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    The Loyalty360 Customer Loyalty Awards are a chance to honor the most innovative brands in the customer loyalty space. Over 75 were nominated across the categories of Loyalty & Rewards, Technology and Trends, CX and Engagement, Customer Insights, Creative Campaign, and Measurement.
    Four finalist were chosen for each category leaving an impressive roster if nominees.
    Loyalty & Rewards Program
    Loyalty programs have come a long way in the past two decades, transforming from simple spend and get propositions, with perhaps a discount built-in, to much more sophisticated platforms. The nominees for Loyalty & Rewards Program are all highly regarded in the loyalty marketing space with some of the most innovative initiatives in the industry.
    As the world’s first social credit card, Barclaycard Ring has constructed a platform for open dialogue between card members and the business through an online community. For over five years, the Ring Community has consistently provided customers access to credit health education and financial literacy topics through various online events, blog posts and discussion topics. The Barclaycard US Community Team recently launched a Fresh Start campaign to encourage Ring card members to explore the Ring Community and learn more about credit health topics and debt management tips. The Fresh Start campaign tapped into the power, and popularity, of New Year’s resolutions, focusing exclusively on financial goals. Ring card members were encouraged to explore the Community to see how financial empowerment, through credit health education, was an excellent way to start the New Year off fresh.

    The North Face
    Based in San Francisco, this maker and seller of outdoor products delivers a tier- based free loyalty program with a strategic focus on delivering exclusive perks and relevant experiences when and where its most engaged members are looking for it.
    The company leveraged customer behavior insights including purchase frequency, average dollar spent per transaction, and past promotion redemption history to execute its latest program design.
    The VIPeak loyalty program currently operates in the U.S. and Canada. The North Face uses an omnichannel approach to enrollment which allows new members to sign up using their name and email through retail, e-comm, the company’s mobile app, or at events. Each point of entry triggers an email welcome series where members are directed to complete their profile including setting a password and interest based preferences. Loyalty members can keep track of their points, reward balances and member status online and through the app.
     Members earn points for all purchases made at company-owned retail locations and through its e-commerce channel. All members are eligible to receive point accelerators for purchasing specific items or product categories. Additional points can be earned for non-transactional engagement activities including; check-in at retail and other pre-approved locations, downloading our app, attending events and completing surveys
    Pizza Hut
    Pizza Hut restaurants in Saint Petersburg, Russia are run under the auspices of AmRest, which is the franchisee for many American chains in Eastern Europe and Russia. The main goals for developing a loyalty program for the Pizza Hut restaurants in Saint-Petersburg were to create an up-to-date customer database without processing tens of thousands of forms.

    Another goal was to estimate and increase visit frequency and minimize the cost of the loyalty program without reducing its attractiveness. The brand also wanted to run targeted promotions and to improve the effectiveness of brand promotion on social networks and then use them to attract new customers.

    The Pizza Hut app with a loyalty program was launched in February 2015. With the app, customers are able to use their loyalty card to check out news and special offers as well as locate their nearest Pizza Hut restaurant. All the customer activity appears automatically in the CRM system, the back office for the mobile app. The CRM system helps Pizza Hut estimate cost-efficiency of the loyalty program, customize the mobile app and loyalty program settings, and run targeted campaigns among the app audience. To reduce the loyalty program cost Pizza Hit chose the rewards system for customers that allows them to collect bonus points and redeem the rewards from the menu placed in the mobile app.

    For the best user experience, we gave the opportunity to divide the order at one table between users so every guest can receive their bonus points separately. The mobile loyalty program works for the delivery as well as for restaurant orders. Customer behavior is motivated by juicy rewards and exclusive in-app offers that are added up with special gamification mechanics e.g. lotteries and gift cards. The mobile app design of the chosen solution helps to achieve the best experience not only in terms of interface good-looking appearance but also by adding dynamic display of the content that is relevant to every individual user based on his or her preferences and views history.  While using the mobile loyalty card, Pizza Hut customers in Saint Petersburg share insights on their preferences so the chain is able to target the segments with relevant offers such as automated birthday greetings, local store marketing and proximity marketing campaigns, and sweepstakes.            

