Loyalty Management Third Quarter, 2015

VOLUME 7 NUMBER 3
Third Quarter 2015
Meinekes
Approach to
Customer
Engagement
IN THIS
ISSUE:
Simplicity at Hertz Means Great Customer Experience

Family Atmosphere at Harley-Davidson Instills Brand Loyalty
Hiltons Customer-centric Culture
Know more,
stress less
Kenticos all-in-one CMS, E-commerce, and

Online Marketing platform means you get to
know your customers, not your therapist.
Discover how at www.kentico.com/product
In this Issue...
THIRD QUARTER 2015
WWW.LOYALTY360.ORG
VOLUME 7 NUMBER 3
FEATURES
16
Passionate Customers Lead to
Supreme Brand Loyalty at
Auntie Annes
Jim Tierney | Loyalty360
LOYALTY FORUM:
IN EVERY ISSUE
4 Letter from the Editor
6 Loyalty360 on the Web
8 Your Voice
10 Behind the Brand with Tom Cole, Executive
VP, Chief Development Officer | Ansira
18
Meineke Repairs the Car Care
Industrys Approach to
Customer Engagement
Mark Johnson | Loyalty360
12 360 Insights

Mark Johnson | Loyalty360
14 By the Numbers: Technology Eases

Shopping Experience
26 Q & A: Ask the Experts

28 Trending Now
30 Behind the Brand with Javier Flaim,
CEO | Recyclebank
20
Customer Loyalty at Bavarian Inn
Lodge Is All About Creating
Enjoyable Experiences
32 Loyalty Innovation
56 Loyalty Reads
Expo Session
Previews
58
22
Family Atmosphere at HarleyDavidson Instills Brand Loyalty
2 0
1 5
24
Hospitality Triggers Customer
Loyalty at Hwy 55 Burgers,
Shakes & Fries
Loyalty Management THIRD QUARTER 2015
FROM THE EDITOR
Customer Experience...More than Just a Buzz Term

Fall is upon us and we here at Loyalty360 have been busy behind
the curtains working on some great projects! Website development
continues for loyalty360.org, loyaltyexpo.com and engagementexpo.com
with new looks, new features and enhanced capabilities for our
members and visitors. Entries are in and the judging process has
commenced for the 2015 Loyalty360 CX Awards and, we have kicked
off the survey process for the 2015 CX Landscape report! I encourage
everyone to participate in the survey (http://www.engagementexpo.
com/CustomerExperienceLandscape/). The survey takes about 10
minutes to complete and participants receive a complimentary copy
of the report once it is released.
In this issue of Loyalty Management, we have included more brand CX

challenges / solutions. Read about Meinekes approach to customer
engagement on page 18 or how Bavarian Inn is creating enjoyable
customer experiences on page 20. We also present an inside look at
the hospitality experience with Hwy 55 Burgers, Shakes & Fries on
page 24.
Enjoy the read!
Christopher
The 2015 Engagement & Experience Expo (November 9 11 in Dallas,

Texas) has seen some fundamental changes that promise to strengthen
the learning experience for attendees. More stringent criteria for
session selection has been adapted to the agenda. We have worked
hard to foster new media relationships and, we have developed a new
program called Exclusives at the Expo which features a number of
whitepaper and product releases from a variety of distinguished
vendors across the customer experience & loyalty industries. This
years Expo features iconic brands such as Bridgestone, AARP,
Goodwill, Meineke, 7-Eleven, Dominos, Golds Gym, Intuit and others
that will share their customer experience challenges and solutions.
See page 58 for session preview highlights and be sure to visit the
website at engagementexpo.com for even more details and to register!
We hope to see you there!
The Loyalty 80/20 Rule
MANAGE THE
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BETWEEN
CUSTOMER
EXPERIENCE
AND LOYALTY
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Met by Optimization of
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In this Issue...
THIRD QUARTER 2015
WWW.LOYALTY360.ORG
VOLUME 7 NUMBER 3
TECHNOLOGY,
TRENDS & REWARDS
BEST BUSINESS
PRACTICES
44 Simplicity at Hertz Means Great Customer Experience
34 Forging Emotional Bonds: Hiltons

Customer-centric Culture

46 How Does QVC Stay on Top of the Customer

Loyalty/Customer Experience World?
38 Meaningful Motivation in the Workplace

Can Yield Success
Paul Gordon | Rymax Marketing Services, Inc.
48 Best Western Delivers Sophisticated Customer

Engagement by Revitalizing Direct Mail
James M. Loy | Loyalty360
40 How Personalized Digital Experiences Win

Loyal Customers
Jim Dicso | SundaySky
52 Theft Right Under Your Nose: The High Cost

of Loyalty Fraud
Mike McDonnell | Connexions Loyalty
42 ebags.com Seeks Differentiation Through

Customer Loyalty
54 Best Practices in Mobile Voice of the Customer

Miguel Ramos | Confirmit
Theft Right Under

Your Nose:
CONNEXIONS fraud WHITE PAPER ad for print.pdf
The High Cost of Loyalty Fraud
How Personalized Digital Experiences

Win Loyal Customers
Loyalty Management Editorial
& Production Team
Christopher Schatzman - Editor in Chief
40
Contacts
Article Submissions & Advertising:
Ana Altamira
12:03 PM
Loyalty program points and miles

are worth billions. Hackers know it.
2 0
1 5
Contact Connexions to learn

about our industry-leading
loyalty fraud solution.
Jim Tierney - Senior Writer

Crescent Printing Company - Print Production
52
8/6/15
Could someone steal

your customers rewards?
Mark Johnson - Contributing Editor

Christopher Schatzman - Design Director
CM
REGISTER NOW!
MY
anaaltamira@loyalty360.org or
513.800.0360, ext. 217
CY
CMY
2015 Loyalty360, Inc. and/or its Affiliates.

All Rights Reserved.
Reproduction and distribution of this publication
in any form without prior written permission is
forbidden. The information contained herein
has been obtained from sources believed to be
reliable. Loyalty360 disclaims all warranties as to
the accuracy, completeness or adequacy of such
information. The opinions shared are those of the
contributing authors and not necessarily reflective
of Loyalty360 and/or its affiliates. Loyalty360
shall have no liability for errors, omissions or
inadequacies in the information contained herein
or for interpretations thereof. The opinions
expressed herein are subject to change
without notice.
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For the la loyalty
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researc wnload
fraud, do paper at
our white yalty.com
www.cxlo
WWW.ENGAGEMENTEXPO.COM
LOYALTY360 ON THE WEB
Whats New
ON LOYALTY360.ORG
WEBSITE REDESIGNS FOR LOYALTY EXPO AND

ENGAGEMENT & EXPERIENCE EXPO
A redesigned website for Engagement & Experience Expo, powered by Loyalty360,
has launched at engagementexpo.com. The new site features a more intuitive
user-interface with an enhanced layout and image-based design. All of the
resources and features you need to get registered, stay informed, connect with
others and access sessions and presentations are still there they are just easier
and more enjoyable to access!
Loyaltyexpo.com, the website for Loyalty Expo, powered by Loyalty360, has also
received a facelift.
We invite you to visit both websites, enjoy the improved
navigation and learn more about the upcoming conferences!
DIVE INTO A WEALTH OF

NEW PODCAST CONTENT
360
podcast
A growing collection of podcasts is available at Loyalty360.

org, including the Loyalty Management series of featured
columnists, the Loyalty360 Webinar series and interviews
with thought leaders in the industry. Go to loyalty360.
org/resources#multimedia?type=52 to see the collection.
Stream the podcasts directly from the site, download them
to your device, or download them in iTunes to access on
your Apple devices.
CONNECT WITH PEERS

ON BRAND PANEL
Brand Panel, Loyalty360s recently
launched online community, is a
networking site for professionals in
marketing, customer loyalty, customer
experience, customer engagement and
related fields. Exclusively available to
members of Loyalty360, Brand Panel
enables marketers to connect with each
other in a secure environment. Since
launching in the first quarter of 2015,
the community has already been
updated with new enhancements and
capabilities: include videos in your
discussions, see a ticker of industry
news from Loyalty360 and get familiar
with the site via an Introduction app.
Learn more about Brand Panel and becoming a Loyalty360 member

by contacting Mark Johnson at markjohnson@loyalty360.org.
LOYALTY FORUM: YOUR VOICE
yourvoice
Loyalty360
What recent new trend,

technology or solution that
promised to transform or
improve customer experience
or engagement has fallen
short of expectations?
No one would dispute that with the explosion

of tools, technologies and solutions available
today, its an exciting time to be a marketer. In
fact, among the biggest challenges related to
customer experience and engagement lie with
sorting through the multitude of technologies
that are available, according to Loyalty360s CX
Landscape report. With this in mind, we set out
to explore the recent trends or technologies that
have not lived up to expectations.
Our obsession with mobile devices is an indisputable fact. According to CNN, in

January 2014 Americans used smartphone and tablet apps more than PCs to
access the Internet the first time that has ever happened. We know that more than
two-thirds of Americans own a smartphone, and Nielsen research cites the highest
mobile device ownership among the Millennials (85% aged 18-24 and 86% aged
25-34).
As a constant consumer companion, the mobile

phone is a natural choice for loyalty engagement.
Yet while most people are using mobile devices more than ever before, they are still
primarily browsing devices. The opportunity to transform the consumer experience
via truly engaging native mobile apps is largely untapped. Why are so few brands
using mobile phones for order capture, purchasing and payments? As a constant
consumer companion, the mobile phone is a natural choice for loyalty engagement,
timely offers, redeeming rewards and in the moment surveys, challenges, and
user-generated content.
The technology is proven and ready to go. Starbucks is one of the few brands who
have fully embraced the mobile loyalty app and is now reaping the rewards. As of
January 2015, Starbucks reached 13 million active mobile users, and with POS and
payment capabilities, the company reported an average of 7+ million mobile
transactions in U.S. stores each week!
Kevin Nix, CEO/President | Stellar Loyalty
I believe the omnichannel experience has mostly fallen short of expectations, not
because of its impact potential (which is great), but because of retailers speed to
successfully create it for consumers. From the shoppers perspective, there are no
channels, simply brands; however, still today channel-based issues abound. Whether
its online purchases that cant be returned to stores or inaccurate loyalty point accruals
across channels and devices, efforts need to be made to create a 360 view of the
consumer rather than silo both the information and operations so a true omnichannel
experience can be had.
Jeff Sopko President, Insights & Marketing | Baesman
For lack of a better solution, there has been a trend in B2C companies using CRMs
to engage consumers. Customer Relationship Management, originally a B2B sales
solution, was never designed to help marketers understand, segment and engage
consumers who purchase, socialize and acquire specific items (SKUs); therefore, it
has fallen short of their expectations.
Brad Marg, COO | Clutch
The single largest risk in this rush to

raise the CX bar is survey assault...
The main area where I see solutions falling far short of potential are
mobile loyalty programs. Mobile apps should and can be so much
more than another variation of the main programs website. However
many loyalty programs are launching mobile apps just for the sake
of launching a mobile app, without taking the time to integrate the
mobile solution into their overall offering. This leaves the customer
wanting for more, and doesnt provide them with a well-rounded
customer experience. Launching a mobile app that a customer
downloads once but never uses again defeats the purpose of
long-term engagement. If you arent engaging w/customers via
your mobile solution, why have one to begin with
Lori Byrne, SVP Sales & Marketing | Aspire Lifestyles
The problem is not usually with the technology, but with the users
of the technology. Customer engagement needs to be personal, and
values driven, no matter what tools we use.
Al Perkinson, Vice President of Marketing | Costa Sunglasses
Most companies are taking customer experience seriously, investing

in technology and changing their cultures to stay competitive. The
single largest risk in this rush to raise the CX bar is "survey assault,"
where every department and stakeholder throws their pet questions
at customers, injuring the relationship and degrading the data. We
have the technology to listen and engage with customers in much
more authentic and productive ways. There are no more excuses. The
assaults must end.
Lonnie Mayne, President | InMoment
Programmatic media hasnt always lived up to its initial promise.

Results were not that great using simple audience profiles. We questioned
whether it was worth our clients investment in the platforms.
However, once we integrated our clients CRM data into the process,
results improved dramatically. Weve now seen programmatic media
drive very high returns for our clients. Effective targeting and strong
results all come down to the quality of the customer data you feed
into programmatic process.
Logan Flatt, SVP, Strategic Planning | Ansira
Build More Loyal & Profitable Relationships

with the Stellar Consumer Relationship Cloud.
The Stellar Consumer Relationship Cloud enables brands and sports teams
to build more loyal and profitable relationships by enriching experiences and
optimizing every interaction, from acquiring and engaging to transacting and
rewarding consumers. With the Stellar Consumer Relationship Cloud, brands
and sports teams will foster contextual, relevant, two-way engagement
across all digital, social, physical and human interactions.
To learn more, please visit stellarloyalty.com.
The Consumer Relationship Company
LOYALTY FORUM: BEHIND THE BRAND
BehindtheBrand
WITH TOM COLE, EXECUTIVE VP, CHIEF DEVELOPMENT OFFICER | ANSIRA
Tom oversees the development of key relationships with both current and new
Ansira clients. Prior to his current role, Tom was co-president and co-founder of
predecessor company RAZOR, helping to build the agency to $300 million in
capitalized billings in less than eight years.
Prior to founding RAZOR, Tom served as president of Brann Worldwide Dallas,
executive vice president of JWT and vice president of marketing for PepsiCo.
Tom received bachelors degrees in economics and business and his masters
in business administration from the University of Pittsburgh. He attended the
Harvard Business School program for Owner/President Management of privately
held businesses.
WHAT TREND OR TECHNOLOGY SHOULD MARKETERS EXPIRE AS
A FAD OF THE PAST?
There has always been a trend, or a tendency, of brands viewing
customers through the lens of their business. That has to change.
Brands have to do a better job of viewing the business through the
eyes of its customers. That will require significant organizational
changes to achieve, but the mindset must change first.
WHAT IS THE BIGGEST CHALLENGE YOU ARE CURRENTLY
LOOKING TO SOLVE?
To be best in class at data-driven customer engagement marketing,
an agency needs more top talented people collaborating from more
disciplines than ever before. Finding, attracting, retaining and inspiring
this level of talent is a significant challenge that will only grow.
WHAT DO YOU SEE AS THE NEXT BIG TREND IN CUSTOMER
ENGAGEMENT AND LOYALTY?
WHAT DO YOU BELIEVE IS KEY IN DRIVING TRUE

CUSTOMER ENGAGEMENT?
The next big trend has already happened, but most marketers are
struggling to catch up. The trend is the always on, always connected
consumer, yet marketers still seem stuck in a batch-and-blast model
that grew up in the world of advertising campaigns.
Its all about customer intelligence. A deep understanding of customers

through a single view across an entire organization is the key.
WHAT MARKETING INNOVATION DO YOU WISH YOU HAD COME

UP WITH FIRST?
I read with the announcement of its Alphabet restructuring, the
market value of Google rose to $460 billion by the next day. My first
thought was, I wish I had thought of that.
10
WHAT IS YOUR PERSONAL MOTTO?

Luck is the residue of design
WHO HAS HAD THE MOST INFLUENCE ON YOUR
PROFESSIONAL LIFE?
My father. He showed me the commitment required in order to
succeed in business, and to this day, he is my motivation to continue
learning and growing.
1
2
3
4
5
6
7
8
9
10
QUICK FIRE QUESTIONS*

WHAT IS YOUR
FAVORITE WORD?
INSPIRE
WHAT IS YOUR LEAST

FAVORITE WORD?
DICTATE
WHAT TURNS YOU ON

CREATIVELY, SPIRITUALLY,
OR EMOTIONALLY?
WHAT TURNS YOU OFF?
WHAT IS YOUR FAVORITE

(PG-13) CURSE WORD?
SEEING MY FAMILY
MEMBERS EXPERIENCE
SPECIAL MOMENTS
BLAMERS
I TRY TO AVOID PG-13

CURSE WORDS. GO STRONG
OR NOT AT ALL
WHAT SOUND OR NOISE DO

YOU LOVE?
A WINE CORK POPPING

YOU HATE?
THE BELL ON AN AIRPLANE

THAT SAYS TURBULENCE
IS COMING
WHAT PROFESSION OTHER

THAN YOUR OWN WOULD
YOU LIKE TO ATTEMPT?
I WOULD HAVE LOVED TO

HAVE BEEN A MUSICIAN.
OR A CIA ANALYST.
POSSIBLY BOTH
WHAT PROFESSION WOULD

YOU NOT LIKE TO DO?
POLITICS
IF HEAVEN EXISTS, WHAT

WOULD YOU LIKE TO HEAR
GOD SAY WHEN YOU ARRIVE
AT THE PEARLY GATES?
WELCOME
*Inspired by James Lipton on Inside the Actors Studio we asked Tom to share his quick fire response to
the questions originating from the French series, Bouillon de Culture hosted by Bernard Pivot.
WHICH BOOK(S) ARE YOU

RECOMMENDING AND WHY?
Words That Work: Its Not What
You Say, Its What People Hear by
Dr. Frank I. Luntz. Technology is
enabling more content to flow in
greater volume from more sources
than ever. But it seems like too
many people are losing the art
of communicating with impact
through concise, engaging words.
FAVORITE LEISURE ACTIVITY? DOES THIS INFLUENCE
YOUR WORK?
I have two favorite leisure activities: reading and exercising.
Reading certainly influences my work. I alternate one
business, leadership or macro-trend book for every
classic or action thriller novel I read. I also exercise
every day. Exercising has a huge influence on my work,
because it restores positive energy and gives me time
to think.
HOW DO YOU MEASURE SUCCESS OR FAILURE?

