Académique Documents
Professionnel Documents
Culture Documents
Healthier
UnitedHealthcare
Consumers,
Thanks to CRM
IN THIS ISSUE:
Wolters Kluwer
Customer Experience Evolution
at CT Lien Solutions
Exceptional Communication
Drives Customer Experience at
Wheaton and Bekins
Put your customer at the center
of every experience
What does it take to deliver the highly personalized and relevant experiences
your customers expect? Epsilon knows. Our unrivaled customer insight drives
powerful, individualized experiences for some of the worlds most successful
brands. Our ability to determine what customers want today (and predict what
theyll want tomorrow) means we can empower you to deliver the right message
at the right time, every time. Well help you navigate the hype and implement the
right technology to meet your needs, and optimize it for maximum performance.
Technology that works. Strategies that win. Relationships that last. Epsilon is
ready to help you tackle the toughest customer experience challenges.
14
Jose R. Costa, COO, Driven Brands
10 360 Insights
Customer Relationship Management Mark Johnson, Loyalty360
Means Healthier Consumers for
22 TECHNOLOGY, TRENDS & REWARDS
UnitedHealthcare
Digital and Mobile Integration for a
P.F. Wilson | Loyalty360 Seamless Customer Experience
Snipp Interactive
18
Alex Tavera | Aimia
39
Shawn Cunningham - Design Director
Steve Taggart - Content Strategist
warranties as to the accuracy, completeness, or adequacy
of such information. The opinions shared are those of
the contributing authors and not necessarily reflective
2016
of Loyalty360 and/or its affiliates. Loyalty360 shall have
P.F. Wilson - Contributing Writer
no liability for errors, omissions, or inadequacies in the
Crescent Printing Company - Print Production information contained herein or for interpretations thereof.
The opinions expressed herein are subject to change
Conference Preview
Contacts without notice.
Article Submissions & Advertising:
Marissa Hanson
Client Relations/Account Manager
marissahanson@loyalty360.org
513.800.0360 ext. 131 Loyalty Management | THIRD QUARTER 2016 3
FROM THE EDITOR
With the arrival of fall, we celebrate both the changing of season and the advent of our annual Engagement and Experience
Expo. This is always such an exhilarating and vibrant time of year, and it marks a period of great transformation in more ways
than one. Autumn is often associated with bountiful harvests and colorful leaves, but it also marks a shift in the way we
experience the world around us.
This year, such noticeable changes might seem particularly fitting to the brands and marketing professionals who are
experiencing a number of significant transformations sweeping across their own respective industries. Customer behaviors
and expectations are changing. The marketing technology landscape is changing, and many of the long established practices
and procedures of deeply rooted marketing traditions are rapidly changing.
For some, so much change may seem like a daunting challenge, but for others they may seem like a breath of fresh air that
heralds many exciting opportunities. At Loyalty360, we feel invigorated by the latter, and we are excited for the potential that
lies ahead.
As a trade association, we are committed to building a community for brands and marketers. We strive to provide valuable
networking opportunities, to help brands navigate an increasingly complex world of marketing technology, and to provide a
platform for brands to share their stories, so that we all might gain a better understanding of the changing customer loyalty
and customer experience climate.
This is part of what you will find in the pages of this issue. As we head toward the 2016 Engagement and Experience Expo,
we invited a few of this years most prominent attendees and speakers to discuss how they are overcoming the numerous
challenges, and seizing the generous opportunities, present in this new era of customer engagement.
Here, you can learn how U.S. Bank may have finally cracked the code on near universal real-time reward redemptions, how
UnitedHealthcare is leveraging technology to optimize a customer experience that is helping people and employers make
more informed insurance decisions, how Wolters Kluwer successfully balances customer relationship management with the
evolving expectations of customers, and much more.
We are also proud to present a special expo preview, which highlights many of the industry leading speakers and cutting edge
technology providers attending this years show. At the expo, youll discover the innovative theories, best practices, relevant
case studies, and successful strategies that are currently redefining the entire marketing industry.
This year, the expo will be held Dec. 5-7, 2016, in downtown Denver, Colorado. Denver promises to be the perfect backdrop
for not only a fresh breath of autumn mountain air, but also for the invigorating insights and stimulating knowledge that will
converge within the citys center.
Therefore, it is appropriate to note that while the coming of fall is often associated with changing leaves and cooler
temperatures, in literature fall is also often associated with maturing wisdom and the intellectual fruits harvested from a
lifetime of learning. And within the pages of this magazine, and during the expo, you will find both.
James M. Loy
Editor-in-Chief
Loyalty Management
JamesLoy@loyalty360.org
engagementexpo.com
Loyalty Management | THIRD QUARTER 2016 5
Whats New
LOYALTY360 ON THE WEB
ON LOYALTY360.ORG
HOMEPAGE UPDATE
Weve heard your feedback and are proud to roll out a brand new
homepage layout. Aside from incorporating a new aesthetic, the new
layout is designed to make it easier than ever to view your favorite
Loyalty360 content. These changes include our new sidebar, which
gives easy access to our multimedia content including thought
leadership podcasts featuring executives from companies that are
innovating in the customer loyalty space.
CASE STUDIES
Now more than ever, brands are facing (and overcoming) challenges in keeping up with
data analysis demands and consumer expectations. In our new case studies series, our
analysts examine these challenges on a case-by-case basis, exploring how each brand
approaches hurdles differently according to size, industry, end goals, and more. Along
with a dive into the brands mindset and technology implementation, these studies look
at statistics to measure the results of the solution, providing a complete view of how the
organization tackles the unique challenges of todays market.
For specific real-world insight from brands like Harley-Davidson and Goodwill, our
case studies offer a behind-the-scenes view that cant be found anywhere else.
BRAND BITES
At Loyalty360, we pride ourselves on the relationships weve formed with
brands that are looking to take their customer loyalty efforts to the next level.
Through our conversations with these brands, weve compiled answers to
some of the biggest questions being faced in the market today.
Customer engagement optimization Each of your customers is unique their needs, how
engage.
they communicate, what they expect. We can help
Dont just deliver experiences. you uncover those differences and deliver truly
personalized engagement.