    Heathrow Airport
    “At Heathrow, we have three main areas in which we’re particularly innovative and which has led to our finalist position in the awards,” says Graham Bradley, loyalty program and proposition manager for Heathrow Airport.  “We currently have over 450 different businesses participating in our loyalty program all operating on one piece of integrated technology offering the ability to reward and redeem customer and members points instantly and in real time, and this has allowed us to offer customers a fantastic range of options in terms of collecting and redeeming points across all retail service categories within air travel and all price points.”
    Heathrow Rewards also partners with a number of airlines and other travel partners which also allow customer point collection and redemption opportunities. “That offers us an unrivaled loyalty program in terms of providing a holistic travel experience in one program.”
    Heathrow Airport is also using data very strongly. “We’ve pulled together numerous pieces of customer data from Heathrow Rewards our loyalty program into one single customer view, and now we have the single customer view in place,” explains Bradley. “We’re launching innovative features that allow members to take full advantage of that single customer view and that’s what’s driving the third area of customer innovation; customer in airport and pre-airport experience enhancements.”
    Technology & Trends
    Technology is always changing of course, as are trends, and that is certainly true in loyalty marketing. The nominees for the Technology & Trends Award represent a diverse range of brands from a variety of verticals. All are at the forefront of identifying the latest trends and implementing the right technology solutions to improve the customer experience.
    Caesars Entertainment has made an effort to be on the leading edgeof technology that removes friction and drives loyalty from our customers. As the largest casino operator in North America, and one of the largest hotel operators, Caesars’ goal is to give our guests the experience they want. For some guests, great service means face-to-face interaction with a highly-personalized touch; for others, great service means a streamlined approach to getting things done so they can enjoy their stay. Caesars has historically been excellent at face-to-face interactions, but has recently started investing in technology that enables a self-serve, streamlined, customer experience like a mobile concierge service at its hotels.
    In December of 2016 Caesars launched Ivy, a real-time guest text messaging platform. Ivy is the first automated guest texting platform for hotels powered by IBM’s Watson artificial intelligence technology and automates up to 85 percent of responses to guests on the platform.  Ivy leverages machine learning to get better at responding to guests and can automate more messaging as it gets smarter. The platform has performed very well in proof of concept and is in the process of being scaled across the enterprise.
    Intuitive technology and its seamless integration have quickly become a focal point within the retail industry as it relates to elevating customer satisfaction, retention, and loyalty. Nissan wanted to develop a tablet application that would put the customer in the driver’s seat of their new vehicle’s purchase and delivery. The brand believed giving the customer a voice and allowing them to choose their retail experience was a step in the right direction and a far-cry from the typical car buying process.
    Many consumers, of course, do not particularly enjoy the auto buying experience. Nissan began development of its app with a focus on new vehicle delivery. That process typically involves the dealer explaining features, resource manuals, service hours, reviews vehicle condition, and provides the keys.
    It is the last chance to make an impression in an attempt to drive future service visits and loyalty. To that end, Nissan’s new app allows customers to learn about their new vehicle at their pace. Customers can watch videos explaining the vehicle’s features and components, access in-depth resource information, ask questions relating to those features, and even schedule their first service visit.
    GameStop is focusing on the store experience and using technology to make it more meaningful than ever before. These channels are powered through the data generated from the loyalty program. From POS suggestions, to knowledgeable associates, tablets throughout the stores, digital displays, TVs steaming content, and beacons integrating through mobile devices GameStop customers in this community and experience.
    GameStop is also utilizing geo-fencing and location services to provide customers who opt-in with relevant offers. Through data obtained from their loyalty program, brand is aware of customer preferences and interests and are able to push meaningful messages to customers when they matter most.
    The process continues in-store where the units are transformed to match customer needs where relevant content is curated and served up on the customer’s mobile device or on in-store tablet.
    Game Stop also has a business unit focused on creating affiliations with leading technology corporations and academic institutions to discover and deliver business innovation and technology solutions to better address the needs of today’s empowered consumer.
