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Research: How Retailers Need to Engage Customers in the Digital Age

Real-Time Data Drives the Future of Retail

Study Finds That Service Drives The Future Retail Experience, But Retailers Struggle To Understand Shopper Needs

RetailNext Inc.’s recent study shows that shopper and retailer perceptions and expectations are not aligned, and that many retail stores lack the essential technology to measure and apply shopper data across all channels.

Forrester Consulting completed the January 2016 commissioned Real-Time Data Drives the Future of Retail study on behalf of RetailNext, and conducted in-depth surveys with 500 consumers and 150 retail decision-makers in the United States andUnited Kingdom to develop the findings. “Today’s shoppers have tremendous information and choice at their fingertips, and with this access to information they are quickly and not-so-quietly reinventing their shopping experiences, and in turn the retail industry,” said Bridget Johns, head of marketing and customer experience at RetailNext.

“This new study not only emphasizes that retailers must rethink what makes for exceptional in-store experiences, but also shows a growing need to blend brand operations cross-channel to better reflect the new shopping journeys on which shoppers now embark.”

Physical retail is alive and persisting – and increasingly influenced by digital.

Today’s new shopping journeys recognize the value of physical retail and its particular set of competitive advantages, such as the ability to experience products and services and interact with sales associates. However, shoppers also require seamless cross-channel experiences, and only 49 percent of consumer respondents feel they receive consistent experiences across all channels.

Retailers don’t understand what matters most to shoppers.

Retailers are experiencing a disconnect between strategy and tactics and what shoppers want most, such as consistent pricing across channels and the ability to make returns regardless of the channel where the initial purchase was made.Seventy nine percent of consumers reported that having similar prices online and in-store is a critical or important requirement for retail stores. 80% of consumers prioritize the ability to make returns online and in-store, regardless of where or how the initial purchase was made (i.e., omnichannel returns), while just 62% of retail stores agreed that this is an important priority for them.

The role of the sales associate is evolving.

Today’s digitally-empowered, smartphone-wielding shoppers expect on-demand sales associates who are facilitators of exceptional shopping experiences. Shoppers don’t want to do the heavy lifting themselves; they want on-demand associates to check inventory, provide product information, and perform tasks in real time. However, just 29 percent of consumer respondents feel sales associates are knowledgeable and helpful.

Chart: Digitally Enabled Associates

Retailers are not measuring customer behavior, especially in-store.

Retailers understand and agree that in-store technology drives both operational excellence and the overall digital customer experience. However, retailers overwhelmingly struggle to measure customer behavior, and surprisingly few reported the use of Key Performance Indicator (KPI) metrics in-store, with just 33 percent of retailers reporting they always measure conversion rates.

Chart:  Measure Conversion Rates In-Store

Responses clearly showed that consumer and retail perceptions are not aligned and that many retail stores lack the technology to measure and harness shopper data across channels. The study also found that the store of the future will be powered by real-time analytics technologies that understand shopper behavior across the entire shopping journey and equip store teams to deliver consistent experiences relevant to the store format and target market.

Source: Jan. 12, 2016 /PRNewswire

Research: Affluent Consumer Confidence Building

There is good news and even better news for marketers aiming at the highest potential affluent customers in Unity Marketing’s most recent affluent attitude and purchase behavior survey. The good news is that affluents increased their average three-month spending on high-end or luxury goods and services by 3.2% overall.

Quote about Luxury

The even better news is that affluents’ consumer confidence rose 17.3 points, as measured by the Luxury Consumption Index (LCI), the single biggest jump since 4Q2012. This according to a survey conducted in October 2015 tracking n=1,200 affluent consumers’ high-end and luxury purchases for a three-month study period, as compared to results from three-month study period fourth quarter 2014.

“Finally, we can bring some good news to brands that depend upon the out-sized spending potential of the affluent consumer segment, the top 20% of U.S. households based on income,” says Pam Danziger, president of Unity Marketing and lead researcher in the ACTS study. “Affluent consumer confidence in fourth quarter 2015 posted the strongest uptick we’ve seen in the past three years. Since affluent spending on luxuries are purely discretionary, their feelings of confidence in their financial status is essential to getting them to loosen their purse strings, which they did over the past three months.”

