A strategic case study of an internationally-renowned brand who have taken the initiative to use Relationship Marketing as the tool to remedy a diminishing value proposition.

2. Project Objectives
• Address the following pressing concerns
– Drastic and consistent attrition of membership levels
• 1.5 Million members, to the current 250 000 base
– Steady monthly churn through perceived imbalance of the product value
• 9%, of a rapidly diminishing base
– Acquisition levels performing lower than member gain
• 7%, equates to a monthly drop off of 2%
• Key Impact Influencers
– Internal Environment
– Member Environment
– External Environment
• Strategic Audit – Past & Present
– Product
– Perceived Product Value
– Staff
– Technological Environment
– Past Environment
– Current Environment
– Communication
– Partners
– Competitors
– International Counterparts
– Possible Synergies
• Prospective Strategic Guidance

3. AASA Member Value Proposition
• Layering of MVP
• Comparative Products (Benchmarking)
• Products
• New Products (Short, Medium & Long-term Initiatives)
• Key Strategic Product Issues
• Primary Communication Channels
• Objectives of Channels
• Tone & Manner
• Launch Programme
• Retention Programme
• Tenure Recognition Programme
• Reactivation Programme
• Migration Programme
• Acquisition Programme
• Employee Programme
• Key Stakeholder Governance

4. Top 15 Trends
1. Machines already control us: we now desperately need to learn how to manage them.
2. We are creating and living in a virtual world: we are slowly losing your need for physical connectivity and
tactile appreciation. The social impact of this is immense.
3. South Africa is the sixth-largest user of Facebook on the planet: this shows that we are not only techno-
savvy, but also have a youth culture that is increasingly becoming disengaged from face-to-face social
interaction.
4. “Reflexive irony” is the cornerstone of popular culture: everyone has learnt to present an edited version
of themselves (especially on SNS), so your realities and perceptions of each other are becoming increasingly
warped and unreal.
5. Brand Me: traditional marketing templates are becoming obsolete — the product no longer defines the
consumer — the consumer defines the product.
6. Location-based marketing: the individual is now able to ―choose‖ what information he/she wants to receive.
7. Free news: free newspapers and the internet are altering the media landscape drastically. It‘s still about
spreading the news, but the way in which it is consumed and accessed is changing rapidly.
8. The “open source movement”: free software is going to change the technology landscape dramatically. It is a
form of ―digital socialism‖ that allows anyone to download, improve and share, software for free.
9. The youth bulge: we are entering a phase where youths outnumber the older generation (with the impact of
HIV/Aids exacerbating the situation). We are the last continent on the planet to experience this cycle, and need
to plan for it as they did with great success in South-East Asia.

5. Top 15 Trends
11. Densification of the suburbs: we need to prepare for a new lifestyle in South Africa. In urban areas,
a mix of retail, business and residential will become more pronounced and the suburbs will follow suit.
12. “Black diamonds” are breaking the rules: This market does not follow the property mantra of
―location, location, location‖ when buying real estate, but is led more by its connections and
obligations to its communities. Oh, and they also dislike the term, ―black diamonds‖ intensely.
13. Living in glass boxes: a strong trend in décor. Open-plan living is now a way of life. Walls and
storage units are now being made of glass, which enables you to see your favourite/regularly used
objects and have easy access to them.
14. Fashion and the *Zeitgeist: fashion is slowly returning to its 20th-century function as a form of social
commentary. The fashion industry has been identified as having the second-fastest creative cycle
after technology, so is now an industry being viewed as having more relevance than mere handbags
and shoes.
15. Eco narcissism: 2007 has become the year of the cause, but celebrities, politicians, actors and
musicians are using the environment/Africa/global warming as a launch pad to enhance their public
profiles.
16. The very real need for a holistic perspective: we approach life and business in the 21st century
with tunnel vision and are forgetting the interconnectivity of all things — to our detriment.
*Zeitgeist the general intellectual, moral, and cultural state of an era

6. Media Trends - Reading
• In South Africa itself, newspaper readership is up 43%, but the mainstream papers are not
doing so well. It's vernacular and community focused and tabloid media that are stealing the
show. Kwazulu-Natal's Zulu-language newspaper Isoleweze as an example, the Daily Sun, The
Voice, Die Son, and so on. Reasons? It's all apparently due to household income increasing and
electrification.
• And tabloid newspapers are very good at befriending their readers, Getting close to them,
exposing corruption on their doorstep, addressing superstition, titillating with local sex scandals
and giving you over-the-wall gossip about your neighbours. They're not concerned with the big
picture or any analysis or thought leadership of any kind.
• The next big thing in newspapers is the very successful Swedish-pioneered model of free
newspapers: the Metro which now has 70 editions globally in 22 countries, a readership of 23
million and has galvanised established titles in the Fourth Estate to launch their own free sheets.
Locally The Citizen is trying it with its free Citizen Metro – 45 000 copies on 100 buses in
Johannesburg. The Sunday Times' The Times, is a more niche marketing version going to an
existing subscriber base
• So what will happen to print?
A world of news consumed via cell phones, mini-computers and electronic ‗scroll' readers –
which are in development already. Time will tell.

7. Why are we here?
• There are only 2 basic business objectives for the AA:
– Acquisition
– Retention
• One does not require copious amounts of research and customer feedback in order to ascertain that there
is a an ongoing state of attrition of the membership base – which means we are not meeting basic
objectives
• Churn rate is averaging 9% with acquisition at approximately 7%, a drop off of an average 2% per month
• We have to ask ourselves
– Have we got a marketable product?
– Is the product mix consistent, relevant and cherished?
– Are we promoting what we have correctly?
– Are we talking to the right people?
– Are we talking to anyone?
– Are we positioned correctly and geographically accessible?
– Are we readily accessible and obtainable?
– Is your core services correct?
– Have you lost sight of your original goals?
– Are members proud of their association with us?
• A relationship is, after all, ―An exchange - encouraged by kindred, affinity, or other alliances‖

8. We have to ask ourselves...?
Why are your members not proud of you, as
they would be for family, or a dear friend...

9. Please Consider...
• Value means different things to different people
• Most brands have no idea why their customers leave them, and assume:
– The competition has a superior product
– Their product is inferior
– Their competitors are competitively priced
– Some one is doing better than them
• Within your current membership base, you have a diverse demographic and psychographic spread
– You cannot be ‗everything to everyone‘
– If you could, you wouldn‘t ever identify a USP
– You have no alternative, but to focus on those members who are prepared to bond with your brand
– ‗Belonging‘ is an extremely personal choice
– There are many reasons why people choose to develop a ‗connection‘
– But if they do develop a crush based on a ‗promise‘, don‘t play Jekyll & Hyde
• People can measure value, based on any of the following assets (and more):
– Total Experience (overall
– Trade Variable (services or goods for cash)
– Qualitative Relationship (I choose to be included)
– Quantitative Relationship (WIIFM, as Geoff so eloquently put)
– By Association of Establishment (virtue of tradition)
– The Rub-off Effect (esteem, but only through cherished experiences)
– Iconology (identification through imagery)
– Ego - Possession (the id, affirmation )
– Sense of Belonging (to something)
– Most importantly... Security through Belief in what the brand does for them, PERSONALLY

10. quot;Price is what you pay.
Value is what you get.quot;
– Warren Buffet

11. History
• I really don‘t want to reiterate the obvious
• There has been documentation presented on where the AA were
• The great thing about history, is that it no longer exists
• However, history has assisted us in the continual evolution of a brand that really ―stood
the test of time‖
• The brand ―AA‖ is a phenomena unto its own, with a wealth of equity behind it - not just
locally, but as an international force
• Various factors in the past couple of years has undermined this positioning of strength
and slowly eroded the equity of what the brand stands for
• Through the discussions I have had with various stakeholders, one aspect clearly stands
out – a very few had a large role to play in the neglect of this asset
• The brand has been dissipated by the inclusion of non-core, unfocussed ―offerings‖, with
the aim of increasing the perceived brand value – which, in hind sight, has had the
opposite effect (dilution of the brand fabric)
• Each ‗pillar‘ that supports the brand, as a whole, believes it is the crucial support pillar,
with each one vying for attention and space
• It seems, to a certain extent, as though the core focus of the existence of the AA has
been corroded by its own internal processes

