Customer loyalty sydney v3

Creating and Profiting from Loyalty

Presented by: Vincent Cotte, Regional Marketing Director,
TIBCO Software Inc

How do you
cut through
the noise?

21st Century Challenge for Marketers
Run by Digital
A Real-Time World
Natives
Mobile Personalized
Connected Social
Interactive Emergence of Platforms

Creating a tidal wave of data

Agenda

Three Most Important Stepping Stones in the Journey to
Loyalty
–  Mark Johnston CEO, Loyalty 360

Building a Foundation for Loyalty
–  Brett Hannath Director of Marketing, TIBCO

MORNING TEA

Customer Retention
–  Dave Gooding Director Business Performance Services Advisory, KPMG

Understanding Customers, Driving Loyalty
–  Mark Lorion, Vice President Analytics, TIBCO

Lessons Learned: “Engagement,”
“Voice of Customer,” and “Customer
Experience Management” are the
Three Most Important Stepping
Stones in the Journey to Loyalty

What was Engagement / Loyalty?
•  The first loyalty program was started in
1896.
•  S&H Green Stamps
•  It was the ultimate in engagement –
apriori.
•  What would you give for this level of
engagement?
•  Once issued 3 times as many stamps as
the US Post office
•  Once the LARGEST purchaser of
consumer products in the world.
•  Where is it today? Gone?
•  Why?
•  No longer engaging and did not evolve?
Customers wanted change, did they
listen? No!
•  Loyalty and engagement are long term
journeys / processes where the roads to
get there are always changing.

Definitions – Taken from Dictionary.com
Connotation:
•  1. an act or instance of connoting.
•  2. the associated or secondary meaning of a word or expression in addition to its
explicit or primary meaning: A possible connotation of “home” is “a place of
warmth, comfort, and affection.” Compare denotation.
–  What is the connotation of loyalty: points, rewards, bribing participants, one way communication?
Is it static? How is it changing? Has the connotation of loyalty always been positive? Is it changing?

Denotation:
•  1. the explicit or direct meaning or set of meanings of a word or expression, as
distinguished from the ideas or meanings associated with it or suggested by it; the
association or set of associations that a word usually elicits for most speakers of a
language, as distinguished from those elicited for any individual speaker because
of personal experience. Compare connotation.
–  What is Loyalty? Loyalty is bigger: All of the products, services, technologies, processes, datasets
and analysis that create, engender or enhance the “bigger picture idea of engagement, CRM and
CEM.” Yet it is dynamic.

Definitions – Taken from Dictionary.com
Loyalty:
•  1. the state or quality of being loyal; faithfulness to commitments or obligations. What
products or services qualify for this?
•  2. faithful adherence to a sovereign, government, leader, cause, etc.
•  3. an example or instance of faithfulness, adherence, or the like: a man with fierce
loyalties.
–  How many brands are you loyal too?

Engagement:
•  1. the act of engaging or the state of being engaged.
•  2. an appointment or arrangement: a business engagement.
•  3. a pledge; an obligation or agreement: All his time seems to be taken up with social
engagements.
•  4. employment, or a period or post of employment, especially in the performing arts:
Her engagement at the nightclub will last five weeks.
–  Is engagement the next big idea, or is it a piece of loyalty? You are hearing it EVERYWHERE.

What are Loyalty and Engagement?
•  The question I ask.
•  What would you rather have?
•  A loyal spouse or an engaged spouse?
•  What about both? Wouldn’t that be better.
•  Again, how would you know?
•  What would you do for both with your customers?
•  Too much information, too little time, too many
choices, too little satisfaction!

What They are Saying; What We are Hearing.

•  “What should I do first; Foursquare, Groupon,
update my Facebook page? What about Twitter?”
CMO Fortune 500 B2B company

•  “Loyalty is important, but we need to analyze the
data, all data, in 2011, and then develop a
comprehensive loyalty strategy in 2012.” – CMO
ladies fashion retailer.