2016 Verint Systems Inc. All Rights Reserved Worldwide. Loyalty Management | THIRD QUARTER 2016 7
LOYALTY FORUM: BEHIND THE BRAND
With a background in franchising, marketing, unit growth, and enhancing the customer experience
amongst some of the most recognized brands in the world, Jose R. Costa currently serves as Group
President for Driven Brands where he leads MAACO, CARSTAR, and Drive N Style, which collectively
operate more than 1,000 body shops across North America and generate more than $1.2 billion in annual
system sales.
Previously, Costa was President of MAACO where he managed and developed 500 automotive body
shops across the U.S. and Canada. For his efforts to transform the automotive and transport equipment in-
dustry, he was recently honored with the 2016 Executive of the Year Bronze Stevie Award which recognize
outstanding performance in the workplace.
He is also a National Association of Corporate Directors (NACD) Fellow, a credential that recognizes those
committed to excellence in the boardroom and a member of the Young Presidents Organization (YPO), the
worlds leading peer network of chief executives and business leaders.
IF YOU COULD PICK ONLY ONE THING, WHAT DO YOU BELIEVE IF YOU COULD HAVE ONE SUPER POWER,
MOST INFLUENCES A GREAT CUSTOMER EXPERIENCE? AND WHY? WHAT WOULD IT BE?
Active listening. Leveraging technology and analytics to capture as I would love to have the power of
much continuous feedback as possible from consumers, customers, Teletransportation. My extended family is all
suppliers, partners, and any other constituencies. Once we execute overseas and Id love the opportunity to see
on this, then we turn insights into actions to improve the overall them every day. With this special power,
experience across the organization. I could take my kids back to Caracas, Venezuela
for dinner with their grandparents or take them to
Barcelona, Spain for breakfast with their aunt, or
WHAT DO YOU LIKE DOING IN YOUR SPARE TIME? have lunch in Naples, Italy with their uncle.
I love to enjoy time with my family. We have three small children
and we like to spend as much time together as a family as possible.
We enjoy taking long walks, going to the park, going to church, and WHAT TREND OR TECHNOLOGY SHOULD MARKETERS RETIRE AS A
having ice cream on Sundays. FAD OF THE PAST?
My wife and I are foodies, and we also love to try new restaurants Even though everyone loves and raves about Snapchat, I think this
and new cuisines when we have the opportunity. We run the local technology will eventually pass. Today, its relevant with millennials
Charlotte chapter for the Chane des Rtisseurs and are constantly because they embrace rapid conversations, and they want to move
looking for new places to try. very fast. However, I believe brands and older generations will
embrace technologies that are more lasting and enable deeper
human connections.
WHAT IS YOUR FAVORITE MOVIE?
My favorite movie is Life is Beautiful by WHAT IS YOUR PERSONAL MOTTO?
Roberto Benigni. I love this movie because My personal motto is to find the balance between faith, family, and
it exemplifies unconditional love for your perseverance. I strongly believe that once we find this balance we are
family. It doesnt matter what life throws able to be much more impactful across all aspects of our lives. For
at you, what matters is how you come me, its all about dreaming big and working hard. This is what I try to
back and the legacy you leave behind with portray every day in my house, at work and in my community.
your children. Great movies make you
reflect, make you cry, and make you laugh!
2
PERSEVERANCE
FAVORITE WORD?
I played rugby for eight years. Growing up my dream was to be
a professional rugby player. I had the opportunity to play in high
school, college, and briefly for our national team in Venezuela. WHAT IS YOUR LEAST
3
BUREAUCRACY
Rugby is a great sport and it taught me so many great things from FAVORITE WORD?
leadership to teamwork and from hard work to dreaming big.
WHAT TURNS YOU ON
4
CREATIVELY, SPIRITUALLY, FAMILY
WHO HAS HAD THE MOST INFLUENCE ON YOUR PROFESSIONAL OR EMOTIONALLY?
LIFE, AND WHY?
5
My courage as a leader came from my father. I grew up in WHAT TURNS YOU OFF? MEDIOCRE PEOPLE
Venezuela, the son of a Spanish immigrant and entrepreneur who
started his own advertising company, taking it from just an idea to
a multimillion-dollar business with 400 employees. He exposed WHAT SOUND OR NOISE DO
6
OCEAN
YOU LOVE?
his children, myself included, to his work starting as young as six or
seven. My father lead by example showing me and everyone around
him that having a strong marriage and solid family foundation WHAT SOUND OR NOISE DO
7
DENTIST DRILL
wasnt just good for him personally, it helped him succeed in all YOU HATE?
aspects of his life including his business.
WHAT PROFESSION OTHER
8
WHO IS YOUR FAVORITE MUSICAL ARTIST OF ALL TIME? THAN YOUR OWN WOULD PRESIDENT OF VENEZUELA
YOU LIKE TO ATTEMPT?
Air Supply.
WHAT PROFESSION WOULD
9
DOCTOR
WHAT WAS YOUR LAST AHA CUSTOMER EXPERIENCE? YOU NOT LIKE TO DO?
WHAT MAKES THIS MEMORABLE?
IF HEAVEN EXISTS, WHAT
Doing Undercover Boss. It was the most memorable, rewarding, WOULD YOU LIKE TO HEAR WELCOME HOME MY SON!
and satisfying experience of my life. It taught me the importance GOD SAY WHEN YOU ARRIVE
AT THE PEARLY GATES?
of listening, giving back, dreaming big, and working hard.
*Inspired by James Lipton on Inside the Actors Studio we asked Brad to share his quick-fire response to
the questions originating from the French series, Bouillon de Culture hosted by Bernard Pivot.
