Hypermarket operator Carrefour runs a loyalty program in Taiwan, which was the first pilot coun- try in the Carrefour asia region. Carrefour introduced a loyalty card called the Hao Kang card, which offers multiple benefits to customers. Currently 65% of Taiwanese households have at least one Hao Kang card.
as customer numbers have kept growing year by year, the marketing budget has also tracked higher, but marketing campaign response rates had reached a point where further gains were very difficult and expensive to achieve. The management team believed conventional marketing campaigning had plateaued and made a commitment to develop data- driven marketing exper- tise. Carrefour took stock of its data assets, which included several years’ loyalty card data, trans- actional data from point of sale, and additional internal data such as payment methods (includ- ing cash, Hao Kang card, co- branded or third party cards, loyalty points, coupons), in- store or online purchasing, campaign responses, store typology (city, urban, suburb, 24 hour), purchase frequency and time of purchase, and external data such as lifestyle (activities, interests, opinions) of customers. Carrefour worked with management consultancy accenture on this transformation.
Customers are analyzed firstly through the lens of value contribution (profit), and then segmented by both value and lifestyle so that the CRM team can produce bi- weekly customer communications containing relevant customized offers. In addition, analytics and algorithms are used to get a better understanding of purchasing behaviors. For example, the CRM team has used unsupervised clustering algorithms to identify the premium customers who tend to buy higher- priced products across categories, and price- cautious customers who contribute negative margin by only buying lower- tier products when stores are in deep promotion. The CRM team has also developed several supervised logistic regres- sion models and artificial neural networks. among many other uses, Carrefour is now able to identify important customers who are at risk of churning and take appropriate actions to promote their retention.
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joined a loyalty program did not change their patronage behavior after joining. However, shop- pers whose initial spending levels were low or moderate gradually became more behaviorally loyal to the firm, spending more of their shopping dollar at the franchise. For light buyers, the loyalty program encouraged shoppers to buy from additional categories, thus deepening their relationship with the franchise.42 Meyer- Waarden studied the effects of three loyalty programs on retail customer behavior over three years. He found that program members had significantly higher purchase intensities in terms of total and average shopping basket spend, share of cate- gory purchases, purchase frequencies and inter- purchase times than non- members.43
Whether or not they develop customer loyalty, these schemes certainly reward buying behavior. Accumulated credits represent investments that the customer has made in the scheme or the brands behind the scheme. When customers get no return from this invest- ment, they can be deeply distressed. Members of at least five airlines – Braniff, Midway, MGM Grand, Legend and Ansett – lost their air miles when their airlines folded. Members of Pan Am’s FFP were fortunate to have their credits transferred into Delta Airlines when Pan Am stopped flying. Frequent fliers of Ansett forfeited their miles after the airline stopped flying in 2001. Passengers organized themselves into a group to lobby, ultimately unsuccessfully, for their loyalty to be recognized and rewarded by the company administrators, or prospective purchasers of the airline.
Additionally, loyalty schemes are successful enablers of customer insight. Personalized cards are obtained only after registration in the scheme during which the member surrenders much personal information. Then it becomes possible for scheme management to monitor transactional behavior. Chip- embedded smart cards carry the information on the card itself.
A huge amount of data is generated that can be warehoused and subjected to data mining for insights into purchasing behavior. These insights can be used to guide marketing campaigns and offer development. Boots, for example, ran a series of controlled experiments mailing health and beauty offers to select groups of carefully profiled customers. It achieved 40%
response rates in comparison to 5% from the control group. 44 Customer clubs
Customer clubs have been established by many organizations. A customer club can be defined as follows:
A customer club is a company- run membership organization that offers a range of value- adding benefits exclusively to members.
The initial costs of establishing a club can be quite high but thereafter most clubs are expected to cover their operating expenses and, preferably, return a profit. Research suggests that customer clubs are successful at promoting customer retention.45
To become a member and obtain benefits, clubs require customers to register. With these personal details, the company is able to begin interaction with customers, learn more about them, and develop customized offers and services for them. Customer clubs only succeed if members experience benefits that they value. Club managers can assemble and offer a range of value- adding services and products that, given the availability of customer data, can be personalized to segment or individual level. Among the more common benefits of club
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membership are access to member- only products and services, alerts about upcoming new and improved products, discounts, magazines and special offers.
There are a huge number of customer clubs. One report estimates that there are “several hundred” in Germany alone.46 B2C clubs include:
• Swatch the Club (www.swatch.com)
• The Harley Owners Group (HOG) (www.hog.com)
• The Subaru Owners Club (www.subaruownersclub.com)
• Nestlé’s mother and baby club (www.nestlebaby.com).