    Technology plays a critical role in building loyalty for Ryder. Indeed, most of the brand’s customers are businesses that are in immediate need of transportation solutions that will directly affect their bottom line.
    Technological advancements have allowed Ryder to speed up the rental process, saving customers time and money. They have also added convenience, including online reservations and support as well as delivering a more personalized and flexible customer experience.
    One critical piece of that effort was the redesign and relaunch of the rental reservations portal. Enhancements coming in 2017 include: faster reservations in which streamlined navigation removes unnecessary noise on the site, providing better focus to the transactional elements that customers seek.
    There will also be new on-demand support with a new live chat capability letting users connect directly with customer service representatives to answer questions and guide them through the rental experience.
    Also, in addition to fast access to their account information, customers will see personalized content, rates, and offers catered to their needs and vehicle usage. Beyond the Ryder website, technology is instrumental in transforming other critical business functions that simplify the customer’s point-of-sale and service, including a faster, more informed onsite visit.
    CX & Engagement
    Customer experience and customer engagement are the cornerstones of any loyalty marketing initiative. The brands vying for the CX & Engagement Award at this year’s Loyalty Expo continue to innovate in this area.
    This multinational video game publisher developed a customer experience and engagement strategy as part of its multichannel loyalty programs that is tailored to its unique member base. Rather than strictly rewarding fans for purchases of its video games, the brand leverages its loyalty programs to integrate the experience of the games and continue the storylines through multiple touch points and channels.
    Ubisoft drives excitement and engagement around each game by launching a loyalty program six months to eight months in advance of each game’s release. To fuel anticipation and keep fans engaged, the brand produces exclusive content such as videos and articles that tie back to each game, extending the experience beyond the games themselves.
    The brand continues to post new content after a game’s release to maintain fan interest. To keep the momentum going, Ubisoft offers members unique opportunities to earn points within the loyalty programs. They also produce unique rewards opportunities for members that tie back to elements of the video game storylines. For example, the brand lets members redeem points earned in the loyalty program for rewards to enhance their video game experience like upgrading a character or feature in the video game. In addition, the Ubisoft produces game-specific skin covers for video game consoles and controllers to bring the game play experience into players’ living rooms.
    Deutsche Telekom
    Best customer experience is one of the four strategic building blocks at Deutsche Telekom, parent company of T-Mobile in the U.S. Globally, the company seeks to lead in terms of customer perception, specifically satisfaction and loyalty, with service and network quality, all with reliable, easy-to-use products and services.
    “Our focus is on the customer experience after contacting one of our touch points,” says Frank Fenrich, international program manager for Deutsche Telekom. Previously the telecommunications giant conducted surveys via phone call, but switched to an automated SMS approach which has helped improve customer loyalty.

    “We have gather an impressive five million customer insights per year,” adds Doruntina Mekshi, international program manager for Deutsche Telekom. “We use them to drive and to improve our daily business. Our survey is embraced by our customer as shown by our increasing response rate.”
    Deutsche Telekom Group is becoming more and more customer centric, strengthening the relationship it has with customers. “We have set up many exciting initiatives which are widely used by other countries,” Mekshi adds. “For example, we are calling back dissatisfied customers and providing a remedy to their issue, increasing loyalty. This has resulted in an improvement of ten percentage points in overall satisfaction and six percentage points in complaint resolution.”
    Caesars Entertainment’s customer experience and engagement strategy is centered around providing unparalleled customer experiences in a tailored and personalized way. An example of the way the company surprises and delights customers is a group of VIP prospects that were developed through a social casino partner. The prospects showed interest in casino style games but had never been to a Caesars property before.
    Caesars wanted to show them what they had to offer and to obtain these people as loyal customers. We wanted to show them what Caesars has to offer and retain them as loyalty customers. The event was a huge success as prospects opted in to a contest to win a trip to Vegas. Representatives called the winners to notify them that they won, get their information, and book their travel.
