Driving greater loyalty in Europe. What consumers want and where brands are failing to deliver

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1 Driving greater loyalty in Europe What consumers want and where brands are failing to deliver Research commissioned with consumers in France, Germany and Switzerland

2 Executive summary Fast-changing technology, harsh economic realities and, above all, the emergence of new customer engagement channels are transforming how consumers interact with brands. These shifts in consumer behaviour are also dramatically changing the ways in which brands can create and achieve customer loyalty. To better evaluate the changes in the loyalty landscape, ICLP commissioned in-depth online surveys with 912 consumers across France, Germany and Switzerland to better understand what they expect from brands they are loyal to and to quantify how brands are delivering against those expectations. The results of the research are illuminating. Today s economic pressures mean that consumers in France, Switzerland and Germany want value for money from brands they are loyal to and want to be rewarded for their loyalty with more instant and flexible discounts and savings. The seismic shift that is occurring, however, is the way in which consumers want to access these valued rewards and how they are delivered. The research shows that consumers in Europe are demanding more targeted and customised engagement with brands. The findings also highlight a significant opportunity for brands to meet the growing demand for being able to access and leverage rewards using a mobile phone. This valuable research also sheds new light on the criteria that consumers use to judge brands today and their impact on loyalty. It quantifies the gaps between customer expectations and brand delivery and it is these loyalty chasms which provide a road map for brands in how they can secure the future commitment of their customers, increase their loyalty and drive greater advocacy. Page 2

3 Key findings Price limits customer loyalty Price remains an established and primary consumer motivator. Even for brands that they are loyal to, most consumers are not willing to pay a premium for products/services. Loyalty to a brand is not always a guarantee of future commitment Brands need to work harder to drive ongoing loyalty as even where consumers regard themselves as loyal, on average 72% of consumers surveyed are willing to switch to a competitor and 53% will make a purchase from them in the future. Traditional channels still dominate brand engagement but younger consumers are demanding more social and mobile interaction Whilst the rise of digital interaction continues to increase, going into a store is still the preferred way in which loyal consumers engage with brands. Generation Y dominate social and mobile interactions with consumers in Germany leading the way. Consumers want and value more flexible rewards and instant gratification When it comes to rewards, on average almost three-quarters of the consumers across the 3 European markets indicated that instant discounts and savings are important to them. Clear chasms exist between customer expectations and how brands currently meet those expectations Whilst discounting and price-driven strategies are commonplace, consumers perceive that brands are not meeting their needs for greater personalisation and flexibility. However brands in Germany and Switzerland are over-delivering against expectations in areas which are not important to the majority of consumers. Loyalty programmes positively impact loyal behaviour Consumers vary in their perceptions of loyalty programmes and their impact on behaviour but French consumers appear to have more favourable attitudes and be more positively influenced by loyalty programmes than their Swiss and German counterparts. Page 3

4 The changing loyalty marketplace The landscape of customer loyalty continues to expand and increase in complexity because many factors are driving change simultaneously new technology, emerging channels of interaction, the economic climate and shifting consumer expectations. This has two massive implications for brands firstly being able to increase consumer loyalty is more important than ever and secondly it is much more challenging to secure long-term commitment. The ways in which consumers want to interact with brands they are loyal to are evolving and fast. Traditional channels still dominate but younger audiences are demanding more social and mobile brand interaction. Going into a store remains the preferred way in which consumers across Europe engage with brands to which they are loyal. However, interacting via their website now comes a close second but consumers in Germany noticeably lag behind their counterparts in this channel. In terms of brand engagement, overall, 76% of consumers go into a store, 61% go on the website and 32% get in touch via . Consumer interaction with brands that they are loyal to over the last 6 months 80% 70% 60% 50% 40% 30% 20% 10% France Switzerland Germany Store Website Base: Consumers Central Europe n912, France n306, Germany n305, Switzerland n301 Digital and social channels are used much less frequently for brand engagement. Only 12% of consumers have used an app to interact or a social networking page to communicate with brands they are loyal to in the last six months. However what is clear is that this engagement is being led by Generation Y and German consumers under the age of 35 are leading the way; 31% have used an app and 28% have used social networks for brand interaction. Page 4

