kathleen ostoich: portfolio
experience-loyalty 360. graphic designer. cincinnati,oh.march 2009 – present. in-house designer for professional marketing association aimed at loyalty and engagement marketing specialists. create, design, and manage loyalty 360 brand and three sub-brands, including marketing collateral and show materials for annual conference. complete design and coordinate printing of quarterly professional magazine. assist in update of website design and functionality. participate in building strategy for company growth. requires self-direction and management, strong attention to details, and ability to manage large projects in a team environment.
-libby perszyk kathman. graphic design co-op. cincinnati,oh.september 2008 – january 2009. graphic design firm specializing in consumer packaging and branding. actively design consumer packaging concepts. participate in client and in-house presentations, as well as new business ideation sessions. requires personal accountability, active creativity, the ability to work well in a team, and highly developed branding skills.
-t.rowe price. graphic design co-op. baltimore, md.march 2008 – june 2008. in-house graphic design firm specializing in print design for both t.rowe price clients and external retirement services. ideate and design concepts for retirement service collateral campaigns. aid designers in creating internal, branded promotional collateral and environmental graphics. actively participate in brainstorm sessions. requires interpersonal skills, organization and time management, and superior print design skills and knowledge.
-kate keating associates. graphic design co-op. san francisco, ca.march 2007 – december 2007. small environmental graphic design firm specializing in signage systems in health care, civic, and residential centers. aid designers in creating new signage systems and changes in existing systems. assist with the technical development, production, and installation of signs. requires the ability to work collaboratively in a team environment and with clients. needs self-direction, drive, and clear critical thinking skills.
kathleen ostoich1466 wolfangle rd. cincinnati, oh. 45255.
cell phone: 513.235.7595. email: [email protected]
educationuniversity of cincinnati. cincinnati, oh. fall 2004 – spring 2009.
college of design, architecture, art & planning. bachelor’s of science, graphic design.
participated in the professional practice program, alternating quarters of study with work experience.
gpa: 3.72/4.0, cum laude. dean’s list 11 of 12 quarters.
anderson high school. cincinnati, oh. fall 2000 – spring 2004. honors diploma. gpa: 4.125/4.0. rank: 10 of 370.
activities & honorschi omega sorority. university honors scholar. american institute of
graphic artists. fundraiser & participant in the make-a-wish foundation’s walk for wishes, the american cancer society’s relay for
life, the susan g. komen race for a cure, & the leukemia and lymphoma society’s team in training (nike women’s marathon). recipient of the
voorheis founders cincinnatus scholarship.
extrasproficient in adobe creative suite and after effects. experienced in
microsoft office and html. mac and pc trained. knowledgeable in photographic and darkroom processes.
packaging + branding
bienfang paper products design–the chesapeake group {cincinnati, oh. 8 member
design team}–graphic design co-op, junior designer on project–acted as art director on “tactile art supply” photo
shoot and was integral in solving major layout issues for oversized art books
–recipient of gd usa’s 2008 american package design award {retail}
sketchbook cover layout {9"x 12"}
®
®
®
®
07PD2-051616. Bienfang WatercolorDC12
Building Brands by Design
newsprint pad cover layout {18”x 24”}
watercolor pad cover layout {9”x 12”}
American Package Design AwardsPACKAGING, POP AND THE INSTORE EXPERIENCE
A jammed marketplace, brand-weary consumers,
global competition: It’s no wonder that designers
face an unprecedented amount of pressure to
convey messages that effectively differentiate
themselves and their clients.
Under such conditions, packaging and instore graphics are
playing increasingly critical roles at the point of sale. This year,
we reviewed more than a thousand examples of contemporary
package design. What follows is the cream of the crop, making
for an informative, inspirational and lively read. If looking at
these materials is not just plain fun, we don’t know what is!
SPONSORED BY YUPO
gd-usa package design awards
110 GDUSA
retail
Design Firm: Target Corporation, Minneapolis MN Title: Dominique Cohen for Target Art Director: Jessica Chorney Electronic Production: Sarah Anderson
Print Buyer: Sue Elias Marketing Planning: Melissa Lewis
Design Firm: The Chesapeake Group, Inc., Cincinnati OH Client: Elmer's Products, Inc. Title: Bienfang Art Pads
Design Firm: Tom Fowler, Inc./TFI Envision, Inc., Norwalk CT Client: HoneywellConsumer Products Group Title: Bendix CQ Ceramic Brake Pads Packaging
Creative Director: Elizabeth P. Ball Art Director: Mary Ellen Butkus Designers: Brien O'Reilly, Phillip Doherty
barbie packaging exploration–student work {university of cincinnati}–4 unique rebrands of the iconic Mattel doll Barbie,
aimed at different markets {standard, boutique, collector’s, etc.}
–use of oval cylinder to showcase doll and the historical nature of the vintage dolls
–use of patterns and dramatic photography emphasize exploration of fashion, its personality, and its history
2007 standard market package {full size: 4.5"x 12"x 3"} 1953 collector’s market ovalpackage {4.5"x 12"x 3"}
2007 standard market package {full size: 4.5"x 12"x 3"} 1962 standard market oval package {4.5"x 12"x 3"}
finished product
bounty spring 2009 club pack
packaging option using bright colors and fun, playful feel
packaging option with a fresh, spring-time feel
–libby perszyk kathman {cincinnati, oh. 200 member design team}
–graphic design co-op, junior designer on project–seasonal brand extension emphasizing a spring-
like feel and impressive shelf pop with bright color and exciting illustration
icon development + application–student work {university of cincinnati}–branding application of icons to a new upscale,