I measure success or failure by how positive change
is achieved and by how many people it impacts.
WORDS OF ADVICE FOR THE NOVICE MARKETER?
Listen longer and be a student of the business.
The minute you think you know it all, you start
going down the slope.
Listen longer and

be a student of
the business.
11
LOYALTY FORUM: 360 INSIGHTS
Customer Experience
Challenge of Listening:
Talking Points Versus Active Listening
Mark Johnson
Loyalty360
As we prepare for the 2015

Engagement & Experience Expo,
we have had the pleasure and
privilege of speaking to
stalwarts within the customer
experience and brand
engagement industry. When
reflecting on the conversations
we have had with senior
marketing executives across
such a wide swath of industry
verticals, it is interesting to
see how some are excelling
with metrics, processes and a
commitment to organizational
CX, while many others
remain challenged.
HEAR MORE FROM LOYALTY360
AT THE 5TH ANNUAL
2015 ENGAGEMENT & EXPERIENCE EXPO!
We encourage you to join Mark Johnson,
Chief Executive Officer with Loyalty360 at
Engagement & Experience Expo, a forum to
openly discuss customer, brand and channel
challenges and solutions. You will also discover
how to optimize the customer experience at
all touch-points and increase the impact of
engagement throughout the customer lifecycle.
12
Theres a challenge that still exists for most brands, and we have addressed it
numerous times. It is the challenge of listening, but it is the kind of listening that goes
further than just brands talking to customers or to their suppliers. We continue to see
a long list of talking points that too many brands overly rely on, or acronyms they
continually posit as a result of dealing with too many consultants or technology
providers who may or may not understand their challenges. The problem
is that there is no unanimity, no agreement, and no industry consensus.
One of our board members recently stated that this industry is
more disruptive of itself than any other. And this is why we
continually call for consensus and for simplicity.
We go to numerous conferences, speak to countless
brands and technology providers, and we have listened
to them all. Truly listened. And we continue to see
new challenges that, by and large, did not exist in
the 60s and 70s, or decades past. Sometimes
it seems as if we do not even have the depth of
understanding that we did then.
Larger corporations, with disparate processes
and siloed organizations and with powerful
technologies, have not led to stark improvements
for all brands. We hear of best of breed
technology that will empower via a software
developer kit (SDK), we hear of application
programming interfaces (APIs) that will
integrate disparate technologies. But the fact
remains that brands are now just struggling
with complexity. And also with being able to
provide a return on investment, to keep these
same technologies running year over year, and to
continually integrate them across growing networks.
When you speak with brands and technology
providers that truly understand the implicit and
explicit challenges in the market, you find an honest,
forthright, and candid dialogue among them.
They understand these challenges. As they look at
organizational imperatives, they understand the opportunities
that are present, and they want to know how they can
systematically integrate technologies and leverage them to
increase the efficacy of their processes.
Yet when we speak with other brands that think they get it, they only talk in
myopic buzzwords, they use catch all phrases, or they use acronyms that
they dont really understand. And, as weve talked about, there is a great deal
of confusion and obfuscation in the market.
There is a great divide between the brands that truly are

putting the customer first, and are truly open to gaining
an understanding of those customers.
We know what brands should be doing. We know what the opportunity

is for those who can effectively engage their audiences. Yet when
theyve been sold the prescriptive tool of buzzwords and acronyms
as well as metrics and measurements that are hard to
understand and cannot be quantified externally or
internally, it creates a paradigm of challenge.
We know that customers want seamless experiences. We know that

customers are now engaging brands across all channels. And in this
respect, health care providers may be compared to an Amazon in their
ability to drive consistent cross-channel experiences. This is making
some brands feel the pressure to compare themselves to Apple, for
example, or other brands that are outside their particular vertical.
But we see the opportunity to create a

paradigm shift. There is a great divide
between the brands that truly are
putting the customer first, and
are truly open to gaining an
understanding of those
customers. These brands
know that there may be
some skeletons in the
closet, or there may be a
bunch of responses that
they just dont want to
hear from customers,
but they are willing to
accept it, admit there
are challenges and ask
for help.
This is enabling guests and customers to expect more. There is a rising

tide, but the rising tide is for simplicity. As we have continually stated,
the clarion call is for simplicity and alignment. Customers want to
feel like they have a relationship with their favorite brands, and this is
missing in many respects today.
Loyalty360 will
continue putting
forth the leading
brands that are doing
amazing things. We
engage with those
brands that want to
share their challenges in
an effort to learn more, and
to join a thriving community
through content collaboration.
These are the successful brands
that are committed to building the
insights, the requisite metrics, and the
technologies required to leverage data
and customers in a new and proactive
manner. For these brands, this truly lifts them
up to be powerful players in the industry, and
enables them to engage customers in unique ways.
Weve talked in the past about a return to a mentality that used to see
people have personal relationships with a corner bookstore or the local
drug store, for example. Those businesses used to see their customers
as individuals, as people. That person behind the counter of the local
drug store used to explicitly, and sometimes implicitly, know and
understand the product needs, desires, and wants of their customers.
This is what brands struggle to do today, but not for want or lack
of technology.
Thats also why we see a continued rise in small- and medium-sized
merchants and brands that are being disruptive. They are looking at
ways they can create a new paradigm for the customers, to engage
with them. Weve heard about the challenger brands. Weve heard
about disruptive technologies. Weve heard about looking at ways
organizations and brands that actually are doing it well, and weve
heard about those that are not. Some are successful, but many more
are still struggling. Even though they may think they are doing well
internally, many only grasp at talking points without being able to
offer any real substance.
Some of the brands may be doing well, but there remains a rising tide
of customer expectations. If you step back and listen to how some of
these brands are talking about the challenges, and how they address
them, you can really see the dichotomy between those who are only
relying on the empty talking points and those who are truly making the
commitment to understanding their customers.
We look forward to working with and sharing the brands that are
making a true commitment to the customer experience. We also look
forward to bringing new metrics and insights to help these brands
create a more direct relationship to their audiences. We endeavor to
enable simplicity and alignment in this respect. And we look forward
to telling the stories of the brands that are meeting and exceeding
new challenges and finding success going forward. L
13
LOYALTY FORUM: BY THE NUMBERS
Technology
Eases Shopping Experience
90%
of Shoppers are using mobile devices to

help make purchase decisions while in-store.
30%
54% use stores mobile sites | 21% use in-store kiosk

Only 17% want to use a store app
of consumers have or will have a wearable device within the year
25%
would like to be notified

when the store is busy so
they can come back
when its more quiet
82%
want wearables to enhance
their shopping experience
Study by PowerReviews released on 5/12/15,

survey of 1021 US consumers
14
22%
want to use wearables

for touchless or
one-click payments
20%
want map to
navigate the store
Clutch's Consumer Management Platform empowers marketers with

customer insights to drive measurable results.
Centralized Customer Intelligence

Loyalty and Stored Value
Analytics and Segmentation
Omni-Channel Engagement
Are you maximizing your best customers?

clutch.com
Info@clutch.com
(888) 541-6789
Know more,
stress less
Kenticos all-in-one CMS,
E-commerce, and Online
Marketing platform means you
get to know your customers,
not your therapist.
Discover how at www.kentico.com/product
FEATURES
Passionate
Customers
Lead to Supreme Brand Loyalty at Auntie Annes
Jim Tierney
Loyalty360
When Heather Neary, Vice President of Global

Marketing for Auntie Annes the worlds largest
hand-rolled soft pretzel franchise wears her
company shirt accompanied by its logo...
...the response is genuine
and most appreciated.
Auntie Annes knows people dont just like our pretzels,

Neary explains. We are very fortunate to have very
passionate guests who looooooove our pretzels! I
cant tell you how fun it is to wear an Auntie Annes
logo shirt at the airport and have flight attendants and
other passengers come up to me to say, Oh my gosh!
Your almond crunch pretzel is my favorite! or Those mini
pretzel dogs are the best thing ever. We believe its important
to harness that engagement, loyalty, and passion.
To harness that passion, Auntie Annes developed the Pretzel Perks
loyalty app.
Its a very simple premise, Neary says. Use your app when you make a purchase
and well reward you with fun coupons and surprise-and-delight offers! Auntie
Annes believes the power of the crew (hourly store employees) is what truly
represents and provides value to the brand, as they are continuously engaging
directly with customers. As such, we believe that strong training programs and
strong employee incentive programs are the keys to success.
Yet, maintaining that simplicity is crucial to retaining loyal customers.
Our guests are inundated with messaging everywhere they go, Neary explains. We
want to make sure their experience at Auntie Annes is as simple as possible. Weve
even recently undergone some new training with our crew members to limit the
number of questions a crew member may ask a guest to keep the transaction time
minimal and the experience pleasant and positive. Our loyalty app is very easy to
use. Scan the app when you make a purchase and earn points. When you earn 300
points, you get a free pretzel! In addition, weve really looked at our stores to make
sure were not overwhelming guests with messaging through POP materials.
De-cluttering is a key theme and one that we believe is important to continue to
stress with our stores.
Gaining customer insights from data is something all marketers pursue, yet some use
that data in a more imaginative and, ultimately, profitable fashion.
16
Understand what you have, Neary recommends. In many

cases, the data you need is at your fingertips and you dont even
realize it. What are your sales numbers telling you? Whats the
message in your product mix numbers? What are your guests
trying to tell you through the transaction counts? A lot of times,
data seems overcomplicated when really its all about looking
at what you have and understanding what those numbers
are telling you.
Making intentional connections with guests is critical
at Auntie Annes, Neary says.
Understanding what our guests want from us
and engaging with them in a meaningful way are
necessary to ensure our success moving forward,
she explains. Theres a lot of noise out there. Its
important that we stay focused on the core
equities of our brand and communicate clearly
and concisely to our guests, whether that be at the
counter, or through digital or social channels. Our
guests are so very important to us. We want to hear
what theyre seeing in our stores, what they think
of our new products, our new flavors of lemonade,
our latest post on Instagram. Theres nothing more
fun to me than interacting with our guests on social
media. And in some cases, they come to us when theyre
unhappy and thats ok, too, because it gives us a chance to
make that situation a positive one for our guests.
What is Nearys main piece of advice for marketers?
Technology is an integral piece of the marketing puzzle today.

We need to be where our guests want us to be, Neary says.
Its not about what were comfortable with. Its about where our
guests want to engage with us. We work very hard to stay on
top of all the changing trends and its a bit of an art rather than
a science to figure out which new platform will take off and which
will fade into oblivion.
What customer engagement methods have worked and still work
the best for Auntie Annes?
Its really about the golden rule! Neary explains. We try to treat
our guests like they want to be treated. At the end of the day, isnt
that what makes the world go round? Auntie Anne Beiler founded
the company on the philosophy of giving back in the community
and providing excellent customer service. We teach these same
virtues to all our employees, franchisees, and crew members
today. Treat others as you would like to be treated!
Neary is so proud of the solid system Auntie Annes has in place.
Over the past 27 years, an amazing group of franchisees, crew
members, and corporate employees have all worked together to
develop a world-class brand, she says. Were fortunate in this
regard and we dont take it for granted. Its important, though,
that we keep working hard to push forward and come up with
more innovative products, services, and stores for our guests to
visit. We need to always be thinking about whats next. Curiosity
is so critical in this business and when we stop being curious, we
can become a victim of our own success. L
Listen to your customers, she says. Really listen to them.

Theyll tell you what you need to know if you truly listen to them.
Listen to your customers. Really listen to them.

Theyll tell you what you need to know if you truly
listen to them.
17
FEATURES
Meineke Repairs the Car

Care Industrys Approach
to Customer Engagement
Mark Johnson
Loyalty360
or most auto owners, proper car care and maintenance is a fact

of life. Attracting and retaining these drivers as loyal customers
is an essential part of the automotive care and repair business.
As with most industries, a large part of winning customer loyalty
is derived from how well any one brand can truly gain a deep and
comprehensive understanding of its consumers.
Of course, offering consistent and high quality service is also a large
part of success. Increasingly, a friendly smile and competent tune-up
may no longer be enough to gain a competitive edge in a crowded industry.
18
Meineke fundamentally understands these marketing challenges, and

sees a big opportunity in changing the way customers experience and
engage with the brand and its centers.
With more than 900 franchise-based U.S. and international locations,
Meineke is a leading full-service auto repair company. Everyday its
vast network of local shops helps customers take care of their cars,
so their cars dont take over their lives. The brand continues to grow
smarter about the way it conducts various strategic customer
engagement initiatives.
In an environment in which many brands are still struggling

to find a foothold, Meineke appears to be on solid ground.
Specifically, Meineke is harnessing the power of big data to leverage
important analytical insights necessary to make intelligent and
calculated decisions to improve the customer experience.
it sends customers. If a certain email marketing campaign, for example,

is opened and acted upon, and another is not, Meineke wants to
understand why.
Customer experience is not about getting people in for a single

transaction, Artemio Garza, Meinekes Chief Marketing Officer, says.
It is about building a long lasting relationship to make sure that
customers view us as a reliable partner they can depend on throughout
the years. To do that, its vital we know our customers, understand
their needs, and employ the right resources to accurately educate
them about their car care needs in a timely manner.
For messages that dont work, perhaps the message was irrelevant
and not meaningful enough to elicit a response. Maybe the right
information was sent to the wrong person? Or, as could often be the
case, maybe it was the right message, sent to the right person, but at
the wrong time.
Meinekes objective is to make the car care and repair process as simple
as possible, which is marking a shift in the way most businesses
across the auto repair industry approach the customer experience.
There are many variables to consider, and Meineke is working hard to

put the tools and technologies in place to consider them all and put
them to use in an impactful way.
Nobody has really innovated the customer experience in

the automotive aftermarket, Garza explains. It has
been very traditional in this sense. Technology
adoption from a customer experience perspective
has been relatively slow. So we view this as an
opportunity for us to do something different,
to really distinguish ourselves, and show our
customers why doing business with Meineke
makes sense, fits into their lives, and adds value.
Meineke has already laid the foundation for this
process. In an effort to personalize CX initiatives,
it has always leveraged a number of basic data
points such as maintenance details and customer car
make and model. But now there is so much more that
can be expanded upon, analyzed, and integrated in to
this process.
And this is crucial because customers are very savvy now. They
expect the brand to know more than just what kind of car they drive.
They want real-time and personalized information on purchases,
promotions, and more. This is exactly the type of integrated customer
experience Meineke plans to deliver.
It is not just about communicating with consumers about what they

want to know, it is also about doing it at the right time, said Garza.
Of course, customer feedback also factors significantly

into this equation, which Meineke gathers from
several sources. This is essential because, as one
can imagine, the multitude of distinctive customer
segments that owns and drives cars are vast and
varied. Personalizing offers for each one is a
difficult challenge. But it is one that Meineke is
ready to meet, which it does in several ways.
First, Meineke pays close attention to all
feedback channels including call centers and
surveys. This provides a baseline of what works
and what doesnt. Next, it conducts a significant
amount of research and constantly tracks the brands
health through focus groups and various quantitative
measurements. Third, Meineke leverages one of its most
powerful resources its vast network of franchisees. Local business
owners exist on the front lines of customer interaction. They operate
the shops, talk to customers daily, and are in a prime position to
gauge the efficacy of various promotions. Finally, and maybe most
importantly, Meineke is also not afraid to try new things and make
mistakes in the process.
We are constantly testing and learning, Garza said.
Understanding the habits of our consumers,making

sure that we are communicating useful information.
That is the priority. Using robust data will personalize
offers and deals that make sense for their routine.
Its about more than understanding hard data on the vehicle, Garza
says. It is also understanding the habits of our consumers, to make
sure that we are communicating useful information. That is the
priority. Using robust data will personalize offers and deals that
make sense for their routine. We now look at the customers online
experience, what they click, what they purchase, what day of the
week they come get their oil changed, and more.
This process not only keeps customers engaged and coming back, but
it also helps Meineke create targeted offers that can result in higher
spend. Meineke pays close attention to the success of the promotions
This is also how Meineke keenly navigates a new and dynamic

marketing landscape. In an environment in which many brands are still
struggling to find a foothold, Meineke appears to be on solid ground.
There has been a radical change in how we have been doing marketing
and advertising, Garza continued. It is constantly evolving, and we
are moving as fast as possible to launch new services and new tools.
And we also know that this is never going to stop. The moment we
roll out something, there is going to be more information and more
technology for us to integrate, to continue making the experience
better and better. L
HEAR MORE FROM MEINEKE AT THE 5TH ANNUAL 2015
ENGAGEMENT & EXPERIENCE EXPO!
We encourage you to join Artemio Garza, Chief Marketing Officer
with Meineke, and Brad Marg, COO with Clutch, as they present:
Delivering High Performance, Personalized Brand Experiences
to Customers.
19
FEATURES
Customer Loyalty at Bavarian Inn Lodge Is All About Creating
Enjoyable
Experiences
Jim Tierney
Loyalty360
Mission statements can often be an obligatory practice

for many marketers that arent considered, in detail, on a
daily basis.
At the Bavarian Inn Lodge, located in Frankenmuth, MI,
that is not the case.
While many people may not have not heard of the Bavarian Inn
Lodge, in April the company walked off with a Silver Award
in the Best Loyalty or Rewards Program category at the 8th
annual Loyalty Expo presented by Loyalty360 The Loyalty
Marketers Association.
Nancy Sommer, Manager of the Bavarian Inn Perks Club loyalty
program, sat down with Loyalty360 to discuss the companys
customer-centric focus and its keen awareness of its mission
statement, which is all about creating enjoyable experiences.
CAN YOU TALK A BIT ABOUT THE CUSTOMER

LOYALTY THEMES CURRENTLY HELD BY BAVARIAN
INN AND IF THOSE THEMES HAVE CHANGED AT
ALL IN RECENT YEARS?
Our Perks Club Loyalty themes mirror our company mission
statement, company core values, and the belief that if
we offer great customer service, we will be rewarded
with customer loyalty. Our loyalty themes have remained
consistent since the Club started in 1999.
Our mission statement is To Create Enjoyable Experiences.
The Frankenmuth Bavarian Inn is a progressive, familyoperated business creating enjoyable experiences in
dining, lodging, shopping, and travel-related experiences
in the unique Frankenmuth Bavarian Inn tradition. Our
Bavarian Inn corporate core values are Trust, Respect,
Optimism, and Fun. Our guests return because they trust
our brand. We have a reputation of high quality in the
products, services, and facilities we offer. Our behavior
toward our property, our guests, and each other is
respectful, courteous and appreciative. The atmosphere
in our businesses is positive and uplifting for our guests
and team members. Our guests enjoy doing business with
us because of this attitude. We feel personal values and
program values are connected. Our members connect
with and are loyal to shared beliefs.
20
The Bavarian Inn Perks Club was created in 1999 to reward the
loyal customers of the Bavarian Inn Restaurant, Bavarian Inn
Lodge, and Frankenmuth River Place Shops. The Bavarian Inn
Restaurant has served more than 20 million guests with its
world-famous all you can eat family style chicken dinners
and German entrees.
Bavarian Inn Lodge features 360 European-themed guest
rooms, indoor water park, and Family Fun Center with indoor
mini golf. Frankenmuth River Place Shops is an outdoor mall
and is a re-creation of a Bavarian village. The restaurant,
lodge, and shops are all located within walking distance in
Frankenmuth, MI, one hour north of Detroit.
HOW IMPORTANT IS LISTENING TO THE CUSTOMER

