PROFILE

David Slavick

President, DAS Loyalty Consulting, LLC
Multi-channel retail marketing expert leveraging data insight to drive strategic planning, communications/ offer management, customer loyalty program design, in-depth analytic skills, highly accountable execution and operational components. Led large teams in the development and sustained innovation for CRM/Loyalty programs while at Accenture Interactive/Digital Retail, FTD Companies, Sears Holdings and American Eagle Outfitters. Specialties: Assessing technology infrastructure and gaps to solve for limitations and constraints in 1:1 relationship marketing. Strategic planning and analysis to drive incremental profitable return on investment from valued customer segments. Deliver practical recommendations that are actionable based on extensive experience in the CRM/Loyalty discipline. Lead with Six Sigma project management discipline in order to meet/exceed timelines/expectations.
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  • Posted on: 05/24/2019

    Questions abound about the value of net promoter scores

    That's a rich story. Take the score result and then get a consulting assignment. Those who do are fools. If you commit your enterprise toward listening to your customer -- voice of customer study, not one simple question -- you'll be much better off. Plus having a commitment to social listening through great providers such as Sprinklr.
  • Posted on: 05/24/2019

    Questions abound about the value of net promoter scores

    If you are an Influencer or Opinion Leader or Advocate your promoter score matters. If you split your behavior, affinity or spend across the competitive set, you don't matter. Thus from my perspective it is a black/white issue. What truly matters is Customer Lifetime Value. I used to be a huge fan of Best Buy. I actually paid to join the Rewards Zone loyalty program when first introduced. I am no longer an advocate because they've ruined the program with a weak value proposition, dropped selling music in-store and prices for electronics aren't competitive. So NPS at Best Buy, if ever asked, would not rate a 10.
  • Posted on: 05/20/2019

    Just how big is Amazon’s ethics challenge?

    I find this discussion very multi-layered. Perhaps Amazon takes a hit regarding ethics because of who is its leader and that Mr. Bezos is also owner of a prominent newspaper leading the charge for fact-based reporting. Regardless, I am a free market supporter. This leads me to put all the burden on the consumer, let the buyer beware or said differently, let the user be aware. Privacy concerns? Don't put a listening device or a security system in your home. Feel essential to support your local shops, then buy from them vs. relying on the convenience of free shipping. It is all about customer choice. Amazon is not at fault. They are in the business of winning. It's a tough battle out there, but they are not at fault. Competition is good. Complacency is bad.
  • Posted on: 05/16/2019

    Why does loyalty program ROI remain so murky?

    For mature programs I seriously doubt most program managers actually examine their original business case and associated assumptions for the financial model to confirm and/or deny assumptions made. Likewise, I seriously doubt that the owner of the program sitting in CRM or Loyalty or Customer Experience wants the CFO or Finance team auditing their program metrics. The investment in the program MUST be supported by ongoing examination of assumptions and proof points. Over time, pre vs. post launch comparisons to support incremental lift projections loses its validity – too much time has passed, competitive environment changes. We all recognize that the program is a stimulus. Loyalty leadership must have a precise method to understand incremental lift and that comes from seeing:
    • Member value migration
    • Lift in social engagement
    • Referral rates
    • CSAT change to the positive
    • Enrollment growth consistent with the financial model projections
    • Match rate/compliance – transaction to member
    • Active Rate
    • Attrition Rate “reduction” – losing less customers than prior year who were active – so more active remain active YoY
    • Improvement in Controllable Churn
    See my article for more.
  • Posted on: 06/30/2016

    Can retailers sell anything without sales?

    Consumers lie. If they need it, they won't wait for a sale and it is at higher numbers than the surveys reveal. I feel like I am Trump saying don't believe in the polls ;-). Nordstrom is not a discounter, they thrive in a tough environment. For those customers looking for a sale — and it is everyday — there is Nordstrom Rack. Perfect — position the options for the consumer so they buy from you full price or on sale, but don't cut into your margins when the goods first land in the store. Take the customer's eye off price, How? By offering a loyalty program and a "cheaper" discount is bonus points vs. markdowns at 10, 20, 30 and 50% off. We did this successfully at American Eagle Outfitters and it significantly reduced the internal markdown rate.
  • Posted on: 06/30/2016

    Marc’s sends recipes via beacons

    I created my profile with allrecipes.com — they did not ask what my communication or channel preferences were. Did they ask how often I want to be communicated with? No. Did they ask if I preferred email vs. mobile channel? No. The key is offer real time and engage with the opted-in consumer to the mobile app based on their preferences. You are invited to communicate. Respect it. Ideas on how to take advantage and do more/better? Promotions vs. coupons. Use of the app gives us unique access to 1:1 dialogue or private chat with your favorite chef. Opportunities to travel and learn new ways to cook healthy, bbq, bake, etc. from partners/experts. Pushing coupons to pull product off the shelf is a "hit and miss" proposition.
  • Posted on: 06/29/2016

    How should luxury brands embrace the internet?

