VOLUME 9 NUMBER 6 | THIRD QUARTER 2016

Healthier
UnitedHealthcare
Consumers,
Thanks to CRM
IN THIS ISSUE:

U.S. Bank Sees Boost

from Seamless CX

Wolters Kluwer
Customer Experience Evolution
at CT Lien Solutions

Brand Loyalty a Thing

of Beauty for Ulta

Exceptional Communication
Drives Customer Experience at
Wheaton and Bekins
 Put your customer at the center
of every experience
What does it take to deliver the highly personalized and relevant experiences
your customers expect? Epsilon knows. Our unrivaled customer insight drives
powerful, individualized experiences for some of the worlds most successful
brands. Our ability to determine what customers want today (and predict what
theyll want tomorrow) means we can empower you to deliver the right message
at the right time, every time. Well help you navigate the hype and implement the
right technology to meet your needs, and optimize it for maximum performance.

Technology that works. Strategies that win. Relationships that last. Epsilon is
ready to help you tackle the toughest customer experience challenges.

Visit www.epsilon.com or call 1.866.276.4581 today to get started.

Learn more when you download our free ebook,

Customer Experience Insights for Technology Marketers:
http://engage.epsilon.com/cx-insights

We make connections that bond people to brands

epsilon.com

2 Loyalty Management | THIRD QUARTER 2016

 In this Issue...
THIRD QUARTER 2016 | VOLUME 9 NUMBER 6 | LOYALTY360.ORG

FEATURES LOYALTY FORUM:

IN EVERY ISSUE
12 4 Letter from the Editor
Seamless Customer Experience Recaps
Rewards for U.S. Banks Flex Perks Visa
6 Whats New
Mark Johnson | Loyalty360
8 Behind the Brand

14
Jose R. Costa, COO, Driven Brands

10 360 Insights
Customer Relationship Management Mark Johnson, Loyalty360
Means Healthier Consumers for
22 TECHNOLOGY, TRENDS & REWARDS
UnitedHealthcare
Digital and Mobile Integration for a
P.F. Wilson | Loyalty360 Seamless Customer Experience
Snipp Interactive

16 24 BEST BUSINESS PRACTICES

Traditional Loyalty is Broken
Wolters Kluwers CT Lien Solutions What Todays Marketer Need to Know
Continues to Evolve Customer Experience Tyler Walton | Clutch
Steve Taggart | Loyalty360
26 BEST BUSINESS PRACTICES
How to Measure Loyalty Program ROI

18
Alex Tavera | Aimia

28 BEST BUSINESS PRACTICES

Brand Loyalty a Thing of Beauty for Ulta
1:1 Marketing Just a Buzz Word or
P.F. Wilson | Loyalty360 Are You Making It Happen?
Barbara Olson | Cogensia

30 Q & A: Ask the Experts

20 32 STATE OF THE INDUSTRY
Research Shows Ingredients
Wheaton and Bekins Drive Enhanced
Customer Experience Through for Success in Loyalty Programs
Exceptional Communication Emily Rudin | CrowdTwist
Mark Johnson | Loyalty360 34 Behind the Brand
with Victoria Lozano | Senior VP & General
Manager | Crayola
Loyalty Management Editorial 2016 Loyalty360, Inc. and/or its affiliates.
All Rights Reserved.
& Production Team 36 Featured Technology
Reproduction and distribution of this publication in any
James M. Loy - Editor-in-Chief form without prior written permission is forbidden. The
Mark Johnson - Contributing Editor information contained herein has been obtained from
Carly Stemmer - Contributing Editor sources believed to be reliable. Loyalty360 disclaims all

Shawn Cunningham - Design Director
Steve Taggart - Content Strategist
P.F. Wilson - Contributing Writer
Crescent Printing Company - Print Production
Contacts
Article Submissions & Advertising:
Marissa Hanson
Client Relations/Account Manager
marissahanson@loyalty360.org
513.800.0360 ext. 131
39
warranties as to the accuracy, completeness, or adequacy
of such information. The opinions shared are those of
the contributing authors and not necessarily reflective
2016
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
Conference Preview
without notice.
Loyalty Management | THIRD QUARTER 2016 3
 FROM THE EDITOR

With the arrival of fall, we celebrate both the changing of season and the advent of our annual Engagement and Experience
Expo. This is always such an exhilarating and vibrant time of year, and it marks a period of great transformation in more ways
than one. Autumn is often associated with bountiful harvests and colorful leaves, but it also marks a shift in the way we
experience the world around us.

This year, such noticeable changes might seem particularly fitting to the brands and marketing professionals who are
experiencing a number of significant transformations sweeping across their own respective industries. Customer behaviors
and expectations are changing. The marketing technology landscape is changing, and many of the long established practices
and procedures of deeply rooted marketing traditions are rapidly changing.

For some, so much change may seem like a daunting challenge, but for others they may seem like a breath of fresh air that
heralds many exciting opportunities. At Loyalty360, we feel invigorated by the latter, and we are excited for the potential that
lies ahead.

As a trade association, we are committed to building a community for brands and marketers. We strive to provide valuable
networking opportunities, to help brands navigate an increasingly complex world of marketing technology, and to provide a
platform for brands to share their stories, so that we all might gain a better understanding of the changing customer loyalty
and customer experience climate.

This is part of what you will find in the pages of this issue. As we head toward the 2016 Engagement and Experience Expo,
we invited a few of this years most prominent attendees and speakers to discuss how they are overcoming the numerous
challenges, and seizing the generous opportunities, present in this new era of customer engagement.

Here, you can learn how U.S. Bank may have finally cracked the code on near universal real-time reward redemptions, how
UnitedHealthcare is leveraging technology to optimize a customer experience that is helping people and employers make
more informed insurance decisions, how Wolters Kluwer successfully balances customer relationship management with the
evolving expectations of customers, and much more.

We are also proud to present a special expo preview, which highlights many of the industry leading speakers and cutting edge
technology providers attending this years show. At the expo, youll discover the innovative theories, best practices, relevant
case studies, and successful strategies that are currently redefining the entire marketing industry.

This year, the expo will be held Dec. 5-7, 2016, in downtown Denver, Colorado. Denver promises to be the perfect backdrop
for not only a fresh breath of autumn mountain air, but also for the invigorating insights and stimulating knowledge that will
converge within the citys center.

Therefore, it is appropriate to note that while the coming of fall is often associated with changing leaves and cooler
temperatures, in literature fall is also often associated with maturing wisdom and the intellectual fruits harvested from a
lifetime of learning. And within the pages of this magazine, and during the expo, you will find both.

James M. Loy
Editor-in-Chief
Loyalty Management
JamesLoy@loyalty360.org

4 Loyalty Management | THIRD QUARTER 2016

Hear From The Best In Customer Experience
December 5-7 | Marriott City Center Denver | Denver, Colorado

engagementexpo.com
Loyalty Management | THIRD QUARTER 2016 5
 Whats New
LOYALTY360 ON THE WEB

ON LOYALTY360.ORG

HOMEPAGE UPDATE
Weve heard your feedback and are proud to roll out a brand new
homepage layout. Aside from incorporating a new aesthetic, the new
layout is designed to make it easier than ever to view your favorite
Loyalty360 content. These changes include our new sidebar, which
gives easy access to our multimedia content including thought
leadership podcasts featuring executives from companies that are
innovating in the customer loyalty space.

Whether its Daily News, Loyalty Management, or our Loyalty

Member content, getting to the content you count on from L360
is now only a click away.

CASE STUDIES
Now more than ever, brands are facing (and overcoming) challenges in keeping up with
data analysis demands and consumer expectations. In our new case studies series, our
analysts examine these challenges on a case-by-case basis, exploring how each brand
approaches hurdles differently according to size, industry, end goals, and more. Along
with a dive into the brands mindset and technology implementation, these studies look
at statistics to measure the results of the solution, providing a complete view of how the
organization tackles the unique challenges of todays market.

For specific real-world insight from brands like Harley-Davidson and Goodwill, our
case studies offer a behind-the-scenes view that cant be found anywhere else.

BRAND BITES
At Loyalty360, we pride ourselves on the relationships weve formed with
brands that are looking to take their customer loyalty efforts to the next level.
Through our conversations with these brands, weve compiled answers to
some of the biggest questions being faced in the market today.

These one-of-a-kind insights are now available to our Loyalty360 members in

the form of Brand Bites, a collection of answers to the questions marketers are
asking from top-level executives in the space. To find out how top brands are
looking at the world of customer loyalty from the inside out, look no further
than Loyalty360 Brand Bites.

6 Loyalty Management | THIRD QUARTER 2016

 [ know me ]

Customer engagement optimization Each of your customers is unique their needs, how

engage.
they communicate, what they expect. We can help
Dont just deliver experiences. you uncover those differences and deliver truly
personalized engagement.

Discover how customer engagement optimization

can help you make the most out of every interaction.
Visit verint.com/customer-engagement.

2016 Verint Systems Inc. All Rights Reserved Worldwide. Loyalty Management | THIRD QUARTER 2016 7
 LOYALTY FORUM: BEHIND THE BRAND

BehindtheBrand WITH JOSE R. COSTA | COO, DRIVEN BRANDS

With a background in franchising, marketing, unit growth, and enhancing the customer experience
amongst some of the most recognized brands in the world, Jose R. Costa currently serves as Group
President for Driven Brands where he leads MAACO, CARSTAR, and Drive N Style, which collectively
operate more than 1,000 body shops across North America and generate more than $1.2 billion in annual
system sales.
Previously, Costa was President of MAACO where he managed and developed 500 automotive body
shops across the U.S. and Canada. For his efforts to transform the automotive and transport equipment in-
dustry, he was recently honored with the 2016 Executive of the Year Bronze Stevie Award which recognize
outstanding performance in the workplace.
He is also a National Association of Corporate Directors (NACD) Fellow, a credential that recognizes those
committed to excellence in the boardroom and a member of the Young Presidents Organization (YPO), the
worlds leading peer network of chief executives and business leaders.

IF YOU COULD PICK ONLY ONE THING, WHAT DO YOU BELIEVE
MOST INFLUENCES A GREAT CUSTOMER EXPERIENCE? AND WHY?
Active listening. Leveraging technology and analytics to capture as
much continuous feedback as possible from consumers, customers,
suppliers, partners, and any other constituencies. Once we execute
on this, then we turn insights into actions to improve the overall
experience across the organization.
WHAT DO YOU LIKE DOING IN YOUR SPARE TIME?
I love to enjoy time with my family. We have three small children
and we like to spend as much time together as a family as possible.
We enjoy taking long walks, going to the park, going to church, and
having ice cream on Sundays.
My wife and I are foodies, and we also love to try new restaurants
and new cuisines when we have the opportunity. We run the local
Charlotte chapter for the Chane des Rtisseurs and are constantly
looking for new places to try.
WHAT IS YOUR FAVORITE MOVIE?
My favorite movie is Life is Beautiful by
Roberto Benigni. I love this movie because
it exemplifies unconditional love for your
family. It doesnt matter what life throws
at you, what matters is how you come
back and the legacy you leave behind with
your children. Great movies make you
reflect, make you cry, and make you laugh!
IF YOU COULD HAVE ONE SUPER POWER,
WHAT WOULD IT BE?
I would love to have the power of
Teletransportation. My extended family is all
overseas and Id love the opportunity to see
them every day. With this special power,
I could take my kids back to Caracas, Venezuela
for dinner with their grandparents or take them to
Barcelona, Spain for breakfast with their aunt, or
have lunch in Naples, Italy with their uncle.
WHAT TREND OR TECHNOLOGY SHOULD MARKETERS RETIRE AS A
FAD OF THE PAST?
Even though everyone loves and raves about Snapchat, I think this
technology will eventually pass. Today, its relevant with millennials
because they embrace rapid conversations, and they want to move
very fast. However, I believe brands and older generations will
embrace technologies that are more lasting and enable deeper
human connections.
WHAT IS YOUR PERSONAL MOTTO?
My personal motto is to find the balance between faith, family, and
perseverance. I strongly believe that once we find this balance we are
able to be much more impactful across all aspects of our lives. For
me, its all about dreaming big and working hard. This is what I try to
portray every day in my house, at work and in my community.

