{"id":1363,"date":"2021-01-08T16:22:22","date_gmt":"2021-01-08T15:22:22","guid":{"rendered":"http:\/\/i360.trejka05.pl\/?p=1363"},"modified":"2021-06-10T11:56:56","modified_gmt":"2021-06-10T09:56:56","slug":"transcript-loyalty-programmes-from-the-perspective-of-a-marketing-manager-and-a-managing-director","status":"publish","type":"post","link":"https:\/\/i360.com.pl\/en\/transkrypcja-programy-lojalnosciowe-z-perspektywy-marketing-managera-i-dyr-zarzadzajacego\/","title":{"rendered":"Transcript \u2013 Loyalty schemes from the perspective of a marketing manager and a managing director"},"content":{"rendered":"

Transcript of the episode: https:\/\/www.youtube.com\/watch?v=vMu_nZfhbnU<\/a><\/p>\n\n\n\n

KN:<\/strong> Program lojalno\u015bciowy z perspektywy marketing managera i dyrektora zarz\u0105dzaj\u0105cego. Katarzyna Nawrocka, zapraszam na dzisiejszy odcinek. Dzi\u015b mam szczeg\u00f3ln\u0105 przyjemno\u015b\u0107 go\u015bci\u0107 pana Maksymiliana Litwinowa, dyrektora zarz\u0105dzaj\u0105cego Rebel Media, wieloletniego dyrektora marketingu mi\u0119dzynarodowych sieci handlowych w handlu spo\u017cywczym oraz mi\u0119dzy innymi kategorii „do it yourself”. M\u00f3j rozm\u00f3wca jest osob\u0105, kt\u00f3ra \u0142\u0105czy do\u015bwiadczenie organizacji i zarz\u0105dzania programami lojalno\u015bciowymi zar\u00f3wno z perspektywy osoby bezpo\u015brednio zaanga\u017cowanej w ich prowadzenie, mened\u017cera odpowiedzialnego za prac\u0119 zespo\u0142\u00f3w kieruj\u0105cych programami lojalno\u015bciowymi, jak i dyrektora zarz\u0105dzaj\u0105cego organizacjami, dla kt\u00f3rych programy lojalno\u015bciowe s\u0105 jednym z wielu narz\u0119dzi zarz\u0105dzania relacjami z nabywcami. Dzi\u0119ki unikalnemu po\u0142\u0105czeniu do\u015bwiadczenia i kompetencji b\u0119dziemy dzi\u015b mogli porozmawia\u0107 o tym jak zmienia si\u0119 perspektywa percepcji programu lojalno\u015bciowego osoby, kt\u00f3ra z sukcesem osi\u0105ga kolejne szczeble kariery zawodowej. Dzi\u0119kuj\u0119, \u017ce zechcia\u0142 Pan przyj\u0105\u0107 zaproszenie do dzisiejszej rozmowy.<\/p>\n\n\n\n

MI:<\/strong> It\u2019s a great pleasure for me too. Good evening, everyone.<\/p>\n\n\n\n

KN:<\/strong> Mr Maksymilian, you have a wealth of experience in running loyalty schemes for leading retailers in Poland. When did you first come into contact with a loyalty scheme in a professional capacity?<\/p>\n\n\n\n

