忠诚度报告：从转瞬即逝到坚定不移.pdf

Loyalty Landscape 2018 Maritz | Wise Marketer 1 T FROM TRANSIENT TO RESOLUTE: How Deep Does Loyalty Go? A REPORT FROM The 2018 Maritz | Wise Marketer Loyalty LandscapeLoyalty Landscape 2018 Maritz | Wise Marketer 2 The winds of change are sweeping over the loyalty landscape, moving rapidly and from multiple directions. These powerful gusts are sculpting the consumer marketplace into previously unseen shapes and dimensions. They bring with them profound disruption and confusion, but also opportunity. The drivers of this disruption are many: New payments infrastructures. Changing consumer expectations driven by unprecedented demographic shifts. A proliferation of channels to talk, listen and shop. The adoption of more liquid loyalty program currencies. A consumer demand for more product and price transparency. Machine learning and AI tools that can leverage massive amounts of consumer data. And all of it accelerated by a socially connected framework that is faster and more viral than anything previously seen. “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” William Arthur Ward Are You Ready for Change? Loyalty Landscape 2018 Maritz | Wise Marketer 3 How will brands navigate this new terrain? The savviest of them will realign their loyalty value prop by: Elevating the customer experience through hyper-relevancy and AI. Adapting their platforms to foster trust and commitment, not just drive transactions. Creating more meaningful ways to recognize and reward best customers. And, perhaps most importantly, by taking a fresh look at consumers. How are they, too, responding and changing in this shifting landscape? That is what this research report from our Maritz | Wise Marketer Loyalty Landscape (with more to follow) is all about. By taking the pulse of 2000+ U.S. consumers, we want to provide you with a compass to guide your own loyalty “re-think.” Its our goal to offer fresh insights to help you navigate past the confusion and disruption and to realign to a new loyalty trajectory with greater speed and less friction along the way. Barry Kirk, Maritz Motivation Solutions Mike Capizzi, The Wise Marketer Are You Ready for Change? Loyalty Landscape 2018 Maritz | Wise Marketer 4 Loyalty is not monolithic. This is the primary misconception we see clearly dispelled by this years report. This long-held view that customer relationships are a simplistic dichotomy of the “loyal” versus the “non-loyal” simply isnt sufficiently nuanced for our new landscape. Weve adopted a new model, one that understands loyalty to be multi-dimensional. The first dimension Transactional/Relational is concerned with how a brand approaches customers relationships. The second dimension Passive/Active defines the overall nature of customer interactions with a given brand. When considered in tandem, these two dimensions form The Multi-Loyalty Framework, revealing not one type of loyalty, but four. TRUE LOYALTY Optimize the Experience “My connection to the brand goes beyond the offer.” Relational Transactional Active Passive CULT LOYALTY Optimize the Tribe “The brand reflects my personal identity.” INERTIA LOYALTY Optimize the Barrier to Exit “Im only here because its too much trouble to go elsewhere.” MERCENARY LOYALTY Optimize the Incentive “Im loyal because you pay me to be loyal.” Multi-Loyalty Framework Loyalty Isnt Simple Anymore Loyalty Landscape 2018 Maritz | Wise Marketer 5 The challenge and the opportunity is clear. Consumers are increasingly defining loyalty to a brand along a multi-dimensional set of attitudes and perceptions that are unique to each individual. Yet too many brands are drawing only one type of loyalty from consumers Mercenary Loyalty while missing the relational (and financial) advantages of True and Cult Loyalty. Focusing on a single dimension, or single type of loyalty, is no longer good enough. Low prices and high-quality products/ services were the top two responses The ability to earn benefits or rewards was a close third Yet, 50% of all respondents did not place any of these three attributes in their personal top three Respondents in this study were posed a variety of questions to determine their individual perspective on what defines their loyalty to brands. Their responses helped us align them to one of the four loyalty types in the Multi-Loyalty Framework. Results for the main drivers of loyalty were diverse, with wide variation by category and respondent demographics:Loyalty Landscape 2018 Maritz | Wise Marketer 6 Next, we wanted to understand not just “loyalty type,” but also “propensity for loyalty.” Essentially, how deep does the customer-brand connection actually go? Consumers responded with their propensity for loyalty to favorite brands by aligning themselves to one of three distinct relational scenarios: “Im very loyal and I only buy my favorite brands” “Im somewhat loyal, but could be convinced to buy a competitors brand” “Im not loyal to brands at all.” 1. 