5 With the emergence and adoption of new channels, loyalty initiatives have had to change and adapt. Some brands have moved on from rewarding transactions towards recognising specific consumer interactions, even where they are not purchasing or spending money. This also has encouraged brands to consider their definition of their best customers. Traditionally loyalty programmes have sought to reward their best and most profitable customers, who purchase most frequently or who are the biggest spenders. Whilst this makes sound commercial sense, this approach does not recognise those with the largest future potential ; consumers with the largest voice, network and ability to advocate and influence. In addition, being able to connect behaviour in social channels to transactional behaviour via a loyalty initiative provides immense value in identifying the overlap in customers with high commercial value and high social influence. Together this insight will support the creation of more sophisticated segmentation and communication strategies in understanding behaviour across multiple channels and touch points to further brand advocacy and loyalty. A view from above how airlines are reassessing loyalty These changes in the loyalty landscape are clearly illustrated by the ways the airline industry, one of the earliest pioneers of customer loyalty initiatives, have reassessed their programmes. Estonian Air is a great example of an airline that has used social media to leverage existing customer relationships and reach untapped audiences. Its social media strategy engages with a wider audience, offers added value and generates new incremental revenue opportunities. Complementing EuroBonus, their existing loyalty programme to reward frequent flyers, it has also implemented a Facebook app, AirScore, that rewards customers and fans for being strong online advocates without having to fly. Members get points for joining and for distributing news, videos and special offers to their connected friends. Depending on the level of engagement, they can also gain tier status recognition and be rewarded with better prizes. Page 5

6 What do consumers want from brands? Many brands determine their own metrics of customer loyalty such as satisfaction, lifetime value and retention and the research sought to understand how consumers define loyalty and the behaviours they would exhibit to brands they were loyal to. In comparing the results from consumers in each country, the findings demonstrate: Price is still a key motivator. Overall, just 29% of consumers are prepared to pay a premium for a brand. French consumers are the most cost-conscious, with just 24% indicating they would pay a premium. There might be exceptions to this for example with products and services from luxury brands but consumers are becoming increasingly sophisticated in their decision making processes and wanting to ensure the price they pay is competitive and reflective of value. Convenience is also critical and brands must make it easy for consumers to interact with them. Only 26% of consumers say they are willing to go out of their way to do business with a brand. Consumers are increasingly inconsistent as many are not prepared to make a long-term commitment to repurchase and will still switch to a competitive brand. Even where consumers regard themselves as loyal to a brand, on average 72% are willing to switch and only 53% will make a purchase from them in the future. Although consumer behaviour is frequently driven by price, brands must also offer trust, value and service. These are the top three criteria that matter to consumers in France, Germany and Switzerland and serve as a powerful reminder that they form a solid platform on top of which a CRM strategy can be constructed. All of these elements are intrinsically linked and affect a brand s ability to successfully develop and secure a loyal customer relationship. Brands need to consider how they can unite their brand and marketing budgets with brand perception, market share and customer behaviour all being positively impacted from working in a more integrated way. Page 6

7 Thinking about the brands you are loyal to, please indicate how strongly you agree or disagree with the following statements 10% 20% 30% 40% 50% 60% 70% Satisfied with their products/services Will make a purchase from them in the future Encourage my friends and family to buy from them Unwilling to switch to a competitor Wiling to go out of my way to do business with them Wiling to pay a premium for products/services Switzerland Germany France (4 and 5 responses on a scale of 1 to 5) Base: Consumers Central Europe n912, France n306, Germany n305, Switzerland n301 Furthermore brands continuously want to improve their offerings and propositions to increase satisfaction, repurchase rates and customer loyalty, whether they have already employed an explicit strategy with a distinct programme, currency and rewards or a more experiential approach without an obvious earn and redeem structure. In evaluating what is most important to consumers in driving their loyalty, the research demonstrated that consumers across all 3 countries surveyed in Europe overwhelming want coupons and rewards that they can use when they want and to receive greater instant gratification with discounts and rewards. Page 7

8 The loyalty chasm Why brands must do more to meet customer expectations The consumer research was commissioned to better understand exactly what consumers want in terms of the rewards offered by brands, the types of recognition they receive, the ways in which brands engage consumers and the relevancy of those interactions. The results would help quantify where brands are failing to meet consumer expectations and the quantification of any gaps or loyalty chasms would indicate the areas in which brands could improve and grow customer loyalty. The loyalty chasm is the difference between what consumers say is important to them and how they feel brands are delivering. A positive figure indicates that brands are under-delivering against what is important to consumers, which limits their ability to increase customer loyalty and a negative figure illustrates that brands are over-delivering. The results across all three countries show that rewards are a core currency of any loyalty strategy and as the most important driver of loyalty, are also where the largest chasms were identified. With consumers wanting more instant and flexible rewards, and the ability to redeem rewards in different ways, brands need to re-evaluate the economics of their loyalty initiatives to deliver greater impact, results and return on investment. Page 8

9 Local insights: France Overall consumers in France have similar demands to their European counterparts for more instant and flexible rewards, however they also want greater recognition and personalisation of offers and communication. Our research shows that when French consumers think about loyalty, they prioritise instant rewards that they can use as and when they want. However brand performance against these priorities are where the largest chasms can be found with a chasm of +20% for having rewards that they could use when they want and of +15% for access to instant discounts and savings. Added to this was the demand for greater flexibility in the way they access their rewards with 75% of consumers stating the mobile redemption of offers is important to them resulting in a chasm of 19%. The results also demonstrated that French consumers felt brands were particularly lacking in the areas of customisation and personalisation. The quantification of these chasms made it clear that greater consideration needs to be given to more relevant targeting of communication. Allowing consumers to customise their rewards and providing customised offers based on their interests and preferences both had chasms of 13% and chasms of 14% were also identified in respecting communications and messaging preferences and the customisation of offers and experiences based on past purchases. Our view? Brands need to look at how they better leverage the data they have on their customers as there is a significant opportunity for brands to use this insight to differentiate their communications approach, tailor and personalise their communications and stand out from the bombarding of untargeted offers. The right balance needs to be achieved between short term tactical behaviour to increase revenue with longer term, more profitable customer behaviour. 80% 20% 60% Have coupons or rewards that I can use when I want 80% 15% 65% Reward me instantly with discounts and savings 57% 14% 43% Respect my communications and messaging preferences Importance to consumer Chasm Brand delivery Page 9

10 Local insights: Germany Overall German consumers want brands to recognise the importance of rewards and evaluate how they can give greater power to them to select and use on their terms. Whilst promotions and instant discounts already play a central role in driving loyalty in Germany and a chasm of 17% illustrates that consumers still believe brands have more to do to match their expectations in this area. Furthermore consumers are particularly demanding when it comes to their expectation of rewards and the control they want to have over being able to access and make the most of them. This is particularly illustrated with the high levels of importance associated with having rewards they can use when they want and the associated chasm (76% importance and 60% brand delivery). Across all 3 markets, the most significant failing was in brands not meeting German consumer needs for the redemption via their mobile phone. 71% of respondents regard it as important but only 20% believe it to be delivered by brands. This is particularly interesting given the penetration of smartphone use is the lowest across the EU5 countries but is only likely to rise and so it presents a valuable opportunity for brands to stand out from their competitors and help consumers extract greater value from their brand relationships. Lufthansa is a good example of a brand wanting to demonstrate how they can address these consumer expectations. They are extending the value of their brand relationship with leisure and less frequent travellers in Europe by offering added value and instant discounts as a reward for their purchase. They launched be local where travellers can use their boarding pass whether paper, online or mobile, to access additional benefits with a selection of local partners in the destinations to which they have flown such as discounts to The London Dungeons or the Berlin TV tower. In looking at how German consumers are using social media to engage with brands and its level of importance to them, surprisingly the research revealed a negative chasm in this channel. The ability to share rewards via social media has a chasm of -10% and interacting with a brand via social media has a chasm of -5% suggesting that German brands are investing and over-delivering against what consumers expect. Whilst brands cannot afford to ignore social media especially when it comes to engaging Generation Y consumers, brands need to ensure they are concentrating their efforts and marketing investment in the areas which matter most to all consumers in order to drive their loyalty. 71% 51% 20% Allow me to redeem coupons or rewards with my mobile phone 76% 16% 60% Have coupons or rewards that I can use when I want 15% -10 % 25% Allow me to share rewards with friends on social media Importance to consumer Chasm Brand delivery Page 10