•  “Mobile has promise, but it also has the highest
‘creepiness’ factor.” SVP Marketing top 10 US bank

New Media or New Channel?
•  25% of companies surveyed in the COLLOQUY/DMA
benchmarking study said they wanted to increase loyalty
and engagement from existing customers, but 28%
identified building brand awareness and 19% identified
customer acquisition as their top goals.
–  Should that be the goal? Creating a dialogue / discourse
•  According to the 2010 COLLOQUY/DMA survey, two-
thirds of respondents were unable to express what the
most important measure of social media success would
be.
–  Shouldn’t this be defined? Too much change too fast.

New Media or New Channel?
•  According to the 2010 Cone Consumer New Media Study,
more than 80% of consumers say they follow only five or
fewer brands online, whether through Facebook, Twitter
or an RSS feed.
–  How do you get to be one of those five?
•  "They really only have room in their minds for less than
five brands," says Mike Hollywood, Cone’s Director of
New Media. "It’s a pretty exclusive club—if you think
about the number of marketing messages a consumer
receives daily—to be welcomed into that inner circle of
brands.“
–  Is choice good or is there a point where choice is bad?

A Perspective

•  Americans are feeling less and less satisfied even as their number of choices
go up.
•  As Seth Godin said, “Small is the new Big.”
•  Americans have a more difficult time finding shared experiences with 500+
cable channels – the water cooler effect has dried up, yet for those with
shared experiences it can be more engaging.
•  Yet with an average of 5 brands followed and a more “loyal” following for
shows like Dexter, American Idol, NFL: engagement levels have increased
•  Social scientists, added options should make us better off (if we are
rational), it is logically compelling, but just not true.
•  “Surprise and delight” are the keys – unexpected free shipping and calls
about new product lines create engagement.
•  Do more than what is expected and always apologize when you are wrong.
Doctors who spend 5 more minutes and apologize are sued less.
•  Listening to the VOC feedback from your customer created brand
engagement. Try to enact the recommendations (Starbucks)
•  Always remain committed, execute and delivery more than what you
promise. Corporate culture drives customer engagement.

Information Overload
•  Kroger (Woolworth’s) trip – 110 varieties of crackers (fat free, whole
grain, multi-grain, what is the difference)
•  90 types of soda / pop (depending on where your are from). Question
– how many brands do you have in your house? Is there that much
difference?
•  190 types of beer (this is a small Kroger) – what is your sample set?
•  145 types of chips (not including pretzels or other snacks)
•  Typical mid sized grocery stores has 60,000 SKU’s and 20,000 new
SKU’s come out each year.
•  Trial has become the challenge? Loyalty? How? Easy. Listen
•  Recently Rite Aid (Discount Drug Stores) cut 10,000 sku’s from there
large format stores and sales went up? Less choice, more engagement
and satisfaction. Consumers want more choice? No.

“Standard economics assumes that we
are rational -- that we know all the pertinent
information about our decisions …can calculate the
value of the different options we face, and that we are
cognitively unhindered in weighing the ramifications of
each potential choice.

But we are far less rational
in our decision making than our standard economic
theory assumes. Our irrational behaviors are neither random
nor senseless -- they are systematic and predictable.”

Dan Ariely
Predictably Irrational
Courtesy of Maritz

Communica*on
for
Loyalty?

Behavior
•  Shannon
and
Weaver
(Bell
Labs
in
the
1940’s)
argued
that
there

were
three
levels
of
problems
for
communica*on
within
this

theory.

–  The
technical
problem:
how
accurately
can
the
message
be

transmiHed?

–  The
seman*c
problem:
how
precisely
is
the
meaning
'conveyed'?

Engagement
–  The
effec*veness
problem:
how
effec*vely
does
the
received
meaning

affect
behavior?
(Is
it
measureable
was
not
even
ques*oned?)

•  Daniel
Chandler
cri*ques
the
transmission
model
by
sta*ng:

–  It
assumes
communicators
are
isolated
individuals.

–  No
allowance
for
differing
purposes.

–  No
allowance
for
differing
interpreta*ons.

–  No
allowance
for
unequal
power
rela*ons.

–  No
allowance
for
situa*onal
contexts.

