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Owning the Digital Guest Experience

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Interactive Customer Experience (ICX) Summit 2019 will feature a breakout session titled “Owning the Digital Guest Experience” We asked the panelists for that session to answer this question:

What responsibilities do businesses have to providing “don’t be evil” practices in regards to the guest experience?

Matt Olsen
Director of Digital Guest Experience
Firehouse Subs

We interact with millions of people through our marketing campaigns and digital experiences. We are part of modern society’s everyday life. But we are also the bombardment of relentless attention-grabbing and manipulation to sell our products and services. We are the plot devices in dystopian visions of the future. There’s a certain moral ambiguity to a successful digital experience that creates a business impact by influencing people. If we’re doing that, we must have a conversation about the ethics of it. We can either work to fulfill the dystopian prediction, or we can commit to responsibly using our position to help our users and maybe even help society.

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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