Tag Archive for Maintain Customer Relationship

02 Jun 2010
Buying Behavior • List

Loyalty Programs

DMNews reported the efforts of some well know brands to maintain customer loyalty. Retaining customers has taken on renewed focus for many companies recently in an effort to combat reluctance to spend during the recession. Some loyalty programs have become more elaborate and offer more rewards and discounts than in the past.

“Target is looking for ways to make it easier for our guests to find additional savings,” says Target spokeswoman Leah Guimond. “We’re currently testing a new rewards program in select markets that offers guests a percent off all purchases made with their REDcard.”

Best Buy’s Rewards Zone program not only offers more rewards to its most loyal customers, but it focuses on keeping in touch with those consumers. “The rules require that we have a valid way to connect to the customers and we’ve introduced a high-value tier that gets additional benefits,” says Bob Soukup, senior director of loyalty at Best Buy. “This lets us reward those customers who are interested in having a relationship with Best Buy. It also lets us concentrate extra attention on our best customers.”

Hilton, worked on increasing enrollment in its loyalty program by reaching out to a different audience than it did before the recession. Rather than its frequent-traveling, elite customer base, the hotel conglomerate shifted its focus to more casual travelers by “being more active with promotional activity, both added-value discount offerings and loyalty program offerings,” says Jeff Diskin, SVP of brand management and marketing at Hilton. “We want to engage with all travelers primarily through our HHonors [loyalty] program, to facilitate the dialog we can have through different channels when they’re connected to us and be able to drive promotional activity and business where we need it,” Diskin adds. “In the past 15 months, we’ve pretty much had an HHonors-based promotion every quarter. What that’s done is drive enrollment, so now we’re getting the business they’ve booked for the promotion and then using that database for some really directed offerings.”

Brand marketers are also realizing the power of loyalty marketing in driving the bottom line. J&P Cycles, a multichannel retailer of aftermarket motorcycle parts, used the insights it gained from members of its Gold Club loyalty program to adjust prices on “tens of thousands” of its SKUs, says Rich Brecht, senior contact center manager for the company. “As the economy really took a dive, we found a lot of our feedback was coming on shipping charges and price,” Brecht says. “So we lowered the Gold Club shipping minimums, and if a customer didn’t order this product from us today because it was cheaper elsewhere, we started aggressively logging that to adjust prices.”

Marketers without existing loyalty programs are now taking a second look. Printer manufacturer Epson is considering a loyalty program to encourage buying ink direct from the company. Such a program was tested and killed in the past, says Chris Nickel, manager of CRM and direct response marketing for Epson, but momentum has begun to build behind the idea again.

Is there a way that we can help you implement a loyalty program using your existing customer information? Just letting your customers know that you appreciate their business may be the reminder they need to stay loyal to you. A “thank you” card sent in the mail can go a long way.

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26 May 2010
Marketing Strategy

Brand Butlers

A recent briefing from Trendwatching.com listed “Brand Butlers” as a trend to watch. This may be the time to consider ‘service as the new sales’ to provide more service and care to jaded, time-poor, pragmatic consumers. Brand Butlers can be defined as providing instant access to supporting services and tools to pragmatic, convenience-loving consumers. This is encouragement to focus on assisting consumers to make the most of their daily lives, versus the old model of selling them a lifestyle, if not identity.

Here’s why consumers are embracing these BRAND BUTLER-style services:

  • For consumers, time, convenience, control and independence are the new currencies: this need requires B2C brands to turn many of their interactions with their customers into broader services. In short: a shift from ‘broadcasting’ to assisting.
  • Relationships with brands are now more down to earth and less reverential. From individualism to eco-concerns to decreased spending power in developed economies: for consumers, the practical and pragmatic rule.
  • Yet, in uncertain times, there’s also a consumer longing for institutions that truly ‘care‘, which is more about showing empathy and providing customers with a status fix than being purely practical. This too requires brands to master more service-oriented personae.

BRAND BUTLER services equal interaction, meaning they can provide brands with valuable feedback, metrics and other learning opportunities about what interests, drives and triggers customers.

BRAND BUTLER service categories:

  1. Transparency & ‘In the know’
  2. Saving money
  3. Finding
  4. Connectivity
  5. Health, nutrition & exercise
  6. Skills & advice
  7. Eco
  8. Tools & amenities

Examples:

  • Since 2006, personal care brand Charmin has been offering New Yorkers access to clean and comfortable restrooms in Times Square. The brand opens the free facilities during the festive period each year.
  • To launch Stove Top Quick Cups, Kraft Foods offered warmth and hot food samples at cold Chicago bus stops. In November 2008, Kraft began heating ten bus shelters to give consumers relief from the cold.
  • 3M’s Airport Privacy Havens aim to create peaceful zones in major American airports, giving business travelers privacy during important phone calls, and hiding their computer screens from the eyes of passers-by.