Much has been written and expressed about the current state of As a concept, the idea of loyalty is, in many ways, a fundamental
business, marketing, and customer loyalty, as well as the rapid aspect of human nature. But the ways in which loyalty is now
pace of technological advancement that incessantly promises to be established and nurtured between brands and customers has
the next game-changer. Often, these proclamations are nothing changed, and is changing, dramatically. Simply put, these relation-
more than hyperbole, yet other times they actually do disrupt an ships are not as stable as they once were.
industry so completely that the vestiges of traditional practices are
We live in a world that now exists as a series of hyper moments
left smoldering in obsolescence.
and on an evolving continuum of real-time interactions that are as
We now stand at the dawn of a new digital age. But, because there fluid as the technological innovations that make these exchanges
seem to be endless waves of emerging combinations of digital, possible. For the most forward-thinking marketers and customer
mobile, and social technologies, all incessantly altering the way engagement professionals, this has resulted in the need to remain
consumers perceive and interact with brands, this digital dawn is in lockstep with a landscape that is constantly fluctuating. This
in a perpetual state of becoming. As there are evermore innova- constant need for understanding and awareness is the goal, though
tions always in development over the next horizon, we never seem many are still struggling to find sure footing.
to fully see the true light of this promised future. Rather, we find it
Attaining true customer loyalty has never been easy for brands,
somehow steadily seeping into the present.
while evolving expectations, behaviors, and habits are now only
The only thing that is constant is change, the philosopher Hera- adding to the complexity. Even further complicating the problem is
clitus once said. the seemingly endless array of technology solutions and vendors
that all purport to have some version of an answer, which often
Winning customer loyalty in this new environment is incredibly
seems just as fluid and idiosyncratic as the behaviors of the cus-
challenging, and this holds true for all industries across all verticals.
tomer themselves.
Seamless
Customer Experience
Recaps Rewards for U.S. Banks
While seamless from the customers point of view, and simple For U.S. Bank, the solution was to take control and be both. Now
sounding in theory, development wasnt a snap. It wasnt simple U.S. Bank and its FlexPerks Rewards Visa cardholders are reaping
to do, says Daly, but bringing technology solutions to life be- the rewards in more ways than one. L
comes a much more complex undertaking the more parties you
have involved in the process. Fortunately, it was just us syncing our HEAR MORE FROM USBANK AT THE 6TH ANNUAL 2016 ENGAGEMENT
transaction platform with our point tracking platform. So the right & EXPERIENCE EXPO!
hand knew exactly what the left hand was doing, and we didnt We encourage you to join Bob Daly, senior vice president of retail payment
have to negotiate with ourselves, we knew what we were trying Solutions, U.S. Bank as he presents: Behind U.S. Banks Ultimate Achievement
in Real-Time Redemption and Personalized Customer Experience.
to deliver.
Not only has a lot of consolidation taken To give consumers a handle on that,
place since the turn of the century, but UnitedHealthcare went out and met
the way in which health care is delivered with consumers, as they have done for a
has changed. About the same time I lot of their initiatives. We designed new
joined UnitedHealthcare, we saw the services for them that would help them better
emergence of convenience clinics into the manage that all the way through to enabling
health care arena, Hankins says, and now more convenient payment for medical bills,
youve got telehealth and telemedicine, Hankins adds, because the consumer has
through smartphones, tablets, and desktop more skin in the game, but they dont have
computers, so theres been a transition both more time in their day, we reduced the Weve got a program called
on the delivery side and the technology side. administrative burden of the health care UnitedHealthcare Motion,
We felt it was necessary to meet people experience on them through capabilities
such as mobile bill payment with a credit which is using a customized
where they were and give them more and
better information about their options for card, debit card, bank account, or health activity tracker that ties into
savings account.
care, their cost for care, and the quality of a reward program, Hankins
that care, Hankins explains. That led to the
capabilities that we launched several years Not only has the health care space expanded explains. It motivates the
rapidly in the past decade, there has been a
ago such as myHealthcare Cost Estimator
growing number of constituencies. Theyre
individual consumer and they
and the Health4Me app, both of which enable
consumers to look at over 875 different very large constituencies, Hankins adds, get rewarded for literarily taking
health care services and get the actual cost that what we try to do from the payer point steps to improve their health
for those services estimated under their of view, is keep in mind the client and the
benefits plan. employers are putting up a significant portion and their employer comes out
of the bill. Were spending a lot more time ahead as well. Participating
UnitedHealthcare recognized that if focusing on our members and what they
consumers were going to have to pay more think of us and that experience. employees can earn up to
out of pocket for health care services, they $1,500 per year in deductible
should know the costs to help them make Employers are looking to UnitedHealthcare
more informed choices. Same goes for to change the behavior and influence the
credits by meeting daily walking
UnitedHealth Premium Designation, which choices that individual members make for goals, while employers can
is our quality program to help consumers them to have better health care at lower achieve premium savings
identify high-quality physicians, says costs, while also improving health outcomes
Hankins. That was introduced in 2005. Its a for patients. If we can win with the consumer based on aggregate results.
quality rating and cost efficiency system that and improve things like Net Promoter Score,
we continue to evolve as well. Were trying to which is their point of view of what they Its digging into the technologies, he
get better and better at giving people quality think of UnitedHealthcare and the services continues, understanding how they work,
and cost information about the health care that were offering them, that then turns how they create value within the health care
providers they are choosing. around and helps us meet the goals of their system, and then building a program that
employers who are our customers. can deliver that value to both the individual
member and their employer. L
CT Lien Solutions
Continues to Evolve
Customer Experience
Steve Taggart
Loyalty360
Customer interactions are a necessarily delicate process and every brand approaches the
practice differently. Customer service inquiries, in particular, have the potential to create
a memorable experience for the consumer, either positive or negative. With the veritable
arsenal of tools now available to these departments, the question now is which brands will
most effectively utilize them to create a process that turns negative experiences into ones
that create lifelong brand advocates.
On the other hand, theres always going to be a desire to connect This closed loop process of following up with customers who
with others, whether its getting information from someone who had previously interacted with the brand ensures a positive
knows the market, or simply relating to others who are facing the interaction with consumers; without these follow-ups, a customer
same challenges that you are, she went on to say. Overall the may feel that their insight was lost in the shuffle and that their
day-to-day business may be moving more toward automation and opinion wasnt properly valued by the organization.
self-service, but many people, especially our top customers, are
still looking to be matched up with similarly-minded and similarly The challenge of measuring efficacy for these new customer
interested individuals. service initiatives is one that Wolters Kluwer doesnt take lightly:
CT Lien Solutions has invested heavily into market research in
Now more than ever, companies are inundated with seemingly recent months, allowing it to take its customer management to
endless streams of data with little to no rhyme or reason as to new heights. Were doing much better to that end from a metric-
which strands offer valuable insight and which are simply noise. based perspective, whether its response time, the number of
The key for brands is cutting through the static and finding the data answers provided, or revenue driven by these improvements. L
that provides actionable insight upon which customer experience
can be built.
