The fatal flaw of loyalty programs

The fatal flaw of loyalty programs

The average American belongs to 18 different loyalty programs, and yet 77% of loyalty programs that focus on awards alone are failing within the first two years. The root of this problem is that there’s a big difference between human loyalty and corporate loyalty.

Research has shown that most companies have structured their loyalty programs in a manner that’s delivering the exact opposite of the mutually beneficial relationship consumers are seeking. The problem stems from the fact that the corporate interpretation of loyalty bears almost no resemblance to the well understood, and highly aspirational, feeling that people everywhere have for their friends, family, God, country, football team and dog.  Only by reintroducing elements of human loyalty into the corporate loyalty model can companies expect to see their customers truly develop a genuine affinity for their brand and see tangible results.

1. Respect your customers from Day 1 

JetBlue recently announced an innovative take on respecting new customers through its TrueBlue Mosaic Status Match program. The airline essentially invited frequent-fliers with established elite status on other airlines to switch and enjoy JetBlue’s frequent-flier perks immediately. By placing the unique needs and experiences of these potential fliers above the rules of its established loyalty program, JetBlue has opened itself up to acquiring a whole new set of loyal customers.

2. Recognize customers’ individual needs and preferences. 

A one-size-fits-all rewards program is much more prone to being commoditised than a personalised approach. If a customer must buy 10 ice cream cones to get a free sundae and only eight at a competitor’s, chances are a company’s going to see a steady stream of customers heading across the street. But introduce an element of personalisation to the way the company runs a loyalty program and this will not only generate increased customer retention, the most loyal customers will share their positive experiences with other potential patrons.

3. Create a relationship that’s reciprocal. 

The Starwood Preferred Guest program, which my company worked on, offers an example of this principle in action. For years, SPG followed the traditional loyalty program script, resetting members’ points to zero every 12 months if there wasn’t any activity. In 2012, SPG introduced the innovative concept of lifetime loyalty through its SPG Lifetime program. The lifetime loyalty concept suddenly made the entire SPG loyalty program less about what customers could accomplish in 12 months and more about their building a lifelong relationship with them.

4. Deliver frequent rewarding experiences.

This would replace the concept of rewarding customers only when they reach the summit. Dangling status, perks and exciting experiences as the prize to force consumers to climb up the steep slope to earn loyalty points, only to be knocked back down if they waver in their dedication by failing to drink the requisite number of lattes, travel enough miles or swipe their club card a sufficient number of times in a 12 month period, is not the foundation for a sustainable program. Instead structure a program to deliver ongoing incremental value to customers. This way, a business can maintain their loyalty and benefit from their patronage for years.

Introducing human loyalty into acorporate loyalty program means a big change, read more.

Courtesy of Pete Maulik, managing partner at New York-based innovation consultancy Fahrenheit 212

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