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1 COUNTLESS TIMES OF SEEKING
COUNTLESS TIMES OF SEEKING:LOYALTY PROGRAMS THAT LIGHTS UP CONSUMERS’ LIFEOPINIONS FROM CONSUMERS WITH MEMBERSHIP CARDS ON INVOLVING IN RETAILER LOYALTY PROGRAMS & THE BENEFITS
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FAITHFUL FOLLOWERS OR FAIR-WEATHER FANS?When it comes to shopping, choice is the operative word. Whether
consumers shop at a specialty retailer or a mass merchandiser,
on a computer or a mobile device, they have never had so many
ways to please the palate, discover the deal or pay the piper.
Differentiating your brand in such a crowded space is not only
critical, but also more difficult than ever.
A retail loyalty program can be an effective way to create
competitive advantage by reducing customers’ likelihood to switch
stores. Indeed, more than seven in 10 loyalty-program participants
in Nielsen’s Global Loyalty-Sentiment Survey (72%) somewhat or
strongly agree that, all other factors equal, they will buy from a
retailer with a loyalty program over one without. Loyalty programs
can also help drive more frequent visits and heavier purchasing.
Nearly three-quarters of global loyalty-program participants (74%)
agree that loyalty programs make them more likely to continue
doing business with a company, and two-thirds (67%) agree that
they shop more frequently and spend more at retailers with loyalty
programs.
Brick-and-mortar retailers are not the only ones benefiting from
loyalty-program participation. Two-thirds of global respondents
(66%) agree they’d shop more at online retailers if these sellers
provided loyalty benefits similar to those of traditional in-store
retailers. And increasingly, loyalty programs are at the leading
edge of technology as retailers incorporate advanced analytics,
mobile experiences and other digital solutions into their
programs.
And many shoppers appear to love loyalty programs. In fact, 66%
of global respondents say they belong to one or more programs.
But there is often a large gap between the number of programs
in which shoppers are enrolled and the number in which they
actively participate. So what distinguishes the winners from the
rest of the pack? While many tried-and-true retail loyalty-program
fundamentals can be applied anywhere in the world, there also are
3Copyright © 2016 The Nielsen Company
unique differences by country. For example, mobile loyalty apps
are particularly appealing in India and China, while non-monetary
retail loyalty reward programs are important in Morocco. Knowing
what program attributes resonate best with your customers will
equip you to drive engagement.
“Loyalty programs are intended to ultimately increase a retailer’s
share of the consumer’s wallet,” said Louise Keely, executive vice
president, Nielsen Global Retail Practice. “But loyalty programs
cannot be designed in a one-size-fits-all manner. There are big
differences in loyalty program preferences and habits across
countries, and across consumer groups within countries. These
differences include how consumers want to use technology to
engage with their loyalty program, what tangible benefits they
are seeking from loyalty programs, and even how much they care
about loyalty programs. Retailers need to determine who they want
to bring into the store or onto the website more, and design a
loyalty program for them.”
The Nielsen Global Retail Loyalty-Sentiment Survey polled more
than 30,000 online respondents in 63 countries to understand
what drives consumers to participate in retail loyalty programs. We
examined self-reported participation rates, the rewards or benefits
valued most, and the features that are most appealing in the
loyalty programs of the future. Finally, we provide insight into the
ways to build and maintain a winning loyalty program.
WIDESPREAD LOYALTY PROGRAMS IN TAIWANThe Nielsen Global Retail Loyalty-Sentiment Survey, 60% of
respondents in Taiwan are in loyalty programs. Among those,
80% are in one or more loyalty programs. Additionally, 60% of
respondents joining loyalty programs in Taiwan claim their loyalty
membership in-store by giving a telephone number or other
personal information, while more 53% do so simply by scanning
their membership card.
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Source: Nielsen Global Survey-Q1-2016
60% OF RESPONDENTS ARE LOYALTY PROGRAM MEMBERS, AND AROUND 80% OF THEM BELONG TO MORE THAN 1 PROGRAM
18 13
8
22 23
6 10
18 14
22 14
10 14
19 16
56
42
36
41 43
53 51 53 62 45
47 46 44
57
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9 3 16 10 5
7
2 6
3 5
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7
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2 5 6
1 1
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17 39 51 27 31 21 23 22 16 30 31 40 37 16 32
AU CN HK IN ID JP KO MY NZ PH SG TW TH VN AP
ONE 2 TO 5 6 TO 10 11+ NONE
HOW MANY RETAIL LOYALTY PROGRAMS DO YOU BELONG TO?