12. History Lessons
• It‘s always a little easier to identify where you don’t want to be!
• We do not want to be a loyalty programme!
– Why...? Loyalty Clubs are utilised by retail-orientated organisations to encourage spend, by employing tier-level
programmes in order graduate customers into higher categories, based on their value to the brand
– Loyalty Programmes are a farce, customers are fickle and will change brands at the first bad experience
– Loyalty is earned, not bought
• We do not want to be a Club Programme
– Why...? Club Programmes are employed by organisations as a profit-generating product, by offering discounts to their
members, via their core products (and it is something they must pay a premium for in order to qualify... which they‘ve
already earned by default )
– Clubs have a bad reputation globally, and research has shown that customers are finding less value in retail clubs due
to proliferation, lack of individuality and the cost of membership (although sports and community-based clubs are still
rated, with virtual clubs beginning to generate the highest interest)
– Words such as; ―rip-off, self-interest, misuse, useless...‖, are being used to describe some existing retail clubs
• These programmes are designed to ―get to know the customer better‖, through the exchange of ―benefit‖ for
information...
• Customers are becoming intensely protective of their personalities, aptly named ―identity or personality theft‖
• Consumer groups are starting to becoming ‗savvy‘ to organisations who ‗con customers‘ into revealing
personal information

13. Going forward...
• One of the biggest challenges is enabling current and potential members to believe in the brand and want/
need/ desire to belong to the brand, once they believe in the brand they would become natural ambassadors
• This translates directly to retention and acquisition
• If the member doesn‘t believe in the brand, they‘d never advocate it
• We need to reiterate the brand‘s values, which are
“To champion the member (the people) directive of all forms of their mobility, including their sense of well-being whilst
in a state of mobility (or only where we can elevate their trust, whilst immobile) - , as well as satisfying their
sense of belonging and reliance on the brand... but only when they ask for it!”
• The above, naturally, extends to corporate and fleet members and vehicles
• To respond to their needs beyond all expectation, as exclusive AA members, with regards to your core product
offering (protection, security and safety)
• We need to take ownership of the brand again, as opposed to letting alliances overpower and dilute the brand
• Communication seems to be one of the key strategic issues that must be addressed in order for the core brand
value proposition to be recognised and acknowledged
• The communication, to a large extent, will have to be driven through education, constantly driving the esteem
associated with this internationally, established and cherished brand
• Before we look at the current and proposed future AASA product offering, let‘s take some time to look at your
international counterparts
• This will also allow us some insight as to what their product offering is, how they present and package their
collective offering and how ours compares with theirs
• The MVP programme and brand promise, extends to ALL KEY STAKEHOLDERS, including:
– Staff (separate project)
– Suppliers/Partners

14. Tone & Manner
Never question the relevance of truth, but
always question the truth of relevance.
Craig Bruce

15. Tone & Manner
• You‘ve selected a ‗new customer‘... What now?
• Are you talking to them?
• Are you talking at them?
• Are you talking down to them?
• Are you consistent?
• Does the way you communicate reinforce your promises?
• Do you endear trust?
• Do you promote a ‗protective presence‘?
• Do you portray reliability?
• Do you focus on your core product?
• Do you communicate vaguely or evasively?
• Do you ‗appear‘ to endorse your own product?
• Are we the champions of your brand?
• Do you live your brand?
• Who are you?
• How do members (want to) see you?
• What exactly are you trying to say...?

16. Tone & Manner
• Guardian
– MC, Angel, Attendant, Attorney, Bailiff, Bull, Butler, Caretaker, Castellan,
Cerberus, Champion, Commandant, Conservator, Control, Covering,
Croupier, Curator, Custodial, Custodian, Custos, Daemon, Defender,
Defensive, Demon, Emcee, Factor, Fairy Godmother, Familiar,
Fostering, Game Warden, Gamekeeper, Gaoler, Genius, Good Genius,
Governor, Guard, Guardian Angel, Guarding, Guide, Housekeeper,
Immunizing, Jailer, Janitor, Keeper, Librarian, Lifeguard, Lifesaver,
Major-domo, Manes, Master Of Ceremonies, Ministering Angel, Numen,
Paladin, Parental, Penates, Preserver, Preventive, Proctor, Procurator,
Prophylactic, Protecting, Protective, Protector, Ranger, Safeguarding,
Screening, Screw, Seneschal, Sheltering, Shepherd, Shielding, Steward,
Totem, Trustee, Turnkey, Tutelary, Vigilant, Warden, Warder, Watchdog,
Watchful
KEY: Blue – Key Descriptors

17. Tone & Manner
• Reliable
– Absolute, Accurate, Adducible, Admissible, Apposite, Attested, Authentic, Authenticated,
Balanced, Based On, Believable, Calculable, Certain, Circumstantial, Circumstantiated,
Cogent, Colourable, Compelling, Conceivable, Conclusive, Confirmed, Conscientious,
Convincing, Cool, Credible, Cumulative, Damning, Decisive, Dependable, Determinative,
Documentary, Documented, Evidential, Evidentiary, Ex Parte, Eye-witness, Factual, Fail-
safe, Faithful, Fast, Fiducially, Fiduciary, Final, Firm, Firsthand, Guaranteed, Harmless,
Hearsay, Honest, Honourable, Imperturbable, Implicit, Incontrovertible, Incorruptible,
Indicative, Indisputable, Inerrable, Inerrant, Infallible, Invincible, Inviolable, Invulnerable,
Irrefutable, Irresistible, Material, Meaningful, Nuncupative, Overwhelming, Plausible,
Predictable, Presumptive, Principled, Probative, Proven, Punctilious, Reputable,
Responsible, Safe, Secure, Significant, Solid, Sound, Stable, Staunch, Steadfast, Steady,
Straight, Substantial, Suggestive, Sure, Sure-fire, Symptomatic, Telling, Tenable, Tested,
Tried, True, Trustable, Trusted, Trustworthy, Trusty, Unerring, Unexceptionable, Unfailing,
Unflappable, Unflinching, Non-hazardous, Unimpeachable, Unquestionable, Unshakable,
Unwavering, Valid, Validated, Verified, Weighty, Well-balanced, Well-founded, Well-
grounded
KEY: Blue – Key Descriptors

18. Tone & Manner
• Security
– Aegis, Affluence, Aplomb, Armament, Armour, Arrogance, Aspiration, Assumption, Assurance,
Assuredness, Asylum, Authenticity, Authoritativeness, Bail, Balance, Bamboo Curtain, Bed Of
Roses, Belief, Blackout, Bond, Calculability, Care, Censorship, Certainty, Certification, Certitude,
Clover, Cocksureness, Collateral, Comfort, Confidence, Constancy, Conviction, Cool, Courage,
Curtain, Custodianship, Custody, Dependability, Dependence, Deposit, Desire, Earnest, Ease,
Equilibrium, Expectation, Faith, Fastness, Felicity, Firmness, Fleshpots, Gage, Great
Expectations, Guarantee, Guaranty, Guard, Guarding, Happiness, Harmlessness, Homeostasis,
Hope, Hopefulness, Hopes, Hoping, Hubris, Immunity, Imperturbability, Insurance, Invariability,
Invincibility, Invulnerability, Iron Curtain, Loaves And Fishes, Luxury, Nerve, Overconfidence,
Overweening, Pall, Pawn, Pledge, Poise, Pomposity, Positivity, Predictability, Presumption, Pride,
Promise, Prospect, Prospects, Prosperity, Prosperousness, Protection, Refuge, Reliability,
Reliance, Repression, Rootedness, Safeguard, Safeguarding, Safeness, Safety, Sanctuary,
Sang-froid, Security, Self-assurance, Self-confidence, Self-importance, Self-reliance, Shelter,
Shield, Smothering, Solidity, Soundness, Stability, Stable Equilibrium, Stableness, Staunchness,
Steadfastness, Steadiness, Steady Nerves, Stifling, Strength, Substantiality, Success,
Suppression, Sureness, Surety, Surveillance, Token, Trust, Trustworthiness, Uniformity, Upward
Mobility, Validity, Veil, Veil Of Secrecy, Velvet, Ward, Warrant, Warranty, Weal, Wealth, Welfare,
Well-being, Wraps
KEY: Blue – Key Descriptors

