1. Loyalty 101
1
The Set Up!
All Customers Are Not Created Equally
“It’s OK To Play Favorites”
2. Loyalty 101
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The Set Up!
“If you want to change attitudes, start with
changing behavior.”
Walt Disney
“Attitude is the speaker of our present; It is
the prophet of our future.”
Winston Churchill
4. Loyalty 101
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• over 127 million customers choose Walmart vs 68 million who
choose to watch the evening news each week
• 70% of purchase decisions are made in-store and 68 percent
of in-store purchase are “impulse buys”
• investment in Shopper Marketing is estimated to be
growing 21% annually; Canadian growth rate is even higher
• 86% of Canadians actively participate in a loyalty program vs.
52% in the US
• 5 loyalty cards in a Canadian wallet vs over 15 cards in the US
• 5650 advertising & marketing companies in Canada
Market updates
5. Loyalty 101
“Consumers seem to be moving
faster than the retail
industry itself. [They] are
less brand-connected, more
in control, and in all
things mobile “
Kiril Tatarinov, Microsoft Corporate
Vice President of Business Solutions,
Retails BIG Show NYC Jan 11,2011
“There’s clearly something
that’s resonating about the
fact that you can feed a
family in America just by
walking into McDonald’s or
help an injured animal by
the time you’ve ordered your
latte at Starbucks.”
Follow The Ad Money
Opportunities Benefits Features SuccessImpact Research
6. Loyalty 101
CMG Study 2009
Loyalty Program Impact On Buying:
Customers who join loyalty program
attached to a credit card will almost
immediately spend more on that card by
a multiple of 2 or 3 times what they
were spending on the same card before
they joined the associated loyalty
program.
The second and far more
significant behavior change occurs
when the customer makes their
first redemption for a reward. At
this point their spend on the card
increases again by a factor of 3 to
8 times their pre-loyalty program
spend.
Do Loyalty Programs Work?
Do Loyalty Programs Work?
7. Loyalty 101
Maritz Top of Wallet Study:
- 63 percent of current and
prospective debit and
credit card rewards
program participants said
they would choose a card
that allowed them to earn
more points by shopping
with a specific merchant
over other cards.
Dog Lover
SuccessImpact Research
8. Loyalty 101
• Point based program participants
outspend non-participants at an
average ratio of 2.5 to 1
• Number of purchasing transaction
increase by 53 percent
• Value of purchases will increase
by 51 percent
Loyalty Point
Program Research
Maritz Loyalty Research
Loyalty Point Program Research
9. Loyalty 101
• Rewards that matter
• Easy to redeem
• Choice in rewards
• Tracking & awareness
• Small to big rewards
Maritz Loyalty Marketing Almanac Study: Small businesses in loyalty programs
redeem points for larger valued rewards and rewards for things they need for their
businesses. In addition, business owners redeemed 35% of points for travel.
Key To Program Success
Key to Program Success
14. Loyalty 101
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"The research shows clearly that the existence
of a loyalty card scheme is not associated
with a degree of loyalty in shopping
habits."
-Source: Customer Loyalty Today
If I’m In Your Pocket You Must Be Loyal
Just Because They Carry Your Card
Doesn’t Mean You’ve Captured Their
Heart
Challenged Myth
15. Loyalty 101
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Keeping Customers Is Cheaper Then
Getting New Ones
Not If You Lose The Bad Ones And
Find More Of The Good Ones
Challenged Myth
17. Loyalty 101
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Loyalty Is…
Challenged Myth
Knowing Who Your Customers Are
Understanding Who The Best Are & Why
Building A Bond Beyond The Price Tag
Finding More Of The Same &
Growing What You Keep
18. Loyalty 101
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Loyalty Is…
Challenged Myth
Understanding How Your Best Customers Think
Capturing Their Hearts & Devotion
Rewarding Their Loyalty & Support
19. Loyalty 101
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Long-Term vs. Short-Term
“Customers who glide into your arms for a
coupon or minimal discount are the same
customers who dance away with
someone else at the slightest
enticement.”
