Customer Loyalty Marketing Strategies
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A Brief Primer on the Economics of Targeted Advertising
ECONOMIC ISSUES A Brief Primer on the Economics of Targeted Advertising by Yan Lau Bureau of Economics Federal Trade Commission January 2020 Federal Trade Commission Joseph J. Simons Chairman Noah Joshua Phillips Commissioner Rohit Chopra Commissioner Rebecca Kelly Slaughter Commissioner Christine S. Wilson Commissioner Bureau of Economics Andrew Sweeting Director Andrew E. Stivers Deputy Director for Consumer Protection Alison Oldale Deputy Director for Antitrust Michael G. Vita Deputy Director for Research and Management Janis K. Pappalardo Assistant Director for Consumer Protection David R. Schmidt Assistant Director, Oÿce of Applied Research and Outreach Louis Silva, Jr. Assistant Director for Antitrust Aileen J. Thompson Assistant Director for Antitrust Yan Lau is an economist in the Division of Consumer Protection of the Bureau of Economics at the Federal Trade Commission. The views expressed are those of the author and do not necessarily refect those of the Federal Trade Commission or any individual Commissioner. ii Acknowledgments I would like to thank AndrewStivers and Jan Pappalardo for invaluable feedback on numerous revisions of the text, and the BE economists who contributed their thoughts and citations to this paper. iii Table of Contents 1 Introduction 1 2 Search Costs and Match Quality 5 3 Marketing Costs and Ad Volume 6 4 Price Discrimination in Uncompetitive Settings 7 5 Market Segmentation in Competitive Setting 9 6 Consumer Concerns about Data Use 9 7 Conclusion 11 References 13 Appendix 16 iv 1 Introduction The internet has grown to touch a large part of our economic and social lives. This growth has transformed it into an important medium for marketers to serve advertising. -
LOYALTY MARKETING DONE RIGHT the Best Labor-To-Customer Ratio
VOLUME 2 | NUMBER 1 | SPRING 2007 A PUBLICATION OF FUJITSU TRANSACTION SOLUTIONS INC. WHAT ABOUT THE CUSTOMER YOU NEVER SEE? Applying call center metrics to the brick-and-mortar retailer By Jonathan Amsler It’s no secret that call center customer man- agement has become quite a science, as tools and analysis for queue management and aban- donment rates are increasingly sophisticated. One thing is clear: call centers have an advan- tage over brick-and-mortar retailers because management can easily tie wait time to cus- tomer service, track lost customers and analyze labor dollars against the lost virtual customer. It makes one wonder … do brick-and-mor- tar retailers care about the customer in their stores the same way call centers do? Most retailers have a limited view of the customer that has walked through their door. Many rely on transaction data to determine the number of customers, how quickly they are served, and LOYALTY MARKETING DONE RIGHT the best labor-to-customer ratio. Unfortunately, By Peter Wolf this method does not capture the customer you Acquiring new customers is an expen- over their predecessors, with advanced tech- never see – the customer who didn’t buy. sive and difficult process; therefore, it nologies that enable greater understanding WHO IS THIS CUSTOMER? is imperative that retailers focus on retain- of their customers’ purchase behaviors and Of course it is impossible to answer that ing existing customers and rewarding cus- one-to-one targeted marketing. question specifically, but you can be sure that tomer loyalty. Unfortunately, many companies haven’t he or she probably entered your store with the Retailers have long recognized the value evolved their programs much beyond those intent to buy. -
Terminology of Retail Pricing
Terminology of Retail Pricing Retail pricing terminology defined for “Calculating Markup: A Merchandising Tool”. Billed cost of goods: gross wholesale cost of goods after deduction for trade and quantity discounts but before cash discounts are calculated; invoiced cost of goods Competition: firms, organizations or retail formats with which the retailer must compete for business and the same target consumers in the marketplace Industry: group of firms which offer products that are identical, similar, or close substitutes of each other Market: products/services which seek to satisfy the same consumer need or serve the same customer group Cost: wholesale, billed cost, invoiced cost charged by vendor for merchandise purchased by retailer Discounts: at retail, price reduction in the current retail price of goods (i.e., customer allowance and returns, employee discounts) Customer Allowances and Returns: reduction, usually after the completion of sale, in the retail price due to soiled, damaged, or incorrect style, color, size of merchandise Employee Discounts: reduction in price on employee purchases; an employee benefit and incentive for employee to become familiar with stock Discounts: at manufacturing level, a reduction in cost allowed by the vendor Cash Discount: predetermined discount percentage deductible from invoiced cost or billed cost of goods on invoice if invoice is paid on or before the designated payment date Quantity Discount: discount given to retailer based on quantity of purchase bought of specific product classification or -
Why Is Sales and Marketing Alignment Important in the Age of the Customer? IT’S SALES and MARKETING, NOT SALES Vs
