CM-World Africa 2006 - Dr. Stefan Schwarz - Ensuring viable investments in loyalty strategies
1. Ensuring viable investments in loyalty
strategies
Customer Management World Africa 2006
6 – 10 March 2006, Gallagher Estate,
Midrand Johannesburg, South Africa
Dr. Stefan Schwarz
2. 09 October 2016
Ensuring viable investments in loyalty strategies2
In a lot of the mobile markets growth through acquisition
is increasingly difficult
New customers are
‘unknown’
• Value opportunity
• Ways to increase value
Retention is a growing area of focus for the business
Escalating acquisition costs
Conditioning disloyalty
Market saturation
Low cost tariffs
Free handsets
Content
4. Let’s ask them
Richard, Recruitment consultant
•had a mobile for 6 years,
•with Vodafone for 3 years
•On Vodafone tariff - £17.99 for 100 minutes
free calls anytime
customervalue
Lana, Artist
•Had a mobile for 10 years
•With Vodafone for 5 years
•Used to spend £30-35, now with 3 on £35
tariff
Steven, Director
•Had a mobile for 18 years
•With Vodafone 8 years, been on all networks
(unhappy with BT & Orange coverage)
•Spent on average £70 a month
Karen, Office Manager
•Had a mobile for 7 years (always contract)
•2 years on VF on 1000 anytime
•spend £120-150 a month, 50-100 SMS a day
•“Couldn’t live without my phone”
5. 09 October 2016
Ensuring viable investments in loyalty strategies5
Why do our customers leave?
Low Value Customer
Richard,
Recruitment Consultant
• had a mobile for 6 years,
• with Vodafone for 3 years
• on Vodafone tariff - £17.99
for 100 minutes free calls
anytime
6. 09 October 2016
Ensuring viable investments in loyalty strategies6
Why do our customers leave?
Medium Value Customer
Lana, Artist
• Had a mobile for 10 years
• With Vodafone for 5 years
• Used to spend £30-35 a
month 200 free minutes off-
peak to landline tariff
• Now with 3 on £35 tariff for
750 free minutes a month
7. 09 October 2016
Ensuring viable investments in loyalty strategies7
Why do our customers leave?
High Value Customer
Steven, Director of
Commercial Vehicle Group
• Had a mobile for 18 years
• Been on all networks
(unhappy with BT &
Orange coverage)
• With Vodafone 8 years
• Spent on average £70 a
month
8. 09 October 2016
Ensuring viable investments in loyalty strategies8
Karen,
Office Manager
• Had a mobile for 7 years
always contract
• 2 years on VF on 1000 anytime
• spend £120-150 a month
• Sends 50-100 SMS a day
• “Couldn’t live without my phone”
Why do our customers leave?
Ultra High Value Customer
17. 09 October 2016
Ensuring viable investments in loyalty strategies17
Relationship principles
A good start!
18. 09 October 2016
Ensuring viable investments in loyalty strategies18
• A common language
• Two-way
communication
Dialogue
Relationship principles
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Ensuring viable investments in loyalty strategies19
• Regular Contact
Staying in touch
Relationship principles
20. 09 October 2016
Ensuring viable investments in loyalty strategies20
Relevance
Relationship principles
• Through understanding
21. 09 October 2016
Ensuring viable investments in loyalty strategies21
Recognition
Relationship principles
• …and special treatment
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Ensuring viable investments in loyalty strategies22
Support in difficulty
Relationship principles
• Responsive
• Helpful
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Ensuring viable investments in loyalty strategies23
• Plans
• Milestones
Shared experiences
Relationship principles
• Memories
24. 09 October 2016
Ensuring viable investments in loyalty strategies24
Trust
Relationship principles
• Living up to promises
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Ensuring viable investments in loyalty strategies25
Spontaneity
Relationship principles
26. 09 October 2016
Ensuring viable investments in loyalty strategies26
Financial loyalty
Offers perceived primarily as "cash value",
such as points, discounts, or premiums.
Loyalty
Emotional loyalty
Brand affinity; this product feels ‘right for me’
Structural loyalty
Contractual or physical links to the brand
eg. Post-pay contract
Three dimensions of loyalty
Emotional loyalty, whilst hard to create, can have the greatest long term influence
27. 09 October 2016
Ensuring viable investments in loyalty strategies27
The road to emotional loyalty
• The levels of the pyramid categorize the degree of emotional loyalty
each category buyer has with a brand.
