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IN THIS ISSUE:
FEATURES
12 14 16
Carnival Cruise Line The online retailer chips The outdoor retailer
sets sail to build away at warehouse reels in loyal customers
affinity around a chains with innovation, by casting its
Carnival simple and energetic Boxed creativity and Orvis marketing efforts in
Mark Johnson | Loyalty360 concept: Fun! Mark Johnson | Loyalty360 handwritten notes Mark Johnson | Loyalty360 the right streams
18 20
40
Giving used car sales The Roman Road to
a good name, CarMax loyalty goes way beyond
finds its customer-first the basics—especially Conference
CarMax
Mark Johnson | Loyalty360
approach a great way
to drive loyalty
Caesars
Mark Johnson | Loyalty360
for its best members Preview
Andrea Brimmer | Ally Brand Advocacy, One Member at a Time Reproduction and distribution of this publication in any
form without prior written permission is forbidden. The
Tad Fordyce | Epsilon information contained herein has been obtained from
22 TECHNOLOGY, TRENDS & REWARDS sources believed to be reliable. Loyalty360 disclaims all
How Can Brands Leverage Neuroscience 36 BEST PRACTICES warranties as to the accuracy, completeness, or adequacy
to Boost Customer Loyalty? Five Key Building Blocks to Grow
of such information. The opinions shared are those of
the contributing authors and not necessarily reflective
Antje Helfrich & Meg Tronquet | Lenati Customer Loyalty in Retail of Loyalty360 and/or its affiliates. Loyalty360 shall have
Ron Orgiefsky | Emnos no liability for errors, omissions, or inadequacies in the
24 BEST PRACTICES information contained herein or for interpretations thereof.
The opinions expressed herein are subject to change
Delivering a Next-Generation 38 BEST PRACTICES without notice.
Loyalty Program The Big Retention Reinvention
Gilbert Bailey | Xenial Wes Barkwill | Stellar Loyalty
26 STATE OF THE INDUSTRY
The ROI of the Human Touch
Lior Arussy | Strativity
ON LOYALTY360.ORG
FIRESIDE CHATS
Who better to provide advice and insights into the world of customer experience and customer
loyalty than those who are leading the industry with thoughtful and creative solutions? That’s
why we created our Fireside Chat webinar. We talk with some of the best and brightest thought
leaders in a casual, unscripted environment.
LOYALTY360 READS
A lot happens in the business world during the course of a day. You can’t be expected to keep up
with everything, so we’ve added a new feature to our daily news content: Loyalty360 Reads. The
feature includes three or four quick reads about the latest and most interesting news in the world
of customer engagement and customer loyalty, with links to read more about the topic.
I quickly learned that the French are good at also wonder how long those businesses will
cooking but suck at building cars. My first clue be in business. Other companies get it right.
should have been that the French had to resort Carnival Cruise Line (page 12) invites its loyal
to a Spanish word (Fuego means fire) to make guests to dinner with the captain. Boxed (page
the car sound hot. It was a bilingual disaster. 14) includes creativity kits with its boxes to
entertain its customers’ kids. Orvis (page
I got more sensible after that, but barely. I later 16) donates to causes close to its customers’
spent 13 years in a Jeep with no air conditioning. hearts. Caesars Entertainment (page 20) not
Being a Jeep, of course, the solution is taking only puts the customers first, but it treats them
off the top and doors and cooling yourself with like royalty. It actually recreated scenes from
the fresh air, which is great until it rains. (Point the movie The Hangover to make one of its
of knowledge: Driving on the highway in a customers happy. Hail Caesars. Well done.
rain storm when the top is down is like getting
pricked by a million needles.) Not every business can go to those lengths to
make its customers happy. But every business
Despite my dunderheaded ownership can do little things, and little things can make a
experiences, I still love cars and consider myself big difference.
a “car guy.” This past weekend I went to the
I like to tell people that my first car was a local auto show to look at and sit in cars that Although, I found one thing CarMax can’t do for
Vette. And it was. Sort of. The assumption I will never be able to afford. “This one costs me: Sell me a Chevette or Fuego. Not only do I
is that I mean Corvette when the reality is it more than our house,” I told my wife. “I’d buy it not want to relive those pain points, but neither
was actually a Chevette—a tiny little four- if it had a shower.” one of those lemons are included the inventory
cylinder econocar that was manufactured in of 45,000 cars it has spread throughout the
the 1970s when excessively high gas prices I was reminded of my car experiences while 180 dealerships nationwide. You might be
drove decisions. It was just wide enough for two reading the article on CarMax (page 18). I have able to find a couple along the side of the road
skinny people, had tires that also fit on most a friend who sells cars for CarMax. “Other used somewhere, though.
bicycles and struggled to power up molehills. car dealers don’t consider us salesmen,” he told
Its large back window had a defroster—so you me, “because we don’t have to do any selling.
could keep your hands warm while pushing it The price is the price. We don’t have to keep
after it broke down. It was a double hand-me- going back and forth to our managers trying to
down—from my mom to my older sister to me. get the best price.”
It was given to me when I graduated college.
Here’s to four years of hard work. Pedal hard. That, of course, is what makes CarMax so
popular—and why they sell more used cars
One might think having such a clunker would than the next three largest dealers combined.
enlighten my car-buying decisions, but no. The company not only puts the customer first,
That car was traded in for a Renault Fuego, a but is working on staying up with technology
different-looking car that was supposed to be so I can buy my next car on my phone in the Skip Tate
made with the manufacturer’s racing heritage middle of the night on a weekend. Editor-in-Chief
in mind. It had all kinds of bells and whistles— Loyalty Management®
leather seats, a five-band equalizer, a moon roof Sometimes I’m puzzled by why more Skiptate@loyalty360.org
that folded back over the front and rear seats. businesses still don’t put the customer first. I
The Passion of
the Community
and The Power
of the Discussion
Mark Johnson
CEO/CMO
Loyalty360
Over the past three months, we have seen a significant growth in the The power of the community seems to be growing. We have more
number of brands that are members of Loyalty360. We have also than 100 brands who are members of Loyalty360, many of which
seen a great number of brands that want to talk about their journey are joining knowing that their competitors (be it a hotel, or retailer, or
toward customer loyalty—not just within the parameters of a points- financial institution) are already involved, yet still want to take part in
based program, but rather a deeper and more profound customer the discussion. We need to be able to address these concerns going
loyalty that is based on reciprocity, feedback, value exchange, and forward so brands can more openly share and engage, yet we continue
being able to listen to and understand the customer. There seem to see an increase in the discussion.