%
Source: Nielsen Global Survey-Q1-2016
MOST RESPONDENTS EASILY INDICATE THEIR MEMBERSHIP BY PROVIDING PERSONAL INFORMATION
60
53
39
27
17
13
3
LOOK UP ACCOUNT BY PROVIDING PHONE NUMBER, EMAIL ADDRESSOR OTHER PERSONAL INFORMATION IN STORE
SCAN CARD IN STORE
ENTER INFORMATION OR LOG INTO ACCOUNT ON RETAILER WEBSITE
USE RETAILER'S MOBILE APP
ENTER AND STORE LOYALTY PROGRAM INFORMATION IN A THIRD-PARTYAPP (SUCH AS KEYRING, CARDSTAR) THAT ALLOWS ME TO STORE
MULTIPLE REWARD CARDS IN ONE PLACE
ENTER AND STORE LOYALTY PROGRAM INFORMATION INTO DIGITALPAYMENT SYSTEM SUCH AS APPLEPAY/PASSBOOK OR GOOGLE WALLET
OTHER
HOW DO YOU INDICATE YOU ARE A RETAIL LOYALTY MEMBER?
%
5Copyright © 2016 The Nielsen Company
INDICATE YOUR LEVEL OF AGREEMENT WITH THE FOLLOWING STATEMENTS?
20
18
16
11
14
15
13
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16
11
9
8
57
58
54
56
53
50
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49
43
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35
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32
36
40
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36
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5
3
7
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15
23
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ALL OTHER FACTORS EQUAL, I WILL BUY FROM A RETAILER WITHA LOYALTY PROGRAM OVER ONE WITHOUT
I READ RETAILER PROMOTIONAL FLYERS/LEAFLETSAT THE RETAILER I SHOP MOST BEFORE I GO SHOPPING
LOYALTY PROGRAMS MAKE ME MORE LIKELY TO CONTINUEDOING BUSINESS WITH A COMPANY
I SHOP MORE FREQUENTLY AND SPEND MORE AT RETAILERSWITH LOYALTY PROGRAMS
I WOULD SHOP MORE AT ONLINE RETAILERS (E-RETAILERS) IF THEY PROVIDEDSIMILAR LOYALTY BENEFITS AS TRADITIONAL IN-STORE RETAILERS
I ONLY JOIN LOYALTY PROGRAMS TO GET FREE PRODUCTS OR DISCOUNTS
I AM COMFORTABLE WITH RETAILERS COLLECTING INFORMATIONABOUT MY SHOPPING HABITS IN EXCHANGE FOR DISCOUNTS
I READ RETAILER PROMOTIONAL FLYERS/LEAFLETS AT THE RETAILERSTHAT I DON'T SHOP IN
LOYALTY PROGRAMS ARE AN IMPORTANT PART OFMY RELATIONSHIP WITH A COMPANY
I AM MORE LIKELY TO PARTICIPATE IN A LOYALTY PROGRAM IF THERE IS AMOBILE APPLICATION AVAILABLE
FEE-BASED LOYALTY PROGRAMS (SUCH AS AMAZON PRIME)OFFER BETTER REWARDS THAN FREE ONES
I'M WILLING TO PAY A LITTLE MORE FOR A PRODUCT FROM A RETAILER WITH ALOYALTY PROGRAM THAN FROM A RETAILER WITHOUT ONE
STRONGLY AGREE SOMEWHAT AGREE NEITHER AGREE NOR DISAGREE SOMEWHAT DISAGREE STRONGLY DISAGREE
Source: Nielsen Global Survey-Q1-2016
THE MAJORITY OF RESPONDENTS SAID THEY’RE MORE WILLING TO SHOP AT A RETAILER WITH A LOYALTY PROGRAM
%
Moreover, 70% of respondents suggest that loyalty programs are
drivers for them to continue to shop in those specific retailers,
while two-thirds (67%) state they prefer to shop at a retailer that
has a loyalty program. Still further, respondents say that if loyalty
programs provided by online shops resemble those of traditional
retailers, they would prefer to shop online more often. “This
shows that promoting loyalty programs allows retailers to stand
out among fierce competition,” Terri Kang suggested, Director,
Retailer and eCommerce Vertical, Nielsen Taiwan.
In Taiwan, a good loyalty programs allow consumers to take
advantage of a number of useful benefits. 82% of respondents
said a good program includes “points or rewards for purchases
regardless of whether they were made in store, on a website or
a mobile device” or “personalized discounts or promotional
offerings based on past purchases”. “Ability to choose among
several types of rewards” (80%) and “opportunities to earn
bonuses through a specified activity (79%)” are also popular
loyalty benefits Taiwan consumers prefer.