Understanding People
Courtesy of Maritz

The New Age of Media
•  New media users won’t hesitate to stop following companies via new media if they
aren’t satisfied with their experiences. Reasons include

•  58% The company or brand acted irresponsibly either toward me or its other
consumers, and I am no longer a fan of it
•  58% The company or brand over-communicates with me (e.g., I get too many
messages from it, there is too much content to sift through, it sends out spam)
•  53% The content the company or brand provides is not relevant to me
•  36% The company or brand doesn’t communicate with or engage me enough (e.g., it
doesn’t respond to my comments, the content is seldom refreshed, it doesn’t provide
me with incentives, its content is boring)
•  28%The company or brand censors the content I, or other consumers, post on its new
media channels (e.g., it deletes negative wall posts or blog comments)

•  Source 2010 Cone Consumer New Media Survey

The New Age of Media – Participants Want?

•  When deciding whether to engage with companies or brands
via new media, users look for the following types of
company/brand interactions:
–  77% - Offer me incentives (e.g., free products or services, coupons,
discounts)
–  46% - Solve my problems/provide product or service information
(e.g., customer service)
–  39% - Solicit my feedback on products and services
–  28% -Entertain me (e.g., provide access to premium content)
–  26% - Develop new ways for me to interact with their brands (e.g.,
widgets, mobile applications, online games, contests)
–  21% - Market to me (e.g., banner ads, targeted ads)


The New Age of Media – Participants Want?

•  Companies and brands can benefit from engaging with new media users:
•  I am more aware of a company or brand if I can interact with it in a new
media environment – 63%
•  I am more likely to share information about a company or brand across my
own new media channels if I can interact with it in a new media environment
– 62%
•  I feel a stronger connection with a brand if I can interact with it in a new
media environment -61%
•  I feel better served by companies when I can have a conversation with them
in a new media environment -60%
•  I am more likely to purchase a company’s or brand’s products or services if I
can interact with it in a new media environment -59%
•  If I follow a company or brand on one of its new media channels, I am more
likely to follow the company or brand on its other new media channels – 59%


Where We Were – Where Are We?

Courtesy of RewardStream

Consumer 1.0 & 2.0

1.0
2.0


Consumer Purchase Decisions

1.0
2.0

Access to digital Information

Trust in brand-sponsored advertising

Comfort buying online

Trust in friends, family, trusted connections

Rely on own experience to make decisions


More
than
72%
of
women

decide
what
products
or
services

to
buy
by
seeking
some
kind
of

42% of Millennials make
help,
but
are
3X
more
likely
to

purchase decisions based
seek
advice
from
family
and

on recommendations
friends
than
to
go
online.

from friends. Harbinger
Women
and
Word-‐of-‐Mouth

Study
9/2010

Conﬁden*al
&
Proprietary
I“Millennial
Inc.
What
your
company
will
look
like

Graphic
from
nforma*on

when
Millennial’s
call
the
shots”
by
Mr.
Youth
and
Intrepid

Where is Loyalty Going?
•  Deep analysis and expansion of loyalty platforms

•  A defined and prolonged shift from acquisition to engagement, customer
experience, CRM, retention and LOYALTY

•  A commitment to operations - Focusing on Customer

•  Retail organizations’ appetite for data/information exponentially increasing

•  A need for new models that incorporate and make actionable all data
sources.

•  Enterprise Loyalty efforts now taking center stage

•  Establishing a “genuine relationship” with customers now more important
than ever

•  Loyalty now impacts the whole C-Suite

The Loyalty Challenge
How do we identify our best customers and create an
ongoing dialogue that creates engagement

Different people have different needs and expectations –
treat them accordingly

How do we better understand their needs? Only by
listening and engaging in a pro-active dialogue.

How do you create the same level of loyalty and
engagement to your product as to you sports team.

How do we build relationships with our mavens and
connectors? We need to leverage them and It needs to be
beneficial to them and your organization.