to be more brands that are open to the discussion, open to this
information exchange, and more interested in sharing some of their We want to continue to elevate the discussion around the customer
insight to gain a bit more from the market—not necessarily their in 2018. We are launching the 2018 Loyalty Landscape to get a better
biggest competitors, yet those that they can glean some insight from understanding of where brands are, help them benchmark their
in a unique manner. programs, and help them elevate the discussion internally. As we talk
to brands, the questions we hear from them are, “How do I convince
Brands, as we have discussed in the past, have a hard time with management of the strategic importance of what we are doing?”
metrics, benchmarks, and keeping up with the diverse set of “How do we know what we are doing is right for us and right for our
technologies and processes that can potentially help them drive a customers?” “How do I decide on and plan for whatever is next?”
deeper and more powerful embrace of their customers. Many brands Keeping up seems to be as daunting as ever before.
are still clumsily managing this process based on what they think they
“hear” from their customers, yet many follow a process or paradigm We want to continue to elevate the discussion around customer,
that is misaligned at worst and apocryphal at best. channel, and brand loyalty. We believe that a powerful community that
can be built around open and honest dialogue, and we are very pleased
The brands that want to share—and those who realize the rapid that the market seems to be increasingly ready to have that discussion.
change and proliferation of technology can be used to enhance
the relationship with the customer—are those that continue to We look forward to the 2018 Loyalty Expo this May, where we will
speak about customer loyalty in a more pragmatic and more easily have a plethora of great brands that are interested in having discussions
understood manner. Those conversations are as pleasant as watching about where they are in their journey. They understand that what
the Denver Broncos win a game 28-3 (that does not happen as often they are doing is unique, yet they know that by sharing they can help
anymore), or watching one of your kids score the winning goal in a others in their evolution and in so helping, those brands can share their
highly important soccer match. respective challenges, opportunity and passion with the community.
We continue to hear brands that misunderstand the customer We look forward to seeing you at the conference and getting you
relationship, yet I would argue that this number is shrinking. We involved in the discussion through the year as active members of
see less reticence from brands that want to engage in an honest Loyalty360.
discussion about where they are, and they are more open to what
others are doing and to help (should they need it).
It’s Back!
4.5 out of 5 62% The 2nd Annual Customer Expo is coming
to Nashville this October, and we want to
Average Member Increase in exclusive see you there. Join us October 24-26 at
Satisfaction Rating member coupon the Nashville Airport Marriott for 3 days
of sessions, networking, and the wealth
redemption of insight that has come to define
Loyalty360 conferences.
xenial.com
Featured
navigate the plethora of vendors and providers in the market that support
Products, customer loyalty, customer experience, and customer engagement
Advancements &
Technology
strategies in any capacity. With a focus on objectivity, rigor, and
Technologies
transparency, the Analyst Reports help brands take a wide view of the
vendors available to them and then narrow down to an appropriate
consideration set based on core competencies, strengths, and industry
& Services
expertise. If you are a vendor or provider interested in learning how
Loyalty360’s Analyst Reports can help you reach new prospective clients,
please contact Mark Johnson at markjohnson@loyalty360.org
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Brand Vision
Q: What is the biggest
challenge you face
as a marketer?
One challenge I’ve seen in the industry is figuring out how On the marketing side, some of the biggest challenges
to personalize the right message at the right time. How do have to do with making sure that we provide a
you engage with your customer or your rewards members personalized experience for each customer. We have
at the right moment where it’s not going to be intrusive all the technology and ability to do this, but figuring out
to their day? There’s also the challenge of using the right exactly what is going to resonate with customers so we
data to talk to them, personalize the message, and include can provide real-time, personalized service for them can
their name as well as what you know about them. sometimes be a challenge.
I think it’s the same challenge we’re all facing. The There are several. Probably the biggest is the competition
biggest challenge that marketing professionals are we face now today is greater than it’s ever been and there
facing today, no matter what level you are in the are a lot of specialty types of products that have come
organization, is that we’re going through this constant up in the market. We’re a big brand marketer that offers
rapid technological change. Marketers used to find a some niche products, but now there are niche companies
tool, have years to become proficient with it, and think that have entered the space and all they offer in their
about how it impacts their business. Now we must do niche product or service. For example, we’re good at
that monthly, sometimes weekly, and the platforms that social, but there are companies that only do social, there
our customers are using are shifting rapidly. We have to are companies that only market to seniors, or that only
make sure that we’re constantly aware of what the new focus on college apartments. Our breadth is across all of
ways of interacting with our customers are. those, but because of the competition we’ve had to get
better in every area. You can’t be a one-stop shop and
Stacey Force
compete with the ones that are niche-specific.
Vice President, Global Marketing
ManpowerGroup Terry Slattery
President
ForRent.com
BehindtheBrand
WITH ANDREA BRIMMER | CHIEF MARKETING AND PUBLIC RELATIONS OFFICER, ALLY FINANCIAL
Andrea Riley Brimmer is Chief Marketing and Public Relations Officer of Ally Financial,
the Top 25 financial holding company that operated until 2009 as GMAC, the auto
financing arm of General Motors.
In 2014 and 2015, she was named to the Forbes list of 50 Most Influential CMOs.
Prior to joining Ally, she worked at marketing agencies in Detroit. Among her
achievements was leading the Chevrolet account, which included launching its iconic
“American Revolution” campaign.
If you could pick one thing that most What is your favorite movie?
influences great customer experience what “Crazy, Stupid, Love.” I just loved that
is it and why? movie, because I am a sucker for
To me, the best customer experiences are born out of romance, and I love that despite all
human centricity and truly treating the customer as an they went through in life, they end
individual. It’s the small touches that mean the most...like up together in the end.
welcoming them back, or surprising and delighting them
with something they love, or taking the time to truly listen If you could have one superpower what would it
and help. Nobody wants to be treated like a number, and be and why?
the brands that find ways to connect on a deeper, human
level deliver the best experience every time. I would love to be able to turn invisible so I can slip in and
out of anyplace I want to undetected. So many fascinating
moments I would love to be a part of!
What do you like doing in your
spare time?
