New research finds 50% of organisations are considered ‘beginners’ in terms of their loyalty maturity
Today, trade media is awash with advice on how brands can set themselves apart by delivering a seamless and personalised experience to keep customers loyal in this noisy, multichannel world.
Some businesses have notably put brand devotion at the very heart of their business strategy. Still, by their own admission, many companies’ loyalty initiatives are not performing as well as they’d like, as uncovered by new research that Collinson commissioned from Forrester Consulting. In fact, half (50%) of organisations, who took part in the study, were considered ‘beginners’ in terms of their loyalty maturity. This might seem surprising since loyalty programmes are nothing new.
Be it across retail, financial services or travel and hospitality, consumers are choice-rich, empowered and impatient. So, driving customer devotion requires a sound strategic approach that makes customers feel recognised.
This research proves that the loyalty marketing community is eager to utilise the tools and tactics now available to drive a more emotional connection, but also that they are struggling with the uphill challenges that come with them.
Our latest whitepaper ‘Taking the measure of loyalty’ delves into the insights and conclusions we have drawn from the research. We aim to build a holistic view of how today’s loyalty marketers are seeking a more thorough understanding of their customers at every touchpoint and lifecycle stage, and endeavouring to create individualised buying experiences that stand out from the competition.
Download our whitepaper to find out our expert’s views.
Written by Anne Dorst, Strategy Director
About the research:
A commissioned study conducted by Forrester Consulting on behalf of Collinson was carried out in April 2018. 635 respondents in UK, North America, Hong Kong, China, India, UAE, Singapore, Brazil, Australia, France, Japan, Korea, Indonesia, Saudi Arabia, Mexico, South Africa were asked 20 questions. Participants’ job function included decision makers (‘manager’ or above) for organisations with revenues over $300 million in the retail, travel and financial services sectors.