2. 3. THE Resolute Loyalists 68% THE Transient Loyalists THE Detached 3% The Depth of Loyalty 29%Loyalty Landscape 2018 Maritz | Wise Marketer 7 Overall, the differences between the two groups turn out to be more attitudinal than demographic. However, we did uncover that the Resolute Loyalists (or, Resolutes) are younger, more likely to be members of the millennial generation and more likely to be male. The Transient Loyalists (or, Transients) are older, more often members of the baby-boom cohort and more likely to be female. We found no significant difference for income between the two groups. Its striking to note that, while individual brands scores will undoubtedly vary, overall less than one-third of consumers consider themselves to be Resolutes. The majority of a brands franchise is significantly more likely to be made up of the Transients. What are we to make of this? Perhaps many brands would be doing well to count as a given, the business of one third of their customers. But these figures also reveal the harsh reality that, in this shifting consumer landscape, significantly more lifetime value is up for grabs than is not. This data also tells us that no longer can we assume that all loyalty is the same. Nor that all loyalty is equally resilient. Resolutes and Transients view brand experiences through very different lenses. One views their brand commitment as unshakable; the other as being up for grabs. With Transients, its critical that a brands loyalty benefits must resonate, creating a barrier to switch or exit, especially when service/quality/price are perceived as equal. In other words, the right loyalty strategy must break the tie.Loyalty Landscape 2018 Maritz | Wise Marketer 8 When asked what types of brand incentives they would most prefer in exchange for maintaining their loyalty, consumers most often cited price-related tactics: Discounts, promotions and rebates were viewed as the strongest incentive. Great products and customer experiences were a clear second choice. The opportunity to connect and share with other brand enthusiasts was mentioned least. We arent surprised. Price is always the number one answer when consumers are asked for a preference. Price is tangible to all respondents, familiar, and easily defined in a consumers eyes. But the problem with price-related tactics is obvious. Not only can such tactics erode the inherent margin for the brand, they are easily duplicated by a competitor, with a race to the bottom quickly emerging. But, this overwhelming preference for price shifts when viewed instead through our Propensity for Loyalty lens. While Resolutes still want good value for their money, less than half favor discounts, rebates and promotions as their primary motivator. Of near equal significance for them is a brands ability to offer great products or a great customer experience. And surprisingly, 12% of the Resolutes mention social/caring/sharing mechanisms as their preferred loyalty incentive. Offer me a discount, promotion or rebate Offer me great product(s) and/or great customer experience Offer me opportunities to connect with other people who also love that brand 48% 40% 12% 4% 66% 31% Resolutes Transients Retention Drivers Are Nuanced Loyalty Landscape 2018 Maritz | Wise Marketer 9 What also emerges is that a huge delta exists between our Resolutes and our Transients. The latter group favors price tactics for their loyalty by a 7:5 margin. Two-thirds of all Transients prefer discounts, rebates and promotions while less than one-third mention product and CX motives. And social connection as a motivator barely even registers for this segment. As a corollary to retention, we also asked consumers to identify their primary reason for switching brands in a category when they last switched. Both the Resolutes and the Transients mention price first, but the 16% delta is significant. This confirms our belief that no brand is safe when relying on pricing tactics alone; and the brand is particularly vulnerable among the very large segment of consumers who perceive themselves to be only somewhat loyal. As expected, product/service, quality and availability reasons associated with switching are significantly higher among the Resolutes and, when added together, comprise the primary reason for the change in brand. Also noted are the differences between the two segments on recommendations from friends or family. The Drivers of Switching Price Availability of products/ services Quality of products/ services Recommendation from a friend or family member 41% 35% 9% 14% 5% 8% 57% 29% Resolutes TransientsLoyalty Landscape 2018 Maritz | Wise Marketer 10 Referrals are powerful allies for any brand, especially in todays digitally-connected, socially- conscious