8 Loyalty Management | THIRD QUARTER 2016

 1
QUICK FIRE QUESTIONS*
WHAT DID YOU WANT TO BE WHEN YOU WERE GROWING UP? WHAT IS YOUR

2
PERSEVERANCE
FAVORITE WORD?
I played rugby for eight years. Growing up my dream was to be
a professional rugby player. I had the opportunity to play in high
school, college, and briefly for our national team in Venezuela. WHAT IS YOUR LEAST

3
BUREAUCRACY
Rugby is a great sport and it taught me so many great things from FAVORITE WORD?
leadership to teamwork and from hard work to dreaming big.
WHAT TURNS YOU ON

4
CREATIVELY, SPIRITUALLY, FAMILY
WHO HAS HAD THE MOST INFLUENCE ON YOUR PROFESSIONAL OR EMOTIONALLY?
LIFE, AND WHY?

5
My courage as a leader came from my father. I grew up in WHAT TURNS YOU OFF? MEDIOCRE PEOPLE
Venezuela, the son of a Spanish immigrant and entrepreneur who
started his own advertising company, taking it from just an idea to
a multimillion-dollar business with 400 employees. He exposed WHAT SOUND OR NOISE DO

6
OCEAN
YOU LOVE?
his children, myself included, to his work starting as young as six or
seven. My father lead by example showing me and everyone around
him that having a strong marriage and solid family foundation WHAT SOUND OR NOISE DO

7
DENTIST DRILL
wasnt just good for him personally, it helped him succeed in all YOU HATE?
aspects of his life including his business.
WHAT PROFESSION OTHER

8
WHO IS YOUR FAVORITE MUSICAL ARTIST OF ALL TIME? THAN YOUR OWN WOULD PRESIDENT OF VENEZUELA
YOU LIKE TO ATTEMPT?
Air Supply.
WHAT PROFESSION WOULD

9
DOCTOR
WHAT WAS YOUR LAST AHA CUSTOMER EXPERIENCE? YOU NOT LIKE TO DO?
WHAT MAKES THIS MEMORABLE?
IF HEAVEN EXISTS, WHAT
Doing Undercover Boss. It was the most memorable, rewarding, WOULD YOU LIKE TO HEAR WELCOME HOME MY SON!
and satisfying experience of my life. It taught me the importance GOD SAY WHEN YOU ARRIVE
AT THE PEARLY GATES?
of listening, giving back, dreaming big, and working hard.
*Inspired by James Lipton on Inside the Actors Studio we asked Brad to share his quick-fire response to
the questions originating from the French series, Bouillon de Culture hosted by Bernard Pivot.

Loyalty Management | THIRD QUARTER 2016 9

 LOYALTY FORUM: 360 INSIGHTS
The Consistency of Change:
Finding Alignment & Loyalty in an
Increasingly Customer Centric Culture
Mark Johnson
Loyalty360
Much has been written and expressed about the current state of
business, marketing, and customer loyalty, as well as the rapid
pace of technological advancement that incessantly promises to be
the next game-changer. Often, these proclamations are nothing
more than hyperbole, yet other times they actually do disrupt an
industry so completely that the vestiges of traditional practices are
left smoldering in obsolescence.
We now stand at the dawn of a new digital age. But, because there
seem to be endless waves of emerging combinations of digital,
mobile, and social technologies, all incessantly altering the way
consumers perceive and interact with brands, this digital dawn is
in a perpetual state of becoming. As there are evermore innova-
tions always in development over the next horizon, we never seem
to fully see the true light of this promised future. Rather, we find it
somehow steadily seeping into the present.
The only thing that is constant is change, the philosopher Hera-
clitus once said.
Winning customer loyalty in this new environment is incredibly
challenging, and this holds true for all industries across all verticals.
10 Loyalty Management | THIRD QUARTER 2016
As a concept, the idea of loyalty is, in many ways, a fundamental
aspect of human nature. But the ways in which loyalty is now
established and nurtured between brands and customers has
changed, and is changing, dramatically. Simply put, these relation-
ships are not as stable as they once were.
We live in a world that now exists as a series of hyper moments
and on an evolving continuum of real-time interactions that are as
fluid as the technological innovations that make these exchanges
possible. For the most forward-thinking marketers and customer
engagement professionals, this has resulted in the need to remain
in lockstep with a landscape that is constantly fluctuating. This
constant need for understanding and awareness is the goal, though
many are still struggling to find sure footing.
Attaining true customer loyalty has never been easy for brands,
while evolving expectations, behaviors, and habits are now only
adding to the complexity. Even further complicating the problem is
the seemingly endless array of technology solutions and vendors
that all purport to have some version of an answer, which often
seems just as fluid and idiosyncratic as the behaviors of the cus-
tomer themselves.
Moreover, many brands are also finding themselves immersed in a
tide of new marketing technologies that seems to rise without end.
In just the last year and a half alone, we have seen an explosion in
the proliferation of new platforms and systems, and many claim to
offer near industry disrupting capabilities. Just the sheer number of
these technologies makes it difficult to find the right technology.
Technology is often regarded as a cure all for many of the chal-
lenges rife throughout the contemporary marketing landscape. But
far too often we see brands incorporating technologies, seemingly,
for the sake of the technology itself, which is only causing further
missteps along the path toward true customer advocacy and brand
loyalty.
Most brands are still struggling with archaic layers of legacy-based
procedures, tactics, and cultural ideologies as well as with data
systems that are still fragmented and unconnected.
We call this the challenge of alignment, and it is a growing issue
with many of the brands that we speak to everyday. It is important
to understand that technology should not create the alignment.
Rather, the technology should align with an existing brand identity
that is already in place.
There are no easy answers. Not yet, anyway. But much progress is
being made on this front. To begin, brands should create an internal
alignment by first understanding how well predefined goals and
existing processes match with existing customer expectations. And
this should not necessitate a fundamental shift in a brands identity.
Instead, the brand identity and brand promise should be organically
interwoven throughout all marketing efforts to nurture a culture of
customer centricity.
Technology alone is not the answer. But it can be part of the solu-
tion, a piece of the larger puzzle. And only once it is considered
within the context of a larger and organization-wide commitment to
customer loyalty, experience, and engagement will all the disparate
pieces begin to fit together.
At Loyalty360, part of our ongoing commitment is to bring a level
of clarity and measurability to an industry that is currently in the
midst of reinvention. Because of the astounding pace at which
business and marketing moves, combined with the new demands
impressed upon brands by a new generation of digitally and socially
empowered consumers, we find it extremely important to continu-
ally assess the present state of customer loyalty, which has become
more holistic and all encompassing than ever before.
Customer loyalty is now more than a technology platform that me-
chanically operates a loyalty program and doles out points for re-
wards. It is more than just share of wallet. And it means more than
simply offering a few generic discounts or blanketed promotions,
and assuming that consumers will return again and again. It means
driving an end-to-end process that encompasses an entire organi-
zation. From the decisions made by the upper echelons of execu-
tive management to the direct consumer interactions of frontline
employees, loyalty should be (must be) viewed a pervading cultural
philosophy that is understood, supported, and advanced by all.
As a foundational concept, the notion of customer loyalty is not
new. What is new, however, is its elevated status, and growing
prominence, as a lucrative and rewarding marketing strategy that is
literally changing before our very eyes.
Weve already come so far and accomplished so much. But just
think of all that we can still yet achieve together.
Only one loyalty
company is
built for speed.
Are you playing catch up or leading
the pack in CX and loyalty innovation?
Stellar Loyalty can get you from
strategy and execution to ROI faster,
cheaper and better.
Find out how at stellarloyalty.com
The Consumer Relationship Company
 FEATURES
Customer Experience
Recaps Rewards for U.S. Banks
Mark Johnson
Loyalty 360
For years, disparate
technologies, platforms, and
process have kept merchants
and credit card issuers from
integrating mutually beneficial
rewards programs. U.S. Bank
decided to take a different
approach and take ownership
of the entire process. Bob Daly,
senior vice president of retail
payment solutions for U.S.
Bank explains to Loyalty360
how it was done.
12 Loyalty Management | THIRD QUARTER 2016
Seamless
This past November, we introduced a redemption technology that were calling
Real-Time Rewards mobile redemption, says Bob Daly, senior vice president of
retail payment solutions for U.S. Bank.
We think its the Holy Grail of redemption solutions because it enables a
cardholder to instantly, redeem via their mobile device for almost any purchase
that theyve just made with their FlexPerks Rewards Visa card.
In other words, a cardholder makes a purchase with his or her FlexPerks Visa and
almost instantly, receives a text message inviting him or her to use FlexPoints
to cover the purchase. Then all you need to do, Daly explains, is text back
the word redeem and instantaneously we credit your card statement for the
purchase amount and deduct FlexPoints from your reward point balance.
Basically, almost anything you can purchase with the card, online or in a physical
store, is eligible.
Weve enabled redemption for almost anything you can purchase in the U.S.
with your FlexPerks Rewards Visa card, Daly adds, and we know that customer
satisfaction is highly correlated with redemption, and enrollees in Real-Time
Rewards are redeeming at a pace three times as often as non-enrollees.
KEY TO SUCCESS
One key to the programs success is that U.S. Bank controls the entire process
with the merchant seeing no difference in the settlement. The beauty of our
solution, and why its so elegant, says Daly, is that we did not have to do any
integration. Not a pipe, not a wire, nothing with any merchant anywhere. We
circumvented merchants and made it seamless for everyone.
For years, multiple start-ups have attempted to link merchants and credit
card companies with the hope of creating this type of real-time redemption.
Merchants were tempted with the promise of cardholders shopping with them,
while card issuers were enticed by the possibility of receiving discounts from
those merchants and service providers.
A lot of effort and venture capital money went to those organiza-
tions and there really arent any of them I can point to that have
survived, Daly notes. Our success was achieved by syncing our
transaction approval process with our reward point engine so, in
the same moment that were determining whether the transaction
should be approved, were also pinging your point balance. If you
have enough points and the purchase agrees with the customers
merchant and dollar amount preferences, the text offer is sent.
Nowhere in the reward point redemption equation did we need
to sync up with the merchant, Daly says. And the merchant is a
happy camper as well because the customer bought something
from them and they got paid. We also settled with the customer
in points.
Again, from the merchant side, nothing about the transaction
has changed. The merchant is blind to what occurred behind the
scenes, Daly notes. Theyre getting their payment as they always
would, yet we have enabled redemption for almost anything
anyone can buy with their FlexPerks Rewards Visa card whether
theyre at point of sale, or on their laptop, tablet, or phone. This
isnt restricted to brick-and-mortar locations, its also for transac-
tions that occur online.
While seamless from the customers point of view, and simple
sounding in theory, development wasnt a snap. It wasnt simple
to do, says Daly, but bringing technology solutions to life be-
comes a much more complex undertaking the more parties you
have involved in the process. Fortunately, it was just us syncing our
transaction platform with our point tracking platform. So the right
hand knew exactly what the left hand was doing, and we didnt
have to negotiate with ourselves, we knew what we were trying
to deliver.
Integrating countless merchants, with multiple POS and payment
systems and processes with the card issuer, can be an exhausting
task. It can take a lot of time and a lot of money, and its part of
the reason why its difficult for us to point to a solution in the mar-
ketplace that is working, Daly concludes. Theres always been a
sort of a chicken-and-egg situation going on there with merchants
and issuers, too.
For U.S. Bank, the solution was to take control and be both. Now
U.S. Bank and its FlexPerks Rewards Visa cardholders are reaping
the rewards in more ways than one. L
HEAR MORE FROM USBANK AT THE 6TH ANNUAL 2016 ENGAGEMENT
& EXPERIENCE EXPO!
We encourage you to join Bob Daly, senior vice president of retail payment
Solutions, U.S. Bank as he presents: Behind U.S. Banks Ultimate Achievement
in Real-Time Redemption and Personalized Customer Experience.
Weve enabled redemption
for almost anything you can
purchase in the U.S. with your
FlexPerks Rewards Visa card,
Daly adds, and we know that
customer satisfaction is highly
correlated with redemption, and
enrollees in Real-Time Rewards
are redeeming at a pace three
times as often as non-enrollees.
Loyalty Management | THIRD QUARTER 2016 13
 FEATURES

Customer Relationship Management Means

Healthier Consumers
for UnitedHealthcare
P.F. Wilson
Loyalty 360

Having joined UnitedHealthcare in 2003,

Craig Hankins, vice president of digital
products for the health care company,
has seen a lot changes in the health care
industry. My experience has been
one of a lot of change, he states.
Well before the passage of
the Affordable Care Act.
One key change has been
the significant transition
away from open access,
unmanaged PPO plans with
low deductibles, to consumer-
driven health plans, which
often include higher
deductibles and plans that
feature employer-funded
and employee-funded
savings accounts.
HEAR MORE FROM UNITEDHEALTHCARE AT THE 6TH ANNUAL 2016
ENGAGEMENT& EXPERIENCE EXPO!
We encourage you to join Craig Hankins, vice president of digital products,
UnitedHealthcare as he presents: A Prescription for CX Success: How
UnitedHealthcare is Lowering Costs and Improving Outcomes.

