2007 COLLOQUY Segment Talk Canada

8/8/2019 2007 COLLOQUY Segment Talk Canada

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P A P E R 1 0 . 0 7 / O C T O B E R 2 0

talk ™

Segmenttalk The Canadian DifferenceA Comparison of Loyalty Marketing PerceptionsAmong Specific Canadian Consumer Segments

by Rick FergusonEditorial Director, COLLOQUY

and

Kelly HlavinkaDirector, COLLOQUY

T H E A R T A N D S C I E N C E O F B U I L D I N G C U S T O M E R V A L U E

Published by:



COLLOQUY talk / 10.07 WWW.COLLOQUY.COM

A C O M P A R I S O N O F L O Y A L T Y M A R K E T I N G P E R C E P T I O N S

A M O N G S P E C I F I C C A N A D I A N C O N S U M E R S E G M E N T S

“Canadians have an abiding interest in surprising those Americans who have historically

made little effort to learn about their neighbour to the North.” – Peter Jennings

Introduction

In our August 2007 white paper, “The Difference Engine,” we explored the attitudes andopinions of U.S. consumers regarding loyalty marketing programs by focusing on five key demographic segments: the ever-growing Affluent population; Young Adults, who willbecome the core customers of tomorrow; Core Women, wedged between their mid-twentiesand retirement, moving through increasingly complex life stages and responsible for a vastamount of purchasing power and influence throughout the economy; Seniors, an oftenstereotyped yet widely diverse group whose numbers swell with each passing year as Baby Boomers begin to fill the ranks; and the emerging U.S. Hispanic population.

Through this survey and white paper, we found that substantial differences exist among

consumers with respect to their self-reported loyalty program behaviors. Our conclusion:The era of “one size fits all” loyalty programs is over.

Simultaneous with our U.S. consumer survey, we conducted a companion survey of theCanadian loyalty marketplace. We were curious: Would similar attitudes and opinionsprevail among like segments of Canadian loyalty program members? Would the implicationsof American responses hold true? After all, if U.S. loyalty practitioners are wondering how to improve program performance, deliver differentiated value to customers and still meetthe return on marketing investment hurdles laid down by their respective enterprises, thentheir Canadian brethren are likely to share similar concerns. If consumer attitudes in thetwo countries are similar, could key consumer characteristics provide a framework forinterpreting member reactions to loyalty-marketing programs? Conversely, if attitudes aredivergent, would the results suggest that cultural, socio-economic and market structuredifferences provide a basis for understanding?

In this white paper, we explore the similarities and subtle differences in loyalty programparticipation between U.S. and Canadian consumers. Once again, we find that differentcustomer segments each possess unique attitudes about loyalty brands while remaining united in their quest for brands that celebrate their worth. The challenge for Canadianloyalty marketers is the same as that faced by their American counterparts: building aloyalty “difference engine” that fosters consumer advocacy, accelerates retention andsustains marketing ROI.

The Canadian Difference



A Tale of Two Countries

To the casual observer, the differences between U.S. and Canada may appear trivial. Canada has1.6 percent more total territory than the U.S., but the U.S. has nine times the population. Whilethe U.S. has a 23 percent higher birth rate, Canada has a 90 percent higher immigration rate, alower death rate, and a higher life expectancy than the U.S. While the two countries have similar

GDP growth rates over the past decade, the U.S. GDP overall is 11 times greater. U.S. consumersalso enjoy 29 percent more disposable income than their Canadian cousins, and Canada hasslighter higher unemployment. If you count the European Union as a nation, its GDP is largerthan the U.S.—but Canada and the U.S. combined make the world's largest economy.

Through previous research efforts, COLLOQUY estimates more than 1.3 billion U.S. loyalty program memberships, representing a 35.5 percent growth from 2000 to 2006. Although nosimilar census exists for the Canadian marketplace, the vast difference in population size certainly acts as a constraint on comparative growth of the Canadian loyalty industry. An examination of theloyalty landscapes of each country reveals a few key similarities and differences that serve as abackdrop to interpreting the results of this study:

• Regional patterns prevail: Regional demographic differences predominate inboth countries. While the U.S. Hispanic demographic prevails in the South and West,

Canada’s largest unique demographic group is the historically and culturally homogenousFrench-speaking population in and adjacent to Quebec. Canada’s Hispanic populationis comparatively insignificant, but its immigrant population overall is larger and morediverse than that of the U.S. The U.S. population is geographically diverse, while theCanadian population is concentrated in a half-dozen major urban centers, all relatively close to the U.S. border.

• The Canadian market is more concentrated: While markets in all consumer industriesare equally mature in both countries, market structures differ vastly by size and diversity,

with a greater number of competitors in virtually every U.S. market sector and a less-defined national brand presence in key loyalty sectors such as grocery, retail fuel andbanking. The result is greater concentration of market share among major Canadian brandsthan exists in the U.S.—a potentially significant factor in comparing loyalty behaviors.

• The coalition is the difference-maker: Finally and perhaps most significant, Canada’s

loyalty landscape is heavily influenced by the presence of a national loyalty coalitionthat does not exist in the U.S.: the AIR MILES Rewards Program, which accounts for anearly 70 percent penetration level among Canadian households. While coalitionstructures are prevalent in much of the world, no third-party operator has been ableto launch a U.S. loyalty coalition on a national scale. The presence of such a loyalty behemoth in Canada must certainly influence the perceptions of Canadian consumers.

With these differences in mind, we undertook the Canadian portion of our demographic survey in order to better understand the perceived differences in loyalty program participation among the Canadian segments interviewed. Just as in our U.S. survey, however, we also realized that we

were walking into a potential trap: Consumers generally under-report their involvement withloyalty-marketing programs. Moreover, they often underestimate the impact of such programs ontheir own behavior. Though 25 years of transactional records tell us that these programs do work,most consumers are loath to admit that loyalty programs have any influence on their purchases.

Despite these limitations, we’re confident that these survey results accurately represent Canadianconsumer attitudes about loyalty programs. Self-reported consumer behaviors, perceptions andopinions are essential tools for loyalty marketers hoping to better understand and influencecustomer behavior. Why do customers embrace or reject a program or offer? How can we define thecritical emotional touch points that yield a more effective customer strategy? While there will alwaysbe a disconnect between reported attitudes and real behavior, this survey does illuminate a host of implications based on the perceptions of those segments most important to the bottom line.


