Kathleen Ostoich Portfolio

kathleen ostoich: portfolio

experience-loyalty 360. graphic designer. cincinnati,oh.march 2009 – present. in-house designer for professional marketing association aimed at loyalty and engagement marketing specialists. create, design, and manage loyalty 360 brand and three sub-brands, including marketing collateral and show materials for annual conference. complete design and coordinate printing of quarterly professional magazine. assist in update of website design and functionality. participate in building strategy for company growth. requires self-direction and management, strong attention to details, and ability to manage large projects in a team environment.

-libby perszyk kathman. graphic design co-op. cincinnati,oh.september 2008 – january 2009. graphic design firm specializing in consumer packaging and branding. actively design consumer packaging concepts. participate in client and in-house presentations, as well as new business ideation sessions. requires personal accountability, active creativity, the ability to work well in a team, and highly developed branding skills.

-t.rowe price. graphic design co-op. baltimore, md.march 2008 – june 2008. in-house graphic design firm specializing in print design for both t.rowe price clients and external retirement services. ideate and design concepts for retirement service collateral campaigns. aid designers in creating internal, branded promotional collateral and environmental graphics. actively participate in brainstorm sessions. requires interpersonal skills, organization and time management, and superior print design skills and knowledge.

-kate keating associates. graphic design co-op. san francisco, ca.march 2007 – december 2007. small environmental graphic design firm specializing in signage systems in health care, civic, and residential centers. aid designers in creating new signage systems and changes in existing systems. assist with the technical development, production, and installation of signs. requires the ability to work collaboratively in a team environment and with clients. needs self-direction, drive, and clear critical thinking skills.

kathleen ostoich1466 wolfangle rd. cincinnati, oh. 45255.

cell phone: 513.235.7595. email: [email protected]

educationuniversity of cincinnati. cincinnati, oh. fall 2004 – spring 2009.

college of design, architecture, art & planning. bachelor’s of science, graphic design.

participated in the professional practice program, alternating quarters of study with work experience.

gpa: 3.72/4.0, cum laude. dean’s list 11 of 12 quarters.

anderson high school. cincinnati, oh. fall 2000 – spring 2004. honors diploma. gpa: 4.125/4.0. rank: 10 of 370.

activities & honorschi omega sorority. university honors scholar. american institute of

graphic artists. fundraiser & participant in the make-a-wish foundation’s walk for wishes, the american cancer society’s relay for

life, the susan g. komen race for a cure, & the leukemia and lymphoma society’s team in training (nike women’s marathon). recipient of the

voorheis founders cincinnatus scholarship.

extrasproficient in adobe creative suite and after effects. experienced in

microsoft office and html. mac and pc trained. knowledgeable in photographic and darkroom processes.

packaging + branding

bienfang paper products design–the chesapeake group {cincinnati, oh. 8 member

design team}–graphic design co-op, junior designer on project–acted as art director on “tactile art supply” photo

shoot and was integral in solving major layout issues for oversized art books

–recipient of gd usa’s 2008 american package design award {retail}

sketchbook cover layout {9"x 12"}

®

®

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07PD2-051616. Bienfang WatercolorDC12

Building Brands by Design

newsprint pad cover layout {18”x 24”}

watercolor pad cover layout {9”x 12”}

American Package Design AwardsPACKAGING, POP AND THE INSTORE EXPERIENCE

A jammed marketplace, brand-weary consumers,

global competition: It’s no wonder that designers

face an unprecedented amount of pressure to

convey messages that effectively differentiate

themselves and their clients.

Under such conditions, packaging and instore graphics are

playing increasingly critical roles at the point of sale. This year,

we reviewed more than a thousand examples of contemporary

package design. What follows is the cream of the crop, making

for an informative, inspirational and lively read. If looking at

these materials is not just plain fun, we don’t know what is!

SPONSORED BY YUPO

gd-usa package design awards

110 GDUSA

retail

Design Firm: Target Corporation, Minneapolis MN Title: Dominique Cohen for Target Art Director: Jessica Chorney Electronic Production: Sarah Anderson

Print Buyer: Sue Elias Marketing Planning: Melissa Lewis

Design Firm: The Chesapeake Group, Inc., Cincinnati OH Client: Elmer's Products, Inc. Title: Bienfang Art Pads

Design Firm: Tom Fowler, Inc./TFI Envision, Inc., Norwalk CT Client: HoneywellConsumer Products Group Title: Bendix CQ Ceramic Brake Pads Packaging

Creative Director: Elizabeth P. Ball Art Director: Mary Ellen Butkus Designers: Brien O'Reilly, Phillip Doherty

barbie packaging exploration–student work {university of cincinnati}–4 unique rebrands of the iconic Mattel doll Barbie,

aimed at different markets {standard, boutique, collector’s, etc.}

–use of oval cylinder to showcase doll and the historical nature of the vintage dolls

–use of patterns and dramatic photography emphasize exploration of fashion, its personality, and its history

2007 standard market package {full size: 4.5"x 12"x 3"} 1953 collector’s market ovalpackage {4.5"x 12"x 3"}