14 Loyalty Management | THIRD QUARTER 2016

Youve got health savings accounts (HSAs),
health reimbursement accounts (HRAs), he
continues, and thats where Ive spent much
of my time at UnitedHealthcare; working
with many employers as they made those
transitions into higher-deductible plans.
The move in this direction was done to help
contain costs, but more importantly to help
people get engaged in their health and their
health benefits.
Not only has a lot of consolidation taken
place since the turn of the century, but
the way in which health care is delivered
has changed. About the same time I
joined UnitedHealthcare, we saw the
emergence of convenience clinics into the
health care arena, Hankins says, and now
youve got telehealth and telemedicine,
through smartphones, tablets, and desktop
computers, so theres been a transition both
on the delivery side and the technology side.
We felt it was necessary to meet people
where they were and give them more and
better information about their options for
care, their cost for care, and the quality of
that care, Hankins explains. That led to the
capabilities that we launched several years
ago such as myHealthcare Cost Estimator
and the Health4Me app, both of which enable
consumers to look at over 875 different
health care services and get the actual cost
for those services estimated under their
benefits plan.
UnitedHealthcare recognized that if
consumers were going to have to pay more
out of pocket for health care services, they
should know the costs to help them make
more informed choices. Same goes for
UnitedHealth Premium Designation, which
is our quality program to help consumers
identify high-quality physicians, says
Hankins. That was introduced in 2005. Its a
quality rating and cost efficiency system that
we continue to evolve as well. Were trying to
get better and better at giving people quality
and cost information about the health care
providers they are choosing.
The technology is really an area thats been enabling and
accelerating a lot of the pace of change that we see and we
participate in, Hankins adds. With higher deductible plans
The company has also been working to
improve the aftercare experience. Weve
been revamping entirely the whole claims
section of our website and our mobile app to
enable members to better manage and keep
track of their claims activity, Hankins says.
Their hospital visit could have multiple
individual claims tied to it. How do they
know whats what? How do they know
what they owe or what has been paid?
To give consumers a handle on that,
UnitedHealthcare went out and met
with consumers, as they have done for a
lot of their initiatives. We designed new
services for them that would help them better
manage that all the way through to enabling
more convenient payment for medical bills,
Hankins adds, because the consumer has
more skin in the game, but they dont have
more time in their day, we reduced the Weve got a program called
administrative burden of the health care UnitedHealthcare Motion,
experience on them through capabilities
such as mobile bill payment with a credit which is using a customized
card, debit card, bank account, or health activity tracker that ties into
savings account.
a reward program, Hankins
Not only has the health care space expanded explains. It motivates the
rapidly in the past decade, there has been a
growing number of constituencies. Theyre
individual consumer and they
very large constituencies, Hankins adds, get rewarded for literarily taking
that what we try to do from the payer point steps to improve their health
of view, is keep in mind the client and the
employers are putting up a significant portion and their employer comes out
of the bill. Were spending a lot more time ahead as well. Participating
focusing on our members and what they
think of us and that experience. employees can earn up to
$1,500 per year in deductible
Employers are looking to UnitedHealthcare
to change the behavior and influence the
credits by meeting daily walking
choices that individual members make for goals, while employers can
them to have better health care at lower achieve premium savings
costs, while also improving health outcomes
for patients. If we can win with the consumer based on aggregate results.
and improve things like Net Promoter Score,
which is their point of view of what they Its digging into the technologies, he
think of UnitedHealthcare and the services continues, understanding how they work,
that were offering them, that then turns how they create value within the health care
around and helps us meet the goals of their system, and then building a program that
employers who are our customers. can deliver that value to both the individual
member and their employer. L
becoming more common, UnitedHealthcare looked at what
they needed to offer consumers and employers.
Loyalty Management | THIRD QUARTER 2016 15
 FEATURES

CT Lien Solutions
Continues to Evolve
Customer Experience

Steve Taggart
Loyalty360

Customer interactions are a necessarily delicate process and every brand approaches the
practice differently. Customer service inquiries, in particular, have the potential to create
a memorable experience for the consumer, either positive or negative. With the veritable
arsenal of tools now available to these departments, the question now is which brands will
most effectively utilize them to create a process that turns negative experiences into ones
that create lifelong brand advocates.

Wolters Kluwers CT Lien Solutions, a provider of lien management

solutions and services, inherently needs to be able to adapt to a
changing marketplace. Terese Fernandez, CMO at Wolters Kluwers
CT Lien Solutions, notes a balance between allowing customers the
freedom to provide themselves with service and connecting them
with the help and insight that comprises the human element.

This balance is one thats being faced by customer experience

experts everywhere: how can companies give their consumers the
best of both worlds, offering the ease and efficiency of self-service,
while maintaining the charm and friendly nature found in person-
to-person service interactions?

16 Loyalty Management | THIRD QUARTER 2016

 Were seeing a big uptick in ease-of-use across the board,
and customers are being empowered to do more things for
themselves, said Fernandez. All of us are now accustomed
to going to our computer and finding whatever information
we need at the moment, and theres been a lot of efficiency
coming from that mindset.

On the other hand, theres always going to be a desire to connect
with others, whether its getting information from someone who
knows the market, or simply relating to others who are facing the
same challenges that you are, she went on to say. Overall the
day-to-day business may be moving more toward automation and
self-service, but many people, especially our top customers, are
still looking to be matched up with similarly-minded and similarly
interested individuals.
Now more than ever, companies are inundated with seemingly
endless streams of data with little to no rhyme or reason as to
which strands offer valuable insight and which are simply noise.
The key for brands is cutting through the static and finding the data
that provides actionable insight upon which customer experience
can be built.
Theres so much information available to us today, and a lot of that
is simply going to be random data points. The real challenge is in
determining what the underlying trends are, who has it right, and
how to stay on top of that in a sea of data, said Fernandez, going
on to note that Wolters Kluwers CT Lien Solutions is in the process
of building out an improved system for customer interaction,
including processes that will allow reaching out to customers,
while compiling their questions and information in a way that [lets
us] go back and reference when making future improvements.
This closed loop process of following up with customers who
had previously interacted with the brand ensures a positive
interaction with consumers; without these follow-ups, a customer
may feel that their insight was lost in the shuffle and that their
opinion wasnt properly valued by the organization.
The challenge of measuring efficacy for these new customer
service initiatives is one that Wolters Kluwer doesnt take lightly:
CT Lien Solutions has invested heavily into market research in
recent months, allowing it to take its customer management to
new heights. Were doing much better to that end from a metric-
based perspective, whether its response time, the number of
answers provided, or revenue driven by these improvements. L
HEAR MORE FROM WOLTERS KLUWER AT THE 6TH ANNUAL
2016 ENGAGEMENT& EXPERIENCE EXPO!
We encourage you to join Terese Fernandez, CMO, Wolters Kluwer
as she presents: Taking Customer Management to New Heights:
How Wolters Kluwer Listens and Responds to Evolving Expectations.

Loyalty Management | THIRD QUARTER 2016 17

 FEATURES

Brand Loyalty
a Thing of Beauty for Ulta
P.F. Wilson
Loyalty 360

A passion for beauty products permeates the culture at Ulta

Beauty, from the CEO down to the customers. The company
likes to call its most engaged customers beauty enthusiasts.
From economical brands to high-end products, Ulta Beauty
seeks to serve their customers total beauty needs. Eric
Messerschmidt, SVP marketing strategy, loyalty, and CRM
at Ulta Beauty tells Loyalty360 how it all comes together.

We have a lot of customers who like to create videos to document stores like Nordstrom or Saks Fifth Avenue. This mix is reflective of
their shopping experience at Ulta Beauty, says Eric Messerschmidt, what is in the average womans makeup bag, according to Messer-
SVP of marketing strategy, loyalty, and CRM for the beauty retailer. schmidt. She doesnt buy all prestige products or all mass products.
They like to show off their beauty haul and explain each product, In fact, she buys a mix of prestige and mass products across beauty
how theyre going to use it, and why they are excited about it. They categories, and were the only ones that provide that offering.
then post their videos on YouTube and other social sites, proudly
sharing it with their friends and followers.
Ulta Beauty calls its best and most loyal customers beauty enthu-
siasts. Our beauty enthusiasts love everything about beauty,
Messerschmidt explains, She loves the exploration, trying new
things, coming into the store to touch, see, and smell our products
as well as sharing the experience with her friends and relatives. We
offer solutions for her beauty needs and satisfy her beauty wants by
exposing her to All Things Beauty. All in One Place. Thats really
what Ulta Beauty is all about.
When our beauty enthusiasts walk into one of our stores, Mess-
erschmidt continues, they get what we call beauty butterflies an
excited, tingly sensation when they see all the new, fresh things
offered in our store.
Those new and exciting things, while high in quality, dont necessar-
ily have to be expensive. Ulta Beauty is a specialty retailer that offers
more than 20,000 products from over 550 brands across all beauty
categories and price points. Customers can find an array of budget-
friendly products that they would find at drugstores like CVS or Wal-
greens, up to higher end items that might be found at department

18 Loyalty Management | THIRD QUARTER 2016

Another unique feature of Ulta Beautys
stores is the availability of a salon in each
location. Women come in for hair, skin and
brow services, and even get makeup applied.
Its a full-service solution. And while shes in
the store getting services done, she picks up
her beauty products at the same time.
Beauty enthusiasts also love the Ultamate
Rewards loyalty program, which is free and
lets guests accumulate points to redeem for
future purchases. As part of the program,
guests are also eligible for member exclusive
deals.

The beauty enthusiast connection to Ulta considered critical to the guest experience. ambassadors for the program -- because
Beauty is off the charts, according to Because our consumers are increasingly they get the same kinds of communications,
Messerschmidt. Our loyalty program has using mobile, we know that we need to catalogs, and emails that our members get.
more than 20.6 million members and is communicate with her where she is already They know when the bonuses are, and they
growing by more than twenty-five percent interacting, Messerschmidt says. Our mobile play those bonuses to their advantage, just
annually. Our members have a deep app puts beauty knowledge at her fingertips, like our best customers do.
emotional connection with our brand. They allowing her to check reviews on products and
love Ulta Beauty. They love walking into our compare prices when shes browsing in the Participating in the program also serves
stores, they love all the newness that we store. It also gives her access to her Ultamate another practical purpose. If something
bring, and they are over the top in every way Rewards card, points, previous transactions, is going wrong with the program, say for
in their excitement about beauty. bonus offers, and progress towards platinum instance a glitch, our associates are often the
status. first ones to let us know about it, so we can
This extends even beyond the store. We get correct it right away, says Messerschmidt.
huge open rates on our emails and response Employees also play a big part in the Our associates also do a tremendous job of
rates on our surveys, Messerschmidt adds. success of Ulta Beautys loyalty efforts. converting non-members into members at
Within a day of sending out a survey well They absolutely share the passion, insists the point of sale. They understand the value
get thousands of customers responding and Messerschmidt. I would say most of our of the program and can articulate that to the
its because they love talking about beauty store associates consider themselves to be guest in a very authentic and tangible way.
and sharing their beauty experience with us. beauty enthusiasts. They truly love beauty and Theyre excited about it, Messerschmidt
Theyre very passionate about the thats why they love working at Ulta Beauty. adds. They also understand the value of the
beauty space, he adds, and thats what program to Ulta Beauty and that by signing
makes my job so fun. They appreciate our About three years ago, we made a change so up members and capturing their information,
communications and offerings, and are associates could be members of our loyalty were better able to serve those customers.
very open to sharing with us. Coming from program, earn and redeem points, and even Those customers then visit us more often
somebody who manages loyalty, CRM, and become platinum members and they love it, and the store does better. Its wonderful to
insights and analytics, it makes it exciting to says Messerschmidt. Previously, associates see the employee engagement grow over the
come into work every day. werent able to participate in the loyalty last few years, and its a key reason why our
program. Now, all of our store associates are membership is growing so fast.
Indeed, well more than 80 percent of Ulta members, and it makes them more powerful
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As the customer sees that we know her and

talk to her in ways she appreciates, we share HEAR MORE FROM ULTA BEAUTY AT THE 6TH ANNUAL 2016 ENGAGEMENT& EXPERIENCE EXPO!
We encourage you to join Linh Peters, sr. director of loyalty marketing & strategy with Ulta Beauty, as they
with her content that she loves, which in turn present: The Passion Play: Leveraging Empowered Employees for Deeper Engagement.
makes her even more enthusiastic about us.
The Ulta Beauty mobile app is also

Loyalty Management | THIRD QUARTER 2016 19

 FEATURES

Wheaton and Bekins

Drive Enhanced Customer
Experience Through
Exceptional Communication
Mark Johnson
Loyalty 360

Like most verticals, the moving and storage industry is dealing with a remarkable amount of
change and flux. Faced with evolving customer expectations, and the need to develop more
comprehensive engagement and feedback tools, successful brands in this space are making
great strides to understand and manage the customer experience in new and exciting ways.

For brands like Wheaton World Wide Moving and Bekins Van Lines,
this has resulted in a substantial commitment to collect and leverage
We want our customers actionable data to significantly improve communications between an
array of both B2B agents and B2C end consumers.
to be raving loyal fans Wheaton World Wide Moving and Bekins Van Lines are the two brands
so they either proactively that comprise the fourth-largest van line group in the United States.
Collectively, these brands possess nearly 200 years of cumulative
recommend us to friends experience with helping people move belongings all across the country.

and family or use us In this way, Wheaton and Bekins regularly engage customers just like any
typical brand would. However, unlike a regular visit to many other brands,
again for their moving across state lines is not necessarily a routine activity for most.

next move.
In our industry, a full service move is not something that happens twice
a week, A.J. Schneider, Wheaton | Bekins Executive Vice President,
explained to Loyalty360. It is not like buying a cup of coffee. We dont
have those same opportunities in terms of frequency to build our brand.
The average in our industry is once in every five-to-seven years. So we
need to make sure that when customers move again, that they had
a good experience. Thats really where our most recent efforts have
focused. We want our customers to be raving loyal fans so they either
proactively recommend us to friends and family or use us again for their
next move.