“While markets in all consumer industries are equally mature in both countries, market structures differ vastly by size and diversity, with

a greater number of competitors in virtually every U.S. market sector and a less-defined national brand presence in key loyalty sectors such as grocery, retail fuel and banking.”



Survey Methodology

COLLOQUY conducted this consumer survey research in May 2007 using established onlinesampling and interviewing methodologies. Convergys Corporation, one of the leading marketing research providers in North America, conducted the study on behalf of COLLOQUY. Convergysprocured the study respondents from the opt-in, online panel sources of Greenfield Online, a

respected consumer panel provider, and the respondents broadly represent the Canadianpopulation within each consumer segment.

For this study, panel respondents received email invitations to complete an online survey regarding loyalty programs. A hyperlink provided in the email invitation took respondents toConvergys’s proprietary, secure online surveying site to complete the questionnaire.

To enhance consistency, we provided respondents with a broad definition of loyalty-marketing programs. We obtained a total of 550 completed interviews from the General Population and500 additional interviews from each of the four specific consumer segments for a total of 2,550 completed interviews, which enabled us to report data representing segment populationsat an approximate 95 percent confidence level with a +/- 4.5 percent margin of error. Wherereported, participation levels by vertical market yielded a significant sub-sample of participantsin the Financial, Retail and Travel sectors, which allowed us to cross-tabulate and analyze the

data by these vertical industries.To run parallel results with the U.S. survey, we chose segment definitions to represent specificCanadian consumer demographic segments of high interest to loyalty-marketing practitioners,including:

• The General Adult segment: This segment included weighted representation of each of the four specific segments and other segments not covered below. The GeneralPopulation segment essentially serves a control group and is representative of theentire Canadian adult population.

• The Affluent segment: This segment contained male and female heads of households with annual incomes of CDN $125,000 or greater.

• The Young Adult segment: Any respondent 18 to 25 years of age.

• The Senior segment: Any respondent age 60 years or older.• The Core Women segment: Any female respondent 25 to 59 years of age with an annual

income between CDN$50,000 and CDN$125,000.

We included individuals who did not meet any of the four specific segment definitions inthe General Population group in accordance with their true proportions to the Canadian adultpopulation. All interviews were completed in English.





Part I: Participation

Among the general Canadian population, an astounding 86.2 percent of respondents claimto participate in a loyalty-marketing program—a penetration rate nearly 30 percentage pointshigher than the U.S. survey response. This finding confirms the maturity of the loyalty businessin Canada.

While our survey did not separate out the number of respondents who claimed participationin the AIR MILES Reward Program, this response surely speaks to the sheer power of thecoalition model of loyalty to engage consumers of varying demographic backgrounds. Only inother countries that boast national loyalty coalitions such as the U.K., Germany and New Zealand

would we find similar penetration rates—in many such cases, the percentage of consumers whoparticipate in the national coalition exceeds the percentage of U.S. consumers who participatein any loyalty programs. Where coalition is present, awareness of and participation in loyalty programs will prove high.

86.2%

57.0%

USA Canada

+51%higher

Exhibit 1 Recalled Loyalty Program Participation Rates

% of respondents stating they belong to a loyalty program, April/May 2007

General Population

“Where coalition is present, awareness of and participation in loyalty programs will prove high.”



Reported Canadian program participation rates raise several important issues for loyalty marketers:

• You’re competing against the industry. Canadian consumers belong to an average of 2 Financial programs, 2.5 Retail programs and 1.5 Travel programs, respectively. Canadianconsumers are loyalty savvy, and high participation rates always drive cross-program

comparison. Canadian consumers attuned to the subtleties of program value propositions will look for differentiated value and highly personalized, relevant experiences. In thishighly charged environment, proprietary programs compete with coalitions. Hotel programscompete with airline programs. Retail programs compete with banking programs. Forprogram operators, the stakes are as high as they’ve ever been.

• Loyalty is the cost of doing business. With nearly 9 in 10 Canadians claiming participationin a loyalty program, how can a consumer-facing business afford not to play? Whether

you offer a proprietary program, become a coalition sponsor, or join as a player in anotherbrand’s program, your customers expect that you will offer value and relevance beyond

your core products and services. In Canada, the absence of a loyalty program puts you at

competitive disadvantage.

T r a v e l

R e t a i l

F i n a n c e

Core Women

61%

88%

45%T r a v e l

R e t a i l

F i n a n c e

Seniors

48%

86%

47%

Young Adults

T r a v e l

47%

R e t a i l

82%

F i n a n c e

47%

Affluent

T r a v e l

70%

R e t a i l

87%

F i n a n c e

62%

General Population

T r a v e l

53%

R e t a i l

84%

F i n a n c e

52%

Exhibit 2 Loyalty Program Participation Rates by Market Sector

% of respondents stating they belong to a Retail, Travel or Financial Services loyalty program, May 2007


“With nearly 9 in 10 Canadians claiming participation in a loyalty program, how can a consumer-facing business

afford not to play?”



• Canadians enjoy rich loyalty benefits. In the U.S. survey, we found a disturbing gapbetween the number of programs consumers said they belonged to versus those in whichthey recalled active participation. In the minds of Canadian consumers, that gap is muchsmaller—approximately 75-80 percent of Canadian consumers claim active participationin the programs to which they belong. Particularly in the retail sector, Canadianconsumers enjoy rich value propositions in both coalition and proprietary programs.

Active participation in the U.S. is lower across the board, a fact that suggests U.S. loyalty marketers still have work to do to catch up to their Canadian counterparts.

Core WomenSeniorsYoung AdultsAffluentGeneral Population

T r a v e l

1.5

R e t a i l

2.6

F i n a n c e

1.9 F i n a n c e

2.0

F i n a n c e

1.7F i n a n c e

1.9 F i n a n c e

2.0

R e

t a i l

2.8

R e t a i l

2.5 R e t a i l

2.5

R e t a

i l

2.9

T r a v e l

2.0

T r a v e l

1.4T r a v e l

1.6T r a v e l

1.5

Exhibit 3 Loyalty Program Numbers by Market Sector

Average Number of Loyalty Programs Consumers Belong to by Market Sector, May 2007




• Exploit tactical differences. Given such widespread participation, it seems pointlessto spend much time examining the reasons for non-participation among the few Canadian naysayers—the sample sizes are too low to be statistically significant. Therationales for non-participation are worth noting primarily as reminders for loyalty

marketers to exploit competitive program differences. The major reason for not playing is the perception that earning rewards requires too much spending (25 percent).Nonparticipants also believe that there are too many rewards programs in the market(40 percent), and that most rewards programs look alike (36 percent). Each of thesefindings presents practical obstacles that Canadian marketers must address to increaseparticipation and retention rates among given consumer segments.