“While a 3.2% increase in luxury spending hardly reflects a booming luxury market, it is a positive turn. The key question is whether the affluent consumer segment will sustain a more positive outlook over the next six months. It hasn’t been since 2011, the period immediately after the worst of the recession, that Unity Marketing has tracked a quarter-upon-quarter gain in affluent consumer confidence. Everyone’s fingers should be crossed that we’ll see a sustained increase in 2016,” Danziger explains.

Affluents investing more in their homes

Contributing the greatest boost to affluent’s spending this quarter was a 29.6% quarter-to-quarter increase in spending for high-end home luxuries. Danziger says, “This remarkable increase in spending on home furnishings fits perfectly with affluent’s focus on gaining the greatest return on their investment in spending. For example, buying a new handbag or outfit gives a momentary thrill, but once the newness wears off, it is just another thing in the closet. But investing in home improvements, like redesigning the closet or new kitchen appliances, is something that greatly improves the quality of your everyday life. So we track affluents picking up the pace in spending on home electronics; major home appliances, building products and bath fixtures; and linens, fabrics and soft goods.”

Affluents investing in collectible personal luxuries that hold value

In the personal luxury space, affluents also picked up the pace on investments in jewelry and watches, both of which have inherent value, while spending on more disposable luxuries, like clothing, fashion accessories and beauty posted a decline. Also up in the personal luxury space were wine and spirits, another highly collectible category, and personal electronics, which deliver enhance people’s quality of life now that affluents are tethered to their internet connections 24/7.

Where affluents spend their money reveals what they really value

“With improved confidence in their financial status, affluents are choosing to spend where they get the greatest return on their investment as measured by improvements in their quality of life or that promise to hold their value. Brands need to position their product offerings around meaningful and measurable improvements they deliver to affluent’s luxury lifestyle. They have to deliver meaning to the customer, which today is measured by the enhanced lifestyle experiences they offer.”

Source: November 23, 2015 /EINPresswire.com

What else you should know about the affluent consumer

If you are targeting affluent consumers you also want to understand their needs, preferences, interest and purchase behavior:

  • 59% of traffic to luxury sites is from mobile devices. [PM Digital]
  • The U.S. luxury market is 3.5 times larger than the next largest market, Japan. [Bain & Company]
  • Only 22% of affluents agree that if a luxury product goes on sale, it lessens the perception of luxury. [RSVP Publications]
  • Mass affluents are 8% less likely to watch broadcast TV and 25% less likely to watch cable TV than the average U.S. household. [Nielsen]
  • 62% of total millionaires list Amazon as their favorite place to shop. [Shullman Research Center]
  • Affluents are 61% more likely than average to read a daily newspaper. [Nielsen]
  • Affluents have 50% of the nation’s income and represent 40% of all consumer spending — a powerful pull for a luxury brand.
  • 55% of affluent consumers used their phones as a mobile payment device. [Accenture]

General Motors Receives Top Honor for Loyalty to Manufacturer

Automotive Loyalty Award

General Motors received the top honor for Loyalty to Manufacturer a the 20th Annual Automotive Loyalty Awards . The awards ceremony took place during the Automotive News World Congress, held in conjunction with the North American International Auto Show (NAIAS). The automotive loyalty awards recognize auto manufacturers and brands for customer retention and conquest efforts during the 2015 model year.

“Other customers with less frequent repeat purchase behavior are almost twice as likely to defect compared with Super Loyalists The use of our insight and analytics to further understand these consumers can be key to bringing them back into showrooms for repeat purchases.”

The Automotive Loyalty Awards recognize automotive manufacturers and brands for customer retention and conquest efforts during the 2015 model year (October 2014-September 2015). They are the only fact-based awards of their kind in the industry.