Join Us to answer these questions
•  Loyalty 360 – www.loyalty360.org
•  markjohnson@loyalty360.org
•  513-290-5147

Building a Foundation for Loyalty

Presented by: Brett Hannath Director of Marketing,
TIBCO Software Inc

Compelling results across a wide range of customers

More sales per retained 30-100% higher revenue
customer per customer

More retained customers 3-15% higher retention rate

10-60% lower promotional
Less promotional spend
spend with existing customers

5-50% more interactions per
More engaged customers
customer

More customer frequency 10-40% more visits

More spend per visit 3-15% higher average order value

1-800-Contacts Member Ali Baba VIP Customer Card Applebee's Email
1-800-Flowers Fresh Rewards Alloy Newsletter Appleseed's Rewards Credit Card
1-800-flowers .com Member AllPhones Webclub Aqua Shop Loyalty Membership
1-800-petmeds Member Alpine Sports Store Card Aquascutum Registration
6pm.com Promotions Amazon.com Daily Deals Aquila Select
7 For All Mankind Member Amcal Club Arbor Salon & Spa Loyalty Club
7-Eleven Visa Card American Airlines - TRAAVEL Perks Arby's Extras
99 Cents Only Email American Airlines Aadvantage Executive Platinum ARC - Show Your Card & Save
99 Restaurants eClub American Airlines Aadvantage Gold Arden B Email
A Pea In The Pod Email American Airlines AAdvantage (Base) Arden B. B. Rewarded
A&P Supermarket Bonus Savings Club American Airlines AAdvantage - Classic Ark Restaurants M*Card
A&P Supermarket Live Better Wellness Club American Airlines Aadvantage Platinum Armani Exchange Insider Account
A. T. Cross Email American Apparel Newsletter Art Select Special Offers
A.C. Moore Store Specials American Eagle AE REWARDS Artful Home Email
a365 Offers American Express ASCENT "add on" - Australia ASDA Reward Credit Card
AAA - Show Your Card & Save American Express Blue Sky Credit Card - Australia AT&T Wireless Online Account Management
AARP Membership American Express Business Accelerator Card Auntie Anne's Pretzel Perks
ABC Shop Rewards American Express Business Card Austin Reed Newsletter
Abercrombie & Fitch Email American Express Card - Australia Australian Ballet Subscriber Card
Abode eNewsletter American Express Gold Business Card Australian Geographic eNewsletter
Absolutely Gorgeous VIP American Express Gold Card - Australia Australian Geographic Society
Academy Email Updates American Express Gold Choices Credit Card - Australia Autograph VIP
Academy Rewards Visa Platinum American Express Gold SkyMiles Card AutoZone Rewards
Accor Advantage Plus Asia-Pacific American Express Platinum Business Card Avenue Credit
Accor A|Club American Express Platinum Card - Australia Avenue Email Signup
Accor A|Club Gold American Express Platinum Credit Card - Australia Avon A-List
Accor A|Club Platinum American Express Platinum SkyMiles Card Avon Email Signup
Accor A|Club Silver American Express Qantas Corporate Card Axis eNews
Ace Hardware Email American Express Rewards CHOICES "add on" - Australia Azamara Cruises Captain's Club Classic
Ace Hardware Rewards American Express Selects - Australia Azamara Cruises Captain's Club Elite
ACLens.com American Express Velocity Gold Card Azamara Cruises Captain's Club Select
Activa Email AMF Roller Babar Cafe & Bar Frequent Coffee Card
Active Skin Active Points Anaconda Adventure Club Baby Boots Email
Adairs Linen Lovers Club Anchor Blue Email Baby Center Store Offers
Adams Offers Angus and Robertson A&R Rewards Baby Express VIP Club
Adidas Email Ann Harvey Offers Baby Giftbox Rewards
Adobe Email Ann Taylor Email Baby Universe Coupon Savings
Adore Beauty Email Ann Taylor LOFT Style Rewards BabyBuds Buddy
Adorne Me Rewards Anna's Linens Email Signup Babyco Loyalty Rewards
ADT Premium ANZ Balance Visa Rewards Back to Basics Toys Special Offers
Advance Auto Parts Email ANZ eDine "add-on" Backcountry Email
Aeropostale Email List ANZ First Visa Bad Backs Email
Aerosoles Email ANZ Frequent Flyer American Express Bagels Cafe Frequent Coffee Card
Aesop Mailing List ANZ Frequent Flyer Gold American Express Bagsbuy.com Frequent Shopper
AETV Email ANZ Frequent Flyer Platinum American Express Bahama Breeze Island Insiders
AFL Rewards ANZ Frequent Flyer Visa Baja Fresh eClub
AirMiles ANZ Frequent Flyer Visa Gold Bakers B Card
Albertsons Preferred Savings Card ANZ Frequent Flyer Visa Platinum Bakers Delight Reward Yourself
Aldi eNewsletter ANZ Gold Visa Bakers Footwear B Card
Aldi eNewsletter USA ANZ Rewards American Express Bakpakka Club
Aldo Email ANZ Rewards American Express Platinum Balenciaga Email
Alex & Co Newsletter ANZ Rewards Visa Banana Republic BananaCard
Alexander McQueen Email ANZ Rewards Visa Platinum Banana Republic Email
Alfresco Emporium Email ANZ Smarty Pig Banana Republic Visa Card
Ali Baba Rewards Club Apple Store Juniper Visa Card Bank of Queensland Blue No Annual Fee Visa