19. Tone & Manner
• Protect
– Abet, Advocate, Aid, Arm, Armour, Assist, Avail, Bail Out, Befriend, Benefit, Bless,
Bulwark, Care For, Champion, Cloak, Comfort, Conserve, Copyright, Cover, Cushion,
Defend, Do Good, Doctor, Ease, Ensure, Favour, Fence, Fend, Flank, Foster, Give A
Hand, Give A Lift, Guarantee, Guard, Guard Against, Harbour, Haven, Help, Insure,
Keep, Keep Up, Lend a Hand, Maintain, Make Sure, Mind, Nestle, Nurture, Patent,
Play Safe, Police, Preserve, Rally, Reclaim, Redeem, Register, Relieve, Remedy,
Rescue, Restore, Resuscitate, Revive, Safeguard, Save, Screen, Secure, Set Up,
Shelter, Shield, Shroud, Spare, Succour, Support, Sustain, Take Care Of, Tend,
Underwrite, Uphold, Watch Over
As you can see, we have a lot to live up to...
KEY: Blue – Key Descriptors

20. International – AAA/National
• Help on the Road and Beyond
– Maps
– Emergency road service
• Life and Leisure
– Car Rentals
– Cruises
– Cruise Lines
– Discount Travel
– Travel Directions
– Online Maps
– Trip Advisor
– Trip Advisor
– Driving Directions
• Automotive Services
– New Car Buying Tips
– Buying Used Cars
– AAA Member
– AAA Automobile Club
– Automobile Association.
– Car Loan,
– Financial Services
– Foreign Currency Exchange
– Travellers Checks
– Credit Card Offers.

21. International – AAA/Regional (AZ)
• Travel • Maps & Directions
• Travel Reservations • TripTik Travel Planner
• Vacation Hot Deals • Quick Driving
• Disney Destinations • Directions
• Quick Getaways • Download Maps
• Last Minute Deals • Online AAA Tour books
• Insurance • Your Membership
• Auto Insurance
• Join Online Today
• Home Insurance
• Renew Your Membership
• Life Insurance
• Mexico Auto Insurance • Upgrade Your Membership
• Pay your Bill • AAA Offices
• Automotive • Membership Handbook
• Emergency Road Service • Highroads Magazine
• Car Buying Services
• Auto Reviews
• Car Care & Repair
• AAA Approved Auto Repair

22. International – AAA/Regional (AZ)

23. International – AAA/Regional (AZ)

24. International – AAA/Regional (AZ)

25. International – AA/New Zealand

26. International – AA/New Zealand
• Membership
– Membership benefits
• Roadside breakdown assistance
• Member discounts & rates
• AA Rewards programme
• AA Magazines
– Options & fees
• Personal Membership
• Associate Membership
• AA for Business
• AA Plus
– How to join
• Join the AA
• Renew your AA Membership
• Upgrade your AA Membership
– AA Rewards
• About AA Rewards
• Where to earn Points
• Earn Points from AA Credit Card
• Special offers & Bonus Points

27. International – AA/New Zealand
• Insurance
– Get a quote now
• Comprehensive car insurance
• Term Life insurance
• Travel insurance
• Third Party car insurance
– Insuring with the AA
• Benefits of AA Insurance
• Our car insurance products
• Our life insurance products
• Guaranteed No Claims Bonus For Life
– Insurance tips & advice
• Insurance glossary
• Comparing the various life insurance
products
• What to do if you're in a car accident
• Keeping your house safe while you're on
holiday

28. International – AA/New Zealand
• Motoring
– Driver licensing & training
• Driver's licence & renewals
• Driver training
• Defensive Driving Course (DDC)
• International driving permit
– Buying & selling a car
• Find a car that suits your needs
• Car reviews
• Car inspections & history checks
• Car finance & insurance
– Owning a car
• Breakdown & batteries
• Register, warrant, service & repair
• Fuel & car running costs
• Car safety
– Motoring tips & advice
• Practical motoring advice
• Ask Jack
• Travelling with your car
• Motoring & legal advice helpline

29. International – AA/New Zealand
• Travel
– Accommodation
• Hotels
• Motels
• Bed & Breakfast
• Bookabach
– What to see & do
• Activities / Adventure
• Attractions
• Dining
• Events
– Transport & rentals
• Land transport / rentals
• Water transport / rentals
• Air transport / rentals
– Travelling in New Zealand
• Road Trips
• Buy AA Maps
• Map & directions online
• Latest New Zealand highway reports

30. Product
Make your product easier to buy than your
competition, or you will find your customers buying
from them, not you.
Mark Cuban

31. Product Layering & Segmentation
• Just as becomes necessary to segment your customers, in order to define their
value to the brand, it is sometimes necessary to segment your products to achieve
the same result – Value to the Brand!
• This process necessitates the following processes:
– Redefine your core product
– Identify your segments
– Determine whether these segments are relevant
– Ascertain whether the segments are linear to your core product
– Dissimilation of the entire product offering
– Consolidate where necessary (if irrelevant)
– In this case, relevancy is determined by value, through the core product (underpinning the
positioning)
– Define requirements
– Based on the extent of the value you believe you need, add additional benefits
– Identify value Partners (who share the AASA vision)

32. The Product Layers
• Layer 1 - Getting you Mobile
• Objectives
– Delivery of the Focus Competencies of the AASA
– This is the ―expected‖ service delivery element
• Layer 2 - Keeping you Mobile
• Objectives
– Preventative measures surrounding mobility, through AA Partners
– Maintains AASA cost to service, perceived as adding value to members
• Layer 3 - Enjoying Mobility
• Objectives
– Emphasis placed on the ‗enjoyment‘ facet, still delivering AA product
– Adding value through mobility benefits, surrounding member‘s lifestyles
• Layer 4 - Beyond Mobility
• Objectives
– Partnering lifestyle-perceived benefits with members‘ ―needs‖
– Sponsorship/co-op opportunities for AASA to fulfil brand promise (Guard, Protect, Secure)
• Layer 5 - Experience Mobility
• Objectives
– Create consistent touch points for members to experience the brand
– High visibility events and marketing to enhance and expose the brand and experience of the brand

34. Advantage vs. Advantage+ - Getting You Mobile
Primary Membership Offering Emergency Rescue Services
(These will be inclusive of membership fees)
• 24-Hour AA Road Patrol • 24-Hour AA Road Patrol roadside repair service
Value/Member/Year R2 500 Value/Member/year R5 000 (Value will increase)
• Key lockout service • Key lockout service
• Flat tyre change • Flat tyre change
• Fuel to reach a filling station • Fuel to reach a filling station
• AA Battery Service and sales • AA Battery Service and sales
• AA Recovery towing service • AA Recovery towing service
• Message relay service • Message relay service
• 24-Hour Medical Rescue • Recommended Launch Addition
• AA Mayday will also cover all costs related to • Locate Me
your evacuation or relocation, and will cover your • Stand By You roadside security service
spouse and any children up to the age of 26. • Allocate Rx Value
Depending on needs at the incident, value • 24-Hour AA Mayday emergency medical Rescue
could be in excess of R50 000 • AA Mayday will also cover all costs related to your evacuation or relocation,
• Basic Life Support Transportation R1000 and will cover your spouse and any children up to the age of 26.
• Intermediate Life Support R1500 Depending on needs at the incident, could be valued at over R50 000
• Advanced Life Support R2500 • Basic Life Support Transportation R1000
• Air Ambulance ±R50 000 • Intermediate Life Support R1500
• Advanced Life Support R2500
• Air Ambulance ±R50 000
• Alternative transport
• Need R Value
• Overnight accommodation
• Need R Value
• AA Motorcycle Mobility Units (soft launch) – Ralph to cost & valuate
KEY: Blue – Perceived/Actual Value
Red – New (Proposed) Products

35. Advantage vs. Advantage+ – Keeping You Mobile
Secondary Membership - Offering Peripheral Mobility Benefits
(Inclusive of membership fee)
• AASA Telephonic Services • AASA Telephonic Services
• Motor-related telephonic legal advice • Motor-related telephonic legal advice
• Telephonic technical advice • Telephonic technical advice
• Vehicle Maintenance Issues • Vehicle Maintenance Issues
• AASA Partner – routed Telephonic Services • AASA Partner – routed Telephonic Services
• AA Autobay • AA Autobay
• Advice on purchasing and selling vehicles • Advice on purchasing and selling
• Selected Security Services Partner vehicles
• Vehicle Security Advice • Selected Security Services Partner
• Subscriber-based services • Vehicle Security Advice
• Mobile Trip Sheet • Subscriber-based services
A lot of the above services could be offered via website • Mobile Trip Sheet
A lot of the above services could be offered via website
• Require R Value
• Require R Value
KEY: Blue – Perceived/Actual Value
Red – New (Proposed) Products Cont.../

