Loyalty the World Over: A Practitioner’s Perspective

23
LoyaltyOne | Loyalty the World Over: A Practitioner’s Perspective | November 25, 2011 All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited. Loyalty the World Over: A Practitioner’s Perspective November 25, 2011 November 25, 2011 Loyalty the World Over: A Practitioner’s Perspective

description

Loyalty the World Over: A Practitioner’s Perspective. Loyalty the World Over: A Practitioner’s Perspective. November 25, 2011. November 25, 2011. Can You Ride the Wave of Change?. Let’s Go Surfing …. Insert Tow In Surfing Video. The Four Forces of Loyalty. Where We Focused. - PowerPoint PPT Presentation

Transcript of Loyalty the World Over: A Practitioner’s Perspective

PowerPoint Presentation

Loyalty the World Over:A Practitioners Perspective

November 25, 2011

November 25, 2011Loyalty the World Over:A Practitioners PerspectiveLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.1Can You Ride the Wave of Change? 2Insert Tow In Surfing VideoLets Go Surfing

LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Lets go surfing.The north shore of Oahu is known as a surfers paradise, but even here there are waves so great they exceed the skills of even the most experienced surfers.These waves, some more than 50 feet high, were long a force that both beckoned to and bedeviled the best surfers in the world. Surfers knew that simply attempting to catch these monsters meant extreme danger and possible death. And so, for decades, the untamed waves rolled in, until technology and creativity inspired a manmade solution. That solution, called Tow-In Surfing, requires a Jet Ski, which is fast and maneuverable enough to launch the surfers into these waves while assuring the safety of the driver. To see something as small as a surfer taming these giants is a testament to our resourcefulness and drive to conquer challenges in the face of adversity. Today, we find ourselves in a similar dilemma as these extreme surfers. Our oceans are changing, and the waves are growing bigger and more challenging to ride. Powerful forces in our market conditions are altering the landscape in which we compete, combining in a way that will either yield incredible creative energy or sink our shareholder value.

2

The Four Forces of Loyalty 3

LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.1) Rise and Fall of the CFOManaging the cost side of the ledger has always been effective for driving profit and shareholder value, and for many organizations, this has become a crusade. The problem is it is mathematically impossible for every organization to enjoy a cost advantage if competitors are approaching the problem the same way. In addition, most of these initiatives automation, offshoring, supply chain management and enterprise software management have been implemented over the same period. The cost-cutting mindset of the past 20 years has certainly created improved earnings and corporate profitability. However, few companies have turned these advantages into meaningful and sustainable long-term growth. Todays leaders are being pressed hard by the question: How do I create profitable growth?2) The Fragmentation of Media and the Challenge of the Attention EconomyToday, the average consumer is racking up almost twice as much TV, computer and mobile screen time as he or she did five years ago The same challenges apply to print media as tablet devices like the Apple iPad proliferate. It is estimated that the average consumer faces 5,000 to 10,000 brand messages every day, but pays attention only to those messages that strike a resonant chord. The real challenge is that, thanks to the CFO mindset, marketing budgets have not increased proportionately to cover the expansion of media. The result is marketers are jumping from channel to channel, potentially missing a substantial portion of the consumers attention economy. Which leads to..3. Consumer to the Power of TenWord of mouth has always been a powerful force in marketing, and the Internet has increased this power exponentially. Anyone can blog or Tweet product preferences or like a favorite brand on Facebook, and consumers are more likely to take the recommendation of a friend before a brand. Take, for example, the YouTube video called United broke my Guitar. Dave Carroll, songwriter for the band The Sons of Maxwell, says United baggage handlers broke his $3,500 custom-made guitar, and repeated attempts to get United to take responsibility failed. So he performed a song about the incident on YouTube. United made things right, but not before over 11million people watched the video. Social media has completely changed the dialogue between brand and consumer, so there is now a trialogue of customer-to-community discussion. 4. The Capability RevolutionAchieving this level of authenticity requires a brain fine-tuned to the capabilities of measured marketing and one-to-one communications on a mass scale. Thanks to advanced analytical tools, the Internet and digital media, we can now track much more consumer data and better segment and customize our offers at dramatically improve delivery costs and turnaround. Additionally, variable content and specials can be offered live, as the customer interacts with a website or a smartphone. Smartphones also enable location-based targeting, and as this technology improves, so will the level of marketing specificity. But many organizations have yet to take full advantage of the customer information they possess, which may prove to be the eventual downfall of many a great enterprise.Undertow of PrivacyThen, in addition to the confluence of the four forces, concerns about privacy are creating a powerful undertow that makes the waters even more treacherous for marketers. For instance, almost one-third of North American consumers -- 32% -- say they have been notified that their personal information has been compromised.