Why is Sales and Marketing Alignment Important in the Age of the Customer? IT’S SALES and MARKETING, NOT SALES vs. MARKETING. By Cate Gutowski, Vice President, GE Commercial Sales & digitalTHREAD In my role at GE, I lead our Sales function and drive the digital transformation of our Sales force. As I work inside the company with a variety of business units, and I spend time with other firms outside of GE to learn about new best practices, one of the opportunities that I see is the untapped value that affects many organizations: creating alignment between Sales and Marketing. There’s an and between those two words for a reason. Too often, it feels like it can be Sales vs. Marketing, but the truth is….neither can succeed without the other. Photo by rawpixel.com on Unsplash It’s Sales and Marketing, not Sales vs. Marketing. 2 For GE, this alignment is especially important, because we are undergoing the transformation from an Industrial company to a Digital Industrial one. We recognize that in order to sell digital, we have to be digital. To achieve this goal, we all have to work together and put the customer first in everything that we do. While we’ve made great progress in this endeavor, there is always room for improvement. I’ll share some of what I’ve learned on our journey thus far: ? Let marketing be our guide. Our Marketing teams are the intelligence arm of our organization. They can see the future. Marketing can see what’s around the corner: they know where the biggest opportunities are located and where the hidden profit pools reside. -
The Market for Real Estate Presales: a Theoretical Approach [Electronic Version]
Cornell University School of Hotel Administration The Scholarly Commons Articles and Chapters School of Hotel Administration Collection 2012 The aM rket for Real Estate Presales: A Theoretical Approach Robert Edelstein University of California, Berkeley Peng Liu Cornell University School of Hotel Administration, [email protected] Fang Wu Citadel Asset Management Follow this and additional works at: http://scholarship.sha.cornell.edu/articles Part of the Real Estate Commons Recommended Citation Edelstein, R., Liu, P., & Wu, F. (2012). The market for real estate presales: A theoretical approach [Electronic version]. Retrieved [insert date], from Cornell University, School of Hotel Administration site: http://scholarship.sha.cornell.edu/articles/1007/ This Article or Chapter is brought to you for free and open access by the School of Hotel Administration Collection at The choS larly Commons. It has been accepted for inclusion in Articles and Chapters by an authorized administrator of The choS larly Commons. For more information, please contact [email protected]. The aM rket for Real Estate Presales: A Theoretical Approach Abstract Presale agreements have become a pervasive worldwide practice for residential sales, especially in many Asian markets. Although there is a burgeoning empirical literature on presales agreements, only a few papers actually address their theoretical foundations. We create a set of interrelated theoretical models for explaining how and why developers and buyers engage in presale contracts for non-completed residential dwellings. Given heterogeneous consumer beliefs about future market prices, developers and buyers enter into presale agreements to mitigate, two intertwined, fundamental risks: those of real estate market valuation and default. Our analyses are consistent with prior empirical findings and provide additional theoretical insights for understanding the market for presales. -
Mobile: the Relationship Channel (Version 4.4) the MMA Would Like to Thank Its Member Sponsors for Their Support in Making This Publication Possible
Mobile: The Relationship Channel (version 4.4) The MMA would like to thank its member sponsors for their support in making this publication possible. Contents Foreword 1 1 Introduction & Purpose 2 2 Why mobile is being used? (The unique role that mobile plays) 4 3 The role that mobile plays in loyalty / The benefits of mobile CRM 13 4 Enablers of mobile loyalty 18 5 Current Mobile Loyalty Landscape 21 5.1 The Current Landscape 5.2 Mobile Wallet 6 Best Practices 31 7 Top Metrics for mobile loyalty programmes 48 8 Barriers to adoption 51 9 Conclusion 54 Foreword by Paul Berney The aim of this White Paper is to give an overview of the current state of the role of mobile in loyalty, with a sister paper focussed more on the like future role that mobile will play set to be published by the MMA in 2014. As this White Paper will demonstrate, although it is early days for the use of mobile in loyalty programmes, there are already some stand-out successes. Both the mobile channel and mobile technologies are having a significant effect on the way that brands engage with the customers. In this way, mobile is both causing and enabling a change in consumer behaviour and the way we interact. The paper will show that mobile can both enhance and extend current loyalty and CRM programmes and at some near future point, mobile will start to replace other channels as consumers become move to a ‘mobile first’ world. As ever the MMA is grateful for the support of its members in helping create this document, in particular the contributing sponsor companies of Advice Group, Aimia, Gemalto, IMI Mobile, Lumata and Velti. -