36. ...cont/
Advantage vs. Advantage+ – Keeping You Mobile
Special rate services (Partner Services)
• AA Finance • AA Finance
• 1 % reduction in AA Finance on the interest rate that you • 1 % reduction in AA Finance on the interest rate that you would
would normally have qualified for normally have qualified for
• Potential Saving of more than R3 000 on Interest • Potential Saving of more than R3 000 on Interest
• AA Insurance • Advantage+ value differentiator
• Motor & Household Insurance • AA Insurance
• Define Value • Motor & Household Insurance
• AA Membership Disability Cover • Define Value
• Place quantifiable value on this • AA Membership Disability Cover
• AA Autobay • Create with quantifiable (higher) value on this
• A 15% discount on the 2% fee for buying or selling your • AA Autobay
pre-owned vehicle • A 15% discount on the 2% fee for buying or selling your pre-owned
• Referral to AA Quality Assured repairers vehicle
• Advantage+ value differentiator
• AA Test & Drive technical and
roadworthy tests • Referral to AA Quality Assured repairers
• 15% discount from AA Test & Drive • AA Test & Drive technical and
• AA Autocheck roadworthy tests
• 15% discount from AA Test & Drive
• AA Driver Training
• Advantage+ value differentiator
• 10% discount from AA Test & Drive
• AA Autocheck
(Average potential value to Member) Rx • Define Value
• Advantage+ value differentiator
• AA Driver Training
• 10% discount from AA Test & Drive
• Advantage+ value differentiator
(Average potential value to Member) Rx
KEY: Blue – Perceived/Actual Value
Red – New (Proposed) Products

37. Advantage vs. Advantage+ – Enjoying Mobility
Peripheral Lifestyle Mobility Benefits
(Combination of inclusive & special rate services)
• Special rate services • Special rate services
• AA Travel - services and products (%) • AA Travel - services and products (%)
• Require National Accommodation Product (%) • Require National Accommodation Product (%)
• Require International Accommodation Product (%) • Require International Accommodation Product (%)
• Require Local Carrier Product (%) • Require Local Carrier Product (%)
• Require International Carrier Product (%) • Require International Carrier Product (%)
• Require Currency Services Product (%) • Require Currency Services Product (%)
• Hertz Car Rental • Hertz Car Rental
• AA member exclusive rates • AA member exclusive rates
• PLUS: additional 100 km free • PLUS: additional 100 km free
• PLUS: free additional driver YOU SAVE R310 • PLUS: free additional driver YOU SAVE R310
• Maps, atlases and accommodation guides • Maps, atlases and accommodation guides
• 10% Off All AA Publications • 10% Off All AA Publications
• Show Your Card & Save International Benefits • Advantage+ value differentiator
• AA Auto Shops • Show Your Card & Save International Benefits
• Continual Value • AA Auto Shops
• TE Stores • Continual Value Advantage+ value
• Continual Value differentiator
• AA Branded Products • TE Stores
• Continual Value • Continual Value Advantage+ value
differentiator
• AA Branded Products
• Continual Value Advantage+ value
KEY: Blue – Perceived/Actual Value
differentiator
Red – New (Proposed) Products Cont.../

38. ...cont/
Advantage vs. Advantage+ – Enjoying Mobility
(Travel Product)
• Inclusive in membership fees • Inclusive in membership fees
• Quarterly AA Traveller Magazine • Quarterly AA Traveller Magazine
• Actual value R60 • Actual value R60
• Biannual Magazine • Biannual Magazine
• Require Value • Require Value
• Online Routing – Web based service • Online Routing – Web based service
• Road information – Call Centre • Road information – Call Centre
KEY: Blue – Perceived/Actual Value
Red – New (Proposed) Products
• There is absolutely no doubt about the value that the Travel Product could provide to your members
• But, at this stage, I believe that special mention should be made about the focus and positioning of the Travel
Product, within the AASA stable of added value products
• A definitive and focussed plan should be developed to define the role of this product, and how it compliments, supports
and underpins the core product and the brand positioning
• Based on discussions, I believe there may be a huge possibility that the Travel Product may overpower the core product
through sheer volume
• If you decide to embark on this route, you may have to develop a communication plan that doesn‘t position travel as the
primary focus
• Even though, internationally, travel is a massive part of the business, it is clearly defined as a sub-brand of the AA
• Until such time as the AASA brand stands steadfastly on its own , positioned by the core brand product, perhaps the larger
scale model should be looked at as a delayed phase 2 launch

39. Advantage vs. Advantage+ – Beyond Mobility
Tertiary Membership Offering Mobility-related Lifestyle Benefits (Special rate products
& services, through AA Partners)
• BP * • BP *
• Instant value delivery at all BP partner stores • Instant value delivery at all BP partner stores
• MTN • MTN
• Connectivity (bundles, lower-end, affordable) • Connectivity (bundles, higher-end, higher-perceived value)
• Cellular-related products - enable us to • Cellular-related products - enable us to communicate with
communicate with the member the member
• Vodacom • Vodacom
• Connectivity (bundles, lower-end, affordable) • Connectivity (bundles, higher-end, higher-perceived value)
• Cellular-related products - enable us to • Cellular-related products - enable us to communicate with
communicate with the member the member
• Bosch * • Bosch *
• Diagnosis • Service – value R50 OFF • Diagnosis • Service – value R50 OFF
• Low value perception • Low value perception & require Value Diff for Ad+
• Midas * • Midas *
• Tyre & Shock-absorbers Partner • Tyre & Shock-absorbers Partner
• Depends on outcome of current negotiation • Depends on outcome of current negotiation
• All require Value Differentiator for Ad+
* Show Your AA Card & Save could be used as an identifier at these partner outlets
KEY: Blue – Perceived/Actual Value
Red – New (Proposed) Products /cont...

40. ...cont/
Advantage vs. Advantage+ – Beyond Mobility
Tertiary Membership Offering Mobility-related Lifestyle Benefits (Special rate
products & services, through AA Partners)
• ADT or AN Other • ADT or AN Other
• Home Security Products (cameras, Electric fencing • Home Security Products (cameras, Electric fencing & access)
& access) • PG Glass *
• PG Glass * • e-Car
• e-Car • Free 10-point safety check
• Free 10-point safety check • R50 voucher on your next service
• R50 voucher on your next service • Low value perception & require Value Diff for Ad+
• Low value perception • Data Dot *
• Data Dot * • X-Buy (Instant Gratification)
• X-Buy (Instant Gratification) • Home Security Packages
• Home Security Packages • Computer-related products
• Computer-related products • GPS products
• GPS products • Digital Cameras
• Digital Cameras • Hands-free kits
• Hands-free kits • Blue Tooth devices
• Blue Tooth devices Ad+ Membership will enjoy transparently-presented,
higher-value discounts and services than Ad
Membership
* Show Your AA Card & Save could be used as an identifier at these partner outlets
KEY: Blue – Perceived/Actual Value
Red – New (Proposed) Products

41. Advantage vs. Advantage+ – Experiencing Mobility
Simple, yet amazing Surprise & Delights programmes
• Birthday Programme • Birthday Programme
• Competitions to drive members to touch • Competitions to drive members to touch points
points (experience the brand) (experience the brand)
• Web, ground level stores & call centre • Web, ground level stores & call centre
• Specially-designed experiential programmes to • Specially-designed experiential programmes to
allow members to create a physical bond with allow members to create a physical bond with
the brand, i.e. events: the brand, i.e. events:
• Driver Training • Driver Training
• Anti-hijack • Anti-hijack
• I love my car day • I love my car day
• Security workshops • Security workshops
• Basic vehicle maintenance workshops • Basic vehicle maintenance workshops
• Self-defence classes • Self-defence classes
• Surprise & Delights • Surprise & Delights
• Totally random & unexpected, but with structured • Totally random & unexpected, but with structured
calendars and suppliers in place calendars and suppliers in place
• 3rd party lifestyle vouchers, which could be • 3rd party lifestyle vouchers, which could
redeemable on a monthly or quarter-to- be redeemable on a monthly or
quarter basis (these must be family-based quarter-to-quarter basis (these must be family-
benefits), i.e. based benefits), i.e.
• Spar Vouchers • Spar Vouchers
• The Fish Market Vouchers • The Fish Market Vouchers
These benefits should be the same as Advantage benefits,
but higher in value, and highly transparent/visible
KEY: Blue – Perceived/Actual Value
Red – New (Proposed) Products