In this timeframe, more than 8.2 million consumers returned to market for a new vehicle, and IHS finds record loyalty rates for both make/brand and manufacturer. 51.5 percent of consumers who returned to market during the model year re-purchased their new vehicle from the same brand as their previous new vehicle purchase. 59 percent re-purchased from the same manufacturer in the timeframe. Both are up more than one percentage point over last year, and IHS expects loyalty rates will continue to increase.

“With the number of consumers returning to market expected to peak in 2017, and conquest efforts and competition on the rise, an increased level of focus will be required to continue driving higher volumes of loyal customers in the market,” said Steve Had — vice president, sales and marketing solutions from IHS Automotive — during the ceremony. “The good news is that manufacturers are consciously emphasizing loyalty programs and dedicating resources to loyalty and conquest efforts as they fight for every point of market share.”

Last year, there were just 11 makes that kept more customers than they lost during the model year. This year, there are 14, according to IHS analysis. Additionally, IHS has identified unique groups and independent traits among consumers that must be considered by OEM marketers.

Super Loyalists: Those consumers that have returned to market three times to purchase from the same manufacturer – representing 14 percent of the industry — and are 76 percent loyal to a manufacturer

Loyalists: Those consumers with a pattern of behavior showing them returning two times to purchase from the same manufacturer – representing 26 percent of the industry — and are 63.6 percent loyal to a manufacturer.

“Our analysis, which leverages the insights of Strategic Vision’s New Vehicle Experience Study (NVES), finds that Super Loyalists and Loyalists are far less susceptible to defection following a disappointing ownership experience,” Had said. “Other customers with less frequent repeat purchase behavior are almost twice as likely to defect compared with Super Loyalists The use of our insight and analytics to further understand these consumers can be key to bringing them back into showrooms for repeat purchases.”

IHS Automotive analysis indicates that Ford was the only brand that achieved a loyalty rate of more than 60 percent in the model year, winning the Overall Loyalty to Make award. The award for Highest Conquest Percentage for the 2015 model year went to Jeep, which achieved a 27.8 percent conquest rate.

The Ford and Toyota brands were honored for loyalty success with ethnic consumers, with Toyota leading in the Asian and Hispanic consumer markets and Ford achieving highest loyalty among African American consumers.

Tesla was honored for Most Improved Conquest Percentage and Most Improved Loyalty to Make, which as a new manufacturer, helps demonstrate that Tesla is now able to compete in the mainstream market for new conquests while retaining their current customers.

IHS Automotive also recognized 25 segment-level winners that achieved loyalty among consumers compared to others within their vehicle segment.

Cracker Barrel Wins Best Customer Experience Award

Cracker Barrel

Cracker Barrel Customer Experience Earns Third Consumers’ Choice Award in Four Years

Cracker Barrel Old Country Store® was named Chain Restaurant Consumers’ Choice Awards winner in the full service restaurant category for the value it provides through excellent service, marking the restaurant company’s third win since 2013. The customer experience is  judged by criteria such as “Provides Value through Service,”“Best Food Quality,” “Intent to Return,” and “Socially Responsible.”

Conducted by Technomic Inc., a leading food industry research company, its fourth annual Chain Restaurant Consumers’ Choice Awards identifies the top chain restaurants by asking nearly 100,000 consumers to rate over 120 leading restaurant chains on 60 different attributes ranging from the quality of food to the overall brand reputation. Cracker Barrel was given top marks on its ability to provide value through high-quality service, according to consumers.

“Consumers give Cracker Barrel credit for its friendly and polite servers,” said Technomic Inc. President Darren Tristano. “When we asked why they gave high ratings for their visit, many of our respondents talked about how they always make people feel at home.”

“Cracker Barrel’s commitment to excellence is driven by our mission of Pleasing People,” said Cracker Barrel Senior Vice President of Restaurant and Retail Operations Nick Flanagan, who accepted the award at Technomic’s Consumer Insights Planning Program Conference in Newport Beach, California on Thursday, January 14, 2016.