-The Loyalty Effect
20. Loyalty 101
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Long-Term vs. Short-Term
Loyalty Drives Long Term Behavior
Discount-driven customers are not
loyal customers—they will move to a
competitor when attracted by lower
temporary pricing
Frequency program:
“I get this for buying that.”
Incentives/Promotional
Programs
Incentives/Miles
Programs
Frequent Flier Miles
Programs
Competitive Scale
Incentive Programs
short-term
customer acquisition
Loyalty Programs
customer retention
Better customers are less sensitive to
price and are more concerned with the
value proposition of the company
Loyalty program:
“I am given value for being a loyal
customer.”
Long term
24. Loyalty 101
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History Of Loyalty
It Was How Small Business Did Business:
New the best customers
New the worst customers
Was able to offer more services to the best
Owner was involved in all aspects
As Things Changed :
Increased competition weakened the bonds
Increased complexity blurred the relationships
Increased organization size numbed the brain
25. Loyalty 101
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History Of Loyalty
By The 1950’s:
Manufacturing Was King = Product Volume
230 Brands Of Refrigerators
Birth Of Mass Marketing
A Customer Is A Consumer
Businesses Lost Sight Of The Customer
By The Late 1970’s :
America Consumers Tired Of Bad Business
Rejection Of Poor Quality & Low Customer Service
No Longer Loyal To A Brand
26. Loyalty 101
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History Of Loyalty
The Start Of Modern Loyalty Actions
Most Were Unsophisticated Offerings:
Merchandise & Coupon Based
S&H Greenstamps
Raleigh Cigarette Coupons
Mainly Consumer Frequency Programs
Market Conditions Created A Shift Towards
Longer Term Relationships
27. Loyalty 101
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Birth Of Frequent Flier Miles
1981 Regulatory And Market Changes
Give Birth To FFP
28. Loyalty 101
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History Of Frequent Flier Miles
1981 American Airlines Invents
Frequent Flyer Miles
Others Quickly Follow
Loyalty Becomes Impossible Without A Planned Program
29. Loyalty 101
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FFPs: Network Expansion
Car Rentals
Hertz joins and subsequently drops, citing
the high costs. Later rejoins after
dramatically losing market share without a
FFP
Today Hertz belongs to 20 FFPs
Hotels
After in-house Frequent-Stay Programs,
hotels conclude that the greatest marketing
benefits still come from the FFPs
30. Loyalty 101
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Insight
"We didn't want an FFP. But it came to my
attention that FFPs were siphoning business
travel away from us. We did it defensively, and I
think if we had not done that we would have been
terribly disadvantaged."
Herb Kelleher, President, Southwest Airlines
First 20 Years Of FFP 9.77 Trillion Miles Accumulated
- Source: InsideFlyer Magazine 2001
31. Loyalty 101
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FFPs: Expansion Continues
Banks Team Up With Airlines
Activation
Spend Acquisition
SPEND
ACTIVATION
ACQUISITION
32. Loyalty 101
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FFPs: Expansion Continues
Co-branded Cards Wildly Successful
Average spend up to 10x higher
Active account rate up to 80 percent or higher
Attrition and acquisition costs decline
33. Loyalty 101
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FFP Membership Takes Off
Worldwide Frequent Flier Membership
Growth continues
From 150,000 members in 1981 to
200,000,000 members in 2001
Proven cardholder addiction to miles by the fact that
more miles earned via a card than by actually flying
34. Loyalty 101
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Why Miles Were So Successful?
Rewarding the Behavior You Seek:
Highly Appealing
Aspirational Value - People love to envision
themselves in their dream destinations that air travel can
take them to.
Trophy Value -Traveling is something to be proud of.
Perceived Value- More valuable than t-shirts or CDs.