MI:<\/strong> Pierwszy raz wdra\u017ca\u0142em program lojalno\u015bciowy w listopadzie 2006 roku. To by\u0142 program lojalno\u015bciowy rodzinka w sieci Carrefour. By\u0142 to program lojalno\u015bciowy, kt\u00f3ry by\u0142 oparty na punktach. Mieli\u015bmy mn\u00f3stwo prezent\u00f3w, nagr\u00f3d dla naszych klient\u00f3w, kt\u00f3re mog\u0142y by\u0107 wymieniane za punkty, kt\u00f3re by\u0142y zdobywane podczas zakup\u00f3w realizowanych w sieci supermarket\u00f3w. Pami\u0119tam, \u017ce w ka\u017cdym sklepie mieli\u015bmy specjaln\u0105 witryn\u0119, w kt\u00f3rej znajdowa\u0142y si\u0119 te prezenty. W 2006 roku one wzbudza\u0142y ogromne zainteresowanie klient\u00f3w. Pami\u0119tam te t\u0142umy, kt\u00f3re gromadzi\u0142y si\u0119 przed witryn\u0105 i ka\u017cdy upatrywa\u0142 si\u0119 w odtwarzacz DVD, kt\u00f3ry by\u0142 marzeniem wielu Polak\u00f3w w tamtych czasach. Oczywi\u015bcie mieli\u015bmy r\u00f3wnie\u017c katalog prezent\u00f3w, w kt\u00f3rym wszystkie te prezenty, nagrody by\u0142y w spos\u00f3b bardzo atrakcyjny prezentowane. Pami\u0119tam, \u017ce te katalogi r\u00f3wnie\u017c cieszy\u0142y si\u0119 ogromn\u0105 popularno\u015bci\u0105 w\u015br\u00f3d naszych klient\u00f3w. Sam program powsta\u0142, czy wystartowa\u0142 w 2006 roku, natomiast jego przygotowania zacz\u0119\u0142y si\u0119 ju\u017c dwa lata wcze\u015bniej, wi\u0119c mo\u017cna powiedzie\u0107, \u017ce ta zawodowa przygoda z program\u00f3w lojalno\u015bciowych zacz\u0119\u0142a si\u0119 u mnie w roku 2004. I wracaj\u0105c do programu on by\u0142 dla naszych klient\u00f3w bardzo bardzo innowacyjny. W tamtych czasach program lojalno\u015bciowy „Rodzinka”, to by\u0142o naprawd\u0119 bardzo du\u017ce wydarzenie w bran\u017cy retailowej. Po pierwsze dawali\u015bmy bardzo fajn\u0105 kart\u0119, kt\u00f3ra mia\u0142a dwa breloczki, to by\u0142o co\u015b nowego i pozwala\u0142a jak gdyby ca\u0142ej rodzinie wsp\u00f3lnie gromadzi\u0107 bardzo szybko punkty w ramach tego programu lojalno\u015bciowego. Drugim bardzo ciekawym elementem by\u0142a sama kwestia komunikacji. W tamtych czasach, oczywi\u015bcie nie by\u0142o medi\u00f3w spo\u0142eczno\u015bciowych i szeroko dost\u0119pnego Internetu, wi\u0119c ca\u0142a komunikacja opiera\u0142a si\u0119 na mailingach do dom\u00f3w klient\u00f3w, czyli wys\u0142ali\u015bmy listy, w kt\u00f3rych by\u0142a spersonalizowana tre\u015b\u0107, w kt\u00f3rym dzi\u0119kowali\u015bmy przede wszystkim klientom za to, \u017ce s\u0105 z nami w tym programie lojalno\u015bciowym, \u017ce s\u0105 przywi\u0105zani do naszej firmy. Wys\u0142ali\u015bmy kupony rabatowe, a tak\u017ce wszelkie informacje zwi\u0105zane z tym co dzieje si\u0119 w programie, jakie s\u0105 nowe modyfikacje. Oczywi\u015bcie te\u017c od tej drugiej strony, czyli od strony analizy, od strony segmentu klient\u00f3w by\u0142a tutaj wykonana spora praca poniewa\u017c wszystkie te kupony kt\u00f3re dystrybuowane mamy do klient\u00f3w to by\u0142y kupony oparte na segmentacji. Oczywi\u015bcie ona mia\u0142a do\u015b\u0107 prosty schemat, to by\u0142a segmentacja RFM,  b\u0105d\u017a te\u017c pewne kluby kt\u00f3re budowali\u015bmy np. klub m\u0142odej mamy czy klub mi\u0142o\u015bnik\u00f3w zwierz\u0105t, tak \u017ceby budowa\u0107 tutaj dla klienta ciekaw\u0105, tak\u0105 spersonalizowan\u0105 warto\u015b\u0107, ale te\u017c oczywi\u015bcie z punktu widzenia retailera, \u017ceby budowa\u0107 sprzeda\u017c i budowa\u0107 lojalno\u015b\u0107 klient\u00f3w. Oczywi\u015bcie to by\u0142y czasy, kiedy programy lojalno\u015bciowe nie by\u0142y tak popularne i nie mo\u017cna by\u0142o bardzo szybko skopiowa\u0107, b\u0105d\u017a zrobi\u0107 researchu rynkowego, \u017ceby zobaczy\u0107 jakie programy funkcjonuj\u0105 i w jaki spos\u00f3b najlepiej go przygotowa\u0107, wi\u0119c tutaj si\u0119 wspierali\u015bmy troch\u0119 pomoc\u0105 naszych koleg\u00f3w z firmy matki z Francji. Mieli\u015bmy te\u017c zatrudnionego konsultanta, kt\u00f3ry razem z nami pracowa\u0142 nad tym programem, ale to jest bardzo wa\u017cne, to program powsta\u0142 w ca\u0142o\u015bci w Polsce zrobiony zosta\u0142 przez ekip\u0119 z Polski i uwzgl\u0119dnia\u0142 wszystkie preferencje polskiego klienta.<\/p>\n\n\n\n