    As a result, 350 Customers were flown to Las Vegas from around the country and greeted at the airport by models made to look like the main character from the partner’s game. The models then led customers to branded limos where they sipped champagne on the way to Caesars Palace. Upon arrival, they were greeted at a private VIP registration area where they were enrolled in our loyalty program, given an itinerary for the weekend as well as a swag bag and then escorted to their rooms.
    That night, guests mingled at a cocktail hour and then enjoyed a private dinner and a short show by a magician. They then hit the casino floor. Saturday, the guests enjoyed private meals while also participating in focus groups to give feedback on their experience with the casino, as well as with the social game they were referred from. This experience led to incredible feedback while simultaneously making the customers feel like part of a community.
    Celebrity Cruises
    Celebrity Cruises taps its CEO and the Director of Loyalty as trusted marketing channels. The line offers two to three special global, member events each year that involve top leadership as main attractions to the other special events that are planned for the loyalty base. It’s a way of celebrating them and saying "thank you for your loyalty.”
    These events allow Celebrity to interact directly with members onsite and host special parties, dining events, tours, and leadership Q&A sessions to obtain feedback. Member feedback is invaluable to Celebrity and allows the line to make improvements where needed to the overall guest experience as well as allowing the ability to communicate what’s new and upcoming with in the loyalty program.
    These events drive increased traffic on social media, word of mouth marketing for the brand as well as generating significant revenue from members who attend these events.

    Celebrity continues to look for unique experiences that will result in an incredible and memorable experience for guests in the hopes that they will return to the brand and bring friends and family with them on their next voyage.
    Customer Insights
    Chicken Salad Chick
    Chicken Salad Chick’s loyalty program is run through SessionM’s Mobile Marketing Cloud. Through its CravingCredits app, the chain collects item-level transaction data and demographic information from each customer that’s a member. With these customer profiles, Chicken Salad Chick is able to send push notifications to customers, broken down by location, age group, gender, join date, last visit, purchases or spend. The fast-casual chain is then able to launch campaigns with rewards for closed-loop offers to very specific segments of customers. Based on the transactional data that Chicken Salad Chick acquires, it can create offers in its reward store that incentivize customers to earn more points.
    Rewards can be item-level or check-level and are automatically removed from a check at point-of-sale. To manage the overall loyalty program, Chicken Salad Chick has real-time dashboard reporting that shows sales by day/time, demographic, menu/item, top items sold and reward redemptions for different segments of customers. With the customer insights gained through Chicken Salad Chick’s loyalty program, the chain has been able to increase the frequency of visits and loyalty sales, which in turn has increased overall sales
    “Our loyalty program creating credits is the centerpiece of all our marketing efforts,” says Ali Rauch, director of marketing for Chicken Salad Chick. “Everything we do, paid media, direct mail, social media, you name it, creating credits is always a main piece of the puzzle for us. We created the program to thank our loyal guests, because we have an incredibly loyal fan base and we were shocked by that, so we wanted to create a program to thank them for choosing us.”
    With the competition to acquire and retain customers getting more aggressive. Dell EMC analyzed the financial value of customer retention through improved customer experience in hopes this would better focus the organization’s efforts. Financial value comes in two forms – incremental revenue from existing customers, and from savings in demand-generation spending to onboard new customers. Dell EMC has quantitatively shown that it is financially prudent to retain existing customers and investments in improving customer experience directly deliver improved customer retention.
    Using Net Promoter Score (NPS) framework, Dell EMC profiled customers as Promoters, Passive, Detractors and “non-respondents” (surveyed customers who do not respond). They then observed customers’ buying behavior one and two years after the surveys. Customers were categorized as c“new” (acquisition) or “long-term” buyers (retention). This distinction is key as behaviors vary between these two populations.
    Dell EMC found happier customers are also more profitable. Promoters have an average 2X repurchase rate vs. Detractors. They also buy a richer mix of products, increasing their aggregate profitability. Also, customers who are heard are more likely to increase spend.
    Text analytics revealed product quality, order experience, and technical support as key customer concerns. Dell EMC also developed a Detractor call-back program to contact detractors to better understand their issues and were surprised to learn that they mostly wanted to be heard and give relevant feedback that would improve their overall perception of Dell.