This is not much different from the goals often espoused by

other CX-centric brands across any other industry. But the lack of
frequency makes these loyalty stakes a little bit higher for Wheaton
| Bekins. Additionally, this challenge is further compounded buy the
fundamentally complex nature of the brands business model.

20 Loyalty Management | THIRD QUARTER 2016

Wheaton and Bekins specializes in the coordination and manage-
ment of interstate moving, which it facilitates for an array of indepen-
dently owned and operated regional moving companies that typically
function on a local level. These smaller companies can help their
individual customers move across town or even across the state.
But they do not have the operating authority or resources to handle
a larger cross-country move. This is where the Wheaton and Bekins
brands come in.
For Wheaton and Bekins, these independently owned and operated
moving companies are known as agents. When these agents conduct
an interstate move, they look to Wheaton or Bekins to facilitate not
only the operational traffic and planning but also a number of pro-
cesses that can include accounting, customer service, claims, regula-
tion compliancy, marketing, and more. Every agent signs an exclusive
partnership agreement, but some may rely on either Wheaton or
Bekins for more of these services than others.
Most people think about moving as a very simple process, said
Schneider. You pick stuff up from here and you move it there. But its
actually a very complex orchestration. An agent is essentially a com-
pany that represents us when they do interstate moving. The closest
analogy would be the franchise model. Where it diverges from that
analogy is that, as an independently owned and operated business
that does represent our brand, some percentage of their business
revenue, which could be anywhere from 15 to 85 percent, comes
from something completely other than Wheaton or Bekins.
Neither Wheaton nor Bekins employs an internal sales team. Rather,
they rely on the agents to directly interact with the end consumers in
each respective market. There exists Wheaton and Bekins regional
sales directors who are responsible for building relationships with
agents and helping them grow sales, but by and large, each brand has
been fairly removed from the end consumer. Because the brands rely
on being influencers to build revenue through referrals and previous
consumers, customer engagement is placed high on the priority list.
Wheaton and Bekins are each B2B and B2C companies, and both
perspectives inform numerous customer engagement strategies.
In many respects, the agents are our most important customers,
but we also do B2C marketing where we are out there at a higher
level trying to grow our brands to, for example, get customers to sub-
mit moving sales leads through our corporate website which are then
passed to the agents to close the sale, Schneider explained. So we
work on trying to be the most attractive brand directly to consumers
as well. That affects our web presence, our social media concentra-
tion, our policies, our procedures, the printed collateral material, and
so on. All of those things build our brand. So when an agent tells an
end consumer that they represent us, they have an easier time selling
that connection.
To further improve the connections and relationships that Wheaton
and Bekins have with end consumers, it recently made significant
advancement in its customer feedback and data analysis processes.
Since bringing a full-fledged researcher on staff, Wheaton and Bekins
have begun to take a deeper look at customer engagement. This pro-
cess was initiated by first revamping a survey to enable the acquisi-
tion of richer and more actionable data. After incorporating an email
survey alongside a preexisting print survey, Wheaton and Bekins
conducted a comprehensive quantitative and qualitative analysis.
This shed new light on valuable insights that allowed the brands to
create a customer experience-centric culture better suited to meet
the changing needs and expectations of modern customers.
We discovered pretty
quickly that the provision
of the service itself, while
important at several levels,
was not as important as com-
munication, said Schneider.
We found that communica-
tion was vastly more important
than any individual part of the
physical moving process. At
a basic level, these customers
told us they were looking for someone
to really shepherd them through the process,
to coordinate their move, and to give them a person that they could
build a relationship with. We took that to heart. Gaining this knowl-
edge in a statistically significant fashion was a big break through for
Wheaton and Bekins, and they reengineered many of their engage-
ment processes around this feedback. The ways in which Wheaton
and Bekins conducted their introductory customer calls is a
prime example.
Prior to the new insights acquired through the new research, intro-
duction calls were timed backwards from the first day of action. That
is, even if a move had been booked for several months, the introduc-
tory call would still only happen a few days before the actual move.
But now, armed with the knowledge that most customers preferred
better and more frequent communication, Wheaton and Bekins saw
how to reengineer the process in two key ways.
First, introductory calls are now made no later than 48 hours after
the initial booking. So even though a customer may have already
been in prior communication with a local agent, Wheaton and Bekins
now began to reach out as a liaison in a much more
timely fashion.
Second, the content of the introductory call was also vastly im-
proved. By addressing many of the concepts that arose during the
research, Wheaton and Bekins began ensuring that they understood
the questions and concerns of each individual customer.
This not only facilitated personalization, it also helped to identity
many reoccurring problems, which it began to take measures to
solve in advance.
Such CX initiatives demonstrate an ongoing commitment to con-
tinually engage consumers in relevant and meaningful ways. What
started as a process the brand first embarked upon only a few short
years ago has since become one that Wheaton and Bekins have
steadily improved upon ever since.
It has been very successful so far, and it has been a really big push
for us, said Schneider. I dont want to say the physical moving piece
of it is not important, it obviously is. But from a commoditization
standpoint, every van line has trucks, drivers, and boxes. We all basi-
cally provide the same kind of service. So were does one differentiate
oneself? I think it is in the customer experience realm, and for us that
is centered on communication. L
HEAR MORE FROM WHEATON AND BEKINS AT THE 6TH ANNUAL
2016 ENGAGEMENT& EXPERIENCE EXPO!
We encourage you to join A.J. Schneider, executive vice president,
Wheaton and Bekins as he presents: Moves that Matter: Driving B2B
and B2C Engagement though Effective Communication.
Loyalty Management | THIRD QUARTER 2016 21
 TECHNOLOGY, TRENDS & REWARDS

Digital and Mobile

Integration
for a Seamless
Customer
Experience

Snipp Interactive
It seems trite to say that the Internet and mobile have changed the way we as consumers shop and interact with
brands. We expect always-on, instantaneous access to every possible digital platform as we browse, purchase,
and review products wherever we may be. Research also shows that customers engaged across multiple
channels spend substantially more than in-store only shoppers.1 When it comes to loyalty programs, however,
rarely do customers get an integrated experience. While 79 percent of loyalty programs may use mobile
platforms, only 9 percent offer redemption options across all channels. No surprise then that almost 90 percent
of social media sentiment on loyalty programs was negative across industries, with 85 percent of millennials
who are expected to spend more than $200 billion annually by 2017 revealing particularly negative attitudes.2

Mobile Receipt Processing for Multichannel Brands

Most industries that lend themselves to loyalty (e.g. ones with repeat Kelloggs recently announced that its Kelloggs Family
purchase potential) have been fairly well saturated with loyalty programs Rewards program, one of the largest multichannel brand
with one glaring omission. Multichannel brands (CPG, OTC pharmaceuticals, loyalty programs in the market, is leveraging receipt
cosmetics) have traditionally stayed away from loyalty because of the processing and load-to-card as alternatives to the code-
difficulties in validating and rewarding purchases (since they typically do on-pack submission option for consumers.
not own the point of sale). However, with the advent of newer receipt-based
solutions, the loyalty industry for brands that sit on shelf will explode Several brands, including Healthy Choice,
exponentially in the next five years across category and size of company Smart Choice, and Nicoderm have started
Large brands will reduce their reliance on expensive code-on-pack programs experimenting with different kinds of
and move to receipt processing platforms layered over loyalty card integrations receipt-based programs. While not
where available. full-blown loyalty programs,
these programs are typically
Receipt processing also significantly reduces the cost of deploying loyalty of an extended duration,
programs; as a result, brands that typically could not or would not do loyalty keep track of multiple
given the cost and complexity of code-on-pack and POS integrations can purchases, and have
experiment and implement programs. differentiated
rewards.

22 Loyalty Management | THIRD QUARTER 2016

Going Mobile from Sign-up to Sign-out:
Completing the Virtual Cycle
Brands are taking the staunch negativity toward traditional paper and card-
based programs to heart, resulting in significant digital investments into
the integration of mobile into loyalty3, which has been the single biggest
trend of last year, and is expected to dominate this year and next. Digital
integration would ultimately allow consumers an unbroken shopping and
program-redemption experience across mobile, website, and social media
platforms. With the renewed interest in mobile payment, along with a
significant increase in mobile commerce - due in part to the introduction of
Apple Pay and Google Wallet the seamlessness is expected to continue
along every stage of the retail and loyalty continuum, especially post-
purchase relationships with consumers.
Members of Sephoras Beauty Insider loyalty program can sync their
loyalty accounts with Sephoras mobile app as well as the Apple
Passbook mobile wallet. Using mobile devices, customers can track
their purchases, view offers, and redeem reward points on the go. The
strategy has worked. Sephoras Passbook users have double the annual
spends and purchase twice as often as the average Sephora customer4
My Starbucks Rewards program with the Starbucks mobile payments
app allows consumers to earn and redeem reward points directly from
mobile devices.5 The seamless experience has accelerated adoption of
the app with over 8 million active members.
Building a Smarter Brick & Mortar
The era of the smartphone has given way to smart homes, smart cars,
and now, smart stores. The use of iBeacons and Indoor Positioning
Systems has become a growing trend in large retail stores, allowing
brands to directly customize offers and messages based on consumers
exact locations, via low energy Bluetooth signals. According to Gartner,
by 2020, retail businesses that use targeted messaging in combination
with indoor positioning systems will see a 5 percent increase in sales.6
By 2017, seven of the 10 largest retailers will use indoor positioning
systems, combined with mobile apps, to aid shoppers in quickly
locating departments and products.
For loyalty program members, retail apps will be able to go beyond
even full-cycle redemption options theyll be able to help navigate us
through store aisles, alerting us to deals and discounts, reward in-store
interactions, and bring greater overall value to program membership.
Leder & Schuh, one of the largest shoe companies in Europe, is using
cutting edge technology in their physical retail stores to help customers
better interact with their products. They have implemented automatic
foot scanning technology, which has been shown not only to improve
the shopping experience, but also dramatically reduce return rates
on purchases7.
From Brand Interactions to Behaviors:
Plugging in to the Internet of Things
The growth of the Internet of Things and the increasing
connectivity afforded by devices provides brands with unique
opportunities to extend their loyalty programs beyond direct
brand interactions to incorporate desirable behaviors. For
example, health insurance companies can (and do) reward
consumers that wear fitness trackers, like Fitbits, and meet
minimum daily activity targets. Walgreens now lets its members
earn points whenever they engage in healthy activities like
walking, weight tracking, and getting flu shots, besides simple
purchase of products. Similarly, energy utilities can reward
consumers who use Nest thermostats and use company-
specified heating plans. As more and more devices get connected
together, expect to see more companies offering consumers
rewards for behaviors that can be tracked by those devices.
The good news is that brands are waking up and realizing that
Customer Experience is the new battlefield. Across industries,
high levels of competition have eroded traditional product and
service advantages to the point where the only differentiation that
matters is customer experience. Forward-thinking companies will
have to find additional ways to make each customers experience
unique and memorable, engaging them beyond the mere
transaction. One of the major areas that theyll be focusing on
is loyalty programs but not the antiquated kinds weve ignored
thus far. As 2017 approaches, well notice that loyalty initiatives
trend toward being more digitally integrated, holistic, data-
driven, and collaborative. L
This piece is an excerpt of the Key Trends in Loyalty White Paper
published by Snipp Interactive
1
BusinessWire; Reimagining the Retail Loyalty Landscape:
http://www.businesswire.com/news/home/20140114005933/en/Reimagining-
Retail-Loyalty-Landscape-GE-Capital%E2%80%99s-Retail#.VhTZKROeDGd
2
Capgemini 2015; Fixing the Cracks: Reinventing Loyalty Programs for the
Digital Age,:
https://www.capgemini-consulting.com/resource-file-access/resource/pdf/
reinventing_loyalty_programs.pdf
3
TIBCO; Top 10 Customer Engagement Trends for 2015
http://www.tibco.com/blog/2015/02/23/top-10-customer-engagement-trends-for-2015
4
Capgemini 2015; Fixing the Cracks: Reinventing Loyalty Programs for the Digital Age,:
https://www.capgemini-consulting.com/resource-file-access/resource/pdf/reinventing
loyalty_programs.pdf
5
Capgemini 2015; Fixing the Cracks: Reinventing Loyalty Programs for the Digital Age,:
https://www.capgemini-consulting.com/resource-file-access/resource/pdf/reinventing
loyalty_programs.pdf
6
Gartner; Top 10 Strategic Predictions for 2015 and Beyond: Digital Business Is
Driving Big Change:
http://www.gartnerinfo.com/exp/top_10_strategic_predictions_269904.pdf
7
Leder & Schuh improves the shopping experience with a foot scanner and optimizes
the store processes
http://www.wincor-nixdorf.com/internet/site_WW_MS/EN/WincorNixdorf/
Company/CustomerReferences/Retail/Leder_Schuh/LederSchuh_node.html
Loyalty Management | THIRD QUARTER 2016 23
 BEST PRACTICES

Traditional Loyalty is

BROKEN What todays marketers need to know

Tyler Walton
Clutch

Loyalty is a natural extension of the shopping experience. Its about retailers getting
to know their customers on a personal level, what motivates them, what brings them
back to the store, and what they love about the brand. Quite simply, loyalty is a feeling
that continues long after a customer has left the store.
But the concept of loyalty is broken in the retail industry. It has been broken by an all-
out war for customers that focuses on discounts and deals. Many of the best retailers
are stuck in a rut of being slightly better than Wal-Mart. They are as faceless as their
customers are to them.
That situation is the very opposite of loyalty because loyalty works to turn customers
into brand evangelists.
Too many are missing out on the elements that would help them capture this level of
engagement from their customers. Heres a look at four key steps to strengthening
customer loyalty.

