Are customers truly engaged in loyalty programmes?

The question of whether loyalty programme operators are actively seeking redemption is nothing to do with a moral or ethical quest for inner peace, but more to do with whether or not they are encouraging programme members to redeem the points or currency they’ve earned, according to Mike Atkin of MJA Associates.

Loyalty experts tell us that programme members are not fully engaged with a loyalty scheme until they have redeemed their points or miles and, therefore, operators should encourage ‘burn’ in the same way that they encourage ‘earn’.

Of course, some cynics say that many operators would prefer to enjoy the ‘breakage’ rather than endure the redemption. Indeed, we are seeing lots of creative ideas and offers that encourage participants to earn more points and miles (with double or triple points promotions and other bonus offers abounding), so why aren’t we seeing similar campaigns to encourage redemptions?

Typically, Tesco is enabling its Clubcard members to increase the value of their points by redeeming them for higher margin products, or with programme partners (thus reducing liability, increasing the perceived value of the points, and driving business for the partners).

This not only improves the value proposition for the customer but, of critical importance, it also means that customers don’t use their points to buy things they would have bought anyway. In other words, it avoids discounting the shopping basket.

We see offers from airlines, hotels and other travel loyalty schemes that are designed to get consumers to book flights and accommodation, and to earn bonus points. So why can’t consumers have offers that encourage them to burn their points? There have been a very small number of these campaigns recently, but why shouldn’t every programme offer “points are worth double” offers for the right kinds of reward redemptions?

Technology has improved significantly in respect of bonussing capabilities, and it is time to see some more creative bonussing efforts to help reduce funding liability and increase customer satisfaction.

This article is an extract from the 30 chapters of detailed coverage in ‘The Loyalty Guide 4’, which is The Wise Marketer’s latest global guide to customer loyalty and engagement techniques, best practices, models, metrics, practical advice, market data and research. The report provides hundreds of detailed case studies, forecasts, trends, tables and visual materials to support new initiatives, presentations and proposals. See how customer data can increase profits, reduce churn, and increase frequency, spending, and share of wallet, and find out where your competitors are succeeding or failing, and why.

The People’s Supermarket

http://www.thepeoplessupermarket.org/our_mission.html

Though the first food co-op opened in the UK back in 1844, according to Google, such cooperatives have not been a familiar sight in Europe in recent years, despite a certain popularity in the United States. Until now, that is. In fact, with the recent launch of the People’s Supermarket, Londoners recently gained a new place to find affordable food.

Only members can shop at the People’s Supermarket, but they all get a 10 percent discount on prices as well as a say in how the store is run. In exchange, members pay an annual membership fee of GBP 25, and they also pledge to volunteer four hours of their time per month working as store staff. Because the supermarket’s workforce is nearly all volunteers, staff costs are kept low this way — an advantage that can be passed on in lower prices. Any profits that are earned, meanwhile, get put back into the store to bring down prices even further.

Food co-ops are not uncommon in the US, but it’s interesting to see their re-emergence in the UK following a bout of unusually tough times. Could this be the beginning of a widespread comeback… and more importantly, are you prepared to work four hours a month in order to benefit from their reduced prices and be part of something?