    Caesars customer insight initiative utilized its data rich loyalty program, advanced analytics as well as machine learning to identify key indicators of value within a customer’s journey. This was done in five steps.
    1. Build customer segments and map migration across them
    2. Prioritize areas of opportunity
    3. Identify high value entanglement actions
    4. Evaluate current marketing tactics
    5. Define a testing agenda.
    At the end of the analysis Caesars ended up with two key takeaways. One, they had the ability to predict which customers would become most valuable and two, if customers are guided to take certain actions profitability can be enhanced.
    Through machine learning Caesars was able to deduce certain actions that predispose customers to being upsold throughout their lifecycle. Some of those actions are broad strokes like booking a hotel room direct but others are more granular like playing table games for a certain period of time. By working through this granularity Caesars is now able to more accurately reinvest in high potential prospects so they don’t defect after one visit. In addition to identifying high potential prospects, Caesars also focused on entanglement initiatives to see if there were any actions that could promote and enhance long-term guest profitability.
    Arkansas Blue Cross and Blue Shield
     As a health insurance company, Arkansas Blue Cross and Blue Shield’s customer insights initiative lies in the onboarding journey when potential customers become members by enrolling in a health plan. Like most health insurance companies, ABCBS would provide a standard book of benefits that included all the information members needed to know, from finding an in-network provider to appealing a claim. Most of these books were thick and hard to digest. They needed to be sorted through as not all sections applied to all members.
    In recent years, most companies have converted the welcome kits to a web link. However, members still need to sort through the sections to find the relevant information. ABCBS also went digital but in a much different way. First, they came to accept the science that says people don’t read. This is evidenced by firms like Chartbeat, which analyzes web traffic data, and the organizations own call center and social media data, where recurring questions appear despite the best efforts to pre-emptively deliver the answers.
    Instead of a more is better approach, ABCBS decided to downsize the 20-page welcome kit to a simplified and personalized stair-step booklet, or quick start guide (QSG). Focused on the FAQs it contains tailored information based on the member’s policy type and location. The initial version was targeted to members who purchased their insurance directly through ABCBS as opposed to their employer or a governmental healthcare exchange. ABBCBS then went to its online market research community of members to ask about the QSG – what did they like, what didn’t they like, how could it be improved? The survey was fielded to a group that included direct purchasers as well as those who purchased through an employer group or government entity. Based on their feedback and different policy nuances, ABCBS has developed 44 versions of the QSG to meet the needs of the varied member segments including employer groups.
    Creative Campaign
    Pizza giant Dominos announced the launch of its Piece of the Pie Rewards program through an integrated campaign that included national TV (in both general and Hispanic markets), digital marketing (email, push, text, paid search, banner, Twitter, YouTube, Facebook), in-store activation (POP materials), and print. The campaign was divided into two installments, the first of which launched in Q4 2015 and ran through Q1 2016. It focused on announcing the launch of Piece of the Pie Rewards to pizza lovers and explained the program's value proposition (e.g. that customers can earn a free pizza after six online orders of $10 or more and receive additional member-exclusive offers).
    The second installment began in Q4 2016 and highlighted additional program elements in the form of the stock and store profits promotions. This installment also included a TV spot announcing the promotions and was supported digitally across owned and paid channels.
    The objective of the campaign was to drive further awareness of Piece of the Pie Rewards, while demonstrating to current and prospective members that to the brand customer loyalty is about more than just bribing customers to buy more. It’s about recognizing and rewarding customers for their advocacy and love of the brand. The spot highlighted two such initiatives that give back a “piece of the pie” to customers. Simply by being part of the program, members are automatically entered a yearlong sweepstakes that awards 25 members each with 10 shares of stock every month. Customers love sharing their pizza passion on social media, so in addition to the stock sweepstakes, the brand is rewarding 50 members who post pictures showcasing their fandom using #PieceofthePieContest, with a slice of store profits from real stores. We're talking serious dough – $10,000 per winner.
