The Global Loyalty Compass

The Global Loyalty CompassThe 2011 COLLOQUY Cross-Cultural Loyalty Study

Part 1 of 3: A Worldwide Overview

Kelly Hlavinka Managing Partner, COLLOQUYJim Sullivan Partner, COLLOQUY

OCTOBER 2011

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Introduction

When today’s airline pilots point their mega-liners overseas, they use the same instrument thatChristopher Columbus relied on to search for a secret route to India: the compass. It’s one of theoldest navigational tools, indispensable for pointing out true north and guiding explorers safelyon course.

Like the mariners of old, today’s loyalty practitioners are seeking the navigational tool that willallow them to discover new lands and opportunities, such as those in the BRICS countries of Brazil,Russia, India, China and South Africa—and to re-map old territories, by steering through challengesin developed countries like the United States and Canada. To create a guiding tool, we conductedthe 2011 COLLOQUY Cross-Cultural Loyalty Study, the first of its kind, to compare several emergingand developed economies. Whether you’re a multinational corporation planning to expand yourglobal reach, or a local company aiming to revitalize your domestic program, the consumer attitudesand perspectives from this landmark research will guide you toward your goal.

The 2011 COLLOQUY Cross-Cultural Loyalty Study examines the attitudes of consumers in sixcountries: what we defined as emerging economies (Brazil, China and India), and developedeconomies (Australia, Canada and the U.S.). The results have implications for how practitionersshould be thinking about loyalty, leveraging programs, and even understanding how loyalty isdefined in these markets. No matter what your goal, the Global Loyalty Compass revealed in thesestudy findings will keep you pointed in the right direction.


The 2011 COLLOQUY Cross-Cultural Loyalty Study

examines consumer attitudes and perceptions about

loyalty in three developed economies: Canada, Australia

and the U.S.; and three emerging economies: Brazil,

China and India. The first of its kind, this study uncovers

profound differences in these consumer environments,

and has clear implications about how practitioners

should think about loyalty. Because of the wide-ranging

scope of the research, the material is being made

available in three companion white papers:

• This paper, “The Global Loyalty Compass,” compares

developed and emerging markets

• “The Rules of Engagement: Loyalty in the U.S. and

Canada” examines loyalty challenges and opportuni-

ties in these two countries and provides tracking data

related to our previous research on consumer attitudes

and perceptions about loyalty

• “Differences in the Global Village” studies attitudes

and behavior in emerging countries, and launches

COLLOQUY’s more detailed coverage of Brazil, China

and India

2000 2030 2000 2030

80.3%

62.7%

12.6% 21.3%

7%

16%Poor

Poor

Rich Rich

MiddleClass

MiddleClass

430M

1.33B

+ 900MM

7% MiddleClass

16%MiddleClass


There is a clear opportunity for well-established brands from developed nations to flourish inemerging countries, as shoppers there report that these are the brands they prefer and trust. Anaverage 35% of shoppers in emerging nations welcome foreign brands, saying they “strongly agree”

that competition from foreign companies is a good thing. In particular,Chinese respondents were almost five times more likely than Americansto agree with this statement. In stark contrast, only about 7% ofconsumers in developed countries felt that foreign competition waspositive, as shown in Exhibit 2.

In general, all consumers show a higher level of trust for brands frommore developed countries. This stands out in China, where 9 out of 10con sumers say that global brands are more trustworthy than domesticones. Consumers in Brazil and India were happier with their own domesticbrands than the Chinese, but not nearly as much as consumers indeveloped economies. There, consumers are over twice as likely to trusttheir own brands versus ones from other countries.

This means that established global brands have a keen opportunity withconsumers in the emerging economies. With a loyalty strategy that’swell thought-out from the outset, they can not only invite initial trialand purchase, but also lay a sound foundation for strong on-goingrelationships.

I: Setting a Heading for Overseas Opportunities

Emerging markets present a tempting new trade route for any company, especially those exploringbusiness opportunities in the BRICS nations. As we see in Exhibit 1, the middle class in emergingcountries is slated to more than double in the next 30 years, according to a 2007 World Bank study,growing from 7% to 16% of the world population. At that point, the emerging middle class will number1.3 billion, more than three times the current population of the United States.