T r a v e l

80%R e t

a i l

81%

F i n a n c e

75%

F i n a n c e

65%F i n a n c e

68% F i n a n c e

70%

R e t a i l

75%

R e t a i l

68%

R e t a i l

76%R e

t a i l

79%

T r a v e l

70% T r a v e l

71%T r a v e l

75% T r a v e l

73%F i n a n c e

74%

Exhibit 4 Active Participation Rates by Market Sector

% of consumers who claim to be actively participating in the loyalty programs they belong to, May 2007




When we look at those demographic segment responses in more detail, additional insights onparticipation emerge:

The Affluent: As expected, Affluent adults, with their purchasing power, higher education levelsand demographic maturity, demonstrate near universal loyalty program participation (96 percent).

Although absolute levels of reported participation are higher among Canadian Affluents than theirU.S. counterparts (80 percent), Affluent consumers represent the most developed loyalty marketsegment in both countries.

Also similar to their U.S. counterparts, Affluent Canadians are likely to recall loyalty-programmemberships in all three of our key verticals—Financial Services, Travel and Retail. In contrast,however, Affluent Canadians do report higher participation in Retail programs than in Travelprograms—a finding at odds with the U.S. survey. Long-standing proprietary retail programs inthe grocery, health and beauty and fuel retail sectors influence this result, as do the many retailsponsors in the AIR MILES program. Outside of grocery, most U.S. retail programs are youngerthan their Canadian counterparts.

C o r e W

o m e n

S e n i o r s Y

o u n g A d u l t s

A f f l u

e n t

G

e n e r a l P o p u l a t i o n

86%

96%

78%

90%

95%Exhibit 5 Recalled Loyalty Program Participation Rates by Segment

% of respondents stating they belong to any loyalty program, May 2007


“Similar to their U.S.counterparts, Affluent Canadians are likely to recall loyalty-program memberships in all three of our key verticals— Financial Services, Travel and Retail. In contrast,however, Affluent Canadians do report higher participation in Retail programs than in Travel

programs—a finding at odds with the U.S. survey.”



Core Women: Canadian Women reported 95 percent loyalty program participation, virtually equalin magnitude to the Affluent segment and 35 percentage points higher than their U.S. cohorts.This difference is also largely driven by higher Retail program participation rates. While Canadian

Women also report significant participation in Travel and Financial programs, the absolutepenetration rates are well below those of Affluent Canadians, and offer Canadian marketers ineach sector some upside potential.

Seniors: This group reported slightly lower participation (90 percent) than the Affluent and Core Women segments. The findings are higher than U.S. Senior participation by 36 percentage points,a difference once again driven by higher Retail program penetration. Both the Travel and Financialsectors are underdeveloped among Canadian Seniors—but participation will grow as Baby Boomersbegin to enter this segment.

Young Adults: At 78 percent loyalty program participation, Young Adults in Canada are the leastdeveloped segment of the population. Their reported participation levels rank last among thesegments in each industry sector, with Retail programs accounting for the bulk of membership.Travel and Financial Services relationships are typically underdeveloped among this more modestincome group.

However, Young Adults in Canada report participation rates 34 percentage points higher than

their U.S. counterparts. We predict continued upside growth of activity in this segment asTravel and Financial Service providers and coalition sponsors look to new loyalty tactics in anincreasingly saturated environment.

Conclusions:

Demographic and lifestyle variables yield much less of a confirmed difference in who will or willnot play the loyalty game in Canada. Essentially, everyone plays. Compared to the U.S., participationrates are much higher across the board, resulting in heightened consumer awareness of loyalty techniques and advanced knowledge of how loyalty programs produce benefits today. Beyond thenatural implications of who composes your target audience, Canadian practitioners can derivesome meaningful insights:

• The Canadian market is more mature. Although economy, geography and marketstructures all play a role in their participation levels, Canadian consumers are more

savvy loyalty program players than their U.S. neighbors. While choices are narrowerin each sector, Canadian consumers are likely to be active in competing programs.To stand out in a crowded space, Canadian marketers must continue to deliverdifferentiated value and unique program perks. U.S. marketers can likewise learnmuch from watching the evolution of the Canadian market.

• The new opportunities are on the fringes. Canadian marketers in the Travel andFinancial Services sectors can still find loyalty opportunities among both Young Adultsand Seniors. Given high Retail program participation and the presence of a nationalcoalition, both segments are well oriented to loyalty. Specific value propositions serving the unique needs and sentiments of both audiences could pay handsome dividends.

• Competitive disadvantages are on the horizon. With widespread loyalty programparticipation in Canada—near universal among the Affluent and Core Women segments—a sense of program entitlement is becoming engrained in the minds of consumers. In

Canada, any marketer not yet playing the loyalty game is at a competitive disadvantage.Explore which loyalty model is right for you—coalition, player or proprietary—and takethe plunge with a differentiated offering.


“Young Adults in Canada report participation rates 34 percentage points higher than their U.S. counterparts.We predict continued upside growth of activity in this segment as Travel and Financial Service providers and coalition sponsors look to new loyalty tactics in an

increasingly saturated environment.”



Part II: Program benefits

We asked all respondents claiming loyalty program participation to recall the type of benefitsthey enjoyed. As these results reference multiple program participation, the data best serves asa composite for the value propositions currently deployed by all Canadian loyalty programsacross all industries and in both proprietary and coalition formats. Additionally, we reported data

by following the traditional definitions of hard benefits (free money, free goods, free travel, etc., which bring a hard cost to the program sponsor) and soft benefits (special access and privilegesfor members that may or may not carry tangible costs). Here’s a look at a few key insights fromthe survey:

• In Canada, points and miles rule. Unlike the U.S., where cash-back hard benefitsrule, Canadian consumers are more likely to enjoy points and miles programs that yieldfree travel, free in-store merchandise or free reward catalog redemptions. Points and

miles-related hard benefits dominate every consumer segment surveyed and arerecalled at a much greater rate than any other hard benefit tactics used in Canada. Thisfinding is likely aligned with the pervasive presence of the AIR MILES Reward Programas well as proprietary points programs in the Canadian Retail and Financial Servicessectors. Cash-back and auto-issue gift certificates are distant pretenders to thedominant points-and-miles hard benefit structure.