3

EMERGING ECONOMIESDEVELOPED ECONOMIESCAUSAUBRINCHWhere We FocusedLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.We saw this confluence of unprecedented change as a call to action, a signal that the world is irrevocable changing with or without us. Unless we understand the sentiments that are encouraging this change, we not only will be unable keep pace with it but also to help shape it to be a part of it. So we commissioned a study to take a much deeper look at the outlooks and attitudes of consumers in both developed and emerging economics, across the globe, and including India.

Today, Ill share the top findings from CQYs most recent global research study on consumer loyalty attitudes & preference. And, to wrap it up, Ill provide 5 action items you will want to consider based upon our research findings.

Our in-depth research is the 1st of its kind. We have studied the attitudes & perceptions of consumers in 6 different countries spanning the globe. We selected 3 Developed Economies Canada, Australia and the U.S. Then, we selected 3 Emerging Economies from the BRIC nations including Brazil, India and China.

4Gen Pop + Segments: Affluent, Young Adults, Seniors

Gen Pop + Segments: Affluent, Young Adults, Seniors

Gen Pop Only

SEC Classes A, B, and C Only

SEC Classes A, B, and C Only

SEC Classes A, B, and C Only

Study Samples Surveyed

1100

1151

510

508

627

518Sample Size Demographic Segments DetailedLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.First, let me just brief you on our methodology.

The 2011 COLLOQUY Cross-Cultural Loyalty Study was fielded via an online survey in July 2011. Though the presentation today will concentrate on Indian results, with brief comparison to U.S. results, the overall study was conducted in 6 countries. Approximately 1,000 responses were collected in both the U.S. and Canada, while a minimum of 500 responses were collected in India, Australia, China and Brazil. The online survey was run in English in all countries, but also translated to French in Canada, Simplified Chinese in China, and Portuguese in Brazil

CQYs research included some of the hottest socio-economic segments that companies are trying to better understand. For instance, we researched consumers with the greatest buying power the Affluent A&B socio-economic classes as well as the burgeoning middle class (SEC class C) in India, Brazil and China.

Our research targets specific to India break down as such: SEC Classes A, B, and C only; n = 508 For SEC classification, the current urban SEC system was used. This system takes into account theoccupation and education of the head of household to determine SEC.Note: A new SEC system is coming out in India that uses education of head of household and thenumber of consumable goods owned by family, but this new classification was not fully rolledout at the time of this research. Regions represented by respondents include Mumbai, Delhi, Hyderabad, Bangalore, Chennai, Pune,Kolkata, Ahmedabad, and other regions.Specific to the U.S. General Population + Affluent, Young Adults, Seniors: n = 1,100

SPEAKER MANDATORY READING: Read white paper in advance to get familiar with all of these details.US & CAN Affluent = HHs with incomes of $125K+ -- Young Adults = M/F aged 18-24 -- Seniors = M/F aged 60+ 5

Global Differences, Global CommonalitiesLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.So, what did we find?

Our findings from India included some unexpected but critical differences in the consumer environment. For instance, our research results indicate high consumer optimism and trust, an appreciation for luxury and recognition, and differing perspectives among age and socio-economic class. Combined, these findings all have important ramifications not only for those companies seeking to build loyalty among their customers, but for loyalty program operators seeking to expand in this vibrant market.

And India is among the most vibrant of markets . 6The Top Line?Energy

Engagement

EnthusiasmEmerging Economies Tired

Turned Off

Tuned OutDeveloped Economies vs.LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited. In fact, the complex mosaic that is India is coming together in a glitter of retail growth with colorful new sectors steadily adding to its vast economic picture. Seemingly everywhere one looks, new businesses are opening and existing businesses are expanding. India and its consumers now form a coveted international market, drawing multinationals that want to count Indians as valued customers.