8 Challenges of Sales and Marketing Alignment Introduction
Guide: 8 Challenges of Sales and Marketing Alignment Introduction Sales and marketing teams have an interesting relationship. In today’s selling environment, where custom- ers expect a personalized interaction every time, sales simply cannot exist without marketing. According to Forrester research, 78% of executive buyers claim that salespeople do not have relevant examples or case studies to share with them. Clearly, cold calls and impersonal emails aren’t cutting it anymore, and sales must rely on the content produced by marketing to make sales conversations more valuable for prospects. And it goes without saying that marketing wouldn’t have much of a job to do without sales; marketing col- lateral would be lost and lonely without anyone to share it with. While these symbiotic teams are very closely entwined, it doesn’t mean that their relationship is flawless. In fact, because of their closeness, these two can have some difficulty seeing eye to eye. Especially when it comes to content creation and dispersion, there are a number of challenges that arise when trying to align sales and marketing. But there are ways to combat these challenges that will lead to even better sales and marketing alignment, allowing these two teams to function as one synergistic entity. Below are eight of the most common pain points that marketing and sales teams often report as a result of misaligned sales and marketing processes and priorities, and surefire ways to bring the two teams back together. 2 Marketing Challenges Many of marketing’s challenges have to do with helping sales function flawlessly. But the main function of mar- keting is not just to make the sales team’s job easier; marketing has its own responsibilities and goals that are independent of sales support. -
Rewarding Loyal Customers to Increase Mobile Payments Adoption
R Payment Strategies E Rewarding Loyal Customers to Increase P O Mobile Payments Adoption R April 2017 By Elisa Tavilla T 1. Introduction This report examines whether mobile loyalty rewards can impact consumer mobile payment adoption. It looks at how retailers in different segments, including coffee chains and quick service restaurants (QSRs), pharmacies, department stores, and hotels, are leveraging mobile loyalty features to enhance the retail experience for consumers and increase mobile payment usage. The analysis is based on interviews with 12 businesses representing retailers, financial institutions, and loyalty marketing solution providers, as well as secondary industry research. While many U.S. consumers are shopping with their mobile phones1, few make mobile payments. Deloitte’s “2016 Holiday Survey” found that only one in four mobile phone users make mobile payments using a retailer app, and even fewer (13 percent) use mobile wallets for in-store payments.2 However, according to Points’ “State of Mobile Wallet Loyalty and Engagement in 2016” study, 94 percent of consumers would use mobile wallets more frequently if they could earn and redeem loyalty rewards.3 Depending on their personal lifestyles and preferences, consumers participate in a variety of loyalty programs offered by coffee shops, supermarkets, drug stores, hotels, airlines, and other retailers. One study suggests that 72 percent of consumers participate in between one and five loyalty programs.4 With multiple memberships, it can be difficult for customers to keep track of the various rewards points, remember to bring membership cards and coupons to the stores, or even recall that they are members of a particular loyalty program. -
Dynamic Pricing: Building an Advantage in B2B Sales
Dynamic Pricing: Building an Advantage in B2B Sales Pricing leaders use volatility to their advantage, capturing opportunities in market fluctuations. By Ron Kermisch, David Burns and Chuck Davenport Ron Kermisch and David Burns are partners with Bain & Company’s Customer Strategy & Marketing practice. Ron is a leader of Bain’s pricing work, and David is an expert in building pricing capabilities. Chuck Davenport is an expert vice principal specializing in pricing. They are based, respectively, in Boston, Chicago and Atlanta. The authors would like to thank Nate Hamilton, a principal in Boston; Monica Oliver, a manager in Boston; and Paulina Celedon, a consultant in Atlanta, for their contributions to this work. Copyright © 2019 Bain & Company, Inc. All rights reserved. Dynamic Pricing: Building an Advantage in B2B Sales At a Glance Nimble pricing behavior from Amazon and other online sellers has raised the imperative for everyone else to develop dynamic pricing capabilities. But dynamic pricing is more than just a defensive action. Pricing leaders use volatility to their advantage, capturing opportunities in market fluctuations and forcing competitors to chase their pricing moves. Building better pricing capabilities is about more than improving processes, technology and communication. Pricing leadership requires improving your understanding of customer needs, competitors’ behavior and market economics. Dynamic pricing is not a new strategy. For decades, companies in travel and transportation have system- atically set and modified prices based on shifting market and customer factors. Anyone who buys plane tickets should be familiar with this type of dynamic pricing, but what about other industries? Does dynamic pricing have a role? Increasingly, the answer is yes. -
Premium Brands Holdings Corporation Announces The
Premium Brands Holdings Corporation announces the acquisition of C&C, the creation of a national protein distribution and trading platform, and a $75 million bought deal of 4.65% convertible unsecured subordinated debentures NOT FOR DISTRIBUTION TO U.S. NEWS WIRE SERVICES OR DISSEMINATION IN THE UNITED STATES. The Acquisition Premium Brands Holdings Corporation ("Premium Brands" or the "Company") (TSX:PBH), a leading producer, marketer and distributor of branded specialty food products, is pleased to announce it has entered into a definitive agreement to acquire substantially all of the assets and business undertakings of Montreal based C&C Packing Inc. and its affiliate, Premier Meat Packers (2009) Inc. (collectively “C&C”). The aggregate purchase price, subject to certain customary adjustments, will be approximately $146.0 million, consisting of $102.0 million in cash, the issuance of 514,579 Premium Brands common shares and consideration of $20.0 million which is subject to possible reductions if certain post- acquisition earnings targets are not realized. C&C, with annual sales of approximately $250 million, is a leading supplier of a variety of fresh and frozen meat products to retailers and foodservice distributors across central and eastern Canada. It was founded in 1974 by Mr. Stanley Cons who, along with his two sons Ronnie and Michael, currently own and operate the business. “C&C perfectly complements our protein distribution and trading initiatives in western Canada and, with its strong and experienced management team and state-of-the-art facilities, will enable us to create a unique national platform in another niche market segment,” said Mr. -
The Impact of Sexuality in the Media
Pittsburg State University Pittsburg State University Digital Commons Electronic Thesis Collection 11-2013 The impact of sexuality in the media Kasey Jean Hockman Follow this and additional works at: https://digitalcommons.pittstate.edu/etd Part of the Communication Commons Recommended Citation Hockman, Kasey Jean, "The impact of sexuality in the media" (2013). Electronic Thesis Collection. 126. https://digitalcommons.pittstate.edu/etd/126 This Thesis is brought to you for free and open access by Pittsburg State University Digital Commons. It has been accepted for inclusion in Electronic Thesis Collection by an authorized administrator of Pittsburg State University Digital Commons. For more information, please contact [email protected]. THE IMPACT OF SEXUALITY IN THE MEDIA A Thesis Submitted to the Graduate School in Partial Fulfillment of the Requirements for the degree of Master of Arts Kasey Jean Hockman Pittsburg State University Pittsburg, Kansas December 2013 THE IMPACT OF SEXUALITY IN THE MEDIA Kasey Hockman APPROVED Thesis Advisor . Dr. Alicia Mason, Department of Communication Committee Member . Dr. Joey Pogue, Department of Communication Committee Member . Dr. Harriet Bachner, Department of Psychology and Counseling II THE THESIS PROCESS FOR A GRADUATE STUDENT ATTENDING PITTSBURG STATE UNIVERSITY An Abstract of the Thesis by Kasey Jean Hockman The overall goal of this study was to determine three things: 1. Does sexuality in the media appear to have a negative effect on participant’s self-concept in terms of body image, 2. Does the nature of the content as sexually implicit or sexually explicit material contribute to negative self-concepts, in terms of body image, and 3. -
The Power of Points: Strategies for Making Loyalty Programs Work
Consumer and Shopper Insights April 2013 The Power of Points: Strategies for making loyalty programs work By Liz Hilton Segel, Phil Auerbach and Ido Segev Americans love loyalty cards. Three-quarters of households are enrolled in at least one frequent customer account, such as airline miles, hotel points and grocery cards. Many shoppers have a whole stack of cards to their name – the average household has signed up for no less than 18 memberships. And while participation in loyalty programs Exhibit 1: On average, US households are now enrolled in over 18 loyalty programs; although financial has been growing over the past six years, services, airline, and specialty retail are the largest, enrollment in other sectors is substantial as well usage of them hasn’t. (Exhibit 2) Most loyalty cards never actually get used at all. Average membership per US household loyalty membership by sector American households are active in less than US household 2010, programs per HH 2008-2010 CAGR 50 percent of the programs they have signed 2010 18.3 Financial up for. 3.7 1 Mass services 1.1 2 merchant What’s worse, most of these programs, 2.8 8 Airline Department 1.0 11 even when used, are not driving sales or store Specialty 2.5 23 boosting customer satisfaction. Fewer than retail Drug 0.8 15 20 percent of loyalty members say their store 1.5 5 memberships are influential in purchasing Hotel Fuel & 0.3 (11) decisions and only 33 percent of loyalty 1.5 7 convenience Grocery customers feel that those programs are Car rental 1.1 12 0.2 13 addressing their needs.