With a focus on achieving “Peak Performance,” the two-day, interactive conference was largely driven by Paytronix users who shared the design, execution, and results of their high-impact marketing programs. Here are the highlights:
Emily Mallory of Forward Corporation described the ridiculous results her employee incentive program achieved for the convenience store brand’s loyalty launch. A fifth-generation owner of Forward Corporation, Emily shared how her team sparked engagement among store clerks to drive program enrollment. Contests and incentives gave the cashiers the motivation and focus needed to hit high enrollment numbers – contributing to the program’s impact on the convenience-restaurant-hotel chain.
Keith Conseco of Captain D’s explained how the seafood restaurant revitalized its brand, using loyalty data to connect with customers. The director of marketing strategy and insights at Captain D’s, Keith shared the brand’s evolution story and how it’s navigated the rollout of its loyalty program during his presentation. “Many of the issues at Captain D’s are very similar at my company so it was relatable and helpful!” shared one attendee during the event. […]
The purpose of a rewards program is to change your customers’ behavior, getting them to visit more often and/or make more purchases.
The methods for changing these behaviors are broken into two elements: the core program and the layers and promotions.
The core program is the foundation of your rewards program and its “published” piece. It consists of what customers see promoted in your store, what they talk about, and what they compare with your competitors’ loyalty programs.
There are six building blocks of a core program, and they can be implemented on their own or in combination: […]
With a greater understanding of customer spending and visit habits, marketing becomes more agile, is able to make informed decisions, and can ultimately compel repeat visits and increase baskets through relevant engagement.
There are three main factors that make a loyalty program successful:
1. A well-designed program. Core loyalty programs typically motivate members to increase visits and spend. Customers need to feel the value of being a member. They should be earning a reward around every 4 to 6 visits. It is best to make sure you have low-value redemption options such as a cup of coffee or a candy bar that customers can work towards redeeming and feel as though they are being rewarded fairly.
Running various kinds of promotions is another key component in a well-designed program. Promotions keep the program interesting and fresh in the eyes of the customer. Getting a surprise reward makes customers excited and more willing to engage in the program. […]
Promotions are used to directly, quickly, and profitably change behavior. Most commonly, that behavior change falls into one of these categories: driving more visits, encouraging people to purchase at a time they normally would not, or inspiring more profitable bulk purchases.
The most common types of promotions are challenges, bonuses, and occasion based rewards.
Challenges. These promotions challenge reward members to perform actions to earn a prize. For example, a challenge could be “buy gas five times this month and get a free large coffee” or “spend $50 on snack items this week and get a free liter of soda.” These challenges are intended to increase visits and spend during a specified period of time.
Bonuses. These promotions often offer an instant benefit for the rewards member. “Purchase a sandwich and a large soda and get a bag of chips for free” is one example. Bonuses are primarily designed to increase spending during a visit, but secondly, they may also increase the number of visits since customers could seek to take advantage of a bonus multiple times.
Occasion-based rewards. These promotions are dependent on a time of year, such as the holiday season, or a well-known event. An example of an occasion-based reward could be “purchase two bags of chips and get a liter of soda for free during the week leading up to the Big Game.” […]