    Online is about convenience. Online is about comparative analysis. Sharing with friends on what to buy. Low risk, high reward. Luxury brands and the products/services they sell can most certainly sell online. That is without question. Perhaps a limited/exclusive set of products/services that engage the consumer in the allure of the brand and is balanced with content/experience/engagement that is entertaining as well as informative. Margins on luxury goods dictate that price accompanied by potential fraud through online transaction is a concern. No brand should avoid e-commerce. The vision for the brand and what the online experience should be now and into the future, that is the challenge to be solved for.
  • Posted on: 06/29/2016

    What does it take to deliver on the promise of customer centricity?

    Deliver integrated customer-centric strategies and tactics. I honestly think grocery category companies talk a good game to justify customer compliance — identifying themselves at point of purchase and through online coupon selection, but they are not implementing at the individual/customer-centric level. Absolutely taking the data in and using it to inform their buying, display and logistics planning. The store is merchandised differently to accommodate the customer by unique location needs — CVS, and Walgreens in particular are best practitioners where no two stores are alike. Engaging the customer upon entry to the store, providing real-time recognition and reward as they shop the store — a highly satisfying customer experience that drives basket metrics and lifts overall satisfaction — the category will get there ... eventually.
  • Posted on: 06/29/2016

    Walmart promotes and takes heat for ‘Made in USA’ goods

    Does the public really care? Walmart promotes "Made in America" manufacturing. So they made errors and attempted to correct them. End of the day, let the consumer be aware and if they truly wanted to only buy "Made in America" they need to do their own due diligence to ensure 100% domestic product.
  • Posted on: 06/20/2016

    Why aren’t retailers closing more stores?

    As online sales as a percent of total retail spend continues to increase, the logical thought is that the physical store is at risk. However, the physical store is the highly-visible representation of the brand. If the store isn't present, you lose awareness. With a lower awareness you lose share of mind. Convenience for returns, personal service, touch/feel of the goods, experience of the brand persona through interaction with store associates -- all tangible aspects lost if the store no longer exists in your trading area. Strong modeling capabilities exist from analytical providers that can help retailers decide on which stores should go/remain open -- based on financial analysis plus target market/trading area factors including propensity to purchase online by the population in proximity to the store in question. How much share of market would the brand lose if the store closed? How much in sales could be retained by target customers who will no longer visit the physical store, but will continue to buy online? These are critical issues to consider -- but shrinkage of physical footprint is an inevitable hard trend.
  • Posted on: 06/20/2016

    Winning digital minds, analog hearts

    Clearly personal service, a one-to-one relationship with the store associate -- cannot truly be replaced by a digital engagement for most consumers. Access to information that enables an informed and highly satisfying retail experience is heavily reliant on digital tools and capabilities. The retail customer's heart is warmed by feeling appreciated through personal interaction, getting unique benefits that matter to them. As retail customers continue to rely on digital access to information and transact virtually, the role of the retail brand representative will evolve with even more demand on having real-time access to information as well as training that ensures a highly satisfying experience.
  • Posted on: 06/17/2016

    Millennials with money go shopping in dollar stores

    Long-standing studies reveal that affluent or upper middle class consumers have a much higher propensity to seek strong price/value in the stores they shop and items they buy. With smaller-sized households the dollar stores will attract this segment but not a skew of any significance such that the stores would merchandise differently. It's all about location, and dollar store chains located in strip centers are hardly convenient to upper income or value-seeking Millennials.
  • Posted on: 06/13/2016

    How can online returns be minimized?

    The customer is always right. Hassle-free returns plus free shipping is what has fueled e-commerce's exponential growth. Create different rules or a different class of transaction profile which governs returns and risk losing the customer. Abusers who are skewing the loss need to be studied through in-depth analytics, customer journey and research. What are the dominant variables? What can be solved for? What is endemic to the channel never to be overcome but perhaps can be mitigated? For a serial returner it can't hurt to cut the communication and promotion, don't you think? Most operators won't do it because they won't make their sales objective. There needs to be change from within and sometimes have to fire your customer.
  • Posted on: 06/13/2016

    Walmart Canada to stop taking Visa at the checkout

    The Canadian consumer is more actualized to the benefits associated with tender and the rewards earned than U.S. consumers. Their preference by a wide margin is debit cards, not credit. If they don't have the funds to pay your balance they are loathe to use a card with high APR. Two dominant providers duke it out and the result? The consumer loses out on choice per their preferences. All about the negotiation and in this case a divorce results with Visa losing out on revenue, though I doubt Canadian consumers will move their preferred Visa card down their wallet as a result.
  • Posted on: 06/10/2016

    Many shoppers are buying more online than in stores

    Friendly customer service — live agent. Advanced analytics to support insight that drives personalized service based on customer preference as well as predictive behavior. Seamless integration between mobile site and pc navigation of site. No hassle returns and free shipping — either with subscription or based on threshold spend. Easy to navigate website with smooth checkout process, prompts for live chat. Preference center that captures the customers' needs and wants, once ingested applied on a consistent basis to drive personalization and relevancy. By applying these practices and methodologies and more, online will continue to grow.
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