HEAR MORE FROM WOLTERS KLUWER AT THE 6TH ANNUAL
Theres so much information available to us today, and a lot of that 2016 ENGAGEMENT& EXPERIENCE EXPO!
is simply going to be random data points. The real challenge is in We encourage you to join Terese Fernandez, CMO, Wolters Kluwer
as she presents: Taking Customer Management to New Heights:
determining what the underlying trends are, who has it right, and How Wolters Kluwer Listens and Responds to Evolving Expectations.
how to stay on top of that in a sea of data, said Fernandez, going
on to note that Wolters Kluwers CT Lien Solutions is in the process
of building out an improved system for customer interaction,
including processes that will allow reaching out to customers,
while compiling their questions and information in a way that [lets
us] go back and reference when making future improvements.
Brand Loyalty
a Thing of Beauty for Ulta
P.F. Wilson
Loyalty 360
We have a lot of customers who like to create videos to document stores like Nordstrom or Saks Fifth Avenue. This mix is reflective of
their shopping experience at Ulta Beauty, says Eric Messerschmidt, what is in the average womans makeup bag, according to Messer-
SVP of marketing strategy, loyalty, and CRM for the beauty retailer. schmidt. She doesnt buy all prestige products or all mass products.
They like to show off their beauty haul and explain each product, In fact, she buys a mix of prestige and mass products across beauty
how theyre going to use it, and why they are excited about it. They categories, and were the only ones that provide that offering.
then post their videos on YouTube and other social sites, proudly
sharing it with their friends and followers.
Ulta Beauty calls its best and most loyal customers beauty enthu-
siasts. Our beauty enthusiasts love everything about beauty,
Messerschmidt explains, She loves the exploration, trying new
things, coming into the store to touch, see, and smell our products
as well as sharing the experience with her friends and relatives. We
offer solutions for her beauty needs and satisfy her beauty wants by
exposing her to All Things Beauty. All in One Place. Thats really
what Ulta Beauty is all about.
When our beauty enthusiasts walk into one of our stores, Mess-
erschmidt continues, they get what we call beauty butterflies an
excited, tingly sensation when they see all the new, fresh things
offered in our store.
Those new and exciting things, while high in quality, dont necessar-
ily have to be expensive. Ulta Beauty is a specialty retailer that offers
more than 20,000 products from over 550 brands across all beauty
categories and price points. Customers can find an array of budget-
friendly products that they would find at drugstores like CVS or Wal-
greens, up to higher end items that might be found at department
The beauty enthusiast connection to Ulta considered critical to the guest experience. ambassadors for the program -- because
Beauty is off the charts, according to Because our consumers are increasingly they get the same kinds of communications,
Messerschmidt. Our loyalty program has using mobile, we know that we need to catalogs, and emails that our members get.
more than 20.6 million members and is communicate with her where she is already They know when the bonuses are, and they
growing by more than twenty-five percent interacting, Messerschmidt says. Our mobile play those bonuses to their advantage, just
annually. Our members have a deep app puts beauty knowledge at her fingertips, like our best customers do.
emotional connection with our brand. They allowing her to check reviews on products and
love Ulta Beauty. They love walking into our compare prices when shes browsing in the Participating in the program also serves
stores, they love all the newness that we store. It also gives her access to her Ultamate another practical purpose. If something
bring, and they are over the top in every way Rewards card, points, previous transactions, is going wrong with the program, say for
in their excitement about beauty. bonus offers, and progress towards platinum instance a glitch, our associates are often the
status. first ones to let us know about it, so we can
This extends even beyond the store. We get correct it right away, says Messerschmidt.
huge open rates on our emails and response Employees also play a big part in the Our associates also do a tremendous job of
rates on our surveys, Messerschmidt adds. success of Ulta Beautys loyalty efforts. converting non-members into members at
Within a day of sending out a survey well They absolutely share the passion, insists the point of sale. They understand the value
get thousands of customers responding and Messerschmidt. I would say most of our of the program and can articulate that to the
its because they love talking about beauty store associates consider themselves to be guest in a very authentic and tangible way.
and sharing their beauty experience with us. beauty enthusiasts. They truly love beauty and Theyre excited about it, Messerschmidt
Theyre very passionate about the thats why they love working at Ulta Beauty. adds. They also understand the value of the
beauty space, he adds, and thats what program to Ulta Beauty and that by signing
makes my job so fun. They appreciate our About three years ago, we made a change so up members and capturing their information,
communications and offerings, and are associates could be members of our loyalty were better able to serve those customers.
very open to sharing with us. Coming from program, earn and redeem points, and even Those customers then visit us more often
somebody who manages loyalty, CRM, and become platinum members and they love it, and the store does better. Its wonderful to
insights and analytics, it makes it exciting to says Messerschmidt. Previously, associates see the employee engagement grow over the
come into work every day. werent able to participate in the loyalty last few years, and its a key reason why our
program. Now, all of our store associates are membership is growing so fast.
Indeed, well more than 80 percent of Ulta members, and it makes them more powerful
Beautys sales come from members of the
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Like most verticals, the moving and storage industry is dealing with a remarkable amount of
change and flux. Faced with evolving customer expectations, and the need to develop more
comprehensive engagement and feedback tools, successful brands in this space are making
great strides to understand and manage the customer experience in new and exciting ways.
For brands like Wheaton World Wide Moving and Bekins Van Lines,
this has resulted in a substantial commitment to collect and leverage
We want our customers actionable data to significantly improve communications between an
array of both B2B agents and B2C end consumers.
to be raving loyal fans Wheaton World Wide Moving and Bekins Van Lines are the two brands
so they either proactively that comprise the fourth-largest van line group in the United States.
Collectively, these brands possess nearly 200 years of cumulative
recommend us to friends experience with helping people move belongings all across the country.
and family or use us In this way, Wheaton and Bekins regularly engage customers just like any
typical brand would. However, unlike a regular visit to many other brands,
again for their moving across state lines is not necessarily a routine activity for most.
next move.
In our industry, a full service move is not something that happens twice
a week, A.J. Schneider, Wheaton | Bekins Executive Vice President,
explained to Loyalty360. It is not like buying a cup of coffee. We dont
have those same opportunities in terms of frequency to build our brand.