Exhibit 1A Burgeoning Global Middle Class

Income growth will increase the size of the middle class in proportion to the worldpopulation

The middle class population will expand significantly from 2000 to 2030

Source: Source: World Bank (2007)• Uses World Bank definitions of “poor” (with incomes below$4,000 in 2000 international dollars), “middle class” ($4,000-17,000) and “rich” (above $17,000)

• Projected growth roughly equates to adding three additionalU.S. populations to the “middle classes” in the global economy

CA AU CHIN BRU.S.

MEAN 5.5 5.8 5.3 7.1 8.0 6.4

5x

9% 8%6%

28%

43%

30%

Exhibit 2Acceptance of Foreign Brands

Consumers in emerging countries are much more accepting of competition from foreign countries

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how much you agree or disagree with the following statement.“Competition from foreign companies is a good thing.” Please use the scale from 1 to 10,where 1 means “strongly disagree” and 10 means “strongly agree.”

• Results indicate Top 2 Box proportions for those who “Strongly Agree” and mean score. n = 4,414


II: The Great Rift

When it comes to big-picture issues like the economy and the future, asizeable gap divides consumer perceptions in the two economies.Consumers in emerging countries can be characterized by the “Three E’s”:they are Energetic, Engaged, and Enthusiastic. In contrast, consumers indeveloped countries can be summed up by the “Three T’s”: they are Tired,Turned Off and Tuned Out. Indicators of this rift in attitude include:

• Economic outlook: When asked if economic prospects for themselvesand their families would improve in the next ten years, consumers inemerging economies expressed optimism at levels two to four timeshigher than those in more developed markets. As we see in Exhibit 3,the divide is significant, with Brazilians the most confident about theireconomic future, and the developed nations closely grouped at thelowest levels of optimism.

• Credit card use: Consumers in emerging economies are five times morelikely to use credit “for things you can’t afford right now” than those indeveloped markets. Exhibit 4 illustrates that consumers in developedcountries express a clear spending bias toward status spending andluxury brands.

• Special treatment: Shoppers in emerging markets are three timesmore likely to say that they expect special services, perks andprivileges from the experience, as referenced in Exhibit 5.

Clearly, this gap is significant when it comes to higher levels ofoptimism and engaged shopping behavior in emerging markets, andthis has powerful implications for loyalty program design andmanagement.

CA AU CHIN BRU.S.

MEAN 6.2 6.4 5.9 7.5 7.9 8.8

2-4x

17% 18%

12%

34%

47%

71%

CA AU CHIN BRU.S.

MEAN 3.2 3.3 3.4 6.2 6.1 4.5

5x

3% 3%4%

17%

20%19%

CA AU CHIN BRU.S.

MEAN 5.1 5.4 5.6 6.9 7.0 7.3

3x

9% 9%11%

24% 25%

43%Exhibit 5Optimism and Special Service

In emerging countries, a much greater percentage of shoppers define themselves as “expecting special service”

Exhibit 3Optimism for the Coming Decade

Consumers in emerging countries express economic optimism at a level 2-4 times higher than those in developed countries

Exhibit 4Optimism and Credit Use

Consumers in emerging countries share higher economic optimism and are more open to credit card spending “for things you can’t afford right now”

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how much you agree or disagree with the following statement.“I am confident that my/ my family’s economic prospects will improve over thenext ten years.” Please use the scale from 1 to 10, where 1 means “stronglydisagree” and 10 means “strongly agree.”

• Results indicate Top 2 Box proportions for those who “Strongly Agree” andmean score. n = 4,414

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how much you agree or disagree with the following statement.“Using a credit card to pay for things you can’t afford right now is okay.” Pleaseuse the scale from 1 to 10, where 1 means “strongly disagree” and 10 means“strongly agree.”

• Results indicate Top 2 Box proportions for those who “Strongly Agree” and meanscore. n = 4,414

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: How well does each of the following statements describe you when it comes tohow you feel about shopping? “I expect the salesperson to give me special service.”Please use the scale from 1 to 10, where 1 means “does not describe me at all” and 10means “describes me completely.”

• Results indicate Top 2 Box proportions of those who selected “Describes mecompletely” and mean score. n = 4,414


As a result, opening your doors for business in a BRICS or other emerging country doesn’t just meanchoosing a location, analyzing what products or services you will offer, deciding how to staff, andbuilding call centers. Consumers in emerging economies are saying they are ready for high levels ofengagement with the companies they do business with. Companies that consider their customerloyalty strategy from the outset of operations in these new regions will be best prepared to enjoy areal payoff in customer retention and advocacy.

