and free of many harmful ingredients. They have charged their vendors to supply the company with products that meet that standard. It’s the right set of products and the right pricing, for their market.”

Duynstee adds, “Loyalty is a journey and needs to evolve. Start with the goal in mind and engage actions that improve your current state. Continue to seek feedback and analyze data to modify your actions and move you forward to target.”

Leigh-Ann Clarke is director of sales, North America for 360 Leads. The company provides qualified sales opportunities through digital, direct, inbound and outbound services. She has been with 360 Leads since 2014, following her progressive management career at Yellow Pages Group.

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Loyalty

Putting customers first

Businesses everywhere are under pressure to give up the ‘make and sell’ model, fearful of digital disruption. But while they concede the importance of improving the customer experience, the path to transformation can seem like an impossible journey: can businesses ever hope to keep pace with their customers?

By Stephen Shaw

T

he top worry that keeps most Canadian CEOs awake at nights?

The answer, surprisingly, is customer loyalty according to a just-released KPMG study which goes on to explain, “Keeping up with customers’ needs and wants can be daunting”.

The inability to keep pace with the expectations of customers is at the heart of market disruption. It has forced marketers to question everything they know, or have ever known, about the practice of persuasion. It has led to the loss of media control, the atomization of audiences, rampant ad avoidance and transient loyalty—all traceable back to the rapid expansion of social commerce, the mobile web and the expectation of zero latency. The story of this century so far can be summed up as ‘free and now’—going forward, it will be ‘help me now.’ Contextual relevance will eventually become the new battleground for customer loyalty.

That is why the connected customer is finally a hot topic of conversation in corporate boardrooms. According to that KPMG survey, three quarters of Canadian CEOs fear disruption in the next three years —but are unsure what to do about it. This sense of foreboding is more than simply a feverish reaction to change: it is a concern born out of a mounting casualty rate. They can see what happened to the music business, ❱ DMN.ca

the travel industry, to publishing, entertainment and broadcasting, now the retail trade—soon, financial services. Even more alarming: they watch the next generation using Snapchat as their preferred way to connect. At that point real panic sets in: they have seen the future and it is likely to be ad free, with the rules of the game dictated by customers.

The truth is: Marketers can no longer rely on persistent interruption to catch the fleeting attention of distracted audiences; sales can no longer expect to generate interest

without first being seen as problem solvers; organizations can no longer manage their reputation simply on the basis of what they say about themselves. The connected customer is simply too informed, too skeptical and too susceptible to the influence of social media to pay much heed to brand messaging. All of this has put pressure on businesses to give up the ‘make and sell’ model. But the question is: what should take its place?

What marketers have to finally realize is that the key moment of truth is not when customers are

about to buy for the first time—it is when they are ready to buy again.

The only true differentiator between one brand and another is the quality of the experience in that crucial corridor of time between first and second purchase: how simple, helpful, different and meaningful it has been. Companies must deliver the information customers want, when they want it. They must make the act of buying frictionless. They must provide value with every interaction. And they must make the brand more integral to the lives of customers in order to

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Loyalty

remain visible. In short, there is only one way that brands can earn the right to be heard: by putting customer needs first.

Kill the messenger If businesses think about customers at all, it is usually in the interest of targeting them more precisely.

After all, the beating heart of any business is the brand. Historically, the job of marketing has been to pump out awareness-building messages to increase the chances of brand consideration. Swapping out the brand for the customer goes against everything marketers have ever been July 2016

taught. Even though the only purpose of a business is to serve customers, as Pete Drucker famously said, more than a leap of faith is required to embrace that ideology: it takes an imminent threat to survival (even that may not be enough, as Kodak sadly proved).

Fear of the unknown is what causes businesses to equivocate. The trouble, of course, is the stovepipe structure of most companies: the job of securing agreement to reorganize around the customer is a diplomatic minefield, impossible to navigate without a guarantee of safe passage from the executive ranks. Even then, a working consensus can be sabotaged by passive

resistance and “kill-the-messenger” whispering. Old habits die hard.

Whenever entrenched belief systems are challenged it causes a reactionary backlash. At that point, business leadership can choose to bar the exits, forcing people to confront the need for change, or surrender to denial. “Never underestimate the magnitude of the forces that reinforce complacency and that help maintain the status quo,” writes John Kotter in his seminal work Leading Change.