• All category buyers can be classified in regard to the degree of
emotional loyalty they have for each brand in the category.
Presence
Advantage
Bonding
Relevance &
Performance
Source: Brandz
Active familiarity based on past trial,
saliency or knowledge of brand promise
Relevant to consumer’s needs. Felt to deliver
acceptable product performance, and is on the
consumer’s short-list.
Felt to have an emotional, rational, status
or saliency based advantage
Rational and emotional attachments to the
brand to the exclusion of most other brands.
They are likely to be advocates of the brand.
Definition
29. 09 October 2016
Ensuring viable investments in loyalty strategies29
It feasible to aim for the higher ground. Some markets are
proving successful at achieving bonding with some
customers
GERMANY
ITALY
UKIRELAND
SPAIN
Bonding
Advantage
Relevance &
Performance
Presence
No Presence
Average
Brand
67%
9%
9%
10%
3% Bonding
Advantage
Relevance &
Performance
Presence
No Presence
Average
Brand
33%
21%
17%
17%
10% Bonding
Advantage
Relevance &
Performance
Presence
No Presence
Average
Brand
32%
23%
17%
17%
8%
Bonding
Advantage
Relevance &
Performance
Presence
No Presence
Average
Brand
48%
15%
10%
23%
2%
Bonding
Advantage
Relevance &
Performance
Presence
No Presence
Average
Brand
6%
36%
24%
19%
14%
Source: Brandz
30. 09 October 2016
Ensuring viable investments in loyalty strategies30
The 6 truths of loyalty
• The greater the emotional loyalty, the greater the financial value
• Value leaps when bonding is achieved
• All bonded consumers, are not created equally
• Bonding is extremely difficult to achieve
• Bonding is a key driver of brand leadership
• Bonding keeps loyal customers loyal
32. 09 October 2016
Ensuring viable investments in loyalty strategies32
We carried out an in-depth audit and evaluation of customer
loyalty and retention programmes
Best practice Cases
Competitor Programmes
Orange: Orange WednesdayOrange: Orange Wednesday
O2: Bonus Programme
T-Mobile: Happy Digits
O2: Bonus Programme
T-Mobile: Happy Digits
Amena: Club Amena, Renove Amena, My Amena
Movistar: Plan Estrena, Programa de Puntos
Amena: Club Amena, Renove Amena, My Amena
Movistar: Plan Estrena, Programa de Puntos
TMN: Pontos TMN
Optimus: Pontos Optimus
TMN: Pontos TMN
Optimus: Pontos Optimus
Cosmo: Cosmokarta
TIM: Advantage
Cosmo: Cosmokarta
TIM: Advantage
Mobinil: First Class, Friends & Family, AppreciationMobinil: First Class, Friends & Family, Appreciation
Tim:Milleuna
Wind: Mondo
Tim:Milleuna
Wind: Mondo
CountryCountry Competitor ProgrammesCompetitor Programmes
Italy
Germany
UK
Portugal
Greece
Egypt
Spain
Nether-
lands
Australia
New
Zealand Telecom: Fly BuysTelecom: Fly Buys
Telstra: Reward OptionsTelstra: Reward Options
T-Mobile: Extra SavingsT-Mobile: Extra Savings
Orange: Orange WednesdayOrange: Orange Wednesday
O2: Bonus Programme
T-Mobile: Happy Digits
O2: Bonus Programme
T-Mobile: Happy Digits
Amena: Club Amena, Renove Amena, My Amena
Movistar: Plan Estrena, Programa de Puntos
Amena: Club Amena, Renove Amena, My Amena
Movistar: Plan Estrena, Programa de Puntos
TMN: Pontos TMN
Optimus: Pontos Optimus
TMN: Pontos TMN
Optimus: Pontos Optimus
Cosmo: Cosmokarta
TIM: Advantage
Cosmo: Cosmokarta
TIM: Advantage
Mobinil: First Class, Friends & Family, AppreciationMobinil: First Class, Friends & Family, Appreciation
Tim:Milleuna
Wind: Mondo
Tim:Milleuna
Wind: Mondo
CountryCountry Competitor ProgrammesCompetitor Programmes
ItalyItaly
GermanyGermany
UKUK
PortugalPortugal
GreeceGreece
EgyptEgypt
SpainSpain
Nether-
lands
Nether-
lands
AustraliaAustralia
New
Zealand
New
Zealand Telecom: Fly BuysTelecom: Fly Buys
Telstra: Reward OptionsTelstra: Reward Options
T-Mobile: Extra SavingsT-Mobile: Extra Savings
CountryCountry ProgrammeProgramme MembersMembers PenetrationPenetration