2007 standard market package {full size: 4.5"x 12"x 3"} 1962 standard market oval package {4.5"x 12"x 3"}

finished product

bounty spring 2009 club pack

packaging option using bright colors and fun, playful feel

packaging option with a fresh, spring-time feel

–libby perszyk kathman {cincinnati, oh. 200 member design team}

–graphic design co-op, junior designer on project–seasonal brand extension emphasizing a spring-

like feel and impressive shelf pop with bright color and exciting illustration

icon development + application–student work {university of cincinnati}–branding application of icons to a new upscale,

yet fun, kitchen supply store {kitchen} offering specialized cooking instructional classes

–colors derived from the natural landscape and the vivid palette of ripe produce

color icon solution over >>

kitchen:icon system

kitchen:color palette

black and white kitchen tool icons

environmental banners

photo detail

employee uniform

shopping bags recipe binder and cards

post-it recylable notesproduct flat {3”x 3”}

recyclable notes with contemporary tree secondary logo

–libby perszyk kathman {cincinnati, oh. 200 member design team}

–graphic design co-op–junior designer on project–new product introduction utilizing established

brand with a fun, fresh design emphasizing the eco-friendly aspects of the product

–unique illustration and iconographic approach

recyclable notes with stylized, retro illustration

loyalty management magazine–loyalty 360 {cincinnati, oh. 1 designer team}–graphic designer–lead designer on project–quarterly professional magazine designed to

increase learning about loyalty and engagement marketing

–updated design for second year of publication; more current, sophisticated, and legible branding was achieved

–designed in a welcoming and friendly manner to add readership and ease the reading long text

powered by Loyalty 360

Volume 2 Number 1

Winter 2010

2010: The year you invest in Social Media

GLOBAL PERSPECTIVES & COALITION

Across the Ocean Blue

The Private Label Credit Card Dilemma

Making the Connection: Employee Engagement and Customer Loyalty

TRENDS & PREDICTIONS FOR THE YEAR AHEADNEW YEAR, NEW WORLD

Investing in Customers Ahead of the Recoveryby David Rosen & Michael Greenburg, Loyalty Lab

28

FEATURES

Loyalty Management™ • LOYALTY360.ORG

2010 will likely be known as the year the global economy emerged from the Great Recession. While loyalty marketing was

one of the few sectors that benefited from the downturn, the industry must now shift the tone of its message towards growth.

Loyalty Lab’s David Rosen and Michael Greenberg outline the six most important areas where marketers can maximize their loyalty

investments as their focus moves from retaining best customers to creating significant numbers of new ones.

Investing in Customers Ahead of the Recovery2009 has been a difficult year to justify additional business investment. Inventories have been depleted to save cash, factory orders as a result

have softened. Imports, production, consumption are stagnant, and most impactful on a daily basis: unemployment continues at near double-

digits levels.

Signs of recovery are mixed but hopeful. In Q3 several signals showed a bottom in economic conditions, including the highest level of the

consumer confidence index in a couple of years plus an upturn in the S&P/Case-Shiller Real Estate Index. But retailers, CPGs, and manufacturers

are experiencing significant anxiety regarding whether consumers will open their wallets in the 2009 holiday season. The NRF recently forecasted

a 1% decline in 2009 holiday sales from already poor 2008 results.

Loyalty Management™ • LOYALTY360.ORG 29

An Economic Bright SpotDespite the slow recovery and cautious budgeting, one area

clearly not affected by the recession is marketers’ investment in

retaining and enhancing the value of their existing customers. Simply

put, smart marketers are investing in customer loyalty when nearly

all other areas of spending are being cut.

The logic is simple: Why tap into limited dollars on largely

unquantifiable advertising and promotion to boost new customer

acquisition when focusing on preserving and growing the value of

an existing customer base is so obvious? The loss of a single “best

customer” requires the acquisition of ten to twenty new “average

customers.” In a world where typically seven out of ten newly

acquired customers fail to make a repeat purchase, converting a

fraction to a second purchase alone would drive consistent year-

over-year comparable sales. Identifying and cultivating as few as two

percent of a customer base as advocates infuses a brand with new

customers with the highest likelihood of consistent, year-over-year

spend.

Independent research backs this up. “Of the marketers in our

survey, 71% report that their 2009 budgets have been reduced

relative to the budgets they had in 2008—and the cuts are hardly

insignificant. Just more than half of respondents report cuts of 20%

or higher.”1 As this chart from Forrester Research shows, loyalty

programs and email marketing, two of the most directly retention-

oriented marketing line items, are the 2nd and 3rd least impacted

areas of marketing, coming just after social media, which is in its

growth stage.

Maximizing Loyalty InvestmentWhile loyalty has clearly been a bright spot in the dark economy—

more than 50% of the top 200 national retailers have made

meaningful investments in their existing or new consumer loyalty

programs in 2009 with large consumer household brands rapidly

following suit—strong return on that investment is not guaranteed

based merely on desire and a checkbook.

Using our basic loyalty framework—connecting strategies to

segments with outcomes impacting frequency, retention, and

advocacy; and based on our close work

with nearly 100 retailers, travel providers

and consumer brands over the past

two years, we’ve identified six keys to

maximizing investment in customer

loyalty.

1.Drive Customer Centricity from the Top

Loyalty is not a promotional tactic—

for that matter, loyalty is not really a

marketing strategy. Cultivating the

relationship that brands have with their

customers lies at the core of companies’

cultures. The notion of customer

centricity is an old one, but companies

getting the most out of their loyalty

investment put customer experience at

the center of their culture. This cultural

change inevitably comes from the

leadership team—most often from the

CEO. Culture inspires a proactive focus

on the customer, leading to initiatives

and ideas that improve the customer

experience and drive market share gains

and advocacy. Culture instills a sense

of purpose around every customer

interaction and every business decision

that aligns to a more loyal customer base.