yet fun, kitchen supply store {kitchen} offering specialized cooking instructional classes
–colors derived from the natural landscape and the vivid palette of ripe produce
color icon solution over >>
kitchen:icon system
kitchen:color palette
black and white kitchen tool icons
environmental banners
photo detail
employee uniform
shopping bags recipe binder and cards
post-it recylable notesproduct flat {3”x 3”}
recyclable notes with contemporary tree secondary logo
–libby perszyk kathman {cincinnati, oh. 200 member design team}
–graphic design co-op–junior designer on project–new product introduction utilizing established
brand with a fun, fresh design emphasizing the eco-friendly aspects of the product
–unique illustration and iconographic approach
recyclable notes with stylized, retro illustration
loyalty management magazine–loyalty 360 {cincinnati, oh. 1 designer team}–graphic designer–lead designer on project–quarterly professional magazine designed to
increase learning about loyalty and engagement marketing
–updated design for second year of publication; more current, sophisticated, and legible branding was achieved
–designed in a welcoming and friendly manner to add readership and ease the reading long text
powered by Loyalty 360
Volume 2 Number 1
Winter 2010
2010: The year you invest in Social Media
GLOBAL PERSPECTIVES & COALITION
Across the Ocean Blue
The Private Label Credit Card Dilemma
Making the Connection: Employee Engagement and Customer Loyalty
TRENDS & PREDICTIONS FOR THE YEAR AHEADNEW YEAR, NEW WORLD
Investing in Customers Ahead of the Recoveryby David Rosen & Michael Greenburg, Loyalty Lab
28
FEATURES
Loyalty Management™ • LOYALTY360.ORG
2010 will likely be known as the year the global economy emerged from the Great Recession. While loyalty marketing was
one of the few sectors that benefited from the downturn, the industry must now shift the tone of its message towards growth.
Loyalty Lab’s David Rosen and Michael Greenberg outline the six most important areas where marketers can maximize their loyalty
investments as their focus moves from retaining best customers to creating significant numbers of new ones.
Investing in Customers Ahead of the Recovery2009 has been a difficult year to justify additional business investment. Inventories have been depleted to save cash, factory orders as a result
have softened. Imports, production, consumption are stagnant, and most impactful on a daily basis: unemployment continues at near double-
digits levels.
Signs of recovery are mixed but hopeful. In Q3 several signals showed a bottom in economic conditions, including the highest level of the
consumer confidence index in a couple of years plus an upturn in the S&P/Case-Shiller Real Estate Index. But retailers, CPGs, and manufacturers
are experiencing significant anxiety regarding whether consumers will open their wallets in the 2009 holiday season. The NRF recently forecasted
a 1% decline in 2009 holiday sales from already poor 2008 results.
Loyalty Management™ • LOYALTY360.ORG 29
An Economic Bright SpotDespite the slow recovery and cautious budgeting, one area
clearly not affected by the recession is marketers’ investment in
retaining and enhancing the value of their existing customers. Simply
put, smart marketers are investing in customer loyalty when nearly
all other areas of spending are being cut.
The logic is simple: Why tap into limited dollars on largely
unquantifiable advertising and promotion to boost new customer
acquisition when focusing on preserving and growing the value of
an existing customer base is so obvious? The loss of a single “best
customer” requires the acquisition of ten to twenty new “average
customers.” In a world where typically seven out of ten newly
acquired customers fail to make a repeat purchase, converting a
fraction to a second purchase alone would drive consistent year-
over-year comparable sales. Identifying and cultivating as few as two
percent of a customer base as advocates infuses a brand with new
customers with the highest likelihood of consistent, year-over-year
spend.
Independent research backs this up. “Of the marketers in our
survey, 71% report that their 2009 budgets have been reduced
relative to the budgets they had in 2008—and the cuts are hardly
insignificant. Just more than half of respondents report cuts of 20%
or higher.”1 As this chart from Forrester Research shows, loyalty
programs and email marketing, two of the most directly retention-
oriented marketing line items, are the 2nd and 3rd least impacted
areas of marketing, coming just after social media, which is in its
growth stage.
Maximizing Loyalty InvestmentWhile loyalty has clearly been a bright spot in the dark economy—
more than 50% of the top 200 national retailers have made
meaningful investments in their existing or new consumer loyalty
programs in 2009 with large consumer household brands rapidly
following suit—strong return on that investment is not guaranteed
based merely on desire and a checkbook.
Using our basic loyalty framework—connecting strategies to
segments with outcomes impacting frequency, retention, and
advocacy; and based on our close work
with nearly 100 retailers, travel providers
and consumer brands over the past
two years, we’ve identified six keys to
maximizing investment in customer
loyalty.
1.Drive Customer Centricity from the Top
Loyalty is not a promotional tactic—
for that matter, loyalty is not really a
marketing strategy. Cultivating the
relationship that brands have with their
customers lies at the core of companies’
cultures. The notion of customer
centricity is an old one, but companies
getting the most out of their loyalty
investment put customer experience at
the center of their culture. This cultural
change inevitably comes from the
leadership team—most often from the
CEO. Culture inspires a proactive focus
on the customer, leading to initiatives
and ideas that improve the customer
experience and drive market share gains
and advocacy. Culture instills a sense
of purpose around every customer
interaction and every business decision
that aligns to a more loyal customer base.
