Search Results For: loyalty

February 14, 2007, and a crippling ice storm descends upon New York City. JFK is laminated with thick ice. JetBlue, its largest single tenant, opts to

When geo-social games those contests on mobile devices that let users check in and become of their favorite places first attracted notice, marketers were

The element of surprise and delight is simply that surprise and delight. When a brand hands a customer something completely unexpected, it shows that

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If your emails are more stone tablet than iPad, you might want to consider some innovative ways to shake up your campaign and get those open rates out of the hibernation they’ve been in since the Emailocene era.

Loyalty marketers are rarely accused of being slow off the mark, and the rate at which they have innately grasped two of the three Rs of loyalty marketing – reward, recognition, relevance –supports this.

Take rewards. Marketers are long accustomed to giving tangible thanks – airline tickets, extra groceries and so forth – to their customers who change their behavior and offer insights into what they value. And recognition has been offered in the form of special access to events or information, or upgrades when inventory allows.

The key to cutting through the clutter – and what will separate the truly genius loyalty marketers from the merely smart – is creating engagement by demonstrating they know who they are and what they care about. In short, by being relevant.

The very idea of a loyalty program assumes that customers will stick around for a while. While few marketers, save perhaps for mortgage lenders, are considering what customers will be like 20 years down the road, there are trends today which will shape the business environment of tomorrow, according to Kelly Hlavinka, managing partner at Colloquy.

Such predictions come with caveats. Short-range disruptive trends are harder to predict, so accept that Hlavinka won

You may be surprised by who you see in grocery stores these days. Recent studies reveal that approximately a third of the primary shoppers for groceries and household goods are now men

It’s a high-class, and at times bewitching, problem. Properly rewarding a customer who spends $200,000 a year could be as easy as a walk in the park

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