    Citizens Bank
    Seeking a way to generate awareness of its personal loan product, as well as to generate leads, Citizens introduced a targeted lending product in June 2016 that matched its values, fulfilled a customer need, and aligned the brand with a respected nonprofit organization. The Adoption Loan program leverages an existing digital interface to create a turnkey process to provide loans to a specific customer population.
    The company partnered with the National Adoption Foundation, an adoption nonprofit to help generate leads, while it developed an integrated marketing and communications campaign to spread word about the offering. In addition to providing an affordable option for families to finance adoption and its related expenses through a flexible, low-APR Personal Loan, the company decided to incorporate a $100 donation with each loan in order to further underscore its commitment and generate customer loyalty.
    Further, this offering aligns directly with the core values of the company - it has been named as a Top 100 Adoption Friendly Workplace for several years - making it a truly genuine and personal way to connect with internal and external audiences. The program further underscores the company’s commitment to provide customers with the tools and resources to accomplish their personal goals, address a critical need among a segment of the company’s target population and creates a positive perception among colleagues and customers.
    Royal Caribbean
    Royal Caribbean International wanted to create buzz around their newest ship, Harmony of the Seas® - the boldest, most innovative ship ever designed. They not only wanted to celebrate, they wanted to get people virtually familiar with the onboard experiences available to guests of all ages.
    Ticket to Adventure was an interactive microsite live April-November 2016, with an immersive sweepstakes encouraging visitors to explore Harmony of the Seas’ thrilling features within its seven- neighborhoods. Site vistors could enter for a chance to win one of over $400,000 in prizes including: 300 two-night preview sailings on board Harmony of the Seas’ first U.S. sailings, two staterooms on board a seven-night cruise for four guests including airfare, 175 GoPro cameras, $40,000 in gift cards, and more.
    Every few weeks, one of Harmony’s neighborhoods was unlocked, revealing interactive content and fun facts, from the height of The Ultimate Abyss, the tallest slide at sea, and the fact that there is a living wall of plants in Central Park, the largest park at sea, as well as the variety of cocktails the robot bartenders at the Bionic Bar can sling. Bonus instant win games were hidden within each neighborhood, and extra prize entries were awarded to those who shared Ticket to Adventure with friends via email or social media.
    This world-renowned entertainment brand sought to acquire new members in its multichannel loyalty and engagement program, as well as drive engagement across digital channels. The brand collaborated with its mobile games partners to launch two mobile games to achieve its goals. In September 2016, the brand launched a Candy Crush-like puzzle game. Marvel, which promoted the mobile game on Facebook, used in-game messaging to drive acquisition in its loyalty program. New members who joined on specific dates received a special code to earn 20,000 bonus points, enough points to redeem for a reward from the brand. The campaign also offered a sale on specific comic book titles that coincided with characters featured in the mobile game.
    Customers who joined the program and bought those comic book titles received points for their purchase. Additionally, customers received a free month of access to a library of over 17,000 digital comic books. New members who renewed their subscription for access received loyalty points.
    Marvel also launched a second mobile game in November 2016 that enabled players to choose specific characters and fight against evildoers. As players progressed, they unlocked other features in the game and earned bonus points for leveling up. Similar to the previous mobile game, the brand used in-game messaging to drive loyalty program membership
    Measuring customer loyalty is an unremitting process. Barclaycard believes loyalty is built gradually and can be lost easily. This proverb guides Barclaycard to build a customer loyalty framework with a two-prong strategy. At one end, they monitor customer engagement and make sure it is functioning smoothly. At the other end, they want to make sure that the customer has proper channels to get its voice heard. As an organization, Barclaycard keeps the Voice of the Customer a part of every strategy.
    With the help of dedicated analytics team, the bank reaches out to provide the best offer to the customer. The company also solicits feedback from customer based on their overall experience with the bank. The customer is asked about different themes, like billing & payment, terms, and rewards. The responses are used to calculate the Relational Net Promoter score that forms an important performance indicator for all our programs. RNPS score helps gives us an indication of the customer experience over longer term. The bank also conducts two types of survey –one of the RNPS survey is conducted on a panel to compare the performance of Barclaycard US to its competitors. The other survey is conducted internally to study key parameters that need to be worked on to improvise customer experience. Based on the responses, the analytics team identifies top drivers that impact “promoter” and “detractor” behavior.