FOR BAVARIAN INN?
Listening to our customers is of the utmost importance
to us. At the Bavarian Inn Lodge, a customer survey is
sent out after each stay. Each comment and suggestion is
read and responded to quickly. We are honored to be the
Most Reviewed Hotel in Michigan by Trip Advisor. With
over 3,800 public reviews, we have responded to all of
them since 2002 when Trip Advisor began.
HOW WOULD YOU DESCRIBE THE CUSTOMER
LOYALTY JOURNEY BAVARIAN INN HAS TAKEN
IN RECENT YEARS?
Our customer loyalty journey has been rewarding for us
as a company. We have experienced a continued growth
in Club membership. We experience a longer length of
stay at our Lodge by Club members. Our members return
to make future purchases. This is evident if the high
redemption rate we experience from our members using
their reward certificates. Since the program began in
1999, we have focused on new techniques to delight and
engage our guests each year. That is the best way to gain
new members to our one resort loyalty club.
We offer benefits that appeal to the varied

interests of our members and encourage
them to visit more frequently.
WHAT DOES CUSTOMER LOYALTY MEAN TO YOUR BRAND
AND HAS THAT DEFINITION CHANGED OR EVOLVED IN
RECENT YEARS?
Many members have told us how they came to visit our Bavarian Inn
Restaurant and Lodge as children and are now bringing their children
and grandchildren. To us, this expresses the highest level of customer
loyalty, knowing we have become part of their family tradition. There
is very low attrition in our club, with existing members continuing to
refer new members. This confirms to us that personal values and our
company mission statement and core values are connected.
SIMPLICITY WAS ONE OF THE MAIN THEMES AT OUR
LOYALTY EXPO CONFERENCE IN APRIL. HOW DOES
BAVARIAN INN SIMPLIFY ITS CUSTOMER RELATIONSHIPS
TO ENHANCE BRAND LOYALTY?
We believe if we offer great service, we will get rewarded with
customer loyalty. Bavarian Inn is a small independent lodge,
restaurant, and retail business. One advantage of bring small is
that we can provide a level of service that would be difficult for large
corporations to offer.
The benefits of our Club are simple. Our members earn 10 points for
every $1 spent. Once 2,000 points are accumulated, a $20 reward
certificate is mailed to the member to be used on a future visit.
Our members receive a complimentary Family Style Chicken dinner
during the month of their birthday, exclusive member only lodging
rates and retail promotions, and special discounts on dining during
selected seasons.
Our private loyalty program is set apart by the opportunities our
members have to meet the owners and management. Each year we
invite our Club members to a reserved seating area on the beautiful
Lodge grounds to view the local Jaycees fireworks on July 3. Before the
fireworks begin, Club members are greeted by Club staff and owners.
Top Club members of the Lodge received a personal phone call from
the owner prior to the Christmas holiday. The call was made to thank
the member for their business, wish them a Merry Christmas, and to
solicit their feedback on their experiences with us over the last year.
Owners of the 1,200 seat German-themed restaurant frequently make
table visits to Club members. Top Club members are invited to special
events. One example was that in the fall of 2013, the Lodge Owner/
President held a 40th birthday party for her 1973 Volkswagen Beetle.
Top Club members and community leaders were invited to celebrate
and have the opportunity to meet owners and management. People
still talk about the success of this event even today!
MARKETERS ARE TASKED TO BE MORE DATA-CENTRIC

THAN EVER BEFORE, YET THE CHALLENGE OF CREATING
ACTIONABLE INSIGHT FROM DATA IS MORE CHALLENGING
THAN BEFORE. WHAT IS YOUR ADVICE FOR MARKETERS?
Keep it simple. All of our members have unique spending patterns.
It is important to appeal to each member of our Club. While most
overnight with us, some only dine with us, while others are primarily
shopping guests. We do use an outside service to help us analyze the
data gathered. We have a uniquely themed restaurant and lodge so
the analysis helps us target our efforts and tell our story to an audience
most likely to visit us. We offer benefits that appeal to the varied
interests of our members and encourage them to visit more frequently.
CAN YOU GIVE US A HIGH LEVEL OVERVIEW OF YOUR
CUSTOMER PHILOSOPHY AND SHARE HOW THIS
PERSPECTIVE HELPS DRIVE MORE EFFECTIVE ENGAGEMENT
AND, THEREFORE, BETTER MARKETING OUTCOMES?
Our customer philosophy can be best expressed in our mission statement
To Create Enjoyable Experiences for our guests and our fellow staff
members. Our company was built on offering a family experience
with old world service and hospitality. Our Club offers our members
a sense of being a part of our extended family each time they visit
us. Our company is now in its third and fourth generations of family
ownership. The value that is placed on the opportunity for our Club
members to meet with owners and management during their visits
has given us the opportunity for customer feedback which helps drive
our marketing outcomes.
IN A MOVE TOWARD CUSTOMER-CENTRICITY, IF YOU
COULD GIVE ONE PIECE OF ADVICE TO A BRAND TO HELP
THEM INCREASE LOYALTY AND ENGAGEMENT WITH THEIR
CUSTOMERS, WHAT WOULD IT BE?
Employees who embrace our mission statement and core values create
a positive consumer experience at the point of sale and post-sale.
Our staff has been our key to success and deliver the service that
keeps our customers coming back time and time again. Offer great
service get rewarded with loyal customers.
WHAT ARE BAVARIAN INNS TOP CUSTOMER-RELATED
PRIORITIES AND HOW DOES TECHNOLOGY, IF AT ALL,
IMPACT THOSE?
We want it to be easy for our customers to do business with us. We
currently do not have the ability for our customers to log in to see
activity in their Perks account. Our reward certificates are printed in
house and mailed out to our members after their visit with us. While
attending the Loyalty360 Expo in April, we were able to meet with
suppliers who help us achieve this goal. L
21
FEATURES
Family Atmosphere at
Harley-Davidson Instills
Brand Loyalty
WELCOME
WE WANT TO HEAR FROM YOU!

To get started:
Enter 5-digit dealership code
Jim Tierney
Loyalty360
When anyone hears the name Harley-Davidson, it immediately evokes

two things: A revered motorcycle and consummate brand loyalty.
For Shonna Smith, Marketing Director & Experience Coordinator, Blue
Spring Harley-Davidson in Missouri, customer loyalty is nearly a given after
someone purchases a Harley-Davidson motorcycle.
Loyalty360 engaged Smith in a riveting discussion about the amazing brand
power behind Harley-Davidson and supreme pride and customer loyalty.
Customer loyalty might not be more connected to any brand than to HarleyDavidson. Can you talk about the ongoing relationship between Blue Springs
Harley-Davidson and its customers, and how that is nurtured?
We are in the business of selling a lifestyle, not just motorcycles. Our

customers are purchasing their dream. Some save up their entire lives
for this one purchase. Developing personal relationships with our
customers is Blue Springs Harley-Davidsons top priority. We take the
time to learn what our individual customers like, how they ride, where
they ride, and their style. Rewarding them for their loyalty is a pleasure
for us.
We have a loyalty program through CLUTCH that allows us to reward
our customers frequently and uniquely, from purchases and participation
in events, to referring their friends and family to join our Blue Springs
Harley-Davidson family. Our loyalty program is designed to enhance
our brand and build value. We have learned that our loyal customers
have the ability to be our best sales people and evangelists for
our business.
CX is another hugely important piece of your customer-centric focus. Can
you talk about how and why CX has become a massive priority, and what
your goals are as a company in this area?
Customer Experience has to be a top priority in our business. We

couldnt succeed if our customer family didnt have an amazing
experience when purchasing from our dealership. Customers rely on
our knowledge, ability, and honesty when making their decision to
purchase from Blue Springs Harley-Davidson. We are located in an
extremely competitive market with three other dealerships to choose
from and we need to stand out. We up our game by delivering a customer
experience that makes our customers feel like family because, in all
reality, that is exactly what they are to us, family. Our goal is simple:
We want everyone who steps through our doors, whether its to
purchase their 10th bike or just to look around because they needed a
place to stretch their legs, to feel welcome, wanted, and appreciated.
22
How do you define CX?
Its all in how we make our customers feel

before, during, and after a purchase or visit
to our dealership. At Blue Springs HarleyDavidson, our customers experience needs
to outshine any purchasing or shopping
experience theyve ever received. We aim to
empower our customers with information
about the Harley-Davidson brand and products
to arm them with the knowledge to make a
confident buying decision. This entire process with the customer
creates a relationship that will directly impact their experience with us.
How do you measure the effectiveness / efficacy of the CX program?
We ask our customers. We do stages of follow ups not only on purchases

but on dealership visits. Our sales and service team, along with our
CRM call each customer after a visit or phone call to our dealership
within 24 hours. Customer Experience Surveys get sent out to each
motorcycle buyer on how they rank their buying experience with Blue
Springs Harley-Davidson. All of these followups are compiled into a
CXI report. With this data we improve our processes and train our
staff to ensure it benefits our customers and their experience with
Blue Springs Harley-Davidson.
How does the Voice of the Customer feedback impact your
customer experiences?
The impact is tremendous. We are always looking for ways to improve.

We are constantly tweaking our policies to better cater to our customer
base as a whole. Customer feedback is crucial by letting us know
whats working, what our customers needs are, and where changes
need to be introduced.
Build your brand value in your customers

lives and they will remain loyal to not only
the brand, but also to you.
What keeps you up at night as a marketer? What is your biggest challenge?
Creating an environment where most, if not all, needs of employees

and customers are being met. The biggest challenge for me is
balance. We need to create value without discounting our products.
The Harley-Davidson brand speaks volumes and the Blue Springs
Harley-Davidson brand needs to meet and exceed those expectations.
the value of our brand ensures more engagement as we move

forward. Communicating the benefits and showing appreciation
by rewarding customer loyalty and interaction creates a positive
outcome for all involved.
Has there been an ah-ha moment in this journey?
In a move toward customer-centricity, if you could give one piece of advice to

a brand to help them increase loyalty and engagement with their customers,
what would it be?
There have been a few, but the moments that have made the most
impact are not only when we succeed, but also when we dont quite
hit our mark with a customer, when we could have done better. Retail
is an evolving business and change is a necessity in order to achieve
success. How things worked 10 years ago, three years ago, or two
months ago may not work today. We have made a commitment to always
be better today. Once we realized this fact we have continuously
improved our customers experience and our business in its entirety.
Care. Care about the people who are choosing YOU to do their business
with. Customers have options. They can go elsewhere to spend their
time and money. Our family of
customers chose us because we
genuinely care about them,
we listen to their feedback,
and strive to deliver the best
buying experience.
Simplicity was one of the main themes at our Loyalty Expo Conference
in April. How do you simplify your customer relationships to enhance
brand loyalty?
What do you think is the key

to acquiring and retaining
customers today?
To create brand loyalty, customers need to feel your brand and

products have value. Customers need to feel they have value to your
business. Build your brand value in your customers lives and they will
remain loyal to not only the brand, but also to you.
Provide an experience customers

hold on to, an experience they
love and they want to share
with their family and friends.
By creating an exceptional
experience, a relationship
develops resulting in customer
retention based on trust. When
customers trust the brand,
products, and staff helping them
achieve their dreams, they will
remain loyal, in turn, growing
your business. Blue Springs
Harley-Davidson has grown by
welcoming our customers into
our family. We share love of the
Harley-Davidson brand. It is our
goal to be a positive force for
our brand and an advocate for
our customers who choose to
live the Harley-Davidson dream
through our dealership. L
Marketers are tasked to be more data-centric than ever before, yet the
challenge of creating actionable insight from data is more challenging than
before. What is your advice for marketers?
Set goals. Communicate with your staff. Communicate with customers.

Have a loyalty program that is easy to understand, to navigate, and
to expand. CLUTCH has allowed us to enhance our program which
resulted in growing our customer base and increasing customer
satisfaction. Review key metrics such as: Sales dollars, redeemed
loyalty benefits, and customer satisfaction will give insight on your
customers and brand focus.
Can you give us a high level overview of your customer philosophy and share
how this perspective helps drive more effective engagement and, therefore,
better marketing outcomes?
We are successful in our business because of our customer base, their

commitment to us, our brand, and this lifestyle. Knowing how to build
Photographs courtesy of Rachel Dunning of Rae of Hope Photography
FEATURES
Hospitality
Triggers Customer Loyalty at
Jim Tierney
Loyalty360
Everyone wants to be happy, and everyone wants a

memorable experience wherever they go.
At Hwy 55 Burgers, Shakes & Fries, those two
aspirational goals come together in a seamless,
wonderful way.
Hwy 55 Burgers, Shakes & Fries has restaurants in eight
states: North Carolina, South Carolina, Tennessee, Ohio,
Virginia, Florida, Alabama, and Texas.
Happiness is the theme of each and every one of those
restaurants, according to Andy Moore, Director of
Communications for Hwy 55 Burgers, Shakes & Fries.
We are a brand in the business of happy experiences,
Moore says. We hold the door open for our guests
when they walk in our restaurants, and we cook an
amazing burger in front of them at an open-air grill.
When youre dealing in such personal, face-to-face
interactions, where a smile can make or break an
experience, CX is everything.
Hwy 55 Burgers, Shakes & Fries comes from
humble beginnings.
The first Hwy 55 opened in a mall in 1991, and there
were no deep-pocketed investors to help market our
restaurants against the other burger brands at that
time, Moore recalls. We were forced to grow our
customer base organically, allowing our guests to be
the biggest proponents for our growth. Over 24 years,
theyve showed us the power of a CX-driven focus.
Moore says the brand promise is to Provide a fun
restaurant experience that satisfies customers hunger
for fresh food and hospitality.
As a result, the companys CX policy is defined by
the touch points where its guests receive an
amazing experience both inside and outside
via a robust loyalty program.
24
If our guests can say that they not only enjoyed the
way they were treated at Hwy 55, but theyd recommend
our brand to a friend or colleague, then we know theyre
willing to put their reputations as tastemakers on the
line for Hwy 55, Moore explains. Our extensive
surveying hinges on that proposition, and its the
starting point for how we define the efficacy of the
customer experience.
For the companys loyalty program, specifically, We
check sales to see a correlation between an increase
in loyalty program signups and same-store sales
increases, Moore says. We also work with our loyalty
partner, FiveStars, to monitor each stores frequency
compression a metric that shows guests increase in
visits once they become loyalty members.
For 2015, Moore says the company has experienced
monthly same-store-sales growth of 6%-8%, a number
that has risen along with the user base. With average
user bases of 1,050 guests per store, company officials
can confidently track a correlation with sales.
Involve
all your
employees
in your
mission.
On a broad level, Hwy 55 Burgers, Shakes & Fries

hesitates to make sweeping changes based off
customer feedback.
We are confident in our products and overall brand
proposition, and we believe that catering to every faddish
whim ultimately will dilute what made us special in
the first place, Moore says. That being said, many
initiatives from our loyalty program to our Own
It! campaign, in which hundreds of customers sent in
recipes for our 2014 monthly specials were directly
driven by voice of the customer feedback. We will
continue to proactively survey our fans and take every
email, voicemail, and online review seriously.
A wonderful feature of the companys

loyalty program is that it sends
time-sensitive deals to its 120,000 members.
There have been several moments over the past few
months where Ive been with friends or family members
at the moment theyve received the deal, Moore says.
We try to make the deals really great, and seeing their
eyes light up has made me realize were not so much
driving traffic to our stores, were building relationships.
Thats been fun.
Hwy 55 Burgers, Shakes & Fries has a simple and
straightforward reward structure.
You receive one point per visit, and those points can
be exchanged for free scoops of frozen custard, free
specialty sandwiches, or later on, a free meal, Moore
explained. I dont think well ever move toward a more
convoluted point structure.
Kenney Moore, the companys founder and president, is
a big proponent of servant leadership; the philosophy of
each and every employee from the CEO down putting
others needs before their own.
Andy Moore says. Before a marketing decision is

made, we ask ourselves if our customers who we
feel pretty attuned to by now will respond well to it.
Then we roll.
Involve all your employees in your mission, Andy
Moore says.
On Aug. 4, we closed down all our stores and threw
an employee appreciation rally at the Durham Performing
Arts Center to celebrate the year had by our cooks, wait
staff, and operators, he explains. We drove home the
message that all of us are in the business of making
people happy whether were signing up loyalty
members or treating first-time guests like theyre
family. We believe strongly that our mission is to love
our neighbors, regardless of background or relationship
with the brand and as a sign that we got the message
across, Love Your Neighbor" was trending on Twitter in
North Carolina at the rallys end.
What is the key to acquiring and retaining customers
today?
Hospitality, Andy Moore explains. At the moment,
the restaurant industry is gradually improving and will
benefit in the future from younger demographics
eating out more which will inevitably result in a more
competitive marketplace. And its already pretty damn
competitive! We believe that authentic hospitality and
a quality product will be how you keep customers.
Because there are just too many options to waste your
time on a bad meal. L
We feel like this creates a universal desire within our

company to put customers needs first, since, in this
power dynamic, they sit at the top of the pyramid,
25
LOYALTY FORUM: Q&A
Ask the Experts:

With the advent of social, mobile and other
emerging technologies, how do brands
effectively improve the customer experience
and engage their audiences in this challenging
and very dynamic marketing environment?
The commonality of existing and emerging communication technologies is the

immediacy of conversations taking place on them, the ubiquitous access to
information enabled through them, and the convenience of their usage.
Immediacy is becoming a consumer expectation and there is no longer a
line between reaching out to businesses vs. friends or family. Generation
Y, or anyone with the millennial mindset, is no longer tech-savvy they are
tech-dependent. And mobile/social are the cornerstones of their lives. What
does this mean for brands? Communicate often, but add value.
Communicate
often, but
add value.
Customer service is the new marketing, so dont over-broadcast your carefully

crafted marketing messages theyll get torn apart anyway. Use the opportunity to make
your customers smarter, help them discover and make things easy for them. Studies show that
self-service is preferred by customers over live service with wait times and poorly trained agents.
An increase in inbound self-service or automated outbound communication does not equate to
an increase of costs like it does when live agents are used for the engagement. On the contrary,
it can actually reduce costs. Reaching out more often means more engagement, and thats what
is important to brands.
Given the dynamic nature of mobile and social, only cloud infrastructure can provide the
flexibility needed to respond. Engaging in a 12-month pilot without further commitments or capital expenditure with quick ramp-up and no further risk? Not possible in the old, pre-cloud world.
Embrace the new. Be brave. Try things out, while mitigating risk. Your customers will appreciate
your attempts at making things easier for them. And mobile/social = easy.
Tobias Goebel, Director of Emerging Technologies | Aspect
26
The greatest impact that emerging and digital technologies such as

mobile and social have on customer experience isn't the way it
changes how companies serve their customers. It's the ways that
these disruptive forces have and will continue to radically change
customers expectations of the companies that wish to serve them.
Dramatically reduce complexity, making

experiences easier and more enjoyable.
Todays smart, digitally-enabled customers have greater expectations

of service, less tolerance for mistakes, and a higher likelihood than
ever of leaving if expectations arent met. When it comes to more
effectively serving and engaging your customers in this swiftly changing
environment, there are many different things a brand can do to
improve customer experience and help drive engagement.
In todays mobile-first, digitally-driven world the challenge for brands

is to focus all their efforts on meeting and, where appropriate, exceeding
customer expectations.
These are five of the most critical:

1) Learn to listen to and better understand your customers, their wants
and their needs.
Make no mistake - this won't be easy.