Overcoming complacency is just one battle. The other is reframing the concept of value. Most businesses operate by moving products off

factory floors or warehouses through distribution networks into the hands of end users. Their strategic focus, by necessity, is on the value exchange: what people are willing to pay beyond the marginal cost. The problem, of course, is that we live increasingly in a “zero marginal cost” society, as the social theorist Jeremy Rifkin argues, where traditional notions of value have been scrambled. Product parity due to technology innovation has virtually erased barriers to substitution, causing a major shift in how customers perceive value. An unadorned product is no longer enough. Value must be extended in other ways—for example, DMN.ca ❰

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Loyalty

through service augmentation.

Just think about Fitbit. Is it in the business of wearable technology?

Or is it in the business of motivating people to stay fit? The value it provides is embedded in the total brand experience, from sign-up to ongoing use. By freely sharing the sensor data it collects, Fitbit has created a fan base of 10 million active users, eagerly checking their personal dashboards every day. Fitbit is really a self-help company: the devices it makes simply enable the experience. There is something uniquely gratifying about receiving a pat on the back from Fitbit for hitting a personal milestone or being awarded a badge of honour for exceeding some baseline measure.

The CXM playbook Brands like Fitbit and other companies renowned for the quality of the customer experience have earned extremely loyal fan bases who will not accept substitutions or purchase elsewhere, even when the price is cheaper. Moreover, those customers are eager to hear what’s next in the innovation pipeline; they are the first to line up for new products; they feel it is their duty to provide honest feedback; they are quick to forgive incidental screw-ups; they are anxious to stay connected; and they are always ready to recruit new followers. That depth of emotional commitment can never be achieved through brand ❱ DMN.ca

advertising: it is the outcome of a deep commitment to delivering the best possible experience—doing what’s right for the customer, always. If that can be demonstrated, time after time, customers will willingly amplify the brand message, sharing their experiences with everyone they know: call it “loyalty squared.”

responsibilities to society at large and are driven by a desire to make a difference. Success is not defined by shareholder value: it is measured by the degree of customer loyalty.

And those feelings of loyalty extend to their employees, who see greater meaning in their work. Having a motivated and enthusiastic workforce

The only true differentiator between one brand and another is the quality of the experience in that crucial corridor of time between first and second purchase: how simple, helpful, different and meaningful it has been.

Invariably, the dismissive response from naysayers is that the success of the CX leaders is purely due to circumstance, when the real explanation lies in their cultural disposition: these companies are generally mindful of their

is the best way for businesses to show a happy face to customers (for proof, just walk into any Lee Valley Tools store and compare that experience to Home Depot). Making customers feel appreciated and special is something that cannot be taught: it must flow

out of the ethos of the company—a groomed instinct rather than rote learning.

Transformation begins with creation of a unifying vision for how the brand creates value for people.

The expression of it has to come from the heart, in contrast to a soulless corporate mission statement. It has to be a catalyst for change—a rallying cry to make the leap from good to great; better to best; respected to revered: a humanitarian statement of purpose which inspires and energizes people—makes them proud to say who they work for and why.

The inevitable letdown happens when there is no clear plan to bring the vision to life. So many vision building exercises, given the CEO stamp of approval and always conducted with great fanfare, fade quickly if they are not part of a broader plan to reimagine the customer experience (a common hazard known as an “air sandwich”). As Seth Godin observes, “If you want to change people’s minds, you need more than evidence. You need persistence. And empathy. And mostly, you need the resources to keep showing up, peeling off one person after another, surrounding a cultural problem with a cultural solution.”

Socialization of the brand vision must be accompanied by a customer charter and transformation roadmap: a CXM Playbook which spells out the business case for change; draws a July 2016

// 15

Loyalty

compelling portrait of customer needs through the use of vivid personas; provides a clear set of operating values and principles; and outlines a longterm strategy for reaching the highest level of maturity: a unified customer experience.

Customer-first thinking A CXM playbook strikes a judicious balance between idealism and pragmatism. Using customer journey maps as a compass, it throws a spotlight on the obvious fractures in the customer experience: those pain points, service anomalies, disconnected processes or operational black holes that cause the most grief.