• Relevant communication is lacking. Based on the General Population and specificconsumer segments surveyed, less than one in five Canadian participators recallreceiving members-only communications and offers. The numbers of participators

who recall receiving special access offers is even lower. Collectively, these relevancemetrics are lower than the same metrics in the U.S. survey. Clearly, Canadianpractitioners can do more with loyalty program data and segmentation in order todeliver more relevant messages and offers to members.

• Soft benefits are non-existent. The perceived absence of non-discount soft benefits isof critical importance to the segments interviewed. When asked to rate the importanceof special privilege, preferential treatment and unique, members-only benefits, half of all loyalty program participants offered an “extremely” important rating (8, 9 or 10 on a1-10 rating scale). In contrast, when we asked consumers if they noticed these samespecial treatment benefits in the programs they belonged to, only one in twenty consumerscould confirm actual delivery. The benefits were either absent or invisible to the Canadianconsumer. While our U.S. survey produced similar discrepancies between the importanceof special privileges and their perceived delivery, the gaps are even wider in Canada.

Exhibit 6 Loyalty Program Benefits by Segment

General Young CorePopulation Affluent Adults Seniors Women

Hard Benefits

Points for free travel 69% 81% 62% 67% 70%

Points for in-storeredemption

58% 67% 73% 62% 67%

Certificates 31% 38% 37% 30% 39%

Cash back 24% 37% 33% 30% 33%

Soft Benefits

Discounts 35% 41% 45% 31% 36%

Upgrades 18% 31% 15% 12% 12%

Members-only info 16% 27% 22% 11% 18%

Members-only access 8% 16% 12% 5% 11%

% of consumers who claim the loyalty programs they belong to offer each benefit type, May 2007




Conclusions:

While Canada and the U.S. display fundamental differences in the methods and manner of loyalty program benefit delivery, these differences appear to be the result of program structures and notconsumer desires, which bear marked similarities on both sides of the border. Some usefulreminders are in order:

• Design the optimal value proposition. Much like their U.S. counterparts, Canadianmarketers are missing out on a viable tactic for differentiation and greater consumerentrenchment. Fifteen years of COLLOQUY research has proven conclusively thatthe blend of hard economic and soft recognition benefits provides the most compelling loyalty program design. Despite the challenges associated with soft benefit delivery,Canadian consumers yearn for greater privileges. Will Canadian marketers respond?

• Focus on soft benefits to win. On the soft-benefit side of the value proposition,consumers recall all benefit types except discounts infrequently. The Affluent segmentindexes highest across the board—a logical outgrowth of their experiences with theTravel sector, where soft benefits are well-entrenched. Core Women and Seniorsdemonstrate a huge gap between hard and soft benefits recognition—an insightrepresenting opportunity for Canadian marketers to introduce special privileges toeach audience. Young Adults may be particularly responsive to members-only information and privileges. While Canadian marketers excel at using points andhard-benefit value delivery to lure in members and drive participation, members stillfeel that something is missing.

• Data spells the difference. Besides craving special treatment and access, Canadianconsumers crave relevant offers. The primary weapon in the loyalty marketer’sarsenal is the transactional and behavioral data collected through the loyalty programstimulus. The data is proprietary and should be exploited to deliver value and relevancein communications and offers. The added advantage of the coalition structure inproviding access to share-of-customer and cross-sponsor shopping data gives coalitionsponsors a potentially unbeatable competitive advantage.

Exhibit 7 Gap Between Reported Importance and Delivery of Special Benefits

% that consider special treatment “extremely important” (top 3 box ratings) vs. % reporting they receive such treatment, May 2007


“While Canada and the U.S.display fundamental differences in the methods and manner of loyalty program benefit delivery,

these differences appear to be the result of program structures and not consumer desires, which bear marked similarities on both sides of the border.” Core

Women

SeniorsAffluentGeneral

Population

Young

Adults

12.6%

4.6%

I m p o r t a n t

46.9%I m p o r t a n t

49.1%

6.3%

I m p o r t a n t

43.2%

6.4%

I m p o r t a n t

45.5%

7.9%

I m p o r t a n t

43.1%

Yes Yes Yes Yes Yes



Part III: Customer Engagement

Between the point at which a customer enrolls in a loyalty program and the defining moment of benefit redemption, loyalty marketers have at their disposal a plethora of tactics to drive customerengagement. Collectively, these tactics form what COLLOQUY refers to as the Relationship Chain.The fundamental purpose of the Relationship Chain is to build a continuous, multi-channel

dialogue with best customers to deepen the relationship. COLLOQUY’s own experiences consulting with leading North American firms tell the tale: Dialogue builds engagement, and increasedengagement yields increased member value and sustainable retention.

Hence, the Canadian loyalty marketer who invests in Relationship Chain tactics generates ameasurable return on that investment. If dialogue is properly timed, segmented and channeled,the return can be significant.

Because our survey covered a multitude of programs in a variety of sectors, and because eachprogram likely follows a unique set of engagement practices, we elected to quantify consumerinvolvement in Relationship Chain tactics by querying their involvement with traditionalcommunications tactics and channels. We measured involvement on a 1- to 10- point scale andcharacterized the top three box scores (8, 9 and 10) as “extremely involved.” Our assumptionis that survey results function as a surrogate measurement for engagement with traditional

Relationship Chain tactics.


Exhibit 8 The Relationship Chain TM

The RelationshipChain focuses on engendering loyalty and building an

ever-growing core of advocates. The process of building loyalty never really

ends, but achieving it provides the most effective tool available for future

viral and word-of-mouth mass campaigns.

Awareness, trial, traffic building,viral campaigns, etc. are not separate and

distinct from building loyalty. These mass initiatives are perfect ways to begin

(or add to) your existing database.The key to integrating is identification.

You must identify consumers whose attention you’ve attracted, who have tried

your product, who are hearing about you, etc., so you can take the next step

and encourage them to begina relationship with you.

A redemption or when the customer receives something

of value is the Moment of Truth. It is the turning point in

the relationship.

The Moment of Truth

The End GameLOYALTY / ADVOCACY

VALUE EXCHANGE

BEFORE THE RELATIONSHIP BEGINS...