It’s the Law - Gravity, Direction, Universal Principle
35. Loyalty 101
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Problems Begin
By 1991:
All major airlines and banks
established exclusive relationships
Hundreds of credit card issuers
locked out
36. Loyalty 101
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Solution Found – Generic Points
1994: “Virtual Airline” is Born
The Idea
Run the world’s largest airline partnership
and outsource the jets, pilots, flight
attendants, airport operations
Miles by a different name
Single Branded Miles vs. Co-branded Miles
Generic vs. Branded Points
Non-Restrictive Points – Any Airline In The
World
Improved rate of attainability
37. Loyalty 101
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Solution Found – Generic Points
How Generic Points Work:
Sold to Over 125 of the largest US Banks
Consumer Acceptance: fees $25 to $75
Spend Ranges: $8,000 to $22,500 a year
Officially Sponsored by MasterCard
Amex plays “Follow the Leader”
$200 Billion + Spent on Enrolled Cards
No need to Co-brand with an airline partner
38. Loyalty 101
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Solution Found – Generic Points
Unrestricted Points Are Simple & Powerful:
Compelling Offer:
Free travel – high perceived value
No complicated conversions
Singular reward
Customers join for free or fee, i.e.,
Fee for Classic and Gold cardholders
Free for Platinum cardholders
Fee for Small Business cardholders
40. Loyalty 101
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* Source: Carlson Marketing Group
Loyalty Learning's
Consumer Reaction to a Loyalty Program*
. . . can attract new business . . .
80%
52%
70%
16%
40%
24%
8%
6%
4%
0% 20% 40% 60% 80% 100%
Credit Card
Retail
Airlines
More business than before
Already giving company as much business as possible
Would have given them more business even w/o program
73%
18%
24%
18%
43%
47%
8%
39%
27%
1%
0%
2%
0% 20% 40% 60% 80% 100%
Credit Card
Retail
Airlines
Use just that company
Shop around/spread purchases less than before
Shop around/spread purchases same as before
Shop around/spread purchases more than before
“Companies can boost profits by almost 100% by retaining just
5% more of their customers.” - Harvard Business Review
45% started doing business with a company
because of their loyalty program
. . . and ultimately drive profitability
41. Loyalty 101
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Consumers were asked, “For what type of product do you
prefer to redeem your loyalty balances?”
Consumer Reaction to a Loyalty Program
26%
14%
12%
10%
4%
0%
0%
1%
18%
12%
18%
34%
0% 10% 20% 30% 40%
Under $30K
$30K - $49.9K
$50K - $74.9K
> $75K
AverageAnnualIncome
Source: Jupiter Communications/NFO (2/00); N=1,478
• Across all income levels,
travel is a strong loyalty
incentive
• The power of travel becomes
more pronounced as income
levels increase
CashGift CertificatesCharityTravel
Loyalty Learning's
42. Loyalty 101
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Consumers were asked, “What type of reward would you prefer?”
Consumer Reaction to a Loyalty Program
Airline Miles
Gift Certificates
Merchandise from a Catalog
% Off Coupons
None
52%
16%
12%
11%
9%
Source: The Loyalty Effect, Frederick Reichheld.
Loyalty Learning's
43. Loyalty 101
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Loyalty Learning’s
71% of consumers if FFP said they wouldn’t
trade their frequent flyer benefits for lower
airfares.
Source: Frequent Flier Magazine
The proven addition of miles can drive
repeat purchases and maximize customer
lifetime value.
Source: Hambrecht & Quist
Consumers charge about $3,200 a year on
a typical credit card – add miles and they
spend more than $18,000 a year.
Source: Bank Rate Monitor
44. Loyalty 101
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FFP Learning’s
How “Free Travel” Can Profitably &
Quickly Increase Revenue Channels:
Number of cardholders, activation rate, charge
volume, frequency and average purchase of existing
base
Profitability and loyalty of key customer segments –
moving existing customers up the spending ladder
Drive conscious choice in cardholders’ minds to be
loyal to your bank – particularly your “best”
customers
FREE TICKET
45. Loyalty 101
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FFP Learning’s
How “Free Travel” Can Profitably &
Quickly Increase Revenue Channels:
Develop distinct differentiation over your competitors
Provide a low-cost, comparison program to “Rewards
Program” pilot tests in selected product or segments
Create stickiness to annual fees
Charge enrollment fees
FREE TICKET
47. Loyalty 101
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The Evolution Continues
2000 Next Generation Of Mile Program
Miles + Network + Card + Travel
Shift From Frequency To Loyalty
48. Loyalty 101
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The Vision Of WebMiles
Change The FFP Landscape
Offer One Of The Most Valued Rewards –
Unrestricted Airline Points – To Drive Profitable
Cardholder Behavior
Any Airline. Any Flight. Any Time. sm
Unlike Carrier Mile Programs – No Restrictions, No
Blackout Dates, No Limited Seating
Gain Member Value Through “Dollars Off”
Build A True Loyalty Network
Earnings Velocity Through Attainability – More Than
Web, Every Day Shopping
The Power Of The Universal Mile
49. Loyalty 101
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Availability: 11 out of 134 seats or 8% Availability: 123 out of 134 seats or 92%
Availability drastically
enhanced. Rather than
being limited to an
estimated 8% of seats,
WebMiles has 92% of
seats available.