BRAND BUTLERS is about turning marketing into a service, and thus it is one of the most important branding trends currently out there. A start would be to establish the themes your brand is about, and dream up an integrated ‘suite’ of BRAND BUTLER services. Use the eight categories above (Transparency and ‘In the know’, Saving money, Finding, Connectivity, Health, Nutrition & Exercise, Skills & Advice, Eco, and Tools & Amenities).

When plotting your BRAND BUTLER, your ideas may revolve around existing customers. However, there’s a huge win in services that are open to non-customers, too.

We hope you see these posts in the same light, we want to share knowledge, tips for saving money, ways to find the resources you need, ways to connect you with the people and services, new skills and tools.

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18 May 2010
Buying Behavior • Marketing Strategy

Customer Lifetime Value

BNET recently posted an article titled, “Treat Your Customers Like Lifetime Investments”. They told the story of most retailers having a dismal year, with larger companies laying off employees and closing stores, and a smaller operations shutting down altogether. At the same time, Zane’s Cycles, a Branford, CT bicycle retailer, increased revenue 20 percent. How? Years ago, Zane’s established a service-focused company culture that keeps customers coming to the store in good economic times and bad.  “When we changed from trying to force our customers to buy what we had to creating a relationship with them based on providing them with whatever they needed, then everything changed,” CEO Chris Zane says.

The 29-year-old store sets itself apart from competitors by offering free lifetime service and parts on everything it sells, as well as 90-day price protection. Zane has tracked sales and customer data over a number of years to discover the average customer’s “lifetime value” — the gross revenue he or she will bring in over time. “The lifetime value of a customer [for me] is $12,500,” says Zane. “That gives me $5,625 of profit. My customers are valuable, so I treat them that way.”

How can you turn your customers into lifetime fans? Here are Zane’s tips:

  1. Focus on customer relationships, not one-time transactions. Discounts and sales may lure in one-time buyers, but they won’t keep them coming back. On the other hand, Zane’s policy of giving away anything that costs under a dollar helps create raving fans.
  2. Give your employees permission to do whatever it takes to keep customers satisfied — even if the customer’s request might seem unreasonable. When a customer recently complained that a new bicycle from Zane’s had made a grease mark on the back seat of her car, an employee offered to treat her to free professional detailing. “It becomes a much easier existence for our staff. There’s no worrying if you’ve made the right decision, “  Zane says. “You just do what the customer wants.”
  3. Make every customer interaction fun, informative, and positive. That’s every interaction — even when it’s clear they’re not going to open their wallets that day. Zane’s customers are treated to free coffee and soft drinks and encouraged to linger in the store.
  4. Stand by your products with service and price guarantees. In a lousy economy, that may sound like a recipe for bankruptcy, but Zane says only small numbers of people actually take advantage of the guarantees. And the pay off is customer loyalty and trust.

Have you calculated the lifetime value of your customers? Can we help you create a strategy to make your customers feel appreciated?

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28 Apr 2010
List • Marketing Strategy

Courting a Wary Customer

Deliver Magazine and Sid Liebenson suggest three ways to build and maintain loyal relationships when customers are running scared.

Consumers are retrenching, economizing and just plain scared. But as the saying goes, the pessimist sees difficulty in every opportunity, and the optimist sees opportunity in every difficulty.

The recession presents the perfect opportunity to finetune your marketing efforts that will build loyalty among your current customers. It also is the prime time to go into acquisition mode and attract competitors’ customers to your brand. Here are three ways to do it:

1. Get personal. Consumers are vulnerable in a down market: They’re rethinking their brand loyalties as they look to economize and reconsider what they value in a brand. Keeping your customers means personalizing like you’ve never personalized before.

Mine your data to let your customers know you understand what’s important to them. For example, you might send a message on a catalog overwrap saying, “In the spring, you bought this lightweight cotton sweater from us. Now that it’s fall, here’s what people who bought that sweater are buying now.” This shows you care about what they are thinking, and there’s some logic to what you’re recommending — you’re not selling them something just to sell it.

Your marketing messages need to be not only personalized, but frequent. In a tough economy, it’s common for consumers to question where every penny is going. When they do that, suddenly every relationship is a little at risk. Their question becomes “Am I really getting value from this relationship, or is there something that will satisfy my needs equally for less money?”

2. Don’t make cuts. Now is not the time to scale back on marketing spending. If you don’t stay in touch with your best customers — while they’re continuously exposed to messages from your competitors — the idea of buying your brand gets further from their mind. This is especially true when consumers are already reconsidering their brand loyalty.