For most tactics and segments, we measured “extremely involved” engagement levels between30 and 50 percent. The reported levels of engagement are slightly lower than those revealed by ourU.S. survey, but the rank order of tactics is strikingly similar. For ease of discussion, we break down the results below by specific Relationship Chain tactics:

• Identification Devices: Unsurprisingly, the highest-scoring Relationship Chain tactic

remains use of a rewards card or other Identification Device (ID)—such as a plasticmembership card, credit or debit card, or online membership profile—by which thebrand can track consumer behavior within the safe haven of a loyalty program. Asthere can be no relationship without customer identification, the ID remains the mostcritical component of the Relationship Chain. Nearly 50 percent of all Canadianprogram members cited high involvement with this initial step. The Affluent, Seniorand Core Women segments index higher than the General Population; Young Adultsindex lower.

• Direct mail: Engagement through printed direct-mail communications hoveredaround 30-45 percent. While we did uncover segment differences, the absolute valuesare generally much higher than most clients believe. Reading program statementsreceived in the mail earned the highest reported involvement level, likely a result of the common practice of sending out point balance statements in programs using promotional currency. Receiving and reading special offers is less developed as anengagement tactic. Both the Affluent and Core Women segments report engagementratings slightly higher or in line with the control group. Young Adults reported low levels of print involvement across the board. Seniors appear to be most involved withusing their rewards card and reading their printed statement—all other tactics arereported at modest levels of involvement.

Exhibit 9 Print Communication Tactics Among Loyalty Program Participants

% of participating respondents who saythey are extremely engaged (top 3 boxes)in receiving information about specialoffers via regular mail.

% of participating respondents who saythey are extremely engaged (top 3 boxes)in reading statements they receive inthe mail about their rewards programs.

G e n e r a l

P o p u l a t i o n

45%

Y o u n g

A d u l t s

25%

C o r e

W o m e n

42%A f f l u e n t

44%

S e n i o r s

34%

G e n e r a l

P o p u l a t i o n

30%

21%

C o r e

W o m e n

32%A f f l u e n t

35%

S e

n i o r s

26%

Engagement Levels (top 3 box ratings or “extremely engaged”) with direct mail tactics


“Reading program statements received in the mail earned the highest reported involvement level,likely a result of the common practice of sending out point balance statements in programs using promotional currency.”



• Electronic communications: Email and web-based communication tactics yieldresponses slightly lower than direct-mail, with approximately three in ten loyalty-program participants citing “extreme involvement.” Contrary to typical expectations,

Young Adults do not engage through electronic channels more than direct channelsand their level of involvement is lower on most electronic delivery tactics vis-à-vis

the other segments, including Seniors. However, both the Affluent and Core Womensegments interact more through electronic channels—with women most involved inresponding to on-line surveys about member preferences.

Conclusions:

That a full 30-40 percent of all loyalty-program participants across all industries report “extremeinvolvement” with Relationship Chain tactics should give heart to all Canadian loyalty marketers.The survey results for the U.S. were surprisingly similar in both rank and magnitude, despitelower overall participation levels. Communications remain the most significant driver of brandengagement, regardless of the type and channel of delivery. From this cross-section of ratings,

several insights emerge:

• Let the individual choose the channel. If these survey responses tell us anything, it’sthat, when it comes to communication channels, making broad generalizations aboutany one of our surveyed segments is an invitation for trouble. We assume that Young

Adults are first and foremost electronic animals—but they aren’t strictly drawn to emailor the web. In fact, the Affluent are more likely than Young Adults to engage with yourbrand electronically. Even Seniors display stronger levels of electronic involvementthan might otherwise be expected. Core Women in Canada are still finding the time toengage with printed communications, program surveys and web sites—which indicatesthat they’re interested in what you have to say about your program and how it affectsthem.

• Sweeping cuts will backfire. For loyalty marketers, cost pressures are anomnipresent threat. With program membership counts at extreme levels, and variable

communications costs increasing year over year, the natural inclination is to cut.Often, the executives favoring the cuts will trot out stereotyped visions and urbanlegends to defend their actions. Don’t let them. While some subtle differences inengagement levels exist, your best customers value brand communications regardlessof their demographic segment. Don’t implement sweeping cuts. Instead, target yourcommunications dollars more effectively. Segment your customer base and deliver

your marketing messages where they’ll do the most good.

Exhibit 10 Electronic Communication Tactics Among Loyalty Program Participants

% of participating respondents who saythey are extremely engaged (top 3 boxes)in logging onto program websites forprogram information.

G e n e r a l

P o p u l a t i o n

30%

A f f l u e n t

39%

Y o u n g

A d u l t s

28% S e n i o r s

24%

C o r e

W o m e n

35%

% of participating respondents who saythey are extremely engaged (top 3 boxes)in receiving information about specialoffers via email.

G e n e r a l

P o p u l a t i o n

35%

Y o u n g

A d u l t s

26%

C o r e

W o m e n

40%A f f l u e n t

39%

S e n i o r s

29%

Engagement Levels (top 3 box ratings or “extremely engaged”) with electronic media tactics


“If these survey responses tell us anything,it’s that, when it comes to communication channels,making broad generalizations about any one of our surveyed segments is an invitation for trouble.”



• Survey techniques are a valuable tool. Approximately one in three Canadianprogram participants claimed extreme involvement with member surveys. The dataare remarkably similar across consumer segments and suggest loyalty marketershave an invitation to ask their members what they want, how they want it and wherethe program can improve on delivering value. Survey data can be blended with

transactional details to paint a vivid picture of the program member, increasing relevance, engagement and overall results. Start asking.

G e n e r a l

P o p u l a t i o n

39% C o r e

W o m e n

40%A f f l u e n t

37%

Y o u n g

A d u l t s

31%S e n i o r s

34%

Exhibit 11 Communication Tactics Among Loyalty Program Participants

% of participating respondents who say they are extremely engaged(top 3 boxes) in responding to member surveys about their preferences.




Part IV: Redemption patterns

Savvy loyalty marketers have long recognized that reward redemption patterns carry pronounceddifferences depending on membership composition. Redemption patterns result from many complex moving parts: demographic traits, certainly, but earning velocity, redemption optionsand program design, among other elements, all play a part. Some key insights from our survey:

• Retailers drive redemption velocity. When we asked consumers to state how oftenthey had redeemed for a reward in the past 12 months, it became clear that retail isdriving the bus. Comparing redemptions in the Financial and Travel sectors to thosein the Retail sector, retail programs are providing the most rewards to membersregardless of demographic segment. Bear in mind that the value in travel and financialredemptions tends to be much higher and therefore more aspirational, which leadsto longer redemption cycles. The coalition effect may also be felt in retail redemptions,as the earning velocity in a coalition environment is generally much higher than inproprietary programs.