1866
Adobe Email
Adore Beauty Email
Ann Taylor Email Source: Perkler Savings
Baby Universe Coupon
Ann Taylor LOFT Style Rewards BabyBuds Buddy


280,000
Adobe Email Ann Taylor Email Baby Universe Coupon Source: Perkler
Savings


18+
Adobe Email Ann Taylor Email Source: Colloquy Savings


8+
Adobe Email Ann Taylor Email Source: Colloquy Savings

4 Foundations of Loyalty

Understand Engage

LOYALTY

Reward Retain

Understanding the Customer

Who they are What they do
•  Single View •  Spending Pattern
•  Product Ownership •  Social Behaviour
•  Relationships •  Influence and Advocacy

Data Matching
•  Finding, matching, and linking data is hard
•  Data is never “perfect” – and never can be
First Last DOB Address City State Height Hair color etc

Rec 1 Jason Fitzgerlad 12/1/1971 200 Classen St. Paul MN 5’10” Brown
2000 N
Rec 2 Fitzgerland Jasoz Saint Paul MN 5-11 Brawn
Classon

Matching Engine Result

(0.80) 0.90 0.82 -1 0.87 0.85 1.0 0.95 1.0

Machine Learning Engine Result

Overall score / classification 0.93 Intelligent combination of field scores

California Department of Public Health
Prenatal Genetic Screening Program

•  Matching Platform evaluation and implementation
•  CDPH benchmarked TIBCO and a competitor
–  After 3 weeks competitor reached 79% accuracy
–  After 1 day TIBCO topped 97%

•  Two phase project undertaken
•  First - cleaning the CDHP database (get clean)
–  5.5 million record reference database of at risk women
–  2.3 million duplicate records identified - representing 1 million unique women
–  1.3 million duplicates eliminated – leaving reference database of 4.2 million unique women

•  Then – automate matching of incoming test results (stay clean)
–  Before TIBCO – 65% automated match rate
–  After TIBCO – 95%+ automated match rate

•  Overall results
–  Greatly improved levels of automation
–  Earlier identification/treatment/counseling for possible problems
–  Bottom line - Better quality care for at risk women and their unborn

Data Quality
Fix, Standardize and Enrich Your Data
Source customer data
Source Policy Name Address 1 Address 2 City/State Date of Birth SSN Description

1 Term Life Cathy Parks 101 Main Newton, Ma 12/08/1959 020-51-3421 20 Yr Term

2 Annuity C. Parks Parks Family Trst 101 N. Main St Newtown, MA. 12/8/59 020-15-3421 10 Yr Fxd

3 Auto Carl Parks Parks & Assoc. 101 Main Ave. Newton, MA June 11, 1958 021-24-8745 Commercial

3 Auto Kathy Parks 110 Main Street Newton, Mass December 8, 1959 020-51-3421 Personal

Corrected data Corrected data
Policy Holder Policies Policy Holder Policies
Customer # 126072 20 Year Term Life Customer #126941 Commercial Auto
Ms. Cathy Parks 10 Year Fixed Annuity Mr. Carl Parks
Parks Family Trust Personal Auto Parks & Associates
Household
101 N. Main St. Link 101 N. Main St.
Newton, MA 02106 Newton, MA 02106
DOB 12/08/1959 DOB 6/11/1958
SSN 020-51-3421 SSN 021-24-8745