But that just stops the erosion in customer loyalty. Creative design is required to achieve ideal state: where customers feel they are being treated respectfully and consistently as the relationship evolves over time.

More than that, the experience must become synonymous with the parts of their lives that matter the most. A simple analogue is the relationship between sports fans and their teams; between concert goers and bands; between wine lovers and wineries: shared obsessions that lead to a passionate and purposeful connection.

There is also the difficulty of institutionalizing customer-first thinking. The instinct of most businesses is to take a top-down approach to goal setting, declaring July 2016

ambitious plans for growth, in the sole interest of pleasing shareholders. The progressive thinking CEO is trapped between two diametrically opposed forces: customers intolerant of being plundered and corporate ownership insistent on maximizing earnings. The only way to cure this corporate myopia is to draw the link between brand health and customer loyalty (look at Jeff Bezos: he kept impatient Amazon shareholders at bay for years knowing the repeat purchase ratio would eventually tilt in his favour). There is a reason, after all, that the net promoter score, valued for its simplicity, has risen to the top of the corporate measurement hierarchy: customer loyalty, as most CEOs now realize, is a weather vane for market success. Loyal customers matter more than ever.

Loyal customers matter more than ever.

That is why the CXM playbook needs to spell out exactly what it will take to drive the loyalty score to the same stratospheric heights as those companies at the top of the NPS leaderboard: USAA, Apple, Nordstrom,

Disney, Southwest Airlines—all of them dominant in their respective categories. The purpose of the Playbook is to future proof the business, laying the groundwork for transformation. It points the way to creating signature experiences that leave a memorable impression; to better orchestration of crosschannel interactions; to unification of all customer communications; to co-creation and brand participation; to the extension of the value proposition.

All of that means rewiring the planning process by incorporating data-driven insights into strategy development and reengineering the customer experience around the different stages of the relationship lifecycle. It also means adopting a new funding formula, directing investment dollars to where they are most likely to increase the lifetime value of customers.

Culture, strategy, organizational structure, planning, operations, technology—everything should be in play, comparing current state to a “best practices” maturity model. A complete reset is usually needed to change the operating model, stretched out in carefully planned phases to minimize the shock waves. The transformation plan must spell out a precise set of change management initiatives, organized into tracks or “swim lanes,” which will transport the organization into the future. Each phase builds on

the foundational work completed in previous stages to move progressively toward an ideal state. An example of a transformation track would be Data Management (since insight is so dependent on a single, unified view of the customer) laying out the steps required to improve the quality of the database.

In order to win approval a transformation initiative is typically subjected to a simple test, weighing the expected impact on customer loyalty against the difficulty of implementation. Or an initiative might be given a free pass simply because so many other changes are dependent on it. Even after the project plans are in place, they need to be revisited at various intervals, depending on the velocity of change in the business environment.

The secret to success of any customer experience transformation is to keep the sights of the project trained on the far horizon while marching forward at a steady measured pace. Catching up with customers may seem like a long journey, even an uphill climb at times, but the real danger is in falling too far behind.

Stephen Shaw is the chief strategy officer of Kenna, a marketing solutions agency specializing in customer experience management. He can be reached via e-mail at sshaw@kenna.ca DMN.ca ❰

// 16

Loyalty

Beyond data: Aeroplan partners with TD to create emotional connection by leveraging data to help members achieve their travel goals

By John Boynton

A

ccording to our 2015 Aimia Global Loyalty Lens survey, 80% of consumers are willing to engage with brands and share their personal data, but only eight per cent think they receive better services and benefits as a result. Brands’ failure to better understand consumers and what they value or perceive as being of value and their inability to leverage that understanding to make business personal is probably one of the main root causes of misinformed customers.

Nevertheless, connecting with them in an emotive way can help demonstrate the added value brands can provide.

TD Bank joined Aeroplan in 2013 as primary financial services partner and credit card issuer and offers co-branded Aeroplan Visa credit cards. This partnership allows TD to provide additional value to its current customer base, attract new customers and engage with the five million active Aeroplan members in achieving their vacation and merchandise goals faster.