TV, print, radio, or magazines

Staff and training

Branding and advertising

Direct mail

Marketing technology

Online advertising

Web site development

Loyalty programs

Email marketing

Social media

Figure 1 – 2009 Marketing Reductions By Media Type2Given your decreased budget, how much has your spending decreased in each of the following areas?

Base: 45 marketing leadership CMOs who have had their 2009 marketing budgets reducedSource: “Marketing Budgets Suffer Significant Cuts”, Forrester Research, Inc., July 2009

2010 predictions

1.Loyalty programs will seamlessly integrate their social media and community efforts by explicitly rewarding engagement more broadly.

2.Mobile will rapidly become the preferred channel and devise for engaging with loyalty programs including the adoption of targeted offers, delivered via mobile based on where members physically are at that moment.

3.Gaming will take on an even more prominent role in loyalty program engagement while gaming will increasingly look and behave like loyalty programs.

continued on next page »

1 “Marketing Budgets Suffer Significant Cuts”, Forrester Research, Inc., July 2009.

Loyalty Management™ • WINTER 2010

powered by Loyalty 360

Volume 2 Number 2

Spring 2010

Loyalty Expo PreviewYour Exclusive Sneak Peek at this year’s conference!

Customer:What does she have to do with loyalty?

Sex Appeal: Loyalty based on our Sex

Yes, there is emotion in economics…

What is your Behavioral Economics IQ?

loyalty management covers

sample spread {winter 2010}

over >>

ULTA Beautyloyalty program profile

Enrollment ExperienceULTA offers two rewards programs online—ULTAmate Rewards

and The Club at ULTA—enter your ZIP Code and the program di-rects you to a program available in your area and both are free. In many ZIP Code, both choices may be available since several stores can be in an area. Registration is easy and quick—since I had an ULTA loyalty card already, a pop-up offered to print my new ULTA-mate Rewards card with my existing account number. A seamless experience: adding email addresses and confirming street address-es allows for reward continuity benefits.

Register for email alerts to receive an extra special welcome!

Program BasicsULTAmate Rewards

Membership is free and with orders of $50, shipping is free. Three free samples are included in all online orders.

Earn 3 points per $1 spent in-store or online. Reward certif-icates can be used in-store merchandise or online. Earn points faster with special offers for ULTAmate Rewards members.

In addition, Members can go platinum & receive exclusive platinum member rewards.

Spend $300 or more annually? MORE BONUS POINTS EVENTS—DOUBLE, TRIPLE, 5X THE POINTS! Receive invita-tions to special events and special salon offers.

The Club at ULTAMembership is free and you can earn Reward Certificates

four times per year based on specified period spending. Re-ward Certificates are good for FREE beauty products or salon services which are redeemed in store.

You’ll also receive valuable coupons through the year and special Club member benefits.

Reward Certificates start with a spending level of $50, $100, $150, $200, $250 and $300…Each spending level’s re-ward offers a variety of beauty products such as nail lacquer or 10 oz. ULTA shampoo or conditioner at the $50 level. The selections increase in retail value as the reward levels increase, with an assumption of $5.00 retail value for a $50 reward level. Each award level offers a selection of brand name and ULTA private label merchandise. A Salon service is offered at the $250 and $300 level. Top level reward assumes a retail value of $45 for any fragrance selection.

The Retail ExperienceULTA stores are spacious and engaging and their

sales associates are friendly, helpful and inquire about a purchaser’s Club and/or membership status with every purchase. The merchandise array is extensive, with national brands and private label, particularly in body lotions, washes and bath products. Frangrance selections include popular brands such as Ralph Lau-ren, Juicy Couture, Philosophy and classics such as Chanel and Estee Lauder. Men’s fragrances are just as extensive with brands such as Tommy Hilfiger, Dolce & Gabbana and Giorgio Armani.

Professional Styling products feature more than 35 brands along with Hot Tools styling products and curling irons complement ULTA’s salon services.

Gift card purchases count towards ULTAmate Rewards and with upcoming Mothers’ Day, Fathers’ Day and a raft of Graduation events, reward levels can rack up…

THE VERDICT

Two Thumbs Up! With great merchandise, friendly associates and gift cards, it’s easy and rewarding to get to the next reward level. ULTA places $5 off a $10 purchase through bind-in coupons in specially targeted magazines—and as a subscriber, it’s a reminder for me to get out and do some shopping! After all, I can always use another scented candle and who doesn’t like getting favorite mer-chandise as a reward? Give it a try…I’m a fan!!

BEST BUSINESS PRACTICES

58 Loyalty Management™ • LOYALTY360.ORG

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by Amit Gupta, InMobi

Advertising andMarketing

Mobile Applications

obile applications are a fast growing area in the mobile eco-

system and are a hot topic in most industry forums these days. Due

to their unique format and captive audience they offer a huge potential for

mobile marketing and advertising. In fact, it has become one of the pre-

ferred mode of mobile advertising for many brands and agencies for a lot

of reasons. Though the appeal of in-application advertising is manifold, be-

low are some of the aspects.