In several categories, competitors aren’t marketing as much or they’re reducing campaign frequency. With these cutbacks, some marketing media have become cheaper. If you’re not afraid to spend some money on acquisition, chances are your media costs can be a little more efficient.

3. Show them you care. Empathize with customers to demonstrate you understand what they’re going through during the recession. Health care, for example, is a big concern for consumers right now.

You should always practice good marketing — personalization, appropriate messages, frequent touches — but focus on these things even more to keep your customers with you through the economic crisis. When times are better, you’ll have your core group of customers — and then some.

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27 Apr 2010
List • Marketing Strategy

Restore Old Customers

Traditional customer re-activation strategies are struggling to deliver the results they once did. This has been fueled by cuts in consumer spending and communication channel fragmentation, forcing marketers to develop new approaches. A Target Marketing Magazine article told the stories of innovators who are leveraging customer data, analytical tools and new customer touchpoints to fuel their remarketing efforts with results.

Start With the Basics
The fundamentals haven’t changed. Identify your best customers and the attributes that make them the best. Analyze purchasing trends, patronage patterns and channel usage to bring to light key behavioral characteristics of the ideal candidates.

Don’t stop there. Demographics, wealth data, transactional information and other lists can be used to enrich the customer profile. This information is useful for assessing the value of former customers who had sparse purchase histories but may still be good candidates.

Last, match these reactivation profiles against dormant customer files to “pop” the segments most likely to yield a profitable level of response.

Reactivation efforts most often are targeted at customers who have not shopped or purchased in the last year or more. While these consumers may not be shopping with you, they are buying from someone.

Reactivation Rundown
Reactivation is a form of advanced prospecting. By applying predictive scores to dormant customer files before fielding a reactivation campaign, resources can be prioritized toward those households with the greatest likelihood of response.

A good reactivation strategy encompasses not only who to target, but how to target them. In today’s multichannel environment, opportunities to blend print and other media into an optimum delivery stream for each target segment exist. For example, leads might be generated via a print mail campaign. These leads might then be further qualified using lead scoring and either prioritized for rapid follow-up by phone for high potentials or routed to another channel for less qualified candidates. This blended approach can yield more profitable results. Marketers should choose the medium that optimizes reach and response, according to budget.

Using Predictive Scoring
Aim for a clear view of your best customers. While it is possible, and sometimes economical, to target all former customers, it’s more often the case that a campaign targeting high-value or niche segments produces the best financial results. Focus on predicting who will respond, and then determine the best channel and sequence for the message.

Build New Relationships
A reactivation strategy should include follow-up plans and next steps as well as an outline with how often customers would like to receive communication. Lastly, update files with new customer information and data to ensure future campaigns maximize the information available.

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06 Apr 2010
Advertising • Marketing Strategy

Inexpensive Marketing Maneuvers

Forbes Magazine featured a story about some marketing ideas. Our favorite was to make your customer the star.

Using a classic cooperative strategy, you could create their marketing for them. If you provide services or products to other businesses, can you help them with creative marketing featuring your products. Do you sell framing materials to frame shops, create postcards featuring finished frames.

To feed egos of your customers, feature a few them enjoying your products and services. Make them look really good, help them say smart, witty things or touch on their vanity with great lighting, hair and makeup.

To draw your customers into your creative process, what about a creative writing, illustration or visual contest? The contest could be tied to something new like a product launch and the reward for submitting an entry could be a sample of the new product. Contests are also great opportunities for publicity and free media coverage. Since you really want to stay in touch with your current and past customers, sending them a postcard or letter explaining the contest accomplishes many goals at once.

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02 Mar 2010
Buying Behavior

Brand Experience Matters to Consumers More Than Loyalty Clubs

In a recent message from the Harvard Business Review’s Daily Stat, some 52% of people in a survey said their memberships in loyalty clubs (from credit cards, banks, and other companies) influence their buying decisions; but 54% said they’d give up their memberships if they had a negative product or service experience with a brand, according to the Chief Marketing Officer Council. The average U.S. household is enrolled in 14 loyalty and rewards programs.

Can we help you strengthen your ties with your customers? Is there a way that we can help you strengthen your brand?

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25 Feb 2010
Buying Behavior • Marketing Strategy

Pay It Forward

Trendwatching.com posted an extract from The Globe and Mail discussing the trend of helping consumers “feel good”.

“Paying it forward” is an old idea with new life lately. Many different major brands have launched promotional campaigns that blur the line between business and philanthropy.

Benjamin Franklin pioneered the idea more than 200 years ago when he lent a colleague some money on the condition that it be repaid not to Franklin but to someone else in need. Franklin wrote at the time: “This is a trick of mine for doing a deal of good with a little money.”

Maybe the idea caught fire because news of Feel Good Ripples spread due to what Wharton School professor Jonah Berger calls “social contagion,” a mechanism by which consumers and media decide what to pass along. “People like to talk about what is surprising, remarkable and unexpected,” Berger says. “They also like to talk about what makes them look good. Self-interest is a big driver.”