There are over a million paid- up members of the Harley Owners Group that was estab- lished in 1983. They choose from four types of membership, and a variable membership length from one- year to lifetime. Among the many benefits are a membership manual, a tour- ing handbook, a dedicated website, magazines, a mileage recognition program, a theft reward program, a safe riding skills program, a selection of pins and patches, chapter membership, invitations to events and rallies, and a lot more.
sales promotions
Whereas loyalty schemes and clubs are relatively durable, sales promotions offer only temporary enhancements to customer- experienced value. Sales promotions, as we saw in the last chapter, can be used for customer acquisition too. Retention- oriented sales promotions encourage the customer to repeat purchase, so the form they take is different. Here are some examples.
In- pack or on- pack voucher. Customers buy the product and receive a voucher entitling them to a discount off one or more additional purchases.
Rebate or cash- back. Rebates are refunds that the customer receives after purchase. The value of the rebate can be adjusted in line with the quantity purchased, in order to reward customers that meet high- volume targets.
Patronage awards. Customers collect proofs- of- purchase, such as store receipts or barcodes from packaging, that are surrendered for cash or gifts. The greater the volume purchased the bigger the award.
Figure 4.4 Cash- back sales promotion
Free premium for continuous purchase. The customer collects several proofs- of- purchase and exchanges them for a free gift. Sometimes the gift might be part of a collectible series. For example, a manufacturer of preserves and jams developed a range of collect- ible enamel badges. This promotion was so popular that a secondary market was estab- lished so that collectors could trade and swap badges to obtain the full set.
Collection schemes. These are long- running schemes in which the customer collects items with every purchase. Kellogg’s ran a promotion in which they inserted picture cards of carefully chosen sports stars into packets of cereals. Customers didn’t know what card they had until they bought and opened the pack. These became collectible items.
Self- liquidating premium. A self- liquidating promotion is one that recovers its own direct costs. Typically, consumers are invited to collect proofs- of- purchase and surrender them together with a sum of money. This entitles the customer to buy a discounted premium such as a camera or gardening equipment. The promoter will have reached a deal with the suppliers of the premiums to buy in bulk at a discounted rate. Margins earned from the sale of product, plus the money paid by the consumer cover the costs of running the promotion that, as a consequence, becomes self- liquidating.
Bonding
The next positive customer retention strategy is customer bonding. B2B researchers have identified many different forms of bond between customers and suppliers, which can be clas- sified as either social or structural.47
social bonds
Social bonds are found in positive interpersonal relationships between people. Positive interpersonal relationships are characterized by high levels of trust and commitment.
Successful interpersonal relationships may take time to evolve as uncertainty and dis- tance are reduced. As the number of episodes linking customer and supplier grows, there is greater opportunity for social bonds to develop. Suppliers should understand that if they act opportunistically or fail to meet customer expectations, trust and confidence will be eroded.
Strong social bonds often emerge between employees in companies having similar sizes, cultures and locations. For example, small and medium- sized businesses generally prefer to do business with similar- sized companies, and Japanese companies prefer to do business with other Japanese companies. Geographic bonds emerge when companies in a trading area cooperate to support each other.
Social relationships between buyer and seller can be single- level or multi- level. A single- level relationship might exist between the supplier’s account manager and the customer’s procurement officer. The more layers there are between the companies, the more resistant the relationship is to breakdown, for example, when technical, quality and operations people talk to their equivalents on the other side.
Customers can become highly attached to a company’s people. An emotional bond may be formed with an individual person, a work group or the generalized company as a whole.
Customers may talk about “my banker” or “my mechanic” or “my builder.” They feel a sense of
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personal identification with that individual. Often, these are employees who “break the rules”
or “go the extra mile.” They are reliable, competent, empathic and responsive.
Social bonds characterized by trust generally precede the development of structural bonds. Mutual investments in business relationships serve as structural bonds. These struc- tural bonds be formally recognized in an alliance or joint venture having legal status. Compa- nies are unlikely to commit resources if there is a low level of trust in the partner’s integrity and competence.
structural bonds
Structural bonds are established when companies and customers commit resources to a rela- tionship. Generally, these resources yield mutual benefits for the participants. For example, a joint customer–supplier quality team can work on improving quality compliance, benefiting both companies. Resources committed to a relationship may or may not be recoverable if the relationship breaks down. For example, investments made in training a customer’s operatives are non- returnable. On the other hand, a chilled products manufacturer that has installed refrigerated space at a distributor’s warehouse may be able to dismantle and retrieve it when the relationship breaks down.
A key feature of structural bonding is investment in adaptations to suit the other party.
Suppliers can adapt any element of the offer – product, process, price, and inventory levels, for example – to suit the customer. Customers, on the other hand, also make adaptations. For example, they can adapt their manufacturing processes to accommodate a supplier’s product or technology.
Power imbalances in relationships can produce asymmetric adaptations. A major multi- outlet retailer might force adaptations from small suppliers while making no concessions itself. For example, it could insist on a reduction in product costs, or co- branding of point- of- sale material, or even attempt to coerce the supplier not to supply competitors.