For most companies, it will mean making customer experience a true
priority, and consistently delivering the seamless, end-to-end experiences
your customers don't just expect, but demand - regardless of segment,
journey, channel or device.
2) Align your company around meeting the needs of your most

important customers.
3) Identify and eliminate the persistent pain points that exist in every
customer journey.
Michael Hinshaw, President | McorpCX
4) Dramatically reduce complexity, making experiences easier and

more enjoyable.
5) Leverage technology to make digital interactions more personal,
and personal interactions more effective.
Lets face it were all living in a state of digital fatigue. You feel it,
I feel it and your loyalty members certainly feel it too. Using direct
mail as the primary driver of your loyalty program can not only
break through the digital noise, but your members and prospects
enjoy receiving mail! Consumers appreciate its tangibility, flexibility
and once-a-day frequency. This is reflected in exponentially higher
response rates over digital and mobile channels according to the 2015
DMA Response Rate Report.
With todays sophisticated digital print technology and workflows,
you can use consumer data to create highly-personalized content
and offers on paper that were previously only available through digital
channels. And while direct mail is primarily a customer acquisition
method, it can be used for customer experience and engagement
efforts as well. Using customer data, you can send personalized offers
that address each recipients individual needs, goals and pain points.
Thats not to say its all or nothing with direct mail. Its high response
rates can augment your digital efforts, with technologies such as
personalized URLs, Augmented Reality, and QR codes driving members
to digital channels and creating a more omnichannel approach to
your campaigns.
Give direct mail a try and let your members do the talking. Youll see
increased response and involvement with your customer loyalty and
engagement efforts.
Debora Haskel, VP of Marketing | IWCO Direct
27
LOYALTY FORUM: TRENDING NOW
Trending
NOW
PERSONALIZED VIDEO
Personalized video, also known as viewer-driven video, smart video or interactive video,
is catching on in industries where customers confusion about bills and statements can
negatively impact satisfaction and drive up call center costs. Companies in insurance,
telecom, utilities and other industries are presenting customers with uniquely designed
videos that make their bills and statements easy to understand. Personalized videos
are also being used to engage customers with relevant content at other critical stages
of the customer lifecycle, by delivering highly personalized messages when, where and
how the customer prefers to receive them.
Brands
that offer
Personalized
Video:
COALITION LOYALTY PROGRAMS
While not a new concept, especially in markets like Canada, Europe and Australia,
coalition loyalty programs are gaining attention in the U.S. Plenti, a U.S.-based loyalty
coalition operated by American Express, was heralded as the first U.S.-based loyalty
coalition when it launched in May 2015. The program offers members the ability to
earn points and save on items at lots of different retailers, including Macys, AT&T,
Rite Aid, Exxon and more, regardless of the payment method used. Coalitions for fuel
rewards and airline frequent flier miles already exist in the U.S. and programs like
Nectar and Air Miles Canada have proliferated in other markets around the world.
Coalition
Programs
to look for
in the U.S.:
SURPRISE AND DELIGHT LOYALTY TACTICS
As it becomes more difficult to differentiate based on a loyalty program alone, many

brands are making surprise and delight a critical component of their loyalty strategies.
Surprise and delight elements are being used to establish emotional connections with
consumers across any and all consumer touch points customer experience, customer
engagement, events, social media, mobile marketing, email communications and more
with the ultimate goal of building long-term customer loyalty. Such tactics are often
used as a complement to, rather than a replacement of, a traditional loyalty program
and may include invitations to exclusive events, access to new products before they
launch or simply being surprised with a free product at the point-of-sale.
28
Brands that are

Surprising and
Delighting
Customers:
TM
SERVICES INCLUDE:
The Customer Engagement Agency
DATA SERVICES
MARKETING
INTELLIGENCE
AND ANALYTICS
Empowering clients to
unleash the full value of their
customers by transforming
big data into intelligence-driven
marketing and customer
engagement.
ansira.com
ATLANTA
LOYALTY
STRATEGY
DIRECT AND
DIGITAL CHANNELS
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Brierley+Partners offers proven CRM, Loyalty

and Customer Engagement solutions.
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Contact us today at 800-899-8700
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GLOBAL CRM + LOYALTY INNOVATORS
LOYALTY FORUM: BEHIND THE BRAND
...always live
in the steep
part of the
learning curve.
As CEO, Javier Flaim is responsible for the overall vision and strategic
direction of the company scaling and growing the Recyclebank
behavior change platform by partnering with communities and
brands to educate and encourage consumers to make smarter,
more sustainable choices for a waste-free future. Through his work
at Recyclebank, he is able to combine his passion for sustainability
with his dedication to innovation.
BehindtheBrand
WITH JAVIER FLAIM, CEO | RECYCLEBANK
PLEASE GIVE US A LITTLE BACKGROUND ON YOUR FOCUS AT

RECYCLEBANK AND QUICK RECAP OF HOW RECYCLEBANK
EVOLVED OVER THE PAST 10 YEARS TO ANSWER THE NEEDS
OF TODAYS CUSTOMER.
We started with a simple idea: could incentives get people to recycle
more? The answer was yes! Waste disposal is one of our largest
economic and environmental issues of our time and recycling is
one of the easiest ways to start making a difference.
For more than 10 years, Recyclebank has been working toward a
waste-free future by focusing on the real-world impact of inspiring
and motivating individuals. As the first rewards-for-recycling program
of its kind, it introduced the principles of a circular economy to a
mainstream audience. By partnering with communities and a variety
of brands, Recyclebank leverages its Marketing-as-a-Service (Maas)
Platform utilizing data, education and incentives to encourage more
than 4 million members to make better purchasing and disposal
habits. A certified B Corporation, Recyclebank is headquartered in
New York City.
30
WHAT IS THE BIGGEST CHALLENGE YOU ARE CURRENTLY LOOKING

TO SOLVE?
Waste! We at Recyclebank want a waste-free future. And we know
its difficult. The latest recycling rates in the U.S. were at a relatively
stagnant 34% theres a big upside opportunity to increase that
number, improve the quality of recycling (by tackling contamination)
and reduce our overall waste. Theres over $1.2 billion in infrastructure
needs in waste waiting to happen but its difficult to find funding and
support for some initiatives given recent dynamics in the recycling
industry. But we are optimistic better yet, we are resolute in our
drive to find solutions that work. We cannot do it alone we need
the help of industry, private sector, public sector, universities,
non-profits. Together, we believe we can make a real impact towards
a waste-free future!
DO YOU (OR WOULD YOU) LIKE TO VOLUNTEER? WHAT ORGANIZATIONS
OR CAUSES ARE YOU MOST PASSIONATE ABOUT?
Generally, organizations that help protect our natural habitat and
environment are ones I get very much behind. From Ocean Conservancy
to National Geographic to World Wildlife Fund, these are a sampling
of organizations that are doing a big part to make the world a better
place for future generations.
Left: Javier and his family...

and Dog!
Glove Image: Javier Flaim

at a Recyclebank Earth Day
community event. We teamed
up with MillonTreesNYC to help
clean up and plant trees at Wolfes
Pond Park in Staten Island.
WHAT IS YOUR
FAVORITE WORD?
WHAT IS YOUR LEAST

FAVORITE WORD?
WHAT TURNS YOU ON

CREATIVELY, SPIRITUALLY,
OR EMOTIONALLY?
WHAT TURNS YOU OFF?
WHAT IS YOUR FAVORITE

(PG-13) CURSE WORD?
Be optimistic, be compassionate and always live in the steep part

of the learning curve.
WHAT BOOK ARE YOU RECOMMENDING & WHY?
Nudge by Richard Thayler and Predictably
Irrational by Dan Ariely. Both books are in the
field of behavioral economics or the study of
motivations and predictions around how and why
consumers make (rational and at times irrational)
decisions. We are in the business of motivating
individuals for good in our case, elimination
of waste. And these books are great reads that
really make you examine as an individual, as a
consumer, as a person in business how to
best construct systems that can create positive
outcomes for our planet.
NO. (FOLLOWED BY, WE

TRIED THAT ALREADY).
PASSION & ENERGY. WHEN

YOU WALK OUT OF A ROOM
WITH MORE ENERGY THAT
WHEN YOU WALKED IN TO
A ROOM.
THE OPPOSITE!
OH SHOOT, THOUGH
HONESTLY THE NON PG-13
VERSION HAS BEEN KNOWN
TO INADVERTENTLY ESCAPE
MY MOUTH.
LAUGHTER ESPECIALLY
[MY] CHILDRENS!

YOU HATE?
SIRENS. THOUGH WITH

OFFICES IN MANHATTAN,
ITS TOUGH TO AVOID.
WHAT PROFESSION OTHER

THAN YOUR OWN WOULD
YOU LIKE TO ATTEMPT?
TEACHER/PROFESSOR. OR
SURGEON. SOMETHING
TOTALLY DIFFERENT.
IF HEAVEN EXISTS, WHAT

WOULD YOU LIKE TO HEAR
GOD SAY WHEN YOU ARRIVE
AT THE PEARLY GATES?
WHAT IS YOUR PERSONAL MOTTO?
OPTIMISM.

YOU LOVE?
WHAT PROFESSION WOULD

YOU NOT LIKE TO DO?
Javier and his family

at a recent vacation in
the Ica Desert in Peru.
1
2
3
4
5
6
7
8
9
10
QUICK FIRE QUESTIONS*
NOT MANY I CAN THINK OF,

ID TRY ALMOST ANYTHING
(FOR A DAY).
WELCOME...
*Inspired by James Lipton on Inside the Actors Studio we asked Javier to share his quick fire response
to the questions originating from the French series, Bouillon de Culture hosted by Bernard Pivot.
IF YOU COULD INVITE ANY THREE PEOPLE TO DINNER (PAST OR

PRESENT), WHO WOULD THEY BE AND WHY?
Steve Jobs, Anthony Bourdain, Pope Francis and Bono drops in for
a cocktail. Great innovation, spectacular food, engaging spirit and
some great music to boot!
IF YOU WERE NOT DOING WHAT YOU DO TODAY, HOW WOULD YOU BE
SPENDING YOUR TIME?
Definitely time with my family my wife and children, now 12 and 9
years old. Theyre growing up so fast! Perhaps a nice long bike ride
as well!
WE LIKE TO END THESE INTERVIEWS WITH SOME WORDS OF WISDOM.
WOULD YOU PLEASE SHARE A TIP OR KEY LESSON YOUVE LEARNED
OVER THE YEARS?
[See personal motto] Plus I would advise that one simply does something
that matters. Is what youre doing making a difference in this world?
Id like to be able to look back at my life (family, work, community,
spiritually) and answer an emphatic yes.
31
LOYALTY FORUM: LOYALTY INNOVATION
Loyalty
Innovation
Products,
Advancements &
Technologies
At Idomoo, we believe that one size doesnt fit all. We believe organizations
should communicate with each customer through a personal video story that
is bespoke to their needs and preferences.
With the new Dynamic Story Suite, from now on, the power is at the hands of
the marketer to create a unique CX and deliver standout, meaningful,
memorable and relevant stories to each customer personally.
An advanced SaaS based wizard tool to build, structure and customize the
personalized video, the Storybuilder is where the wisdom of the video is
defined. The output is a Storyboard that has the logic and content of the
video campaign.
The Storybuilder allows you to choose ready-made video scenes that are
ready to be plugged in to be part of the video flow. Additional new scenes can
be uploaded to the Scene Library, that is part of the Storybuilder and easily
added to the video flow as dynamic scenes.
The Storyboard can tell adaptive stories. It applies business logic to decide in
real time, which scenes will be shown and in which order based on scene
selection rules. The Storybuilder is used for configuring each scene: selecting
colors, deciding if the parameters are static or dynamic, setting values for
static parameters, setting audio and all video parameters that the brand
might be interested in customizing.
Restore the 1:1 connection to your customers in this always on digital world
with Personalized Videos. www.idomoo.com
Mobeam is making its mobile beaming technology SDK

available to developers, enabling them to create their own
android-based applications utilizing barcodes or other
applications of beaming. A collection of self-service APIs
and tools, the Mobeam SDK license will be offered free to
developers for an initial period of 120 days with extensions
available on a case-by-case basis.
Mobeams patented light-based beaming technology
overcomes technical barriers and enables point-of-sale
(POS) laser scanners to read barcodes on Android mobile
devices. Popular mobile payment apps rely on NFC or
other technologies that communicate with credit card
payment terminals, but not with scanners. Mobeam
enables true mobile wallets, meaning payment apps can
now carry loyalty cards, membership cards, gift cards,
tickets, vouchers and coupons, providing them with
universal POS access at retailers. Mobeam technology
integrates with all existing mobile payment apps.
Mobeam operates with more than 200 million Samsung
phones, and the company is in talks with other
manufacturers to expand the technology to other market
leading devices.
In addition to mobile wallet applications for retail, multiple
other industry segments are evaluating concepts for
transmitting barcode-based content, including travel,
transportation, loyalty, manufacturing and health care.
The Mobeam Beaming SDK for Android provides APIs for
developers to generate and beam a variety of barcodes
including UPC, EAN, Code 128, Codabar, GS1 Databar
and others.
Developers can download the free SDK and access
documentation at Mobeams developer portal at https://
developer.mobeam.com
Verint Identity Authentication Helps Enable Faster

Customer Verification and Stronger Fraud Detection
in the Contact Center
For contact centers, the effectiveness of security
questions is declining. Professional fraudsters can
answer the questions thanks to stolen customer
records from cyber breaches. Is there a new solution
that strengthens fraud detection without impacting
customer experience?
Enter Verint Identity Authentication and Fraud
Detection: a passive authentication solution that
automatically identifies known customers or
fraudsters by analyzing the callers biometric
voiceprint in the background of a call. The solution
uses passive voice biometrics, which does not require
a passphrase to be spoken. It can enroll or verify a
callers voiceprint in the background of a call, as well
as verify customers after hearing 10-15 seconds of
caller talk time notifying the agent of a match. This
lets contact centers reduce security questions, which
improves customer experience and reduces agent
handle time.
Another benefit to the Verint Identity Authentication
and Fraud Detection solution is that it can significantly
improve fraud detection. It can enroll voiceprints of
known fraudulent calls into a fraudster database.
When a known fraudster calls, his or her voiceprint
triggers detection even if they answer the security
questions. This becomes a significant deterrent to fraud.
The Verint Identity Authentication and Fraud
Detection solution is native to the Verint Call
Recording platform and available out-of-the-box.
Inquisium (formerly Cvent Web Surveys) helps

businesses of all sizes, across all industries create
compelling feedback programs that glean actionable
insights. With our easy-to-use feedback management
platform and specialized survey expertise, our
customers are able to better understand the world
around them. Inquisium understands human
connection like few other technology providers and
since people are at the core of every data point, we
have a big advantage over traditional survey companies.
Additionally, survey and feedback management
programs have become an essential part of
organizations decision-making processes. Inquisium
has a wide range of unique features that make it easy
to create effective feedback programsno matter
how simple or complex.
Solutions Inquisium provides include:
Voice of the Customer
Employee Engagement
Event Feedback
Training & Development Feedback
Hospitality Feedback
Enterprise Feedback Management
Directors & Officers Questionnaires
Where customer experience and business results collide, disruption is the new
norm. Tahzoo is at the forefront solving the biggest and most complex customer
experience (CX) problems. Coupling innovative thinking with engineering rigor, we
provide our clients with the services and solutions needed to deliver relevant and
personalized customer experiences. An end-to-end 21st century CX agency,
Tahzoo is pioneering with big brands to think differently about customer experience.
Todays global enterprises increasingly rely on digital CX solutions to help
differentiate their branded customer experiences. After doubling in growth, year
after year and upon identifying this need, we merged with Netherlands-based
digital agency HintTech. Through the merger, Tahzoo has more than doubled in size
to become one of the largest independent CX agencies. Providing Fortune 500
clients with a range of industry-leading CX consulting services incorporating
change management, customer insight, content and data strategy, analytics and
user experience design plus complete implementation and integration of
marketing technology solutions including Web Content Management (WCM),
Digital Asset Management (DAM), Customer Relationship Marketing (CRM),
Marketing Automation and eCommerce. Tahzoo will also be able to take advantage
of HintTechs global delivery model and deep subject matter expertise to offer
customers expanded scalability and 24x7 global support.
This merger further expands Tahzoos footprint across North America and Europe
and will complement Tahzoos global client base in the financial services, retail,
manufacturing and business services industries.
Learn more about digital transformation by visiting us here: www.Tahzoo.com.
Shoes are optional.
Exchange Solutions Smarter Loyalty for IBM Commerce helps retailers drive
retention, customer lifetime value and profitability by identifying, valuing and
closing high-value "customer behavior gaps" (valuable behaviors that customers
are not performing). Whether enhancing an existing loyalty program, or
implementing a new one, this solution enables one-to-one customer engagement,
using individualized incentives to drive incremental behavior change.
Solution capabilities include:
Individualized Behavior Gap analysis determines un-tapped customer potential
"Propensity to Perform Intelligent Rules Engine, which distributes just the
right value of incentive, to the right customers, to obtain the desired
incremental behavior
True one-to-one customer engagement, providing customers with a choice of
targeted incentives
Interaction Management in real-time, in all channels
Currency / Point Bank to manage all customer interactions, fulfillment
and redemptions
Ongoing optimization based on machine-based learning
Smarter Loyalty is the only loyalty solution to be validated by IBM as Ready for
Smarter Commerce for WebSphere Commerce. It is also seamlessly integrated
with IBM Tealeaf and IBM Digital Analytics, requires no additional capital
expenditure and is delivered via a cloud-based platform and supporting
processes / analytics. Smarter Loyalty is available under a fee-forservice model or via a performance-based fee structure to lower
upfront investment and risk.
TECHNOLOGY, TRENDS & REWARDS
Forging Emotional Bonds
Hiltons Customer-centric Culture

Jim Tierney
Loyalty360
Its always interesting for brands to hear what other brands are doing or thinking about the state of marketing, customer
loyalty, customer engagement, technologies being used to reach certain goals, and the attendant challenges.
Loyalty360 had the pleasure of interviewing three top executives at Hilton Worldwide about those very topics.
Heres what they had to say:
Kieran Donahue | Vice President of Marketing

Americas at Hilton Worldwide
What is the state of marketing today?