Loyalty Through Intimacy

Challenges

•  Independent,
autonomous
sales
and
marke*ng
teams
Tractor Automotive
•  Data
collected
at
mul*ple
points
by
franchisees
/
dealers

•  Different
levels
of
data
maturity,
mul*ple
data
formats
Real Estate IT
•  Protec*ve
in
sharing
own
data

•  Mul*ple
data
versions
for
the
same
customer
Travel Finance

Solu*on

•  Single
common
customer
database

•  Single
version
of
truth

•  Standardized
data
format
mapped
to
individual
CRM
systems

Travel Automotive Tractor
IT Finance Real Estate

Benefits

•  Customer
in*macy
through
a
comprehensive
view
of
customer
behavior
across
LOBs

•  Increased
opportuni*es
through
up-‐selling
and
cross-‐selling
customers
in
real
*me

•  BeHer
customer
service
through
proac*ve

no*fica*on
and
alerts

•  Analy*cal
tool
to
segment
data

•  Transforma*on
to
a
customer-‐centric
organiza*on
through
the
use
of
customer
lifecycle
knowledge
for

product
porcolio
planning

Engaging the Customer

Be relevant Be in the moment
•  Apply understanding •  Interact in Real-Time
•  Offer “before they know” •  Across all channels
•  Apply context •  Be social

How does Citibank
know to make offers
appropriate to what’s
going on in your life?

Loyalty Marketing and Game Mechanics

Gamification of Loyalty

•  >100% increase
in social sharing
•  1/3 increase in
commenting
•  1/3 increase
in pages read

Real-time and Long-term Relationship Marketing

Increase sales

Higher advocacy
Relationship Management
Cultivating the primary relationship over the long term

Reduced promotional
marketing

Incremental brands
and share

Contextual Offer Management
Repeatedly exceeding expectations in the moment Deeper consumer view
and richer offer stream

Proactively manage
negative events

•  The leading provider of loyalty and customer
retention technology solutions

•  Extensive client base in retail, travel, telecom,
automotive and consumer brands

•  SaaS delivery model provides superior
access, scalability and performance

•  Deep program design and management
experience

Integration and Campaign Email and Reporting and
Data Collection Management Microsites Loyalty Management Social & Mobile Analytic Services

Real-time Dynamic Triggered Point Social authentication
connectivity segmentation messaging programs wallet Deep analytics

Response Tiers and Interaction tracking
CPG code redemption Targeting and profiling measurement Affinity clubs and rewarding ROI modeling

Point-of-sale Deep personalization Reward catalog Single view
data mapping List management and dynamic content and fulfillment Smartphone apps of the customer

Social network Integrated offers Widgets and Standard and
bridge and promotions Hosted websites Offers and promotions FB apps ad hoc reporting

Over 180 million customer records managed
9M offers delivered a week

Add/Modify Consumer Offers in 5 Minutes

1. Define an Event 2. Define Eligibility

3. Define Qualification & Award 4. Approve and Deploy

•  25% more revenue per customer from members vs. non-members
•  20% of members don’t live in cities served by the airline
•  40% membership growth in one year

10% sell through improvement in one month

5M members in 4 years
40% higher conversion rates
22% lift in 2-year retention rate

In-store collection of customer preferences
Clienteling for a personalized customer experience

Exceeded expectations for enrollment and participation
9:1 NPS of Thrivent Choice vs. Thrivent Financial

•  Tripled enrollment expectations
•  Huge increase in referrals

•  4.2 billion consumers
•  180 countries
•  50 leadership brands
•  All channels