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But what are the rewards or benefits that consumers in Taiwan
value the most? The answer is instant and direct feedback. Nearly
three-fourths (73%), 28% greater compared to the global average,
of respondents with memberships suggest that rebates or cash
back are most important, followed by product discounts (55%) and
free products (35%).
“Taiwan consumers want their loyalty programs to be simple and
comprehensive. Retailers have an opportunity to enhance the
attractiveness of loyalty programs by strengthening integration
and convenience through reward accumulation across stores.
Consumers want to take in loyalty programs that they know will
offer them real benefits, like cash back at the register or providing
tangible rewards. By offering customers more personalized and
f lexible options through their memberships, retailers have an
excellent opportunity to improve their members’ satisfaction, and
ultimately the retailer’s bottom line,” says Kang.
Source: Nielsen Global Survey-Q1-2016
RESPONDENTS FOCUS ON COMPREHENSIVENESS IN ACQUIRING RELEVANT REWARDS WHEN EVALUATING A LOYALTY PROGRAM
HOW APPEALING ARE EACH OF THE FOLLOWING RETAILER LOYALTY FEATURES TO YOU?
55 27
23
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15
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10
59
61
54
48
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45
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POINTS/REWARDS FOR PURCHASES REGARDLESS OF WHETHER THEY WEREMADE IN STORE, ON A WEBSITE OR ON A MOBILE DEVICE
PERSONALIZED DISCOUNTS OR PROMOTIONAL OFFERINGSBASED ON PAST PURCHASING
FLEXIBLE REWARDS OR THE ABILITY TO CHOOSEAMONG SEVERAL TYPES OF REWARDS
OPPORTUNITIES TO EARN BONUSES BY DOING SOME SPECIFIED ACTIVITY
POINTS/REWARDS FOR SHARING PRODUCTS AND PAGES ON SOCIAL NETWORKS
INTEGRATION WITH MOBILE PAYMENT SYSTEM SO I CAN AUTOMATICALLY EARNAND USE POINTS/REWARDS WHEN I USE A MOBILE WALLET
POINTS/REWARDS FOR REFERRALS
TIERED PROGRAMS WITH EXCLUSIVE REWARDS ONLY AVAILABLE TOCUSTOMERS IN A PARTICULAR LEVEL/STATUS
PERSONALIZED PRODUCT OR SERVICE RECOMMENDATIONS
STORE-SPECIFIC LOYALTY PROGRAM MOBILE APP
INTEGRATION WITH THIRD-PARTY APPS THAT CONSOLIDATE LOYALTY PROGRAM INFORMATION SUCH AS KEYRING OR CARDSTAR
VERY APPEALING SOMEWHAT APPEALING NEUTRAL SOMEWHAT UNAPPEALING VERY UNAPPEALING
COMPREHEN-SIVENESS
RELEVANT
7Copyright © 2016 The Nielsen Company
Source: Nielsen Global Survey-Q1-2016
MOBILE APPLICATIONS ARE USED LESS IN TAIWAN THAN ASIA PACIFIC , BUT PRESENT A FUTURE OPPORTUNIT Y FOR RETAILERS
HOW DO YOU INDICATE YOU ARE A RETAIL LOYALTY MEMBER?
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ENTER AND STORE LOYALTY PROGRAM INFORMATIONINTO DIGITAL PAYMENT SYSTEM SUCH AS
APPLEPAY/PASSBOOK OR GOOGLE WALLET
ENTER AND STORE LOYALTY PROGRAM INFORMATIONIN A THIRD-PARTY APP (SUCH AS KEYRING, CARDSTAR) THAT
ALLOWS ME TO STORE MULTIPLE REWARD CARDS IN ONE PLACE
USE RETAILER'S MOBILE APP
TW AP AVERAGE
HOW APPEALING ARE EACH OF THE FOLLOWING RETAILER LOYALTY FEATURES TO YOU.
FEATURE RANKING (MOST APPEALING LEAST) TW AP AVERAGE
STORE-SPECIFIC LOYALTY PROGRAM MOBILE APP 10th 8th
Kang further suggested there is an opportunity for leveraging
mobile devices in loyalty programs. “Compared to the Asia-
Pacific region, retailers in Taiwan have yet to drive mobile
application usage in connection with their loyalty programs.