TV, print, radio, or magazines
Staff and training
Branding and advertising
Direct mail
Marketing technology
Online advertising
Web site development
Loyalty programs
Email marketing
Social media
Figure 1 – 2009 Marketing Reductions By Media Type2Given your decreased budget, how much has your spending decreased in each of the following areas?
Base: 45 marketing leadership CMOs who have had their 2009 marketing budgets reducedSource: “Marketing Budgets Suffer Significant Cuts”, Forrester Research, Inc., July 2009
2010 predictions
1.Loyalty programs will seamlessly integrate their social media and community efforts by explicitly rewarding engagement more broadly.
2.Mobile will rapidly become the preferred channel and devise for engaging with loyalty programs including the adoption of targeted offers, delivered via mobile based on where members physically are at that moment.
3.Gaming will take on an even more prominent role in loyalty program engagement while gaming will increasingly look and behave like loyalty programs.
continued on next page »
1 “Marketing Budgets Suffer Significant Cuts”, Forrester Research, Inc., July 2009.
Loyalty Management™ • WINTER 2010
powered by Loyalty 360
Volume 2 Number 2
Spring 2010
Loyalty Expo PreviewYour Exclusive Sneak Peek at this year’s conference!
Customer:What does she have to do with loyalty?
Sex Appeal: Loyalty based on our Sex
Yes, there is emotion in economics…
What is your Behavioral Economics IQ?
loyalty management covers
sample spread {winter 2010}
over >>
ULTA Beautyloyalty program profile
Enrollment ExperienceULTA offers two rewards programs online—ULTAmate Rewards
and The Club at ULTA—enter your ZIP Code and the program di-rects you to a program available in your area and both are free. In many ZIP Code, both choices may be available since several stores can be in an area. Registration is easy and quick—since I had an ULTA loyalty card already, a pop-up offered to print my new ULTA-mate Rewards card with my existing account number. A seamless experience: adding email addresses and confirming street address-es allows for reward continuity benefits.
Register for email alerts to receive an extra special welcome!
Program BasicsULTAmate Rewards
Membership is free and with orders of $50, shipping is free. Three free samples are included in all online orders.
Earn 3 points per $1 spent in-store or online. Reward certif-icates can be used in-store merchandise or online. Earn points faster with special offers for ULTAmate Rewards members.
In addition, Members can go platinum & receive exclusive platinum member rewards.
Spend $300 or more annually? MORE BONUS POINTS EVENTS—DOUBLE, TRIPLE, 5X THE POINTS! Receive invita-tions to special events and special salon offers.
The Club at ULTAMembership is free and you can earn Reward Certificates
four times per year based on specified period spending. Re-ward Certificates are good for FREE beauty products or salon services which are redeemed in store.
You’ll also receive valuable coupons through the year and special Club member benefits.
Reward Certificates start with a spending level of $50, $100, $150, $200, $250 and $300…Each spending level’s re-ward offers a variety of beauty products such as nail lacquer or 10 oz. ULTA shampoo or conditioner at the $50 level. The selections increase in retail value as the reward levels increase, with an assumption of $5.00 retail value for a $50 reward level. Each award level offers a selection of brand name and ULTA private label merchandise. A Salon service is offered at the $250 and $300 level. Top level reward assumes a retail value of $45 for any fragrance selection.
The Retail ExperienceULTA stores are spacious and engaging and their
sales associates are friendly, helpful and inquire about a purchaser’s Club and/or membership status with every purchase. The merchandise array is extensive, with national brands and private label, particularly in body lotions, washes and bath products. Frangrance selections include popular brands such as Ralph Lau-ren, Juicy Couture, Philosophy and classics such as Chanel and Estee Lauder. Men’s fragrances are just as extensive with brands such as Tommy Hilfiger, Dolce & Gabbana and Giorgio Armani.
Professional Styling products feature more than 35 brands along with Hot Tools styling products and curling irons complement ULTA’s salon services.
Gift card purchases count towards ULTAmate Rewards and with upcoming Mothers’ Day, Fathers’ Day and a raft of Graduation events, reward levels can rack up…
THE VERDICT
Two Thumbs Up! With great merchandise, friendly associates and gift cards, it’s easy and rewarding to get to the next reward level. ULTA places $5 off a $10 purchase through bind-in coupons in specially targeted magazines—and as a subscriber, it’s a reminder for me to get out and do some shopping! After all, I can always use another scented candle and who doesn’t like getting favorite mer-chandise as a reward? Give it a try…I’m a fan!!
BEST BUSINESS PRACTICES
58 Loyalty Management™ • LOYALTY360.ORG
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by Amit Gupta, InMobi
Advertising andMarketing
Mobile Applications
obile applications are a fast growing area in the mobile eco-
system and are a hot topic in most industry forums these days. Due
to their unique format and captive audience they offer a huge potential for
mobile marketing and advertising. In fact, it has become one of the pre-
ferred mode of mobile advertising for many brands and agencies for a lot
of reasons. Though the appeal of in-application advertising is manifold, be-
low are some of the aspects.
52
It’s big, it’s great and it’s here.
Advertisers are also looking at application advertising &
marketing as a way to gain consumer loyalty. In one example,
McDonalds had a way to track the number of burgers bought
through the consumer’s mobile phone and every 10 burgers
would entitle the consumer to 1 free burger. We have indeed
witnessed a rising number of advertisers focusing on loyalty
management. But it has to be kept in mind that this needs a lot
of thought in terms of incentives, initiatives, procedure, man-
agement etc. So far, we have only witnessed some of the more
mature brands going in for mobile form of loyalty management.