With both a co-branded Visa and a membership in Aeroplan, Canada’s premier coalition loyalty program, TD Aeroplan Visa cardholders are able to make their purchases go further by collecting Aeroplan miles when they shop at any location or online from its growing network of more than 75 world-class partners, representing more than 150 brands in the financial, retail and travel sectors. At the same time, coalition partners, such as TD, share access to a large storage of advanced data analytics and to our predictive modelling capabilities to help shape business strategies and decisions, whilst avoiding the burdens ❱ DMN.ca

of operating costs, setup times and technical challenges.

The partnership is proving beneficial for TD, Aeroplan and other partners; and has been a key contributor to our eight per cent increase in the active Aeroplan credit cardholder base since its launch in 2013.

As part of our commitment to continually provide value to customers, we made significant enhancements to Aeroplan since the launch of the partnership with TD. We wanted to ensure customers were aware of the full value and benefits delivered by their TD Aeroplan Visa credit card. Our goal was to demonstrate why, as Aeroplan members, it makes sense to have their TD Aeroplan credit cards used for their everyday spend.

As such, we developed and executed on a strategy, based on data analytics, with a three-step approach to identify and segment accurately, create an emotive connection and engage with members through personalized communications.

Identify and segment accurately: The first step was to leverage data analytics to accurately segment members to ensure the development of relevant, targeted and personalized communications. Personalized communications creates intimacy and loyalty as it speaks to members’ habits and lifestyles. Members need to be rewarded for their unique personal behaviours and be recognized for these to drive greater engagement with Aeroplan. Using data already available, we identified segments of Aeroplan members that were most likely to be interested in a TD credit card and the improvements made to the program.

Create an emotive connection:

The second step was to leverage an additional data set available for consideration: as part of their experience, Aeroplan members are asked to set travel goals for their membership as encouragement to earn Aeroplan miles to redeem for the ultimate vacation. With this emotive information, we identified members who may be open to a conversation to understand the value and get the most out of TD Aeroplan Visa credit cards.

Engage through personalized, value-added content: Personalization is not as simple as using the correct name in the email. It requires that companies demonstrate an understanding of what customers want, and when and where they want it. They need to structure offers and interactions that respect customers’ preferences and provide tangible value. Thus, by positioning Aeroplan as a companion in achieving their personal travel goals, we were able to contextualize and personalize the conversation in a meaningful way. This creates appealing value-added content, catering to the specific travel goals of each customer and, at the same time, offer them a real and achievable way to make them reality faster.

This personalized campaign generated a new high in email open rates and response rates.

Furthermore, the focus on targeted, personalized, emotive and engaging communications resulted in many new TD Aeroplan Visa credit cards, as well as two actionable insights: 1. Members we know more about were more likely to respond to the personalization campaign. As such, it would make sense to continue encouraging new and existing Aeroplan members to tell us more about themselves.

2. Status members were also more likely to respond. Aeroplan recognizes top accumulating members with Aeroplan status and perks. Given this new insight, continued communications to encourage growing status will engage members in ways that benefit both customers and partners.

By leveraging Aeroplan’s Goalsetter campaign to support TD’s credit cards offering, we connected with members on an emotional as well as transactional level. This personalization campaign was built on data analysis that ensured the delivery of meaningful content and offers toward a personal goal and one for which Aeroplan is there to support.

Accurate segmentation ensured the relevancy of targeted communications.

Implementing a customer-centric approach in collecting data and analytics to inform communications helps companies to connect with customers in a meaningful way, anticipate their needs, and reward and thank them for their loyalty.

Creating emotional connections with customers is not an easy endeavour but, as our experience with TD shows, using data and insights to inform and personalize interactions with a customer-first approach can go a long way in re-earning their engagement.

John Boynton is chief marketing officer at Aimia, a data-driven marketing and loyalty analytics company. He is responsible for the development of innovative products and marketing and leveraging valuable member insights to ensure a rich and relevant member experience for the Aeroplan program.

July 2016

Do you make decisions about your marketing operations?

Are you responsible for customer acquisition, retention or loyalty?

Is your department in charge of fulfilling orders or customer service?

Sign up NOW for a free subscription to Contact Management magazine.

Visit our website at www.contactmanagement.ca and learn more about the magazine Contact Management magazine is a Lloydmedia, Inc publication.