A global giant with a $4-trillion economy, India has averaged 7% growth since 1997. Its 2010 estimated growth rate of 10.4% ranks it as the fifth-fastest-growing economy in the world (and thefastest-growing among the BRICS countries of Brazil, Russia, India, China and South Africa). All this translates to what research firm McKinsey & Company predicts will be a $450-billion retail market by 2015.

This economic dynamism offers dramatic opportunities for both Indian companies and consumers; in 2008, organized retail accounted for less than 5% of the market but is expected to expand to 14-18% by 2015 when India will be home to a pool of organized retail patrons as large as the current U.S. population.

This has made for a rather optimistic and trusting consumer. In fact, we sum up the emerging market consumer sentiments as Three EsEnergy, Engagement, and Enthusiasm. Yet, despite this prevailing commonality in optimism, marked differences in perceptions around loyalty and shopping-related behaviors were detected.

Conversely, in developed nations, we use Three TsTired, Turned Off, and Tuned Out used to characterize consumers, who have demonstrated strong evidence of a new set of much higher expectations for innovation and reinvention among loyalty programs. .78

Trust in Business v. People LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.No doubt about it, Indias thriving economy, and increasingly confident consumer base, will present many competitive challenges to existing and future businesses here. It is inevitable that todays heady growth will slow to more normal levels, and the companies that will continue to thrive are those that will have identified and built relationships with their most-valued customers. Indeed, the future will bring even greater competition not just among Indian companies themselves, but also between those companies and the increasing number of firms coming to the subcontinent from abroad.

Heres the good news: In general, Indian consumers trust both global and domestic companies with which that they do business. When provided with the following two options, Most businesses can be trusted or You cant be too careful with businesses 56% selected most businesses can be trusted.

In fact, 56% of Indians surveyed said they trust foreign brands more than Indian brands. In addition, more than a quarter of Indians feel strongly that competition from foreign companies is a good thing. Obviously, increased foreign presence in the country is producing a ripple effect felt by consumers and Indian companies, and many of these foreign businesses have a longer history and deeper expertise working in more mature, more competitive markets to identify and keep loyal customers.8

Trust of Domestic BrandsLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Further, trust of domestic brands is higher among Indian consumers than the other emerging markets we surveyed, at 44%. While this may spells possibilities for international companies to expands into India, it also translates into an opportunity to India brands, to build trust through loyalty.

And the economy, combined with Indias optimism, is poised for such change.9

Optimism for the Coming DecadeLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.The current economic surge means that for Indians in the middle and upper classes, life is looking good. More than third of this group 34% feel strongly that their economic prospects will improve over the next decade.

That compares with just 17% among U.S. consumers.

But if we break down these demographic further, the findings are even more encouraging.

1011

Highly Optimistic OutlookLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.As you see in this chart, 55% of those consumers in the highest socio-economic class, which are classified as A households, share that positive economic outlook.

Sub-groups are even more optimistic; 51% of those aged 26-34 strongly believe that their economic prospects will improve in the coming years.

11

Optimism and Special ServiceLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Now lets look at the expectations of these consumers. When it comes to customer expectations when doing business with a retailer, financial services, travel or other type of company, more than twice as many consumers in India expect special services as do consumers in the United States..

So, how do we deliver special services? Oftentimes, the best method for creating a customer experience that feels tailored-made is achieved though the collection and analysis of reliable customer data. The data provides a clear, three-dimensional view of the consumer, her needs, her aspirations, her patterns and her life stages.

And, as luck has it, there is much upside potential for loyalty programs in India ..1213

Loyalty Program ParticipationLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.As you can see in this slide, only 42% of Indians surveyed belong to a rewards program. That compares with 74% of Americans. That breaks down to an average of 2.8 program enrolments per person.

Yet, when looking more closely at the data, one sees significant class distinctions: Class A consumers belong to an average of 3 programs; Class B belong to 3.7; and Class C to 1.8.

The data are in line with what one might assume: Those with more money shop more and naturally belong to more rewards programs. A superficial analysis, however, hardly provides a neat answer because here Class B is more likely to be enrolled in more rewards programs than the wealthier, higher-end consumers in Class A. This is attributable to an active Class B spending and shopping enough in organized retail to earn significant rewards. Class B is also likely to seek more value from a loyalty program than Class A. The emerging Class Cs lower membership rates can be explained by this segment still becoming familiar with organized retail, and not yet s pending sufficiently tomake program earn seem worthwhile.

