Reaping the Benefits of Customer Rewards

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This post summarizes four case studies where applying rewards programs have led to significant benefits for major brands. Three of the examples are in the retail sector, and the remaining summary will be in the transportation sector. Keep in mind that these are highly summarized and anonymous.

Increasing Purchase Frequency and Retention through a Rewards Program:

A famous retail outfitter with great brand recognition integrated retail shopping, e-commerce, and behavior activities with experiential rewards. Some of these activities included races, films, and social engagements.

The Need:

There were few consistent customer retention and purchase frequency metrics to monitor, and there was also a need to capture transactions better.

The Benefits:

The retailer’s customer loyalty program resulted in a three-fold improvement in member purchase frequency and a two-fold increase in year-over-year retention.

Increasing Customer Visibility Leads to Frequent Purchases:

A highly successful and service-minded hardware retailer created a loyalty program and with successful POS, and highly tiered and segmented email marketing campaigns.

The Need:

The customers were completely anonymous, and there was no targeted marketing. All marketing was shotgun and mass in nature.

The Benefits:

The customer loyalty program tied revenues to membership, yielding a strong 70% sourcing and created a 22% increase in purchase frequency.

Adding a Loyalty Program Allows a Retailer to Compete with “big box stores:”

A name-brand store was losing relevance to big box stores and even its’ own wholesale department stores.

The Need:

This chain was not participating equally in selling high-frequency, lower-cost shoes like other competitors.

The Benefits:

The loyalty program increased purchase frequency by 27% online and 36% in stores.

Airline Increases Revenue by Making Its’ Frequent Flyer Program Real Time:

A customer-focused airline wanted real-time accrual and awards available to its flyers and the ability to tap into partners in the same way.

The Need:

There was a need for real-time capabilities to augment customer point accumulation and better enable partner participation.

The Benefits:

The airline launched a customer loyalty program that fulfilled these needs and more, resulting in a 22% increase in revenue per seat, a 25% per customer loyalty increase, and the addition of 25+ ancillary partners to ensure more revenue opportunities in the future.

Net; Net:

In each case a loyalty/rewards program powered by TIBCO Reward was leveraged to increase business outcomes. Some were new programs, but others needed a boost in capabilities and features.

To learn more about how brands are maximizing their customer loyalty initiatives, check out the eBook from TIBCO, Top 10 Trends in Customer Engagement for 2015.

These are highly summarized case studies provided by TIBCO.

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Jim Sinur is an independent thought leader in applying business process management (BPM) to innovative and intelligent business operations (IBO). His research and areas of personal experience focus on business process innovation, business modeling, business process management technology (iBPMS), process collaboration for knowledge workers, process intelligence/optimization, business policy/rule management (BRMS), and leveraging business applications in processes. When with Gartner, Mr. Sinur was critical in creating the first Hype Cycle and Maturity Model, which have become a hallmark of Gartner analysis, along with the Magic Quadrant. Prior to joining Gartner, Mr. Sinur was a director of technologies with American Express, where he worked on a large, industrial-strength, model-driven implementation of a business-critical merchant management system. Before American Express, Mr. Sinur worked for Northwestern Mutual Life, where he was involved in leading-edge projects like the Underwriting Workbench that employed many new and emerging methods and technologies. This was after he was involved with building and re-architecting many major applications on the investment and annuity side of NML's business.