Lloydmedia also publishes Financial Operations magazine, Canadian Treasurer magazine, Canadian Equipment Finance magazine, Payments Business magazine and Direct Marketing magazine.

// 18

Loyalty

Harlequin romances readers with “My Rewards” program

By Narina Sippy

A

s one of the world’s leading book publishers with more than 110 titles published per month in as many as 34 languages and 110 international markets on six continents, Harlequin romances it readers across the globe. Harlequin’s customers are voracious readers and are very comfortable moving across channels and reading formats. They tend not to be dedicated to a single purchase channel. Harlequin’s loyalty program, Harlequin My Rewards, recognizes this behavior and rewards customers wherever they shop.

Putting “her” at the centre Harlequin already knew its readers are largely women with traditional values, focused on family, faith and community, who believe in happy endings. So the publisher took a customer-centric approach to ensure the right elements were considered throughout the development of its loyalty program.

By placing its reader’s needs first, the company changed the question from “How to get customers to be loyal?” to “How is Harlequin loyal to its customers?” This enabled the company to design customer journey maps that followed the preferences and behaviors of its readers.

“By introducing a rewards program with an emphasis on convenience, we are making it easier for our increasingly mobile readers to easily earn points for reading Harlequin books no matter where or how they shop,” said Lucy Scinocca, director of loyalty and customer Insight at Harlequin. “Harlequin readers, one of the first groups to embrace digital, are avid readers who are always on the go taking care of everyone else.

“By making the program mobile friendly and the activities easy to complete on mobile phone, they can engage Harlequin My Rewards ❱ DMN.ca

wherever they are and whenever they can. Members can easily earn points to redeem more of what they want, including more great books.”

Using receipt scanning & personalization Using Stellar Loyalty’s consumer relationship platform, Harlequin My Rewards uses receipt scanning to solicit and capture direct consumer purchase data. Consumers earn points simply by scanning their receipts anytime via their mobile device. This allows Harlequin to see what had previously been blind to—exactly what that reader is buying and where.

Redeeming the rewards is just as easy; customers can use them whenever they like and wherever Harlequin books are sold. There are no storespecific restrictions for readers to worry about.

“Our members are awarded points for the purchases they make, no matter where they are made,” explained Scinocca. “We also reward them for engaging with us online. They can earn points through Facebook activities and surveys as well other proactive efforts like providing book reviews.”

Social and mobile engagement is key to augmenting the member’s experience, as well as providing Harlequin with preferences and insight into their readers. All of the data gathered from the My Rewards program enables Harlequin to successfully segment readers based

on known profile data, stated and inferred preferences, and purchasing information. More importantly, the publisher can build stronger 1:1 relationships by delivering tailored recommendations, offers and communications.

According to Scinocca, “We’ll be personalizing our member experiences even more with the Stellar Loyalty platform. The opportunity we have with personalization is to gain a better understanding of our members’ preferences and leverage those insights to provide more meaningful and relevant 1:1 experiences.”

Measuring the love Harlequin uses a scorecard to evaluate program performance on a monthly basis. Then it continually looks for ways to optimize the program by identifying areas for improvement and testing various levers to achieve the desired improvements.

The company measures the success of My Rewards on metrics grounded

in business and member value and the results are enough to make any loyalty marketer swoon: ❯❯ 30% of all members have redeemed rewards, with 10% of those redeeming multiple times. ❯❯ 35% of members engage with the program monthly and engagement levels continue to increase. ❯❯ Member feedback is overwhelmingly positive: Eight out of 10 are satisfied with the program and nine out of 10 are most likely to recommend the program to a friend. ❯❯ Lastly, the data shows that the more active their members are in the program, the more likely they are to purchase.

“The more active a member, the more likely to make a purchase, which we’re very happy to see,” Scinocca said. “They spend 1.5 times to 1.9 times more than non-members.”

Narina Sippy is chief marketing officer at Stellar

Loyalty.

July 2016

Do you make decisions about your marketing operations?

Are you responsible for customer acquisition, retention or loyalty?

Is your department in charge of fulfilling orders or customer service?

Sign up NOW for a free subscription to Direct Marketing magazine.

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