KN:<\/strong> Please tell us about the key insights regarding building end-customer loyalty and motivating sales representatives. Insights drawn from your more than 20-year career in leading marketing departments and managing businesses.<\/p>\n\n\n\n

MI:<\/strong> Personally, I believe that customer loyalty is one of the greatest \u2013 indeed, arguably the greatest \u2013 resources a company has. It is the greatest asset that, in fact, every retail business possesses. That is why loyalty programmes are extremely important, not only in terms of building loyalty and providing benefits to customers, but above all in terms of understanding their needs. As we know very well, loyalty programmes allow us to define a customer\u2019s profile with great precision \u2013 their preferences regarding specific purchases, their lifestyle, the frequency of their purchases, the times they shop, and the products they like \u2013 and this knowledge is extremely important for the entire organisation. It is important, for example, from a marketer\u2019s perspective, as they can use this information to devise an effective campaign that is tailored to the needs of a specific customer. Today, it is fair to say that we live in an era where communication is moving towards a one-to-one approach, where there is no longer such a thing as the \u2018average Pole\u2019, and where we prepare an offer for each individual that is perfectly tailored to their needs. On the other hand, we also have enormous analytical capabilities in other departments. Whether this relates, for example, to pricing policy or the product range we wish to offer our customers. The whole issue of analytics, when it comes to marketing campaigns, their effectiveness and their impact on the customer. So, the main conclusion regarding building customer loyalty and utilising loyalty programmes is that I believe there is enormous potential \u2013 often untapped \u2013 in analysing loyalty-building activities based on an understanding of of customer behaviour \u2013 and, of course, utilised not only in the context of the benefits themselves, but as part of a broader concept or the development of a retail strategy for customers.<\/p>\n\n\n\n

KN:<\/strong> And what role does a loyalty programme play within a company\u2019s management structure?<\/p>\n\n\n\n