Sample of Loyalty Lab Partners and Affiliated Technologies

Inbound Segmentation
Data Flows Inputs

Recognition,
Motivators Outbound
Engagement
& Rewards

Over 50 agency and reward partners and integrated technologies

Marketers
Desktop Email

Web
Transactions

Rational & Mobile
Emotional
Engagement
& Motivation
Deep Data Engines Social
Aggregation
Data Model &
Real-Time Configured
Email, Social &
Mobile Interactions & Batch Business Rules Community

Direct Mail

Reporting, Analysis
& Insights

Response
Tracking
Customers

Customer Retention

Prevent Problems
Identify Risk Before They Occur
•  What causes CHURN? •  Automated Response
•  Small Window for Correction •  Proactive Intervention

Reliance Communications

•  Mumbai, India HQ
•  128M Subscribers
–  Growing 2M+ subscribers / month

•  1.9 billion calls / day
–  12 million value-added service events / day

•  Personalized promotions reach customers within seconds
of their completing a mobile recharge
•  Re-charge reward of MP3 download, Extra Talk-Time for
Free SMS

Customer retention

A view from the balcony
27 July 2011
Dave Gooding

Agenda

1.  Loyalty economic
framework

2.  Some definitions

3.  The leaky bucket

4.  Some real numbers

5.  12 key lessons

© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative
(“KPMG International”), a Swiss entity. All rights reserved. The KPMG name, logo and "cutting through complexity" are registered trademarks or trademarks of
82
KPMG International. Liability limited by a scheme approved under Professional Standards Legislation.

Loyalty Economic Framework

Roll-Overs

Tenure Stay Longer Buy More
Cross / Up
Sales

Recommend Feedback
Provide
Recommend
/ Valuable
to Others
Feedback
Detract Complaints

All significantly impact business value …
83

Persistency and Retention

Persistency - Products not retained for expected term
•  % of policies remaining in force after 1,2,3 or 4+ years
•  % of assets transferring out
•  % of premiums being paid up
•  Variance of actual to expected

Retention - Retention of Customers
•  Same product / increments
•  Replacement products
•  Same lifestage
•  Next lifestage
•  Rollovers

84

The Leaky Bucket

$

$$$ New
Business M id-Te
rm

$ $
$ $ $
$

85

Some Numbers

£70m £25m + £9m
56% and 9% 5X

0

51%, 15% and 4%
86

Size of the Problem

£70m … value of business exiting in one year above “plan”

£70m … value of business lost in excess of new business written

$0 … difference between value of new and value lost business

£25m + £9m … the value of business going off in one year and impact on
NPV of new business in year 2

5X … amount by which lost assets exceed contractual payments

10% and 50% … share of customer base actively served by a planner and
estimated share of assets managed by the company

77% … proportion of lost business controlled by <1/3 of the
company’s advisers

87

Size of the Prize

56% and 9% … proportion of previously lost premiums saved in 1st month of
save centre operations and of premium saved from explicit
cancellation requests

$18.9m … value of premiums saved in 2 years of save business
operation

$68.4m … the value of funds saved in the first 2 years of operation

$2m, $9m, $17m … annual, 5 and 10yr NPV of 1% improvement in FUM retained

1.3% and $5m … annual additional profit from improving lapse rates by this
amount (approx 10%)

51% and 15% … proportions of total sales and lapses generated by just 4% of
a company’s adviser base

88

What have we learned?

•  Operating models focus on new sales / customers

•  We have trained customers to be deal driven

•  Retention is everyone’s responsibility

•  Functions are not aligned and often siloed

•  Not understanding customer value is dangerous

•  Prevention is best

•  Understanding root causes is key – complaints are valuable

•  Look hard at business policies
•  Broken processes and poor communications are major drivers

•  Facts and useable data beat inspired guesswork

•  Price is not the same as value
•  Focus on customer retention rather than product
89

Thank you for staying with me!

© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated
with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

The KPMG name, logo and "cutting through complexity" are registered trademarks or trademarks of KPMG International).
Liability limited by a scheme approved under Professional Standards Legislation.

Understanding Customers, Driving Loyalty

Presented by: Mark Lorion Vice President of Analytics,
TIBCO Software Inc
91

Availability
>
Understanding

Understand
Engage

LOYALTY

Reward
Retain

So
where
do
you
begin?