“We promise guests a friendly, home-away-from-home, where they can relax, enjoy real home-style food and be cared for like family,” he continued. “Since 2013, Cracker Barrel has been voted the top full service restaurant in the Consumers’ Choice Awards’ ‘Pleasant, Friendly Service,’ ‘Food and Beverage,’ and ‘Value Through Service’ categories, which is a testament to our 72,000 employees who bring our mission to life every day.”

Wyndham Unveils New Rewards Program for Meeting Planners

Wyndham Rewards Wyzard

Wyndham Rewards® is helping meeting and group travel planners win big. go meetsm, the world’s most generous rewards program for meeting planners which launched today at IMEX America 2015 in Las Vegas, transforms and simplifies the world of hotel loyalty programs for planners.

Planners who are members of the Wyndham Rewards loyalty program earn one point for every dollar spent on qualifying revenue at participating hotels, regardless of billing method. Unlike any other program, there is no minimum spend requirement and no maximum point limit. The lack of restrictions means the earning potential is vast, leading to faster, easier routes to the tangible and meaningful rewards planners deserve, like free nights.

No minimum spend requirements and no maximum point limits lead to faster free nights for professional and casual planners.

The new go meet aligns with the simplicity and generosity of the new Wyndham Rewards, launched by Wyndham Hotel Group in May 2015, which, dollar for dollar, lets members earn more and redeem faster than any other program in the industry today. It’s the first major rewards program of its kind to offer a flat 15,000-point free night redemption rate and the only program in the industry to offer a minimum of 1,000 points with every qualified stay.

“The rising demand for group and meetings travel, coupled with an industry full of complicated rewards programs, gives us a unique opportunity to deliver more value and gain planners’ trust, business and loyalty,” said Geoff Ballotti, president and CEO, Wyndham Hotel Group. “With go meet, we’re recognizing planners around the world for their partnership, hard work and the business they bring to our hotels.”

Ballotti continued, “Planners told us about the challenges they face, like minimum spend thresholds, maximum point limits and a lack of value. We’re addressing these pain points head on with the world’s most generous rewards program for meeting planners. Not only are we giving them a simple program and faster, more meaningful rewards, but with 230 hotels with 10 or more meeting rooms and 145 hotels with at least 10,000 square feet of function space, we can meet all of their event needs.”

Additionally, go meet is the first formal rewards program of its kind to cater to both professional and casual planners across every hotel segment. Every planner is eligible to earn, from the corporate meeting planner booking a large-scale convention at a full-service property to a team coach coordinating accommodations at an economy hotel for a basketball tournament.

The new program also allows event guests who are members of Wyndham Rewards and who are paying for their rooms directly to earn a minimum of 1,000 Wyndham Rewards points on a qualified stay. As such, both planners and individually paying guests can earn valuable rewards.

Engaging Millennials in an Omni-Channel World

Millennials and Mobile Technolongy

Thrive by Meeting Mobile Shoppers’ Needs

The focus of most retailers in business today, when they first opened shop, was squarely on baby boomers and Gen Xers. The consuming landscape has changed in fundamental ways as the newer generations have become mature, active consumers. Growing up with powerful mobile technology Millennials’ expectations and patterns of interaction with retailers are predictably – fundamentally – distinct from those of older generations of consumers. The regular, almost continuous use of social media and mobile technology is normative and totally expected among Millennials. The embeddedness of Millennials in a virtual social structure impacts how this generation shares information, the information to which they expect to have access, and their level of trust in the transfer and sharing of data online.

Critical for retailers today is that beginning in 2014, individuals born after 1980 will represent approximately half (50%) of the workforce in the United States, and at this point also will be entering their peak years of disposable income. 1 By 2020 Millennial spending is expected to account for one third of total consumer spending. This growing market segment is the most likely to incorporate multiple technologies and multiple channels into the buying process. This generation is also the most likely to systematically engage with retailers across social media platforms.