Flexibility drastically
enhanced. Rather than
one airline, WebMiles
can book on any major
carrier.
Travel-based loyalty solution with one airline
The Power Of The Universal Mile
. . . Or any other
airline
50. Loyalty 101
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300 Miles 800 Miles250 Miles100 Miles 375 Miles300 Miles
$ 300 $ 300$250$ 100 $ 75$ 300
Gas & OilGrocery Electronics Trip TeleCom
Retail
(online & offline)
+ + ++ +
The Network as a Catalyst for Increased Spend and Activation
Miles Earned Through Partners: 2,125
Miles from Card: 1,325 +
Total Earning that Month: 3,450 +
PLUS all other
card purchases
outside the
partner network
$
Purchases on
card at partner
retail locations
Universal Mile + Network + Card
XYZ BANK
$1,325
51. Loyalty 101
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$0
$100
$200
$300
$400
$500
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
$2,200
$2,400
IncreaseinMonthlyChargeVolume(in$Millions)
* Revenue figure based on 2.9% of gross charge volume in interchange and miscellaneous fees, plus 60% revolving balances at 13.9% annual interest.
Average Monthly Spend
Incremental monthly revenue charge volume increases over 400% & revenues increase
$100Million + a year.
Sample Card Issuer with 200,000 cards
Increased
Spend
Increased
Activation
Increased
Acquisition
TOTAL
$ 4.0 M
$ 2.7 M
$ 1.9 M
$ 8.6M
$ 48.0 M
$ 32.8 M
$22.3 M
$ 103.1M
Monthly
Revenue
Increase
Annual
Revenue
Increase
EXAMPLE*
Incremental monthly
charge volume goes
from $72M to $314.2M
—an increase of
430%
Universal Mile + Network + Card
53. Loyalty 101
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Reichheld Loyalty Effect Model
Six factors that allow companies to form a
clear view of a customer's life-time value:
The Yard Stick To Judge By
Cost of customer acquisition
Base profit
Increased profit from additional sales
Reduced operating costs of a loyal customer base
Profits from loyal customer referrals
Price premiums charged to loyal customers who are
less price sensitive
54. Loyalty 101
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When Forging New Alliances
Leveraging What Each Partner Does Best
Customer Ownership
Clear demarcation between who owns “touch points”
Privacy plays a big part in customer ownership
No one partner brings the customer to the table
Exit Strategy From The Start
Intellectual Property – Don’t Play It Too Close To The
Vest
Co-Branding – No One Partner Likes To Think Of Their
Brand Being Subservient To The Other
Considerations
55. Loyalty 101
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When Forging New Alliances
Profitability Metrics
Partner economics
Tough without “open books”
Be careful of “who stands to gain more” thinking
Address immediately “the feeling the other partner is
gaining more” – otherwise a short-term relationship
Brand Reputations
Partner Customer Base
Partner Business Philosophy
Partner Product & Services
Considerations
56. Loyalty 101
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When Forging New Alliances
Metrics Which Overlap Partners Include:
Acquisition
Attrition
Average Spend
Active Account Rate
Apply Learning’s From The Past Into Future Contract
Developments
Pricing adjustments built in based on movement of
economic variables
Allows the impartial third party – the market – to
impact pricing, reducing partner volatility
Considerations
58. Loyalty 101
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When Forging New Alliances
Key Profit Drivers:
Annual Fees
% Of Active Accounts
Average Number Of Transactions
Average Transaction Size
Average Total Spend/Account
Average % Of Revolvers
Average Revolving Balance
Average % Interest Rate
Attrition Rate
Considerations
59. Loyalty 101
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When Forging New Alliances
Keep Two Simple Thoughts In Mind:
Considerations
1. The Real Art Of The Relationship Will Be Managing
Circumstances Beyond The Contract - A Contract
Doesn’t Make A Relationship
2. The Whole Is Greater Then The Parts – Each Party
Brings Value, Ideas And Strength
60. Loyalty 101
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As An Industry We Need To Keep In Mind:
Industry Wide Focus
Attainability Of The Program Member
Limited Earnings Capability = Short-Term Loyalty & Interest
Single Partner, Stand Alone Programs
Even Top Customers Can’t Make For A Successful
Program – It Requires A Network
Mind Set – “But I Don’t Travel”
Getting More Than The Top 8% Of A Base To Realize
They Can Travel
61. Loyalty 101
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The Close!