For more hedonistic brands, the experience has been mixed. Starbucks received some positive feedback in the mainstream press, but bloggers sniffed that the whole thing felt contrived. Starbucks customers reported feeling good about themselves when in 2006, news of a pay-it-forward phenomenon at Starbucks drive-throughs began to make the rounds. Customers pulled up to the window only to be told the driver ahead had already paid for their coffee. The cashier then asked if they would like to pay for the customer behind them. These chains of benevolent coffee purchases reportedly carried on unbroken for hours at a stretch (and still do, by some accounts). And that may be the real dividend from initiatives of this type. Berger’s assertion that acts of generosity are driven by self-interest may not be so cynical after all. In other words, if your company can make customers feel good–even in such an oblique fashion as facilitating their philanthropy–the customers are likely to transfer some of that goodwill back to your brand. That’s a “trick” of which Benjamin Franklin might have approved.

Here is a random act of kindness: Dean’s Mailing is offering a free marketing consultation to your favorite charity. This is valued at over $250.00 and will help save money and increase response.

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24 Feb 2010
Direct Mail • Marketing Strategy

What does your brand stand for?

Deliver Magazine provided some thought provoking questions for many organizations and their marketing teams.

You spend hours crashing through strategy documents, pulling out nuggets of customer insights, determining differentiators in the industry and understanding what it is that makes your corporation unique. And in the end, you have a vision of who and what your company is about. It’s that vision that helps establish relationships with customers, win over prospects and get your company noticed in this increasingly chaotic and fragmented world.

Then, after all of that strategic work, comes the execution part of the marketing plan and you decide to go digital. You send an e-mail — which looks just like any other e-mail in your best customer’s inbox.

Oh, we know, you finely tune the colors to match your brand (despite the fact you can’t calibrate how that color appears on any one monitor) or you include photography and graphics (which don’t download until the users request them) or you include the all-important link to your heavily branded Web site (although fewer than 10 percent click through).

So, maybe it’s not the optimum branding experience, but it’s cheap. Boy, is it cheap. And it’s efficient — you can reach hundreds of thousands, even millions in a single blast — and really, you’re getting the word out there.

Then the economy picks up, but your sales don’t jump as much, and at the next marketing meeting, as you’re puzzling over the numbers, someone asks why your customers aren’t so loyal anymore. What’s happened to that great relationship your brand used to have with them? And there’s a lot of this and that around the table, mutterings about “empowered consumers” and “everything’s a commodity,” and the meeting rolls on. You shrug your shoulders and concentrate on the next campaign. There’s work to do.

We understand. It’s not an uncommon problem. It’s just that, well, you could stand for something. You could put something in your customers’ hands, something branded. Imagine that: those finely tuned colors, the carefully selected images, the perfectly worded summation of what your brand is all about sitting right there in the hands of the people you most want to reach. It’s right there at their fingertips.

And inside that package, something amazing — something they could never get digitally. A sample, a tchotchke for their desk, a magnet for the fridge, a baseball bat, a brick, a salami — who knows? Something that’s amazing and brilliant and relevant, just like your brand. A piece that says “Hey, I know you,” and reminds that customer why he or she came to you in the first place and what your brand is really all about.

You could do that. But that’s direct mail, and some say that is old. No point in doing that, right?

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23 Feb 2010
Advertising • Direct Mail

The Hare and The Tortoise (or was it a snail)…

A fable based on tomorrow’s thoughts…

There once was a speedy hare who bragged about how fast he could run, how many people he could reach in a single mouse click. Tired of hearing him boast, Slow and Steady, the tortoise, (or maybe he was a snail) challenged him to a race. All the animals in the forest gathered to watch.

Hare ran down the road for a while and then and paused to rest (on his analytical reports of 5 percent open rates and great return on investment because hey even if you make a few sales, sending all that email cost almost nothing). He looked back at Slow and Steady and cried out, “How do you expect to win this race when you are walking along at your slow, slow pace?”

Hare stretched himself out alongside the road and fell asleep, thinking, “There is plenty of time to relax.” Or perhaps he decided go for a run on a treadmill, just for fun, staying in the same spot but moving furiously fast.

Slow and Steady walked and walked. He never, ever stopped until he came to the finish line.

The animals who were watching cheered so loudly for Tortoise (or was it the snail), they woke up Hare or did they scare him to try a different tactic? Hare  began to run on the road again, but it was too late. Tortoise (or was it the snail) was over the finish line, he won and is winning customers, sales and profits.

The moral of this story is the quick easy fast fix does not exist and the reality is that Slow and Steady direct mail also known as “snail mail” wins.

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