Comment équilibrez-vous les récompenses et les coûts dans votre programme de fidélité?

This is a double edged sword. In our industry the rewards are sometimes perceived as something that is being used from the customer budget. The quantity, type, timing all matters: Tiered Rewards: Bronze: Small discounts or early access. Silver: Free shipping or exclusive items. Gold: VIP experiences or larger discounts. Why: Tiers motivate customers to "level up," increasing their spend without feeling the pinch.

Regularly assess and recalibrate the perceived value of your loyalty program rewards. This ensures alignment with current market trends and customer expectations. By staying attuned to the dynamic nature of value, you not only optimize costs but also keep the program perpetually appealing, fostering sustained customer loyalty.

Loyalty programs tend to work better for standalone boutique sellers who specialise on solving a specific use case e.g. fast fashion, jewellery and the likes. Since a bulk of transactions happen at the marketplace level where loyalty programs are ill suited - a mismatch of marketing objectives - it'll be quite sometime that we see such programs being common place

As a promo hunter myself, loyalty programs are a great. But having many promotions out there, there are a few questions I ask myself: 1. Is the prize worth it? 2. Do I use this product? IE: I like Soap A, but Soap B has a promotion. I use Soap in general, so yes, I will join Soap B's promotion. 3. How is my user journey? Did they make me fill up a lengthy form? If yes, then I'm dropping off. 4. Did they remind me of this promotion? If it's not an instant win, then I need to be reminded of that either on sms or shelf & product branding. In conclusion, loyalty programs are great to get me to try out a product. Is it a great way to make me loyal? Maybe not. It's important that marketers think beyond the prize but also the overall journey.

Loyalty to a brand hinges on three core pillars: recognition, reward, and engagement. The reward pillar provides tangible benefits like instant wins or long-term loyalty points. The recognition pillar elevates the customer's emotional connection to the brand by making them feel valued and respected. Engagement goes beyond transactions, offering customers meaningful interactions through special events or webcasts. For enduring customer loyalty, these pillars must align with the brand's identity and are supported by a consistent roadmap of activities.

You want to be attractive but not desperate, memorable but not overwhelming! 🎯 Know Your Type:Target Audience: Are they bargain hunters or experience seekers? 🎁 Custom: Earn points for purchases, different levels unlock different rewards, Offer experiences like exclusive events or workshops, Seasonal or event-based rewards that are time-sensitive. 🔍 Quality Check: Scalability: Can this relationship grow, or no?Sustainability: Are you giving away too much, too soon? 📈 Measuring Success: Customer Feedback: Are they raving or ranting? Retention Rates: Are they coming back?

Whether it's exclusive access to products, personalized services, or targeted discounts, align rewards with each segment's unique desires. This not only enhances the relevance of your loyalty program but also strengthens the emotional connection between customers and your brand, fostering long-term loyalty.

if my company is not in a good financial status and I want to stay true to my brand values and profit margins , the best way for finding the suitable rewards is to find as mush services that you can do without loosing money, for example some thing that doesn't need materials to spent.

When it comes to rewards, it's important to think outside the box. Don't just offer the same old discounts and free products. Be creative and offer rewards that your customers will actually be excited about. For example offer like early access to new product, personalized products, or badged for top creator/ user in particular segment.

To my experience in automotive industry a win win situation for both the company and customers matter. There are customers who don't look for anything free. They are concerned with the worthiness of their time and money. A feedback from customer when resolved to their expectations makes the customer loyal and retain.

Assess how the loyalty program influences overall customer spending and frequency of interactions. This comprehensive perspective ensures that the costs associated with the program are justified not only by the immediate rewards but also by the long-term value derived from enhanced customer engagement and loyalty.

For us calculating the costs of your loyalty program has been like planning a road trip: 🚗 Pre-Trip Checklist: Reward Value: This is your gas. How much are you willing to "spend" to keep the engine running? 🗺️ Mapping the Route: 1. Calculate the maximum you can spend without affecting profitability. 2.Use historical data or industry benchmarks. 3. Customer Reward Value: [(Reward Value) x (Redemption Rate)] = Cost per Customer 4. Factor overheads: Include admin, software, and marketing costs. 🛠️ Tune-Up Tips: Adjust in Real-Time: If costs are high but retention is low, reroute! 📊 Are We There Yet?: ROI: If your passengers (customers) are happy and your gas tank (budget) is intact, you've arrived!