Italy
Spain
Germany
UK
Portugal
Greece
Egypt
4.5m4.5m
3.4m3.4m
2.0m2.0m
1.0m1.0m
865k865k
63k63k
10.1m10.1m
53.6%53.6%
13.8%13.8%
16.3%16.3%
41.7%41.7%
34.6%34.6%
1.98%1.98%
54.6%54.6%
CountryCountry ProgrammeProgramme MembersMembers PenetrationPenetration
Italy
Spain
Germany
UK
Portugal
Greece
Egypt
4.5m4.5m
3.4m3.4m
2.0m2.0m
1.0m1.0m
865k865k
63k63k
10.1m10.1m
53.6%53.6%
13.8%13.8%
16.3%16.3%
41.7%41.7%
34.6%34.6%
1.98%1.98%
54.6%54.6%
Point-based Programmes
• Point based
programmes are overt
to the customer
• Customer can earn
points and later on
use them to redeem a
variety of rewards
• Points programmes
can show extremely
good results, but are
quite inflexible
(change & exit)
CountryCountry AgeAge DescriptionDescriptionRewardsRewards
UK 3 mth.
Programme of targeted campaigns aiming at churn
reductionvarious
Ireland 11 mth.
Managed programme of very targeted comms to reward
key customers (obj.: churn reduction, revenue retention,
satisfaction
telco related
Australia ongoing
Broad variety of campaigns/activities/special offers that
aim churn reduction/increasing tenuretelco related
New
Zealand
3 mth. Collection of campaigns targeted through NBA aiming at
churn reduction, usage stimulation, satisfaction, insight
non
Nether-
lands
5 mth. Red Carpet: A very focused HVC programme aiming at
churn reduction, securing revenue, satisfaction, wom
telco related
CountryCountry AgeAge DescriptionDescriptionRewardsRewardsCountryCountry AgeAge DescriptionDescriptionRewardsRewards
UK 3 mth.
Programme of targeted campaigns aiming at churn
reductionvariousUKUK 3 mth.
Programme of targeted campaigns aiming at churn
reductionvarious
Ireland 11 mth.
Managed programme of very targeted comms to reward
key customers (obj.: churn reduction, revenue retention,
satisfaction
telco relatedIrelandIreland 11 mth.
Managed programme of very targeted comms to reward
key customers (obj.: churn reduction, revenue retention,
satisfaction
telco related
Australia ongoing
Broad variety of campaigns/activities/special offers that
aim churn reduction/increasing tenuretelco relatedAustraliaAustralia ongoing
Broad variety of campaigns/activities/special offers that
aim churn reduction/increasing tenuretelco related
New
Zealand
3 mth. Collection of campaigns targeted through NBA aiming at
churn reduction, usage stimulation, satisfaction, insight
non
New
Zealand
New
Zealand
3 mth. Collection of campaigns targeted through NBA aiming at
churn reduction, usage stimulation, satisfaction, insight
non
Nether-
lands
5 mth. Red Carpet: A very focused HVC programme aiming at
churn reduction, securing revenue, satisfaction, wom
telco related
Nether-
lands
Nether-
lands
5 mth. Red Carpet: A very focused HVC programme aiming at
churn reduction, securing revenue, satisfaction, wom
telco related
Rewards & Recognition
• Rewards and recognition
scheme reward customers
with direct rewards
• They do not work on points
• Customers often feel much
more “surprised” and
recognized
• Change and exit is relatively
easy
none
34. 09 October 2016
Ensuring viable investments in loyalty strategies34
Best Practice From Outside the Telco Sector
35. 09 October 2016
Ensuring viable investments in loyalty strategies35
• Distinctive consumer benefits vs. the competition
• Fast tracking “high potentials” through the tiers
• Sub-segment development
Selected Best Practice
• Ongoing anti-churn tests
• Based on ongoing behaviour monitoring
• Realised importance of different points of contact
• Different offers to different customers
• “Drinking from the firehose” - massive quantities of customer data
• Using sophisticated selection criteria to define targetable
segments
• Developing highly effective sub-clubs (such as parents) to lock-in
high value customer groups.