What trend or technology should marketers
My life is very busy and full, with
expire as a fad of the past?
tons of travel and constant tugs
at my time. When I do have One size fits all solutions. The days of setting it
spare time, my favorite thing is to and forgetting it are gone. Today, marketers
be home relaxing on the lake with need to be agile, open-minded, brave
my husband and my kids. I love and on a constant learning agenda.
being surrounded by my family. My Technology is creating constant change,
husband is my best friend, and our kids and those that can’t keep pace will be
are my joy, so when we are all together just enjoying left behind.
some down time on the lake my heart is happy.
Mark Johnson
Loyalty360
Bernard and Janice Caffary knew something was up when Such recognition efforts require a level of commitment and
they—literally—saw the signs. There, just outside the Carnival willingness to absorb the expense from the cruise line, says
Cruise Line terminal in Port Canaveral, Fla., was a banner Carnival Cruise Line President Christine Duffy, but it is also
hanging from the side of the building: “Congratulations Bernard a perfect example of what a brand must do for its most loyal
and Janice Caffary on your 200th Cruise with Carnival Cruise customers. The Caffarys average about 15 cruises a year with
Line.” More banners decorated the inside of the terminal, and as Carnival, and at that point had spent 878 days—more than two
the couple prepared to board the ship for their landmark and a half years—onboard one of the cruise line’s ships.
journey, the recognition jumped to another level.
Carnival employees rolled out a red carpet for “I think for us, it’s not necessarily about
them to walk on, while a marching band lined loyalty, it is about treating every guest with
the route and hailed the achievement.
care and respect,” says Duffy. “It is about
Surprised and humbled, the Caffarys warmly welcoming our guests when
unpretentiously boarded the ship, only they come on board. And, certainly, for
to find the crew of the Carnival Liberty our VIFP [Very Important Fun Person]
there to greet them with a number of members, it’s about recognizing their
commemorative gifts and plans for some loyalty to the brand, to the things that we
unique on-board experiences. As they sailed,
do and the things that they have access to.
they became guests of honor during special VIP
celebrations in the ship’s atrium, as well as the They become ambassadors for our brand.”
main show lounge.
In the imaginative mind of a 6-year-old, an empty card- From a marketing standpoint, the idea was brilliant. Not only do the branded
boxes stay in homes longer and generate free publicity when the pictures are
board box is the greatest toy ever invented. One second,
posted on social media, but they are used for family bonding and, in turn, help
it’s an airplane. Four seconds later, it’s a fort. Then it’s put build loyalty among customers.
on top of a wagon and becomes a go-kart.
For the 5-year-old company, the concept also fit perfectly into its corporate
So, when families started posting photos of the creative ways their kids were philosophy of putting the customer first—which was interwoven into the business
using the cardboard boxes their bulk grocery items arrived in from online retailer model from the beginning.
Boxed, the company’s marketing department jumped on the concept. Why not
just take it to the next level, it asked itself, by including a creativity kit in with boxes “Anything we do, anything we try and test, is about improving the customer
and actually help their customers turn the boxes into something really cool? experience from the moment they get marketed to, to the moment they hope-
fully place a repeat order,” says Boxed CMO Jackson Jeyanayagam. “If we lose sight
So it did. It sent stickers to help turn the box into a fire truck. It sent along a of that, then everything else becomes moot. No marketing campaign can make
template on how to turn the box into a castle, complete with working draw- up for a bad customer experience. So, for us, the data has to inform any decisions
bridge. It included cutouts of sea creatures and instructions on how to make the we make around that, period. That is the only thing that really matters. That is re-
box an aquarium. ally our one big rule. Then, if it passes that rule, we have some fun and do some
really creative things.”
It also encouraged people to post the pictures of their creations—or any uses of
the boxes—on social media along with the hashtag #BoxedBox. Boxed began in 2013 when a group of tech pioneers—who obviously had spent
way too much time in the massive bulk distribution warehouse stores—came
And the results were overwhelming. up with an idea: What if customers could order their 24-pack bundles of paper
towels or their 81-count packs of laundry detergent pods online? That would
One turned it into a pretend washing machine. One cut different sized slots in it free up their Saturdays for what’s really important—like family time—instead of
and made it a golf putting challenge. Someone else turned it into a cat bed. wagon-training their shopping carts and wiggly kids through aisle after aisle in the
stores? And with less than one percent of the $200 billion wholesale grocery
“I know what my kids are doing tomorrow,” @lindsaysooy posted on Instagram market being done online—and none being done through mobile—the door for
along with a photo of the box, the creativity kit and the hashtag #bestpromoever. disruption was wide open.
Today, the ecommerce company is challenging the well-established brick-and- I think that is the aspect of personalization that we’ve been talking about,
mortar retailers like Costco, BJ’s and Sam’s Club. and also loyalty. That was instilled Day One. The understanding is that without
customers, there’s no Boxed. They’re as important as growth and acquisition.
Like its customer-first philosophy, disruption is another molecule in its There is no growth without our loyal customers continuing to purchase from
corporate DNA. The company likes pushing the envelope of traditional think- us on a very frequent and regular basis.”
ing. It helps fund college for its employees—most of whom are unskilled work-
ers in its warehouse—and even pays for weddings up to $20,000. As an ecommerce company, Boxed is able to generate a lot of data on
its customers, which gives it a huge advantage when it comes to creating
When one of its employees read a news item about how feminine hygiene personalized marketing or loyalty-building material. And, says Jeyanayagam,
products are priced higher in some states than the male equivalent—and even that will become even more beneficial in the future—perhaps the near future.
taxed as “luxury items”—the company launched a Rethink Pink campaign in
which it lowered the price of its products in those states to balance out the “I look at other companies, and we talk to CPGs all the time, and they’re going
difference. to be challenged in the next few years because they don’t have a lot of first-
party data,” he says. “As big restaurants or retailers or CPGs start to figure that
“Our customers have really responded to that,” says Director of Loyalty out, it will be interesting to see what moves they make and how they adjust,
Marketing and Customer Experience Helen Pan. “I think we have acquired because data is the future of how companies engage with customers. As you
customers through that. People will hear that Boxed is doing that, will come start to see Gen Z become more powerful in their buying decisions, they’re
to our site and then become loyal customers, which is really, really cool. That’s not going to be scared of it. They’re going to expect you to be talking to them
how we feed into the larger movement about consumers caring about where on a one-to-one level, because that’s how they grew up. They’re not going to
they purchase their products from and what those companies stand for. I be worried about, ‘Oh how did you know that about me?’ They’re going to be,
think back in the day, toilet paper was toilet paper more or less. Maybe there ‘Why didn’t you know that about me? You should know this about me, and you
weren’t as many options, and I don’t think consumers really cared that deeply. should be talking to me as Helen or Jackson and not Helen and 10 other peo-
But I think customers do care now, and because Boxed stands for doing the ple who look like Helen.’ I think that’s going to be the big thing that those larger
right thing, we’ve been able to drive loyalty and even drive customer acquisi- companies that don’t have access to that data are really going to struggle with.”
tion through our belief.”
