| Feature Article - January 2006 | |
Maximizing Your Loyalty Return | |
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Many managers and executives will tell you that in order for a business to run effectively, there needs to be measurable objectives set for the business.
In this respect, loyalty programs should not be any different than any other area of your business. Program ObjectivesBut first, let's take a step backwards. If you currently have a loyalty program, do you know what your program's objectives are? We believe that there are three objectives that form the basis for any good loyalty program.
These three items create a business strategy for your organization: Taking that information gathered and using it to influence customer behavior to make them more loyal, and growing your share of their wallet to provide incremental revenue growth for your business. Taking Action (Part 1)But what actions should you take to achieve the objectives that we outlined?
For those of you that aren't familiar with RFM analysis, it is comprised of three measurements:
All customers are ranked from highest to lowest for each of the three metrics, and then split into equally-sized segments. The combination of each of the three segments creates many unique segments. For organizations with large customer databases and solid database management teams, these groupings are often created at the quintile (5x5x5) or decile (10x10x10) level, creating 125 or 1000 different groups. However, several noted authorities in the loyalty field have recently argued that you can do an effective job of this type of segmentation in a 3x3x3 segmentation creating 27 cells, or even 2x2x2 segmentation creating 8 cell matrixes. Taking Action (Part 2)Now we get to the real meat of your loyalty program: Reinforcing the behavior of your best customers with rewards and benefits, while working to change the behavior of the customers in the lower groups. Because you have done research about what your customers want as part of answering the questions at the beginning of this article, you know how to reward them. It just takes the time to tie those rewards together. For example, you could encourage your top tier customers to continue their spending with you in order for them to keep some of the benefits that you have given them in the past (airline programs are a good example of this). Your middle tier of customers could be nurtured to move into the higher-potential category by using a points multiplier to reward increased spending frequency with your business. And for your bottom tier of price-sensitive customers, you could make a come-back offer to see if you could get one or two more visits out of them. Additional benefits of doing RFM analysis include:
The Results Second, as you are now targeting customers with an offer that is appropriate to their value to your business, you should see a lower defection rate for your high and mid-tier customers. This also allows you to build and grow the customer segments that you know are worth something for your business. By marketing directly inside your loyalty program to the customers that you know are valuable to your business, you can achieve efficiencies that cannot be achieved through general mass marketing. And by moving more of your program members to the desirable upper-tier categories, you have created a more profitable and fruitful relationship for both you and your customer.
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