There
are
known
knowns;

there
are
things
we
know
we
know.

We
also
know
there
are
known
unknowns;

that
is
to
say
we
know
there
are
some
things
we
do
not
know.

But
there
are
also
unknown
unknowns

–
the
ones
we
don't
know
we
don't
know.

Former
United
States
Secretary
of
Defense
Donald
Rumsfeld

Unlock Insights
From any data source…
ü Data visualization
ü Ad hoc data discovery
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Social Sentiment
Customer Media
Service
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CRM

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Cross-‐sell

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&
Product

Performance

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Op*miza*on

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&
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AHainment

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Rep
Produc*vity

ü  Customer
Cloning

ü Ad
hoc
anything!

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Study

Large
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-‐
Challenges

•  Increase
market
basket
through
targeted
upsell
campaigns

•  Encourage
shoppers
to
patronize
departments
other
than

their
“home”
department

•  Drive
engagement
across
channels,
in
store,
online,
catalog

•  U*lize
shopper
behavior
and
append
demographic
data
to

personalize
oﬀers

WHAT

WHO
?

WHAT
?

ELSE
?

•  Iden*fy
Customer
with
High

Propensity
to
Spend
but
Low

Spend
in
Various
Product

Categories

•  Clone
“Perfect
Customers”

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Analysis
Based
on

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Behavior,
Spend

Demographics
for
each
Product

Category

Who
to
target?

10
0

Real-‐*me
Predic*ve
Customer
Offers,
Op*mizing
Cross-‐Sell
and

Customer
Experience

WHAT

WHO
?

WHAT
?

ELSE
?

•  Iden*fy
Customer
with
High
•  For
Targeted
Customers,
Iden*fy
•  Iden*fy
Product
with
Strong

Propensity
to
Spend
but
Low
Items
Most
Likely
to
Purchase
Associa*ons
Based
on
Buying

Spend
in
Various
Product
Based
on
Historical
and
Predicted
Behavior
and
Spend
Demographics

Categories
Buying
Behavior
&
Demographics

•  Product
Associa*on
Analysis

•  Clone
“Perfect
Customers”
•  Or,
Start
with
Business
Unit

Objec*ves
and
Iden*fy
Customer
•  Create
Offers
that
Increase
Spend

•  Predic*ve
Analysis
Based
on
to
Target
with
Offers
Based
on
and/or
Improve
Customer

Buying
Behavior,
Spend
Various
Business
Drivers:

Experience:

Demographics
for
each
Product
• 

Excess
Inventory
• 

Instant
/
On-‐Spot
Incen*ves

Category
• 

New
Product
Introduc*ons
• 

Increase
Market
Basket

• 

Seasonality
• 

Accelerated
Incen*ves

• 

Local
Promo*ons
• 

Impulse
Buys

• 

Etc.
• 

Etc.

What
to
oﬀer?

10
2

What
else
to
oﬀer?

10
3

Real-‐Time
Predic*ve
Customer
Offers
-‐
Solu*on
Flow

1
Customer
Data
2
Customer
/Product
Analysis
3
Customer
&
Product
4
Create
Customer
Offers

Scoring

Customer
Scoring

Customer

Customer

Customers
/

Product
Scoring

Behavior

Interac*ons
Products

Customer
Offers

Buying
PaUern

Customer
Buying
Behavior

Product
AssociaVons
InteracVons

Common
View
of
Customer

Across
All
Business
Units
Customer
SegmentaVon

Forward
&
Rear
Looking
By
Individual
/
Segment

7
Measuring
Results
6
Personalized
5
Real-‐Time,
Dynamic

&
Performance
Dashboard
Real-‐Vme
Offers
Offers
&
Rules
Engine

Cross-‐Channel

InteracVons

Business

ObjecVves

PredicVve

AnalyVcal

Rules

Increase
Market
Basket!

8
Update
Rules

Live Demonstrations

Complete the
Evaluation

Senior Loyalty Strategist
Virgin America: in August
Success Story Newsletter
On-Demand
Replay of
Director of CRM

Customer loyalty sydney v3

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