42. Key Strategic Issues - Products
• Key strategic issues that may affect the launch product offering and the perceived
sincerity of the value of the MVP
– Layered Product Offering
• When a brand re-launches their product offering, it sometimes requires visible and apparent
change in order for customers to notice that actual change has taken place
• The increase in membership will be substantiated by the re-launch, but will the content of the
MVP be enough to substantiate the increase in membership fees?
• For example, if customers have not been ‗studying‘ the benefit structure in the past, no matter
how compelling the alterations in look and feel, the customer may still not be convinced to ‗read
the product‖ messaging
• We‘ve ascertained (and agree) that the value of core layers (1 & 2) is apparent as it is, which has
lead us to the decision not to add additional products (especially to the core offering, as it may
fragment the central buying idea – which is Roadside Emergency Services, )
• The cumulative (potential) value that is calculated for the products would undoubtedly (more
than) justify the membership fee and increase, but the visual product should equate in aesthetic
value
• Even though you redefine or restructure your entire product offering, there‘s no (or little) visible
change, which could result in a ―face value‖ scenario (the value will not change if they believe
their is no change)

43. MVP Launch
• Launch Date
• These products were specifically targeted for April 2008 launch
• Objective
• Retain members through the ongoing addition of value-added products and services
• Acquire new members through existing and updated touch points
• Communication
• Benefit Guide
• Magazine
• Website
• Call Centre
• Partner Shops
• PR
• Message
• You‘ve listened to your members – here‘s the additional value
• The 1st 2 layers of the core product would always be the ‗heroes‘
• Communicate actual value of the product, in comparison to the cost of membership
• The messaging for this level of the offering would have to continually be reiterated, until
existing and new members become familiar with the value
• Operations
• DM‘s could facilitate the evaluation of their products
• Create value for each product, by layer, and then for the entire product

44. Value-added Membership
Introduction of New Products
• Not positioned as new tiers
• The product offering must remain exactly the same as for Advantage and Advantage+, but be seen
to cater to specific demographic and psychographic needs, i.e.
• Life-stage
• Lifestyle
• Geographic location (introduction of ―needed or desired‖ benefits, geographic-specific)
• Income
• 2, 3 & 5 Year membership options/packages
• Sliding scale (the longest period being most financially attractive), after all, retention is the first stage of
acquisition
• Create Quantifiable Value
• Family packages
• Target all multi member homes with a ‗lucrative, irresistible‘ offer, to perhaps include members of the family
who are currently non-members
• This, by its very nature, adds a value paradigm to the offering
• Ideal opportunity to bond with young adults, who have reached the cut-off date, and are ready for their own
product (natural progression)
• Cost of membership based on a sliding scale
• Couple
• Couple with 1 child
• Couple with 2 children, etc
• Create Quantifiable Value

45. Value-added Membership
• Launch Date
• If these products are approved by the board
• I imagine we could launch in April 2008
• Objective
• As per our core product re-launch, we aim to continually and consistently add value to our
members, and thereby curb the loss of members and strengthen our base
• Distribution Channels
• Call Centre
• Website
• Benefit Guide
• Magazine
• Partner Shops
• Message
• Realigning our products to address the mobility and lifestyle expectations of our members
• Key Players
• Finance -
• Require costs
• Advantage
• Family (2 – 5 members)
• 2, 3 & 5 year Membership
• Advantage+
• Family (2 – 5 members)
• 2, 3 & 5 year Membership

46. AASA Resident Lobbyist
• Lobby for changes in legislation - in the interest of the member
• Attempt to convince public officials to favour a certain cause or take a certain action
• Directly related to any of your core products
• This will position AASA as the ―Champion‖ for the motorist
• The beneficial trust spin-off for AASA is enormous – The Authority
• High visibility, high exposure
• Sizeable and credible PR value
• Extremely confrontational
• The aim is to create controversy (but not for the sake of)
• The choice between which issues to choose or decide upon, should essentially be
conceived by the member (they are the cause)
• Issues that may impact on mobility, or their lifestyle, directly surrounding their mobility
requirements
• Become the ‗voice‘ for the people
• This could evolve into the greatest influence to purchase
• Once Joe Public sees the support that is advocated from AASA on behalf of their
members, he will want to participate
• Nothing creates a sense of belonging more than knowing you have a ‗big brother‘
figure in your corner

47. AA Lobbyist - Rollout
• Launch Date
• This is one product offering that may take time to implement, gain momentum and
earn the trust of the member
• Objective
• Communication
• This is a PR dream and should be channelled through PR exclusively
• This product would drive itself
• Message
• AASA are prepared to stand up to unfair legislation, in the interest of the members
• Marketing
• Need to assess the areas of legislation we would target (from member perspective)
• HR
• Find the candidate
• Operations
• Which of the chosen ―causes‖ we are able to access
• Weigh up the cost against an ―intangible‖ return

48. Additional Potential Short – Medium Term Product Development
• Products
• Road safety blinkers/flashers
• Runners
• Walkers
• Cyclists
• Motorcyclists
• Running Clubs
• Walking Clubs
• Reflectors
• These could be used as a social responsibility initiative or as a sales tool
(endorse safety, as well as create branding)
• Scholar Patrols
• Runners
• Walkers
• Cyclists
• Motorcyclists
• Running Clubs
• Walking Clubs
• Vast range of books relevant to your core offering
• Safety:
• On the Road
• Travelling
• Exercising
• High-jacking tips
• The Gold Guide? (Similar to UK‘s Green Guide)

49. Additional Potential Medium – Long Term Product Development
• The following benefits would be particularity beneficial to your ‗new‘ target member,
i.e. Home-based assistance and services, as well as home security
• Home Loans
• A natural extension to existing ‗financial products‘
• Perceived as high value
• Reinforces the desired ―Champion‖ brand quality
• Trauma Assist
• Call centre-driven services, focusing on non-emergency medical and family assistance
• Rape counselling (and perhaps cover and escalation to hands-on assistance)
• Poison centre
• Ambulance assistance at home level
• Bond Services
• To compliment the above
• Seek preferential rates on behalf of members
• Home-based, with unique value (to that of competitors)
• Enhancing AA Rapid Response Infrastructure
• Security is by far one of South Africa‘s top of mind concerns (down to individual level)
• Besides reinforcing the mobility facet of the product offering, we now have to address the
security of the member, whilst incapacitated
• This must not be positioned us as a ‗security company‘, but as the AASA, providing a sense of well-
being as part of the product
• The initial ―soft launch‖ will facilitate a learning organisation, which would allow for monitoring,
correction, exiting or enhancing the offering

50. Product Enhancements - Rollout
• Launch Date
• If these products are approved by the board (and there‘s buy-in), I imagine we could launch
in April 2008
• Communication
• Call Centre
• Website
• Benefit Guide
• Magazine
• Partner Shops
• Message
• Added value
• ―Volume-based‖ discount
• Operations
• Logistical issues
• Require costs
• Advantage
• Family (2 – 5 members)
• 2, 3 & 5 year Membership
• Advantage+
• Family (2 – 5 members)
• 2, 3 & 5 year Membership

51. Product Enhancements - Rollout
• Launch Date
• The products are ones that came through on research, from members or from ideas from our
international counterparts
• These are products which we could investigate down the line
• Communication
• Partner Shops
• Website
• Benefit Guide
• Magazine
• Call Centre
• AA Finance
• Marketing
• Define whether home-related financial products (a) are desired (b) complimentary to core
• Message
• Added value, through building on our current offering
• Financial & Branded Product
• DM‘s
• Source products
• AA Finance
• Discuss the feasibility of adding additional financial products

52. Communication Messaging
• Imperatives
– Permission
• It has become the consumer‘s prerogative to command the channels through which, and
manner in which, they want to receive their communication
• We would have to embark on an exercise to garner this information from them (with cleaver
coercion from you, to facilitate your preferred channels)
– Easy in, Easy out
• Just as consumers get to choose their communication means, they are also entitled (and
demand) to and opt-in, opt-out facility, at their convenience
• The newsletter subscribe and unsubscribe, from the same members, is being utilised more
and more
• They want the option to receive communication, but at their request
• Make archived newsletters available to members who wish to bounce their communication
choices
– Relevant
• Consumers are inundated with messaging
• If it‘s not core or related to your peripherals, it‘s irrelevant
• The next messaging they don‘t read... may be yours!