MI:<\/strong> \u017beby dobrze okre\u015bli\u0107 rol\u0119 programu lojalno\u015bciowego w strukturze zarz\u0105dzania przedsi\u0119biorstwem trzeba przede wszystkim zada\u0107 sobie pytanie co tak naprawd\u0119 z tego programu chcemy uzyska\u0107. I oczywi\u015bcie w za\u0142o\u017ceniach, zw\u0142aszcza kiedy ten program jest przygotowywany, organizowany jest ten etap wdro\u017cenia, wszystkie s\u0105 motywowane top management te\u017c przywi\u0105zuje ogromn\u0105 wag\u0119, poniewa\u017c jest to z jednej strony ogromna inwestycja, a z drugiej strony te\u017c ogromne oczekiwania. To jest zawsze wok\u00f3\u0142 tego programu mn\u00f3stwo entuzjazmu i ka\u017cdy jest absolutnie przekonany, \u017ce to b\u0119dzie element, kt\u00f3ry b\u0119dzie budowa\u0142 przewag\u0119 konkurencyjn\u0105. Ale wraz z ubiegiem czasu bardzo cz\u0119sto ogromnym zagro\u017ceniem tutaj staje si\u0119 rutyna i je\u017celi ten program lojalno\u015bciowy jest z czasem sprowadzany tylko i wy\u0142\u0105cznie do roli narz\u0119dzia marketingowego, no to jego warto\u015b\u0107 dla klient\u00f3w i dla organizacji krok po kroku staje si\u0119 coraz mniej istotna. Dlatego niezwykle wa\u017cne jest, \u017ceby w ramach struktury przedsi\u0119biorstwa tak ustawi\u0107 program lojalno\u015bciowy, aby on nie by\u0142 tylko i wy\u0142\u0105cznie narz\u0119dziem marketingowym, ale by\u0142 elementem konceptu ca\u0142ej firmy. To jest niezwykle wa\u017cne, bo wtedy ka\u017cdy w zasadzie cz\u0142onek zespo\u0142u jest w stanie korzysta\u0107 z tych wszystkich dobrodziejstw, kt\u00f3re program lojalno\u015bciowy mo\u017ce dawa\u0107. Dla decydent\u00f3w, to jest niezwyk\u0142e narz\u0119dzie, poniewa\u017c program lojalno\u015bciowy dostarcza przede wszystkim, tak jak powiedzia\u0142em ogromne ilo\u015bci danych. Im wi\u0119cej naszych klient\u00f3w jest uczestnikami programu lojalno\u015bciowego, im wi\u0119kszy udzia\u0142 obrot\u00f3w jest generowany przez tych uczestnik\u00f3w programu lojalno\u015bciowego, tym wi\u0119ksza pewno\u015b\u0107 w podejmowaniu decyzji. Dzi\u015b \u017cyjemy w takich czasach, gdzie ta intuicja biznesowa jest warto\u015bci\u0105 dodan\u0105. Natomiast, je\u017celi chodzi o konkretne decyzje biznesowe, one s\u0105 zazwyczaj podejmowane na podstawie pewnych analiz, na podstawie wiedzy. Dlatego program lojalno\u015bciowy t\u0105 wiedz\u0119 dostarcza, je\u017celi w ramach organizacji jest ta wiedza odpowiednio zagospodarowana, odpowiednio dystrybuowana, to jestem przekonany czy to w dzia\u0142ach marketingu dzia\u0142ach handlowych logistyce czy te\u017c na poziomie zarz\u0105du. T\u0119 wiedz\u0119 absolutnie mo\u017cna wykorzysta\u0107 do budowania nawet strategii ca\u0142ej firmy. Oczywi\u015bcie bardzo \u0142atwo si\u0119 o tym m\u00f3wi ale jestem przekonany, \u017ce wiele firm kt\u00f3re dzisiaj pracuje w programach lojalno\u015bciowych troch\u0119 wpad\u0142o w t\u0105 pu\u0142apk\u0119 pewnej rutyny, troch\u0119 wpad\u0142o w pewne problemy zwi\u0105zane z tym, \u017ce tych danych, kt\u00f3re trzeba analizowa\u0107 jest bardzo du\u017co. One s\u0105 do\u015b\u0107 z\u0142o\u017cone. Wnioski, kt\u00f3re powinno si\u0119 czerpa\u0107 z tego programu nie s\u0105 takie \u0142atwe do sformu\u0142owania. Dlatego uwa\u017cam, \u017ce marketerzy te\u017c nie powinni si\u0119 ba\u0107 poprosi\u0107 o pomoc. Powinni po pierwsze, w ramach swojej organizacji budowa\u0107 tak\u0105 kultur\u0119 spojrzenia na program lojalno\u015bciowy \u015bwie\u017cym okiem. Jak najbardziej mo\u017cna zaprosi\u0107 do wsp\u00f3\u0142pracy firm\u0119 zewn\u0119trzn\u0105, kt\u00f3ra po pierwsze jest bardzo blisko wszystkich trend\u00f3w rynkowych, po drugie rozumie wszystkie zmiany technologiczne, kt\u00f3re si\u0119 dziej\u0105 w ramach program\u00f3w lojalno\u015bciowych, kt\u00f3re pozwalaj\u0105 je du\u017co lepiej analizowa\u0107 chocia\u017cby, nie wiem, jak sztuczna inteligencja i potrafi\u0105 te\u017c spoza organizacji, nie patrz\u0105c na te wszystkie wewn\u0119trzne problemy, uk\u0142ady, „excusy” kt\u00f3re mamy powiedzie\u0107 co tak naprawd\u0119 w danym programie jest warto\u015bciowe, jakie wnioski p\u0142yn\u0105 z obserwacji klient\u00f3w na podstawie danych, kt\u00f3re mamy w ramach programu lojalno\u015bciowego oraz rekomendowa\u0107 pewne zmiany, kt\u00f3re w ramach tego programu lojalno\u015bciowego powinno si\u0119 wprowadzi\u0107, b\u0105d\u017a zasugerowa\u0107 spos\u00f3b komunikacji do klient\u00f3w, czy przedstawienie konkretnej oferty, czy akcji promocyjnej tak, aby ten program z ka\u017cdym dniem stawa\u0142 si\u0119 coraz bardziej atrakcyjny dla klient\u00f3w, aby ca\u0142y czas budowa\u0142 t\u0105 lojalno\u015b\u0107 i aby by\u0142 fantastycznym narz\u0119dziem dla top managementu do podejmowania decyzji strategicznych.<\/p>\n\n\n\n