For brands that already have a loyalty program in place, it is
just a matter of developing mobile applications so as to phase
out the use of membership cards and other forms of identity and
integrate it all into 1 device—the mobile. We have seen that the
mobile phones are being used for more and more applications
reducing the number of other devices needed. Phones now do
the job of a music player, a watch, camera, radio, computer and
many other applications. It is just a matter of time until mobile
phones become an instrument of identity. Loyalty management
through mobile phones is still in its nascent stage and brands
that are investing in it now are enjoying the benefits of being
first in the trade.
•The fundamental reason is that mobile applications can deliver a richer
and more compelling user experience than most other modes of mobile
advertising. As the phone capabilities start getting better, the feel of the ap-
plication also improves. For example, a game with motion sensors to move
in different directions is way more attractive than a game with button con-
trols. Hence as better phones begin to hit the market, more innovative apps
are developed that use the enhanced features of phones giving users a very
engaging experience. Hence, an increasing number of brands have begun to
sponsor an entire application and provide it for free for consumers creating
a big opportunity for brand awareness.
•The applications on mobile phones can avail all the mobile phone features
such as the camera, GPS, media player or 3D graphics. If ad campaigns are
designed to effectively utilize the mobile phone capabilities, then it can
lead to very engaging and successful ads. For example, since most phones
come with GPS capabilities, the ads could make use of the location based
information.
•Applications that provide value to the user, usually stay on the users phone
and potentially bring in a viral effect. Moreover, if the application is design
such that it does not need to be connected to the internet, then it can also
be used when the users are offline. This shoots up the amount of usage of
the application, in turn resulting in more impact of the brand to the user.
Some of the brands that use applications in this category are Zippo, Dock-
ers, Branded Games etc.
An increasing number of brands have begun to sponsor and entire application and provide it for free for consumers creating a big opportunity for brand awareness.
New Year Predictions:1.Usage of internet via smart phones in the eastern world will grow exponentially and will begin to catch up with the west.
2.mCommerce will see a higher levels of adoption and emphasis will be given to the user experience creating a seamless experience on mobile payments.
3.Location-based services will be the need of the hour resulting in increased penetration of GPS-enabled phones as well as phones with superior geo-tagging technology.
M
TECHNOLOGY, TRENDS & REWARDS
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Loyalty Management™ • LOYALTY360.ORG
2010
sample spread {spring 2010} sample spread {winter 2010}
ost loyalty initiatives are missing a key ingredient. Like cakes without sugar, they may look appealing; however, the
omission will only be discovered once they are consumed.
Today most innovations in customer loyalty focus on three major areas:1. Brand and messaging – Use emotion to reinforce purchase de-cisions.2. Core product or service – Provide greater value and function.3. Ancillary service – Make the core product or service a pleasure to use.
Companies will spend significant sums in the hopes that a break-through project will boost customer loyalty. On occasion, the in-vestments are so large that the old adage, “It cost much more to acquire a customer than retain one” reverses itself. These debacles are products of lopsided business cases that provide reasonable cost estimates but no reasonable estimates of cus-tomer reaction.
The missing ingredient is intrinsic customer loyalty. Loosely defined, intrinsic loyalty is the loyalty customers exhibit without positive or negative influence from the company. The underlying notion is that loyalty has as much to do with the customer as with the company. Once the drivers of inherent loyalty are understood, many customer experience decisions become obvious.
Let’s look at three common loyalty segments that loosely re-semble ones seen in the insurance industry.
by Shiv Gupta, Farmers Insurance
What does a customer have to do with loyalty?
Loyalty Segment Intrinsic Loyalty Level Characteristics
Price Seeker Low Price drivenNo frillsLow utility from category
Delight Seeker Med to High Price insensitiveHigh innovationResponds to surprise & delight
Comfort Seeker High Low involvementHigh trustDesires simplicityDesires consistency
1. Price seekers: This group is seeking the least costly product or service. This is primarily due to the low value they place on the category. Offering frills or high touch service will only work for them if the price is very competitive.
2. Delight seekers: This is the segment most customer engage-ment efforts target believing that if you keep them happy, they will stay. These customers are loyal as long as you stay aligned with their evolving needs. They are engaged in the category and aware of the benefits you and your competitors provide. They also have the knowledge and inclination to measure you regularly against the competition.
3. Comfort Seekers: This segment is very loyal but often over-looked. Keeping them happy is relatively easy. They have low in-volvement and high trust. They seek relationships that are simple and consistent. They value innovation, but they don’t want too much of it.
The segment a customer falls into is not only a matter of person-ality but also depends on the category. The same customer may be a delight seeker when it comes to smart phones, a comfort seeker when it comes to dining out and a price seeker when it comes to air travel. Nevertheless, most industries will encounter all three types.
In order to develop an effective loyalty strategy, it is impor-tant to understand which segment(s) you wish to promote. At-
Intrinsic loyalty is the loyalty customers exhibit without positive or negative influence from the company. Once the drivers of inherent loyalty are understood, many customer experience decisions become obvious.