1314

Why Not Join?LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.There are less-intuitive subtleties explaining why customers in each socio-economic class dont join loyalty programs today. For example, the wealthiest consumers say they dont join rewards programs quite simply because they either believe that the programs do not offer me enough of a discount/incentive to join, or (even more simply) because 34% say that the places they spend their money dont have rewards programs.

For Class B consumers, the biggest enrolment hurdle is privacy an issue thats more than twice as important to them as to those in Class A. (By contrast, half as many Class B consumers dont join programs because the places they spend money dont have such programs.) Finally, the clear loyalty hurdle in the minds of C Class consumers is the belief that I do not shop/spend enough to be eligible to join, rather than privacy, the discount percentage or the availability of programs.

Twenty-two percent of Indian consumers say they do not participate in a loyalty program because none is offered by the companies and merchants they most frequent.

Which of course brings us to the question will a loyalty program develop loyalty and long-term customers? The answer lies largely in execution, but first lets explore what the Indian consumer expects from brands.1415

Pay-off BeliefsLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.While an effective loyalty strategy may not be a front-burner issue in todays Indian marketplace, it does lay the groundwork for a more competitive and a successful tomorrow. Only 1 in 5 Indian consumers a mere 20% say they are extremely loyal to their favorite brands across six major categories. On the one hand, this can be seen as a distressing statistic; suggesting that Indian brands do not engender loyalty. However, there is great upside to this statistic, too. After all, because the market has not yet solidified, the other 80% of consumers are available for loyalty programs to improve brand relationships both today and for the long-term.

To underscore that point, let me show you this statistic 24% of Indian consumers strongly agree that it pays to be loyal to a favorite brand. Still, no great shakes in terms of overall percentage, but thats double the rate of US consumers, at just 12%.

Again it is another sign of Indias optimistic outlook.

In fact, 83% of the market is now interested in joining loyalty programs and, by extension, being more loyal.

There are some clear correlations between these softer attitudinal issues and many critical bottom-line behaviors we hope to cultivate.

15

Influence of Reward ProgramsLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Indeed, the percentage of consumers in India who find that loyalty programs influence their purchase decision is the second highest of all countries we surveyed 28% of Indians characterized loyalty programs as very influential, while in the United States, the figure is 17%.

Again, the clear explanation for this gap between the emerging market of India and its developed cousins is optimism, which hits very close to home among the people in this room today :

What we see is a TREMENDOUS OPPORTUNITY. Emerging markets are 2 times more likely to say that our loyalty programs influence decision about what companies to purchase from.

Those organizations looking to launch or enhance existing loyalty programs in emerging markets have a wonderful opportunity today.(Explain and emphasize.)16

The Grand Global Loyalty OpportunityLoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited. Our research clearly shows that Emerging Economies such as India hold great promise for loyalty marketers entering those markets.

What makes Indias mosaic a marketing challenge is its diversity of segments and needs. Whats more, India is a country in flux with an ascendant population unfamiliar not only with the idea of loyalty programs, but also in many cases with the very idea of organized retail establishments. As you try to cultivate loyalty with customers, many of whom are engaging in organized retail, credit/debit and telecommunications services for the first time, our research provides valuable insights into consumer behavior and attitudes.

The primary insight is the importance of front-end education about what a loyalty program is, why its valuable and how it works. A critical review of a programs value proposition what rewards and recognition benefits customers can earn and how quickly they can earn them is required. The Levis Loop program in India, for example, clearly and succinctly spells out the program benefits and features on their website. And it does this in the context of being relevant to high-value customers, by emphasizing special privileges as the first category.

Companies must also do a lot of work to make offers and messages relevant to customers. In an environment where all classes and especially the fast-growing Class C are accustomed to doing business with local mom-and-pop businesses (and mom and pop both know them personally), loyalty program communications must fully leverage customer-specific insights to cultivate a deeper relationship.

By building programs based on these consumer insights, India has the ability to leap-frog ahead and not get caught in the pitfalls and missteps that have dogged programs in the U.S. and in Europe. Legacy loyalty programs in the U.S., for example, are still trying to move beyond the practice of sending the same mass offers to all shoppers, based on total spend, regardless of what they buy. Yet, in India, marketers can deploy the latest data platforms and analysis to act on customer-level insights from the outset.