The media landscape and the way people
consume and share news and information is
constantly changing. It means that we have
to find new ways to tell our stories leveraging
different channels, tools and approaches. The
expression content is king has never been
more true, but in todays crowded contentmarketing space, we should all be asking
what kind of content were creating. Its
strength. Its value.
What will be the biggest challenge for
marketing in the next three to five years?
The biggest challenge for marketers in the
next three to five years is to simply add value.
We ask consumers to share our content,
recommend our brand to friends, but what
are we giving them in return? Now, and future
forward, brands must tap into consumers
rational, emotional, and societal needs to
make sure we are giving not just receiving.
Marketers are tasked to be more datacentric than ever before, yet the challenge of
creating actionable insight from data is more
challenging than before. What is your advice
for marketers?
The good news is that marketers have access
to data that can be sliced and diced and
analyzed in millions of ways. The bad news is
that data itself is not an insightthis is where
time and analytical thinking become crucial.
Facts, trends, and observations are not insights,
but rather it is the connection between them
that helps us find the white space and
opportunity for to connect with consumers.
34
We recently analyzed data and feedback

from more than 44 million HHonors members.
We learned something simple, but very
important, that guests want greater choice
and control when it comes to their stay. In
learning this, one of the first things we did
was introduce new technology to enable our
guests to select not just their room type, but
the exact location in the hotel.
They can also customize their stays by
purchasing upgrades and making special
requests for items to be delivered to their
room. Soon, guests will be able to order food
and beverages ahead of time.
Can you give us a high level overview
of your customer philosophy and share
how this perspective helps drive more
effective engagement and, therefore,
Our vision is to fill the earth with the light and
warmth of hospitality. At Hilton we want to
be the preeminent global hospitality company
the first choice of guests, team members, and
owners alike. In order to do this we have to
always put our customers first.
Providing top-notch service has always been
at the crux of our business. It is our No. 1
job to make sure our guests have the most
positive experience when they stay with us
so that they leave feeling like they were
well cared for during their stay. At Hilton,
its about putting the guest first and
offering unique ways to personalize their
stay and ultimately achieve the greatest
level of satisfaction.
When we put our customers first we are able

to engage with them in more meaningful ways
and establish a mutually beneficial outcome.
Our customer philosophy allows us to create
third-party brand advocates who are loyal to
HHonors because of the level of service and
consistency they know they can expect from us.
In the move toward customer-centricity, if
you could give one piece of advice to a brand
to help them increase loyalty and engagement
with their customers; what would it be?
What would it have been two years ago and
what might it be in two years?
If I could give one piece of advice to help
brands increase loyalty and engagement, it
would be to get to know who their customers
really are and what they really need. Two
years ago, it was all about the brand, but
today the focus is about what the customer
needs and more specifically what the brand
can do for them.
Continued on page 36
The biggest challenge for

marketers in the next three
to five years is to simply
add value.
35
TECHNOLOGY,
TRENDS & REWARDS
FEATURES
Hilton continued...
Mobile devices are becoming travelers

remote controls, enabling them to shape
and steer their entire travel experience in
a meaningful way.
Andrew Flack | Vice President Product Marketing, Customer Insights

& B2B Marketing at Hilton Worldwide
The clarion call for todays marketing strategist is engagement.

How do you define engagement? What key step can best drive
audience engagement today?
For Hilton, engagement is about driving outcomes based on what we
do, rather than what we say. It means increasing guest trust through
our products, service and overall experiences.
For example, our members have the option to check-in and choose
their room from a digital floor plan via their mobile device, which
means they know exactly where they are going and what they are
gettingright down to the thread count on their bed linens.
We also ask for feedback and take it seriously when its shared. For
example, our members were vocal about the need for free Wi-Fi and
the fact that it would make their travels easier. So we listened closely,
tested out different options and recently announced that will provide
free Wi-Fi to all Hilton HHonors members when they book directly
through us for their stays starting this summer.
With the advent of social, mobile and other emerging technologies,
how do brands effectively improve the customer experience and
engage their audiences in this challenging and very dynamic
marketing environment?
Were committed to offering our guests unique experiences that
enrich their travels. The individuals at our properties who serve our
guests day in and day out are passionate about their work, and its
something our customers appreciate.
Our expert concierges are willing to handle requests no matter how
difficult or unique, as demonstrated by our True Waldorf Service
program with dedicated personal concierges for guests before, during
and after their stays. Our executive chefs are always experimenting
with new ways to satisfy our guests taste buds and stay ahead of the
curve. And, our front desk staff offers a friendly welcome to all,
including our Huanying program, which is tailored to the Chinese
traveler, offering a customized hospitality experience during their stay
with the importance on arrivals to more than 110 Hilton Worldwide
properties globally.
To further improve our customer experience, we extend benefits to
guests who book directly with us. Benefits include the lowest prices
available, digital check-in and room selection and HHonors Points and
36
benefits, including special bonus offers, complimentary breakfast, late

check-out and much more. And, later this year, we are introducing
mobile-enabled room keys to all U.S. hotels across four Hilton brands:
Waldorf-Astoria Hotels & Resorts, Conrad Hotels & Resorts, Hilton
Hotels & Resorts and Canopy by Hilton. By the end of 2016, mobileenabled room keys will be deployed globally across 11 of Hiltons
brands. This will allow guests to use their smartphones to skip the
front desk and go straight to their rooms upon arrival, making their
stay with us even easier.
Beyond the on-site experience, Hilton Team Members are available
to assist our guests via Twitter, Facebook, FlyerTalk, phone and email.
Weve prioritized trainings for our Team Members so we can be
present across all channels and communicate with guests on the
channel they prefer most.
What are the challenges you see with multichannel communication
for todays marketers and how do we best address this opportunity
for increased engagement?
When communicating across multiple channels, marketers must
ensure that the messages they are conveying are consistent and
effective. We must go beyond standard blanket messages and
customize our communications for the channel were on. Being limited
to 140 characters on Twitter allows us to send the most relevant and
engaging updates with that community. On email, were able to take
more time and go in-depth with our vision for the future of travel. On
Instagram, were painting a picture and telling the Hilton story through
power images and words.
How do brands effectively engage individuals in this diverse and data
intensive ecosphere?
Brands do this by actively listening to their customers and stakeholders
and utilizing the data to create personalized experiences. Its critical
to use a variety of channels to discover what a brands most loyal
audiences value and improve their services and offerings by collecting
constructive feedback and insights. For example, weve spent a great
deal of time on FlyerTalk over the last year listening to and resolving
issues for our members. Our most passionate members take to
FlyerTalk to share their feedback and insights on Hilton, and because
of that, were able to make changes, shift opinion and ultimately
provide our members with benefits that are most important to them.
Dustin Bomar | Vice President, Digital Acquisition and Brand Marketing

at Hilton Worldwide
What new/trending technology do you believe has the best ability

to evoke the senses to shape and steer meaningful and desired
experiences for products and brands?
Mobile devices are becoming travelers remote controls, enabling
them to shape and steer their entire travel experience in a meaningful
way. Our industrys future depends on personalization and connectednesswere making the guests experience seamless from booking,
to check-in, to in-room and beyond.
Specifically, were empowering Hilton HHonors members to personalize
their stays by using the app or website to check-in and choose their
preferred room from a digital floor plan prior to their arrival. Using the
apps Request Upon Arrival feature, guests can also customize their
room by ordering extra down pillows or a cold bottle of champagne,
for example to be ready upon their arrival.
This year, were making our guest experience even more streamlined
and connected by enabling guests to simply and securely use their
smartphones to unlock their hotel room door. By the end of 2015,
this feature will be available across the U.S. properties of four brands:
Hilton Hotels & Resorts, Waldorf Astoria Hotels & Resorts, Conrad
Hotels & Resorts and Canopy by Hilton.
At Hilton, we hear from our guests every day about what they are
interested in, where they want to go, the experiences they want to
have and so much more. With the advancements in big data and
location services, we always can be smarter about what makes each
of our guests unique. Micro and macro location targeting combined
with new platforms will let us create many new types of experiences
for our guests that uniquely complement their preferences.
In short, technology that provides guests with more control and the
ability to personalize their travel experiences will drive the most
effective engagement, and in turn earn loyalty.
How should brands attempt to keep up with the rapid proliferation of
technologies, especially with some of the newer technologies harder
to measure versus more traditional technologies that brands are
more comfortable with?
Hilton prioritizes its people power and invests in creative, innovative
and strategic team members who are never short on ideas, solutions
or success. We also focus on leveraging innovative technology to build
things that are truly exciting and useful to our guests, as opposed to
temporarily patching guests digital desires with commonplace tech.
While that seems like a small distinction, it helps keep our strategy
more stable in a very dynamic technology environment. L
What emerging technology do you believe will have the greatest

impact in helping drive more effective engagement and therefore
I think technologies that are up-and-coming, like Gravy, Pocket app
and OpenTable, are changing the way customers travel and experience
new cultures and cities enabling them to engage with their local
surroundings in unique, personalized ways.
37
Paul Gordon
Rymax Marketing Services, Inc.
Workplace motivation can be a challenge,

especially with a multigenerational office.
What inspires Baby Boomers, wont necessarily
excite Generation Xers, and Millennials
wont be inspired by their more seasoned
co-workers motivations.
The constant struggle to motivate employees
is universal in business. Employees are
individually motivated by various factors, no
two are alike. How do managers ensure the
entire office is encouraged to reach individual
goals? Through a loyalty program.
When building a recognition program for
employees, managers must acknowledge
and understand what drives the generations
present in the office.
Consider the pool of different demographics
that currently makes up the workplace; Baby
Boomers, Generation Xers and Millennials.
Each will respond to motivation uniquely
based on their social norms, behaviors
and values.
Through demographically segmented
employee engagement tools and a
well-rounded loyalty program, employees
will feel individually motivated to reach
professional goals.
An engaged workforce translates to 22
percent higher profitability; 21 percent higher
productivity, 37 percent less absenteeism
and employee turnover (on average) and 48
percent fewer safety incidents. Understanding
how to successfully target individual
engagement levels starts with gaining
knowledge on how each demographic
is encouraged.
According to the Huffington Post, Boomers
are traditionally motivated by money and
status such as office location, attending
respected events and being the boss.
38
Generation Xers are the first generation to

focus on maintaining an equal work / life
balance as they saw their parents who were
very loyal to one company for 20 or 30 years
get laid off towards the end of their careers.
Millennials are taking a similar approach,
wanting more work/life balance, freedom
and opportunities to grow. They are driven
by a desire to better themselves, ongoing
recognition, and the ability to socially share
their successes and to feel like theyre doing
meaningful work.
An Engaged
Workforce
Translates To
22%
Higher Profitability
When companies empower their workforces

through loyalty programs, it opens up lines of
communication between departments and
multigenerational peers. Providing real-time
acknowledgment allows for peer-to-peer
encouragement, inspires employee engagement
between departments and fosters a healthy
office culture.
A tangible reward is a reminder of the companys

investment in employees, individuality is
imperative; not every employee has the
same taste in rewards. Segmentation allows
for identification of each demographics
recognition expectations and relevancy of
applicable rewards.
Its important to incorporate gifts that will
engage with every demographic. For example,
Baby Boomers are in search of practical home
gifts from brands such as Viking or Mikasa.
While Generation Xers are attracted to items
best for a busy lifestyle, yet maintain more
traditional values like Klipsch and Roland. As
the first generation to grow up alongside the
internet, Millenials tend to be thinking topname brands like Michael Kors or Furla, and
technology-forward options like Skullcandy.
The power of products in a recognition
program are twofold: trophy value that lasts
for years and the bottom line to the company:
higher perceived value at a lower cost.
The rewards have to be high brand equity
products. Todays workforce wants the real
deal, not promotional items. Motivate people
with items that are aspirational and something
that they would want to buy on their own but
can receive in a rewards program, and give
them a choice.
Additionally, it harnesses focus and encourages

the completion of a specific goal by generating
teamwork or, sometimes, producing a healthy
competitive element. Meaningful recognition
takes the its your job component out of the
conversation and promotes a sense of belonging
and community within the workplace.
Effectively motivate and manage a

multigenerational office through a strong
recognition program. Inspire the individual
and yield results. L
Furthermore, offering the most desirable

trending products for recognition as part
of the program is an effective motivator
that inspires employees to continue striving
for greatness.
Paul Gordon is Senior Vice President of Sales for Rymax

Marketing Services, Inc. In his 25 years in the industry,
Gordon has worked for a variety of global Fortune 500
companies, including those in the consumer products and
telecommunications industry.
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Hilton Dallas Lincoln Centre | Dallas, Texas
How Personalized Digital

Experiences Win
Loyal Customers
Jim Dicso
SundaySky
rands that adapt to consumers digital tendencies and create a personalized

experience are able to engage with their customers on an individual basis,
strengthen their competitive advantage and build a loyal customer base.
The Customer-centric Digital Experience
Every company today is undergoing

a digital transformation. Consumers
first interactions with brands
frequently begin through a digital
channel, which means brands need
to extend their customer experience
to include digital. Smart brands are
not just haphazardly using digital
channels to connect with customers.
Theyre building a customer-centric
digital experience, using data to
personalize customer interactions,
seamlessly connect the experience
across touch points, and drive more
engagement in the digital realm
throughout the entire customer
relationship.
40
Consumers move seamlessly between their devices to send emails, post a social update, watch online video, pay bills and shop online, and they expect the brands with
which they interact during each of these transactions to provide the same experience across every device and touch point. Brands that can truly provide a consistent,
personalized experience will make their customers feel valued and earn their repeat
business.
Personalization allows brands to tailor the experience for each customer, giving customers exactly what theyre looking for when theyre looking for it. This is only possible with the availability of first-party customer data. Housing data in a single data
repository provides full visibility into the preferences and behaviors of the customer
base across every interaction they have with the brand, from transactions to browsing history to service calls. If a customer makes an online purchase and later submits
a service query, the agent should have a full overview of the customers transactional
history and preferences in order to continue tailoring the experience to the customer.
Siloed initiatives result in a broken, segmented appearance to consumers, which
makes it difficult to create lasting relationships and turn customers into advocates.
With the wheels in motion for a customer-centric digital experience, brands next
need to drive digital engagement throughout the customer journey by encouraging
customers to choose digital channels before any others when connecting with the
brand.
Driving More Digital Engagement with Personalized Video

Though customer relationships frequently begin on digital channels, brands are
launching initiatives to extend digital engagement throughout the customer lifecycle, essentially taking a digital-first approach to customer engagement. Brands are
putting digital at the forefront of the customer experience and working to generate
awareness and use of their digital offerings, such as a mobile app, online customer
service channels or an autopay feature. This means brands must teach and encourage customers to choose digital channels as the primary means of connecting and
transacting with the brand.
Brands can use personalized, 1:1 communication through the most

engaging digital medium video as the basis of a communication
strategy that teaches consumers to adopt digital behavior at the point
of every customer transaction. Each transaction through the customer
journey, whether related to shopping, service or account management,
is another opportunity to reinforce this message. Brands can follow up
each transaction with a personalized video thats relevant to the customer based on interests, profile, transactional history and current
behavior and designed to teach and influence the customer to use
digital channels when connecting with the brand.
For example, when a new or existing wireless customer purchases a
new device, they either leave the store with their new device or have
it shipped and receive it via mail. The call-in rate for these customers
can exceed 100 percent within 60 days of receiving the device, with
questions that could be avoided if customers leveraged digital support
channels and resources. With a personalized video, the wireless carrier teaches customers to use digital channels first, such as changing
account information, managing shared data, paying a bill or adding a
feature, all in an effort to reduce costly calls to the contact center. The
personalized video greets the customer by name, recaps the details
of the transaction, instructs customers on how to activate their new
phone and transfer content between devices, and then points customers to an online how-to center to learn more about their new device.
customer data to work to personalize each

interaction, fostering a positive and unique
experience that keeps customers coming back.
Putting customers at the center of their digital
transformation ensures brands focus on what
matters most: their customers experience with
the brand. L
Jim Dicso is president and chief revenue officer of SundaySky. Jim drives the
go-to-market strategy, sales execution, business development and revenue growth
for SundaySky to support the growing market demand for the companys
SmartVideo solution. Jim has a Bachelor of Science in electrical engineering
from Villanova University.
Using video as the communication vehicle helps the brand delight

customers with a positive experience, as video captures a customers
attention and can visually and verbally convey messages in an easyto-understand manner.
Personalized Digital Experiences Foster Loyalty

If brands want customers that are more engaged, more loyal, transact
more frequently, cost less to serve, and are more willing to recommend the brand and of course they do they need to prioritize a
digital customer experience. Digital channels allow brands to put their
41
.com
Seeks Differentiation Through Customer Loyalty
Jim Tierney
Loyalty360
I
An enticing, attractive, and thoroughly
rewarding customer loyalty program
can go a long way toward forging a key
point of differentiation for any brand.
And for Peter Cobb, Founder/EVP
Marketing for eBags.com, the
fact that his company is a
pure play means that
we have to win them
over on loyalty.
n October 2013, eBags relaunched its

Rewards customer loyalty program that had
existed for eight years, but was dormant for
about five, Cobb notes.
Due to the reality of skyrocketing marketing
and customer acquisition costs, Cobb says
differentiating via a loyalty program is a
necessity for any successful marketer.
A loyalty program successfully implemented
is one of the top ways to differentiate today with
marketing costs as expensive as they are,
Cobb explains, and with consumers having so
many options. Consumers are more tech savvy
in the shopping environment and a loyalty
program is one of the key ways to increase
customer engagement.
Prior to the loyalty program relaunch, company
officials spent six months evaluating what
elements of the program worked and where
they wanted to go. They created a specification
document that showed what to build and what
the end result should look like. During the
assessment, Cobb says company officials
reviewed areas that were missing or
sub-optimal. They realized that people didnt
understand and lacked awareness of the
program. eBags.com understood it wasnt
really communicating with members about
expired points, and so now the company
communicates with members on a monthly
basis about points, two weeks before points
expire, and one day before expiration.
We had an adequate rewards program before
then, but didnt feel it was robust enough or
flexible enough, Cobb explains. We just felt
like it was time to really go after people and
try and get them to come back more often
and put a shine on some of the elements that
needed it. We did benchmark other programs
like Overstock.com, Drugstore.com, Moosejaw,
and Amazon. Most of the input we had on
changes was internal, and not from customers.
We decided to rely less on paid marketing
partners and more on free traffic (loyal
customers and customer database).
42
People want to get in, make their

purchases, and get out with someone
they trust. We really bend over backward
to have that simplicity in place.
Cobb described some of the loyalty program

improvements as blocking and tackling
items to make it easier to let people know
they have points, how many they have,
and do a better job of institutionalizing the
program within eBags.com. We have a very
simple thing. A window shade comes down
and exposes the amount of active points a
member has. Every email that goes out has
the members amount of points in
the header.
Weve stuck with a rewards program that is

similar to a traditional airline miles program,
Cobb says. I think its time we branch out
from that and add other benefits to it, like
Amazon Prime does. Were hoping to do that.
Were looking at tier levels. Frankly, were
trying to make it more rewarding.
Cobb plans to discuss ways to augment the
loyalty program with Edwards.
We realized we needed to treat these people

differently and give them extra incentives, he
says. Why dont we give bigger discounts to
people who have been loyal to us? Our feeling
is once somebody purchases three times,
then their lifetime value goes up.
The relaunch of the rewards program and

site redesign has allowed for more flexibility
within the marketing team, Cobb says.
Typically, a loyalty program member receives
5% cash back on their next purchase.
But now the marketing team has the authority
to give double or triple points for our best
customers, Cobb explains. During the
holiday season, we tested sending $5 and
$10 gift certificates to different customers.
It drove almost $1 million in sales. The
rewards program gives eBags a way to
differentiate from other sites and not rely
on sitewide coupons.
Cobb is proud of the fact that eBags.com has
more than four million members in its loyalty
program now.
We have to get alignment across the board

within company, Cobb explains. The reality
is that our rewards program is very important,
especially as marketing costs get steeper
and steeper.
Since the relaunch of the companys loyalty
program, Cobb has noticed a change in
customer behavior from a significant migration
to mobile, specifically smartphones.
Before the relaunch, Cobb says customers

viewed the rewards loyalty program as an
email program.
Now with a new CEO (Mike Edwards, who

began Aug. 3), Cobb believes eBags.com can
enhance its loyalty program even more.
Ebags.com has adopted Refer-A-Friend