48 Loyalty Management™ • LOYALTY360.ORG
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BEST BUSINESS PRACTICES
68
Pushing Loyalty:Connecting Employee Engagement to Customer Loyaltyby Michael Konikoff, Fairlane Group
Guess what? He built it and they came. It wasn’t easy though; he needed to clear the field, build a back stop, put up lighting, put up stands. Basically, build it in a way that would attract them to come. Once they realized that he had built this gem of a baseball diamond and it had everything they needed, they came again and again.
Too bad the same doesn’t hold true for loyalty programs.
“If you build it they will come.” A great line from a great movie.
BEST BUSINESS PRACTICES
Loyalty Management™ • LOYALTY360.ORG
What does a customer have to do with loyalty?tempting to devise one loyalty strategy that will ap-peal to all three segments is very difficult. The good news is that there is a profitable loyalty strategy for each of the segments and it maybe possible for your company to develop multiple loyalty strategies - through the use of tiered brands, for example.
Aligning Company Strategy Around Inherent Loyalty Segments
Today, most loyalty ideas focus on the delight seekers. The reason is that the delight seekers best respond to the reciprocation rule, “surprise and de-light them and they will love you.” They are also the first to acknowledge your efforts and willingly provide feedback. However, most companies confuse ease of understanding loyalty drivers with ease of establishing customer loyalty. Keeping de-light seekers is costly because they demand constant innovation. However, they are also the least price sensitive and can provide healthy margins to fund that innovation. They will reward good innovation by becoming strong brand advocates but also punish for poor innovation. A few companies cater to delight seekers ef-fectively and win their loyalty are Apple, Bose and Ben & Jerry’s.
Price seekers are very loyal if you can provide a no frills but reliable product or service at a low price. They may even forego price shopping if, based on experience, they believe that no one else can match your price position. If a company that is capable of squeezing every penny out of your operations and running a lean shop, this customer is ready to reward you. The customer is not looking for a cutting edge customer experience (CE) and will wait for you to adopt new CE ideas once they are well established. By focusing on this segment, your company can do well. The only place where you must innovate is in cost efficiency. Examples of companies that do well with this segmentare Wal-Mart and Southwest Airlines.
The comfort seeker segment is perhaps the most under-ap-preciated and in many industries, the largest segment. They have come to expect a certain experience and consistency is what they are primarily seeking. As a result, they come with high in-
Loyalty Segment Operating Implications Benefits
Price Seeker Cost efficiencyBasic and simple
Low CE investmentLoyal to perceived price
leader
Delight Seeker Continual CE InnovationHigh touch
Greater pricing powerGood customer feedbackPotential brand advocate
Comfort Seeker Moderate innovationConsistent (& good) CE
Learn on competitor’s dime
High intrinsic value
trinsic loyalty. However, trying to elicit high levels of engagement from them may lead to frustration (on your end and theirs). The benefit of targeting this segment is that your customer experi-ence innovation can develop at a moderate pace, allowing you to focus on improving your processes instead of creating new ones. You can always adopt new innovations once your competitors have tested them. For most companies, this should be the most appealing segment. Some companies that do well with this seg-ment are McDonalds, HP & Starbucks.
Determining your loyalty segmentsTo develop a targeted loyalty strategy for your company, you
should first conduct an intrinsic loyalty segmentation study. In the next issue I will outline some basic steps towards creating a powerful loyalty segmentation study that quantifies the dollar value of intrinsic loyalty. Once this is completed, you may be sur-prised how much easier it will be to design and justify your loyalty program.
Loyalty Management™ • LOYALTY360.ORG 49Loyalty Management™ • SPRING 2010
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Come hear Shiv speak at the 2010 Loyalty Expo where he explores “How to tell when a customer is just not that into you: Developing a platform for optimization of your engagement strategy”
Loyalty Management™ • LOYALTY360.ORG 69
uilding a program is not an instant guarantee that the pro-
gram will be successful. In far too many cases, companies treat
this as a cost of doing business rather than building a sustainable
program that has a positive effect on the bottom line. They build a
program, put some rules around it, even establish some branding
and take it to market. Far too often these programs underacheive.
Not only is the value proposition not clear to the customer, but little
if any effort is put into establishing a corporate loyalty culture from
the senior executive level down to the customer front facing em-
ployee base.
There is enough research out there to support that engaged em-
ployees have a very positive effect on corporate revenue growth.
In a case study designed to measure the effect of employee satis-
faction on customer loyalty, Sears Roebuck found that for every 5 percent improvement in employee satisfac-tion there was a 1.3% increase in customer loyalty which produced a 0.5% increase in revenue growth. This amounted to $200 million
dollars.
Engaged and happy employ-
ees, especially those who have
front facing positions with
customers are critical to the
overall success of establishing
the loyalty connection. These
people are critical to making
the experience at point of con-
tact a good one for the customer. Loyalty will be lost if the in store
experience is a bad one. People want to be “Wowed.” In a recent
study by Verde Group, the Retail Council of Canada and the Jay
H. Baker Retail Initiative at the Wharton School, it was found that
“Wow Factors” do have a huge impact on loyalty. They found that
customers who have enjoyed “Wow Experiences” are over 75%
more loyal to the stores than those who have not enjoyed a great
shopping experience. Of course “Wow” shopping moments aren’t
just from engaged sales people, but they do play an integral role.
Aiming for in store excellence from your employees is a critical suc-
cess factor for any loyalty program. While customers want great
in store experiences, they also need staff that are fully trained
on driving the loyalty program internally. A great example of this
would be Shoppers Drug Mart Optimum program. No transaction
is completed without the cashier asking if the customer is part of
the program. If they aren’t, customers are asked if they would like
to join the program. In addition to this, all staff are encouraged to be
members of the program and understand the value proposition and
program rules. This is what I refer to as “Pushing Loyalty.”