This is another area where we see white-space for retailers
to innovate and further strengthen their engagement with
consumers. We already know mobile is an incredibly effective
way to get in front of your target customer, so the we see mobile
applications as a key tool where Taiwanese retailers can further
expand their efforts and reach.”
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MONEY MAKES THE LOYALTY PROGRAM GO ROUNDIt should come as no surprise that for the majority of respondents,
financial incentives are the primary reason for participating in
loyalty programs. Two-thirds of global respondents who participate
in loyalty programs (67%) somewhat or strongly agree that they
join these programs only to get free products or discounts.
When it comes to the most-valued loyalty-program benefits,
monetary incentives top the list in every region, by a wide margin.
More than half of global loyalty-program participants (51%) say
product discounts are among the three most valued benefits,
and discounts are particularly popular in Europe (62%). Fewer
global program participants (45%) say rebates or cash back are
among the most-valued benefits, but cash back is slightly more
popular than discounts in North America (49% versus 46%) and
Latin America (48% versus 47%). However, creating meaningful
differentiation requires offering more than generic deals.
“While tangible discounts are a usage driver for loyalty programs,
share-driving programs go far beyond these benefits,” said Keely.
“Tailoring loyalty benefits for specific consumers, and using the
loyalty program engagement vehicles—be it via an app, email, or
in-store interaction—all allow retailers to personalize the loyalty
program so that it’s not just a discount vehicle. Providing advice,
tailored offerings, and other services will delight the loyalty-
program member. In this way, there is no one loyalty program—
each shopper will have his or her own version of the program,
tailored to his or specific needs.”
Financial rewards are the most highly-valued loyalty-program
benefits for members of all ages, but product discounts and
cash back or rebates are rated higher by older respondents
than by their younger counterparts. Younger loyalty-program
participants value a few non-monetary benefits more highly than
their older counterparts, though the percentages who say these
are among the top three benefits are rather low. Fifteen percent of
Millennials say higher-priority service, such as first-class seating
or VIP customer service is one of their top three loyalty-program
benefits, more than double the percentage of Baby Boomers and
Silent Generation respondents (6% of each group) who say so.
In addition, 12% of Millennials say their most-valued benefits
include personalized products or service experiences, and 10%
say the same of charitable donations. These response rates are
more than three times higher than for Baby Boomers (3% for each
type of benefits) and Silent Generation respondents (4% and 3%,
respectively).
9Copyright © 2016 The Nielsen Company
FLEXIBILITY IS THE FUTURE OF RETAIL LOYALTYWhen it comes to the loyalty-program features members are
looking for, f lexibility is very important. More than eight in 10
global loyalty-program participants (81%) say it’s somewhat or
very appealing to be able to earn rewards regardless of whether a
purchase was made in store, on a website or on a mobile device.
Slightly smaller shares (79%) cite the ability to choose among
several types of rewards. More than three-quarters of global
loyalty-program members rate two other benefits as appealing:
personalized promotions based on past purchasing (77%) and
the opportunity to earn bonuses by doing some specified activity
(76%).
“An omnichannel experience is the new reality for consumers,”
said Keely. “Retailers can’t think of the online browsing and in-
store buying experience as disparate activities. Loyalty programs
and the engagement with members should engage holistically
across brick-and-mortar and digital channels across the entire
path to purchase, not just at check out.”
As adoption of nontraditional payment methods rises, loyalty
programs also should be f lexible in terms of payment type. Two-
thirds of global loyalty-program participants (67%) say integration
with a mobile payment system is somewhat or very appealing,
so they can automatically earn and use rewards when they use a
mobile wallet. Mobile-wallet integration is even more appealing in
Asia-Pacific (78%) and Latin America (75%) than globally.
“Mobile payments platforms will increasingly provide an
opportunity for loyalty-program engagement with consumers,
providing a convenient and personalized way for program
members and retailers to engage with one another all along the
path to purchase,” said Keely.
Flexible rewards, integration across channels, and personalized
promotional offers are highly appealing to respondents of all ages.
However, not surprisingly, younger loyalty-program members are
more likely than their older counterparts to recognize the appeal
of these features—particularly those regarding mobile or social-
media integration.
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ASIA-PACIFIC: AN APPETITE FOR APPSIn the more-developed markets of Asia-Pacific, smaller-format
stores (convenience stores and mini-markets) are the primary
retail growth engines, as urban shoppers increasingly seek
convenient options compatible with their on-the-go lifestyles.