(members receive $10 in rewards points
when they refer a friend, and the friend
receives 15% off first purchase).
Cobb is proud of the fact that eBags.

com has more than four million
members in its loyalty program now.
We have to make it more rewarding for
some of our best customers, Cobb says.
Weve had a significant increase (42%) in
the number of rewards members year-overyear, and in reward points redeemed.
Sales from loyalty program members are 47%
higher than from non-members, Cobb says.
Its what you hope should happen, Cobb
says. People in the program are incentivized.
Weve had a bump in new customers and
in lifetime value, and repeat sales rate has
improved double digits.
Weve been able to integrate into our email

program how many reward points you have
at any given time, Cobb says. We send
over 1 million emails a few times a week. You
couldnt have done that a few years ago. Its
getting more and more competitive. You have
to have a killer shopping experience. Once
they come in, you have to wow them with a
memorable customer experience.
People are more value-oriented now than
ever, Cobb notes.
And they view the loyalty program as a
huge representation of that value they so
desperately seek on a daily basis, Cobb
says. Combine that with free shipping and
frequent discounts and customers are saying
your make it so easy to shop with you. People
want to get in, make their purchases, and get
out with someone they trust. We really bend
over backward to have that simplicity in place.
Weve always had an amazing customer
experience. Its about lifetime value. We need
them to be loyal. L
Throughout the company, Cobb says he is

driving home the fact that there must be
consistent messaging across all platforms
(PC, tablet, mobile, social media, email).
43
Simplicity
BEST PRACTICES
at Hertz Means Great Customer Experience
Jim Tierney
Loyalty360
Many marketers, intentionally or not, complicate matters

that often lead to unfulfilling customer experiences.
Keeping things simple and easy to follow for customers
usually always leads to memorable customer experiences.
Just ask Hertz.
Jeff Foland, Senior Executive Vice President and Chief
Revenue Officer at The Hertz Corporation, participated
in a compelling Q&A with Loyalty360 to discuss a
variety of factors that drives the companys customer
experience, customer engagement, and customer
loyalty efforts.
Simplicity was one of the main themes at our Loyalty Expo
Conference in April. How does Hertz simplify its customer
relationships to enhance brand loyalty?
We aim to provide customers with simplicity by

making it easy to access the products and services
they want while delivering basics right every single
time. In our ongoing engagement with consumers we
want to be smart and judicious with respect to what
we are providing so it is always meaningful.
Simplicity at Hertz means convenience, speed
and quality.
CX is a hugely important piece of the Hertz customer-centric
focus, evidenced by your hires earlier this year. Can you talk
about how and why CX has become a massive priority, and
what your goals as a company are in this area?
Hertz operates the premier brands in the auto rental

industry, and we are sharply focused on continuing to
elevate them so that we deliver consistent, exceptional
service that resonates with our customers. Retaining
customers is important to the financial success of the
company, and we plan to invest in the people, products
and services required to ensure we provide the leading
offering in the industry.
We are focused on consistently delivering the basics
right every single time, while also introducing a variety
of products and services to surprise and delight
customers along the way.
44
Who is the champion of Customer Experience at Hertz?
We make the customer experience a central component

of our employee culture and everything we do here at
Hertz. From the employees on the ground of our operations
who are interacting face-to-face with our customers
on a daily basis, to the teams behind the scenes
working to ensure the operations, technology, financial
systems and more run seamlessly from start to finish,
the customer experience is always our chief focus.
We make the customer experience

a central component of our
employee culture and everything
we do here at Hertz.
How do you define CX?
Customer experience means a number of things to us.

Customers choose brands based on the experience
they desire, and our role is to design the products,
services and programs that align with their definitions.
It means a great product, excellent service interactions,
convenience and operating on your terms, which can
be an ever-changing concept from technology-enabled
self-service to enhanced loyalty programs and more.
How do you measure the effectiveness / efficacy of the
CX program?
We have a number of ways, some qualitative and

some quantitative, including a post-rental survey,
which measures customer satisfaction for a variety
of aspects of the rental experience. We can use those
results to drill down by location, car class, pick up and
return, etc. Additionally, we assess inbound customer
feedback through customer service channels and social
media. We also look at external measures of customer
satisfaction and industry influencers to gauge how we
are doing.
How does the Voice of the Customer feedback

impact your customer experiences?
We continually monitor customer feedback

and integrate consumer preferences into
all facets of the rental process, from the
reservation process to drop off.
We invite customers to take a post-rental
survey to tell us about their rental experience.
We use the feedback from these surveys to
continuously improve our operations so that
we are delivering exceptional service.
We also have an online community known
as the Hertz Hub, where Gold Plus Rewards
members can participate in discussions to
provide their input on future products and
services. Through Hertz Hub, were able to
connect with customers in real-time and provide
actionable insights so that the company can
make better, timelier business decisions.
Additionally, through this forum, were able
to build loyalty in an authentic way by truly
listening to the voice of the customer.
What keeps you up at night as a marketer? What
is your biggest challenge?
I am confident in our current slate of initiatives

in place, but I think the biggest challenge
for any company is to consistently deliver
on every aspect of what theyve promised,
especially when its a large, complex network
with many touch points.
Consistently deliver on
every aspect of what
youve promised.
Has there been an ah-ha moment in
this journey?
Its a complex business with many moving

parts and many interdependencies that come
with many important revelations. This is an
environment in which the company that best
manages this complexity and delivers a
consistent experience, is the company that wins.
The Hertz Hub is an online community where

Gold Plus Rewards members can participate
in discussions to provide their input on future
products and services. Through Hertz Hub, were
able to connect with customers in real-time and
provide actionable insights so that the company
can make better, timelier business decisions.
Can you give us a high level overview of your

customer philosophy and share how this perspective
helps drive more effective engagement and,
therefore, better marketing outcomes?
In a move toward customer-centricity, if you

could give one piece of advice to a brand to help
them increase loyalty and engagement with their
customers, what would it be?
Our business exists because of our customers,

and it is our job to understand the specific
needs of segments within that population,
while delivering an unmatched customer
experience in a financially responsible way.
Additionally, we must be receptive to change
and an evolving world of customer preferences.
We plan to drive engagement and retention
by invigorating our portfolio of brands to be
truly world-class in the categories in which
they each compete.
Give your customers a truly memorable, positive

experience, while delivering the basics
right every single time. At Hertz, we try to
acknowledge our customers for their business
with us throughout their journey so that they
know we know them we know their history
and preferences with us. The deeper we
get into understanding them while having
that dialogue with them throughout is
extremely important.
We are also focused on a philosophy of

surprise and delight at Hertz and are testing
a variety of services to set us apart as the
indisputable premier brand in the industry.
Additionally, while every customer is extremely

important, we recognize that some customers
provide enough economic value that we will
go well above and beyond for those certain
segments, which in turn drives loyalty,
advocacy, and engagement. L
Marketers are tasked to be more data-centric

than ever before, yet the challenge of creating
actionable insight from data is more challenging
than before. What is your advice for marketers?
Understand the specific end uses of the data

that you are collecting otherwise you risk
overloading the organization with data that
is not important. However, that being said,
being best-in-class can mean understanding
everything about the consumer to make sure
you leverage that data at every touch point.
45
BEST PRACTICES
How Does QVC

Stay on Top of the
Customer Loyalty/
Customer
Experience
World?
Doug Rose | SVP of Programming and Marketing
QVC
Jim Tierney
Loyalty360
Q: With the advent of social, mobile and other emerging
Q: Engaging experiences are the baseline for creating loyal
technologies, how do brands effectively improve the
customers. How should brands create the culture by which
customer experience and engage their audiences in this
engaging experiences (even though they may be more
challenging and very dynamic marketing environment?
expensive to put in place and more difficult to measure)
A: Its important to keep technology in

QVC knows a little something about
memorable customer experiences,
acquiring and retaining customers, and
driving significant brand loyalty.
In its 27-year history, QVC, the worlds
leading video and ecommerce retailer,
has shipped more than one billion
packages. Its programming is distributed
to about 300 million homes worldwide
through operations in the U.S., Japan,
Germany, the United Kingdom, Italy,
and a joint venture in China.
Doug Rose, SVP of Programming and
Marketing for QVC, engaged Loyalty360
in a riveting interview that covered
various thought-provoking customer
loyalty/customer experience questions.
46
perspective. Progressive retailers are embracing

each new platform not as an end, but as a
meansas an opportunity to deliver their
brand experience in new and ownable ways.
At QVC, weve found that the key to sustained
success is understanding how our brand can
uniquely leverage each new technology to
provide meaningful, differentiated experiences
that underline what our brand stands for.
With video so central to our brand experience,
its not surprising that QVC customers have
rapidly adopted tablets both web and app
as one of their favorite ways to shop with
QVC. And as wearables become an extension
of the mobile and tablet experience, well be
there: The introduction of the QVC app for
Apple Watch in April 2015 demonstrates
QVCs commitment to investing in new
technologies that deliver a fun, seamless
and intuitive customer experience.
become table stakes for brands?
A: The commitment to building loyalty must

extend beyond the marketing department.
Relationships need to be central to your enterprises
culture. Everyone at QVC understands that if
all we do is sell an item, we have failed. Our
long-term success is dependent on earning
our customers trust, so that she chooses to
shop with us again. And that idea is reflected
across every department: QVC strives to
build lasting relationships, not only with our
customers, but also with our business partners
and vendor community. Likewise with our
associates: QVC aspires to be more than just
an employerwe want to be a career destination
for the best and brightest talent.
Q: Loyalty360 believes that loyalty is the most important
Q: Marketers are tasked to be more data-centric than
Q: What emerging technology do you believe will have
facet to consider in any marketing strategy. How can
ever before, yet the challenge of creating actionable
the greatest impact in helping drive more effective
companies create loyalty when so many technologies are
insight from data is more challenging than before. What
engagement and, therefore, better marketing outcomes?
focused on mass acquisition of customers, which may or
is your advice for marketers?
not be aligned effectively with the product offering?
A: QVC shares your outlook on the importance

of loyalty. As the pace of technological
change accelerates, weve found its even
more critical to understand what makes
our brand unique, and to lean into it.
In recent years, QVC has undergone an
extraordinary transformation, from a TV
shopping company to the third largest
multi-category retailer in mobile commerce
and sixth largest multi-category ecommerce
player. As the needs of our customers have
evolved, so have our mobile, social, and
ecommerce platforms. But rather than changing
our brand, these new platforms have created
new ways to introduce our brand to newcomers,
and to extend and deepen relationships with
our existing customers.
Amid the rapid transformation of our business,
our recipe for cultivating loyalty has not
changed: To deliver a shopping experience
that fosters enduring relationships, rooted
in trust.
True loyalty cant be bought with

incentives like discounts and points.
A: QVC is uniquely positioned to leverage the

power of big data. Its always been central to
our technology infrastructure, and has shaped
our company culture. For over 20 years, weve
read and reacted to customer response on a
massive scale, in six-second increments, and
that real-time connection to the customer
has infused QVC with a unique sense of
energy. It has taught us to think of our
customer community as a dynamic, living
organism. And it has also kept us humble:
we learn very quickly when were doing
something she likes, and when were, well,
not so much.
As we continually advance our analytics
capabilities, we continue to regard data in
dynamic terms as a conversation with our
customers. We respect the fact that behind
all the zeroes and ones are real human
beings; that the preferences and interests
of each customer are constantly changing;
and that our analytics tools provide us
enhanced capabilities to actively listen to
what she is telling us...so that we can serve
her experiences that are relevant to her.
Q: The clarion call for todays marketing strategist is
engagement. How do you define engagement? What key
step can best drive audience engagement today?
Q: How do you define loyalty? How has this definition

changed for you and how do you anticipate it changing?
A: It may be easier to define loyalty by what

it isnt. True loyalty cant be bought with
incentives like discounts and points. It can
only be earned, by delivering a shopping
and service experience worthy of repeating.
Differentiated, quality products, presented in
a pleasant and engaging way, with friendly,
anticipatory servicethose are the foundations
of loyalty at any good retailer.
By any metric, QVC enjoys remarkable levels
of loyalty with our customer community. In
six markets around the world U.S., Japan,
Germany, UK, Italy, a joint venue in China,
and beginning this summer, France our
brand inspires a level of trust and loyalty that
is arguably unmatched among major global
retailers. In 2014, more than 90% of our
shipped sales went to repeat customers.
And among customers whove made five
purchases within the past year, the probability
of a sixth purchase is 96%. Our customers
tell us that to know QVC is to love QVC.
A: Engagement is manifested in many ways,

and measured with a thousand different
metrics. But at its core, its all about the
customer choosing to go deeper, to learn
more, and to invest her most precious asset
her time with your brand. At QVC, weve
always believed that in order to earn a
growing share of her shopping, we must offer
her rewarding experiences that she chooses
to fit into the margins of her busy day.
Over the years, weve developed a keen
appreciation for the relationship between
television viewership and web and phone
sales. Of course, the proliferation of digital
channels has given people new ways to
engage with QVC on their terms, when,
where, and how they choose. This, in turn,
has given birth to a myriad of engagement
metrics specific to each platform, e.g. likes,
followers, visitors, sessions, open rates,
bounce rates, click through rates, conversion,
video views, posts, and so on. While each of
these are helpful, its important not to miss
the customer engagement forest for the
platform engagement trees.
...rather than changing our brand, these new platforms have created new ways to introduce our
brand to newcomers, and to extend and deepen relationships with our existing customers.
A: For any multichannel retailer today, the

key challenge/opportunity is to move beyond
siloed views of platform engagement, to see
the interdependencies between channels, and
to understand how our customers choose to
engage with our brand across those channels.
Thats why were developing attribution technologies that enable a holistic understanding
of customer preferences, linking engagement
on one platform with purchasing via another.
Its pretty exciting stuff with big implications
for our marketing, programming, merchandising,
and platform strategies.
While not a new technology per se, video is
certainly becoming more important to the
ecommerce experience, and some progressive
retailers are beginning to learn how to
leverage its power. As the undisputed global
leader in live video commerce, QVC is at an
advantage in extending that expertise to the
digital space. Were bringing the warmth
and humanity of our TV programming to our
digital platforms, using new forms of video
to help customers understand how to use
and fully enjoy a product, providing helpful
answers to common questions, and leveraging
community-generated content. L
BEST PRACTICES
Best Western Delivers

Sophisticated Customer
Engagement by
Revitalizing
Direct Mail
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James M. Loy
Loyalty360
It is true that digital innovation

has changed most of our lives
for the better. As information
travels faster, the world gets
smaller. New relationships and
business opportunities exist
around every virtual corner,
and entirely new industries
are even rising to meet new
demands. We are more
connected than ever. But as
this digital vortex swirls about
endlessly, many are becoming
exhausted by the ceaseless
demands to adapt and update.
Concerns over digital fatigue
are becoming very real.
48
Digital fatigue can mean a variety of things, but for marketers, it often means unopened
emails, unclicked links, and video ads that go largely ignored. Consumers are constantly
propositioned by legions of online sales efforts, and this is making it very difficult
for brands to cut through all the noise. As a result, some intrepid marketers are
switching gears and actually implementing a few traditional tactics that, until very
recently, would have seemed almost laughably antediluvian.
And some, like Best Western International, are doing it exceedingly well.
If the adage holds true, then everything old is new again, which appears to be the case
for this award-winning hotel chains approach to direct mailing. By leveraging new
technology to give an unfashionable marketing mechanism a modern spin, Best Western
has made some impressive strides in customer engagement.
Is direct mailing dead? asked Tammy Lucas, Managing Director of Marketing &
Advertising at Best Western, during an illuminating session at the 8th annual Loyalty Expo
held April 27-29 in Orlando, Florida. If you would have asked any marketer a few years
ago, many of us would have given the same response when we thought travel agents
and call centers were going away. Actually, it appears that the world is cyclical, and
we have found that direct mail is very much still alive and an effective way to reach
our customer.
This was the focus of a packed session titled, Sophisticated Direct Mail Delivers
Loyal Guests for Best Western, which was hosted by Lucas and Debora Haskel, VP
of Marketing at IWCO. The presentation detailed how Best Western and IWCO
successfully engage millions of individual Best Western Rewards members, from
Millennials to Baby Boomers, through a highly sophisticated form of direct marketing.
BRIDGING THE GENERATIONAL DIVIDE

In light of todays fast-paced and digitized
world, the use of direct mail as a key strategy
may seem counter-intuitive, especially
considering the tech savvy habits of younger
adults ostensibly nurtured in an online incubator.
When Lucas explains the logic behind Best
Westerns approach, however, it makes
perfect sense.
The reality is that younger generations grew
up with cell phones and they are really tied
into email, text, and everything else social,
Lucas said. But unlike those of us that used
to go to our mail boxes, they never had to
toss the junk mail. The opposite is true now.
Many are actually excited to get mail with
their name on it, because it cuts through the
clutter of what they are used to looking at on
their computer screen. And, we are finding
the very same thing with our Best Western
Rewards members. Our members are actually
finding that receiving direct mail is a
refreshing change.
Best Western discovered that a staggering
amount (92%) of both Millennials and
Generation Xers were influenced by direct
mail. Whats more, 90% said that they
actually prefer to receive mail rather than
email marketing messages. The reason being
that these younger adults, by and large, are
so electronically plugged in, that anything
breaking them away from that cycle catches
their attention.
Beyond these demographics, there are, of
course, very large numbers of older Americans
that still rely on traditional mail as their
primary means of receiving commercial
information. Research estimates between
50%-60% of all Best Western customers
continue to avoid email completely. So direct
mail is key in reaching this segment regarding
special offers, program updates, and
Best Western news.
IN THE MIDST OF A MAILING RENAISSANCE