“All things are created twice: first mentally;
then physically. The key to creativity is to
begin with the end in mind, with a vision
and a blueprint of desired results.”
Stephen Covey
“If you can keep your head while those all
about you are losing theirs, you probably
haven’t check your voice mail.”
Jack Hennies
63. Loyalty 101
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Conclusion
The best way to keep your customers
coming back is to send them away.
Oddly enough, the ticket to cardholder
loyalty really is a ticket.
Notas do Editor
Acquisition and retention focus
Leveraging both consumer and channel to build loyalty
Each week, over 127 million customers walk through a Walmart in the US, versus 68 million people who watch ABC, CBS or NBC Evening News on average
Studies estimate that 70 percent of purchase decisions are made in-store and 68 percent of in-store purchase are “impulse buys
It is easy to see why investment in Shopper Marketing is estimated to be growing 21 percent annually when brands need to account for these factors. Canadian growth rate even higher
Canada is a mature market – 86% of Canadians actively participate in a loyalty program, vs. 52% in the US
the average Canadian has fewer than 5 loyalty cards in her wallet, compared to over 15 cards in the US
Canada is a hotbed for marketing services - 5650 advertising & marketing companies
The goal with this slide trying to get the point across that there are many, many ways merchants and business get the word out. New ways, combined ways, strengthened ways are key!
Key is that loyalty programs work and there is “lift” when redeeming points (buying more than earned).
This slide drives the idea that loyalty point programs have impact for merchants and sponsor companies. The study showed that this “pay for performance” strategy helps retailers see immediate results for the investment they make in the program. Consumers receive offers via a medium or source they know and rust, like an association, the creditability of the program communications is much higher than traditional advertising.
The goal is to offer the widest, deepest choice of rewards. No black out dates, no terms – just good rewards people and businesses want.
Jim Clarke’ Notes/Comments:
Using this case study, learn how issues of customer ownership, intellectual property, co-branding, and profitability metrics were decided and leveraged.
Customer ownership—with Citibank Aadvantage (CBAA) the customers are jointly owned, though there is clear demarcation between who owns what touchpoints for the customers. In fact, this ties back to why companies form a strategic alliance in the first place: leveraging what each partner does best. This is just like the economic theory of comparative advantage. Citibank handled everything on the banking side and AA the program administration and fulfillment because it didn’t require developing much in the way of skills and resources outside the current areas of expertise. Only when it was determined that the customer experience needed to be enhanced were these lines crossed. Specifically, Citibank customer service reps can answer basic Aadvantage program questions without forcing the customer to transfer to an Aadvantage rep for handling. Additionally, privacy plays a big part in customer ownership. Customers absolutely need to be comfortable that their banking information is not being shared outside the bank. Finally, part of the agreement is an exit strategy which stipulated that after the CBAA relationship was severed, each party could independently market their own respective new products or relationships to the customers. No one party “owns” the customer since the reality was that no one partner brought the customer to the table independent of the other to begin with. Hand-in-hand on the way up, hand-in-hand on the way out.