53. Communication
We listened to what our customers wanted
and acted on what they said.
Good things happen when you pay attention.
John F. Smith

54. Communication Channels
• Have you communicated?
• What do the these different channels do?
• How are they perceived?
• How are they received
• Are we reaching the correct customers?
• Is the messaging appealing enough?
• What is their objective?
• What is the ROI?
• How do we measure response?
• How interactive are they?
• What can they do for the brand?
• What can they do for the product?
• How can they endorse business objectives?

55. Communication Messaging
• Imperatives (continued)
– Consistent
• There is only one thing worse than not communicating with your members, and that‘s creating a
platform, which creates expectations, and not following through
• If a decision is made to communicate regularly, or in a certain manner, you cannot move the goal
posts
• Consumers may be the
– K.I.S.S.
• Keep it simple silly...
• Have a point, keep to the point and make it!
• Even though some channels encourage a proliferation of information (e.g. the website), you should
still maintain an ease of access and use
• Your new market is not illiterate or stupid – they are simply becoming accustomed to having their
needs met
– Personalised
• Spam, unsolicited communication, proliferation of communication... are the norm, not the
exception
• Personalisation used to be a ‗warm-fuzzy‘ tool that encouraged bonding
• Now it is being used as a tool to address the person, get their attention and prove your
communication is not unsolicited

56. Communication Channels - Consistency
• There is one significant imperative that the brand will have to address
• Consistency is of paramount importance
• Every single customer touch point should be consistent, whether the customer is
driven to the call centre, web, magazine, mail or events
• When looking at any form of Customer Relationship model, companies are
primarily so focussed on creating single view of the customer, they tend to
forget about the image that they create in the eyes of the customers
• If customers receive conflicting messaging, they tend to develop perceptions of
fragmentation and dissipation
• This becomes crucial for an industry such as AASA
• The brand is attempting to create a position of strength, utilising all the powerful
descriptors that are meant to protect, serve and defend
• If you cannot create a consistent presence for the members, they will loose faith in
the brand and product rapidly
• My recommendation is to populate the internet website with all the information that is
possibly available on the brand and products
• Once you are satisfied with the content, the only should we look at the production
and implementation of the remaining channels

57. Communication Channels & Membership Segments
• Utilise the web as your primary communication medium
• Drive members and non-members to the web
• Addresses all your needs in one dynamic package
• There are members who do not have access to the internet
• Develop cohesive communication plans that address each member
• It‘s cost effective
• It‘s easily maintained
• The functionality is infinite, the possibilities enormous
• Integration into the call centre and support staff
• Technology has enabled affordable applications that could address these
needs
• Staff integrated into the backend of the internet platform
• Partners integrated into the backend
• Enabler of member tracking and purchase behaviour
• Less margin for error
• Higher degree of consistency and accuracy

58. Communication Channel Matrix 1. Least Expensive
5. Unreasonably Expensive • Personal
• Limited-budget-faux pas • Exclusive
• Highly impersonal • Secure
• Immeasurable • Highly measurable
• Ambiguous and subjective messaging • Cost-exempt
• Enormous cost (spray & pray) • Multi-functionality
• No interaction (unless coerced) • Revenue-generator
• All push, no pull • Interactive
• Least credible of all mediums • Equal push & pull
• Little (or no) value perception
Internet
6. Remarkably Expensive
• Personal
• Exclusive 2. Slight Cost
• Beneficial • Personal (unless perceived as
• Somewhat measurable SMS/ spam)
• High cost Advertising • ROI comparative against
• High retention value
Mobile membership
• Multi-functionality • Singular function
• Revenue-generator • Cost to interact
• Highly Interactive • All push, some pull
• Product focus
• Equal push & pull
4. Highly Expensive
• Highly personal 3. Moderately Expensive
• Immeasurable (unless Direct Mail Call • Operationally expensive
coupon/voucher-driven) Centre • Measurable
• Labour intensive (for brand • Highly personal (but could be
and members) invasive)
• Enormous cost per member • Singular function
• Focussed messaging
Public • Inconvenience
• No interaction (unless Relations • Reticence to interact (put on the
coerced) spot)
• All push, no pull • All push, no pull

59. Communication Channels – Call Centre
Watch your thoughts; they become words. Watch your words; they
become actions. Watch your actions; they become habits. Watch
your habits; they become character. Watch your character; it
becomes your destiny.

60. Communication Channels – Call Centre
• This channel has by far, the highest touch value
• If any department in the organisation has a direct influence on the member‘s decision to join or not, or leave
or stay, it‘s the Call Centre
• Call Centre operators become the front line of the organisation, and it‘s here where perceptions are created
• Besides the fact that this is a high cost, high touch, high impact channel, the margin for error is exponentially
greater than any other channel
• There is a high level of misinformation, lack of information or conflicting information at the Call Centre level
• One of the primary functions of identifying channels, purposes and strengths and weaknesses, is knowing
what the limitations off each channel are
• In so doing, you are also able to identify the strengths of the various channels
• You need to define the primary role of the Call Centre, and that should be the servicing of the core product
offering
• This is what the brand is being measured on, by the members and the industry alike
• Training, education and communication will be key for this area of the business
• Once the board has bought into a final direction, you will be able to look into structured empowerment
programmes, so that the Call Centre can supply the best services, for which the environment was created
• Ideally, you should try to minimize outbound contact, in favour of encouraging inbound traffic
• This reiterates my point regarding the Call Centre being a Contact Centre, as opposed to a Call Centre
• This channel should be utilised as a point of contact for members requiring your core products for critical
assistance

61. Communication Channels – The Guardian Magazine
• For working purposes, we will call this vehicle ―The Guardian‖
– You have identified the need to create value for your primary membership base, Advantage (90% of the base)
– The first embarkation point is to look at the way in which you communicate with this segment, the tone &
manner and the vehicles with which you communicate
– The current ‗yellow DL format‘ has been earmarked for major change
– You will investigate the possibility of creating a more aspirational, quality-driven ―coffee-table-type‖ publication
• The primary objectives are:
– Retention (through added value and to relook the current member-get-member incentive, by adding an
additional month‘s membership for every new member introduced... thereby creating optimised tenure)
– Education (utilise this as a primary voice to educate members on their own value offering, as well as all other
product offerings; cross- & up-sell opportunity)
– Information (relevant to the member, specifically driven though your core product, that being mobility)
– Add value (in addition to perpetual reiteration of benefits, you could present various ‗lifestyle‘ benefits through
this medium)
– Present a medium/vehicle that epitomises the core value/equity of the AASA brand
– Acquisition (through value creation, you develop Ambassadors for the brand, whom in turn endorse the brand
on your behalf; also, you will continually highlight your product additions to cross- & up-sell)
– Channels/Barriers to Entry. The magazine must act as the traffic controller for the way in which YOU want to
control the flow of information (i.e. circumventing call centre queries to web, controlling touch-points between
the brand and the members)

62. Communication Channels – The Guardian Magazine
• What does ―The Guardian‖ stand for?
– Champion of the motorist (Public Affairs initiative)
– The mobility spokesperson/icon, representing the member and brand, simultaneously
• Distribution
– Primarily targeted to your member base
– Distribution through TE Stores and AA partner network
– You would eventually aim at taking the publication commercial (when critical mass of your ‗value proposition‘ has been
achieved – sufficient positioning of the AASA to enable retailing the publication with credibility)
• Content
– Your core and surrounding benefit platforms are the most crucial element in the MVP project
– You will continually reiterate the benefits in a memorable, concise, understandable and consistent manner
– You will select one or two benefits in each issue, to theme the publication, and show how the benefits become relevant
to the member‘s well-being, security, protection and defence
– Introduce the ―Surprise & Delights‖ benefit offering (continually amaze and charm your members)
• WIN, SAVE, GIVE
– Win
• Competitions driven through partners (a certain controlled amount or value per issue)
– SAVE
• The whole MVP project is based on perceived value, the magazine as its communicator, which will consistently
endorse the ‗Save‘ or ‗Value‘ angle
– GIVE (Public Affairs initiative)
• AASA should adopt a charitable cause, one that is preferably chosen by the members (but not dictated by)
• These initiatives allow the brand to ‗step away‘ from the corporate platform, and feature at community level,
which members relate to far easier