T r a v e l

0.6

R e t a i l

3.9

F

i n a n c e

1.0

F i n a n c e

1.6

F

i n a n c e

1.0

F i n a n c e

1.4 F i n a n c e

1.5

R e t a i l

3.6

R e t a i l

3.2

R e t a i l

3.8R e t a i l

3.8

T r a

v e l

1.1

T r a v e l

0.7T r a v e l

0.7T r a v e l

0.7

Exhibit 12 Redemption Events by Market Sector

Average Number of Redemption Events Within the Past 12 Months


“Retail is driving the bus.Comparing redemptions in the Financial and Travel

sectors to those in the Retail

sector, retail programs are providing the most rewards to members regardless of demographic segment.”



• Financial and travel programs lag behind the U.S. General Population redeemerstold us they had burned their points an average of one time in the past year for creditcard and other Financial Services programs and an average of less than once for Travelindustry programs. Both of these findings were considerably lower than the redemptionaverages reported for U.S. consumers. Regulatory and market differences between the

two countries explain some of the gap; debit card programs, for example, are increasingly prevalent in the U.S. but not in Canada, and Total Relationship Banking programs suchas Citi’s ThankYou Network also drive earning velocity in the U.S. We expected that the

Affluent segment would yield the highest average redemption frequency in both FinancialServices and Travel. We also believed that Young Adults would lack the needed earning

velocity to achieve annual redemption patterns in both industries. The survey resultsconfirmed both assumptions.

• Canadians share the wealth. In one of the most dramatic differences we uncoveredbetween U.S. and Canadian loyalty redemption patterns, we found that Canadianconsumers were about twice as likely as their U.S. counterparts to redeem a rewardfor a family member or to give a reward as a gift. Only in the Young Adult demographicdid we find nearly identical patterns. Canadian marketers have a real opportunity toexploit the altruistic tendencies of members by facilitating opportunities to share rewards

with their extended family and friend networks.


“In one of the most dramatic differences we uncovered between U.S. and Canadian loyalty redemption patterns, we found that Canadian consumers were about twice as likely as their U.S. counterparts to redeem a reward for a family member or to give a reward as a gift.”

G i f t

Core Women

G i f t

Seniors

G i f t

Young Adults

G i f t

Affluent

G i f t

General Population

F a mi l y M e m b e r


F a mi l y M e m b e r F

a mi l y M e m b e r


R e w a r d e d S e l f

87.8%

9.7%10.3%

31.8%


73.8%

37.4%


91.4%

4.3%

11.4%


83.2%

14.0%

22.4%


75.4%

10.2%

24.6%

Exhibit 13 How Redeemers Use Their Rewards

% of consumers who retain or distribute rewards



Conclusions:

While our data on loyalty-program redemption patterns mostly conforms to patterns familiar toboth proprietary program operators and coalition sponsors, the survey responses do allow us toilluminate some important best practice considerations:

•Make your rewards a difference engine: With extremely high levels of points program

participation across Canada, consumers pay close attention to rewards catalogs.Reported redemption frequencies suggest that different segments exercise differenttime horizons as they judge potential redemption options. While redemptions areequally rooted in spending, earn velocity and redemption thresholds, the catalog mustin itself use redemption data to achieve maximum relevance for your best customergroups. Rewards can be a true difference engine. One-size-fits-all loyalty models have

worked in the past—and the past is where they belong.

• Check the velocity equation: With the exception of the retail sector, Canadianconsumers report lower frequencies of reward redemption than their U.S. counterparts.

While a variety of factors not covered by this survey could explain the differences—especially spending levels, funding rates and propensities to horde points for a futureevent—every loyalty marketer should analyze member point balance reports to check the velocity equation. Are members earning fast enough to redeem for the rewards

they truly cherish? How long does it take them to reach the promised land? Provide theright mix of instant-gratification and aspirational rewards to help facilitate multipleredemptions in your most-profitable segments.

• Build community through rewards: Loyalty marketers in every industry are franticto control program liability. While the temptation to slash the program funding rate isomnipresent, liability is most effectively controlled through increased redemption—and redemption equals engagement. With consumers flocking to social network sites,blogs and other community platforms seeking product and service recommendations,

why not exploit this trend through your reward-redemption mechanisms? Allowing your customers to rate redemption options, make reward recommendations and evendesign their own reward catalogs can help build a differentiated community of loyalprogram members and help control liability at the same time. What’s not to love?


“With the exception of the retail sector, Canadian consumers report lower frequencies of reward redemption than their U.S.counterparts.”



Part V: Customer Satisfaction and Impact

Asking consumers to rate the impact and influence of the loyalty programs they belong to is a dicey proposition. No one wants to admit that loyalty programs influence their behavior; we all think of ourselves as free agents who make logical purchase decisions based on such fundamental drivers of loyalty as price, service and quality. With that said, satisfaction survey questions do provide an

important, if imperfect, measure of emotional attachment to the loyalty brand.

Satisfaction by Market Segment

In our survey, we broke down satisfaction queries by our key Financial Services, Retail and Travel verticals. We asked participators to evaluate satisfaction along multiple dimensions on a 1- to10- point scale. We report the top three box ratings below. Additionally, we asked a loaded question:Does the rewards feature have any influence on decisions to do business with the sponsor? Finally,

we asked participators to gauge program influence on their past 12 months of purchases.

Satisfaction: Financial Services programs

Satisfaction levels with financial rewards programs are reasonably high (62-68 percent) across Affluent, Senior and Core Women segments. Young Adults offer a more critical view, with only half expressing top three ratings of satisfaction with the programs they belong to. Other importantinsights:

• Consumers perceive reasonable program value, but they’re more satisfied with theprogram itself than they are with the rewards derived from participating. The reportedgaps between program satisfaction and reward satisfaction are generally in the range of 15-20 percentage points—which indicates that Canadian consumers are eager for more

valuable redemption options.

• Seniors report the widest satisfaction gap. While they are generally satisfied withreward programs, less than half express extreme satisfaction with the rewards choices.

Are Seniors just crankier by nature, or are marketers missing out on an importantopportunity?

• The likelihood that the General Population segment will recommend a FinancialServices provider because of the rewards program is 47 percent, a figure substantially lower than program satisfaction ratings. For Financial Services programs, likelihoodto recommend is more aligned with reward satisfaction scores than overall programsatisfaction. The Affluent segment, who report the highest likelihood to recommend(52 percent) also report the highest satisfaction with program rewards (54 percent).