Having your employees completely engaged so that they become
ambassadors of the program, ambassadors of the corporate
brand and overall company ambassadors. These are the people
that will have the most lasting affect on your customer base and
their loyalty. People do want to earn their program rewards, but
will quickly become disengaged with a program if the service lev-
els aren’t there.
The message though, needs to resonate down from the top of the
organization and become part of the corporate culture. The most
senior level of executives needs to believe in not only keeping their
employees well trained and engaged, but also be able to bring the
message down to the employee base. They need to establish a
strong link between employees and brand. Employees need to
believe in brand attributes and understand the importance of the
allure of their brand in the buying decision process. Employees
need to understand how to treat customers as individuals and
make each and every customer a brand advocate.
A company that does this
extremely well is one of
Canada’s leading retailer’s,
Harry Rosen. Harry was in-
terviewed a couple of years
back by Profit Magazine in
their “Ask the Legends” se-
ries and had this to say:
“From the very first day, it
has been our intention to be-
friend the customer. We try to enter into some sort of personal re-
lationship with them, where we learn something about them and
always use that information to help sell them the right things. As
we expanded, I would go from store to store and work on the sell-
ing floor. It meant so much to the staff to see that the principles
we espoused in training were in fact the practices of senior man-
agement. That’s the glue: management walking the talk. We’ve
also been able to select the kind of employee who enjoys living by
this idea that there’s nothing more important than the customer.”
By the way, Harry Rosen pays his staff based on customer reten-
tion as opposed to sales commission!
When building customer loyalty, you need to make sure that you
have loyal, well treated, well trained and highly engaged employ-
ees focused on making the buying experience one that custom-
ers will come back for over and over again. This linkage will most
certainly drive bottom line results and overall loyalty. And like the
movie they will come back again and again.
When building customer loyalty, you need to make sure that you have loyal, well treated, well trained and highly engaged employees focused on making the buying experience one that customers will come back for over and over again.
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r 2
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Economic conditions will continue to improve in 2010 which we predict will bring an increase in overall budgets for loyalty. The other change we expect to see is that people will start changing their redemption patterns. Instead of using their loyalty points for products they need, they are going to start using their points for products they want.
B
L
Loyalty Management™ • WINTER 2010
2010
sample spread {spring 2010}sample spread {winter 2010}
loyalty 360 webinar series–loyalty 360 {cincinnati, oh. 1 designer team}–graphic designer–lead designer on project–updated design for new webinar series market-
ing campaign to coordinate for loyalty 360 brand update
–required sophisticated and professional look to convey trustworthiness and drive attendance for external clients
old webinar series logo + html email
updated webinar series logo + html banner
single webinar htmlmultiple webinar html
introduction card front spread {4"x 6"}
card set with mailer band {4"x 6"} sample card front {4"x 6"} sample card back {4"x 6"}
introduction card back spread
cisv promotional mailer–student work {university of cincinnati}–collaboratively redesign branding guidelines for
cisv {children’s international summer villages; a non-profit organization created to promote peace through international travel with children}
–design promotional mailing cards meant to spark interest from donors and volunteers
–fresh, bright colors reflect the organization’s emphasis on children while neutral black and white photography, taken by participants themselves, show peace and unity in action
book design–student work {university of cincinnati}–design the ancient Greek tragedy Medea reflect-
ing the many sides of Medea {wife, mother, woman} through translucent layered images and type
–colored bars in the text pages help differentiate the different speakers
cover spread
table of contents sample text page
southeastern freight lines retirement collateral
retirement plan brochure cover
retirement plan brochure sample spread
–t. rowe price {baltimore, md. 20 member design team}
–graphic design co-op–junior designer on project–retirement collateral for sefl, a trucking company
located in southeastern u.s.a.–design based on a male demographic and a posi-
tive, winning tone
achieving your
|RETIREMENT SAVINGS PROGR AM 7
Source: Social Security Administration, 2004 Income of the Aged Chartbook, Released: September 2006. (These percentages are based on those age 65 and up with at least $44,129 in annual income in 2004.)
TWo WayS To inveST your SavingSLorem ipsum dolor sit amet, consectetaur adipi-
sicing elit, sed do eiusmod tempor incididunt
ut labore et dolore magna aliqua. Ut enim ad
minim veniam, quis nostrud exercitation ullamco
laboris nisi ut aliquip ex ea commodo conse-
quat. Duis aute irure dolor in reprehenderit in
voluptatevelit esse cillum dolore eu fugiat nulla
pariatur. Excepteur sint occaecat cupidatat non
proident, sunt in culpa qui officia deserunt mol-
lit anim idest laborum Et harumd und lookum
like Greek to me, dereud facilis est er expedit
distinct. Nam liber te conscient to factor tum
poen legumodioque civiuda. Et tam neque pecun
modut est neque nonor et imper ned libidig
met, consectetur adipiscing elit, sed ut labore
et dolore magnaaliquam makes one wonder who
would ever read this stuff?
Bis nostrud exercitation ullam mmodo conse-
quet. Duis aute in voluptate velit essecillum
dolore eu fugiat nulla pariatur. At vver eos et
accusam dignissum qui blandit est praesent
luptatum delenit aigue excepteur sint occae. Et
harumd dereud facilis est er expedit distinct.