52

It’s big, it’s great and it’s here.

Advertisers are also looking at application advertising &

marketing as a way to gain consumer loyalty. In one example,

McDonalds had a way to track the number of burgers bought

through the consumer’s mobile phone and every 10 burgers

would entitle the consumer to 1 free burger. We have indeed

witnessed a rising number of advertisers focusing on loyalty

management. But it has to be kept in mind that this needs a lot

of thought in terms of incentives, initiatives, procedure, man-

agement etc. So far, we have only witnessed some of the more

mature brands going in for mobile form of loyalty management.

For brands that already have a loyalty program in place, it is

just a matter of developing mobile applications so as to phase

out the use of membership cards and other forms of identity and

integrate it all into 1 device—the mobile. We have seen that the

mobile phones are being used for more and more applications

reducing the number of other devices needed. Phones now do

the job of a music player, a watch, camera, radio, computer and

many other applications. It is just a matter of time until mobile

phones become an instrument of identity. Loyalty management

through mobile phones is still in its nascent stage and brands

that are investing in it now are enjoying the benefits of being

first in the trade.

•The fundamental reason is that mobile applications can deliver a richer

and more compelling user experience than most other modes of mobile

advertising. As the phone capabilities start getting better, the feel of the ap-

plication also improves. For example, a game with motion sensors to move

in different directions is way more attractive than a game with button con-

trols. Hence as better phones begin to hit the market, more innovative apps

are developed that use the enhanced features of phones giving users a very

engaging experience. Hence, an increasing number of brands have begun to

sponsor an entire application and provide it for free for consumers creating

a big opportunity for brand awareness.

•The applications on mobile phones can avail all the mobile phone features

such as the camera, GPS, media player or 3D graphics. If ad campaigns are

designed to effectively utilize the mobile phone capabilities, then it can

lead to very engaging and successful ads. For example, since most phones

come with GPS capabilities, the ads could make use of the location based

information.

•Applications that provide value to the user, usually stay on the users phone

and potentially bring in a viral effect. Moreover, if the application is design

such that it does not need to be connected to the internet, then it can also

be used when the users are offline. This shoots up the amount of usage of

the application, in turn resulting in more impact of the brand to the user.

Some of the brands that use applications in this category are Zippo, Dock-

ers, Branded Games etc.

An increasing number of brands have begun to sponsor and entire application and provide it for free for consumers creating a big opportunity for brand awareness.

New Year Predictions:1.Usage of internet via smart phones in the eastern world will grow exponentially and will begin to catch up with the west.

2.mCommerce will see a higher levels of adoption and emphasis will be given to the user experience creating a seamless experience on mobile payments.

3.Location-based services will be the need of the hour resulting in increased penetration of GPS-enabled phones as well as phones with superior geo-tagging technology.

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TECHNOLOGY, TRENDS & REWARDS

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2010

sample spread {spring 2010} sample spread {winter 2010}

ost loyalty initiatives are missing a key ingredient. Like cakes without sugar, they may look appealing; however, the

omission will only be discovered once they are consumed.

Today most innovations in customer loyalty focus on three major areas:1. Brand and messaging – Use emotion to reinforce purchase de-cisions.2. Core product or service – Provide greater value and function.3. Ancillary service – Make the core product or service a pleasure to use.

Companies will spend significant sums in the hopes that a break-through project will boost customer loyalty. On occasion, the in-vestments are so large that the old adage, “It cost much more to acquire a customer than retain one” reverses itself. These debacles are products of lopsided business cases that provide reasonable cost estimates but no reasonable estimates of cus-tomer reaction.

The missing ingredient is intrinsic customer loyalty. Loosely defined, intrinsic loyalty is the loyalty customers exhibit without positive or negative influence from the company. The underlying notion is that loyalty has as much to do with the customer as with the company. Once the drivers of inherent loyalty are understood, many customer experience decisions become obvious.

Let’s look at three common loyalty segments that loosely re-semble ones seen in the insurance industry.

by Shiv Gupta, Farmers Insurance

What does a customer have to do with loyalty?

Loyalty Segment Intrinsic Loyalty Level Characteristics

Price Seeker Low Price drivenNo frillsLow utility from category

Delight Seeker Med to High Price insensitiveHigh innovationResponds to surprise & delight

Comfort Seeker High Low involvementHigh trustDesires simplicityDesires consistency

1. Price seekers: This group is seeking the least costly product or service. This is primarily due to the low value they place on the category. Offering frills or high touch service will only work for them if the price is very competitive.

2. Delight seekers: This is the segment most customer engage-ment efforts target believing that if you keep them happy, they will stay. These customers are loyal as long as you stay aligned with their evolving needs. They are engaged in the category and aware of the benefits you and your competitors provide. They also have the knowledge and inclination to measure you regularly against the competition.

3. Comfort Seekers: This segment is very loyal but often over-looked. Keeping them happy is relatively easy. They have low in-volvement and high trust. They seek relationships that are simple and consistent. They value innovation, but they don’t want too much of it.

The segment a customer falls into is not only a matter of person-ality but also depends on the category. The same customer may be a delight seeker when it comes to smart phones, a comfort seeker when it comes to dining out and a price seeker when it comes to air travel. Nevertheless, most industries will encounter all three types.