Research has also shown that most consumers
still enjoy receiving mail. While most banner,
radio, and TV ads go largely ignored, many
people open mail, even junk mail, with some
degree of anticipation.
According to the annual Household Diary
Study conducted by the U.S. Postal Service,
more households read advertising mail now
than they did 25 years ago, which makes it
one of the most practical marketing channels
available. It is also the only direct marketing
channel where permission to send is not
required. And 79% of consumers will
immediately act on direct mail as opposed to
only 45% who open an email immediately.
...more households read

advertising mail now than
they did 25 years ago...
One of the reasons for this, the study found,
is because there is actually less mail now
and the volume of advertising mail has gone
down, said Haskel. Now when there is
something in the mailbox it is more interesting.
It is not seven credit card offers and four
mortgage offers. Whats there is more interesting
because it is more relevant and more personal.
It is something just for them, and they will
spend time looking at it.
Best Western takes great care to personally
engage customers through this channel.
And it is a process that becomes even more
impressive when considering the reach of its
highly successful loyalty program.
79%
45%
@
79% of consumers will immediately
act on direct mail as opposed to only
45% who open an email immediately
Recently honored with four Loyalty360
Awards for Best Creative Campaign, Best Use
of Customer Insights in Loyalty Marketing,
Best Technology & Trends in Loyalty Marketing,
and the North American 360-Degree Platinum
award for best overall program, Best Western
Rewards is considered to be one of the
industrys brightest stars. Its reputation is
well deserved, and the same the high level of
customer service and attention to detail that
makes Best Western Rewards so successful
also goes into the brands efforts to personally
engage these same 24 million members
through direct mail.
THE TOUCH OF HIGH-TECH
PERSONALIZATION
This tremendous task requires an intense
understanding of how to combine marketing
strategies and customer data with digital
print technology to provide customized
offers and images based on the preferences of
each customer. Through several well-crafted
Continued on page 50
49
BEST PRACTICES
Direct Mail continued...
Now direct mail can be much more

dynamic. It can feature a variety of
multidimensional layers including
personalized content and offers,
design flexibility, and even integrated
mobile QR codes that bring it to life
through augmented reality.
designs that include new member welcome kits, elite qualification kits,
and targeted direct mail promotions, Best Western carefully refines
the look and feel of each message and emphasizes real human connections.
We wanted to personalize each message to really humanize the kits
so they would come alive. said Lucas. We also brought more visuals,
names, and pictures of us into our kits because it wasnt tangible if it
didnt have that human connection. We found that when we sent out
materials that were actually from people at Best Western, it tied into
our philosophy of customer contact and caring. And the technology
that allows us to do that is amazing.
This technology has certainly made impressive advancements. In the
past, technological limitations severely restricted the amount of
dynamic flux that could exist between pieces of direct mail content.
The copy could, perhaps, change slightly but images, colors, and
organizational templates all had to remain fairly static.
Now direct mail can be much more dynamic. It can feature a variety
of multidimensional layers including personalized content and offers,
design flexibility, and even integrated mobile QR codes that bring it
to life through augmented reality. Every word, every image, and every
color can also vary between pieces, and this has begun to allow the
true one-to-one customer connections that have been a marketing
Holy Grail for decades.
Whats more, this 1-to-1 personalization is not limited by any number
of customers or restricted by industry. It appears to be immensely
successful across the board. Cable companies, financial services,
insurance, travel and entertainment have all seen up to triple digit lifts
in customer responses by matching specific offers to specific needs.
50
DATA DEFINES THE NARRATIVES

The real trick, or art of this, as Haskel describes it, lies in actually
being able to identify the unarticulated needs of customers, and
to, perhaps, know what the customers need even before they know
it themselves.
And that, of course, is where it all comes back to the data. Best Western
understands how its data really drives engagement, and how it makes
direct mail not only more efficient, but also more effective.
One of the most important things weve learned is that it is different
for everyone, and being able to segment and target based on that
information is critically important, Haskel said. So, for example,
someone may be really interested in program benefits. The data
will identify that person and be able to key into that person when
segmenting that portion of the mailing.
This also applies to calls-to-action and other various factors that can
yield real results. Because different things motivate different people,
some pieces of mail will feature varying degrees of urgency, limited
time offers, special prices, potential benefits, testimonials, and more.
It all depends on the specificity of each profile. Understanding which
segments respond to different calls-to-action will ultimately create
narratives that resonate better with customers.
One of the things that is so effective about direct mailing is that it
can tell a story, said Haskel. Its evolved so we are no longer doing
four-page letters that look like it came off somebodys typewriter. It is
telling a story, and thats how data is engaging members and moving
them to action because it is being used more effectively.
Its true. Everyone loves a great story, and Best Western can tell one
better than most. L
BEST PRACTICES
Theft Right Under Your Nose:
TheHigh
Cost of
Loyalty
Mike McDonnell
Connexions Loyalty
Fraud
Loyalty fraud is on the rise fighting it is a must to protect
customers as well as your own bottom line. Here is the
lowdown on this troubling trend and tips on how to keep
fraudsters at bay.
Last fall, hackers hijacked Hiltons HHonors member accounts,

stealing their points and purchasing additional ones through
registered credit cards. In January, thousands of American Airlines
accounts were targeted by criminals, while Starbucks has recently
struggled with multiple customer complaints about gift card fraud
and the draining of customer loyalty card balances through the
companys popular mobile app.
Loyalty fraud or taking advantage of loopholes, hacking or
gaming the system for financial gain has always been present to
some extent in the industry. But as loyalty currencies have begun
to be seen as increasingly valuable and loyalty programs have
become more ubiquitous (the 2015 Colloquy Customer Loyalty
Census found that American households are active in an average
of a dozen different programs and members of more than twice
that), the industry has become more vulnerable to fraudsters.
Gartner security analyst Avivah Litan said recently that credit card
hackers are actually finding loyalty programs easier to hack than
financial institutions, so they are moving away from banks towards
e-commerce companies with rewards programs, points and prepaid cards. And with $48 billion in outstanding value across all US
rewards and loyalty programs, according to Colloquy, its clear that
the potential risk for theft is high and there is a great deal at stake.
52
To protect both customers and the bottom line,

To stay ahead of potential loyalty rewards fraud,
businesses need to get serious about preventing
these are three tips businesses can implement
and combatting loyalty fraud. First, its essential to right now:
understand the three different categories of fraud
that brands are battling:
1. To fight the hackers: Monitor earning and redemption.
1.
Hackers
As described above, by far the biggest growth in loyalty fraud has
been from the work of organized criminals and hackers, who know
how to exploit security holes and weak customer passwords in order
to snatch miles and points. Their goal is to use program currency to
purchase consumer goods or hotel stays, or credit cards registered
with the account to purchase even more points and miles.
2.
In order to identify fraudulent activity as quickly as possible, companies

can institute business rules, which use technology algorithms to
recognize patterns that dont fit the bill. For example, rules can be
created and evaluated to score redemption behavior such as looking
at historical patterns, seasonality, type of reward, velocity, value
and time stamps. Fraud protection technologies can also identify
suspicious events within keystroke patterns, email address
scoring, device type and ID or IP addresses as well as link those
events and trigger alerts.
2. To deal with insiders: Monitor employee risk.

Businesses should develop monitoring and risk-scoring procedures for
employees, such as exception reporting that highlights unusual activity;
or the creation of user-defined roles that limit or restrict access. For
employees that have direct access to loyalty currencies, companies
can time-stamp and identify that an employee was logged in at a certain
time and had permission to access certain areas. In addition, employees
should be educated and reeducated about company policies and
procedures regarding loyalty fraud such as legal ramifications.
3. To handle customers: Go further with identity verification.
Insiders
While less common than outside fraudsters, employees and other
insiders (such as friends and family members) often have access to
loyalty programs systems or access to someone who does. That means
dishonest people may take advantage of the opportunity to scam or
game the program for example, employees with the right technical
knowledge might be able to reallocate frequent flyer miles. In the past,
paper-based programs were particularly prey to this kind of internal
fraud: Subways Sub Club, for instance, used stamp cards employees
were able to steal rolls of stamps and distribute them.
3.
Customers
Even loyalty program members themselves can game the system
and commit fraud. For example, there have been instances of
double dipping between multiple frequent flyer programs such
as when a customer is on the phone with a representative but also
logged into the website to attempt to redeem miles at the exact
same time. Customers have also been known to sell miles or points
to mileage brokers, which is against most program rules.
Identity verification is key when it comes to handling both customerbased fraud as well as protecting customers from hacker activity.
A multi-factor authentication process should be used that requires,
for example, identification of a code image in addition to inputting a
password and a temporary key. However, companies have to strike a
sensitive balance between protecting customers and making them feel
like its too difficult to access their account.
Dont Put Your Loyalty Program at Risk

Loyalty fraud could be happening right under your nose right now. If
you dont deal with these security issues, your customers as well as
your entire program may be at risk. In an age of high-profile breaches
and data insecurity, loyalty fraud is no longer something that can be
ignored or only half-addressed. A breach could mean real potential
financial impact, not to mention a breach in your customers trust.
Its time to take a stand to stamp out loyalty fraud. Companies can
take advantage of the latest strategies and technologies to prevent,
disrupt and avoid potential fraud problems and pitfalls. Putting the
right plan in place will help you discover fraud before it happens, while
making sure not to tip off fraudsters about your efforts. L
As the Group Vice President of Product for Connexions Loyalty, Mike McDonnell is
responsible for leading and managing the product organization, including product
management, development and marketing.
53
BEST PRACTICES
Mobile
Best Practices in
Voice of the Customer

While building mobile into your VoC
strategy is not a five-minute job, there
are some tips and tricks that will help
you to avoid common pitfalls and
ensure you dont turn a great opportunity
into a marketing blunder. People
consider their mobiles to be very
personal so you need to tread a little
carefully. Here, we look at some of the
key elements to consider as you add
mobile to your VoC program.
Select the Right Platform
Miguel Ramos
Confirmit
The case has been made for engaging your customers

through mobile apps, mobile-enabled websites and
social media are all great ways to keep your customers
involved with your brand. The case is also clear for
extending that engagement to the Voice of the Customer.
If customers have a feedback device in their pockets at all
times, then failing to make the most of that opportunity
is a huge waste. This is particularly true with the advent
of Beacon and location-based triggering technologies
that mean that you can ask questions immediately after
a customer leaves your store or is in a key geographical
location. While the term in-the-moment feedback has
been around for a while its more pertinent than ever as
technology continues to evolve.
54
Mobile isnt a single channel, but is a

set of capabilities that is all delivered
on a mobile device, so you need to
think about what is right for your
business. If you need to catch people
who are opening your email on a
mobile device, ensure your surveys
will automatically re-design themselves
for the device in question (known as
responsive design). If youre running
an ongoing program with a group of
key customers, a custom feedback app
will allow them to send photos, videos
and audio clips to create a diary of
activity, or share experiences directly. In
fact, a combination of both, to capture
the views of different categories of
customers is also something to consider.
If youve already got a well-used
customer app, use it to launch and
embed mobile-enabled web surveys
directly. This will provide a smooth
experience, and take the opportunity
to create a dialog with customers
whove already chosen to interact with
your brand on mobile. The advantage
of this technique is that youve got an
engaged customer base to communicate
with, which may provide more flexibility
when it comes to how many questions
you can ask and the range of topics
you can cover. This will also allow
GPS and image capture, providing
greater richness to your data as you
understand exactly the situation your

customers are referring to.
Finally, while the web-rendered survey
vs. app debate rages, SMS can be
something of a forgotten stepchild
of the discussion. However, it can be
an effective and immediate method
to access customers. You can ask
short surveys through a simple
Q&A approach, or use SMS to invite
customers to a web survey. And with
short SMS codes, you can encourage
people to opt in and opt out, so youre
not wholly reliant on having their
details. This is a great way to access
the thoughts of non-customers, for
example, people who failed to make
a purchase in your store and who
might have some good feedback about
exactly what happened.
Remember that Voice of the Customer

is a Customer Experience in Itself
If youre going to engage your customers
with your VoC program its critical that
you dont undermine a good experience
with a poorly thought-out feedback
process, so dont just turn your web
survey into a mobile survey and assume
itll work. It wont. First, you need
to keep it short just ask a few
questions (3-5) that you will be able
to take action on, and use the information
you gather to refine your program. If
your survey is too long to start with,
track where people are dropping out
and use that data to enhance your
survey. A common pitfall in VoC
programs, regardless of channel, is
to develop excessively long surveys.
Mobile is a real punisher of this, so be
very specific about why youre asking
each question. Remember you can ask
further questions at another time, so its
not a now-or-never situation.
Any VoC program should aim to close the loop with

their customers, and its important to do so through
the channel that suits the customer.
One way to help keep your survey short is to avoid asking questions
to which you already know the answers. When a customer receives
a survey asking what they bought or where they bought it, it not only
wastes their time, but proves you just werent paying attention in the
first place. With mobile feedback, you have only a handful of questions
before customers lose interest dont waste them when you can
access the information through your CRM system.
Keep Evolving Your Program

Customers providing feedback through the mobile channel
provide you with a lot more data than purely their survey
responses. Ensure youre able to log that their preferred
channel is mobile (where app or web-rendered),
and if youre able to, the device they use.
Any VoC program should aim to close the
loop with their customers, and its important
to do so through the channel that suits
the customer.
You can use this insight to help you understand the importance of
mobile across your business as well. If, for example, 40% of your
customers have done a web survey on a mobile device, what else
should you be providing via the mobile channel? Customer service,
marketing communications, support channels? For example, send an
SMS with a reference number to demonstrate that youve taken action
based on their feedback.
If you are able to capture information about how people interact with
your VoC program, you can use that data to refine and improve the
way you communicate with customers. For example, if people open
the email invitation at home, but complete it later in the day on mobile,
you can plan to send surveys to different people at different times to
maximize response rates. People use their mobiles to fill cracks in
the day when theyre waiting for a train, or in a line, so make use of
those opportunities.
Remember that its OK to ask Twice

Dont assume that because youve not had a response, customers
have nothing to say about their experience. Admittedly, no one
wants to be stalked by a survey, and mobile phones are a particularly
personal item that people dont like to have invaded, but if a customer
hasnt responded to your feedback request, its fine to follow up once.
Again, make use of those cracks in the day and re-send
your invitation at a different time when youve got
a better chance of catching people when it suits
them. Remember too, to thank people for their
input and let them know how their feedback has
enabled you to make decisions that will deliver a
better customer experience.
In summary, bear in mind that mobile is not just
another feedback channel. It has its own very
specific nuances which you need to understand and
account for. However, its well worth taking the time
to do so properly. The ability to capture the Voice of
the Customer in a way that suits your audience, and at
a time when the experience of dealing with your business
is still fresh in their minds can deliver a level of insight that can really
drive your business forward. L
With more than 15 years experience in mobile technologies, Miguel leads Confirmits
Mobile practice in the EMEA and Asia Pacific regions, developing mobile solutions for
both VoC and Market Research.
55
LOYALTY FORUM: LOYALTY READS
Loyaltyreads
Millennials with Kids: Marketing to This Powerful and Surprisingly Different
Generation of Parents
Jeff Fromm and Marissa Vidler
AMACOM | August 19, 2015
While everyone was bemoaning their alleged

laziness and self-absorption, the Millennial
generation quietly grew up. Pragmatic,
diverse, and digitally native, this massive
cohort of 80 million are now entering their
prime consumer years, having children of
their own, and shifting priorities as they
move solidly into adulthood.
generational study and reveals how to: Enlist Millennial parents as

co-creators of brands and products; promote purpose beyond the bottom
line; cultivate shareability; democratize customer experience; integrate
technology; develop content-driven campaigns that speak to Millennials.
A gold mine of demographic profiles, interviews, and examples of brand
successes and failures, this book helps marketers rethink the typical
American household - and connect with these critical consumers in the
complex participation economy.
Millennials with Kids changes how we think about this new generation
of parents and uncovers profound insights for marketers and brand
strategists seeking to earn their loyalty. Building on the highly acclaimed
Marketing to Millennials, this book captures data from a new large-scale
Measuring Customer Experience: How to Develop and Execute the Most Profitable
Customer Experience Strategies
Philipp Klaus
Palgrave Macmillan | January 1, 2015
We need to deliver a great customer experience. How

often have you heard these or similar statements? And
how often has a manager given a clear and meaningful
definition of what a great customer experience (CX)
actually is, or even proposed an idea about how to
accurately measure it? In many organizations CX has
become a meaningless buzzword, a vague and ephemeral
theory of everything that fails to deliver on its promise to
drive improved performance.
So why is CX so hard to pin down? It focuses on customers
value-in-use and so blurs traditional distinctions between
products and services, and it exists in emotional and
instinctive responses rather than rational and cognitive

choices. But, as Professor Phil Klaus argues, although it may
be hard, its not impossible. And it is essential. If you cant
measure it you cant manage it but how can you hope to
measure it if you cant even define it?
Blending the findings of rigorous scientific research from
a multitude of global studies with practical tools and
techniques developed and tested in the real-world, Measuring
Customer Experience shows you how to really focus in on
what parts of the customer experience drive behavior and,
ultimately, business profits.
The Brand Flip: Why Customers Now Run Companies and How to Profit from It
Marty Neumeier
New Riders; 1 edition | August 9, 2015
Best-selling brand expert Marty Neumeier

shows you how to make the leap from
a company-driven past to the consumerdriven future. Youll learn how to flip your
brand from offering products to offering
meaning, from value protection to value
creation, from cost-based pricing to relationship
pricing, from market segments to brand
tribes, and from customer satisfaction to
customer empowerment.
In the 13 years since Neumeier wrote The Brand Gap, the influence of social
media has proven his core theory: A brand isnt what you say it isits what
they say it is. People are no longer consumers or market segments or tiny
56
blips in big data. They dont buy brands. They join brands. They want a vote
in what gets produced and how it gets delivered. Theyre willing to roll up
their sleeves and help outnot only by promoting the brand to their friends,
but by contributing content, volunteering ideas, and even selling products
or services.
At the center of the book is the Brand Commitment Matrix, a simple tool for
organizing the six primary components of a brand.
Your brand community is your tribe. How will you lead it?
The Science of Why: Decoding Human Motivation and Transforming Marketing Strategy
David Forbes
Palgrave Macmillan | June 16, 2015
Why do consumers do what they do?