24 Loyalty
24 LoyaltyManagement
Management | THIRD QUARTER 2016
LOYALTY360.ORG
Retailers cant subjugate customers to one-size-fits-all marketing campaigns that leave
inboxes cluttered with hot cocoa coupons in July, or ads for winter coats in South Florida.

Personalization is Key Fixing Loyalty

Brands, many of them at least, have traded down rather Repairing customer loyalty is not difficult. Brands across a
than invest in loyalty. Theyve trained shoppers to expect an spectrum of industries are earning genuine customer loyalty.
impersonal shopping experience that emphasizes discounts. The foundation has to be set in cross-channel customer data,
Nearly 80 percent of consumers today expect and even demand which is synthesized with a customer marketing platform that
that their experiences and engagements be relevant, valuable, integrates each of the brands data sources. This integrated data
and individualized. Yet only 16 percent of brands have even delivers multidimensional intelligence on customer preferences,
rudimentary levels of personalization. behaviors, decisions, and trends, which can be used to identify
and understand them in order to design strategies and develop
Businesses continue to embrace old-school marketing methods
market segments.
like mass mailed discounts and ads - that end up frustrating
and alienating their customers. Brands should be prepared to Your brand can deliver experiences and engagements that are
target customers with offers and experiences that match their personalized and align with the specific interests and actions of
interests, which means getting to know them through the use of the individual customer to influence their decisions and motivate
sophisticated consumer marketing tools. The insights should rely their behaviors.
on data that goes beyond the point-of-sale (POS) and integrate, The key is to look at where customers actually are online
where possible, social media profiles, online behavior, favorite AND in the store, and start building a perspective on loyalty that
products, and more to create a full picture of the consumer. focuses on the customer. Thats what we mean when we say that
loyalty is broken. Its all about the customer. L
Data Leads the Way
Todays typical retailers can name their best-selling product
and top performing location, but when asked to identify their
best customers, they fall short. If you cant identify them, you Focusing on brand loyalty is a necessity for todays retailers, and while many brands
cant understand them. And if you cant understand them, you may view loyalty in terms of discounts and deals, this approach is misleading and
can damage the brands value. This article details four ways businesses can build
certainly cant motivate and influence them. This leads to a series
loyalty and turn customers into brand evangelists.
of massive issues for retailers when it comes to genuine loyalty.
Useful customer information can be found in POS systems,
e-commerce applications, and social media accounts.
Savvy retailers are integrating this information to obtain unique
customer profiles that allow them to tailor offers at a near
individual level. In one case, a high-end retailer targeted lapsed
customers with offers based on spending thresholds that
they knew were close to the typical spend of the individual
customer. The result not only reconnected the brand with
disengaged customers, but brought in $600,000 in sales.

To Earn Loyalty, Build Trust

When customers sign up for a loyalty program,
they need consumers to believe that loyalty is
worth it, and they need to know, quite simply, that
a loyalty program isnt a ticket to email spam and
junk mail. Retailers cant subjugate customers to
one-size-fits-all marketing campaigns that leave
inboxes cluttered with hot cocoa coupons in July,
or ads for winter coats in South Florida. Marketers
must be prepared to evaluate every mailer, every
engagement, and every offer to make sure it isnt
annoying, but useful.

Loyalty Management | THIRD QUARTER 2016 25

 BEST PRACTICES

How to Measure

LOYALTY
PROGRAM
ROI

Alex Tavera
Senior Loyalty Consulting Manager, Aimia

Ever wonder how much value your loyalty program should be delivering to your companys bottom
line? Perhaps you dont have a program and you question what value a loyalty program could offer.
Brands often come to Aimia excited about the potential impact of a loyalty program. They have solid business reasons for wanting to
launch or re-launch their program, but when it comes to measuring the value and developing the related financials, they need help.

Here are the top three reasons brands give when looking to launch or re-launch a loyalty program:

1 Engage new and
current customers
Entice them to spend more
and shift spend away from
competitors.
2 Learn more about
their customers
Use profiles, purchasing
behavior, and social interactions
to better tailor their offerings
and communications.
3 Leverage data to make more
informed business decisions
Inform merchandising about product or
service selection, enhance multichannel
experiences, and forecast the future financial
growth of current and new offerings.

However, to effectively determine if loyalty investment is worthwhile, the potential impact of

these initiatives the must be supported by a robust Return on Investment (ROI) model.

In this introductory article, we explain the 5 key loyalty economic metrics and how they
can help deliver optimal ROI. Then, in our next installment, we will analyze the value
of each metric and rank them in order of importance. Lastly, we will share case studies
supporting each metric and discuss common pitfalls brands face when trying to
measure ROI without support from an expert partner.

26 Loyalty Management | THIRD QUARTER 2016

 These core success metrics help program managers understand
overall program health and confirm its financial return to the
business. Good managers ensure they have a system that tracks
and measures these metrics against pre-defined goals. By
doing so, managers can quickly determine where a program is

SUCCESS
succeeding, and identify opportunities for improvement.

METRICS IN
1. Acquisition The number of customers in your program. LOYALTY
ECONOMICS
Acquisition is the life blood of the program. Programs require an
adequate flow of new members to survive.
The prevalence of each metric evolves over time. Acquisition is critically
- AND HO
important at launch and while it remains crucial, it loses some of its priority
W THEY AR
E MEASURE
once a program matures.
Companies commonly assess acquisition in context of the ratio of program
members to the total customer base. Healthy acquisition ratios are highly
D
dependent on the unique program goals and the associated program design.
If acquisition is calculated incorrectly, the entire model is at risk as
membership underpins all future calculations.

2. Shift of Share Member spend shifts away from
competitors and to your business.
Increasing market share is a common goal for loyalty.
Relatively small increases can deliver huge financial impact, depending
on industry, size of customer base, and other factors.
However, monitoring share shift requires patience and commitment.
Your program needs to be in market for 2 to 3 buying cycles before you
can demonstrate the true impact of share shift.
Shift of share is both pivotal and highly sensitive, if the assumptions are
not adequately informed the financial well-being of the program will likely
be in doubt.
3. Lift in Spend The increase in member spend.
Depending on the goals of the program lift in spend can be
measured overall, at a store, in a particular business category,
for a specific product, etc.
On average, loyalty members spend more than non-members.
Successful loyalty managers need to be able to showcase that
the incremental profit outweighs program costs.
Traditionally, lift in spend can be measured and then explained
by comparing member behavior to that of non-members.
Similar to shift of share, lift in spend has a significant impact on
the incremental revenue and associated costs of the program.
Misguided assumptions could leave a program at risk in the near
to mid-term.

4. Member Retention The tenure of membership in 5. Cost to Serve Members The cost to fulfill the program.
the program. There are both fixed and variable costs are associated with
Retaining existing members is always less expensive than acquiring new ones. program operations.
Member retention showcases the level of engagement consumers have with Successful loyalty managers understand the cost structure of
the program. The higher the retention rate, the more successful a program is their program and how to get the most return while minimizing
at keeping the program (and your business) top-of-mind for customers. the program cost.
Many companies measure retention as the number of members that However, insufficient visibility on costs to serve can overstate the
have engaged with the business/program in consecutive buying cycles. value of the program during the design phase and set unachievable
expectations internally.
Traditionally overstated, businesses often underestimate the cost of acquiring
replacement members. If not modeled appropriately, financials are likely
at risk.

Without the support of subject matter experts, evaluating For more information on how a loyalty program
loyalty and the potential ROI a program could deliver can can help enhance your bottom line, contact us at
often fall short and unnecessarily expose a company to risk. customer-loyalty.na@aimia.com.
At Aimia, we design/evaluate successful programs with
our clients that are supported by informed ROI models.
To deliver effectively, we:
Alex is part of Aimias Loyalty Strategy Consulting team. Alex brings years
- Leverage our experience as loyalty program owner/operators to inform
of experience as a retail executive and data analyst. His prior merchandising
key assumptions
and analytics career at Target spanned from home goods to electronics and
- Engage real customers and incorporate their propensity to change entertainment, with financial responsibility to deliver billions in annual
behavior in the near / extended term revenue. Today, he leads economic modeling for Aimia clients in the Americas
- Work alongside a cross-functional client team to ensure our assumptions and specializes in gleaning insights from data to develop the best loyalty
are adapted to meet the unique circumstances of your business programs in the market.
- Develop a five-year economic model that forecasts the full financial
benefit of your new program

Loyalty Management | THIRD QUARTER 2016 27

 BEST PRACTICES

1:1
Marketing
st a bu zzw ord
Ju king
yo u m a
or are
it happen?

Barbara Olson BUSINESSES AND CONSUMERS WANT AND EXPECT SMART

SVP, Client Service at Cogensia
The term 1:1 Marketing has been around for
over 10 years, but many companies still struggle
to effectively market to individual customers.
Many brands seem to have email clubs that
blast the same promotional message to every
customer, often several emails per week. This
spray and pray practice is more about the
volume of communications and not the quality of
communications. This method of marketing may
keep a brand top of mind, but if the message
does not resonate with your customers, it
may cause them to start ignoring or even opt
out of your emails. 1:1 marketing is all about
using customer purchase data, demographics,
preferences, and interests to personalize
communications to specific customers or
prospects. It is about recognizing and realizing
the potential relationship with every customer.
PERSONALIZATION TODAY.
It has been many years since shop owners recognized their customers
and knew what they wanted when they came through the door. As
changing times brought the spread of big box stores and strip malls,
marketers and advertisers aspired to unify consumers basically
treating them all the same. But today, in our connected world where
everyone has immediate access to information in the palm of their hand,
consumers expect companies to know them as individuals, and actually
show them that they know them. This is a HUGE change for marketers
and the brands they represent.
Technology empowers marketers to deliver on these expectations.
Amazon sets the minimum threshold today providing complimentary
and next product purchase recommendations based on our past actions.
As consumers, we appreciate it when they know what we buy and
make recommendations. Up to 70% of Amazons site is dedicated to
personalized recommendations, and it clearly drives business results.
KNOW ME SHOW ME THAT SHOW ME THAT
YOU KNOW ME YOU CARE

28 Loyalty Management | THIRD QUARTER 2016

THE ESSENCE OF 1:1 PERSONALIZATION IS DEEPER ENGAGEMENT TO RETAIN CUSTOMERS AND GAIN REPEAT SALES.
The goal of marketing is to increase preference for a brand to drive a deeper relationship increasing customer lifetime value and your
bottom line. Ideally, this is driven by regularly talking to your customers to obtain their current preferences and interests. Using this
information, brands test out their creativity in developing personalized, relevant messages and measuring results. If you can double
your response rates via personalization, and increase conversion, it will certainly increase your ROI!

The 1:1 customer experience needs to fit your brand

and your customers, so developing your program should
leverage what you know already about your business. Here is an
Here is an example of how this might come to life for a
specialty retailer.
example of
how 1:1
For starters, lets assume you sell logoed sports apparel:
might look

For a prospect that is shopping Rigorously test content,

online, leverage GEO location messaging and subject lines.
data to increase relevance.
When a customer allows you to know their location, display The way to know how to match the best products and offers to
hot professional teams in the area. For example, in Chicago, the right customers is to build a test design across segments and
you are likely to be far more relevant featuring the local teams communications. Sometimes, for email, looking at highest click
such as the Blackhawks, Bulls, or Bears in your content and in through rate is enough to figure out the right email to roll. Within
your marketing. And focus on the current season (promote the a campaign, its always good to test on a small sample to optimize
Cubs and White Sox when the Bulls and Blackhawks are out before you roll out.
of the playoffs.) Chances are Chicago consumers or residents
prefer local teams and certainly should drive more response and
sales than promoting a rival Boston team. Its not perfect, but far
better than generic national marketing.

Segment your customers using Regularly collect and refresh customer

transaction data and appended
demographics, lifestyles, and buying
attitudes to get more relevant.
Looking at when customers shop and what customers actually
buy can provide insights into consumer favorites (or favorites of
their loved ones). Further, if you know their name and address,
you can append demos, lifestyles, interests and shopping
attitudes to get a more holistic view of the customer. Are you
talking to women who love the NFL? Millennial guys? Affluent
Boomers? Certainly, your content, message and product offerings
can be enhanced by looking at their past purchases and lifestyles.
Using this level of personalization allows you to get far more
creative and drive greater engagement.
preferences and interests to best target
your message and drive sales.
Give customers the opportunity to dialogue with you online or
in your stores, as well as with each other. Let them tell you their
favorite teams firsthand. Customers understand that when they
provide personalized information, businesses can provide relevant
content and offers. The more self-reported preferences and
interests you can use the better, as this is very specific to what your
customers told you. If you know I love the Cavaliers and theyre
winning their playoffs, you have my attention with relevant content
and a new edition Cavs hat. Same thing for Golden State fans. You
show me that you know me and care about my interests, and it will
pay off in sales and brand advocacy before you roll out.

