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Building a successful CX strategy can feel like a haunting task. Brands recognize the importance of defining and delivering a differentiated Customer Experience, but often don’t know where to start, or get lost along the journey. The right Customer Experience potion is the combination of a few key ingredients, including a CX strategy aligned with the brand promise, defining the business outcomes your CX work will impact, mapping the entire journey (with the customer), and engaging your employees by creating a CX culture.

Happy CX Day! In this video, people from across our organization share fundamentals that are key to delivering and achieving CX transformation success.

Put on by the Customer Experience Professionals Association, CX Day is a global celebration of the brands and professionals that create great experiences for their customers.

On Wednesday, in an email to Members, Air Canada shared, “Straight to the point: we heard from many customers who were excited about our plans and would prefer to transfer their Aeroplan Miles to the new Air Canada loyalty program.”

Wednesday’s news sets up a reset in the Canadian loyalty and co-brand space—with the potential to ease market consternation about the fate of Aeroplan and the intentions of Air Canada, the news brings clarity and confidence to what would otherwise have been a period of continued uncertainty leading up to June 2020.

Update on the Rise of Paid: Our Loyalty Report 2019 research found that interest in paid memberships continue to rise. 43% of members are willing to pay a fee for enhanced benefits.

As featured in TotalRetail.

“To fee or not to fee?” will be the question many retailers ask themselves this year, as paid loyalty programs steadily take hold. While the paid model isn’t new — Costco is a pioneer in this space and game-changer Amazon Prime launched back in 2005 — more retailers are viewing pay-to-play as a compelling option for both members and their businesses. Restoration Hardware, GameStop, Bed Bath & Beyond, and GNC have all jumped on board, and the pay-to-play movement will only grow from here.

Technology is rapidly changing customer expectations and the way they engage with your Brand. 

The Loyalty Report 2018 finds that Members have moved from technology skeptics to champions as 95% of members want to engage with their Program through new and emerging technologies.

From our recent 2018 Executive Launch event, Sean Claessen shares his thoughts on how Loyalty technology has reached a tipping point.

Weclome to a guest blog by Andrew Dorn, Director of Marketing Channels at RedPoint Global, a proud partner of Bond Brand Loyalty.

Loyalty programs have become extremely popular in recent years, and for good reason. Providing rewards to repeat customers is a good way to get them to keep coming back. But that’s not the whole story. To truly engage consumers and keep them loyal to your brand, you need a comprehensive strategy that centers around understanding customer behaviors, preferences, and interaction histories. Only once you have built and implemented this customer engagement strategy you can be confident of driving greater retention and loyalty over time.

Back in 1997 when I began to lead a loyalty project for Shoppers Drug Mart with the code name “ASA” (an acronym for Acetylsalicylic acid), little did I know that 20 years later we would be witnessing the evolution of Canada’s favorite and most successful loyalty program. This past week’s announcement of the merger of these two iconic loyalty programs makes great business sense for the brands and their customers. The Shoppers Optimum program was originally tested in Kingston, Halifax and Calgary over a 16-month period. Towards the end of the pilot in 1999, approval was granted to launch the Shoppers Optimum Program nationally.

Loyalty Programs are critical to fostering effective Customer Engagement strategies for brands. They enable Customer acquisition, onboarding, engagement, retention, and even win back a brand’s Customers. Many strategic brand marketers have made their Loyalty Programs a key business imperative and have invested significant financial and human capital against this important endeavor. We often see many Loyalty Programs underperform or even fail because of poor Program design and planning. When designing or renovating your Loyalty Program, marketers should avoid:

Almost all currency-based consumer loyalty Program designs inherently house a financial liability, which in many cases has a material impact on a brand’s balance sheet. Generally speaking, a brand incurs liability for a future loyalty Program reward as soon as it issues the Program’s currency (e.g., points, miles, credits, stars, etc.) to a Program Member. From an income statement perspective, there is a reduction in revenue as soon as the currency is issued to a Program Member. As such, the brand cannot account for the full sale, since a percentage will need to be remunerated in the form of a reward (or dividend) back to the Program Member upon redemption. The accounting principles which govern financial liability management are not for the faint of heart, and they more than often create an ongoing level of tension between a brand’s CFO and CMO. CFOs wish to minimize their currency liability and resulting financial exposure, while CMOs wish to issue currency to incent incremental transactional behaviors with the aspiration of maximizing Member redemptions.