The Loyalty Guide Tweet this! Share this via LinkedIn! Share this on Facebook! Share this on Google Plus! Email this page to a friend! