by Grant Ferguson

The Challenge

In the retail world, a popular loyalty program can be a major asset in winning and keeping customers. But the competition for those customers never stands still. An international retailer with more than 650 stores realized it was falling behind in customer acquisition and retention. What to do? Marketing leadership wanted to reinvent its outdated loyalty program; digital product management saw the need for cross-cutting leadership to bridge the gap between marketing/operational leadership and digital development teams. The company engaged Point B to reinvent its loyalty program and translate its marketing vision into a roadmap for rolling it out.

The new roadmap to loyalty

Point B served as a catalyst for our client through our combined expertise in digital marketing, loyalty programs, marketing leadership, and platform design and development. Working closely with client teams, we helped crystalize the marketing vision for a new loyalty program and developed a roadmap that won C-suite approval for being on target and executable in phases from current state to desired future state. In earning our role as a trusted go-between for senior marketing leadership and IT, we helped ensure everyone was on board with the resources needed to make the program a success.

Omnichannel integration

In a first for our client, we mapped the loyalty program customer journey across all channels—digital, CRM, call center and in-store. We also created and aligned a high-level technology roadmap with richly detailed user stories. By understanding teams' diverse needs and translating them across all stakeholders, we helped bridge the gaps and built support up, down and across the organization. The growing connections among marketing, business and IT were essential to creating a fresh, flexible omnichannel experience.

Beyond "earn and burn"

While marketing stakeholders had a vision for the new loyalty program, more work was required to turn this vision into reality. We helped complete the financial models and business case needed for execution, with a focus on the program's fiscal impact. Our focus led a shift from old "earn and burn" awards to a mix of more creative lifestyle-oriented awards that build loyalty without directly impacting the profits. We also developed clear business requirements for development teams across all channels, including in-store, digital and call-center platforms, and technologies.

As our client phases in its new program, teams understand the vision and have the roadmap and resources they need to grow loyalty across all channels. What's more, the new program is influencing our client's broader customer engagement strategy going forward.