    The analytics team uses the detail questions form RNPS survey to attribute the cause of detraction/promotion each wave. This activity is done for each partner as well to identify bottlenecks at a granular level. For each partner, the team identifies drivers at different theme levels. For example, in billing & payment, Barclaycard identifies whether there is a problem with the content of the statements or the timing of the statements; for terms, whether the high APR drives detractors or lower credit lines.

    The major bottlenecks are them converted into actionable plans and implemented in a way so that the impact of such measures can be quantified using test and control methodology. Apart from driver analysis, the team also does text analysis on the comments in the survey. This is the richest source of information that comes directly from the customer.
    IHG® Rewards Club, the loyalty program of InterContinental Hotels Group® (IHG®), has built the most elaborate measurement-based, data-driven, multi-channel promotional framework in travel, and possibly beyond. IHG introduced a new form of a bundled, tailored offer promotion in a 2010 campaign called Crack the Case, which has won various awards and has been the subject of case studies in Marketing Science and the Journal of Customer Marketing.
    The approach was expanded in 2013 as a global public campaign called The Big Win and is now run year-round as Accelerate. It consists of four-month campaigns running three times a year that provide each member with an individually selected set of tailored offers designed to drive various forms of engagement, spend, and retention. The campaign is built on a framework of split tests, control groups, and uplift models to select the most influential offers for each customer.
    To track the performance of any new campaign launched to improve customer loyalty, a series of live performance reports are generated and monitored on a weekly basis. These reports look into campaign performance metrics like member registration, new guest registration into the company’s loyalty program, revenue, customer success, incremental revenue, rewards cost and ROI.
    These metrics are tracked every week for each region, sub-region, channel, brand, member segment, and reward preference. The reports also provide information on key member segments that are most preferred and least preferred in terms of participation and incremental activity. These reports provide vital information on the health of a campaign and allow IHG to understand, maintain, or take corrective actions to make the campaign more effective in achieving the overall objectives.
    Deutchshe Telekom
    When starting the transformation, Deutsche Telekom asked customers how they prefer to do surveys. It became clear that modern days customers had to be provided with a flexible survey method, where they decided when to leave their feedback and in a relaxed way. So Deutsche Telekom shifted from CATI surveys to an innovative survey approach based on SMS.
    Customers are surveyed after having an interaction with the bramd, thus the feedback on the interaction is more accurate. SMS based surveys are convenient, easy, fast and are not intrusive – meaning they can be answered at the convenience of the customer.
    “It is a challenge to set up a CX program across all customer touch points in one country,” says Doruntina Mekshi, international program manager for Deutsche Telekom Group. “We managed to do it in twelve countries which are all running a uniform customer experience measurement system. This is unique for a telecommunications company in Europe. Moreover, we’re improving our processes and services based on what customers are saying.”
    Measuring marketing performance and linking its contribution to strategic goals is a challenge for marketers. At KKBOX, two sets of metrics are tracked, one for communication the other for strategy or loyal members.
    “Our measurement method is not only a post campaign analysis,” says Rose Yang, director of insights and loyalty marketing for KKBOX, a music streaming company servicing most of the East Asian market.  “We proved that it is a framework to help marketers spend their marketing budgets wisely, so it’s a useful tool for improving customer profits.”
    “In the case we are going to share,” she continues, “we first answered specific questions like ‘which communication channel is more effective?’ Furthermore, we figured out the best match between target segments and communication channel. Based on the findings our marketers can re-allocate their budgets, and see very good alignment to the testing.”
    To KKBOX’s CMO, Yang’s team proved that with a good measurement method, continuous testing, and optimization, the organization can effectively improve the company’s profit. “As a result, they give us greater support to do more testing projects. I think our innovation is also related to building a growth minded culture inside the company.”

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