The clearest impact of this optimism rift is the potential for understanding how much loyalty programsseem to influence consumer decisions about which companies to purchase from. Of consumers in China,India and Brazil, an average of 29% say that it pays to be loyal to favored brands, while only 11% ofthose in the U.S., Australia and Canada agree. Similarly, shoppers in emerging countries are twice aslikely to say that a rewards program influences what companies they do business with. As we see inExhibit 6, this finding reveals a tremendous opportunity in these emerging countries.

Exhibit 6Influence of Reward Programs

Loyalty programs’ influence on the purchaseris greater in emerging countries than indeveloped countries

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Overall, how much do the rewards programs youbelong to influence your decision about where youmake a purchase? Please use the scale from 1 to 10,where 1 means “not at all influential” and 10 means“extremely influential.” Please select one responseonly.

• Results indicate Top 2 Box proportion. Results are forrewards program members only and SEC A/B inemerging countries. n = 2,636

CA AU CHIN BRU.S.

MEAN 6.4 6.0 6.1 7.0 7.8 6.5

2x

17%

12%

15%

28%

32%

27%


But the definition of what loyalty is falls under the nuances of cultural context. The closest wecome to a universal consumer definition of loyal behavior is “telling friends and family to shop”at a particular store, with customers in every country except China ranking that as either #1 or #2on what constitutes “loyal” behavior. With referrals ranked this highly, any program should belooking at embedding recognition benefits and rewards for word-of-mouth behavior.

Respondents from China, in contrast, say that “shopping at Company X for over three years” is thetop indicator of loyalty. That should spark consideration around rewarding for tenure, not a verycommon strategy for programs in developed countries. A creative example is a contest held byChina’s Merchants Bank, which raffled off usage rights to a new Mini. The longer members had beena customer with CMB, the more valuable the award. And for winners, if they had been with theprogram for three years, they won use of the car for three years; those with the program for fiveyears won usage rights for five years.

III: Mapping the Different Definitions of Loyalty

Building an effective program must begin with understanding how consumers define loyalty. Wediscovered that this varies from country to country, which has profound implications for practitioners:Obviously a program that drives high engagement levels in one market won’t necessarily transplanteffectively to another without some tweaks or perhaps major changes.

Let’s start by looking at perceptions of what loyalty isn’t. Experienced program managers and mar -keters already know that customers attracted by sales and discounts aren’t exhibiting true loyalty. Andas we see in Exhibit 7, customers across the globe agree. Shopping at a store “only if there are dealsor sales” was ranked lowest in the study by respondents in all countries as a mark of loyal behavior.

Exhibit 7What Loyal Behavior Looks Like

Cultural nuances affect consumer definitions of loyalty.

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Below is a list of different customer experienceswith a fictitious company called ‘Company X’. Pleaseread each experience and indicate for each how loyalyou think that customer is to ‘Company X’. Please usea scale from 1 to 25 where 1 means “not at all loyal”and 25 means “very loyal.” You can pick any numberfrom 1 to 25 for each experience, but cannot use thesame number twice. n = 4,414

• Results indicate rankings for each statement by country.

1

2

3

4

5

6

7

8

9

Sta� Quality

Willingness to Recommend

Non Price-Conscious

Years/Tenure with Retailer

Familiar Store Layout

Personal Service

Share of Spend with Retailer

Location Proximity

Sales Shopper

1

2

3

4

5

6

7

8

9

3

1

4

2

5

6

7

8

9

2

1

6

3

7

4

8

5

9

6

4

2

1

3

5

7

8

9

3

1

5

2

6

4

8

7

9

CA AU CHIN BRU.S.


Another major cultural difference emerges when we examine perceptions of money, as illustrated inExhibit 8. For example, the majority of respondents in each of the emerging economies selected “moneyis a tool for reaching my goals and dreams.” But a nearly equal percentage in India selected money asa source of power and status, suggesting an important role for loyalty program tiers and recognitionbenefits. In China, a significant portion of respondents view money for “spending and enjoying,”point ing toward loyalty messaging around how rewards and benefits can help members lead a moreenjoyable life.

Clearly there are important differences in consumer attitudes that should shape our loyalty strategiesas we embark on new business in emerging economies. Understanding the attitudinal differences ofcustomers from country to country will drive program design and maximize its relevance in eachculture.

