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Building Experiences to Drive Stronger Engagements

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Interactive Customer Experience (ICX) Summit 2019 will feature a breakout session titled “Building Experiences to Drive Stronger Engagements” We asked the panelists for that session to answer this question:

What steps should businesses take into building a complete customer experience? And how can you measure their success?

Richard Ventura
VP of Strategic Management
NEC Display Solutions of America

In order to build a complete customer experience a company must fully understand the pain points of their clientele. What drives their engagement and what will increase their opportunity to engage, purchase, and reengage? What drives their purpose and what will increase the likelihood of further engagement. Once they understand this ever evolving need they should look at how clients engage with their brand and what are ways to increase brand equity and increase continued positive engagements.

Measurement of effectiveness are built through development of ROO (Return of Objective) metrics and aligning those metrics and measurements to define success. Success, while heavily aligned to increased sales, must also be aligned against core objectives (increased engagement with brand X, increased demonstrations of brand y, increased social media posting of brand z, etc). These objectives, once defined and aligned with measurement become the building blocks for defining ROE (Return on Experience) and eventually ROI (Return on Investment). All of these journeys are personal and must be defined within the confines of the business and aligned against corporate objectives.

Monica Minford
Senior Director of Digital Marketing
HuHot Mongolian Grill

We’re looking at download rates to ensure our restaurants are communicating the benefits of the HuHot Rewards app, and then measuring incremental sales from the personalized campaigns we push out to app users.

Rachel Layton
VP of Marketing + Growth
Taziki’s Mediterranean Cafe

While there is a myriad of metrics to gauge the success of a mobile loyalty program, there are three key KPIs that must be analyzed. Enrollment rate, frequency and spend. The ability to drive a healthy loyalty program rests on the ability to enroll guests and keep them engaged. This must be done by effectively communicating the value proposition to the consumers considering the loyalty program fatigue that exists today, as well as crew members that may be tasked with enrolling the consumers. A successful member count will also fuel a substantial sample size for mining consumer data (the real capital of a loyalty program) which should be used to improve the loyalty program and inform universal business decisions.

The loyalty program should also serve to encourage a behavioral shift to drive incremental frequency and spend. A baseline should be measured in order to gauge the increase in these two metrics. Ideally, this can be tracked down to the individual level in order to identify consumer behavior before joining the program and after joining the program. Metrics demonstrating the behavioral differences between members and non-members should also be tracked as the delta between the two serves as a strong case for the value of the program.

Experiencing success in these metrics serve as the recipe for a strong and motivating mobile loyalty program

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