In order to develop an effective loyalty strategy, it is impor-tant to understand which segment(s) you wish to promote. At-

Intrinsic loyalty is the loyalty customers exhibit without positive or negative influence from the company. Once the drivers of inherent loyalty are understood, many customer experience decisions become obvious.

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68

Pushing Loyalty:Connecting Employee Engagement to Customer Loyaltyby Michael Konikoff, Fairlane Group

Guess what? He built it and they came. It wasn’t easy though; he needed to clear the field, build a back stop, put up lighting, put up stands. Basically, build it in a way that would attract them to come. Once they realized that he had built this gem of a baseball diamond and it had everything they needed, they came again and again.

Too bad the same doesn’t hold true for loyalty programs.

“If you build it they will come.” A great line from a great movie.



What does a customer have to do with loyalty?tempting to devise one loyalty strategy that will ap-peal to all three segments is very difficult. The good news is that there is a profitable loyalty strategy for each of the segments and it maybe possible for your company to develop multiple loyalty strategies - through the use of tiered brands, for example.

Aligning Company Strategy Around Inherent Loyalty Segments

Today, most loyalty ideas focus on the delight seekers. The reason is that the delight seekers best respond to the reciprocation rule, “surprise and de-light them and they will love you.” They are also the first to acknowledge your efforts and willingly provide feedback. However, most companies confuse ease of understanding loyalty drivers with ease of establishing customer loyalty. Keeping de-light seekers is costly because they demand constant innovation. However, they are also the least price sensitive and can provide healthy margins to fund that innovation. They will reward good innovation by becoming strong brand advocates but also punish for poor innovation. A few companies cater to delight seekers ef-fectively and win their loyalty are Apple, Bose and Ben & Jerry’s.

Price seekers are very loyal if you can provide a no frills but reliable product or service at a low price. They may even forego price shopping if, based on experience, they believe that no one else can match your price position. If a company that is capable of squeezing every penny out of your operations and running a lean shop, this customer is ready to reward you. The customer is not looking for a cutting edge customer experience (CE) and will wait for you to adopt new CE ideas once they are well established. By focusing on this segment, your company can do well. The only place where you must innovate is in cost efficiency. Examples of companies that do well with this segmentare Wal-Mart and Southwest Airlines.

The comfort seeker segment is perhaps the most under-ap-preciated and in many industries, the largest segment. They have come to expect a certain experience and consistency is what they are primarily seeking. As a result, they come with high in-

Loyalty Segment Operating Implications Benefits

Price Seeker Cost efficiencyBasic and simple

Low CE investmentLoyal to perceived price

leader

Delight Seeker Continual CE InnovationHigh touch

Greater pricing powerGood customer feedbackPotential brand advocate

Comfort Seeker Moderate innovationConsistent (& good) CE

Learn on competitor’s dime

High intrinsic value

trinsic loyalty. However, trying to elicit high levels of engagement from them may lead to frustration (on your end and theirs). The benefit of targeting this segment is that your customer experi-ence innovation can develop at a moderate pace, allowing you to focus on improving your processes instead of creating new ones. You can always adopt new innovations once your competitors have tested them. For most companies, this should be the most appealing segment. Some companies that do well with this seg-ment are McDonalds, HP & Starbucks.

Determining your loyalty segmentsTo develop a targeted loyalty strategy for your company, you

should first conduct an intrinsic loyalty segmentation study. In the next issue I will outline some basic steps towards creating a powerful loyalty segmentation study that quantifies the dollar value of intrinsic loyalty. Once this is completed, you may be sur-prised how much easier it will be to design and justify your loyalty program.

Loyalty Management™ • LOYALTY360.ORG 49Loyalty Management™ • SPRING 2010

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Come hear Shiv speak at the 2010 Loyalty Expo where he explores “How to tell when a customer is just not that into you: Developing a platform for optimization of your engagement strategy”

Loyalty Management™ • LOYALTY360.ORG 69

uilding a program is not an instant guarantee that the pro-

gram will be successful. In far too many cases, companies treat

this as a cost of doing business rather than building a sustainable

program that has a positive effect on the bottom line. They build a

program, put some rules around it, even establish some branding

and take it to market. Far too often these programs underacheive.

Not only is the value proposition not clear to the customer, but little

if any effort is put into establishing a corporate loyalty culture from

the senior executive level down to the customer front facing em-

ployee base.

There is enough research out there to support that engaged em-

ployees have a very positive effect on corporate revenue growth.

In a case study designed to measure the effect of employee satis-

faction on customer loyalty, Sears Roebuck found that for every 5 percent improvement in employee satisfac-tion there was a 1.3% increase in customer loyalty which produced a 0.5% increase in revenue growth. This amounted to $200 million

dollars.

Engaged and happy employ-

ees, especially those who have

front facing positions with

customers are critical to the

overall success of establishing

the loyalty connection. These

people are critical to making

the experience at point of con-

tact a good one for the customer. Loyalty will be lost if the in store

experience is a bad one. People want to be “Wowed.” In a recent

study by Verde Group, the Retail Council of Canada and the Jay

H. Baker Retail Initiative at the Wharton School, it was found that

“Wow Factors” do have a huge impact on loyalty. They found that

customers who have enjoyed “Wow Experiences” are over 75%

more loyal to the stores than those who have not enjoyed a great

shopping experience. Of course “Wow” shopping moments aren’t

just from engaged sales people, but they do play an integral role.