“Satisfaction levels with financial rewards programs are reasonably high (62-68 percent) across Affluent, Senior and Core Women segments. Young Adults offer a more critical view.”

Exhibit 14 Satisfaction with Financial Loyalty Programs and Rewards Offerings

% rating “Extremely Satisfied” (top 3 boxes, 1-10 scale) with Specific Program

General Young CoreTop 3 box of 10 “extremely satisfied” Population Affluent Adults Seniors Women

Satisfaction with program 65% 67% 53% 68% 62%

Satisfaction with rewards offered 41% 54% 39% 49% 47%

Program-to-reward satisfaction gap (in % pts.) 24% 13% 14% 19% 15%



Satisfaction: Retail programs

Satisfaction levels with Retail rewards programs are also reasonably strong (56-62 percent),although marginally lower than Financial Services programs. All segments report similar levelsof contentment. Other important insights:

• While Canadian consumers perceive substantial value in retail rewards programs,the reported gap between program satisfaction and rewards satisfaction is still evident.

Young Adults (14 percentage points) report the widest differences.

• Consumer likelihood to recommend a Retailer because of the rewards program issubstantially lower (43 percent) than the program satisfaction score among the GeneralPopulation and again mirrors expressed satisfaction with actual rewards. When asked,consumers always want more.

Satisfaction: Travel programs

Satisfaction levels with travel rewards programs are weakest in Canada (30-42 percent) with Young Adults expressing the lowest levels of program and reward satisfaction. Other important insights:

• Reported gaps between program satisfaction and rewards satisfaction are muchlower than those reported for Retail and Financial Services programs. Lower programsatisfaction levels across all segments are more likely narrowing the gap than higherlevels of contentment with the actual travel rewards.

•Seniors are surprising favorable with regard to both program and reward satisfaction

levels, rendering the highest ratings for both metrics among the segments interviewed.

• Not surprisingly, consumer likelihood to recommend a Travel rewards program issubstantially lower (31 percent) than the Retail and Financial Services program scores.

Impact and influence

We also asked survey respondents to rate the impact and influence of the loyalty programs to which they belong. Given our assumption that most consumers are likely to under-report theeffect of loyalty programs on their purchase behavior, the results are good news for loyalty marketers: Approximately one in three Canadian program members feel that loyalty programshave a direct influence on their purchasing decisions. Affluent Canadians are most likely toclaim a direct connection between rewards and purchase behavior. Young Adults are the leastlikely to see the impact.

Exhibit 15 Satisfaction with Retail Loyalty Programs and Rewards Offerings






Exhibit 16 Satisfaction with Travel Loyalty Programs and Rewards Offerings







“Satisfaction levels with Retail rewards programs are also reasonably strong (56-62 percent), although marginally lower than Financial Services programs.All segments report similar

levels of contentment.”



Conclusions:

Satisfaction ratings for each key vertical allow us to draw some important conclusions:

• Loyalty programs deliver. Active loyalty program members are well aware of the valueand potential inherent in participation. Program operators need only deliver on theiroriginal promises and meet or exceed customer expectations. The numbers suggestthat high levels of satisfaction with both coalition and proprietary programs exist inCanada—although Travel program providers apparently still have some work to do.

• Don’t let the rewards gap widen. While program satisfaction levels deserve a few hurrahs, Canadian consumers are less likely to be extremely satisfied with the rewardsofferings contained within those programs. This presents a potential source of conflict

within the members’ eyes and could lead to frustration, disenchantment, mistrust, anda host of other emotional drivers that could negatively impact program performance.Relevant rewards are the key. Give the various segments what they need, make themattainable and aspirational, and the satisfaction gaps reported will likely shrink.

• Consumers know there is an impact: Participators in Canada like loyalty programs,and their advocacy influences satisfaction with operators and sponsors, their referralbehaviors and their likelihood to remain a customer. Perhaps most significantly,despite their reluctance to admit to influence, substantial numbers of Canadianconsumers know their purchase behavior has changed because of program influence—and aren’t afraid to admit it.

• Satisfaction measures aren’t enough: Marketers design loyalty programs to generatea positive impact for their companies. While an enlightened few measure this impact interms of the marketing insight they derive from the loyalty database, the vast majority of North American companies still measure impact in terms of customer satisfactionmetrics or short-term financial results—while giving loyalty metrics such as share-of-customer and Customer Lifetime Value short shrift. A balanced scorecard approach—one that incorporates short- and long-term financial goals, customer satisfactionand loyalty measures, and the results of actionable customer intelligence—is muchmore powerful. No single measurement can accurately capture the complex benefit of applying sophisticated combinations of recognition and reward to build customer value.


“Participators in Canada like loyalty programs, and their advocacy influences satisfaction with operators and sponsors, their referral behaviors and their likelihood to remain a

customer.”



Part VII: Building a difference engine

We undertook this study to capture the voice of the Canadian customer. We focused on thesespecific consumer segments because our clients and industry peers suggested that these audiences—disparate in age, income and cultural background, but nonetheless united in their quest for value andtheir desire for economic and emotionally rewarding relationships with their banks, retailers and

travel providers—have emerged as a central focus of loyalty marketers. We hoped to understand theperceived differences among these audiences and occasionally contrast Canadian views with their

American cohorts. We also hoped to uncover possible ways for loyalty marketers to speak to Canadianconsumers, both as members of key demographic groups, and as individuals.

The depth of detail in these research findings far surpasses this published summary. In the monthsahead, we’ll share those details with our clients and subscribers to gain deeper insights and turn thosediscoveries into actions. With respect to the broad findings in this white paper, we humbly offerthese immediate implications to loyalty marketers:

1. Recognize the maturity. The near-universal rate of loyalty-program participation inCanada suggests a highly mature and evolved marketplace. Canadians can play in richproprietary programs or join the vast majority of their countrymen and participate in the

AIR MILES Reward Program, which dominates the country’s loyalty landscape. Canadian

consumers are well aware of the loyalty game and nearly everyone plays. But a maturemarket is also a saturated one, and Canadians seek new, more-enticing reward programson the horizon. Don’t disappoint them. Constantly review and refresh your offerings, use

your data to drive even stronger results and keep the momentum alive—before maturity gives way to Alzheimer’s.