Intellectual property— A company enters into a relationship with another company because each wants to leverage the other’s skills, knowledge, market strategies, etc. Playing one’s cards too close to the vest in this regard invites trouble.
Co-branding—a very thorny issue. No one partner likes to think of their brand being subservient to the other. In the case of airline cards, however, the primacy of the airline brand was borne out through research. The airline brand represents all the intangible reasons why a consumer would pay $50 for a credit card—the aspiration of travel, feeling savvy, etc. The bank’s brand was very important from a “hygienic” point of view: do I trust this bank, do they post my payments on time, do they do a good job handling disputes with merchants and so forth. Citibank didn’t like this much, however, and worked constantly to elevate the meaning of the brand in the mind of consumers. This led to fights over who’s logo went where on the card, on the ads, in the application, who’s name was mentioned first when referring to the card. It seems petty, but to the marketing people, this was anything but a trivial discussion. Take a look at Citi’s new card art. The CITI logo stretches from top to bottom on the card, and they forced MasterCard’s bug on the back. That’s serious stuff.
Profitability metrics—the other thorny issue. Consequently, each side really believed the other to be making a bigger pile of cash than the other. This is a very divisive issue because whenever something needs to be negotiated, and if it isn’t spelled out in the contract who will do what, then the discussions inevitably ended up focused on who “stood to gain more” from this promotion, advertisement, mailing, etc. Suffice it to say, with the resources each partner decks against a relationship, neither party should be driven to the poor house with a deal. The structure of who pays whom for what was not perfect coming out of the gate, either. See more notes on this subject later in the “adjustments” section below.
…working through relationship economics
Economics are not always openly shared, but the feeling that one partner is gaining more from the relationship than the other needs to be addressed immediately, or the relationship will be a short one. See “adjustments” section below.
…and politics,
When two elephants are dancing… This is especially true of branding disputes. In my experience, the relationship is less about politics than it is about the tactics behind the political advantage: the finer points of negotiation—constant negotiation and give-and-take. I would suspect any good checklist for a successful alliance would have “ability to quickly and effectively negotiate” as a key success factor near the top.
…finalizing contract considerations,
The CBAA contract process was murderous given the dollars at stake. The evolution of the contract is remarkable as each successive renewal tried to incorporate the learning from the past, plus anticipate the future. We never could clearly anticipate everything though, so the real art of the relationship was managing circumstances beyond the contract. Additionally, after the contract was in place, the more the contract was referred to in discussions between the parties during the course of ongoing business, the worse the atmosphere between the parties. Both sides tried hard to avoid the dialog of, “well the contract says you have to do X and Y, and you’re not doing it.” That causes a negative working environment. The contract cannot become the basis of the relationship.
…measuring results,
Since we both contributed heavily in generating the results, we both were equally interested in how things actually turned out. There were only a few key metrics that overlapped for both of us though that we shared: acquisition, attrition, average spend and active account rate. Other than that, since we didn’t have open books, each one of those four variables ended up meaning something different for our respective P&Ls. The only time measuring results became a contentious issue was when we were sure the other guy was benefiting more from an initiative, but we never had solid proof.
…and structuring automatic consequences and adjustments as programs mature.
This was one of the bigger bits of wisdom as the CBAA relationship evolved. The first year of the agreement, Citibank was being killed by the transactors—something the initial contract did not anticipate adequately. Knowing that the potential for a great relationship was there if this hurdle could be overcome, the entire contract was scrapped and re-started for year two. Both parties were satisfied, and the relationship grew to become one of the true partnership success stories, and very lucrative for both parties. While questions remained on who really ended up with the better deal, at the end of the day, there’s no chance either would walk away from the other because of this lingering doubt. Perhaps the next evolution to the relationship will be open books, but who knows. Finally, as was stated in the “contract” section above, subsequent contracts tried to incorporate what was learned in the past. The CBAA contract now has automatic pricing adjustments built in based on the movement of six different economic variables. This kind of thing is very helpful because it turns pricing—a potentially volatile issue—into something that is adjusted by an impartial third party, in this case, the market.