Personalization is the essence of relevant and deep engagement leading to greater customer
respect, sales, and increased lifetime value.

Loyalty Management | THIRD QUARTER 2016 29

 LOYALTY FORUM: Q&A

Ask the Experts:

Is your brand one that customers tend to have a passionate or
emotional connection with? Do you think these types of passionate
and/or emotional connections help or hinder customer loyalty?

The passion and loyalty of Bears fans and to football exceeds everything. Even in
years when things have not gone as well as hoped there is so much history here and
our fans have such a deep passion for this team that that really trumps and overrides
A brand is made up of
the ups and downs of the season. Ultimately, their love of this team, organization, and the components of the
football along with the product and experience that they are getting will withstand
the up and down seasons. We strive each year to put the best product on the field
experiences that we deliver
and to reach that ultimate goal of a world championship but our fans continue to at all of our brands and
show that through those ups and downs that passion runs deep.
what our team members
do to bring the life to the
Lee Twarling,
Senior Director of Ticket
Honors program.
Sales and Service
Chicago Bears

We are an iconic brand with a 100-year legacy. What loyalty is too is that it is not just to the HHonors program itself, but it is to
everything that it stands for. Honor stands for 13 incredible brands across 100 countries and it stands for, as our founder put it, the leg
warmth, the hospitality. It stands for delivering personalized experiences and immediate value to all of our guests. Sometimes that is
points, sometimes that is benefits on property, sometimes that is just knowing a little bit more about what makes your travel experience
more special. The emotional connection is because of the brands, it is because of the experiences that we create. A brand is made up
of the components of the experiences that we deliver at all of our brands and what our team member do to bring the life to the Honors
program. That is what makes the brand so beloved and the J.D Power winner. It is what makes us preferred on Firetalk and really truly
makes us seen as the leading program in the industry, if not travel overall.

Mark Weinstein,
Senior Vice President & Global Head of Loyalty and Partnerships
HiltonWorldwide

Yes. Extremely. We do have a very passionate group of Bou Fanatics. From a loyalty perspective, its been really fun. We really have
migrated the majority of our offers to the loyalty program. They used to be national offers that anyone could get, but now they really are
mostly member only offers. And so, about 80% of these offers only go to members. And the response that we get when we do put out
an offer is great. The redemption rates are incredible. These customers just love their coffee and they love Caribou.

Caroline Larson,
Director of CRM & Loyalty
Caribou Coffee

30 Loyalty Management | THIRD QUARTER 2016

I think it makes it easier to create customer loyalty because I think those things - with regard to the product that we sell and the
brand that we represent - resonate extremely well. The flip side to that is you cant take that engagement and that loyalty lightly.
These folks are judicious about the way that they make decisions about what to consume, where to consume it, how to consume
it, what content to embrace and things of that nature. So while we feel that Churchs - because of the longevity we have in many of
these markets and being around for 64 years we do feel that there is a rich history to tap into that helps people understand where
we come from. And because of that, we are able to speak to these folks with a different energy and with a different wisdom than I
think brands that are newer in the QSR category are able to do. So I think it is an advantage.

Mark Snyder,
CMO
Churchs Chicken

Absolutely. There is a lot of passion in our organization. We hear from the women on a regular basis, there is a quote that I use all
the time. One of our members said, My cardiologist saved my heart but Women Heart saved my life. What she meant by that and
what the emphasis of our organization and passion is that they dont want what happened to them to happen to any other woman.
That is number one. Number two: they have a renewed purpose after they attend this extraordinary training at the clinic. They take
this experience, which is not a pleasant one, and they turn it into very positive energy and they now dedicate their lives to going out
and sharing their passion and skills to help empower other women across their communities and across the nation.

Mary McGowan,
CEO
Women Heart

Are there facets unique to your business or market vertical that makes it
easier or more challenging to create customer / brand loyalty? And why?

We certainly want people to love everything that we give to them. But
we know that if we have a monthly donor who is giving a $25 gift every
month, and they may love everything we are sending them, they may
love the organization and the mission, but if they lose their job or any
financial circumstances change, then we know that no matter how
good of a job we do, they may still choose to cut their support. But we
still try to keep that person engaged and keep them enjoying the stuff
that we send, and to show them that they really are making an impact.
We try to leverage that psychologically. It is our hope that even if their
circumstances change, that maybe we are not the first thing that gets
cut, or maybe they can just give a little less.
Andrew George,
National Stewardship Specialist
Canadian Red Cross
Well its an extremely fast-paced business. If you
assume an average person eats three meals per day,
thats 21 decisions per week. Compare that with the
automotive industry, for example, where its a single
purchase over a much longer period. Knowing that its a
fast-paced industry, we take pride in being a challenger
brand, taking the pace of our business, and using it to
improve the experience for our guests.
Jeff Baker,
VP of Brand Experience
Arbys

Loyalty Management | THIRD QUARTER 2016 31

 STATE OF THE INDUSTRY

Research In an increasingly cross-

platform world, the fight for
Shows customer loyalty has exploded
into a 24/7 endeavor.
Ingredients Gone are the days when a
simple punch-card for every
for Success purchase will sufficetodays
consumers want to feel a
in Loyalty direct connection to brands
and share their experiences
Programs with the touch of a button.

Meanwhile, brands are adopting the newest and most effective ways
Emily Rudin to gain and retain customers. In todays world, that means being digital
SVP of Client Success at CrowdTwist and using numerous channels to reach consumers.

Ultimate Fighting
Championship (UFC), for
example, has used wearable
technology in the form of
RFID wristbands to collect
data about consumers at live
events. This enables fans the
opportunity to share their
photos through social media
and through its website.

Its innovative experiences like these that excite consumers, and create
lasting, emotional ties to their favorite brands. Now companies are
reaping more benefits from multichannel loyalty programs than ever
before. The findings are evident in a new research report about the
state of loyalty programs from CrowdTwist. According to the data,
collected from 234 digital marketers from Fortune 500 companies
around the country, most brands are well aware of the need for an
effective loyalty program. But challenges remain regarding how to
overcome hurdles to implement such programs, or how to use the data
they collect from these programs to make them worthwhile.

Most importantly, the report shows that 57 percent of brands expect

to increase spending on loyalty programs in the next year.

32 Loyalty Management | THIRD QUARTER 2016

 As the importance of loyalty programs reaches an all-
time high, here are a few trends that lend to maximizing
the Return on Investment in the strategy:
MULTICHANNEL
INTEGRATION IS KEY
One of the key points in the report is that multichannel loyalty is
an important force in the loyalty industry. Out of every program
categorywhich ranged from ad hoc initiatives to full-fledged
multichannel loyalty programsbrands with multichannel
loyalty programs rates themselves as most successful. Not only
do they allow brands to collect pertinent data and insight about
consumer behavior and purchase habits, but they also help
companies identify their best customers. However, only one in
five respondents uses multichannel tactics in a program. Hurdles
including integrating data from multiple sources, ongoing program
management, and generating customer profiles under a unified
customer ID are preventing brands from implementing such
programs. However, theres value.
To overcome the challenges of implementing a multichannel
loyalty program, companies should assess their strengths and
identify where they may need outside assistance from a third-
party provider to navigate some of the issues. With the right
partner, brands can use in-store, live events, social media, and
website integration to engage consumers in a cohesive, branded
experience, while simultaneously rewarding them for their loyalty.
An iterative approach or a phased implementation to a larger, full-
scale program can help, as well. Businesses that overcome these
issues can leverage customer data to use for remarketing purposes,
gaining deep insights into digital and social media usage, and how
that impacts online and offline purchase behavior.
SEEK TO DRIVE
ENGAGEMENT, NOT
JUST SPENDING
Its natural to see loyalty programs as a means to ensure
customers increase their spending, but what is equally as
important is their engagement and emotional connection with a
brand. In fact, 31 percent of respondents in the report claim that
driving engagement was the top goal of their loyalty program,
with increasing transactions a close second at 28 percent.
Another recent statistic reveals that companies with the strongest
omnichannel customer engagement strategies retain an average
of 89 percent of their customers. True brand engagement can
turn an average purchaser into a brand superfan, guaranteeing
spending while also assuring consumers rally behind a brand and
its products. By integrating engagement-based driverssuch
as incentivizing consumers to post a tweet, read a blog, watch
a video, or connect their social accountinto a loyalty program,
brands can strengthen connections to consumers beyond spend.
MEASURE ACQUISITION,
RETENTION, AND
ENGAGEMENT
The report also reveals that member acquisition and retention
are the most popular ways brands measure loyalty programs.
Without proper measurement, theres no way to assess the
success of a loyalty program.
Quantitative analytics such as growth in consumer-base and
increased sales are certainly important, but its important for
brands to distribute measurement efforts across the spectrum.
Focusing on quality of leads, conversion of average customers
into brand advocates, overall brand engagement, and member
retention is crucial to be assured of the effectiveness of a loyalty
program. L
Emily Rudin has more than 15 years of retail, analytics, client services, and
marketing experience. Throughout her career, she has led transformational
initiatives that have enabled brands and retailers to form strong connections with
their customer base. Emily offers a unique customer-centric perspective and has a
proven track record for increasing value for customers, managing complex
relationships, and developing hard ROI for her customers.
Loyalty Management | THIRD QUARTER 2016 33
 LOYALTY FORUM: BEHIND THE BRAND

BehindtheBrand
WITH VICTORIA LOZANO | SENIOR VICE PRESIDENT & GENERAL MANAGER, CRAYOLA

Victoria Lozano is currently the Senior Vice President & General Manager for
Crayola Attraction and Retail, where she is responsible for leading Crayolas
rollout of branded attraction and retail concepts, focusing on bringing Crayolas
mission to life in experiential ways.

Prior to this role, Victoria was the Vice President of Marketing at Crayola LLC.
Here, she was responsible for the leadership of all marketing efforts, including
management of the existing business, new product development, consumer
activation, education marketing, market research, and brand licensing.

Prior to Crayola, Victoria was Vice President of Marketing at Cadbury North

America and was responsible for the leadership of the $1.2B Gum and Mints
Portfolio across the United States and Canada.

WE LIKE WORDS OF WISDOM. WOULD YOU PLEASE

SHARE A TIP OR KEY LESSON YOUVE LEARNED OVER
THE YEARS?
At one point in my personal life, I was facing a daunting
challenge and, frankly, I was a bit worried and nervous
about how I was going to handle things. A friend of
mine said the words capacity grows. And that gave
me pause at the time, but I filed it away thinking, I hope
so. Looking back at that conversation just a year later,
I couldnt believe how right she was. From that point
on, every time I have faced any hesitation or doubt in
personal or professional life, I always think back to those
words. Another way of saying the same thing would be,
You can do it. But capacity grows turned out to be
the perfect mantra for me.

old.
was 6 years
m when she
kys daughter Katrina fro
ait drawn by Vic
A family portr