Aiming for in store excellence from your employees is a critical suc-

cess factor for any loyalty program. While customers want great

in store experiences, they also need staff that are fully trained

on driving the loyalty program internally. A great example of this

would be Shoppers Drug Mart Optimum program. No transaction

is completed without the cashier asking if the customer is part of

the program. If they aren’t, customers are asked if they would like

to join the program. In addition to this, all staff are encouraged to be

members of the program and understand the value proposition and

program rules. This is what I refer to as “Pushing Loyalty.”

Having your employees completely engaged so that they become

ambassadors of the program, ambassadors of the corporate

brand and overall company ambassadors. These are the people

that will have the most lasting affect on your customer base and

their loyalty. People do want to earn their program rewards, but

will quickly become disengaged with a program if the service lev-

els aren’t there.

The message though, needs to resonate down from the top of the

organization and become part of the corporate culture. The most

senior level of executives needs to believe in not only keeping their

employees well trained and engaged, but also be able to bring the

message down to the employee base. They need to establish a

strong link between employees and brand. Employees need to

believe in brand attributes and understand the importance of the

allure of their brand in the buying decision process. Employees

need to understand how to treat customers as individuals and

make each and every customer a brand advocate.

A company that does this

extremely well is one of

Canada’s leading retailer’s,

Harry Rosen. Harry was in-

terviewed a couple of years

back by Profit Magazine in

their “Ask the Legends” se-

ries and had this to say:

“From the very first day, it

has been our intention to be-

friend the customer. We try to enter into some sort of personal re-

lationship with them, where we learn something about them and

always use that information to help sell them the right things. As

we expanded, I would go from store to store and work on the sell-

ing floor. It meant so much to the staff to see that the principles

we espoused in training were in fact the practices of senior man-

agement. That’s the glue: management walking the talk. We’ve

also been able to select the kind of employee who enjoys living by

this idea that there’s nothing more important than the customer.”

By the way, Harry Rosen pays his staff based on customer reten-

tion as opposed to sales commission!

When building customer loyalty, you need to make sure that you

have loyal, well treated, well trained and highly engaged employ-

ees focused on making the buying experience one that custom-

ers will come back for over and over again. This linkage will most

certainly drive bottom line results and overall loyalty. And like the

movie they will come back again and again.

When building customer loyalty, you need to make sure that you have loyal, well treated, well trained and highly engaged employees focused on making the buying experience one that customers will come back for over and over again.

thou

ghts

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r 2

010

Economic conditions will continue to improve in 2010 which we predict will bring an increase in overall budgets for loyalty. The other change we expect to see is that people will start changing their redemption patterns. Instead of using their loyalty points for products they need, they are going to start using their points for products they want.

B

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Loyalty Management™ • WINTER 2010

2010

sample spread {spring 2010}sample spread {winter 2010}

loyalty 360 webinar series–loyalty 360 {cincinnati, oh. 1 designer team}–graphic designer–lead designer on project–updated design for new webinar series market-

ing campaign to coordinate for loyalty 360 brand update

–required sophisticated and professional look to convey trustworthiness and drive attendance for external clients

old webinar series logo + html email

updated webinar series logo + html banner

single webinar htmlmultiple webinar html

introduction card front spread {4"x 6"}

card set with mailer band {4"x 6"} sample card front {4"x 6"} sample card back {4"x 6"}

introduction card back spread

cisv promotional mailer–student work {university of cincinnati}–collaboratively redesign branding guidelines for

cisv {children’s international summer villages; a non-profit organization created to promote peace through international travel with children}

–design promotional mailing cards meant to spark interest from donors and volunteers

–fresh, bright colors reflect the organization’s emphasis on children while neutral black and white photography, taken by participants themselves, show peace and unity in action

book design–student work {university of cincinnati}–design the ancient Greek tragedy Medea reflect-

ing the many sides of Medea {wife, mother, woman} through translucent layered images and type

–colored bars in the text pages help differentiate the different speakers

cover spread

table of contents sample text page

southeastern freight lines retirement collateral

retirement plan brochure cover

retirement plan brochure sample spread

–t. rowe price {baltimore, md. 20 member design team}

–graphic design co-op–junior designer on project–retirement collateral for sefl, a trucking company

located in southeastern u.s.a.–design based on a male demographic and a posi-

tive, winning tone

achieving your

|RETIREMENT SAVINGS PROGR AM 7

Source: Social Security Administration, 2004 Income of the Aged Chartbook, Released: September 2006. (These percentages are based on those age 65 and up with at least $44,129 in annual income in 2004.)

TWo WayS To inveST your SavingSLorem ipsum dolor sit amet, consectetaur adipi-

sicing elit, sed do eiusmod tempor incididunt

ut labore et dolore magna aliqua. Ut enim ad

minim veniam, quis nostrud exercitation ullamco

laboris nisi ut aliquip ex ea commodo conse-

quat. Duis aute irure dolor in reprehenderit in

voluptatevelit esse cillum dolore eu fugiat nulla

pariatur. Excepteur sint occaecat cupidatat non

proident, sunt in culpa qui officia deserunt mol-

lit anim idest laborum Et harumd und lookum

like Greek to me, dereud facilis est er expedit

distinct. Nam liber te conscient to factor tum

poen legumodioque civiuda. Et tam neque pecun

modut est neque nonor et imper ned libidig

met, consectetur adipiscing elit, sed ut labore

et dolore magnaaliquam makes one wonder who

would ever read this stuff?