In the Telecommunication industry, the number of subscribers is one major KPI ingredient. The cost of Loyalty programs may be computed based on the number of customers the program was extended and their life value in the network. Say Ten Million was spent for a loyalty program for 1000 subscribers that generated loyal customers who kept their subscription for an average of 5years, that means spending 2000 per year per customer. If the cost is within the budgeted % of Revenue per subscriber then the program is on the right track; other positive add-ons can also be generated by the loyalty program like additional subscriptions, increase in subscription value that can be further factored-in

Loyalty is purely cost as this is used to cover service and product lapses. I personally don't see such programs as benefiting the organisation nor the customers. How does one or two percent extra matter?

Calculating the costs of a loyalty program involves both direct and indirect expenses. It takes regular reviewing and adjustments to optimize the program. At the end of the day, the goal is to ensure that the benefits derived from the loyalty program outweigh the costs associated with running it.

Viewing loyalty programs as long-term investments is essential. It's crucial to look beyond immediate gains by conducting a comprehensive ROI analysis that includes the program's specific objectives, incremental revenue generated by engaged customers, and their long-term value in revenue and profitability. This robust evaluation provides compelling evidence for management, affirming the effectiveness of the reward mechanisms within the program. While rewards offer tangible incentives and are often the most visible component of a loyalty program, they are just one part of a broader, multi-dimensional strategy to deepen and substantiate customer relationships.

From experience, a loyalty program is only as good as those who take advantage of it. Organizations must measure the program's value and whether it is worth committing to or a waste of time. We found that you must commit time to test the program, or you won't know!

Once the org. targets customers and begins to meet their expectations, customer satisfaction rises. Loyalty follows Based on my experience, the relations with customers grew more profitable over time This applies through course of actions to be executed over time through a dedicated plan to balance the cost and rewards of the loyalty program -When try to retain the customer, this tied with the retention cost that regained over the long relation with customer -The cost will be high beginning of the relation, but it creates longer-term customer relation -Once customer is familiar with a product, the customer will buy new products (more revenue) -Becomes familiar about the company, the customer is less cost to serve, hence the cost will reduce

I believe these 3📌 Key Elements are important: 📣 Clear Language: Use straightforward wording to describe benefits. 📣 Visuals/Testimonials: Support your message with visuals or customer testimonials. 📣 Brand Voice: Align the program with your brand's core values and voice. Then Measure: 📬 RSVP Metrics: 🎯 Open Rates: Are people reading your invites (emails)? 🎯 Engagement: Are they clicking the "RSVP" button (joining the program)? 🎯 Retention: Are they staying for the after-party (repeat purchases)?

Communication with the customer is the key, as the relationship between the loyal customer and the organization is a dynamic, ongoing process based on constant two-way communication and responsiveness. What make difference is how effectively organizations generate feedback, listen to it, communicates the information, and acts on it. Mainly, we need to focus on our customers first (customer-centric), and this to be implemented at all levels of the company. Hence, we’d be able to effectively communicate our designed loyalty programs with the customers, basis this permanent two way of communication. - Using social media tools - Retention calls - Focus groups - Company website

Communication is led by the customer preference it's not using all communication mediums available. So the mode of preference of a customer wins for proper communication. On the other side communication cannot be one sided it has to understand what frequency is proper for a customer. Then only you would be able to send communications properly. Otherwise it's a big irritant for the end user and you end up losing customers rather than retaining them.

Every time we introduce a loyalty program we find that you have to be transparent and communicate clearly. Social media is a great start!

Improving sales forecasting is crucial for any team. At AXA Mansard, I implemented a three-pronged approach: Data-Driven Analysis: We emphasized the importance of using historical sales data to identify patterns and trends. By tracking (KPIs) and analyzing past performance, we make more accurate predictions. Pipeline Management: I encouraged my team to maintain a well-organized sales pipeline. Each opportunity was categorized based on its stage, probability of closure, and expected close date. This provided a clear overview of potential deals in the works. Regular Review Meetings: We conducted weekly forecast review meetings and each team member presented their forecasts and discussed the rationale behind their projections.