Boxed is even using the data that they have to expand their effor ts by
The effort earned it a praise from Fast Company magazine as one of the top bringing together outside brands with its loyal customers who use those
11 innovations that made women’s lives better in 2017. products.
It also goes old-school with some of its innovation/disruption efforts by having “If you’re a customer, how cool is that?” he says. “Because you’ve opted in, and
its box packers write a handwritten note to each customer. we know you love Pepsi products, and Pepsi has a new innovation product, a
new flavor of soda or a new chip, who better to test with than your most loyal
“Personalization has been part of our ethos from the very beginning,” says Pan. fans, right? So now the customers get early access and even gets to provide
“I think with our very, very first order, we had the concept of the handwritten insight. They get deals that they wouldn’t otherwise get, and Pepsi gets great
note. Now, with every Boxed order, the very last thing the person who packs data and feedback from that customer base who now feels rewarded, and
your order will do is write a handwritten note and put it into your box. So, Boxed is a catalyst between that. It’s kind of a win-win-win for all three parties.”
when customers get it, the first thing that they see is the handwritten note.
When Perk Perkins was 22 years old and a newly minted The company began in 1856 as a manufacturer of fly-fishing equipment, but
grew into the purveyor of high-end gear and clothing—and developed with it an
graduate from Williams College, he and his roommate, incredibly loyal base of customers who are attracted by the quality of the
Will Parish, came up with a “grand plan.” Rather than merchandise and that authenticity of brand. The company’s headquarters in
get a job and begin dealing with all of the hassles that Sunderland, Vt.—population 965—is off the beaten path between the Green
Mountains and Batten Kill River, and just a few miles away from its flagship store
come with being an adult, they would toss their fly rods and fishing school in Manchester, Vt., where Charles Orvis started the company.
in the back of Will’s red Jeep and circumnavigate the
world—stopping to fish along the way, of course. Part of the authenticity is its emphasis on supporting the conservation causes
that are popular with its customers. Each year, Orvis gives 5 percent of its net
So they did. The pointed the Jeep south and kept driving until they got to profits to support various conservation, environmental and outdoor efforts.
Tierra del Fuego, the southernmost parcel of South American land. In order
to get across the ocean and resume their adventure, they loaded the Jeep
onto an oil tanker and camped on the deck for three weeks. They cruised
through Europe, went through Afghanistan when the Soviets were fighting the
mujahideen, were chased by men with swords, captured by rebels, caught
jungle fever. By the time the grand plan came to a conclusion, the pair had
explored 35 countries, crossed five bodies of water, put enough miles on the Jeep to
circumnavigate the globe twice, and proceeded to publish “Around the World
in a Jeep,” a 192-page hardcover journal of their journey.
Somewhere around Australia, though, Perk got a letter from his father, Leigh:
“If you want your job at Orvis, be here in July,” the letter read. Leigh bought
the outdoor retailer Orvis in 1965 and was in the process of turning it into the
giant it is today.
Perk stepped on the gas. He made it home in time and began his ascent up the
company ranks, where he recently stepped aside as President and CEO to
focus on being Chairman. Through it all, he nearly doubled the company’s sales
to $186 million annually and solidified the company’s brand of producing high-
quality gear and—like the two-year trip in the Jeep—unforgettable adventures.
“The core of our brand is the adventure and wonder,” says Dave Finnegan, the
company’s vice president of technology and interactive. “So, it’s not just the
adventure, but the detail, the grandeur and the wonder of it all. For instance, we
were just in a meeting, and we were going around the room talking about the “I have seen brands where it’s a have-to-do in order to check it off your PR check-
last time you felt wonder in the outside world. list,” says Finnegan. “That is not this brand. Our support comes from this really
authentic place. We feel a strong responsibility to protect what we love—and,
We got to Perk—and he just happened to sail to the north coast of Cuba, so I literally, our business depends on our access to public lands and clean water and
expected him to say something about that—and he says, ‘Well, I was at my to these wide-open spaces that mean so much to people. So, from Day One, it’s
house here in Vermont, and I was turkey hunting the other day in the morning, been part of the DNA of Orvis to protect those spaces. It’s not just lip service.”
and as the forest started to wake up there was a little red salamander sitting
there. I walked past those things for years, but I picked it up, and its mouth is cut Orvis, in fact, brought officials from a variety of outdoor retailers—Patagonia,
like a smile. I just sat there and looked at it. It was amazing.’ That genuineness, Yeti, REI, the National Wild Turkey Association, the Outdoor Retailers Associa-
that authenticity is really at the core at the heart of Orvis.” tion—to its Vermont headquarters last year in an effort to find a way that all of
them could work together on conservation projects and make a stronger impact.
The biggest challenge Orvis faces, says Finnegan, is that it has saturated the brands that are out there. We had the best rods on the planet. Nike had the best
population of diehard fly-fishing people. The company has a great heritage, a shoes on the planet. Yeti has the best cooler on the planet. It starts with the
strong brand and phenomenally great products. But it struggles with brand product. There is nothing better we can do for loyalty than having an amazing
penetration. product that connects with our guests.
“If you know the fly fishing space, then you know Orvis, because Orvis “That was one of those life lessons for me. This light went on for me. The best,
is kind of the Mercedes Benz of fly fishing,” he says. “But if you don’t know most impactful thing we can do for customer experience, customer loyalty is to
that space, we’re an outdoor apparel and lifestyle brand, and there are so have amazing products delivered when you need them and where you expect
many people who really don’t know Orvis. If you know Orvis, you tend to like them. It’s really strong product-led loyalty. If you think about products, you
Orvis. If you’ve had Orvis gear or products, you tend to have a really positive can really get away with a lot because people really love your product. You can
experience. Our opportunity is there are just not enough people who know the really drive some strong loyalty. Look at a brand like Yeti. They’ve built a brand
story of Orvis and why it’s such an amazing product.” that’s based on their product. I carry around a tumbler that’s bulky and bigger
than anything I’ve carried, but when I go to sleep at night and I wake up the
It’s using new methods to find new customers—social media and magazines next morning, there’s still ice in there. It’s that loyalty to product that I don’t
are among its strongest—and having success, says Finnegan. But, like every think any program or process gets to as well.”
other brand, it’s finding customers to be a moving target.