Whats really behind the choices they make?
What moves them, what delights them, what
truly fulfills them?
And how can I reach them in their heart
of hearts?
Questions like these have probably vexed
marketers since the days when shells and
spears were the most popular Fast Moving
Consumer Goods. The Science of Why will
answer those challenges and change your vision of consumer marketing
in the process.
In this book Dr. Forbes brings together up-to-the-minute details of the
new marketplace, advances in consumer research methods, and new
information on uncovering, understanding, and targeting the emotional
motivations that drive the actions of every consumer, all of the time. He has
created a simple, easy to understand and easy to apply model of human
motivationa kind of periodic table of motives that identifies, organizes,
and explains the nine core motivations. This matrix contains all we need to
know about why consumers do the things they do the way they do them.
Game-changing Insights and Tactics

Dr. Forbes enhances his material with fascinating examples, anecdotes and
illustrations, and supplements his narrative with real world marketing case
studies. Sharing the insight, humor, and understanding hes gained from
over 30 years as a psychologist, researcher, and marketing consultant
to CEOs worldwide, he will deliver game-changing insights and tactics
to help you connect the dots from consumer motivations to business
bottom lines.
Value Creation and the Internet of Things: How the Behavior Economy Will Shape
the 4th Industrial Revolution
Alexander Manu
Gower Pub Co; III edition | August 28, 2015
We live in a behavior economy, an environment in which

people no longer engage with companies just by purchasing
things, but they seek engagement with services that allow
them to behave, to leave a mark, and to participate in the
community of others. The economic model promoted by
the behavior economy is a model where behavior is the
only goal of our actions, and where intrinsic motivation is
the key to participation, engagement, and the satisfaction
of multiple dimensions of value. Value Creation and the
Internet of Things describes value delivery and consumption,
and the mechanisms by which new value is captured
and created, in enterprises dedicated to competing and
prospering in this new environment. This book is significant

in the context of the Internet of Things becoming
mainstream, forcing organizations to re-examine their
value creation methodologies in light of new consumer
behavior and expectations. The Internet of Things will
reframe the existence of the ones enriched by it. It will do
so not because it can, but because our motivation will
demand it. This is a book about reframing reality for new
and incumbent organizations. The reality to reframe is not
an imaginary one, but the immediate reality in which one
operates: the behavior economy.
Decoding the New Consumer Mind: How and Why We Shop and Buy
Kit Yarrow
Jossey-Bass; 1 edition | March 31, 2014
Take a glimpse into the mind of the

modern consumer. A decade of swift
and stunning change has profoundly
affected the psychology of how, when,
and why we shop and buy. In Decoding
the New Consumer Mind, award-winning
consumer psychologist, Kit Yarrow,
shares surprising insights about the new
motivations and behaviors of shoppers,
taking marketers where they need to be
today: into the deeply psychological and
often unconscious relationships that
people have with products, retailers, marketing communications, and
brands. Drawing on hundreds of consumer interviews and
shop-alongs, Yarrow reveals the trends that define our transformed
behavior. For example, when we shop we show greater emotionality,

hunting for more intense experiences and seeking relief and distraction
online. A profound sense of isolation and individualism shapes the way
we express ourselves and connect with brands and retailers. Neurological
research even suggests that our brains are rewired, altering what we
crave, how we think, and where our attention goes. Decoding the New
Consumer Mind provides marketers with practical ways to tap into this
new consumer psychology, and Yarrow shows how to combine
technology and innovation to enhance brand image; win love and loyalty
through authenticity and integrity; put the consumers needs and
preferences front and center; and deliver the most emotionally intense,
yet uncomplicated, experience possible. Armed with Yarrows strategies,
marketers will be able to connect more effectively with consumers
driving profit and success across the organization.
Loyalty Management SECOND QUARTER 2015
57
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November 9-11 | Hilton Dallas Lincoln Centre | Dallas, Texas
Delivering High Performance, Personalized Brand Experiences to Customers
Artemio Garza
Chief Marketing Officer
Meineke
Todays always on connected consumer faces an

array of digital distractions from price comparisons to
product reviews to competitor promotions. Given this,
its increasingly difficult for brands to break through the
noise and stay top of mind on the consumers path
to purchase.
Brad Marg
COO
Clutch
In an industry saturated with immense competition

and commoditized services, Meineke has become a
household name by understanding their customers and
deploying personalized communications. This session
will review how Meineke utilizes Consumer Management
technology to deliver personalized engagements and
enhanced experiences focused on motivating desired
customer behaviors.
Attendees will gain insight on multiple advantages of

Consumer Management, including:
Customer Intelligence: How to achieve deep, real-time,
cross-channel understanding and segmentation of
customers based on their actions, behaviors and tendencies.
Targeted Engagement: How to deploy personalized,
omnichannel campaigns to motivate customers and
drive behaviors across online and off-line channels.
Memorable Experiences: How to shape and deliver
unique interactions to build customers relationships
and affinity with the brand.
The Lens of CX An Optical Perspective on Building Communities

and Customer Experience from the Ground Floor
Diana Helfinstine
VP of Customer Experience
Essilor
Al Perkinson
VP of Marketing
Costa Sunglasses
58
What does it mean for a brand to be part of a community?

Community-centric companies have shown to have a
more loyal customer base and stronger sales patterns,
even during challenging economic times. But how does
a brand adopt a true community mindset across its
organization? How can community become part of a
companys culture to build meaningful relationships with
its customers?
By using Costas success story and learning lessons,

Al Perkinson will give specific examples of how brands
can too implement their own community-based growth
strategy.
Al Perkinson, VP of Marketing for Costa Sunglasses and

Diana Helfinstine, Vice President of Customer Experience
for Essilor will share their insights on how they have
developed superior customer experience strategies
within their organizations.
Why do we need a Customer Experience Program?
Costa Sunglasses, one of the fastest growing sport

performance sunglasses brands in the world, will share
how they have successfully implemented an integrated
community program as part of the companys growth
strategy. Targeting anglers and outdoors enthusiasts,
Costa has kept a laser-beam focus on its community
strategy, and has seen sales increase more than 20
percent each year for the past 10 years.
What does success look like?
Additionally, Diana Helfinstine will share her experience

with beginning Essilors CX Journey in developing and
implementing a customer experience strategy, with
answers to these key questions:
How can I gain C-Suite buy-in?
What are the steps to a successful Customer
Experience Program?
This business case study provides a blueprint for launching
a CX program, as well as lessons learned along the way,
that can make a big difference in your journey.
Session Previews | 2015

How Dominos Uses Digital To Take a Big Slice Out of the U.S. Pizza Industry
Dennis Maloney
Chief Digital Officer
Dominos Pizza
Dominos U.S. retail sales have grown 33% in a pizza industry that has seen little to no
growth for over five years. Not by coincidence, digital orders at Dominos hit 50% of total
sales at the end of 2014, helping make Dominos a digital success story. During this
presentation, join Dominos Chief Digital Officer Dennis Maloney and Ansiras SVP of
Strategic Planning Logan Flatt to learn how Dominos investments in digital technology,
customer intelligence, and the complete customer experience continue to help it grow
and thrive in the hyper-competitive U.S. QSR pizza market.
Logan Flatt
SVP, Strategic Planning
Ansira
Customer Experience vs. Customer Engagement: How to Crack the Code
Luc Garneau
VP of Strategic Consulting
DataCandy
Customer engagement is a direct reflection of the customer experience, right? After all, creating a unique experience will safeguard customers from disconnecting with
your brand. Then again, your competitor is wooing
customers with shiny, new loyalty benefits, cool offers
and exciting member rewards. Which is the better strategy?
Because loyalty is not one size fits all, cracking the
experience vs engagement code requires the ability to capture,
segment and analyze data from loyalty members. Luc
Garneau, VP of Strategic Consulting for DataCandy, will
discuss the rules of effective engagement and examine
the art of retaining todays highly distracted consumer.
Luc will outline how to put your loyalty data to work in
a way that will increase active engagement and drive
positive business results.
discover how to cut through the noise and add value

to the brand experience by incorporating meaningful
touches and relevant benefits.
The following points will also be discussed during
the presentation:
Keeping customers engaged across multiple channels
Designing authentic and meaningful messages to better
engage with loyalty members
How to identify added value benefits that are relevant
to customers
Overcoming the pitfalls preventing active
customer engagement
The discussion will also reveal some of the best kept industry
secrets for driving a positive customer experience.
Whether its online or at your brick and mortar store,
Tots & Tires - How Innovation is Driving the Next Best

Experience in Customer Engagement
Barbara Williams
VP, Performance Analysis
Sonic Drive-in
This engaging panel will explore how innovative and forward-thinking companies are
leading their industries with advanced strategies and technologies that drive rewarding
and enhanced customer experiences. Come learn how these iconic and leading brands
are leveraging loyalty and sophisticated CRM to drive unique and personalized
customer relationships.
Jim Sturm
CEO & President
Brierley+Partners
Jennifer Wainwright
Director of Digital & CRM
Bridgestone
59
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CX Retail Revolution: How Goodwill Transformed Retail in Six Months
Chris Politakis
Dir of Marketing & Communications
Goodwill
Many major retailers have seen sales stagnate or even plummet as the market
and customer base evolve. This is the story of how Goodwill has taken action on
all fronts centering every aspect of their company around their highest potential
customers. In this richly illustrated and interactive session, you will learn how
Goodwill leveraged deep CX insights to transform their entire business from
service, to digital marketing, to store design and real estate strategy. We will
pull back the curtain on how a national brand can shift gears in less than six
months going from customer insights to strategy to design to roll out in just
two shopping seasons.
Liam OConnor
Principal, Customer Acquisition Practice
Lenati
Paul Conder
Principal, Customer Experience Practice
Lenati
How Samsung Activates Customer Data to Deliver Omni-Channel Engagement

That Drives Business Results
Tim Benner
Sr. Dir of Marketing Science and
Strategic Analytics
Samsung Electronics America
Ray Lansigan
Associate Partner
Rosetta Consulting
The relationship between a brand and its customers isnt

what it used to be. Todays always-on shoppers are
constantly toggling between platforms, screens and devices,
giving marketers rich, complex data and exposing more
about its core customers shopping habits than ever
before. Yet despite having deep insight into the customer
journey, most brands are scrambling to break down the
silos and are hard-pressed to find the definitive recipe for
producing valuable, omni-channel engagement. In this
session, Samsung Electronics Americas Senior Director
of Marketing Science and Strategic Analytics Tim Benner
and Rosetta Consultings Ray Lansigan will discuss why
brands need to understand their customers to deliver
tailored, real-time interactions; explore how to
predictively engage customers on a 1:1 level by
harnessing customer data and innovative technology;

and provide first-hand insight on how to execute highly
personalized, omni-channel engagement programs.
Key Takeaways:
How to tap complex data to expose more about core
customers shopping habits
How to predictively engage customers on a 1:1 level by
harnessing this data
How to execute personalized, omni-channel engagement
programs that drive business impact
The Road to an Engaged and Active Community through Personalized and

Rewarding Experiences
Nataki Edwards
VP of Digital Strategy & Operations
AARP
60
AARP, a non-profit organization that helps people 50 and older improve the quality of their lives, faced
an important challenge: how to motivate their nearly 40 million members to actively engage with aarp.org
to learn about the many ways they can ensure that they and their families live the best life they can. In
this rich case study, you will learn the challenges AARP faced planning, launching, and managing their
award-winning Rewards for Good loyalty program and the important lessons learned. You will also get
key insights into how they measure success and their impressive results.

Integrating Customer Experience and Loyalty: Best Practices in Design, Delivery and Measurement
Meg Culp
EVP, Strategy
rDialogue
Phil Rubin
CEO
rDialogue
Join rDialogue founder and CEO Phil Rubin along with

EVP Meg Culp for a highly informative and compelling
workshop on improving customer relationships and
your bottom line via integrated loyalty and customer
experience strategies.
With nearly 40 years combined experience in loyalty
and CRM, Phil and Meg will walk through best practices
from loyalty leaders from strategy and concept design to
execution and measurement, focusing on:
Essential strategy considerations to show how published
loyalty programs and more relevant customer
experiences go hand-in-hand
Building the business case to gain support from your

CFO (and ultimately, your CEO)
Measuring the impact from the customers perspective
and its corresponding impact on the business
Participants will leave the session with a framework
for leading your organization to successful delivery
of an on-brand, dynamic and more profitable
customer experience.
Program and customer experience design requirements

that lead to viable and operationally successful
tactical executions
BRANDisruption: Let Go of the Myth that Your Brand Belongs to You and Achieve
Ridiculously Great Results
Jen Swanson
Director of Digital Marketing
Childrens Hospitals and
Clinics of Minnesota
When the marketing team at Childrens Hospitals and

Clinics of Minnesota realized its internal stakeholders
were each trying to drive messaging and branding, Jen
Swanson, Director of Digital Marketing at Childrens
Hospitals and Clinics of Minnesota, turned to the brands
external constituents for advice. In partnership with
Ciceron, a digital marketing agency in Minneapolis,
teams developed a customer journey map, which
opened the doors to a customer-centric process that
has dramatically affected the hospitals marketing.
Andrew Eklund
Founder & CEO
Ciceron
By interviewing patients, families, volunteers and other

external constituents and mapping their needs and
desires against Childrens marketing approach, Ciceron
was able to help Childrens build brand advocacy and
obtain ridiculously great results through meaningful
customer experiences that stirred people to passionately
advocate for their brand.
This customer-centric approach has not only required
their internal teams to look at marketing differently, but
has also helped advance their mission, vision and values,
and helped them deliver exceptional family-centered care.
During a recent fundraising campaign, Ciceron was able

to help Childrens not only surpass its fundraising goal,
but also generate elevated brand awareness including
728 total social mentions, 7,502,155 total potential
impressions and 3,962,918 potential reach surrounding
this campaign. Ciceron also engaged influential
advocates to post about the campaign, gaining 44%
higher engagement.
Key Takeaways:
Discover the best ways to uncover valuable information
through different research methodologies
Learn the importance of educating internal teams,
including executives, for a successful project
See how in-depth research drives marketing decisions
Discuss ways to get buy-in from teams across
the organization
61
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Engagement & Experience Expo 2015 EXHIBITORS
cogensia
A C A C| G R OU P Company
The Power of Preference
Brian Hood
Director of Digital Marketing
Intuit
Eric Holtzclaw
Chief Strategist
PossibleNOW
In order to provide the level of experience and engagement

that customers demand, understanding them better is
foundational to success. Companies rely on behavioral
data, third party sources, segmentation and other tactics
in an attempt to accomplish this goal, but the key to true
customer knowledge is found in the strategic collection,
interpretation and use of customer preferences. Increased
legal scrutiny makes collecting and correctly acting on
communication preferences a growing corporate concern.
PossibleNOW, in partnership with Intuit, will share best
practices, challenges and tangible results deploying preference
collection can have for your organization.
Attendee Takeaways:
Best practices for collecting preferences
How to use preferences to drive customer experience
The importance of understanding preferences to
increase engagement
Need for customer consent as legal environment
becomes more restrictive and litigious
(recent FCC ruling on TCPA covering phone calls and
text messages)
Delivering Solid Customer Experiences Through Better Feedback
Vinay Khetarpal
Sales Executive
Inquisium
62
Take away the labels. Take away the computers, the tech,
the data, and you still have one thing: a person. People
are at the heart of every data point gathered and every
dollar spent.
Join us for our 20-minute showcase session and

well discuss:
Inquisiums feedback management platform gets you

closer to the unique customers behind your survey data,
so you can create the experiences they have been looking
for. When you understand your customers, everything
changes: the way you market, the services you provide,
the products you create, the way you engage, and even
the metrics that determine success.
Implementing feedback programs that can change the

way your organization works
Building dynamic and engaging feedback programs to

enhance the customer experience
Designing sleek and interactive reports to showcase

your data in a visually appealing and meaningful way to
derive actionable insights

Seeing Beyond the Strategy: Landing CX in the Real World
Liam OConnor
Principal, Customer Acquisition Practice
Lenati
Paul Conder
Principal, Customer Experience Practice
Lenati
Join Lenati principals Liam OConnor and Paul Conder

for a thought-provoking, interactive workshop, exploring
ways to connect CX strategy with actionable tactics to
improve customer experience.
Building a solid CX strategy is critical for any customerfacing brand, but its useless without strong tactical
implementation at the level where the brand meets the
customer. This richly-illustrated session will go deep
into methods to validate, implement and improve CX
at the customers level. Drawing on examples from
our work with globally-recognized brands like Nike,
Starbucks, Goodwill and Microsoft, we will take the CX
discussion
out of the boardroom and land it squarely in the real
world.
In this session you will learn:

How to turn the abstract into the actionable moving
from CX strategy to implementation
Methods to validate CX concepts before they hit the
real world
Techniques to align CX concepts to your brand
Measurement methods for the success of CX tactics
Methods to continuously improve and evolve CX
programs after implementation
All participants in the workshop will be eligible to
receive a free e-copy of our new book The Art and
Science of Customer Experience.
Engagement & Experience Expo 2015 SPONSORS
63
4120 Dumont St
Cincinnati, OH 45226
Simplify
Your Journey
Our vision for 2015 and beyond is to provide

even more value to our brand members
Loyalty360 is committed to helping brands navigate the renaissance thats happening
in customer loyalty and engagement. Membership helps simplify your journey.
Contact us for more information on membership:

markjohnson@loyalty360.org

Loyalty Management Third Quarter, 2015

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VOLUME 7 NUMBER 3

Third Quarter 2015

Simplicity at Hertz Means Great Customer Experience

Kenticos all-in-one CMS, E-commerce, and

Discover how at www.kentico.com/product

Mark Johnson | Loyalty360

14 By the Numbers: Technology Eases

26 Q & A: Ask the Experts

Loyalty Management THIRD QUARTER 2015

FROM THE EDITOR

Customer Experience...More than Just a Buzz Term

In this issue of Loyalty Management, we have included more brand CX

The 2015 Engagement & Experience Expo (November 9 11 in Dallas,

The Loyalty 80/20 Rule

Higher Customer Needs

info@lenati.com www.lenati.com 800-848-1449

Loyalty Management LOYALTY360.ORG

Basic Customer Needs

34 Forging Emotional Bonds: Hiltons

46 How Does QVC Stay on Top of the Customer

38 Meaningful Motivation in the Workplace

48 Best Western Delivers Sophisticated Customer

40 How Personalized Digital Experiences Win

52 Theft Right Under Your Nose: The High Cost

42 ebags.com Seeks Differentiation Through

54 Best Practices in Mobile Voice of the Customer

Theft Right Under

CONNEXIONS fraud WHITE PAPER ad for print.pdf

The High Cost of Loyalty Fraud

How Personalized Digital Experiences

Loyalty program points and miles

Contact Connexions to learn

Jim Tierney - Senior Writer

Could someone steal

Mark Johnson - Contributing Editor

2015 Loyalty360, Inc. and/or its Affiliates.

LOYALTY360 ON THE WEB

WEBSITE REDESIGNS FOR LOYALTY EXPO AND

DIVE INTO A WEALTH OF

A growing collection of podcasts is available at Loyalty360.

CONNECT WITH PEERS

Loyalty Management LOYALTY360.ORG

Learn more about Brand Panel and becoming a Loyalty360 member

LOYALTY FORUM: YOUR VOICE

What recent new trend,

No one would dispute that with the explosion

Our obsession with mobile devices is an indisputable fact. According to CNN, in

As a constant consumer companion, the mobile

Loyalty Management LOYALTY360.ORG

The single largest risk in this rush to

Most companies are taking customer experience seriously, investing

Programmatic media hasnt always lived up to its initial promise.

Build More Loyal & Profitable Relationships

The Consumer Relationship Company

LOYALTY FORUM: BEHIND THE BRAND

WHAT DO YOU BELIEVE IS KEY IN DRIVING TRUE

Its all about customer intelligence. A deep understanding of customers

WHAT MARKETING INNOVATION DO YOU WISH YOU HAD COME

Loyalty Management LOYALTY360.ORG

WHAT IS YOUR PERSONAL MOTTO?

QUICK FIRE QUESTIONS*

WHAT IS YOUR LEAST

WHAT TURNS YOU ON

WHAT TURNS YOU OFF?

46 How Does QVC Stay on Top of the Customer

38 Meaningful Motivation in the Workplace

48 Best Western Delivers Sophisticated Customer

40 How Personalized Digital Experiences Win

52 Theft Right Under Your Nose: The High Cost

42 ebags.com Seeks Differentiation Through

54 Best Practices in Mobile Voice of the Customer