Exhibit 8Major Cross-Cultural Differences

Views of what money means to consumers inemerging countries

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: People have different beliefs about money. Whichof the following statements is most true for you?Please select one response only. “Money is a tool thatwhen used effectively will help you reach your goalsand dreams”; “Money is power, the more you have themore important you are”; “Money is for spending andenjoying. Buying things makes me happy and creditcards ease my limitation”; “Money is security; the moreyou have saved the better you are, it’s best not tospend”; “Money is an unpleasant necessity; I try not toworry about it, I can worry about money matters later.”

• Results indicate first and second most selectedstatements by emerging country. n = 1,653

5%

87%

Brazil

29%31%

India

22%

64%

ChinaSecurityPower Enjoyment

Next-Highest ChoicePrimary Choice: A Tool for Reaching Goals and Dreams


IV: Setting Sail – A Five-Point Checklist

Our findings on customer perceptions and attitudes about loyalty from a mix of developed andemerging economies lead us to several recommendations. These aren’t just guideposts for overseasexpansion – they can also set standards and map courses for loyalty programs at home.

Privacy concerns are widespreadAs shown in Exhibit 9, Brazilians expressed the highest level of privacy worries – with68% responding that they are “extremely concerned” (Top 2 Box) about protectingtheir personal information, compared to 41% of Indians. Chinese respondentsare the least worried, at 33% – perhaps not surprising given the history of highgovernment involvement under communism. In developed countries, the rateof concern was at 50%. The fact that there isn’t a large divide by country on thisissue, with anywhere from a third to nearly two-thirds of customers expressingprivacy concerns, demands a new level of transparency from programs.

Case in point: eBay, one of the top-ten “2010 Most Trusted Companies forPrivacy” as cited in a Poneman Institute study, is recognized by its customers byhaving a tight, comprehensive, and yet understandable privacy policy. They layout everything they do in an organized, searchable outline on the “My eBay”section of their website, and give customers latitude to chose how and when theywant to be contacted. Further, the company provides a series of short tutorialson how to protect users’ identity, recognize various scams, and learn moreabout data security and privacy protection. eBay is recognized as having madeprivacy protection a core operating principle internally, as well. The companyprovides employees with extensive orientation and training, reinforcing itscommitment to privacy leadership.

Word-of-mouth (WOM) is growing We know that the influence of “trialogue” – conversation between brands, theircustomers, and the customer’s network of friends and family – is growing indeveloped economies, aided by the broadcast and network effects of social anddigital media. Respondents in the developed economies indicated thatrecommendations from trusted friends and family are particularly importantbefore making purchases in dining and travel. Word-of-mouth is even morehighly ranked in emerging countries: Consumers in India, China and Brazil relyon conversations with friends, family and colleagues before buying in virtuallyall categories, including financial services, travel and clothing. So, effectiveloyalty worldwide now means cultivating word-of-mouth and involvingcustomers in the process of sharing information.

Case in point: China Merchants Bank (CMB) partnered with social networkingcompany RenRen to issue a credit card that combines social, mobile and locationservices. When cardholders “check in,” they receive promotional information fromCMB’s merchant partners, along with program incentives.

CA AU CHIN BRU.S.

MEAN 7.9 7.9 7.7 7.3 7.7 8.4

52% 51%49%

41%

33%

68%

Exhibit 9Privacy Concerns

Brazilians are the most concerned; Indians and Chineseare also concerned — but to a lesser degree

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how much you agree or disagree with each of the followingstatement. “I am concerned about the privacy and protection of my personalinformation.” Please use the scale from 1 to 10, where 1 means “strongly disagree”and 10 means “strongly agree.”

• Results indicate Top 2 box results for those who “strongly agree.” n = 4,414

8

7

66

5

4

Automotiv

e fue

l

Trave

l

Clothing

reta

ilers

Financ

ial se

rvice

provid

ers

Groce

ry re

taile

rs

Dining

INCHBR

USCAAU

Exhibit 10Reliance on Word-of-Mouth (WOM)

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how important conversations with friends, family or colleaguesare to you when deciding what company to purchase from/ use in the followingcategories. Please use a scale from 1 to 10, where 1 means “not at all important”and 10 means “very important.”