Critical to this engagement, however, customers today want interactions with retailers, products, and services that are relevant both to their current and anticipated needs, but that also are essentially functionally immediate. Rewards programs can help to meet these needs, if they are deployed with the expectations and mobile technology use patterns of millennials in focus. Loyalty programs are extremely popular, with more than 2.6 billion program memberships in the United States today. These programs have a significant impact on consumers’ decisions. For example, sixty-nine percent of consumers report that the decision to shop at one store versus another is directly influenced by availability of a rewards program that fits their shopping goals, including upgrades, discounts, greater choice, etc. 2

However, in light of the increasingly mobile nature of the contemporary retailing space, creating this “fit” with consumers’ shopping goals requires that loyalty rewards programs merge in a seamless way with the mobile technologies and applications that consumers are most comfortable using. For example, by 2016 mobile, location-based promotions are anticipated to account for more than 63% of the $622.4 million dollars in local digital marketing spending, up from the $174.5 million spent in 2013.3 The programs that retailers design have got to coincide with consumers’ lifestyle choices, which includes preferences for mobile, virtual engagement.

For example, 55% of mobile assisted shoppers are willing to sign up for a rewards program while physically in a store, but only if the program offers benefits that can be used on customers’ smartphone. It is essential that retailers recognize the importance of the preferences of this segment because millennials represent 75% of the multi-channel consumers in the United States, and 77% of millennials participate in loyalty rewards programs.

  1. Rosenblum, Paula (2012). “The Times, They are A’Changin’: Here Come the Millennials,” Retail Systems Research, July 17, 2012, https://www.rsrrsearch.com/2012/07/17/the-times-they-are-achangin-here-come-the-millennials/.
  2. Rachapudi, Uday Shankar, and Pushkar Kumar (2012), “Managing retail Loyalty Programs,” Mu Sigma, http://www.mu-sigma.com/analytics/thought_leadership/decision-sciences-loyalty-program.html.
  3. Kharif, Olga (2013), “Getting Points for TV Part of Mobile-App Loyalty Programs,” Bloomberg Business, May 14, 2013, http://www.bloomberg.com/news/articles/2013-05-15/getting-points-for-tv-part-of-mobile-app-loyalty-programs.

Customer Insight Group Guest Blogger

 

 

Daniel_G._BachrachDaniel G. Bachrach, PhD, is an award winning researcher and Professor of Management at the Culverhouse College of Commerce of the University of Alabama. Dan is coauthor or co-editor of six books, including Becoming more than a showroom: How to win back showrooming customers (Palgrave-Macmillan, 2016). His books are available in Chinese Dutch, French, Indonesian, Portuguese, Russian and Spanish editions.

Narrow in on Your Target Market and Stop Marketing to the Masses

Defining your target market

Marketers know that the best way to increase their bottom line is by targeting their marketing efforts to individuals who will actually buy their products and services. However, if marketing execution is driven by measuring data at the aggregate level instead of the customer level, companies may be marketing to the masses instead of their target market.

For many organizations, being able to measure at the consumer level instead of the aggregate level is just too cumbersome and time consuming. However, the benefits of measuring at the consumer level may far outweigh the difficulty. Aggregate data provides marketers with some good information and guidance for marketing strategy, but it does not paint the entire picture. And when marketers are ready to start developing their marketing strategies, they will need the information only available to them at the customer level. Marketers need specific details on consumer behaviors, lifestyles and demographics, purchase patterns, purchase channels, etc. before they will be able to build customer relationships and ultimately increase their bottom line.

Organizations that look at their customers from an aggregate level may distort their target market. For example, a company may determine that their customers are between the ages of 35 and 55 with a household income of $50k to $100k. However, when those customers are viewed at the customer level, there are actually two sets of consumers in the original customer grouping that make up the actual target market. In reality, the company’s customers are between the ages of 50 and 55 with a household income greater than $90k and between the ages of 30 to 35 with an income between $40k and $70k. Without the customer level insight, marketers would be wasting valuable marketing dollars on consumers who do not fall into their target market and could even miss a portion of their true consumers.