From this studys findings about the loyalty preferences and needs of Indian consumers, five core imperatives emerge:17 Class-Based Differences

Be aware of class-based differences when designing a loyalty program.LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Be aware of class based differences when designing a loyalty program

A business that sells to a very high class will implement a program different from one for those just breaking into the middle class. To this end, the program design itself may alienate an entire group of consumers.

For example, an entry or membership fee may make the program prohibitive for Class C consumers. Therefore, consider a tiered program with no entry fee at the base level. Referral incentives may also be worth adding, as 22% of Class A, 45% of Class B and 37% of Class C consumers say they joined a program because a friend or family member recommended it.1819Culture

Highlight Indian culture and catch the wave of optimism and patriotism running through the country.

LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Highlight Indian culture and catch the wave of optimism and patriotism running through the country.

Global brands (trusted by 56% of Indians versus 44% for domestic brands) must sync their programs with Indian culture. Indian brands should stress their existing tie to the country and its people. For example, consider how you might integrate and celebrate national and cultural events as part of your rewards and recognition benefits mix. Similarly, leverage the existing sponsorships and strategic alliances you have within India when creating rewards and eventsthat have local and cultural relevance.19

20TrustAllay consumers fears about privacy. LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Allay consumers fears about privacy.

While Indian consumers may be 40% more likely than those in other countries to say that most businesses can be trusted (56% of Indians agree versus the 39% of Americans who agree), privacy remains a big concern nonetheless. This is a hot-button issue for Class B, with 39% saying they havent joined a loyalty program in order to protect their personal information. Yet, a significant 21% of Class A and 23% of Class C also point to privacy concerns as explaining why they stay away from rewards programs. To address this issue, you must gain the member trust by clearly informing them about what you do with their information. Start with transparent, easy-to-understand explanations of what data is collected and how it is used to benefit them. In addition, put customers in control of their information by providing easy opt-in and opt-out options for their preferred channels for receiving program communications. Allow them to select which categories of communications (program statements, program and partner announcements, etc.) they want to receive.2021Demographics

Dont overlook the critical 26- to 34-year-old age group. LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Dont overlook the critical 26- to 34-year-old age group.

This segment is more demanding and has higher expectations than other segments, and will be the early adopters to lead others to your program. Therefore, its critical to incorporate additional services, experiences, and other elements that appeal to this segment. For example, Tanishq Jewelrys Anuttara program is built to emphasize the brands image of purity, trust and perfection. The program offers attractive reward points earned with every purchase at a Tanishq store. But it adds special privileges that are relevant to the 26-34 age group by offering special care for older Tanishq jewelry, exclusive shopping events and access to such premium social activities as factory visits.2122Alignment

Consider partnerships, which are well-suited to the Indian market. LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Consider partnerships, which are well-suited to the Indian market.

With insufficient incentives and low shopping level as top reasons consumers report that they dont join a program, its important to focus on delivering more value for little money. Indian consumers still spend a small percentage within organized retail or on non-cash tenders. The relative spending of the growing Class C customer base is still quite small compared to a developed nations middleclass customer base. The combination effect makes it difficult for any one business to allow customers to earn enough rewards to matter. Consider partnerships with non-competitive businesses so that shoppers can earn rewards faster for their purchases in multiple categories. To forge those partnerships, align with companies that fit the everyday spending pattern of your customers in categories like grocery, credit and debit payments, telecom and fuel.22Be sure to download our white paper on the 2011 COLLOQUY Cross-Cultural Research at www.colloquy.com/crosscultural

Bryan PearsonPresident and CEO, LoyaltyOnewww.loyalty.com

Author of The Loyalty Leap: Turning Customer Information Into Customer Intimacywww.pearson4loyalty.comTwitter: pearson4loyaltyFacebook: www.facebook.com/theloyaltyleap

Thank You

LoyaltyOne | Loyalty the World Over: A Practitioners Perspective | November 25, 2011All information contained herein is confidential and/or proprietary information of LoyaltyOne, Inc. and any unauthorized use and/or any disclosure is strictly prohibited.Thank you.

Time for questions?23