Nam libe soluta nobis eligent optio est congue
nihil impedit doming id Lorem ipsum dolor
sit amet, consectetur adipiscing elit, set
eiusmod tempor incidunt et labore et dolore
magna aliquam.
You’ll need the money. Lorem ipsum dolor sit
amet, consectetaur adipisicing elit, sed do eius-
mod tempor incididunt ut labore et dolore magna
aliqua. Ut enim ad minim veniam, quis nostrud
exercitation ullamco laboris nisi ut aliquip ex ea
commodo consequat. Duis aute irure dolor in
reprehenderit in voluptatevelit esse cillum dolore
eu fugiat nulla pariatur. Excepteur sint occaecat
cupidatat non proident, sunt in culpa qui officia
deserunt mollit anim idest laborum Et harumd
und lookum like Greek to me, dereud facilis est
er expedit distinct.
sources of retirement income
19% Social Security
2% Other income
21% Retirement plan
40% Earned income
18% Personal savings and investments
Lowering your current taxable income. Lorem
ipsum dolor sit amet, consectetaur adipisicing elit,
sed do eiusmod tempor incididunt ut labore et
dolore magna aliqua. Ut enim ad minim veniam,
quis nostrud exercitation ullamco laboris nisi ut
aliquip ex ea commodo consequat. Duis aute irure
dolor in reprehenderit in voluptatevelit esse cillum
dolore eu fugiat nulla pariatur.
ut enim ad minim veniam, quis
nostrud exercitationullamco laboris nisi ut aliquip ex ea commodo consequat.
goaLS
A guide to preparing for the future
Southeastern Freight Lines Retirement Savings Program
you’Re In The
driver’S SeaT
employee meeting poster
vangent retirement collateral–t. rowe price {baltimore, md. 20 member design
team}–graphic design co-op–junior designer on project–retirement collateral for vangent, a consulting firm
with a young employee base–collateral mixes keyboard keys with words to cre-
ate unique headline treatment–technology elements combine with large-dot pho-
tography featuring a human presence to create a fun, upbeat, and young feeling to stale retirement information
plan conversion brochure cover {10"x 5"}
plan conversion brochure sample spread
plan conversion brochure sample spread
IF YOU WERE BORN… TRY THIS RETIREMENT FUND…
in 1988 or after Retirement 2055
1983–1987 Retirement 2050
1978–1982 Retirement 2045
1973–1977 Retirement 2040
1968–1972 Retirement 2035
1963–1967 Retirement 2030
1958–1962 Retirement 2025
1953–1957 Retirement 2020
1948–1952 Retirement 2015
1943–1947 Retirement 2010
1938–1942 Retirement 2005
in 1937 or before Retirement Income
animal mark + phrase variations–student work {university of cincinnati}–capitalize on the unique curves and movement
of kangaroos to create an expressive logo and to portray illustratively, typographically, and photographically the phrase “The startled kangaroo leapt away from the noisy tourists.”
kangaroo mark
photographic solution
illustrative solution
typographic solutionThe startled kangaroo leapt away from the noisy tourists.
oh crikey-i gotta get a wa
y
QU IC K!!!
i’m gone!
i’m gone!i’m gone!ne!
i’m gone!i’m gone!syes!
s s
The startled kangaroo leapt away from the noisy tourists.
flash
loud
QUICK GET A PICTURE
snap
snap
flashflashsnap
snap
flash
kangaroo!
tou
ristto
ur
ist
tou
rist
tou
rist
overwhelming frightening
overwhelming
frightening
frighteningfrighteningfrightening
loud
look at the kan g a r o o !look at the
flash
flash
flashflash
flashflashflashflashflash
flashflash
to
ur
ist
to
ur
ist
loud
loudloudloudloudloud loud
hop hop hop awayhop
flashflash
hlook at the
The startled kangaroo leapt away from the noisy tourists.
exhibition announcements–student work {university of cincinnati}–typographic announcements of a photography
exhibit at the Cincinnati Contemporary Art Center completed in three stages: 1) one typeface, one size; 2) one typeface, provided sizes; 3) free reign
–reflects violence and the feeling of being trapped
In 2000, photographer Taryn Simon traveled across
the United States photographing and interviewing
individuals who were unfairly convicted and served
time for violent crimes they did not commit.
The primary cause of these errors was mistaken
identifi cation. The Innocents questions the use of
photographs as eyewitness account, acknowledging
that unjust convictions often result from a victim’s
response to photographs and lineups in law enforce-
ment’s identifi cation process. Simon photographed
these men at sites that had particular signifi cance
to their wrongful conviction: the scene of misiden-
tifi cation, the scene of the arrest, the scene of the
crime, or the scene of the alibi. In these photographs,
Simon confronts photography’s ability to blur truth
and fi ction – an ambiguity that can have severe, even
lethal consequences. Simon’s photographs have
been exhibited internationally and featured in numer-
ous publications, including The New York Times
Magazine, Vanity Fair and The New Yorker.