The benefits of measuring consumers at the customer level

Knowing what your consumers want and expect gives marketers the edge they need to accomplish true data-driven, target marketing and focus their marketing efforts on individuals who are likely to buy their products or services. The following is a list of a few benefits marketers may realize by basing their marketing campaign efforts off of customer level data.

  • Discover potential niche markets
  • Develop accurate customer insight
  • Increase customer conversion
  • Promote customer satisfaction
  • Improve customer engagement
  • Develop brand loyalty
  • Boost customer retention

Customer level data not only tells marketers who their consumers are, but what they want and expect. Now marketers have the ability to fulfil the needs of their consumers and build strong customer relationships with messages and offers tailored to specifically meet and exceed their expectations—making your customers feel like an important part of your organization. In addition, when customers know your messages are of interest to them and are not a waste of their time, they are more likely to pay attention to your messages and take positive action.

A marketing database allows access to customer level data

Most companies collect a variety of data from their customers and prospects through their call center, web site, retail stores, surveys, promotions, etc. However, for many companies it is not the lack of data, but the ability to fully integrate all of the different marketing data they have to paint the most complete picture for each consumer and prospect. The first step to measuring your marketing data at the customer level is integrating ALL of your marketing data. While having a lot of great data is a good thing, all of that data is sometimes difficult to manage and maintain. There are a lot of options for building a marketing database. Marketers can choose from software that allows internal staff to manage and maintain marketing data to home grown database solutions to a fully outsourced and hosted marketing database solution. The right solution depends on the goals of the marketing team. In addition, to ensure the marketing database solution will continue to meet your needs today and into the future, you will need to routinely and easily update the data on a regular basis to add and modify the information for each record as well as to add additional individuals to the marketing database.

Maintenance of your marketing database is the key to learning even more about your consumers and prospects. The changing customer level data allows marketers to see data fluctuations and identify the possible causes for the variations in the data. Identifying the changes in your marketing data will help you successfully develop marketing strategies to address marketing goals such as, retention, win back, brand loyalty and marketing churn as well as identify which marketing campaigns are working and which are not—saving you valuable marketing dollars.

Once you have all of your data in one location and routine maintenance in place, you can begin to evaluate your data on a regular basis by creating high level reports or marketing data snapshots that will highlight trends and provide a historical overview of where your customers are in their purchase journey. Then, over time you can create additional snapshots to compare against past snapshots. Now you will begin to see differences in your consumers as they progress in their purchase journey and you will be able to build marketing strategies that will be based on facts and knowledge and will allow your organization to build stronger consumer relationships.

Get the most from your marketing dollars by examining your consumers at the customer level instead of the aggregate level and start developing marketing strategies and campaigns that will increase your bottom line.

Customer Insight Group Guest Blogger

 

 

Dovetail MarketingDovetail provides marketers with a marketing database solution that fully-integrates marketing data from across an organization into a scalable solution that will grow with your company. In addition, Dovetail performs routine updates and maintenance to ensure your data is always fresh and actionable, provides a variety of reporting and analyses options and leverages pristine, integrated data into other marketing and sales platforms.

Amtrak Announces the New Amtrak Guest Rewards Program

Amtrak Guest Rewards Program

Amtrak Makes Travel More Rewarding for

Loyalty Program Members

Amtrak passengers have more options to earn and redeem points under an extensively improved, simplified Amtrak Guest Rewards program. “This program takes Amtrak Guest Rewards to the next level with improved earnings potential and expanded, simplified redemptions,” said Matt Hardison, Amtrak’s executive vice president of marketing and sales. “We are confident this program combines what passengers want most – the ability to grow points earnings rapidly with the freedom to use those points in the way that best fits their individual travel needs.”