The key value for Orvis, he says, is the customer doesn’t settle for a lower
quality. Yes, the company’s products are a little more expensive. But the saying
is true: You get what you pay for. And quality isn’t something they’re going to
bend on.
“I asked our CEO when I first started here: ‘If you were going to start from
scratch, what would you do and why?’ I thought they would say, I would start
with an ecommerce experience and some flagship stores. But he said, ‘I would
find the best, kickass product, and I would sell the s*** out of it.’ Look at the
Only 764 of the cars were ever built, and they are now
considered one of the most prized possessions among car
collectors. One of the cars is owned by the father of Jake, a
effo ting, cu that i o sell c nearly 700,000 cars a year—larger than the next three dealers
hn so n As Jake pulls the Miura into the CarMax parking lot, he’s met by
a rk J6o0 a CarMax representative, who examines the car, collects details
M 3 alty about options and modifications, and begins the appraisal
Loy process. Most appraisals take less than 30 minutes, but this
isn’t an ordinary car, so as he waits Jake grabs his camera and
takes a look around. The company has an inventory of roughly
45,000 cars at any given time spread throughout its 180-plus
dealerships, with a wide range of options and prices.
“they
We’ll buy any car, whether
buy one from us or not,
from a Lamborghini to a “
25-year-old Datsun.
THE
ROMAN
ROAD
Caesars renders unto its loyal
members benefits that go beyond the
basics—and then reaps the rewards
Mark Johnson
Loyalty360
In the 2009 film The Hangover, four friends head to Las So, when the program’s officials got a request from one
Vegas for a bachelor’s party at Caesars Palace to celebrate of its Seven Star members that he wanted to recreate scenes
one of their “wolfpack” getting married. After their shots from The Hangover at the hotel for him and his buddies, the
of tequila get spiked with drugs, they awaken the next Caesars crew said OK. Then they got to work.
morning with no memory of the previous evening, but with
a host of mysteries on their hands. There’s a chicken in the Hotel suite? Reserved. Large tiger (with
living room, a tiger in the bathroom, a baby in the closet handler) in the bathroom? Check. Chicken
and former heavyweight champion Mike Tyson sitting at in the living room? Cluck. Mike Tyson
the piano singing “In the Air Tonight.” actually sitting at the piano lisping the
words to a Phil Collins song? Done.
With raunchy humor and situations that spark memories
for some, the movie has become a cult favorite among the
men’s comedy crowd-including at least one member of
Caesars Entertainment’s Total Rewards program.
Hotel suite
r
Large tigr)e
The gaming and entertainment company offers a wide
range of attractive benefits to its Total Rewards loyalty
dle
program members, particularly its Seven Star members (with han room
whose benefits include a free stay at the Atlantis in the in the b ath
om
Bahamas, a free cruise, a $500 dinner, free flight to the living ro
anywhere and a “signature experience” that really has Chicken in
itting
no limits. If the member is a baseball fan, for instance, n actually s
Mike Tyso e
they can be flown to Los Angeles, given a limo ride to o lisping th
at the pian song?
Dodger Stadium and hang out on the field with the Phil Collins
players before the game. words to a
“You want it and you’re a good enough the competition at the risk of losing. the guest journey, which will enhance the
customer of ours, we’ll do it for you at “The way we have maintained our overall customer experience.”
no cost,” says Michael Marino, Chief leadership position is through providing a
Experience Officer for Caesars. “We’re in a very rich rewards program coupled with It also helps that Caesars has been focused
service business, and in order to make your a great customer experience through our on customer loyalty for a long time. It was
rewards program work, you have to treat focus on service,” Marino says. the first company in the gaming industry
your customers well, but you can’t treat to offer a rewards program 20 years ago
them equally. There are certain customers The challenge and true juggling act is when it was at a disadvantage with its
you have to treat exceptionally well.” trying to provide the best experience to assets versus its competitors and struggling
top customers while not sacrificing those to maintain market share. Today, loyalty is
Marino acknowledges that his company at the bottom, he adds. They’re still loyal the core engine behind the entire business
has the resources to push its rewards members as well. That’s where Caesars model for the company.
efforts to Hangover levels when necessary, relies on its ability to collect and analyze
but at the same time notes that customer data, and then run test-and-learn programs “We believed that our path to prosperity
loyalty is less a budgetary issue than a to see what resonates with each customer was to truly understand our members, and
corporate mentality. Many companies think and what doesn’t. through that understanding provide them
their loyalty program is simply a points or with compelling offers that would drive
cash back program, he says, and even those return visitation,” says Marino. “As we
with a points program don’t invest enough learned more about the members, we could
“
to reap the economic returns because they be smarter about what we offered them
can’t believe or understand how treating You want it and the experience we provided when they
customers like they are special will drive an
increase in finances.
and you’re a arrived. If you do this well, the chances that
you do get a significant lift in visitation,
good enough repeat visitation, and loyalty is high.
“The reality is, there are so many customer of
businesses that don’t treat their best ours, we’ll do Even if that means hiring Mike Tyson to
customers like they’re their best
customers,” he says. “They almost take
them for granted. My old CEO used to say
it for you at
no cost.
“ sing to your customers.
How can
brands leverage
neuroscience to
boost customer
loyalty?
For many consumers, the new year brings resolutions As a quick primer, habits are formed
to change habits—for brands it’s not so different. There
is a growing opportunity to leverage the science of habit
through a cycle of:
formation to acquire, engage and retain customers.
Both internal and external motivators don’t just gain functional benefits from insight into the consumer’s mind and
drive consumers, with internal ones the using their products (namely, improved emotion, which requires sophisticated
hardest to understand and influence. oral health) but also emotional benefits: approaches, from mobile ethnography
Consider tipping at coffee shops, a com- the confidence of having a beautiful smile. (capturing a shopper’s state and mind at
mon consumer habit. Cue and behavior They can use this insight when design- the very moment of decision-making and
are easy to identify: The tip jar on the ing their loyalty program, both to cre- choice) to empathy maps (triangulating
counter (or increasingly Square’s interface ate a “hook” for enrollment and to keep what consumers say, do, think and feel) to
prompt) provides the cue, while the actual program members engaged. How about facial expression analysis, eye movement
tipping is the routine. The motivation for instead of letting users accrue points, tracking and timed response tracking (to
the behavior and the ensuing reward are replacing the commonly used points with account for subconscious responses in
not as straightforward to describe, as they a “currency of smiles” to show progress consumer research scenarios.)
are often unconscious and vary across and keep customers motivated to perform
consumer segments. Some get satisfac- and track a daily oral care behavior like Using research methods like these, loyalty
tion from fulfilling a perceived obligation, brushing or flossing? marketers can get an edge on develop-
others are motivated by a sense of social ing innovative loyalty programs that give
justice based on the discrepancy of the them a competitive advantage.
barista’s presumed income and their own,
and yet others fear social repercussions
for being perceived as stingy.