The average in our industry is once in every five-to-seven years. So we
need to make sure that when customers move again, that they had
a good experience. Thats really where our most recent efforts have
focused. We want our customers to be raving loyal fans so they either
proactively recommend us to friends and family or use us again for their
next move.
Snipp Interactive
It seems trite to say that the Internet and mobile have changed the way we as consumers shop and interact with
brands. We expect always-on, instantaneous access to every possible digital platform as we browse, purchase,
and review products wherever we may be. Research also shows that customers engaged across multiple
channels spend substantially more than in-store only shoppers.1 When it comes to loyalty programs, however,
rarely do customers get an integrated experience. While 79 percent of loyalty programs may use mobile
platforms, only 9 percent offer redemption options across all channels. No surprise then that almost 90 percent
of social media sentiment on loyalty programs was negative across industries, with 85 percent of millennials
who are expected to spend more than $200 billion annually by 2017 revealing particularly negative attitudes.2
The era of the smartphone has given way to smart homes, smart cars, This piece is an excerpt of the Key Trends in Loyalty White Paper
published by Snipp Interactive
and now, smart stores. The use of iBeacons and Indoor Positioning
Systems has become a growing trend in large retail stores, allowing
brands to directly customize offers and messages based on consumers
1
BusinessWire; Reimagining the Retail Loyalty Landscape:
http://www.businesswire.com/news/home/20140114005933/en/Reimagining-
exact locations, via low energy Bluetooth signals. According to Gartner, Retail-Loyalty-Landscape-GE-Capital%E2%80%99s-Retail#.VhTZKROeDGd
by 2020, retail businesses that use targeted messaging in combination
with indoor positioning systems will see a 5 percent increase in sales.6 2
Capgemini 2015; Fixing the Cracks: Reinventing Loyalty Programs for the
By 2017, seven of the 10 largest retailers will use indoor positioning Digital Age,:
https://www.capgemini-consulting.com/resource-file-access/resource/pdf/
systems, combined with mobile apps, to aid shoppers in quickly reinventing_loyalty_programs.pdf
locating departments and products.
3
TIBCO; Top 10 Customer Engagement Trends for 2015
For loyalty program members, retail apps will be able to go beyond http://www.tibco.com/blog/2015/02/23/top-10-customer-engagement-trends-for-2015
even full-cycle redemption options theyll be able to help navigate us
through store aisles, alerting us to deals and discounts, reward in-store
4
Capgemini 2015; Fixing the Cracks: Reinventing Loyalty Programs for the Digital Age,:
https://www.capgemini-consulting.com/resource-file-access/resource/pdf/reinventing
interactions, and bring greater overall value to program membership. loyalty_programs.pdf
5
Capgemini 2015; Fixing the Cracks: Reinventing Loyalty Programs for the Digital Age,:
Leder & Schuh, one of the largest shoe companies in Europe, is using https://www.capgemini-consulting.com/resource-file-access/resource/pdf/reinventing
cutting edge technology in their physical retail stores to help customers loyalty_programs.pdf
better interact with their products. They have implemented automatic
foot scanning technology, which has been shown not only to improve 6
Gartner; Top 10 Strategic Predictions for 2015 and Beyond: Digital Business Is
Driving Big Change:
the shopping experience, but also dramatically reduce return rates http://www.gartnerinfo.com/exp/top_10_strategic_predictions_269904.pdf
on purchases7.
7
Leder & Schuh improves the shopping experience with a foot scanner and optimizes
the store processes
http://www.wincor-nixdorf.com/internet/site_WW_MS/EN/WincorNixdorf/
Company/CustomerReferences/Retail/Leder_Schuh/LederSchuh_node.html
Traditional Loyalty is
Tyler Walton
Clutch
Loyalty is a natural extension of the shopping experience. Its about retailers getting
to know their customers on a personal level, what motivates them, what brings them
back to the store, and what they love about the brand. Quite simply, loyalty is a feeling
that continues long after a customer has left the store.
But the concept of loyalty is broken in the retail industry. It has been broken by an all-
out war for customers that focuses on discounts and deals. Many of the best retailers
are stuck in a rut of being slightly better than Wal-Mart. They are as faceless as their
customers are to them.
That situation is the very opposite of loyalty because loyalty works to turn customers
into brand evangelists.
Too many are missing out on the elements that would help them capture this level of
engagement from their customers. Heres a look at four key steps to strengthening
customer loyalty.
24 Loyalty
24 LoyaltyManagement
Management | THIRD QUARTER 2016
LOYALTY360.ORG
Retailers cant subjugate customers to one-size-fits-all marketing campaigns that leave
inboxes cluttered with hot cocoa coupons in July, or ads for winter coats in South Florida.
How to Measure
LOYALTY
PROGRAM
ROI
Alex Tavera
Senior Loyalty Consulting Manager, Aimia
Ever wonder how much value your loyalty program should be delivering to your companys bottom
line? Perhaps you dont have a program and you question what value a loyalty program could offer.
Brands often come to Aimia excited about the potential impact of a loyalty program. They have solid business reasons for wanting to
launch or re-launch their program, but when it comes to measuring the value and developing the related financials, they need help.
Here are the top three reasons brands give when looking to launch or re-launch a loyalty program:
1 Engage new and 2 Learn more about 3 Leverage data to make more
current customers their customers informed business decisions
Entice them to spend more Use profiles, purchasing Inform merchandising about product or
and shift spend away from behavior, and social interactions service selection, enhance multichannel
competitors. to better tailor their offerings experiences, and forecast the future financial
and communications. growth of current and new offerings.
In this introductory article, we explain the 5 key loyalty economic metrics and how they
can help deliver optimal ROI. Then, in our next installment, we will analyze the value
of each metric and rank them in order of importance. Lastly, we will share case studies
supporting each metric and discuss common pitfalls brands face when trying to
measure ROI without support from an expert partner.
SUCCESS
succeeding, and identify opportunities for improvement.
METRICS IN
1. Acquisition The number of customers in your program. LOYALTY
ECONOMICS
Acquisition is the life blood of the program. Programs require an
adequate flow of new members to survive.
The prevalence of each metric evolves over time. Acquisition is critically
- AND HO
important at launch and while it remains crucial, it loses some of its priority
W THEY AR
E MEASURE
once a program matures.