world. Many brands covet customer referrals and many loyalty programs include some type of referral mechanism. Some have even argued that the entire foundation of a loyalty strategy should be built around referral behavior. While Transients favor a reward or financial benefit for such actions, Resolutes are more likely to refer because of a desire to have friends and family join them in the brand experience. The ability to gift something of value to someone else is well regarded by both groups, although Resolutes are slightly more inclined. All three behaviors are perceived to be important to these consumers as a driver of referral action. A financial benefit or reward for me personally The ability to gift something of value to someone else Having my friends/family join in the brand experience with me 33% 27% 39% 36% 41% 23% Resolutes Transients The Drivers for ReferralLoyalty Landscape 2018 Maritz | Wise Marketer 11 Approximately 70% of all survey respondents claim participation in a currency-based loyalty program within the past year (points, miles, trips, etc.). Since only adults were surveyed (over 251 million US adults according to Census estimates at the time of the survey), that participation rate converts to 176 million individual adult members of points programs. Clearly, this is a huge market with substantial awareness and understanding of the overall landscape. In other words, consumers know how to play the game as it stands today. While loyalty programs are important in all markets, there are certain industries where they are more top of mind to consumers, with credit card provider leading the pack. When viewed through our Propensity for Loyalty lens, do loyalty programs play a priority role in consumers decision-making process? Very Influential Somewhat Influential Not at all influential Banking service providers Hotels Credit card service providers Airlines Restaurants Specialty retail stores 9% 5% 4% 7% 7% 11% 49% 42% 56% 44% 43% 54% 42% 53% 40% 49% 49% 35% Perceptions of Loyalty Programs Loyalty Landscape 2018 Maritz | Wise Marketer 12 Disengagement is a significant reality for almost every loyalty program. Overall, consumers in our study cite “program benefits being too difficult to earn or took too long to earn” as the primary rationale. Transients also overwhelming cite this condition as their primary reason for leaving programs, but here the Resolutes also feel the frustration, although at a significantly lower rate. Both groups will also disengage from a program when the rewards and benefits are not appealing (#2 reason); when the communications and offers are perceived to not be relevant (#3) or when the program rules are confusing or unclear (#4). Transients are less likely to claim loyalty programs as a priority, but they do gravitate to the “very important” ranking. Transients also believe that loyalty programs can play a lesser role in their purchasing decision. This perception translates to lower participation and engagement and is substantially higher versus the Resolute segment. Loyalty programs are a priority in my experience as a consumer. Loyalty programs are very important to my consumer experience. Loyalty programs are somewhat important to my experience as a consumer. Loyalty programs are not an important part of my experience as a consumer. Among the Resolutes, over one third claim such a priority exists. Resolutes are actively seeking out loyalty programs and attempting to maximize their benefits from participation. Another 45% of this segment claim loyalty programs are very important among the brands they purchase, and they appreciate the added benefits. The Drivers of Disengagement 34% 45% 13% 7% 12% 47% 31% 10%Loyalty Landscape 2018 Maritz | Wise Marketer 13 But perhaps most interesting are the Resolutes secondary disengagement drivers. Namely, the desire for the program to be exciting, fresh, evolutionary - and the wish that program communications increase in frequency. Keep doing the same thing and expect different results? Not with your most committed loyalists. The timing factors associated with program disengagement were also studied. Transients are slightly more patient than Resolutes, but both are unwilling to spend a significant amount of time waiting for promised benefits to materialize. Within three months, the program engagement rate is vulnerable, especially among the Resolutes. The Resolutes are far more purposeful in their pursuit of loyalty program benefits and more aware, more in- tune. They can see value faster, likely because they spend more with a brand. This condition creates a double-edged sword. Expectations rise with brand commitment and disappointment rears its ugly head faster than might be thought when the brand and its program fail to deliver. Rules were confusing or unclear Benefits/rewards were too hard to