For deeper reading on habit formation, we recommend
Brands want their consumers to form
turning to the writing by Nir Eyal (nirandfar.com)
habits around the use of their product, and Charles Duhigg (charlesduhigg.com)
service, or other touchpoints with the
brand. In a marketplace offering ever Antje Helfrich is a Senior Manager at Lenati and
increasing choice to the consumer, one brings over 20 years of experience developing
way of increasing customer retention is customer-centric marketing strategies. She has led
successful initiatives with well-known brands including
to reduce the mental effort that it takes
Starbucks, Microsoft, T-Mobile, Philips, Vans, AT&T
to choose a particular product or service and more. Antje is passionate about the intersection
over another, or to engage with the brand When designing the rewards portfolio, across business, consumers, and marketing technologies.
in more and varied ways. Reducing mental knowledge of the habit formation process As a leader in Lenati’s B2C BU she helps clients
effort is exactly what habits do, and helps steer brands toward rewards that transform customer experiences, drive loyalty and
loyalty programs are designed to establish speak to the emotional benefits the cus- generate business growth.
and sustain habitual behaviors around tomer is experiencing. Going back to our Meg Tronquet is a manager at Lenati specializing in
product use, purchases, event attendance, oral health care example, consumers who customer loyalty and marketing strategy driven by data
and digital engagement. The challenge for buy high-end electric toothbrushes tend and customer insights. Her past client work ranges from
brands is to learn what truly drives cus- to take a lot of pride in their oral health Fortune 100 enterprises to mid-market brands, and
tomers to purchase or engage and how and are interested in product innovation. spans industries including healthcare, life sciences, high
tech, retail, and not-for-profit. Meg’s expertise is in
to affect the functional and emotional Inviting loyal customers to an exclusive collecting and analyzing consumer data to develop
triggers. If they don’t, they risk reinforc- product innovation panel might be an customer-oriented strategies that influence behavior,
ing a transactional relationship with their unexpected but perfectly fitting reward, create deep customer connections, and drive change
customer rather than truly becoming with much higher perceived value than across a business to produce meaningful results.
the “brand of choice” for the consumer discounts on future purchases.
based on deeply ingrained habits driven
by emotional needs and motivators. For How do marketers find out what drives
example, a consumer oral care company the habits they hope to establish amongst
we work with understands that customers their customer base? They need deep
For Groucho’s Deli, a franchise restaurant operation, customer engagement Gilbert Bailey
and data-driven customer insights have been the dual drivers behind the VP Analytics & Customer
growth and adoption of its wildly popular and successful loyalty program. The Engagement at Xenial, Inc.
Groucho’s Deli app defines next-generation loyalty by combining gift card/
stored value (wallet), rewards, and in-app mobile ordering into a single app.
100%
Franchises participating in Average ticket size
Groucho’s Gift+Rewards growth 25%**
200%
Frequency of visits Growth of CRM database*
increased 16%
Fueled by marketing innovation, Gilbert Bailey drives the Analytics, Customer Engagement and Stored
Value teams for Xenial, a Global Payments company. Global Payments represents over 2.5 million merchant
locations across 30 countries. Passionate about influencing consumer engagement, Gilbert is directly
involved with well-known national brands such as Taco Bell, Jack in the Box, Panda Express, Qdoba
Mexican Eats and Whataburger, as well as thousands of independent operators. Gilbert earned back-to-back
Inc. 500 Awards early in his career and back-to-back Fast 50 Awards in Charlotte, N.C. two decades later.
Lior Arussy
President and CEO
Strativity Group, a global customer relevance firm and the author
of the upcoming book Next Is Now (Simon & Shuster 2018)
It is no surprise that, in recent years, finance and marketing Decision trees and CLTV: a step forward
teams have invested significant resources in understanding
the behavior of loyalty program members and producing For companies looking for a richer and more detailed
forecasts of expected future revenue and cost. understanding of the financial impact of the behaviors of
the members of their loyalty program as a whole, decision
Loyalty programs continue to grow in both popularity and trees and CLTV modeling offer a further step forward. The
scale. Therefore, finding the balance between unlocking idea is to group members into a number of clusters based
additional revenue opportunities and granting points that on similar accrual and redemption behavior. The future
can represent a very material liability on a company’s performance of the program is then forecast by analyzing
balance sheet has become more critical to effective loyalty this reduced number of groups.
program management.
CLTV is hardly a new concept. CLTV modeling has
To date, most approaches have analyzed summarized data historically been used in retail, banking, insurance and
of a programs’ redemption behavior. However, a limitation other sectors to estimate profit and loss at an individual
of these aggregated data modeling techniques is that they customer level throughout the time that the customer is
can’t tell sponsors about individual members’ earning and engaged with the company. For example, this approach
redeeming activity that, in turn, provides significant insights has been used by retailers to determine the appropriate
on the benefits and costs of a program. offers to present to customers, and by financial institutions
to specify tailored rates and prices. Yet their use in loyalty
programs remains fairly rare, despite characteristics that
make them plainly suited to this application.
+
For example, one model might predict how likely Individual Change in expiration
member rules, earning/
the customer is to stay engaged with the product, characteristics redemption charts
while another might predict spending patterns
while engaged.
Willis Towers Watson (NASDAQ: WLTW) is a leading global advisory, broking and solutions company that helps clients around the world turn risk into a path
for growth. With roots dating to 1828, Willis Towers Watson has 40,000 employees serving more than 140 countries. The company designs and delivers solutions
that manage risk, optimize benefits, cultivate talent, and expand the power of capital to protect and strengthen institutions and individuals.
The problem:
If you are thinking of launching a new mobile app to Customers increasingly tend to stick to mobile apps they love,
fundamentally improve interactions with your customers and the competition for their attention grows. Hence, launching
a successful mobile app is becoming more difficult than ever.