Companies commonly assess acquisition in context of the ratio of program
members to the total customer base. Healthy acquisition ratios are highly
D
dependent on the unique program goals and the associated program design.
If acquisition is calculated incorrectly, the entire model is at risk as
membership underpins all future calculations.
2. Shift of Share Member spend shifts away from 3. Lift in Spend The increase in member spend.
competitors and to your business. Depending on the goals of the program lift in spend can be
Increasing market share is a common goal for loyalty. measured overall, at a store, in a particular business category,
for a specific product, etc.
Relatively small increases can deliver huge financial impact, depending
on industry, size of customer base, and other factors. On average, loyalty members spend more than non-members.
Successful loyalty managers need to be able to showcase that
However, monitoring share shift requires patience and commitment. the incremental profit outweighs program costs.
Your program needs to be in market for 2 to 3 buying cycles before you
can demonstrate the true impact of share shift. Traditionally, lift in spend can be measured and then explained
by comparing member behavior to that of non-members.
Shift of share is both pivotal and highly sensitive, if the assumptions are
not adequately informed the financial well-being of the program will likely Similar to shift of share, lift in spend has a significant impact on
be in doubt. the incremental revenue and associated costs of the program.
Misguided assumptions could leave a program at risk in the near
to mid-term.
4. Member Retention The tenure of membership in 5. Cost to Serve Members The cost to fulfill the program.
the program. There are both fixed and variable costs are associated with
Retaining existing members is always less expensive than acquiring new ones. program operations.
Member retention showcases the level of engagement consumers have with Successful loyalty managers understand the cost structure of
the program. The higher the retention rate, the more successful a program is their program and how to get the most return while minimizing
at keeping the program (and your business) top-of-mind for customers. the program cost.
Many companies measure retention as the number of members that However, insufficient visibility on costs to serve can overstate the
have engaged with the business/program in consecutive buying cycles. value of the program during the design phase and set unachievable
expectations internally.
Traditionally overstated, businesses often underestimate the cost of acquiring
replacement members. If not modeled appropriately, financials are likely
at risk.
Without the support of subject matter experts, evaluating For more information on how a loyalty program
loyalty and the potential ROI a program could deliver can can help enhance your bottom line, contact us at
often fall short and unnecessarily expose a company to risk. customer-loyalty.na@aimia.com.
At Aimia, we design/evaluate successful programs with
our clients that are supported by informed ROI models.
To deliver effectively, we:
Alex is part of Aimias Loyalty Strategy Consulting team. Alex brings years
- Leverage our experience as loyalty program owner/operators to inform
of experience as a retail executive and data analyst. His prior merchandising
key assumptions
and analytics career at Target spanned from home goods to electronics and
- Engage real customers and incorporate their propensity to change entertainment, with financial responsibility to deliver billions in annual
behavior in the near / extended term revenue. Today, he leads economic modeling for Aimia clients in the Americas
- Work alongside a cross-functional client team to ensure our assumptions and specializes in gleaning insights from data to develop the best loyalty
are adapted to meet the unique circumstances of your business programs in the market.
- Develop a five-year economic model that forecasts the full financial
benefit of your new program
1:1
Marketing
st a bu zzw ord
Ju king
yo u m a
or are
it happen?
Personalization is the essence of relevant and deep engagement leading to greater customer
respect, sales, and increased lifetime value.
The passion and loyalty of Bears fans and to football exceeds everything. Even in
years when things have not gone as well as hoped there is so much history here and
our fans have such a deep passion for this team that that really trumps and overrides
A brand is made up of
the ups and downs of the season. Ultimately, their love of this team, organization, and the components of the
football along with the product and experience that they are getting will withstand
the up and down seasons. We strive each year to put the best product on the field
experiences that we deliver
and to reach that ultimate goal of a world championship but our fans continue to at all of our brands and
show that through those ups and downs that passion runs deep.
what our team members
do to bring the life to the
Lee Twarling,
Senior Director of Ticket
Honors program.
Sales and Service
Chicago Bears
We are an iconic brand with a 100-year legacy. What loyalty is too is that it is not just to the HHonors program itself, but it is to
everything that it stands for. Honor stands for 13 incredible brands across 100 countries and it stands for, as our founder put it, the leg
warmth, the hospitality. It stands for delivering personalized experiences and immediate value to all of our guests. Sometimes that is
points, sometimes that is benefits on property, sometimes that is just knowing a little bit more about what makes your travel experience
more special. The emotional connection is because of the brands, it is because of the experiences that we create. A brand is made up
of the components of the experiences that we deliver at all of our brands and what our team member do to bring the life to the Honors
program. That is what makes the brand so beloved and the J.D Power winner. It is what makes us preferred on Firetalk and really truly
makes us seen as the leading program in the industry, if not travel overall.
Mark Weinstein,
Senior Vice President & Global Head of Loyalty and Partnerships
HiltonWorldwide
Yes. Extremely. We do have a very passionate group of Bou Fanatics. From a loyalty perspective, its been really fun. We really have
migrated the majority of our offers to the loyalty program. They used to be national offers that anyone could get, but now they really are
mostly member only offers. And so, about 80% of these offers only go to members. And the response that we get when we do put out
an offer is great. The redemption rates are incredible. These customers just love their coffee and they love Caribou.
Caroline Larson,
Director of CRM & Loyalty
Caribou Coffee
Mark Snyder,
CMO
Churchs Chicken
Absolutely. There is a lot of passion in our organization. We hear from the women on a regular basis, there is a quote that I use all
the time. One of our members said, My cardiologist saved my heart but Women Heart saved my life. What she meant by that and
what the emphasis of our organization and passion is that they dont want what happened to them to happen to any other woman.
That is number one. Number two: they have a renewed purpose after they attend this extraordinary training at the clinic. They take
this experience, which is not a pleasant one, and they turn it into very positive energy and they now dedicate their lives to going out
and sharing their passion and skills to help empower other women across their communities and across the nation.
Mary McGowan,
CEO
Women Heart
Are there facets unique to your business or market vertical that makes it
easier or more challenging to create customer / brand loyalty? And why?