Meanwhile, large-format stores are increasingly reliant on
promotions to maintain sales growth, creating a vicious cycle
that can often result in a decline in sales over time. To break the
cycle and to find growth in a tough retail environment, retailers
looking to find a competitive advantage are using well-designed
loyalty programs that provide relevant offers that drive customer
engagement and incremental revenue opportunities.
Retail loyalty programs are well established in Southeast Asia, the
Pacific and China, dating back to the mid- to late 1990s; in India,
they were introduced in the late 2000s. Given their long history,
it’s no surprise that online respondents in the region are avid
loyalty-program members. More than seven in 10 consumers with
online access in India and Southeast Asia say they participate in
one or more retail loyalty programs (74% and 72%, respectively).
Vietnam, New Zealand and Australia have the highest self-reported
rates of loyalty-program participation in the region (84%, 84%
and 83%, respectively), followed closely by Japan (80%), Korea
(77%) and Malaysia (77%). Participation is lower in Greater China
(61%), but Chinese retailers are now focusing more on loyalty
programs for several reasons. First, e-commerce is growing fast,
and off-line retailers are under intense pressure to protect their
share. In addition, slowing economic growth is hurting fast-
moving consumer goods (FMCG) retailers. Finally, more Chinese
consumers are paying greater attention to the quality of products
and the overall shopping experience.
How do loyalty-program participants indicate they’re a member of
the program? It varies by market. Presenting a membership card
to be scanned in store is the most common method in several of
the most mature loyalty markets, including New Zealand (85%),
Australia (81%) and Japan (62%). Digital methods are more
commonly used in Asia. Looking up the account by providing
an associated phone number or email address in store is most
common in Taiwan (60%), Vietnam (60%) and India (52%), while
logging into a retailer website is the most common method in
China (51%) and Indonesia (47%). In a few markets, mobile has
emerged as the channel of choice. Using a retailer’s mobile app
is the most commonly cited method in Thailand (49%) and Korea
(40%, tied with scanning the card in store). China (47%) and India
(45%) also exceed the global average when it comes to the use of
a retailer’s mobile app, as well as third-party apps that consolidate
program information (39% and 36%, respectively) and mobile
payment systems (38% and 38%, respectively).
11Copyright © 2016 The Nielsen Company
Digital loyalty-program attributes or features are particularly
appealing in the region. Asia-Pacific has the highest percentage
of loyalty-program participants in the worldwide study who say
store-specific loyalty mobile apps are somewhat or very appealing
(69% versus 60% globally). Mobile apps are particularly attractive
in India (80%), Thailand (78%) and China (74%). Integration with
digital payment systems (78%) and with third-party apps that
consolidate loyalty-program information (63%) also are more
appealing in the region than globally (67% and 51%, respectively),
with India, China and Thailand the most enthusiastic supporters.
In fact, mobile features are so highly desirable that more than
two-thirds of loyalty-program members in Asia-Pacific (69%)
somewhat or strongly agree they’re more likely to participate in a
loyalty program if a mobile app is available, compared with 56%
globally.
“Undoubtedly, digital strategies must be a core part of any
retailer loyalty program in Asia-Pacific, and we expect to see
more interactive marketing with cross-sell by retail partners and
incentives based upon physical location,” said Alex Morgan,
executive director of global loyalty, Nielsen Asia-Pacific.
With respect to the most-valued benefits, product discounts
(51%) and rebates or cash back (45%) top the list in nearly all
countries in the region. The only exceptions: Japan and Indonesia,
where free shipping (51% and 45%, respectively) is second behind
product discounts (59% and 64%, respectively), and Korea, where
discounts and frequent-f lier points are valued equally (60% for
each benefit).
STRATEGIES FOR SUCCESS: DATA IS AT THE HEART OF ANY WINNING LOYALTY PROGRAMThe ultimate goal of any loyalty program is to provide a compelling
value proposition that keeps consumers coming back time after
time. How can retailers create valuable, differentiated loyalty
programs? Strategies should be driven by a deep understanding of
your consumers’ shopping decision process, and then programs
can designed to bring them back again and again.
12 COUNTLESS TIMES OF SEEKING
Measure and monitor performance. Loyalty programs can be used
to drive better business decisions, as well as to refine program
offers. But to do both, loyalty program data must be tools for
retailer learning. Research costs prevent many retailers from
fully assessing whether their programs meet the objective of
increasing consumer share of wallet, but the importance of data
cannot be overstated and will only continue to grow. The future
lies in integration—combining granular, internal loyalty data with
rich contextual media and market data to make more insightful
decisions.