MAKING YOUR
MARK IN THE
NEW WORLD
OF CX
“IN WHATEVER WAY YOU HAVE ENTERED THE CX
WORLD, MAKE THE MOST OF YOUR EXPERIENCE
AND BE PREPARED TO KEEP LEARNING.”
Shelly currently leads the Customer Experience Consulting group for Confirmit’s
Americas organization. Shelly’s team’s mission is to help Confirmit prospects
and customers to grow their CX programs to maturity, enabling transformational
Shelly Chandler change that optimizes customer and employee experience. Shelly is actively
VP, Customer Experience
involved in building out team capabilities, products and services to not only
Consulting, Americas
Confirmit
support the company’s technology, but also to enlarge the view of CX internally
while providing thought leadership externally.
Tad Fordyce
SVP Loyalty
Epsilon
WAYS TO LEVERAGE
LOYALTY TO ACHIEVE
BRAND ADVOCACY,
ONE MEMBER AT A TIME
Creating lifetime advocates for your brand is no easy task. It’s a natural tendency for consumers
to switch brands. In a recent study, 87 percent of consumers reported that they shop around.
As loyalty marketers, we need to focus our efforts on transforming our most engaged customers
into brand advocates.
This means transitioning them from a loyalist into an organic spokesperson for your brand.
An advocate communicates the value proposition of your brand’s product or service through
word-of-mouth conversations, email, and comments/reviews on websites and social media.
An advocate shares his/her positive opinions, which creates a feedback-loop between customers.
KNOW YOUR CUSTOMER: During the first 90-120 days following program
enrollment, loyalty marketers need to get to know their customers and keep
them engaged. Connections are no longer just based on behaviors. Emotions are
an integral component to powering connections, helping to sustain lifetime loyalty.
Remember the saying “it’s the first impression that matters?” This initial period
forms the foundation of the relationship between consumer and brand, so make
it count! For insights into how you can get to know your customer, please read my
recent featured columnist in the February edition of Loyalty Management titled
“Powering lifetime connections, the three stages.”
2.
ALIGN YOUR TECHNOLOGY WITH YOUR GOALS: Ensuring you have the
right platform for your loyalty program needs is essential. While large technology
platforms focused on scalability is important as it offers flexibility for growth such
as adding new brands, it does not fulfill the needs for all marketers’ goals.
Loyalty is not a ‘one size fits all’ type of program. For example, if you’re a retailer
looking to create a differentiated and engaging experience for your customers
while inspiring brand loyalty, then a Software-as-a-Service (SaaS) platform such
as Epsilon’s Agility LoyaltyTM might fulfill your technology needs. It’s a platform
that powers lifetime connections that count by providing access to the industry’s
most powerful platform, identifies your best customers and their behaviors,
enables the ability to connect with clients in the channel of their choice, and cre-
ates personalized and engaging experiences in the moments that matter the most
through Momentum. It’s a total solution – streamlined, cost efficient, quick to
market and is designed to grow.
3.
KEEP YOUR PROMISES: Once a consumer establishes trust in your brand,
they’re on the path to becoming an advocate. Delivering consistent messages, offers
and experiences is key. Your loyalty program should adapt to members’ lifestyle
helping to add convenience and create brand stickiness. Dunkin’ Donuts DD Perks
program offers convenience with features of on-the-go mobile ordering, ‘pay with
our app’, give the gift of Dunkin’ and find a Dunkin’ near you. The program is very
relevant to each members’ preferences and provides offers and discounts of their
favs and has a surprise and delight component and sends offers for extra treats and
goodies ‘just for being you’.
Ron Orgiefsky
Managing Director
emnos
Have a loyalty program. And “work” it. Balance between online and offline.
1 4
It may seem simple, but just having a loyalty program is an It’s 2018. By now every retailer understands the value of
important step in building loyalty. However, it is important to having a digital presence. But don’t ignore your non-digital
not just have a loyalty program, but to foster and build a loyalty customers or traditional interactions with most customers
program. This enables you to not only communicate with your who likely engage with you across multiple means or channels.
shoppers over time to enhance your relationship with them, The customers who don’t use your mobile app are likely still
but it also allows you to capture vital purchasing behavior very valuable shoppers. While mobile is the hot, new channel,
data over time. This data is crucial in planning what you sell running app-only offers could lead to missed opportunities
and how you sell it to drive trips and build baskets, and offers with traditional shoppers. This is where data and customer
you the opportunity to personalize the shopping experience. understanding is key. By creating a good mix of shopping
Regular content-driven interaction (like recipes and nutrition opportunities on mobile and offline, retailers can reach their
information), event-based offers, and customer community maximum number of shoppers with basket-driving and/or
building brings in a long-term sense of association with your loyalty-building offers. The data can help you understand the
brand, and loyalty to your brand. proper balance for what you are trying to achieve.
Wes Barkwill
Director, Customer Success
Stellar Loyalty
THE BIG
RETENTION
REINVENTION
Every marketer knows that customer retention refers to
the activities and actions companies and organizations take
to reduce the number of customer defections. The goal of
retention programs is to help companies retain as many
customers as possible, often through customer loyalty and
brand loyalty initiatives.
BALANCE OF POWER
Most of all, consumers want real, satisfying experiences when they
nteract with the brand. They truly want to bond with a brand and under-
stand what it stands for and how it inspires or delights them. The new
focus for retention should be on enriched customer engagement and
Consumers have unprecedented selection in all areas, and the digital experience strategies, because that is the only way to continually satisfy
shopping landscape makes quick and easy comparison shopping the savvy consumers who demand ongoing, high quality interaction as the
norm. They are more focused on price, value and ease of purchase basis for their continued brand loyalty.
(and expedited shipping!) than on the brand they “always buy from”
in the way perhaps their mother or grandmother did. If Lyft, Seamless, and Blue Apron have taught us anything, it’s that
customers want convenience, speed, ease and a great experience. It’s
When it comes to purchase behavior, a recent McKinsey report found hard to go back to a dated yellow cab when your Lyft driver provides a
that only 13 percent of consumers were loyalists, and a full 87 percent pristine ride, water bottles and phone chargers. Buying groceries and
of consumers were shopping around. The conclusion? “We see such opening a cookbook is so “yesterday” when you can now whip up an
data as an important signal that new technologies and greater choice inventive meal courtesy of Blue Apron (with ingredients and recipes
are changing how consumers are thinking and acting across their delivered to your doorstep in a freezer-packed box). It’s more than
consumer journeys.” dinner; it’s like getting a present every other day.