• Results show mean summary on 10-point scale for those who indicated that theypurchase products in those categories. n = 4,414


You must have mobile In developed countries, 8% of consumers are eager to engage with loyaltyprograms via their mobilephones. Of course, this number is growing daily, as loyalty marketers in the U.S.and Canada experiment with new apps and mobile transaction options. Butthat’s just a sprinkling of raindrops compared to the swelling flood of overseasmobile usage.

Exhibit 11 illustrates how critically important mobile is in China, India and Brazil,and how highly engaged those mobile users are with their loyalty programs.Engaging customers via mobile is table stakes for customer communications inemerging countries, and marketers must enter these markets ready to connecton this level.

Case in point: Vivo is the largest mobile phone service provider in South America,with over 60 million users. One way in which Vivo has leveraged its mobile capa -bility is creating an app with the Brazilian national soccer team that allows fansto watch live games, see team rosters and standings, and access such exclusivecontent as pictures and interviews with coaches and players.

All customers have dreamsBenefits centered around status and exclusivity remain appealing to those indeveloped economies, with about 14% of respondents saying they seek“rewards that allow you to dream.” Such “wish list” rewards are even morehighly desired in emerging markets, where shoppers are 2.5 times more likely to look for these aspirational benefits, as seen in Exhibit 12. These consumersyearn for status and experi ential rewards.

The lower rates in developed countries point to an interesting insight – weknow that consumers in those countries also want to dream, so why is thisranking comparatively low? The answer is that in more highly-developedmarkets, consumer desires are more complex. Aspirational benefits are tablestakes in these markets, and “dreaming” goals won’t fully engage membersunless they are creative and varied enough to remain relevant.

In emerging economies, particularly Brazil and China, the need to includeinspired experiential benefits should not be overlooked. A mix of experiencesthat allow customers to dream and indulge in memorable moments and moreattainable “everyday” experiences is the path to success.

Case in point: Multiplus, a coalition program in Brazil, offers a wide range ofexperiential activities that include learning to brew beer or driving a Ferrari.But dreaming isn’t limited to fantasy vacations. Multiplus redemption optionsalso include a variety of educational and self-help benefits, including financialconsulting, English class tuition and professional training.

U.S. CANADA AUSTRALIA INDIA CHINA BRAZIL

8%9%

5%5%8%

6%

44%

39%

64%

48%

27%

18%

Swapping information with other members via social networking sites

Reading or responding to reward program o!ers you receive via cell phone

Exhibit 11Engagement with Electronic Media

Members in emerging countries are far more engaged with channels of electronic media

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: How active are you in each of the following? 10 pt scale where 1 is “Not at allactive” and 10 is “extremely active”; Not sure; Never done it before. Pleaseselect one response for each statement.

• Results indicate Top 3 Box “Extremely Active.” Results are for SEC A/B only.Significant differences in bold. n = 2,636

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how important each of the following factors are, or would be, in your decision to join a rewards program (assuming one was available to you). “Offers rewards that allow you to dream.” Please use the scale from 1 to 10, where 1 means “not at all important” and 10 means “very important.”

• Results indicate Top 2 Box selections for members and those willing toparticipate in the future. Results are for SEC A/B in emerging countries.n = 3,397

CA AU CHIN BRU.S.

2.5x

13%14% 14%

28%

38%39%

Exhibit 12Preferences for Aspirational Benefits

Consumers in emerging countries prefer aspirational rewards


Everyone wants special treatment Consumers in all surveyed countries say that perks, privileges and recognitionbenefits matter to them. When study respondents were asked if “special perksand benefits” are important, Top 2 box responses ranged from 25% ofCanadians to 52% of Brazilians. This range closely correlates to similar ratingsof the importance of preferential treatment. So, delivering access to specialprivileges is a critical soft benefit that can’t be overlooked in any program – asdemonstrated in Exhibit 13.

Case in point: Tanishq is a jewelry retailer in India that emphasizes recognitionand special treatment. Its Anuttara program rewards and recognizes customerswith rewards points, but also with special care and evaluations for older jewelry,new jewelry previews, factory visits and group celebration events.

U.S. CANADA AUSTRALIA INDIA CHINA BRAZIL

27%26% 25%

21%

31%

25%

29%26%

38%37%

52%

42%O�ers “special/preferential” treatment

O�ers special perks/benefits

Exhibit 13Desire for “Soft” Benefits

Across all countries, it’s nice to be recognized

Source: 2011 COLLOQUY Cross-Cultural Loyalty Study• Q: Please indicate how important each of the following factors are, or wouldbe, in your decision to join a rewards program (assuming one was available toyou). “Offers special or preferential treatment to its members” and “Offersother special perks and benefits (beyond the rewards you can redeem for).”Please use the scale from 1 to 10, where 1 means “not at all important” and 10means “very important.”