Use segmentation tools. Understand which consumer groups
loyalty programs really matter to and why. The execution of any
loyalty program should allow for personalization and dynamic
learning, but the initial design should be geared toward serving
the consumers whose behavior will be most inf luenced, and a
segmentation analysis will help identify those consumers.
Personalize the shopping experience. Winning loyalty programs
understand that every customer is an individual and that success
comes from giving customers what they want, not what the retailer
wants. Program offers that are unique to the shopping habits of
each consumer can not only drive brand affinity, but they can also
send a signal to the customer that they are valued patrons. In
fact, personalization deepens the shopper-retailer relationship,
enhancing engagement and encouraging shoppers to return again
and again to redeem their offers.
Provide offers customers value. Retailers need to use the breadth
of data available through their loyalty programs and predictive
analytics to identify the promotions to which a shopper is most
likely to respond and to establish a one-to-one communications
channel, providing shoppers offers they care most about in the
channel they most prefer. While bigger families may be enticed by
buy-one-get-one-free deals or stock-up offerings, older customers
may prefer special savings days when store traffic is lighter.
Differentiate your offering. How is your loyalty program different
than your competitors’? Give shoppers a compelling reason to
visit your store rather than another. Consider exclusive rewards
and in-store experiences that are unique to your location or brand
positioning and make it engaging and fun to participate for all
generations of consumers.
13Copyright © 2016 The Nielsen Company
Leverage technology wisely. Advancements in technology and the
proliferation of mobile devices allow retailers to provide more
relevant, timely offers than ever before, and many consumers are
enthusiastic about integrating their digital devices with loyalty
programs. But a “build it and they will come” approach to digital
integration isn’t that simple. Retailers must leverage digital
tools that create value for consumers, and digital interactions
must be aligned with how much or how little consumers want to
be contacted. Consider an opt-in program, whereby consumers
indicate the level of frequency they wish to receive digital
communications.
Consider non-monetary rewards. Financial incentives are a must-
have, but non-monetary incentives are the differentiator of loyalty
programs, and can build the relationship between retailers and
shoppers. Retailers looking for ways to engage in more direct
interactions with consumers could try rewarding members for
referrals or interacting with the brand on social media. Even
better, retailers could use their loyalty programs for brand
building, incentivizing activities that fit with their brand image or
expertise. For example, brands that want to establish or cement
a reputation as a leader in the health-and-wellness space could
reward consumers for meeting exercise or health goals, while
those that want to solidify themselves as socially responsible
could consider rewarding consumers for volunteering, making
charitable donations or choosing more environmentally friendly
options. Above all, programs should be aligned with the more
important priorities and values of consumers.
14Copyright © 2016 The Nielsen Company
ABOUT NIELSEN Nielsen Holdings plc (NYSE: NLSN) is a global performance
management company that provides a comprehensive understanding
of what consumers watch and buy. Nielsen’s Watch segment provides
media and advertising clients with Total Audience measurement services
for all devices on which content — video, audio and text — is consumed.
The Buy segment offers consumer packaged goods manufacturers
and retailers the industry’s only global view of retail performance
measurement. By integrating information from its Watch and Buy
segments and other data sources, Nielsen also provides its clients with
analytics that help improve performance. Nielsen, an S&P 500 company,
has operations in over 100 countries, covering more than 90% of the
world’s population.
For more information, visit www.nielsen.com.
Copyright © 2016 The Nielsen Company. All rights reserved. Nielsen and
the Nielsen logo are trademarks or registered trademarks of CZT/ACN
Trademarks, L.L.C. Other product and service names are trademarks or
registered trademarks of their respective companies. 16/10683
ABOUT THE NIELSEN GLOBAL SURVEY
The Nielsen Global Loyalty-Sentiment Survey was conducted
March 1-23, 2016, and polled more than 30,000 online consumers
in 63 countries throughout Asia-Pacific, Europe, Latin America,
the Middle East/Africa and North America. The sample includes
internet users who agreed to participate in this survey and has
quotas based on age and sex for each country. It is weighted to
be representative of internet consumers by country. Because the
sample is based on those who agreed to participate, no estimates
of theoretical sampling error can be calculated. However, a
probability sample of equivalent size would have a margin of
error of ±0.6% at the global level. This Nielsen survey is based
only on the behavior of respondents with online access. Internet
penetration rates vary by country. Nielsen uses a minimum
reporting standard of 60% internet penetration or an online
population of 10 million for survey inclusion.
15Copyright © 2016 The Nielsen Company