11 Local insights: Switzerland Overall brands in Switzerland need to demonstrate greater utility and relevance with their customer relationship approach and this includes reviewing efforts in social and mobile engagement, where they are over-delivering against consumer expectations. The research results show the biggest room for improvement is enabling redemption via mobile phones. The survey finds that 67% of Swiss consumers want to redeem offers via their mobile phones but delivery of this stands at just 35% creating a chasm of 32%. Very much connected to this is the chasm of 12% associated with consumers having rewards they can use when they want. Much like in Germany, this could create a clear opportunity for brand differentiation but also cost efficiencies in reducing the need for paper statements and coupons. Conversely brands are over-delivering in supporting the shopping experience using a mobile app which is of low importance and yet has a negative chasm of -5%. In Switzerland, Coop is a great example of where mobile is central to the evolution of a programme and their Supercard app enables consumers to receive the latest offers, view their points balance and even their latest purchases. However developments are still needed before it replaces the card as it cannot yet be scanned in-store to earn or redeem points. Similar to findings in Germany, Swiss consumers are not yet regarding social media as important channels for brand engagement but brands are exceeding their expectations. Similar to the findings in Germany, Swiss consumers are not yet regarding social media as important channels for brand engagement but brands are exceeding their expectations. Whilst it is important to facilitate interaction via social media and particularly to develop more loyal behaviours in younger consumers, brands need to ensure they are achieving the right balance between the short and longer term returns from this channel as efforts in other areas could create a more positive and immediate impact with today s customers. 55% 16% 39% Give me the option to customise how and when I m communicated with 75% 12% 63% Have coupons or rewards that I can use when I want 23% -5 % 28% Have a mobile app providing a shopping experience Importance to consumer Chasm Brand delivery Page 11

12 Attitudes to loyalty programmes A common way to demonstrate loyalty to a brand is through membership of their loyalty programme. The research also sought to understand consumers attitudes towards programmes and their ability to impact their behaviour and views on loyalty. Whilst all consumers were positive in their perceptions of loyalty programmes, French consumers appear to have more favourable attitudes than their Swiss and German counterparts with 68% joining a programme of a brand they like and 66% choosing to buy from a brand that has a programme when given the choice. The downside is that less than half agree that the programme provides them with valuable rewards as opposed to 57% of German and 52% of Swiss consumers. This highlights a need, particularly for French brands, to review and increase the value of their reward proposition. By establishing how they can deliver more instant, flexible and relevant rewards, the value consumers associated with the programme will keep them active, engaged and increase loyalty. Whilst there are other factors influencing customer loyalty, the research demonstrated that programmes can be a successful strategy in increasing loyal behaviour. On average, over half of consumers across the 3 markets buying more from brands whose loyalty programme they join and felt it made them more loyal. Page 12

13 Key recommendations The speed of change in both consumer behaviour and technology will continue to change the dynamics of customer relationships for brands across Europe, along with their ability to influence loyalty and profitability. The research yielded a number of important insights that brands need to seriously consider in increasing customer loyalty now and in the future: The three pillars customer service, value for money and trustworthiness must be part of a solid foundation on top of which a more direct customer relationship strategy can be built. Brand and marketing departments need to work together to achieve this putting the customer firmly at the centre of the whole organisation The local context, cultural and demographic nuances must be considered if brands are to achieve a loyalty proposition that is both relevant and valued by the consumer and that also achieves its commercial objectives. Leveraging data and insights to intimately understand customers, what they value most and how they want to engage is critical in being able to meet their expectations and positively influence long term customer loyalty. Brands that want to drive greater repurchase and loyal behaviour need a reward strategy that provides consumers with more instant gratification, choice and control for them to increase the value they can extract out of the brand relationship Brands need to demonstrate greater relevance with their customer relationship approach. They should re-evaluate efforts in the areas that matter most to consumers such as mobile redemption, instant and flexible rewards, and more tailored and personalised communication and promotions. Page 13

14 About ICLP Dedicated to loyalty since 1987, ICLP is a worldwide leader in loyalty marketing and customer relationship management. ICLP offers a full range of B2B and B2C loyalty services determining strategies, uncovering insights, engaging customers across multiple touch-points, and delivering and operating loyalty programmes. ICLP has offices in 18 key locations in 15 countries across six continents. With a unique mix of experience, innovation, expertise and passion, ICLP has helped over 300 clients in 45 countries, across multiple industry sectors, to develop greater loyalty and more profitable customer relationships. ICLP is part of The Collinson Group, a privately owned and independent organisation acknowledged as a global leader in specialist travel membership, insurance and marketing products and services. For more information, please contact Marcel Schorn, Business Development Director, ICLP Continental Europe, on or at Page 14

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