How Many Ways Can Marketers Differentiate Their Loyalty Programs?

Loyalty marketers are always looking for ways to differentiate their loyalty programs to gain a competitive edge.

Well, CrowdTwist has helped them out in a big way by offering a fascinating and comprehensive e-book titled, “52 Ways to Differentiate a Loyalty Program.”

“While the purpose of a loyalty program remains the same — to encourage and reward consumers who demonstrate a firm and constant dedication to a brand — marketers must devise innovative ways to keep people engaged,” the e-book’s introduction says. “To supercharge a loyalty program, or make sure you create one that has staying power, here are 52 ways or components to set your brand apart from the pack. When it comes to loyalty, brands are clamoring to capture consumer attention and interest. Competition has grown, so it’s difficult to differentiate one loyalty program from another.”

The e-book includes 52 mini-chapters focusing on a unique aspect of loyalty programs, and offers intriguing examples as well. Here’s a sneak peek:

For example, the first chapter is called Bid on Unique Rewards.

“Consumers are always looking for something memorable from a loyalty program,” the e-book says. “To keep them engaged, consider kicking things up a notch with an online auction. Members can use their loyalty points to bid on a posh event, a dream getaway, or must-have merchandise. Starwood Hotels and Resorts offers top-earning members the option to bid on one-of-a-kind collectibles and money can’t buy experiences as part of its loyalty platform. Members can bid on a host of rewards, including unique sporting events and concert tickets with VIP access to some of the biggest name artists. Other brands that use this strategy: Verizon Wireless, Delta Airlines, Sony.”

Chapter 3 is called Reward for Social Sharing.

“Social media is a great tool to leverage as part of any loyalty strategy,” the e-book says. “By giving members points for sharing products or brand news via social media, you not only allow loyal customers to make recommendations, but you can reach the masses and acquire new customers. 20th Century FOX encourages its customers to share its movie trailers across social media in exchange for free movie tickets and concession food. The viral nature helps the brand reach the masses, and the rewards are a great motivator to keep members engaged. Other brands that use this strategy: Marriott, Tilly’s, Dermalogica, Gilt Groupe.”

Chapter 6 is called Codes on Pack.

“If you are a manufacturer, you have an ideal opportunity to engage loyalty customers and encourage purchases by printing codes on your product packages,” the e-book says. “This allows frequent buyers to collect points and earn merchandise in exchange for their spending habits. Pepsi drives purchases by having customers enter codes from its caps. Members collect points via the codes, which can be redeemed for apparel, gift cards, digital cameras, and other merchandise. Other brands that use this strategy: Pampers, Stouffer’s, Lean Cuisine, Starbucks.”

Chapter 18 is called Gamification Programs.

“Consumers don’t just participate in loyalty programs to earn points,” the e-book says. “Sometimes they just want to have fun with the brand. Gamification is an important element to consider. For example, HSN added a videogame component to its site that awards users with virtual tickets or badges to engage people further with the company. The gaming component lets customers “interact” with the company beyond transactions. Other brands that employ this strategy: Recyclebank, Samsung, 49ers, JetBlue, Nike.”

Chapter 27 is called Reward for Watching Videos.

“It’s important to keep customers engaged, especially in an era when people are interacting with multiple channels,” the e-book says. “Adding video content to your site piques visitors’ interest and persuades them to spend more time on your website. USA Track & Field (USATF)lets fans accumulate “wings” or points for watching videos of track and field events, including relays, pole vault competitions, and distance running. Members can also earn points for watching post competition interviews and award ceremonies. Other brands that use this strategy: Showtime, Omaha Steaks, Lancôme, blu eCigs.”

Chapter 35 is called Personal Stylists/Shoppers.

“Sometimes, customers just need a little help with their shopping,” the e-book says. “Offering the assistance of a personal shopper not only engages customers in 1:1 conversations, but it also gives you a chance to educate members about your products and services and create upsell opportunities. Nordstrom, for example, helps customers select outfits for key events, or update their appearance as part of its personal stylist services. This 1:1 touch elevates customers’ perceptions about the brand and satisfies Nordstrom’s goal to develop stronger customer relationships. Other brands that use this strategy: Sears, JCrew, Lord & Taylor, Anthropologie”

Chapter 52 is called Pooling Points.

“Some brands offer the advantage of allowing customers to pool their rewards and share points and miles with family and friends’ accounts,” the e-book says. “This tactic drives member engagement and allows customers more flexibility to use miles or points in ways that add value. Royal Bank of Canada (RBC) lets its customers combine RBC Rewards points from all of their RBC Bank card accounts. They can also combine RBC Bank card points with points that family members and friends earned. Other brands that use this strategy: JetBlue.”

To download the complete e-book, visit:

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