Improvements in the updated Amtrak Guest Rewards program include:

  • No more blackout dates and Acela® time-of-day travel restrictions;
  • Bonus points for Acela® and Business class travel;
  • Points that never expire with any qualifying account activity within 36 months;
  • A simplified redemption structure for free Amtrak travel based on ticket price instead of zones or routes—as low as 800 points per trip;
  • Redemption opportunities for multi-ride tickets and monthly passes;
  • Ability to book, modify, and cancel reward tickets themselves via Amtrak self-service channels; and
  • A “cash-plus-points” option that provides more flexibility.

Amtrak Guest Rewards has also launched a helpful points estimator tool, which shows customers exactly how many points they will earn for their travel or how many points they will need to redeem for an Amtrak trip.

First-of-its-kind Integration Between American Express and Airbnb

American-Express-AirbnbAmerican Express and Airbnb announce a first-of-its-kind tech integration that enables U.S. Card Members to quickly and seamlessly sign up for Airbnb and book stays at close to 2 million listings around the globe. Starting today, Card Members can create an Airbnb account with their existing americanexpress.com User ID and Password. Card Members will also have the opportunity to use their Amex login to identify themselves as an American Express Card Member on their Airbnb profile as an additional verification. Eligible Card Members can also use Membership Rewards points to book accommodations directly on the Airbnb site or check out with Amex Express Checkout in just a few clicks.

Members Can Also Use Membership Rewards® Points on Airbnb for All or Part of Their Booking

“Our Card Members love one-of-a-kind and memorable travel experiences, and with this partnership, we’re creating a frictionless and valuable way for them to take advantage of everything Airbnb has to offer,” said Leslie Berland, executive vice president, Global Advertising, Marketing & Digital Partnerships at American Express. “Through our technology, we’re bringing to life our unique assets on Airbnb, delivering the world-class service, experience and benefits Card Members expect from their Amex Membership.”

“We welcome millions of Amex Card Members to belong anywhere with Airbnb,” said Lex Bayer, Head of Global Payments and Business Development, Airbnb. “Whether staying at a bungalow in Bali with Membership Rewards points, or a business trip to London with your Amex Card, this partnership makes booking an Airbnb in over 190 countries seamless and allows Card Members to be verified with their American Express login within the trusted community of Airbnb.”

Members Save on Fuel with GameStop’s Loyalty Program

GameStop PowerUp Rewards loyalty program members are now able to use their reward points to save on the cost of fuel through the Fuel Rewards® program operated by Excentus Corporation.

Rewards Loyalty Program

The Fuel Rewards® program is a coast-to-coast loyalty program that enables its six million members to earn fuel savings from purchases made at thousands of participating merchants, retailers and restaurants. Members can link their debit/credit cards to the program for everyday savings, and track and manage their Fuel Rewards savings online or from the program’s mobile app. Rewards are redeemed as cents-off-per-gallon savings at over 12,000 participating Shell and other select fuel stations nationwide. GameStop’s PowerUp Rewards members can join the free Fuel Rewards® program at fuelrewards.com/powerup or by texting “powerup” to 83835 to download the Fuel Rewards app.

“Gaming, electronics and wireless services represent huge retail and online opportunities for consumers to earn valuable rewards,” said Megan Flynn, EVP Strategy and Business Development at Excentus. “The Fuel Rewards program is pleased to add GameStop and its PowerUp Rewards members to our growing list of participants to help consumers lower the cost of everyday life by saving on fuel.”

In a recent U.S. survey sponsored by Excentus and Ipsos eNation, fuel savings ranked #1 as consumers’ preferred loyalty program incentive – higher than cash-back offers, instant discounts, coupons and travel-related points and miles. And consumers said they embraced the ability to save on gasoline, regardless of prices at the pump.

Source: Business Wire


 

Who is Customer Insight Group?
Customer Insight Group, is a Colorado based loyalty marketing agency leading the way in helping companies engage, keep and grow profitable customer relationships.

 

Loyalty Audit – Challenging marketplace, new competition, waning customer participation – whatever elements are keeping your loyalty program from optimal success, now is the time to revitalize. We help you fine-tune your program’s value proposition and better focus your resources to promote and differentiate the program to make it work harder for you and keep your customers out of your competition’s reach.