37. 09 October 2016
Ensuring viable investments in loyalty strategies37
Within the wider context of customer interactions that
impact loyalty we intend to focus on three elements
Objective Means
Reduce churn
Increase depth
of relationship
Usage: cross-sell
and upsell
Increased ARPU
Customer service
Rewards and
recognition
Reduced churn
Outcome
Point based
programmes
Save programmes Increased satisfaction
NBA
Prepay – post pay
migration
Retail
Advertising
…..
…..
38. 09 October 2016
Ensuring viable investments in loyalty strategies38
Looking outside Vodafone, best practice loyalty programmes
succeed on twelve dimensions
Dimension Best practice
Business Business plan To be conducted in detail and are regularly re-evaluated.
Value sharing To be kept simple to understand and explicit to customers.
Root cause This underpins all activity. It is understood on a segment level and used as basis for
programme structure and comms.
Brand Identity Consistent global identities are regularly reinforced.
Branding Loyalty programmes embody brand values. In many cases they are an articulation of
the strapline.
Differentiated This is weakest area. Explicit nature of most programmes makes them easy to copy.
Customer Experiential The experiential dimension is used to create differentiation and adds interest for
customers and keeps programmes fresh.
Differiential
marketing/tiers
Play a key role, often providing custoemrs with exponentially greater rewards at
higher thresholds.
Tailoring Currently the weakist area. Many brands seem to rely on value tiers to deliver
relevance.
Comms Data optimisation Currently not a strength of all programmes - but for most performs a fundamental role
in segmentation and establishing allowable investment, and configuring programme
and communications.
Motivating rewards or
offers
A wide range of appealing rewards is used by almost all programmes to involve and
motivate programme members.
Multi-channel Some exhibit over-reliance on traditional channels i.e. DM, outbound calls. There is
general trend to greater use of the web.
39. 09 October 2016
Ensuring viable investments in loyalty strategies39
Top-Line results: Some Vodafone programmes are close to top
performance in some aspects but no programme excels in all aspects
0 1 2 3 4 5
Bus plan
Currency
Root cause
Identity
Branding
Differentiated
Experiential
DFM/tiers
Tailoring
Data optimisation
Motivating rewards
Multi-channel
BusinessCommsCustomerBrand
0 1 2 3 4 5
Bus plan
Currency
Root cause
Identity
Branding
Differentiated
Experiential
DFM/tiers
Tailoring
Data optimisation
Motivating rewards
Multi-channel
BusinessCommsCustomerBrand
Highest dimension scores for Vodafone
versus best practice average
Average dimension score range for Vodafone
versus best practice range
40. 09 October 2016
Ensuring viable investments in loyalty strategies40
Principles for Development
Central Loyalty
Programme
Central
Development
Replicated
Homogenous OpCo Programmes for
consistency
Common Best
Practice Model
Heterogenous OpCo Programmes for faster
organisational learning
Central Development /
Enforcement
Central Best Practice Gathering /
Sharing
Contribute / Share
Central
Facilitation
41. 09 October 2016
Ensuring viable investments in loyalty strategies41
Application of Loyalty Programme Strategy
customer
value
customer
Lifecycle
UHVC
HVC
MVC
LVC
Loss
= moment of truth Customer lifecycle management identifies key moments of truth
…and over time
Variation of the activity
according to customer value
42. 09 October 2016
Ensuring viable investments in loyalty strategies42
There is an increasingly common understanding in
Vodafone that loyalty is not just about…
…customer satisfaction
…trapping customers to make them stay longer
…just about points
…just for high value customers
…one thing to all customers
To effectively and efficiently increase tenure of Vodafone
customers in order to maximise profitability
Role of loyalty activity
43. Ensuring viable investments in loyalty
strategies
Customer Management World Africa 2006
6 – 10 March 2006, Gallagher Estate,
Midrand Johannesburg, South Africa
Dr. Stefan Schwarz