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quet. Duis aute in voluptate velit essecillum

dolore eu fugiat nulla pariatur. At vver eos et

accusam dignissum qui blandit est praesent

luptatum delenit aigue excepteur sint occae. Et

harumd dereud facilis est er expedit distinct.

Nam libe soluta nobis eligent optio est congue

nihil impedit doming id Lorem ipsum dolor

sit amet, consectetur adipiscing elit, set

eiusmod tempor incidunt et labore et dolore

magna aliquam.

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amet, consectetaur adipisicing elit, sed do eius-

mod tempor incididunt ut labore et dolore magna

aliqua. Ut enim ad minim veniam, quis nostrud

exercitation ullamco laboris nisi ut aliquip ex ea

commodo consequat. Duis aute irure dolor in

reprehenderit in voluptatevelit esse cillum dolore

eu fugiat nulla pariatur. Excepteur sint occaecat

cupidatat non proident, sunt in culpa qui officia

deserunt mollit anim idest laborum Et harumd

und lookum like Greek to me, dereud facilis est

er expedit distinct.

sources of retirement income

19% Social Security

2% Other income

21% Retirement plan

40% Earned income

18% Personal savings and investments

Lowering your current taxable income. Lorem

ipsum dolor sit amet, consectetaur adipisicing elit,

sed do eiusmod tempor incididunt ut labore et

dolore magna aliqua. Ut enim ad minim veniam,

quis nostrud exercitation ullamco laboris nisi ut

aliquip ex ea commodo consequat. Duis aute irure

dolor in reprehenderit in voluptatevelit esse cillum

dolore eu fugiat nulla pariatur.

ut enim ad minim veniam, quis

nostrud exercitationullamco laboris nisi ut aliquip ex ea commodo consequat.

goaLS

A guide to preparing for the future

Southeastern Freight Lines Retirement Savings Program

you’Re In The

driver’S SeaT

employee meeting poster

vangent retirement collateral–t. rowe price {baltimore, md. 20 member design

team}–graphic design co-op–junior designer on project–retirement collateral for vangent, a consulting firm

with a young employee base–collateral mixes keyboard keys with words to cre-

ate unique headline treatment–technology elements combine with large-dot pho-

tography featuring a human presence to create a fun, upbeat, and young feeling to stale retirement information

plan conversion brochure cover {10"x 5"}

plan conversion brochure sample spread

plan conversion brochure sample spread

IF YOU WERE BORN… TRY THIS RETIREMENT FUND…

in 1988 or after Retirement 2055

1983–1987 Retirement 2050










in 1937 or before Retirement Income

animal mark + phrase variations–student work {university of cincinnati}–capitalize on the unique curves and movement

of kangaroos to create an expressive logo and to portray illustratively, typographically, and photographically the phrase “The startled kangaroo leapt away from the noisy tourists.”

kangaroo mark

photographic solution

illustrative solution

typographic solutionThe startled kangaroo leapt away from the noisy tourists.

oh crikey-i gotta get a wa

y

QU IC K!!!

i’m gone!

i’m gone!i’m gone!ne!

i’m gone!i’m gone!syes!

s s

The startled kangaroo leapt away from the noisy tourists.

flash

loud

QUICK GET A PICTURE

snap

snap

flashflashsnap

snap

flash

kangaroo!

tou

ristto

ur

ist

tou

rist

tou

rist

overwhelming frightening

overwhelming

frightening

frighteningfrighteningfrightening

loud

look at the kan g a r o o !look at the

flash

flash

flashflash

flashflashflashflashflash

flashflash

to

ur

ist

to

ur

ist

loud

loudloudloudloudloud loud

hop hop hop awayhop

flashflash

hlook at the

The startled kangaroo leapt away from the noisy tourists.

exhibition announcements–student work {university of cincinnati}–typographic announcements of a photography

exhibit at the Cincinnati Contemporary Art Center completed in three stages: 1) one typeface, one size; 2) one typeface, provided sizes; 3) free reign

–reflects violence and the feeling of being trapped

In 2000, photographer Taryn Simon traveled across

the United States photographing and interviewing

individuals who were unfairly convicted and served

time for violent crimes they did not commit.

The primary cause of these errors was mistaken

identifi cation. The Innocents questions the use of

photographs as eyewitness account, acknowledging

that unjust convictions often result from a victim’s

response to photographs and lineups in law enforce-

ment’s identifi cation process. Simon photographed

these men at sites that had particular signifi cance

to their wrongful conviction: the scene of misiden-

tifi cation, the scene of the arrest, the scene of the

crime, or the scene of the alibi. In these photographs,

Simon confronts photography’s ability to blur truth

and fi ction – an ambiguity that can have severe, even

lethal consequences. Simon’s photographs have

been exhibited internationally and featured in numer-

ous publications, including The New York Times

Magazine, Vanity Fair and The New Yorker.