We certainly want people to love everything that we give to them. But Well its an extremely fast-paced business. If you
we know that if we have a monthly donor who is giving a $25 gift every assume an average person eats three meals per day,
month, and they may love everything we are sending them, they may thats 21 decisions per week. Compare that with the
love the organization and the mission, but if they lose their job or any automotive industry, for example, where its a single
financial circumstances change, then we know that no matter how purchase over a much longer period. Knowing that its a
good of a job we do, they may still choose to cut their support. But we fast-paced industry, we take pride in being a challenger
still try to keep that person engaged and keep them enjoying the stuff brand, taking the pace of our business, and using it to
that we send, and to show them that they really are making an impact. improve the experience for our guests.
We try to leverage that psychologically. It is our hope that even if their
circumstances change, that maybe we are not the first thing that gets Jeff Baker,
cut, or maybe they can just give a little less.
VP of Brand Experience
Andrew George, Arbys
National Stewardship Specialist
Canadian Red Cross
Meanwhile, brands are adopting the newest and most effective ways
Emily Rudin to gain and retain customers. In todays world, that means being digital
SVP of Client Success at CrowdTwist and using numerous channels to reach consumers.
Ultimate Fighting
Championship (UFC), for
example, has used wearable
technology in the form of
RFID wristbands to collect
data about consumers at live
events. This enables fans the
opportunity to share their
photos through social media
and through its website.
Its innovative experiences like these that excite consumers, and create
lasting, emotional ties to their favorite brands. Now companies are
reaping more benefits from multichannel loyalty programs than ever
before. The findings are evident in a new research report about the
state of loyalty programs from CrowdTwist. According to the data,
collected from 234 digital marketers from Fortune 500 companies
around the country, most brands are well aware of the need for an
effective loyalty program. But challenges remain regarding how to
overcome hurdles to implement such programs, or how to use the data
they collect from these programs to make them worthwhile.
Emily Rudin has more than 15 years of retail, analytics, client services, and
SEEK TO DRIVE marketing experience. Throughout her career, she has led transformational
ENGAGEMENT, NOT initiatives that have enabled brands and retailers to form strong connections with
their customer base. Emily offers a unique customer-centric perspective and has a
JUST SPENDING proven track record for increasing value for customers, managing complex
relationships, and developing hard ROI for her customers.
Its natural to see loyalty programs as a means to ensure
customers increase their spending, but what is equally as
important is their engagement and emotional connection with a
brand. In fact, 31 percent of respondents in the report claim that
driving engagement was the top goal of their loyalty program,
with increasing transactions a close second at 28 percent.
BehindtheBrand
WITH VICTORIA LOZANO | SENIOR VICE PRESIDENT & GENERAL MANAGER, CRAYOLA
Victoria Lozano is currently the Senior Vice President & General Manager for
Crayola Attraction and Retail, where she is responsible for leading Crayolas
rollout of branded attraction and retail concepts, focusing on bringing Crayolas
mission to life in experiential ways.
Prior to this role, Victoria was the Vice President of Marketing at Crayola LLC.
Here, she was responsible for the leadership of all marketing efforts, including
management of the existing business, new product development, consumer
activation, education marketing, market research, and brand licensing.
old.
was 6 years
m when she
kys daughter Katrina fro
ait drawn by Vic
A family portr
Featured Products,
Advancements &
Technology
Technologies
When it comes to building out and improving customer Often, the most important quality a solutions provider can
relationships, few companies are able to claim the same level offer clients is flexibility. RewardOps addressed this facet of
of experience of east|west marketing group. Founded in 1983, loyalty technologies by creating an API-based platform that
e|wmg has spent more than 30 years working with client enables the automation of rewards programs catalogs and
brands across all verticals to equip them with the tools redemption processes. RewardOps clients can easily scale
necessary to drive increased engagement and lifetime value. according to organizational size, number of programs, and
the number of products it wants to offer its members.
Possessing the agility needed to adapt to a variety of potential
clients, east|west marketing group conducts independent In addition to its robust automation features, RewardOps
analysis in order to create a tailor-made, precisely created SaaS platform gives companies as much (or as little) control
platform on a case-by-case basis. This allows e|wmg to craft of their loyalty program and rewards as needed. Companies
solutions according to the specific client, as opposed to a one have the ability to customize the program to fit their criteria,
size fits all approach that often results in subpar results. regardless of how simple or complex. Clients can manage
and track all their programs via a self-service dashboard.
The platform is technologically agnostic, enabling it to
integrate seamlessly on a variety of channels in an optimized RewardOps also helps young and mature programs grow.
and efficient fashion. Establishing and managing relationships with rewards
vendors is a challenge that many young programs simply
After an initial discovery phase, e|wmg develops a client- dont anticipate. By leveraging RewardOps network of more
specific solution designed to forge lifelong connections through than 1,000 brands, companies can provide clients with a
strategic partnerships, employee engagement strategies, rewards mix that includes gift cards, merchandise,
dynamic segmentation, and various design conceptualizations. downloads, live event tickets, donations, sponsored offers,
and more. And the API-based platform ensures access to
Beyond the data and engagement a loyalty program may bring new reward items as they become available without
to an organization, e|wmg is committed to ensuring that it also additional technical support.
delivers on a personal level, creating a genuine bond between a
brand and its consumers. Lastly, the process of integration can often be daunting and
time consuming. RewardOps makes it easy to integrate into
existing reward platforms as well as build new turnkey
programs, again according to client size, scope, and budget.
Through this flexibility, RewardOps truly strives to be the
technology partner of choice for the entire spectrum of
loyalty offerings.
Engagement & Experience Expo is a forum to openly discuss customer, brand and channel
challenges and solutions. Discover how to optimize the customer experience at all touch-
points and increase the impact of engagement throughout the customer lifecycle.
Through a robust slate of best-in-class speakers and interactive discussions, attendees will
learn about the latest theories, best practices, relevant case studies, emerging trends and
strategies that drive measurable behavioral change and quantifiable results.
Providing experiences that engage customers and keep them engaged is more important
today than ever before. Creating increasingly relevant, personal and customized experiences
to build deep, sustainable and reciprocal bonds with customers is what will set brands apart
from their competition. By elevating the experience and leading your customers down the
path of engagement, you can develop long-term mutually beneficial relationships and brand
advocates on the journey to loyalty.
Passport to CX: Engaging Customers Key takeaways from the session include:
in Travel & Entertainment
How to craft CX to engage travelers.