63. Communication Channels –The Guardian Magazine
• Support from Selected Partners
– Continually underpin the core/key focus
• Defend
– Become the industry/legislative spokesperson for the member, further qualified by the
presence of the Lobbyist
• Partner List
– Specifically selected partners – communicating clearly defined benefits
• Members
– Transparency between product offerings
– Solicit feedback
– Generate participation through interactivity, i.e. Feedback pages, success stories, etc
• Showcase
– Present event pics, member pics, store pics, functions, etc
• AASA Diary
– Highlight important events, as well as any important AASA events and functions, i.e.:
• Workshops, Forums, Gatherings, Meetings
• Show Your Card & Save
– This would be the ideal vehicle to broadly showcase the offers that the members is entitled
to, through the SYC&S programme
• Membership Data
– Continually emphasise the necessity of correct data and reward for participation

64. Communication Channels – The Guardian Magazine
• Key Strategic Factors
– This medium will, through its very nature, draw advertisers away from AA Traveller
– This will attract the advertising revenue from the AA Traveller significantly, allowing us to see a
balancing of costs vs. Expenditure
– Your aim should be, however, to make this publication self-liquidating (and not at the expense of
the AA Traveller or current ‗perceived‘ benefits)
– This vehicle will be far more than a ―Club Magazine‖
– The Guardian's primary objective, is to continually reinforce the value proposition
– Education will play a vital role in creating the awareness of the benefits structure
– This vehicle will become immensely valuable to AASA, as a communication tool for those
members who do not have access to the web
– We hope that this magazine will generate sufficient credibility, so that you may present it to the
public as a ―specialist consumer‖ or ―commercial special-interest‖ platform
– This will be used as a constant, silent salesman, in that you will continually find mechanisms with
which to cross- up- and sell membership... through value and focus
– The credibility of the ―spokesman‖ will eventually determine its true value in the marketplace
– This includes the emphasis you place, internally, on how much exposure, authority, visibility and
ownership you are prepared to embrace

65. Communication Channels – AA Traveller Magazine
• Key Strategic Factors
– There is a huge possibility that the new Guardian will draw a lot of revenue from this publication,
by attracting the ad spend into a targeted ‗mobility‘ vehicle
– Once the final product is defined, you will be able to identify the magazines purpose (future print
runs will also allow us to see the impact that the Guardian has on the Traveller)
– There has to be a support element in the Traveller, for the core service offering
– No communication should go out without addressing the primary MVP objective of acquiring new
members
– It has been discussed that the AA Traveller could be mailed, either with the 1st issue of the
Guardian or to combine the 2 publications
– My recommendation (being fully aware of mailing costs), is to hold back on the Traveller, for 2
extremely crucial reasons
1. If the Traveller is mailed with the Guardian, I believe you will be taking 10 steps back
The focus behind the MVP programme is to consolidate and separate the value from the perceived low
value products
This relates directly back to the number of different partners Travel have secured
This will create confusion, distortion and minimise the impact that the new MVP programme should
enjoy at launch
2. The Travel product is still being developed, in a rush to meet an April deadline
My concern is that the Travel programme will not underpin the core offering, but rather dessimate the
value, through sheer volume

66. Communication Channels – Internet
• Key Strategic Factors
– The web is not just a ‗show card‘ to create a ‗presence online‘
– However, this is your first line-of-sight medium, and by far the most accessible
– The platform must be a true reflection of your brand
– However, it must invite interactivity, participation, utilisation and boomerang visits
– The content must encourage continual excitement, to entice customers to return
– However, technology can become your enemy if the backend is not designed correctly
– It‘s quick to lose a browser who cannot find information or functionality, through poor design
– One must also not become enamoured by animation or flash design, as this slows downloads
– The average browser is prepared to wait for 3.2 seconds, for a page top download, before he
clicks out
– This, despite its impersonal interface, could become a warm experience for your customers
– The value proposition should be address at all levels, including accessibility, information, content
and relevance
– This is a vehicle that more and more companies are demanding a ROI from
– It is the most dynamic medium available, can be changed or update with little or no fuss and if
used properly, could well become your primary communication channel
– It becomes a data collection
– The web portal now becomes a working model
– You create a sales channel through e-commerce

67. Communication Channels – Internet
• Key Strategic Factors
– There simply are no limits when imagination and web meet
– It‘s a highly measurable tool, and can (and should) be used to collect voluntary information from members and
potential members
– A browser should never leave the environment without being given the opportunity to subscribe to a relevant
product
– If accepted, it will be the first step to cultivating a relationship, with the aim of conversion
– Ideal vehicle to sell product from
• Membership
• Books
• Travel
• Branded Products
• Eventually, look at booking events, workshops, competition and happenings
– At least you will know who has shown interest, the level of interest and their propensity to purchase
– A unique username and login interface should be implemented for members
– This will facilitate a whole new paradigm of relationship building
– The only issue regarding this development, is that there will consistently have to be dynamic and new
information, as well as unique content
– Interactive mapping and online route planning is an excellent mechanism for attracting the youth, as well as
creating a youthful and contemporary positioning
– This is a simple platform to build and maintain, but will take dedication to manage
– Another benefit of the web, as a touch point, is trigger mail
– As a purchase is made, or a browser joins the AASA, or anyone participates in an activity that could require a
response, a trigger is created which sends an e-mail, personalised, back to the person‘s computer
– This allows for more contact opportunities

68. Communication Channels – Direct Mail
• Key Strategic Factors
– This channel will be used as the vehicle to carry the launch pack to all customers
– Direct mail is traditionally used when you have one, strong, focussed message,
with a specific call-to-action offer and entry point
– Direct mail is an incredibly effective medium, as it has a high touch value
– This is a ‗tangible‘ element in the member‘s hands
– This channels commands responses
– The interactivity potential is also high
– This platform allows for m
– Multi-message functions
– It could then, easily, facilitate any of the following applications
• Education
• Information
• Carrier for tangible products and benefits
• Solicit feedback through response forms
• Add value to the member‘s immediate environment
• Deliver benefits, through coupon or voucher delivery

69. Communication Channels – Partners
• Key Strategic Factors
– It is an imperative for the AASA to identify all channels to market
– Another key channel is your partner locales
– Every single communication element that features the AA logo, should include a strong
call to action for acquisition, with clearly highlighted entry points/touch points, whereby
they can conveniently join without barriers to entry
– Travel Experience Stores have already been identified as a no-brainer sales
environment
– The mending of the relationships with the TE stores will also assist in creating an
environment that is conducive to AASA
– The customer is in the store, where the value could be instantly demonstrated, through
travel offers and value
– You shouldn‘t not rely on TE store owners to sell-on for AASA,
– You would therefore need to allocate resources to this initiative
– The returns could be worth while

70. Implementation & Maintenance Programmes
• Launch Programme
– What are you going to launch?
– How are you going to launch?
• Migration Programme
– Consolidation of segments
– Action and Alliance
– ‗Upgrading‘ these 2 tiers into the Advantage tier
– What are the mechanics involved?
• Retention Programme
– The most crucial programme to address
– How are you going to keep your customers from churning?
– Once you have a member on board, the cost to maintain them is miniscule, compared
to the cost to acquire a new customer
– The MVP, to a large degree, addresses this opportunity
– Community involvement
• Renewal Programme
– Develop a seamless renewal process
– Triggers to renew

71. Launch & Maintenance Programmes
• Acquisition Programme
– Channels and tools for acquisitions
– Introduction of experiential/emotive marketing to engage members
– Value-driven mechanisms (without dissipating the brand equity)
– Utilisation of all your contact points
– The MVP addresses many of these issues
• Tenure Recognition Programme
– Reward members for their custom
• Reactivation Programme
– Programmes to acquire members, who have previously been members, through
reactivation
– Fish where the Fish are!
• Internal Relationship Marketing
– It is here where the passion begins
– The drivers
– The custodians
– The biggest problem child
– The best for last