KN:<\/strong> The end of the year is always a time of intense planning. What role do loyalty schemes \u2013 both those aimed at end consumers and those aimed at businesses \u2013 play in a marketing plan?<\/p>\n\n\n\n

MI:<\/strong> It is true that the end of the year is a busy period, with budget preparations and planning for next year\u2019s activities; and whilst loyalty programmes must, of course, be planned within the context of loyalty programme tactics, as I said, they are also a huge source of insight into all the activities we\u2019ve carried out over the past year. So, from a planner\u2019s perspective, or from a marketing director\u2019s perspective, a loyalty programme will certainly be a source of immense insight into the evaluation of promotional campaigns. On this basis, we can see how many customers we have managed to attract, what business results the campaign has delivered, what the difference is between loyalty programme participants and those who do not participate in the programme, as well as changes in customer behaviour resulting from a particular activity. On this basis, we can assess, for example, which campaign was a huge success and led to the achievement of business objectives, which campaign should be modified in some way, and which campaign might not be worth repeating because its results were very poor. But this relates solely to marketing activities; within the loyalty programme itself, appropriate tactics must of course also be planned, because to build customer loyalty, above all, you need to maintain constant contact with them. They must receive communications, and these must be sent at the right frequency. These must be properly personalised. They must contain content that is accessible to the customer in question and must offer a certain value that will constantly reinforce the customer\u2019s belief that the brand they are currently with is the one they truly love. A loyalty programme is not just about data that can be used solely by the marketing department. We can successfully utilise data from the loyalty programme in other departments. Take, for example, the sales department and the period of commercial negotiations with business partners. A great deal of information regarding customer behaviour, product consumption, brand perception and the frequency of purchases of these products comes from the loyalty programme. I am absolutely convinced that, for both sales representatives and business partners, this type of data is an incredible source of information; and during discussions and business negotiations, it certainly serves as a fantastic argument for planning joint activities for the coming year.<\/p>\n\n\n\n

KN:<\/strong> What methodology should be used to plan the costs of running a loyalty scheme?<\/p>\n\n\n\n

MI:<\/strong> Firstly, I would like to emphasise that planning the costs or budget for a food programme is a rather complex process, but also an extremely important one from the point of view of maintaining quality and developing the loyalty programme. Of course, when it comes to planning, it is somewhat similar to drawing up a budget; there are many unknowns that may arise in a given year, but naturally, one must take into account a great many factors that may influence these costs. Firstly, it is important to remember that a loyalty programme is not a one-off initiative; it is not a campaign; nor is it even a few weeks\u2019 worth of activity \u2013 rather, it is a long-term investment which will incur certain costs over many years that the organisation must bear. So it is a huge challenge for marketers and management boards to estimate these costs in such a way as to build a profitable loyalty programme. The second issue is the overall cost structure. Of course, apart from the obvious aspects such as benefits, rewards and cashback for customers, there are a number of other costs associated with a loyalty programme. These include, for example, the costs associated with all customer communications; the costs of the logistical running of the loyalty programme; and all the investment costs involved in building the IT infrastructure, as well as its maintenance. These include all sorts of costs associated with research into the loyalty programme and its development, as well as staff costs, as the team working on the loyalty programme will also require funding. Of course, it is extremely important to estimate this as accurately as possible, as the risks are enormous. If the loyalty programme is underestimated and it turns out, for example, halfway through the year that the budget that was planned is insufficient, drastic measures may be taken which will have a very significant impact on the quality of the loyalty programme. These could range from what might be described as rapid measures, such as cutting back on communications \u2013 which would also have a very negative impact on customer engagement \u2013 right through to measures that might in some way lead to a reduction in the benefits we have promised our customers. So, from the perspective of maintaining the programme\u2019s quality, this is something very, very dangerous; and let us remember that we are not talking about the entire customer base, but rather about the group of customers who are most loyal to the brand. So if the quality of the programme is poor, if we let them down in the delivery of this programme, if we fail to communicate with them properly, we risk causing dissatisfaction amongst a group of customers who are, so to speak, our brand ambassadors.<\/p>\n\n\n\n