• Results indicate Top 2 Box selections for members and those willing toparticipate in the future. Results are for SEC A/B in emerging countries. n = 3,397

In Conclusion: Set a True Course

Like the distant Asian countries that defined the spice trade when Columbus set sail, today’s BRICSnations hold both mystery and great promise for marketers. Likewise, marketers in developed nationsmay feel a bit lost by plateauing levels of program engagement. But there is no longer any mysteryabout what customers want from their loyalty programs. These insights from consumers in emergingand developed nations will guide companies in the right direction, whether exploring new markets orexpanding horizons at home.

This data reveals the need for companies to augment their overseas strategy beyond just brick-and-mortar plans, or staff, hiring and inventory decisions. Incorporating these insights about customerperceptions and attitudes can help you win customer hearts and minds instead of just claiming newsquare footage. Our global compass will point you toward engaging customers from the outset ofyour relationship with a strong mix of recognition benefits and rewards.

Appendix:

Methodology

The 2011 COLLOQUY Cross-Cultural Loyalty Study was fielded via an online survey during July 2011.Approximately 1,000 responses were collected in both the U.S. and Canada, while a minimum of 500responses were collected in Australia, China, India and Brazil. The online survey was run in English in all countries, but also translated to French in Canada, Simplified Chinese in China, and Portuguesein Brazil.

Respondents in the emerging economies of China, India and Brazil were further classified by socio-economic class A, B and C. COLLOQUY collected a minimum of 300 responses for SEC A/B and 200responses for SEC C in each of the emerging countries studied.

Surveyed Total Sample Demographic Segment

United States n = 1100 General Population + Affluent, Young Adults, Seniors

Canada n = 1151 General Population + Affluent, Young Adults, Seniors

Australia n = 510 General Population Only

India n = 508 SEC Classes A, B, and C Only

China n = 627 SEC Classes A, B, and C Only

Brazil n = 518 SEC Classes A, B, and C Only



As COLLOQUY Managing Partner, Kelly Hlavinka has helped define and carryout COLLOQUY’s mission as the voice of the loyalty industry since 1996.Drawing on her 20 years as a loyalty specialist, Kelly develops articles, whitepapers and educational initiatives that illuminate the many ways to unlock theasset of customer-specific data.

The Authors

As COLLOQUY Partner, Jim Sullivan directs the advancement of EnterpriseLoyalty at COLLOQUY, an endeavor guided by his almost 30 years of managing inmarketing, strategic planning, business development, innovation, andcommunications. Jim assists with COLLOQUY’s loyalty workshops, seminars andconferences, and serves as an academic liaison for colleges, universities and

other institutions researching Enterprise Loyalty.


COLLOQUY comprises a collection of publishing, education and research resources devoted tothe global loyalty marketing industry. COLLOQUY has served the loyalty marketing industrysince 1990 with more than 45,000 global subscribers. Its research division develops consumerand B2B studies and white papers, and COLLOQUY also provides educational services throughworkshops, webinars and speeches worldwide. For more information, visit www.colloquy.com.

COLLOQUY is owned by LoyaltyOne, a global provider of loyalty strategy and programs,customer analytics and relationship marketing services. Toronto-based LoyaltyOne is anAlliance Data company. For more information, visit www.loyalty.com.

The Publisher

Epsilon is a leading marketing services firm, with a broad array of data-driven, multichannelmarketing solutions that leverage consumer insight to help brands deepen their relationships withcustomers. Epsilon is an Alliance Data company. For more information, visit www.epsilon.com.

The Sponsor

©2011 LoyaltyOne US, Inc. All rights reserved. Permission to reprint may be granted upon specific request. COLLOQUY is a trademark of Alliance Data Systems Corporation used under license by LoyaltyOne US, Inc., an Alliance Data Systems Company.

4445 Lake Forest Dr., Cincinnati OH 45242Telephone: +1.513.248.9184Fax: +1.513.248.9184Email: [email protected]

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For more COLLOQUY white papers and studies, visit www.colloquy.com/whitepapers

Research Coordinator Wardah Malik

Research Analyst Jill Hickman

The Global Loyalty Compass

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