TARYN SI MON:THE INN OCENTS{21 january, 2006_16 april, 2006}

CONTEMPORARY ARTS CENTER

44 east sixth streetcincinnati, ohio 45202{513.345.8400}

www.contemporaryartscenter.org

chief curator {klaus biesenbach}

exhibition coordinator {amy smith stewart}

exhibition sponsor {the lois &richard rosenthal foundation}

installation sponsor {clark, schaefer, hackett & co}

> > > > > > > > > > > > > > > > > > > > > > > > > > > > >>> > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > >

<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<

<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<

innocents

In 2000, photographer traveled across the United States photographing and interviewing individuals who were unfairly

convicted and served time for violent crimes they did not commit. The primary cause of these errors

was mistaken identifi cation. The Innocents questions the use of photographs as eyewitness account,

acknowledging that unjust convictions often result from a victim’s response to photographs and lineups in law enforce-

ment’s identifi cation process. Simon photographed these men at sites that had signifi cance to their wrongful

conviction: the scene of misidentifi cation, the scene of arrest, the scene of the crime, or the scene of the alibi.

In these photographs, Simon confronts photography’s ability to blur truth and fi ction – an

ambiguity that can have severe, even lethal consequences. Simon’s photographs have been exhibited

internationally and featured in numerous publications, including The New York Times Magazine, Vanity Fair,

and The New Yorker.

[TA RYN SIMON]JANUARY 21_ APR I L 16, 2006

Exhibition Sponsor

[The Lois & R

ichard Rosenthal Foundation]

Installation Sponsor

[Clark, S

chaefer, Hackett, &

Co.]

Exhibition Coordinator

[Am

y Sm

ith Stew

art]

Chief C

urator [Klaus B

iesenbach]

Contem

porary Arts C

enter

the

contemporary arts center. 44 east sixth street. cincinnati, ohio. 45202. www.contemporaryartscenter.org.

[513.345.8400]

In 2000, photographer Taryn Simon traveled across the United States photographing and interviewing

individuals who were unfairly convicted and served time for violent crimes they did not commit. The

primary cause of these errors was misidentifi cation. The Innocents questions the use of photographs

as eyewitness account, acknowledging that unjust convictions often result from a victim’s response

to photographs and lineups in law enforcement’s identifi cation process. Simon photographed these

men at sites that had particular signifi cance to their wrongful conviction: the scene of misidentifi ca-

tion, the scene of the arrest, the scene of the crime, or the scene of the alibi. In these photographs,

Simon confronts photography’s ability to blur truth and fi ction – an ambiguity that can have severe, even

lethal consequences. Simon’s photographs have been exhibited internationally and featured in numer-

ous publications, including The New York Times Magazine, Vanity Fair and The New Yorker.

21january16april

INNOCENTSt he

Con

temp

orary A

rts Cen

ter <513.345.8400>

44 East S

ixth S

treet <C

incin

nati, O

hio

> 45202

taryn simon

the lois and richard rosenthal foundation

clark, schaefer, hackett, and co.

amy sm

ith stewart

klaus biesenbach

exhibition sponsor

installation sponsor

exhibition coordinator

chief curator

THE INNOCENTS

In 2000, Taryn Simon traveled across the United States photographing and

interviewing individuals who were unfairly convicted and served time for crimes

they did not commit. The primary cause of these errors was misidentifi cation.

The Innocents questions the use of photographs as eyewitness account, acknowledging

that unjust convictions often result from a victim’s response to photographs and line-

ups in law enforcement’s identifi cation process. Simon photographed these men at sites

that had particular signifi cance to their wrongful conviction: the scene of misidentifi cation,

the scene of the arrest, the scene of the crime, or the scene of the alibi. In these photographs,

Simon confronts photography’s ability to blur truth and fi ction – an ambiguity that can have

severe, even lethal consequences. Simon’s photographs have been exhibited internationally and

featured in numerous publications, including The New York Times Magazine, Vanity Fair, and The New Yorker.Taryn Simon

CO

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uary

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_exhibition sponsor_installation sponsor

_exhibition coordinator_chief curator

44 East Sixth Street_Cincinnati, Ohio 45202_513.345.8400www.contemporaryartscenter.org

solution with one typeface, in one size

solution emphasizing the use of a serif font

use of graphic shapes emphasizing trapped feeling

solution with one typeface reflecting the confusion of wrongful incarceration

personal interest

personal interest: uc super graphic wallpaper–universty of cincinnati campus planning + design

{cincinnati, oh. 2 designer team}–graphic design co-op–lead designer on project–designed to create an inviting and unique design,

elevating UC’s appeal to future students

super graphic panel

super graphic panel

detail

installation detail

complete installation

personal interest: typographic animation

–student work {university of cincinnati}–express the vocal and musical quality of dana

fuch’s cover of the beatles’ “helter skelter” from the movie across the universe

–progression of clearly set type to the chaos of typography at the end of the motion sequence reflect the intensity and confusion of the song and mental state it describes

personal interest: typographic explorations

–student work {university of cincinnati}–emphasize the equal treatment of typography and

photography, while also conveying a unique aspect of its content by creating the type from a photo

–incorporate a photo and a phrase in an elegant and clever manner I ACHEIVE

COMES FROM NATURE

MY INSPIR ATION

the source of

the richness

claude monet

equal treatment of type and photography

phrase and photo integration

personal interest: photography–student work {university of cincinnati}–4"x 5" medium format black and white photography

studying playgrounds and their structures, forms, and sense of life

life within a formal structure

“natural” playground element

child element

formal curve study

thank you for your time.

Kathleen Ostoich Portfolio

Documents

Transcript of Kathleen Ostoich Portfolio