KN:<\/strong> Mr Maksymilian, is it possible to accurately estimate the profits the organiser will make from running the loyalty scheme? Is it possible to calculate the ROJ from organising the scheme?<\/p>\n\n\n\n

MI:<\/strong> Yes, it is possible, and it is extremely important. Of course, when it comes to precision, I would be very cautious. A loyalty programme is, so to speak, a living organism; there\u2019s a lot going on, many things can be measured very precisely, whilst for many others we must, so to speak, rely on our intuition or business acumen and reap additional benefits as an organisation from the loyalty programme. Of course, when it comes to the ROI of a loyalty programme \u2013 its profitability \u2013 it should be tailored and structured in such a way that it always generates profits for the company. If it remains an investment at all times \u2013 and we\u2019re talking about long-term programmes here \u2013 then it will, to some extent, be a burden on the organisation. So it needs to be balanced in such a way that, on the one hand, it is attractive to customers \u2013 ensuring that the benefits they receive are appealing enough to keep them in the programme. On the other hand, of course, it must provide the entire infrastructure needed to run the loyalty programme, as well as for data analysis. But the profit resulting from increased purchases, from attracting new customers or retaining existing ones, must be large enough for the programme to be self-financing. And, of course, we can calculate the ROI for the loyalty programme; we can compare customer behaviour, average basket sizes, and the value of a loyal customer compared to that of a customer who does not participate in the loyalty programme. And, of course, here we can draw on a vast body of knowledge, as there are many publications on loyalty programmes, and we can easily say that factors such as visit frequency, or average basket size will always be higher for loyal customers than for those who do not participate in a loyalty programme; but there are also a host of other factors that allow us to assess the ROI of a loyalty programme in some way. Take, for example, the campaigns we run: we can also create specific customer segments, dividing them into groups of people who are, in some way, stimulated by marketing activities. And a second group of people who are not covered by this promotion. Here, we can calculate with a high degree of precision what the difference is for a given specific activity. Of course, it is also common knowledge to all of us that retaining a loyal customer is much cheaper from a marketing perspective than acquiring a new customer and building their brand loyalty. Another element, which is perhaps less quantifiable but also extremely important, is the entire knowledge base that is built up around the loyalty programme. As I mentioned earlier, this is a form of capital that is accumulated within the organisation. We get to know our customers; we know how to adapt to their needs; we know how to carry out activities in such a way that they are well received by our customers, and in the long term this builds a competitive advantage in the market. So this is perhaps a value that cannot be expressed in figures, but it is certainly a huge asset that influences the value of the entire loyalty programme.<\/p>\n\n\n\n

KN:<\/strong> Did your view of the loyalty scheme as a marketing technique change when you were promoted from the role of marketing director to that of managing director?<\/p>\n\n\n\n

MI:<\/strong> Personally, I don\u2019t think one\u2019s position within the organisation really matters that much. What is far more important is understanding the loyalty programme, its place within the organisation and the benefits it brings. Whether it\u2019s the marketing director, the managing director or the sales director, they can all certainly make use of it. And now, of course, what usually happens in organisations is that the marketing director is closest to this loyalty programme; they run it, and develops it; they are, so to speak, the disseminator of the insights and conclusions drawn from the programme. However, how that knowledge is utilised \u2013 whether by the sales director or the managing director \u2013 is ultimately an individual matter when it comes to those in top management. So, from my perspective, it doesn\u2019t matter whether you\u2019re the managing director or the marketing director. It is much more a question of whether I believe a loyalty programme can be part of a concept that will help me manage the company strategically, or whether it is simply a standard marketing tool which, like other marketing activities, forms part of specific promotional campaigns carried out for the customer.<\/p>\n\n\n\n

KN:<\/strong> And what would you advise heads of sales, sales and marketing, and marketing to focus on when planning loyalty initiatives?<\/p>\n\n\n\n