TARYN SI MON:THE INN OCENTS{21 january, 2006_16 april, 2006}
CONTEMPORARY ARTS CENTER
44 east sixth streetcincinnati, ohio 45202{513.345.8400}
www.contemporaryartscenter.org
chief curator {klaus biesenbach}
exhibition coordinator {amy smith stewart}
exhibition sponsor {the lois &richard rosenthal foundation}
installation sponsor {clark, schaefer, hackett & co}
> > > > > > > > > > > > > > > > > > > > > > > > > > > > >>> > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > >
<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<
<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<
innocents
In 2000, photographer traveled across the United States photographing and interviewing individuals who were unfairly
convicted and served time for violent crimes they did not commit. The primary cause of these errors
was mistaken identifi cation. The Innocents questions the use of photographs as eyewitness account,
acknowledging that unjust convictions often result from a victim’s response to photographs and lineups in law enforce-
ment’s identifi cation process. Simon photographed these men at sites that had signifi cance to their wrongful
conviction: the scene of misidentifi cation, the scene of arrest, the scene of the crime, or the scene of the alibi.
In these photographs, Simon confronts photography’s ability to blur truth and fi ction – an
ambiguity that can have severe, even lethal consequences. Simon’s photographs have been exhibited
internationally and featured in numerous publications, including The New York Times Magazine, Vanity Fair,
and The New Yorker.
[TA RYN SIMON]JANUARY 21_ APR I L 16, 2006
Exhibition Sponsor
[The Lois & R
ichard Rosenthal Foundation]
Installation Sponsor
[Clark, S
chaefer, Hackett, &
Co.]
Exhibition Coordinator
[Am
y Sm
ith Stew
art]
Chief C
urator [Klaus B
iesenbach]
Contem
porary Arts C
enter
the
contemporary arts center. 44 east sixth street. cincinnati, ohio. 45202. www.contemporaryartscenter.org.
[513.345.8400]
In 2000, photographer Taryn Simon traveled across the United States photographing and interviewing
individuals who were unfairly convicted and served time for violent crimes they did not commit. The
primary cause of these errors was misidentifi cation. The Innocents questions the use of photographs
as eyewitness account, acknowledging that unjust convictions often result from a victim’s response
to photographs and lineups in law enforcement’s identifi cation process. Simon photographed these
men at sites that had particular signifi cance to their wrongful conviction: the scene of misidentifi ca-
tion, the scene of the arrest, the scene of the crime, or the scene of the alibi. In these photographs,
Simon confronts photography’s ability to blur truth and fi ction – an ambiguity that can have severe, even
lethal consequences. Simon’s photographs have been exhibited internationally and featured in numer-
ous publications, including The New York Times Magazine, Vanity Fair and The New Yorker.
21january16april
INNOCENTSt he
Con
temp
orary A
rts Cen
ter <513.345.8400>
44 East S
ixth S
treet <C
incin
nati, O
hio
> 45202
taryn simon
the lois and richard rosenthal foundation
clark, schaefer, hackett, and co.
amy sm
ith stewart
klaus biesenbach
exhibition sponsor
installation sponsor
exhibition coordinator
chief curator
THE INNOCENTS
In 2000, Taryn Simon traveled across the United States photographing and
interviewing individuals who were unfairly convicted and served time for crimes
they did not commit. The primary cause of these errors was misidentifi cation.
The Innocents questions the use of photographs as eyewitness account, acknowledging
that unjust convictions often result from a victim’s response to photographs and line-
ups in law enforcement’s identifi cation process. Simon photographed these men at sites
that had particular signifi cance to their wrongful conviction: the scene of misidentifi cation,
the scene of the arrest, the scene of the crime, or the scene of the alibi. In these photographs,
Simon confronts photography’s ability to blur truth and fi ction – an ambiguity that can have
severe, even lethal consequences. Simon’s photographs have been exhibited internationally and
featured in numerous publications, including The New York Times Magazine, Vanity Fair, and The New Yorker.Taryn Simon
CO
NT
EM
PO
RA
RY
AR
TS
CE
NT
ER
. Jan
uary
16
_ A
pril
21, 2
006
the
lois
& r
icha
rd r
osen
thal
foun
datio
ncl
ark,
sch
aefe
r, ha
cket
t & c
oam
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ith s
tew
art
klau
s bi
esnb
ach
_exhibition sponsor_installation sponsor
_exhibition coordinator_chief curator
44 East Sixth Street_Cincinnati, Ohio 45202_513.345.8400www.contemporaryartscenter.org
solution with one typeface, in one size
solution emphasizing the use of a serif font
use of graphic shapes emphasizing trapped feeling
solution with one typeface reflecting the confusion of wrongful incarceration
personal interest
personal interest: uc super graphic wallpaper–universty of cincinnati campus planning + design
{cincinnati, oh. 2 designer team}–graphic design co-op–lead designer on project–designed to create an inviting and unique design,
elevating UC’s appeal to future students
super graphic panel
super graphic panel
detail
installation detail
complete installation
personal interest: typographic animation
–student work {university of cincinnati}–express the vocal and musical quality of dana
fuch’s cover of the beatles’ “helter skelter” from the movie across the universe
–progression of clearly set type to the chaos of typography at the end of the motion sequence reflect the intensity and confusion of the song and mental state it describes
personal interest: typographic explorations
–student work {university of cincinnati}–emphasize the equal treatment of typography and
photography, while also conveying a unique aspect of its content by creating the type from a photo
–incorporate a photo and a phrase in an elegant and clever manner I ACHEIVE
COMES FROM NATURE
MY INSPIR ATION
the source of
the richness
claude monet
equal treatment of type and photography
phrase and photo integration
personal interest: photography–student work {university of cincinnati}–4"x 5" medium format black and white photography
studying playgrounds and their structures, forms, and sense of life
life within a formal structure
“natural” playground element
child element
formal curve study
thank you for your time.