Switching brands has never been easier, and consumers are always But again, loyalty is only as strong as each and every brand interaction.
being bombarded with newer, shinier offers. They really do have the Just because a customer had a good experience during her last purchase,
upper hand in today’s shopping environment and furthermore are it doesn’t mean she won’t jump ship if the experience, message or social
trained to rate, review, and share their opinions about brands via reviews are more persuasive from another brand. In fact, according to a
Twitter and Facebook—and they aren’t shy. recent study by McKinsey & Company “evidence has begun emerging that
consumer bonds with many brands is slipping, with active engagement
The statistics are clear: Consumers have high expectations about their in loyalty programs falling by two percentage points, and 58 percent of
brand experiences and the proliferation of social media means that loyalty members not using the programs for which they are signed up.”
negative encounters will undoubtedly be broadcast and have negative
effects on the bottom line. By 2020, customer experience will overtake product and price as the
key brand differentiator (Source: Walker Info), and brands are starting
to take notice: Gartner predicts that this year, more than 50 percent
of organizations will redirect their investments to customer
67 percent of consumers list bad customer experience innovations.
experience as one of the primary reasons
for churning (Source: Kolsky). Amazon of course is at the vanguard of the ideal new customer paradigm.
Clearly, they have the greatest selection in one place on the Web, and
their customer service is superb. They’re constantly providing more
value and perks with Amazon Prime, and they deeply connect with their
39 percent of consumers avoid vendors customers through their Amazon Smile program that lets users log into
for over 2 years after having a negative smile.amazon.com so their purchases will help fund their charity of choice.
experience (Source: Zendesk). The Amazon model is retention reinvented. And reinvention never stops.
Case in point, the new Amazon Go retail stores with no checkout required.
How you bond with your customer and make each interaction build on
95 percent of consumers share bad the satisfying relationship is what will move the needle. Are you
experiences with other people demonstrating shared values? Are you providing fun or special VIP status
(Source: Zendesk). to regular customers the way Zappos does? Retaining customers is a
continuous two-way relationship that must be nurtured, valued and
reinforced in every encounter.
Overall, the new retention paradigm challenges marketers to get out of their
comfort zone and develop innovative new ways to woo potential custom-
50 percent of consumers would 86 percent of consumers are ers —including the ones they assumed they had in the bag. Today, every
use a company more frequently willing to pay up to 25 percent
customer should be treated like a new customer—because they just as easily
after a positive customer experi- more for a better customer
ence (Source: NewVoice). experience (Source: RightNow).
can become someone else’s customer.
2018
May 15 - 17
Caribe Royale | Orlando, Florida
loyaltyexpo.com
W E LCO M E TO O R L A N D O
Loyalty360 Awards
Now in their fifth year, the Loyalty360 “The Loyalty360 Awards are designed This year’s award categories are:
Awards are the most coveted awards to recognize those brands that truly • Creative Campaign
in customer loyalty, recognizing brands understand the complexities behind our
• Technology & Trends
that are building lasting and profitable changing industry,” says Mark Johnson,
relationships with customers. With an CEO of Loyalty360. “We’re incredibly • Customer Analytics & Data
emphasis on objectivity, The Loyalty360 proud of both the judges and finalists • Program Partnership
Awards are selected by an objective for the work they do in driving customer • Loyalty/Reward Program Design
judging panel of top-level customer loyalty forward and look forward to seeing
• Employee Engagement
loyalty executives. who takes home the top prize in Orlando.”
K KEYNOTE SESSION
He and his research have been featured in The New York Times, The Wall Street Journal, National Public Radio, the Los
Angeles Times, CNN, U.S. News & World Report, Time magazine, New York magazine, Newsweek, Reuters, Family Circle,
Real Simple, and elsewhere.
G GENERAL SESSION
Prior to joining CarMax, Jim served as CMO for The Scotts Miracle-Gro Company, where he led all brand
responsibilities, including global innovation, product development, advertising, packaging, and pricing. Prior to Scotts,
Jim was CMO at Nationwide Mutual Insurance Company, responsible for corporate strategy and marketing, brand
management, advertising, and communications. In addition, Jim has held marketing leadership positions at Cigna
Healthcare Inc. and FedEx Corporation.
Jim received his MBA in Marketing and BS in Journalism and Advertising from the University of Oregon. He serves as
a trustee for the Wexner Center Foundation.
G GENERAL SESSION
She serves on the executive committee of the U.S. Travel Association, along with the Professional Advisory Board of
St. Jude Children’s Research Hospital. She was recognized by Moves Magazine as a 2016 Power Women recipient for
her work in serving as a role model for future generations of young women. Duffy is also a member of The Committee
of 200, an organization of the world’s most successful women business leaders that supports, celebrates and
advances women’s leadership.
G GENERAL SESSION
Join CMO Jackson Jeyanayagam as he explains to attendees how Boxed is looking to disrupt e-commerce through
a focus on mobile and a fresh take on the e-commerce experience, from the moment customers visit the site to the
moment their package arrives at their door and beyond.
B BREAKOUT SESSION
Popelka holds a Bachelor’s Degree in Journalism, Broadcasting, Film and History from the University of
Nebraska-Lincoln.
B BREAKOUT SESSION
From bank branches to big box retailers to warehouses and distribution centers across the globe, CMO Bruce
Stewart will discuss case studies in which this IoT transformation has enabled the client to deliver on a brand
promise and elevate its customer experience through thoughtful digital and IoT transformation. By harnessing
the immense (and still growing) power of technologies, these clients are able to find a path to customer loyalty
that is both effective and, perhaps even more importantly, unique to their brand, while simultaneously driving
more efficient and productive businesses.
B BREAKOUT SESSION
Prior to joining Gannett in May 2014, Andy served in a range of senior marketing leadership positions in media/
entertainment and financial services industries having worked for Viacom, Dow Jones, Columbia House and
American Express. Andy received his MBA from Columbia Business School and his BA from Bucknell University.
B BREAKOUT SESSION
B BREAKOUT SESSION
B BREAKOUT SESSION
Last but not least, she is the proud mother of four very darling, multi-cultural rainbow children.
B BREAKOUT SESSION
SPECIAL
OFFER
2018
loyaltyexpo.com
Code cannot be combined with other offers or applied to existing registrations. Valid until May 15th, 2018.