For me it boils down to 3 core components:
TIME – To reiterate Mike’s first point in the article, this is a full time position. Adding loyalty program ownership to someone’s already full plate (especially if not explicitly asked for) is a good way to ensure it does not get the attention needed for success.
CROSS-ORG APTITUDE – There are so many inputs to consider: marketing, technology, data collection, ROI modeling – the list goes on and on. The leader of a loyalty program must be wired to understand ALL areas and how they weave together.
CX KNOWLEDGE – At the end of the day, the purpose of this role is to strengthen the bond between brand and consumer. Whether a candidate is from the inside or outside, a thorough understanding of the brand’s specific CX is vital. (A baseline in behavioral science to help answer “why are they currently acting this way and how can we implement change” doesn’t hurt either.)
Agreed whole-heartedly on Lyle’s point that they must be a dynamic personality and hold a valued voice in the organization. Otherwise, roadblocks will mount and something that should take 6 weeks to execute will take 6 months, which is demoralizing to all parties involved.
Interested to see how many people on here use an Echo vs Home -- and for those who use an Echo, would this solution ever get them considering moving to the Google ecosystem? My assumption is that the answer will be pretty one-sided....
This is certainly on brand for REI, which is why it will be embraced by its outdoor-centric consumers and acceptably received by its vendors (because consumers of these brands will be looking for this type of initiative from the company regardless of distribution channel). I'm not certain this type of hard line will work for other genres of retail where the end-consumer isn't already aligned to the mindset, though I sure do wish more would try!
When taking on "gamification" this app-game approach is about as basic as it gets. Hopefully the novelty will achieve the goal of raising awareness of the loyalty program (which I am assuming is Domino's end goal). Reading reviews of the app is a reminder though that there is a fine line between creating a challenging experience (leading to a greater sense of pride when completing) and a frustrating experience (creating a negative brand interaction). Looks like this particular app might fall to the latter.
With a lens at the take-out or made-to-order foodservice industry, I think there is an opportunity to engage the consumer in store during the usually mundane period when they are waiting for their food, i.e. if you know that the average person waits 5 minutes from when they place their order to when their food is ready, create a brand experience that will engage them for approximately that period of time, instead of having them aimlessly moseying through their phones waiting to hear their name called.
I have been out of the commercial real estate scene for a number of years, but to your point Rick, more than once I saw the negative unintended consequences that a successful small business had on its neighborhood. A business would gain a cult-like following and elevated reputation within its community and the landlord saw this as a green light to raise rent for that and surrounding properties. Not to say that increased rent for a transitioning or newly hip part of town is unwarranted, but unfortunately instead of rewarding tenants for increasing the value of their investment, landlords were punishing their success. This put companies in a tight spot because their identity had become ingrained with this specific location and its community, so moving even a few blocks away could be detrimental to their business.
For the question of portraying women in conventional versus unconventional roles it's pretty simple -- brands just need to depict women in a way that will resonate with their desired audience and which aligns with who they are as a brand. It won't be the same for everyone, and like Heather said in her quote "there is no clear right or wrong." (Side note: I'm not sure what is categorized as "unconventional" but don't think participating in outdoor sports fits that billing ...)
No doubt that under the guidance of The North Face's expert marketing team, this will be a successful campaign for them.
I do really like this spot, in particular the energy derived from the music (I tend to be super picky about song selection in ads and movies). This song is from the artist "Madame Gandhi" whose brand definitely aligns with this overall campaign and though the lyrics are a bit difficult to hear, they really hammer home the message:
"I heard Amy Poehler speak at the White House
Her words hit me hard like a light bulb
Fictitious depictions of girls must die out
If we want to live in a world that triumphs
I am just talking about loving the femme
I ain't talking bout nobody else."
This is not the answer for malls. As someone who has seen probably 10 movies in mall theaters over the past few years, I can say that I have not made an extra retail purchase during those visits a single time. The number one reason? I see movies in the evening (when most people do) and all three of the malls which I have attended close their shopping stores at or before 9 p.m. This means all the stores are closed by the time potential customers get out of any show that starts after 7 p.m.
Also, hoping that the customer does not utilize your product probably isn't the most sustainable approach when there is no major barrier to exit. I could see monthly subscriptions spiking during the holidays for all the big releases and dipping largely after. We shall see.
I think Starbucks understands that their loyal clientele might see themselves as "above couponing" so their marketing department needed to find a way to rebrand the discount model. *Cue "invite-only"*
The other play is simply getting more people involved in the program and utilizing the app for quick happy-hour access. Behind the scenes, Starbucks begins building your consumer profile, you get more targeted "coupons", and when Starbucks pulls the plug on the "all night happy-hour" promo in 6 months, you simply shift your behavior on to their next offer instead of the next coffee shop.
Two areas that luxury brands need to execute on a higher level than the typical online shopping experience are:
An Elevated Unboxing Experience. The value and character of a brand needs to live in every single element of the package. From exterior boxes and dusters all the way down to adhesives and packing slips – the quality of every detail must be accounted for. If a customer feels guilty throwing away the box their item arrived in, things are on the right track.
Immediate Customer Service. Luxury brands need some type of channel where customers can communicate with a brand rep in real time. I’ll wait a day or two for an Amazon vendor to respond when my dinosaur-shaped taco holder arrives broken, but when there is an issue with my $3,000 watch, I want someone on the phone NOW.
Agreed that luxury retailers need to make sure they are delivering in line with today’s status-quo online experience with regards to returns, personalization, etc. However, one area I don’t think luxury retailers should concern themselves with is matching the speed of delivery that is now expected from the Amazons and Walmarts of the world.
Knowing that a package is being shipped from London, ENG instead of an 800,000 sq ft Amazon fulfillment center in Missouri actually adds perceived value to the item, as well as extending the acceptable timeframe of how long delivery will take. The exclusivity/scarcity of the item is part of the allure. With that said, if there is an extended shipping period it is all the more important that a brands tracking experience be top notch for their high-paying consumers.
One of the most successful implementations I have come across recently are Warby Parker's videos that are made in response to user questions. They are more of a UGC-hybrid with the actual content being created by the brand, but they are spurred by consumer content and delivered in the same manner that an authentic UG video might be (low production setup with one person talking to the camera). This lends them a level of authenticity and trust that is not available through mass-marketed media. (Here is a link if anyone is curious.)
Additionally, UGC can be very successful when it reinforces what a potential consumer wants to see, essentially giving them "permission to proceed" with the transaction. If companies find that there are FAQs about their product, they would be well served to try and find UGC which answers them in a positive manner.
Agreed that Canon's business gives them an unfair advantage at relevant and high quality UGC, but good on them for taking advantage.
For me, Timbuk2 finds itself in the "close, but not quite" category. Many other companies who make bags can be successful at UGC because their usage comes in more photo-friendly/inspiring scenarios (North Face, Patagonia, Cotopaxi, etc). Unfortunately Timbuk2's daily grind doesn't lend itself to the same.
L+ should just stick to professional imagery shared by users through channels like Instagram and Pinterest.
Agreed on individual behavior. Despite what segment a consumer might look like on the surface, their behavior is king. An ideal scenario is having an infrastructure which is not only able to personalize, but also evaluate real-time whether the implemented personalization is achieving the desired effect and if not -- being nimble enough to adjust the strategy accordingly. Easier said than done (and not easy to say!).