2. It’s never too late. If you’re a Canadian marketer not playing the loyalty game, you’re clearly behind the times. Consumers are looking for you to do something because they see valuebeing delivered by your competitors. It’s never too late to start. Use these reported findingsto construct a new value proposition that attracts your target segments, differentiates youroffering from the prevailing winds and sail off with a huge advantage.

3. Build a data-based goldmine. All Canadian loyalty marketers should strive to collectdemographic, lifestyle and attitudinal information on program members and merge it withtheir transactional databases. There are subtle audience differences among segments in

Canada and the combination of self-reported and behavioral data creates a strong platformfor differentiation. Rewards are a way of life for your best customers regardless of theirage, gender and income stereotype—and yet each segment views rewards from a uniqueperspective that defies easy generalizations.

4. The new paradigm—Demographic Segment Mobility. Loyalty marketers are adept atcapturing and influencing the gradual climb of a newly-acquired customer through valuesegments from casual shopper to brand loyalist. The Canadian marketplace today, however,demands a new marketing discipline that measures demographic segment mobility. Whathappens to offer response as moderate-income Canadians migrate into the Affluentdemographic? How does the behavior of our Core Women customers change when they migrate into the Senior category? Will Young Adults carry fresh attitudes with them as they enter middle age? Our ability to influence these audiences will change as their attitudesevolve over time.

5. Transactional behavior always matters. Self-reported results are important, but as wehave seen, consumers reluctant to admit that a loyalty program influences their behavior

will always bias the results. Unlike the stock market, in loyalty marketing nothing predictsfuture performance better than past performance. Capture consumers in your loyalty-marketing stream as early as possible to capture their behavior, and use the resulting insight to build the Relationship Chain with your most valuable segments.




6. Start a rewards renaissance. Consumers in all surveyed segments are sophisticatedplayers of the loyalty game who search the rewards catalogs for signs of value, relevanceand differentiation. While they express high levels of satisfaction with Canadian loyalty programs, they are less contented with the rewards being offered. Redemptionfrequencies may indicate that velocity ratios are out of alignment or that existing rewardsinventory is too boring, too predictable and lacking an aspirational component. Start

anew. Paint a rewards vision from a blank canvas. Those marketers who can deliverattainable, aspirational and highly individualized rewards offers will capture customerattention, spend and advocacy.

7. Focus on the soft side. The soft benefits side of the loyalty-program value equationremains underdeveloped for all consumer segments across all Canadian industries.

While the strength of the points model is evident in Canada, the power of recognitionand special privilege must join points, miles and discounts in the front seat of theprogram as a principal way to differentiate and attract loyal customers.

8. The customer is in charge. Finally, remember that the days of push marketing areover. Loyalty programs do not, nor have they ever, “created” loyalty. What successful loyalty marketers do is, in fact, market loyalty. You market the idea that you are loyal to yourcustomers by exceeding their expectations, delivering differentiated value and driving highly personalized interactions. The customer will choose the level of interaction based on the

extra value you deliver.

Always remember that the art and science of building customer value requires a deep commitmentby the enterprise to deliver exceptional, individualized customer experiences across all channels andat every customer touch point. Loyalty marketers have always had this vision; it just took some timefor the technology to enable it. That day has arrived. Combine the data presented in this paper with

your own customer insights to build a customer strategy that both leverages the lifestage elements thatunite us within certain demographic groups and celebrates the differences that make each of us unique.


“The days of push marketing are over. Loyalty programs do not, nor have they ever, ‘created’ loyalty. What successful loyalty marketers do is, in fact, market loyalty.”



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1000 Summit Dr., Suite 200Milford, Ohio 45150Telephone: +1.513.248.5910Fax: +1.513.248.5051Email: [email protected] www.colloquy.com

The Publisher

COLLOQUY comprises a collection of resources devoted to the global loyalty-marketing industry. The flagshipresources are COLLOQUY Consulting, a loyalty consulting practice; COLLOQUY ®, a quarterly publicationserving the loyalty-marketing industry since 1990; www.colloquy.com, the most comprehensive loyalty website in the world; COLLOQUY’s Research and Education divisions; and the COLLOQUYNetwork, a global network of consultants certified in COLLOQUY’s consulting methodology. Together they provide a worldwide audienceof 30,000+ marketers with consulting services, news, editorial, educational and research services across all verticals and around the globe. COLLOQUY magazine subscriptions are available at no cost to qualified personsat www.colloquy.com.

The Authors

As Director of COLLOQUY, Kelly Hlavinka directs all strategic consulting, publishing,education and research projects. Kelly established the COLLOQUY Consulting group in 2003and under her direction it has grown to a team of seven internationally recognized practitioners,

working with such notable clients as MGM MIRAGE, Eddie Bauer, Best Buy, HP Software, and VISA International.

Kelly specializes in helping companies determine their customers’ current purchasing behavior,so they can track loyalty more effectively and set up good strategies and program structures tomatch their needs. Her extensive knowledge of loyalty marketing is supported by expertise in directmarketing, consumer research and customer analysis.

An acknowledged expert in the theory and practice of loyalty marketing, Kelly’s bylined articleshave been published by DM News, The DMA Insider, DIRECT and COLLOQUY and she is often quotedby publications including Newsweek, Advertising Age, CMO, Cards & Payments, Smart Money and 1to1 Magazine. Kelly has been a featured presenter at industry conferences sponsored by the DMA,FTMA, IIR and Source Media and she leads COLLOQUY’s faculty in teaching a series of Loyalty Marketing Workshops and Webinars around the world.

As Editorial Director for COLLOQUY, Rick Ferguson is responsible for all COLLOQUY publishing,educational and research projects. An acknowledged expert in the theory and practice of loyalty marketing, Rick has published numerous articles and white papers describing the characteristicsof marketing programs which seek to change customer behavior. He has been quoted as a loyalty expert in the Wall Street Journal, Guardian UK, Fast Company, USA Today, and the Dallas Morning News.

He serves as a contributor to The Journal of Consumer Marketing and Chief Marketer magazine. Rick has been a featured presenter at industry conferences sponsored by the DMA, NACS, FTMA andTerrapinn. As a key member of the COLLOQUY faculty, he has delivered educational workshops and

webinars on the principles, practices and technologies of loyalty marketing in the U.S., U.K., South Africa, Malaysia and Singapore.


2007 COLLOQUY Segment Talk Canada

Documents

Transcript of 2007 COLLOQUY Segment Talk Canada