MI:<\/strong> So, of course, planning activities as part of a loyalty programme should begin, first and foremost, with an analysis of the data available from previous activities. In other words, we need to take stock of how the loyalty programme performed over the past year, and then ask ourselves which of these activities yielded the greatest, most tangible results in terms of delivering the company\u2019s strategy. The second element, which is extremely important, is the programme\u2019s appeal. Every supermarket and every sales director should ask themselves: \u2018What can I do next year to make this programme appealing to my customers? What can I come up with to engage them even more in shopping at my store? This is extremely important because our environment is changing very, very quickly. Our competitors are introducing certain technological solutions, customer behaviour is changing slightly, and there are a great many different and interesting campaigns \u2013 whether promotional or loyalty-based \u2013 being run by various chains. That is why it is extremely important to stay on top of things, to monitor the market, but also, of course, to consider whether what we are planning is consistent with our company\u2019s strategy. Often, too, rapid changes driven by the market, by competitors or by shifts in customer behaviour can slip through the net, and sometimes the company\u2019s strategy gradually begins to drift slightly away from the loyalty programme, or actions within the loyalty programme are not adapted quickly enough to changes in direction, or to certain updates relating to the development of the company\u2019s strategy. This is extremely important, because this alignment between the loyalty programme, the company\u2019s strategy and the brand concept guarantees success and ensures the brand is perceived as a single, coherent whole. We must also bear in mind the need for flexibility. Gone are the days when big companies swallowed up the small ones. These are the days when fast companies swallow up the slow ones. So if anything happens in the market, if we see certain changes in behaviour, our response should be extremely swift; and when planning marketing activities or initiatives within the loyalty programme, we must always maintain a certain degree of flexibility and react fairly quickly, whenever situations arise that might in some way enhance our market image or strengthen customer loyalty; we must also respond to events affecting our customers and swiftly provide them with solutions that can improve their quality of life.<\/p>\n\n\n\n

KN:<\/strong> What do board members of companies running loyalty schemes expect from marketing and sales presentations that discuss the performance of loyalty schemes?<\/p>\n\n\n\n

MI:<\/strong> Of course, it is very difficult to generalise here, as both the level of knowledge about loyalty programmes and the approach to them vary across different management teams, but if I had to ask such a question, I would certainly phrase it as follows: how does a loyalty programme support the development of the company\u2019s strategy and how does it help to implement it? The next question is whether a loyalty programme, as a tool, is more effective than the other tools available to us within the organisation. I think that every marketer, every person who runs a loyalty programme, should ask themselves this question before attending a board meeting or having the pleasure of presenting the results of the loyalty programme, because, to be honest, anyone responsible for a business or organisation will want to understand whether this is the best way to build customer loyalty and, through that loyalty, achieve the company\u2019s strategic objectives. Of course, marketers should also analyse their environment; they should gauge the level of understanding regarding the loyalty programme and its potential amongst the audience to whom they will be presenting. So, on the one hand, this must, of course, be very concise information which, in some way, shows these busy board members how the loyalty programme works and what benefits it brings; but there should also be certain educational elements to highlight the programme\u2019s potential, to highlight how we can make even better use of it, and ultimately to encourage board members to make use of this loyalty programme themselves. This is of immense importance because, in reality, it will ultimately determine the role the loyalty programme will play within our organisation. Either it will be treated as a mere marketing tool, which will, in a sense, simply provide a stream of further initiatives that we will carry out as part of this programme. Or it will be an integral part of the concept, a strategic knowledge base that will be widely utilised across the entire team and the whole organisation.<\/p>\n\n\n\n

KN:<\/strong> Why did you never decide to join any of the loyalty schemes that you incorporated into your multi-partner programme? Let\u2019s also discuss what factors led you to run your own ventures dedicated to a single chain.<\/p>\n\n\n\n