34 Loyalty Management | THIRD QUARTER 2016

HOW DO YOU MEASURE SUCCESS OR FAILURE?
I think of this in two ways. First, the obvious you always measure
against the metrics you set out to achieve. There needs to be a
clearly defined, measurable gauge of what winning looks like.
But I do think the second part is almost as important, which is how
did you play the hand you were dealt? Sometimes circumstances
change, unexpected events take place and suddenly your metrics
that were reasonable and balanced when originally set, can become
either completely unachievable or a complete sandbag. I believe
strong forward thinking and judgment are critical skills, and this
is where the best people shine. How you respond to the situation
and what you do to drive business results as events unfold is a true
measure of success, in my point of view.
WHAT DO YOU THINK MAKES CRAYOLA EXPERIENCE
UNIQUE IN YOUR INDUSTRY?
I think Crayola Experience is very unique for a range of reasons.
First, the power of the Crayola brand is very special. Its #1 most
loved brand among moms. The bulk of our attractions are leveraging
Crayolas unique products and technologies and the attractions
are designed from scratch, specifically and exclusively for Crayola
Experience. You simply wont find these attractions anywhere else.
And of course, the immersive nature of our branding and design is
so integral to the brand. It just cant be replicated by anyone else.
This is truly a unique anchor attraction.
HOW DO YOU FACTOR CREATIVITY TO YOUR OWN LIFE?
Prior to working for Crayola, I thought of creativity the way a lot of
people do, which is linking creativity to artistic skills. I would have
been the first person to say I wasnt creative. I cant draw. I cant
sing. I dont play an instrument. But what I learned is that creativity
has nothing to do with artistry. Its so much bigger than that. Its
truly a skill of its own that affects how you communicate, how you
problem solve and how you think about things.
Today, I KNOW I am creative. Still not in an artistic way I
havent picked up any of those skills. But I know I am a creative
businessperson. I approach issues and opportunities from a different
point of view than others, and I am a very creative problem solver.
But even more importantly, Ive learned to foster that creativity
in my kids. I encourage and help them learn these skills, which
they can use in life regardless of what they decide to do. And on a
lighter side, I no longer judge their artistic creations either. Hair can
absolutely be purple and cows can have wings why not?
Loyalty Management | THIRD QUARTER 2016 35
 LOYALTY FORUM: FEATURED TECHNOLOGY
Featured
Technology
When it comes to building out and improving customer
relationships, few companies are able to claim the same level
of experience of east|west marketing group. Founded in 1983,
e|wmg has spent more than 30 years working with client
brands across all verticals to equip them with the tools
necessary to drive increased engagement and lifetime value.
Possessing the agility needed to adapt to a variety of potential
clients, east|west marketing group conducts independent
analysis in order to create a tailor-made, precisely created
platform on a case-by-case basis. This allows e|wmg to craft
solutions according to the specific client, as opposed to a one
size fits all approach that often results in subpar results.
The platform is technologically agnostic, enabling it to
integrate seamlessly on a variety of channels in an optimized
and efficient fashion.
After an initial discovery phase, e|wmg develops a client-
specific solution designed to forge lifelong connections through
strategic partnerships, employee engagement strategies,
dynamic segmentation, and various design conceptualizations.
Beyond the data and engagement a loyalty program may bring
to an organization, e|wmg is committed to ensuring that it also
delivers on a personal level, creating a genuine bond between a
brand and its consumers.
36 Loyalty Management | THIRD QUARTER 2016
Products,
Advancements &
Technologies
Often, the most important quality a solutions provider can
offer clients is flexibility. RewardOps addressed this facet of
loyalty technologies by creating an API-based platform that
enables the automation of rewards programs catalogs and
redemption processes. RewardOps clients can easily scale
according to organizational size, number of programs, and
the number of products it wants to offer its members.
In addition to its robust automation features, RewardOps
SaaS platform gives companies as much (or as little) control
of their loyalty program and rewards as needed. Companies
have the ability to customize the program to fit their criteria,
regardless of how simple or complex. Clients can manage
and track all their programs via a self-service dashboard.
RewardOps also helps young and mature programs grow.
Establishing and managing relationships with rewards
vendors is a challenge that many young programs simply
dont anticipate. By leveraging RewardOps network of more
than 1,000 brands, companies can provide clients with a
rewards mix that includes gift cards, merchandise,
downloads, live event tickets, donations, sponsored offers,
and more. And the API-based platform ensures access to
new reward items as they become available without
additional technical support.
Lastly, the process of integration can often be daunting and
time consuming. RewardOps makes it easy to integrate into
existing reward platforms as well as build new turnkey
programs, again according to client size, scope, and budget.
Through this flexibility, RewardOps truly strives to be the
technology partner of choice for the entire spectrum of
loyalty offerings.
Predictive analysis has become nearly a necessity in
acquiring andmore importantlyretaining todays
consumer. Pointillists behavioral marketing platform allows
brands to track the customer journey, even across channels,
to predict their behavior. Using this information, clients can
anticipate the next steps their customer will take, and provide
them with the correct message, timing, and channel of
delivery in order to further strengthen relationships.
The companys robust algorithms analyze data points as
events along the timeline of a customers engagement with a
brand, allowing the brand to connect customer information
across channels and data silos according to identifiers such
as email address, loyalty card number, and more. Through
the use of an intuitive four-step model, Pointillist works in
collaboration with the client every step of the way.
Beyond its already sophisticated technology, Pointillists
platform continues to improve; the company is now
developing an automated tool that will enable brands to
answer more open-ended questions about the customer
journey and how it is impacted by various factors.
Signal understands that the issue in data analysis is not
quantity; brands are bombarded with information from
numerous channels on a constant basis, often resulting in
more data than they can reasonably handle. Rather, the
challenge lies in the tracking of this data and leveraging it to
create effective marketing pieces and segmentation.
The Signal platform allows for exactly this, equipping
companies with the capacity for refined data collection,
persistent identification, data onboarding, and media
activation for real-time cross-channel engagement.
Because of Signals status as a neutral, transparent, and
deterministic party allows the company to tie 1:1 insights to
media targeting, while respecting laws and regulations
regarding personal identifiable information. This unique place
within the sector gives Signal the advantage of complete data
analysis while remaining compliant and responsible when it
comes to privacy concerns.
In a market where data management and analysis is often the
biggest obstacle preventing brands from delivering the best
possible experience for potential consumers, Signal takes the
workload from its clients, allowing them to focus on frontend
processes and where to take the results of the data.
Marketing is moving into a new erawhat worked 20 years
ago simply wont cut it today, and that includes the data
infrastructure that supports global ecommerce. Its this
philosophy that drives Signals mission: to build a new
infrastructure for current marketing technology and beyond.
SessionMs technology is dedicated to tailoring market campaigns
based on behavioral triggers and expansive segmentation options.
These triggers include preferred channel, location, membership
status, and household income.
The company executes this customization through the integration
of marketing automation into the mobile channel. Personalized
messaging based on these triggers ensures customer engagement,
and relevant content allows the client to interact with customers on
a more personal, emotional level.
The complexity of these triggers offers an enormous array of
customization when targeting consumers, while its cross-channel
capabilities gives brands a presence across a variety of engagement
platforms and devices.
SessionM enables brands to forge a two-way relationship with
consumers, integrating with any mobile app or website using their
Mobile Marketing Cloud platform. This seamless integration
translates to the customer experience, giving end users a direct
path to engagement, motivation, and behaviors that result in
increased loyalty for the client brand.
The ubiquity of SessionMs technology is part of what makes the
offering unique. The technology is compatible with any content
management system, channel, or platform. In short, anything that
generates consumer data can be augmented with SessionM
software.
What are Analyst Reports?
Loyalty360s Analyst Reports are designed to help
brands and marketers navigate the plethora of vendors
and providers in the market that support customer
loyalty, customer experience, and customer engagement
strategies in any capacity. With a focus on objectivity,
rigor and transparency, the Analyst Reports help brands
take a wide view of the vendors available to them and then
narrow down to an appropriate consideration set based
on core competencies, strengths, and industry expertise
If you are a vendor or provider interested in learning
how Loyalty360s Analyst Reports can help you reach
new prospective clients, please contact Mark Johnson
at markjohnson@loyalty360.org
To view Analyst Reports please visit
loyalty360.org/resources/analyst-report
Loyalty Management | THIRD QUARTER 2016 37
 Your Loyalty Partner
House Advantage Offers Strategies that Lead
and Solutions that Deliver.
Differentiate your offerings to gain competitive advantage

Build stronger bonds with your own customers

Improve patron engagement as you generate intelligence

Consolidate customer spend and increase wallet share

Visit: houseadv.com Call: 702.240.4655

 Conference Preview | 2016

Engagement & Experience Expo is a forum to openly discuss customer, brand and channel
challenges and solutions. Discover how to optimize the customer experience at all touch-
points and increase the impact of engagement throughout the customer lifecycle.

Through a robust slate of best-in-class speakers and interactive discussions, attendees will
learn about the latest theories, best practices, relevant case studies, emerging trends and
strategies that drive measurable behavioral change and quantifiable results.

Providing experiences that engage customers and keep them engaged is more important
today than ever before. Creating increasingly relevant, personal and customized experiences
to build deep, sustainable and reciprocal bonds with customers is what will set brands apart
from their competition. By elevating the experience and leading your customers down the
path of engagement, you can develop long-term mutually beneficial relationships and brand
advocates on the journey to loyalty.

December 5-7, 2016 | Denver Marriott City Center | Denver, Colorado

Loyalty Management | THIRD QUARTER 2016 39

 Fashionable CX: Hear Rent the Key takeaways from the session include:
Runways Secrets to Personalization,
Customer Engagement, and Giving How BtoB and B2C brands can strive to

David Page Shoppers an Experience That Never meet Millenials expectations.

SVP Brand Strategy & Research
Rent the Runway Goes Out of Style 7 critical points in the customer lifecycle for
high impact personalized engagement.

Rethink data strategies to evolve to explicit

David Page, SVP, Brand Strategy & Research at Rent the Runway
preference data.
& VoC research pioneer and DMA Marketing Hall of Famer Ernan
Roman, President of ERDM will show you how to overcome todays How to use the Reciprocity of Value Equation
poor CX and personalization in order to achieve transformational to obtain deep human data.
innovation.
How to motivate customers to provide product
Ernan will share VoC research findings regarding how Millennials reviews and increase conversion rates 300%
versus products that have no reviews
have demonstrated unprecedented expectations about
personalizing their experiences with brands via their detailed and
Ernan Roman, explicit preferences. Attendees will also hear powerful new findings
President detailing the need for marketers to rethink their data strategies and
ERDM Corp. evolve according to explicit preference data. The evolution from
implicit information to explicit, preference-driven data has huge
implications for marketers.

Briea Berry,
Director, Loyalty Programs,
Supplier Revenue Performance,
Carlson Wagonlit Travel
Passport to CX: Engaging Customers Key takeaways from the session include:
in Travel & Entertainment
How to craft CX to engage travelers.
Perhaps no industry is undergoing more change in customer loyalty Overcoming increasingly accessible
than travel & entertainment. Thanks to increasingly accessible in-home in-home entertainment.
experiences, as well as the contrasting trend for Millennials to value
experiences over tangible goods, marketers can feel overwhelmed Leveraging loyalty to enhance
when looking for what exactly goes into the perfect experience. luxury experiences.

In this travel & entertainment panel, we bring together executives

from top brands in the space and examine their thoughts, ideas, and
predictions for topics like customer engagement, loyalty channels, new
technology, and the raising expectations from customers across the
vertical.

Consumers are faced with more options for entertainment than ever
before, and this panel will be a crucial resource in determining just
Danny Cox, what may be the X-factor that sets your brand apart from the rest.
Director of Customer
Support and Insights,
JetBlue

40 Loyalty Management | THIRD QUARTER 2016

 Conference Preview | 2016

Emphasis on Ethics: How Corporations are Key takeaways from the session include:
Using a Renewed Focus on Corporate Social
Responsibility to Drive Engagement What Corporate Social Responsibility
means for brands today.
There has been an awakening in regard to being a steward of the customer, a steward of
the brand, and a steward of the community. Both financially and organizationally, corporate Understanding the rising expectations from
social responsibility is becoming an increasing focus for brands committed to making a customers across verticals and how to
effectively manage and measure brand impact.
difference in the lives of their customers and across the communities they inhabit. But
there is a challenge for brands around creating alignment when trying to understand and Why proper alignment is crucial to the honesty
manage this stewardship. and integrity of the brand promise

Cherie Fu, Jim Hammerlev,

Director of Marketing, Director, Corporate Initiatives,
AARP Alzheimers Association

Javier Flaim,
CEO,
Recyclebank

CX Revisited: A Retrospective Panel Discussion Key takeaways from the session include:
with Engagement Expo Alumni
Learn how loyalty has changed within
An evolution in customer experience has been taking place for the last several years, spurred recent years.
by the explosion of customer data and new technologies now available to help make sense
of it. Gone are the days when a traditional direct marketing approach or mass acquisition Gain knowledge about how and where the
startegy can effectively build true customer loyalty on its own. Todays marketers are taking industry will continue to grow.
a more holistic approach to building customer experience, using customer data and voice
Hear insight from experience CX experts
of the customer to offer more intelligent programs, deliver customer engagements that across multiple verticals.
align with customers expectations and inmerse customers in ways that are relevant, feel
authentic and expected. Given the ongoing and relatively rapid changes that continue to
take place in the marketing and customer landscape its helpful to look at where weve come
from, because looking back can be an important part of understanding where we are going.

Stephanie Wicky, Kimberly Delaney, Andrew Ashman,

Director of Marketing, 2nd VP, Operations, Business Sales Operations and
Ryder System Inc. Services Retirement Solutions, Client Experience Manager,
Guardian Life Insurance Lincoln
Company of America

Loyalty Management | THIRD QUARTER 2016 41

 Behind U.S. Banks Ultimate Key takeaways from the session include:
Achievement in Real-Time
Redemption and Personalized Why customer satisfaction is highly correlated

Bob Daly Customer Experience with redemption.

Senior Vice President, How to overcome the POS integration

Retail Payment Solutions
U.S. Bank
challenges faced by both merchants and
Imagine being able to redeem for rewards anywhere, anytime, and
for making virtually any purchase. In an age of instant gratification, technology providers.
attaining such a goal has become almost mythic among marketers. HHow personalized and experiential
For years, merchants and credit card companies have attempted to rewards are increasing transactional
link purchase behaviors and rewards redemptions on various levels, behavior and engagement.
but dissimilar technologies and the difficulty of integrating numerous
POS systems have always muddled the process. U.S. Bank, however, How technology can increase simplicity,
rather than add complexity
has finally cracked the code with its Real-Time Rewards.