Perhaps no industry is undergoing more change in customer loyalty Overcoming increasingly accessible
Briea Berry,
Director, Loyalty Programs, than travel & entertainment. Thanks to increasingly accessible in-home in-home entertainment.
Supplier Revenue Performance, experiences, as well as the contrasting trend for Millennials to value
Carlson Wagonlit Travel experiences over tangible goods, marketers can feel overwhelmed Leveraging loyalty to enhance
when looking for what exactly goes into the perfect experience. luxury experiences.
Consumers are faced with more options for entertainment than ever
before, and this panel will be a crucial resource in determining just
Danny Cox, what may be the X-factor that sets your brand apart from the rest.
Director of Customer
Support and Insights,
JetBlue
Emphasis on Ethics: How Corporations are Key takeaways from the session include:
Using a Renewed Focus on Corporate Social
Responsibility to Drive Engagement What Corporate Social Responsibility
means for brands today.
There has been an awakening in regard to being a steward of the customer, a steward of
the brand, and a steward of the community. Both financially and organizationally, corporate Understanding the rising expectations from
social responsibility is becoming an increasing focus for brands committed to making a customers across verticals and how to
effectively manage and measure brand impact.
difference in the lives of their customers and across the communities they inhabit. But
there is a challenge for brands around creating alignment when trying to understand and Why proper alignment is crucial to the honesty
manage this stewardship. and integrity of the brand promise
Javier Flaim,
CEO,
Recyclebank
CX Revisited: A Retrospective Panel Discussion Key takeaways from the session include:
with Engagement Expo Alumni
Learn how loyalty has changed within
An evolution in customer experience has been taking place for the last several years, spurred recent years.
by the explosion of customer data and new technologies now available to help make sense
of it. Gone are the days when a traditional direct marketing approach or mass acquisition Gain knowledge about how and where the
startegy can effectively build true customer loyalty on its own. Todays marketers are taking industry will continue to grow.
a more holistic approach to building customer experience, using customer data and voice
Hear insight from experience CX experts
of the customer to offer more intelligent programs, deliver customer engagements that across multiple verticals.
align with customers expectations and inmerse customers in ways that are relevant, feel
authentic and expected. Given the ongoing and relatively rapid changes that continue to
take place in the marketing and customer landscape its helpful to look at where weve come
from, because looking back can be an important part of understanding where we are going.
Service Industry CX: Managing the Challenge Key takeaways from the session include:
of Rising Consumer Expectations
How service industry brands are managing
The Service Industry, like many others, is undergoing rapid changes. Whether it is a rising customer expectations, while staying
local dry cleaner, a boutique regional restaurant chain, membership organizations, or high true to their brand promise.
technology offerings, the gauntlet has been laid down by new generations of empowered
consumers. They expect relevant customer experiences, meaningful brand engagement, How to drive customer engagement
and, most importantly, great service from the brands they engage with. Today, customers throughout the organization in a way that
are more likely to compare the optimal service they received at Nordstrom or Amazon increases loyalty and advocacy .
or Apple to the level of service provided by brands across the service industry. Because Measurement strategies that can lead to the
of such high expectations, how can brands realistically fulfill that promise, and develop most impact.
processes internally with stakeholders and technology providers to exceed such
expectations and effectively drive loyalty?
Katherine Gustafson,
VP Customer Strategies
TNS Global
Terese Fernandez
CMO Taking Customer Management Key takeaways from the session include:
Wolters Kluwer
to New Heights: How Wolters
Kluwer Listens and Responds How to cut through the noise to identify
to Evolving Expectations underlying trends to meet and exceed
customer expectations.
For a brand that provides a wide range of information and How to build a robust and metric-based system
software-based services for clients across the legal, business, to improve interaction, VoC, and Feedback.
tax, accounting, finance, audit, risk, compliance, and healthcare
How to measure the effectiveness of new
industries, Wolters Kluwer might face more customer
customer service initiatives.
engagement challenges than most. But that has not stopped
the brand from developing meaningful relationships built on a
foundation of innovative customer experiences.
Moves that Matter: Driving B2B and Key takeaways from the session include:
B2C Engagement though Effective
Communication Why most customer complaints are not the
result of product or service failures, but rather
A.J. Schneider For most people, the concept of moving simply involves picking up the result of communication failures.
Executive Vice President, items from point A and delivering them to point B. But for Wheaton
Wheaton and Bekins How paying close attention to customer
World Wide Moving, it is a complex process that requires a high
perceptions can overcome barriers to growth.
degree of customer engagement sophistication and nuance.
As one of the largest moving and storage brands in the country, How expectation matching drives an
Wheaton (which includes Bekins Van Lines) must build strong empathetic understanding that leads to
B2B relationships with a vast network of officially sanctioned, but more authentic customer relationships.
independently owned and operated local-based moving agents,
while also conducing effective B2C communications targeted toward
end consumers.
The Passion Play: Leveraging an Key takeaways from the session include:
Engaged and Empowered Employee
to Drive Deeper Brand Engagement How organizations build and manage teams
to put employees at the center of the business
There is a realization that employees should play an integral part decisions in a way that achieves CX success.
Linh Peters,
Sr. Director Marketing Ana- in driving unique experiences, rewarding customer engagement, How effective employee engagement
lytics and Customer Insights
Ulta Beauty
and increasing brand loyalty. Yet how? For as many brands who strategies can impact the overall business.
talk about commitment and focus on employee engagement, and
how to effectively leverage a new B2E2C paradigm to drive brand
advocacy and loyalty many brands are not truly leveraging the
employee as a steward of CX.
In this session, attendees will hear from brands that have changed
the employee paradigm within their company to leverage the
true power of passion. Attendees will learn about brands that
are placing an organization focus and increased commitment on
their most important asset; their employee. Through unique hiring,
training and internal socialization of commitment to cultural change
is reinforced from senior executives down to front line employees.
Brad Marg,
COO,
Clutch
Engagement & Experience Expo is a forum to openly discuss customer, brand and channel challenges and
solutions. Discover how to optimize the customer experience at all touch-points and increase the impact
of engagement throughout the customer lifecycle. Through a robust slate of best-in-class speakers and
interactive discussions, attendees will learn about the latest theories, best practices, relevant case studies,
emerging trends and strategies that drive measurable behavioral change and quantifiable results.