72. Launch Programme
• Objectives
• Re-launch the MVP in its new form (and higher value perception)
• Reiterate the core product offering and highlight the value
• Launch The Guardian (part of MVP offering)
• Announce the launch of the new website, encourage traffic to the new portal
• Through the increased MVP, convert your members into ambassadors for the brand
• Anticipated timing – 16 April 2008
• Launch Pack
• Direct Mailer to entire base
• Presented to members in the new membership pack, comprising:
• Letter
• Envelope
• New ―AA Card‖
• New benefit schedule
• Tangible gift, i.e.
• Sticker with contact details for vehicles NB – Encourages
• Fridge magnet for accessibility at home TOMA
• The Guardian – 1st Issue
• Confirm inclusion of the AA Traveller

73. Launch Programme
• Another element we‘d like to include, as part of the launch pack, is a feedback card
• Ideally, this element would be attached to a ‗postage paid‘ mechanism (reducing barriers to
participation)
• This element has a triple purpose
1. Request a personal information update
2. Member-get-member Opportunity (the card will refer to the benefit guide, so that they
can ‗assess‘ the value of the new incentive
3. This is the ideal time to request members to supply their communication preferences
• Another element we‘d like to include, as part of the launch pack, is a feedback card
• Ideally, this element would be attached to a ‗postage paid‘ mechanism (reducing barriers to
participation)
• This element has a triple purpose
1. Request a personal information update
2. Member-get-member Opportunity (the card will refer to the benefit guide, so that
they can ‗assess‘ the value of the new incentive
3. This is the ideal time to request members to supply their communication
preferences
• We must look at as many ways as possible to trigger active participation, enabling the
experiences the member encounters throughout their relationship, with the brand
• The experience elements is the key differentiator to our existing programme and to
that of our competitors programmes

74. Migration Programme
• This programme is a once-off, as it address 2 segments in your membership
base, but the segment is quite large
• The migration, therefore, has to be treated carefully
• Should you decide to proceed, you could implement a gentle approach that
will require no additional mailing, communication, packs or education
• All the information will be included in the membership pack
• The only difference between the packs, would be the personalised letter,
explaining to Alliance and Action that they have been migrated because of the
new MVP, and to attach higher value to their product
• These members see immediate value through the migration into the Advantage
segment

75. Migration Programme
• Strategic Concerns
• However justified (for good reason), there are a few concerns with the logistics and
possible fallout with regards to this decision
• This is a large segment of the base (± 75 000), and warrant the concern
• There is a system issue, which I believe you can address
• IT are concerned about ‗losing‘ some customers, by migrating them
• I have recommended not to move them, per se, but to flag them, i.e. Advantage Alliance and Advantage
Action and manage them as Advantage members, where they are
• There is a concern that if Action and Alliance move to Advantage, that existing Alliance members
may find out and react negatively (due to the lower membership fee)
• I believe this too can be addressed
• If any of the current members do find out (especially those that could‘ve qualified for Action or
Alliance), the simple answer is, that those products were (completely transparently) featured as one of
the tiered products for the last couple of years
• One other concern was about moving all the members over at once and increasing their
membership fee
• Should you not increase their membership on their anniversary?
• If you do migrate them and increase their membership, their perception will be that the AASA did
intentionally to increase their membership fee
• The drop off because of that could be a blow
• I was going to recommend that you utilise this shift for PR purposes, i.e. Looking after the
elderly and young adults, but if there is a concern, I would not push the issue, but rather aim
for a seamless shift into the new tiers, and the subsequent consolidation of 2 defined products

76. Migration - Mechanics
• Gentle phasing out of Action & Alliance
• This migration strategy also allows us to cross sell the new ‗family package‘, targeting the
adults though the younger market, or visa versa (the value in owning family membership
should be transparent – based on the numbers, that is)
• The 2, 3 & 5 year products could be a useful package to target the Alliance segment
• We recommend that the new extender be introduced at launch, as a natural extension to the
current product offering – in the interest of the member
• Segmented for each tier
• Alliance Members
• Action Members
• Advantage
• 2, 3 & 5 year
• Family
• Alliance Members
• Action Members
• Advantage+
• 2, 3 & 5 year
• Family
• Direct mailer at launch, including the new Advantage launch pack
• Specific and personalised messaging to the two target segments
• Emphasis on the additional value and extension of current benefits
• If you are able to cross-sell these products to these members, it would address the concerns
regarding the sensitivity of pricing from the current Advantage members

77. Retention Programme
• The entire MVP offering has been created with this objective in mind
• The simple answer is...
• If we‘ve positioned the MVP correctly, communicate correctly, listen and address the
member‘s needs, the default result will be retention
• The two aforementioned product enhancements, i.e. Extender and Family, may give
you the tools with which to cross- or up-sell this member
• If that is a key imperative, you would have to develop processes that would highlight
the procedures you would address in converting these members
• The whole idea is not to acquire new members with the sole aim of selling the
product and moving on, but how you manage the member and his experiences,
throughout the relationship
• The entire proposal emphasises the beginning of the relationship and the trigger
points required in renewing the member
• We will need to develop the mechanisms to draw the members to the touch points
consistently and ensure that the relationship is a rich an fulfilling one
• A primary focus of the retention programme then becomes one of cross- and up-sell
and the management of their relationship with the brand
• Central to retention should always remain on the fulfilment of our core MVP –
Assisting to their needs when it is really required

78. Acquisition - Mechanisms
• We have looked at acquisition from a fresh angle
• As mentioned, we do not want to go out to the open market, spend the entire budget on
a TV or radio campaign, with no ROI and with a (probably meaningless) message ,
which would ultimately do nothing for the MVP, at this level
• Your communication channels are identified and the objective of each clearly defined
• We will be utilising experiential/emotive marketing tools to realise many of the acquisition
objectives
• These are some of the product we will look at to:
• Acquire
• Cross-sell
• Up-sell
• Experiential Marketing
• High visibility workshops
• Exclusive events for members
• Highly visible to open market
• Bundling
• Bundled with desired/wanted electronic items
• Incentive-based
• Member-get-member
• Tenure

79. Acquisition - Bundles
• Another fresh element we are recommending is bundling products
• This will be a value-based offer, for membership, but there‘s a huge difference...
• We are going to bundle partners products, at a discount, when thy purchase AA
membership
• This ensures that you do not erode your brand equity, to sell someone else‘s products
• Based on history, when the membership was bundled with the cellular product, and the
membership was sold at a discount, it never worked
• People would see the value in an discounted electronic product far easier than an AA
membership (due to the nature of the brand)
• These are some of the examples
• Data Dot
• Smash & Grab
• Navigation Systems

80. Acquisition
• This product has already been unbundled in the launch phase, but is one of our added-value
product enhancements that could drive acquisition (and perhaps retention... Through
choice, we are able to maintain member‘s attention for longer )
• Introduction of New Membership Bundled Packages
• This market should NEVER be offered a product that is not available to our current base
• Any of the products mentioned in Lifestyle Accessibility can be bundled with AASA
membership, to increase receptiveness to uptake
• Introduction of New Products
• 2, 3 & 5 Year membership options/packages
• Family packages
• Re-evaluate Incentives
• Member-get-member
• Current incentive R50 voucher on branded goods
• Low aspiration, low value perception, low relevancy, low diversity, low utility = low appeal
• Your are aware that your stickiest customers are your best ambassadors
• Look at what incentives are being introduced in the marketplace (and what will benefit the
customer)
• Introduce a ―one month FREE, for every member introduced‖
• New members or ―winning introducers‖ given exposure and recognition on the web, or THE
quarterly ―winning introducer‖ is interviewed for The Guardian, creating involvement and –
SHIFTING OWNERSHIP!

81. Experiential Programmes
• Objectives:
• Generate physical events and workshops (relevant to the brand) encouraging members to
participate
• They are therefore ‗touching‖ the brand
• Also, all the events will be in areas which have high pedestrian traffic, in order to ‗expose‘
the brand to the open market, but through experiential marketing
• Touching Mobility includes all the touch points a customer could encounter when
accessing the brand, and includes:
• Events
• Call Centre
• Internet Website
• Above-the-line Advertising
• Below-the-line
• AASA Direct
• Partners
• All must be consistent
• All must have high visibility
• Launch with MVP launch, in April 2008
• Highlight the new benefits to the membership base
• Develop a marketing plan for experiential events
• Negotiate lifestyle benefits for the next quarter