MI:<\/strong> It\u2019s true that, whilst running loyalty schemes across various retail chains, I received proposals from multi-partner schemes to join them, and each time, of course, it wasn\u2019t a trivial decision; it wasn\u2019t simply a matter of saying \u2018no\u2019 because I didn\u2019t want to, but it was a matter of careful analysis, and here one must bear in mind that it is difficult today to say that a stand-alone programme is better than a multi-partner programme. Both have their benefits and their strengths. As for an in-house programme, the overwhelming argument in favour of this type of programme is the complete control over its design, full flexibility and full access to all the knowledge gained through the programme. So, on the one hand, we have a great deal of independence, but on the other hand, we are limited to a specific group of people within our network who have the opportunity to become familiar with the loyalty programme. A multi-partner programme, on the other hand, offers enormous reach, because we immediately have access to various sectors, different companies and a whole host of customers. We also benefit from the fact that these customers are able to collect points much more quickly, or receive any other benefits, because they collect them not just within a single network, but across various outlets. And then there\u2019s this diversity, which also gives customers the opportunity to earn benefits not only when, for example, they\u2019re doing their weekly shop, but essentially whenever they interact with a brand participating in this multi-partner programme. In my career, I have never decided to join a partner programme, and this was largely dictated by strategy and the role of the loyalty programme within the organisation. The loyalty programmes I\u2019ve run have always been an integral part of the shop concept; they formed the foundation of the entire business plan. And here, the management\u2019s vision \u2013 and mine too \u2013 of how we wanted to develop it, and how we wanted to influence the image of that loyalty programme, was far more important than simply building reach. And the second, very strong argument was that, given the fact that the loyalty programme was a fundamental element of the organisation, the issue of its image was also extremely important to us; in a multi-partner programme, of course, we attach enormous importance to the organiser of the loyalty programme. It is this multi-partner programme that is, in fact, the star of the show, whilst all the entities participating in it are, so to speak, merely providers of benefits; in other words, the brand is built within the framework of the loyalty programme, not the distributor\u2019s programme. And the final element, which is extremely important in this area, is the issue of flexibility. It is well known that if we have a multi-partner programme, it must, to a certain extent, be such that any changes made within the programme must be accepted by all partners in the partnership scheme. If we have our own programme, we can modify it as we see fit, focusing solely on the needs of our direct customers.<\/p>\n\n\n\n

KN:<\/strong> And finally, Mr Maksymilian, based on your professional experience, what are the three most important pieces of advice you would give to those promoting the launch of the \u2018be to see\u2019 and \u2018be to be\u2019 programmes?.<\/p>\n\n\n\n

MI:<\/strong> The first piece of advice concerns the positioning of the loyalty programme within the organisation as a whole. Personally, I have never regarded a loyalty programme as merely one of the tools of marketing. I have always viewed it more broadly, as part of the company\u2019s overall strategy, and I believe this gives the loyalty programme a special place within the organisation, allowing its full potential to be realised. The second thing, which is extremely important, is the issue of flexibility \u2013 in other words, a loyalty programme must be dynamic. It is not a project. It is a process. It is a long-term investment, but one in which we have devised certain solutions and have been replicating them for 20 years. We must constantly analyse what is happening within the programme; we must constantly analyse what is happening in the market; we must constantly adapt to our customers\u2019 needs; and we must constantly understand how we, as a company, can better deliver value to our customers. Because the loyalty we\u2019re actually building isn\u2019t about buying our ambassadors\u2019 engagement with the brand through points, cashback or discounts. It\u2019s about building a bond, building a relationship between customers and the brand that goes beyond the purely transactional level. It\u2019s a matter of communication; it\u2019s a matter of dialogue with the brand. It\u2019s about the feeling that, as a customer, I have a say in how the brand I engage with, the products it offers, and the retail chain where I shop are tailored to me, and whether the offers I receive are bespoke and suited to my needs and expectations. And last but not least is the issue of making full use of the quantitative programme. Drawing on the insights this loyalty programme provides, we can effectively manage many areas of our business. On the one hand, this gives us comprehensive insight and enables us to act on the basis of concrete evidence; on the other hand, it also affords us a certain degree of freedom and confidence in the quality of the strategic decisions we make. If we succeed in building a large community \u2013 a large group of brand ambassadors \u2013 we can then successfully utilise this not only in terms of incentivising customers, offering benefits or building our business on the basis of these loyal customers, but also by, as it were, extending the quality and perception of our brand to other people, to other family members, and to the friends of these ambassadors. So certainly, to sum up, a loyalty programme is a fantastic tool; one might even say it\u2019s more than just a tool. It\u2019s a certain element of the concept, a certain element of the work culture, and I think, that even when comparing the period from 2004, when I first started working on the programme, to the present day, a great many things have obviously changed \u2013 both in terms of technology, customer behaviour and the opportunities available to marketers, but I think that the value of a loyalty programme has remained constant \u2013 as an element that is not merely a standard benefit for customers linked to marketing activities, but one that offers much more; you simply need to make the most of it.<\/p>\n\n\n\n

KN:<\/strong> I\u2019d like to thank you very much for that advice and for the excellent summary, and I hope to see you again.<\/p>\n\n\n\n

MI:<\/strong> Thank you very much. See you soon.<\/p>\n\n\n\n

KN:<\/strong> And I invite you all to tune in to the next episode.<\/p>","protected":false},"excerpt":{"rendered":"

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