Different types of structural bond can be identified. All are characterized by an invest- ment of one or both parties in the other:
• Financial bonds – where the seller offers a financial inducement to retain the customer.
Insurance companies form financial bonds with customers by offering no- claims dis- counts, tenure related discounts and multi- policy discounts.
• Legal bonds – when there is a contract or common ownership linking the relational partners.
• Equity bonds – where both parties invest in order to develop an offer for customers. For example, the owners of airports invest in the shells of the duty- free retail outlets. The retailer invests in the internal fixtures and fittings.
• Knowledge- based bonds – when each party grows to know and understand the other’s processes and structures, strengths and weaknesses.
• Technological bonds – when the technologies of the relational partners are aligned, for exam- ple, with Electronic Data Interchange (EDI), and just- in- time logistics and manufacturing.
• Process bonds – when processes of the two organizations are aligned. For example, the quality assurance program on the supplier side might be aligned with the quality
inspection program on the customer side. Some suppliers manage inventory levels for their customers, ensuring inventory levels are optimized. This is known as vendor man- aged inventory (VMI). The chemicals company Solvay Interox uses telemetry systems to perform VMI for its customers. These systems report inventory levels in storage vats and tanks and automate their replenishment.
• Geographic bonds exist when companies in a trading area – street, city region or country – create a referral network that supports all members of their group. In the UK, retailers in downtown Leamington Spa have combated out- of- town developments by creating a loyalty program, known as Spa’kle, in which customers can collect and redeem loyalty credits at any member store.
• Project bonds – when the partners are engaged in some special activity outside of their normal commercial arrangements, for example, a new product development project.
There may be an exchange of resources to enable the desired outcome to be achieved, for example, an exchange of engineers and technologists between the companies.
• Multi- product bonds – when a customer buys several products from a supplier, the bond is more difficult to break. There are economies for customers when they deal with fewer suppliers. When a relationship with a supplier of several products is dissolved, the customer may incur significant transaction costs in identifying one or more replace- ments. Further, the level of perceived risk attached to a new relationship may become uncomfortable.
• Values- based bonds. Some companies are renowned for their strong values. Custom- ers may develop a deep sense of emotional attachment when their personal values are aligned with those of the company. Values can be defined as follows:
Values are core beliefs that transcend context and serve to organize and direct attitudes and behaviors.
Customers have many and varied core beliefs such as sustainability, honesty, child protec- tion, independence, family- centeredness and so on. Many of these values reflect cultural norms. Where these values coincide with those of an organization, the customer may develop a strong sense of emotional attachment to the organization. A number of com- panies benefit from values- based commitment, for example, Body Shop, Harley David- son, and Virgin.
Body Shop International is a health and beauty retailer that is committed to the prin- ciple: “Enrich Not Exploit.” The brand is against animal testing, supports fair trade, and strives to reduce its environmental footprint. Body Shop’s core customers align themselves with these values and feel a strong sense of brand affinity. Body Shop has influenced other retailers to become more sensitive to these issues.
Harley Davidson, the US motorcycle manufacturer, has a phenomenally commit- ted customer base. When Harley riders replace their bikes, 95% buy another Harley. The bike is a central part of a lifestyle that is grounded on fraternity,
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independence and rebellion. Image is critical to the Harley rider. In the US, the average age of a Harley rider is 48 (up from 38 in the late 1980s), and a big challenge for Harley is to develop value propositions that appeal to a younger customer.48
The Virgin Group is a family of over 200 privately owned strategic business units rang- ing across airlines, rail, cosmetics, telecommunications, wines and financial ser- vices. The values of the Virgin brand are integrity, value- for- money, quality and fun.
Virgin Group is chaired by its founder, the renegade but highly visible, Sir Rich- ard Branson. Customers are attracted to the brand because of its reputation for fairness, simplicity and transparency. Customers trust the brand and rely on it in markets that are new to them. For example, Virgin was a late mover into the UK’s index-linked mutual fund market place. It still managed to become market leader in 12 months despite having no history as a financial institution.
Just as customers can align themselves with brands consistent with their own values, it is equally true that they can reject opposing or incompatible brands. Companies that are accused of using child labor, damaging the environment or otherwise acting unethically have experienced customer rejection. Nestlé had been accused of marketing infant for- mula in African countries where the infrastructure made its use dangerous. Many babies died as mothers used unclean water and unsterilized equipment. This is estimated to have cost the company $40 million.49 When BP’s Deepwater Horizon oilrig exploded, claiming 11 lives and releasing 4.9 million barrels of crude oil into the Gulf of Mexico, consumers responded by boycotting BP’s products. This resulted in a 52% fall in BP’s share price in the 50 days following the catastrophe.50 Research supports the claim that there is a hier- archical relationship from core values to attitudes to purchase intention and, ultimately, to purchase.51