By removing the merchant from the equation altogether, and thereby

avoiding the need for complex technological and disparate POS
integrations, U.S. Bank has assumed control of the entire process.
Now a patented system syncs U.S. Banks transaction platform with
its reward point engine, which has enabled redemptions for any
purchase made by a FlexPerks Visa card.

Service Industry CX: Managing the Challenge Key takeaways from the session include:
of Rising Consumer Expectations
How service industry brands are managing
The Service Industry, like many others, is undergoing rapid changes. Whether it is a rising customer expectations, while staying
local dry cleaner, a boutique regional restaurant chain, membership organizations, or high true to their brand promise.
technology offerings, the gauntlet has been laid down by new generations of empowered
consumers. They expect relevant customer experiences, meaningful brand engagement, How to drive customer engagement
and, most importantly, great service from the brands they engage with. Today, customers throughout the organization in a way that
are more likely to compare the optimal service they received at Nordstrom or Amazon increases loyalty and advocacy .
or Apple to the level of service provided by brands across the service industry. Because Measurement strategies that can lead to the
of such high expectations, how can brands realistically fulfill that promise, and develop most impact.
processes internally with stakeholders and technology providers to exceed such
expectations and effectively drive loyalty?

Doug Bryant, Kevin Scanlon, Bill Linehan,

Talent Management Executive, Senior Director, EVP & CMO,
Sonic Automotive EMC Corporation Red Lion Hotels

42 Loyalty Management | THIRD QUARTER 2016

 Conference Preview | 2016

The Future of Customer Key takeaways from the session include:

Engagement: Zero-User Interface
Explore how introducing technological
Its no secret that consumers want seamless retail experiences - innovation to even the most established of
Ryan Bartley and that technology is both driving that demand and helping to brands can increase consumer engagement.
Director of Mobile meet it. As consumers strive for simplicity, the future of customer
and Applied Innovation Learn how Staples streamlined consumer
Staples experience will continue to grow towards a zero-user interface. In
experience through the Staples Easy System,
the working world, there is perhaps no task more cumbersome, and how other brands can take a similar
nor more universal, than that of ordering office supplies. approach to innovation..
Innovation agency T3 recently partnered with Staples to power Uncover how expectations from consumers
the next generation of the Staples Easy Button to streamline the are transforming loyalty and engagement.
ordering process, enabling people to order by text, voice, email,
mobile app, or pressing the Easy Button. Using sophisticated
voice recognition technology and artificial intelligence, Staples
is working to deliver a seamless user experience and drive
Ben Gaddis, unprecedented engagement.
Chief Innovation Officer
T3

A Customer Service Transformation Key takeaways from the session include:

with Driven Brands
How a shift away from traditional print media
In order to accomplish all the tasks that modern life demands a safe and toward increased digital engagement
Jose Costa and reliable vehicle is absolutely essential for most people. Proper car led to an innovative web platform for
Group President, care and auto maintenance, therefore, has become an inevitable part franchise owners
Driven Brands
of daily life. But this does not mean that car care brands can remain
complacent and simply let drivers come to them. Like brands across How a renewed focus on both B2B and B2C
targeting and segmentation helps Driven
many other verticals, competition within this industry is fierce. And
Brands build better relationships with
faced with a crowded landscape that supports both nation-wide chains
franchisees, suppliers, and end consumers
and vast networks of local hometown shops, just offering consistent
and high quality service is no longer enough to gain an edge. Best practices for adding new verticals by
developing synergistic strategies
Driven Brands, which includes Meineke and Maaco, fundamentally
understands these marketing challenges, and it recognized the need to
transform the way it engaged consumers. Through a renewed focus on
Artemio Garzo,
data-driven insights, targeted integration, and accurate segmentation,
CMO, the brand has recently, and successfully, redefined its entire experience
Meineke for both drivers and franchise owners alike.

During this session titled, A Customer Service Transformation with

Driven Brands, learn how leading car providers are connecting with
customers to take engagement far beyond just a friendly smile and
competent tune-up.

Loyalty Management | THIRD QUARTER 2016 43


Lori Laflin
Global Customer Engagement
Research Program Manager
Cargill
Cargills Common Business Key takeaways from the session include:
Approach to Customer
Engagement Measurement How highly complex organizations can leverage
flexibility to increase program effectiveness.
The terms sophistication and advanced are most often
The importance of building internal support for
associated with the software and technology industry. But that all CX and engagement initiatives.
should not overshadow the sophistication and innovation present in
other industries as well. The food and beverage industry, for example, How proper metrics and relevant partnerships
is one of the most dynamic industries in existence. And Cargill, an inform effective program design.
international food conglomerate and one of the largest privately
held corporations in the world, is an expert at navigating the highly
advanced mechanisms needed to engage a tremendous array of
food service vendors, food manufacturers, and restaurants, while also
meeting a wide range of ambitious sustainability goals through the
provision of safe, affordable, and nutritious foods.

Katherine Gustafson,
VP Customer Strategies
TNS Global

A Prescription for CX Success: Key takeaways from the session include:

How UnitedHealthcare is Lowering
Costs and Improving Outcomes How the healthcare industry is advancing its
capabilities in the digital space.
Craig Hankins
Vice President, Digital Products Even before the passage of the Affordable Care Act, the healthcare The benefits of viewing the customer experience
UnitedHealthcare industry had faced many changes and a great deal of consolidation. from the consumers perspective.
With the rise of health savings accounts, retail location-based
convenience clinics, higher deductible consumer-driven health How technology can enable and accelerate
plans, and more, the very nature of how healthcare is managed and simplified customer engagement.
delivered has evolved significantly. From the healthcare providers
How UHC is effectively changing consumer
perspective, this is making it difficult to offer an effective customer behaviors and influencing choices.
experience that simplifies a consumers ability to acquire more and
better information about a wide range of options and costs.

This system is perplexing and challenging to both consumers

and employers, but UnitedHealthcare has been able to leverage
technology to create a customer experience that brings value to
individual members and employers. UHCs approach has led to the
genesis of multiple industry innovations including myHealthcare
Cost Estimator, which helps consumers make informed choices,
and UnitedHealthcare Motion, which encourages healthy behaviors
that can lower costs overall healthcare costs.

44 Loyalty Management | THIRD QUARTER 2016

 Conference Preview | 2016

Terese Fernandez
CMO Taking Customer Management Key takeaways from the session include:
Wolters Kluwer
to New Heights: How Wolters
Kluwer Listens and Responds How to cut through the noise to identify
to Evolving Expectations underlying trends to meet and exceed
customer expectations.

For a brand that provides a wide range of information and How to build a robust and metric-based system
software-based services for clients across the legal, business, to improve interaction, VoC, and Feedback.
tax, accounting, finance, audit, risk, compliance, and healthcare
How to measure the effectiveness of new
industries, Wolters Kluwer might face more customer
customer service initiatives.
engagement challenges than most. But that has not stopped
the brand from developing meaningful relationships built on a
foundation of innovative customer experiences.

Like many brands, Wolters Kluwer is currently navigating a

world which is bursting with an over abundance of marketing
tools, technologies, and data. Wolters Kluwer, therefore,
must constantly find a balance between managing customer
relationships, while also leveraging actionable insights to meet
evolving customer expectations.

Moves that Matter: Driving B2B and Key takeaways from the session include:
B2C Engagement though Effective
Communication Why most customer complaints are not the
result of product or service failures, but rather
A.J. Schneider For most people, the concept of moving simply involves picking up the result of communication failures.
Executive Vice President, items from point A and delivering them to point B. But for Wheaton
Wheaton and Bekins How paying close attention to customer
World Wide Moving, it is a complex process that requires a high
perceptions can overcome barriers to growth.
degree of customer engagement sophistication and nuance.
As one of the largest moving and storage brands in the country, How expectation matching drives an
Wheaton (which includes Bekins Van Lines) must build strong empathetic understanding that leads to
B2B relationships with a vast network of officially sanctioned, but more authentic customer relationships.
independently owned and operated local-based moving agents,
while also conducing effective B2C communications targeted toward
end consumers.

In such a dynamic industry, effective communication is key,

especially when the frequency between moves is typically five to
seven years apart for most people. To build better relationships with
local agents, and to increase repeat business and advocacy from
end consumers, Wheaton recently introduced a newly revamped
quantitative and qualitative approach to customer feedback and
engagement. This has helped Wheaton put consumer perceptions
and expectations at the heart of its customer experience.

Loyalty Management | THIRD QUARTER 2016 45

 The Branch of the Future: How
PeoplesBank Stays at the Vanguard
of the Banking Industry
Sheila King-Goodwin Not many banks have a reputation for being exceptionally forward
SVP
thinking. But as a brand that openly expresses a passion for what
PeoplesBank
is possible, PeoplesBank has been at the forefront of innovative
customer engagement for over 130 years. And across the decades,
the brand has won generations of loyalty through an unwavering
commitment to corporate responsibility, environmental sustainability,
employee engagement, and the customer experience.
Key takeaways from the session include:
Why setting innovation as a strong
organizational value can lead to an internal
alignment that facilitates a culture of
customer-centricity.
How to overcome the challenges of collecting
and leveraging actionable customer data.
Why investments in technology can add up
to a commitment to the customer.

This has established PeoplesBank as a leader in the financial sector,

which is not a position that the brand takes for granted. Recently, it has
embraced a number of technological innovations that have kept it at
the industrys forefront. In addition to being the first community bank
in the country to launch mobile banking and Apple Pay integration,
PeoplesBank has also just launched a new Customer Innovation Lab, a
Business Intelligence platform, and hired a data scientist.

Linh Peters,
Sr. Director Marketing Ana-
lytics and Customer Insights
Ulta Beauty
The Passion Play: Leveraging an Key takeaways from the session include:
Engaged and Empowered Employee
to Drive Deeper Brand Engagement How organizations build and manage teams
to put employees at the center of the business
There is a realization that employees should play an integral part decisions in a way that achieves CX success.
in driving unique experiences, rewarding customer engagement, How effective employee engagement
and increasing brand loyalty. Yet how? For as many brands who strategies can impact the overall business.
talk about commitment and focus on employee engagement, and
how to effectively leverage a new B2E2C paradigm to drive brand
advocacy and loyalty many brands are not truly leveraging the
employee as a steward of CX.

In this session, attendees will hear from brands that have changed
the employee paradigm within their company to leverage the
true power of passion. Attendees will learn about brands that
are placing an organization focus and increased commitment on
their most important asset; their employee. Through unique hiring,
training and internal socialization of commitment to cultural change
is reinforced from senior executives down to front line employees.

46 Loyalty Management | THIRD QUARTER 2016

 Conference Preview | 2016

How JCPenney is Implementing a Key takeaways from the session include:

Data-Driven Customer Experience
Approach to Transform its Business What you need to know about your
modern customer to successfully communicate
Jason Scoggins, with them
Director 1:1 Marketing,
JCPenney, one of the nations oldest and largest department stores,
JCPenney has been quietly focusing on its business transformation strategy. How to leverage data insights and segmentation
This transformation includes a renewed focus on customer experience to deliver a positive customer experience
to serve todays modern customer with the tools and experiences that
make it easier for customers to find what they want with less time, How to apply data insights and segmentation
money and effort. Part of this is having a true understanding of who to retail strategies
their best customer is, where else they shop and the insight required
Rob Becker, to drive incremental spend and build long term customer loyalty. In this
Vice President,
General Manager, session attendees will learn about JCPenneys journey towards 1-to-1
Epsilon segmentation, how they defined their highest value customers, learned
opportunity and attrition risk and are implementing omni-channel retail
strategies that better engage their customers.

Understanding And Motivating Key takeaways from the session include:

Your Existing Customers
Customer Intelligence: How to aggregate and
Two large barriers hinder many brands from truly understanding and
organize customer data into actionable insights.
motivating their existing customers to grow: customer intelligence
Travis Carlson,
Director of Marketing, and customer engagement. In fact many brands lack the actionable Customer Segmentation: How to segment
Goodwill Denver customer insights to even make personalized engagements possible. and target customers by like behaviors
In a generally unsophisticated industry, Goodwill Denvers 30 and demographics.
locations are pushing the boundaries with a customer marketing
Customer Engagement: How to deploy
platform that ingests real-time POS transactions and deploys
personalized campaigns to motivate
intelligent campaigns to customers. This session will review how
customers and drive behaviors.
Goodwill Denver utilizes advanced marketing technology to better
understand their customer segments and deliver more personalized
content to their shoppers.

Brad Marg,
COO,
Clutch

Loyalty Management | THIRD QUARTER 2016 47

7695 Beechmont Ave.
Cincinnati, OH 45255

Engagement & Experience Expo is a forum to openly discuss customer, brand and channel challenges and
solutions. Discover how to optimize the customer experience at all touch-points and increase the impact
of engagement throughout the customer lifecycle. Through a robust slate of best-in-class speakers and
interactive discussions, attendees will learn about the latest theories, best practices, relevant case studies,
emerging trends and strategies that drive measurable behavioral change and quantifiable results.

Engagementexpo.com December 5-7, 2016

for Event Updates and Registration Denver Marriott City Center | Denver, Colorado

Contact us for more information on sponsorship & membership:

markjohnson@loyalty360.org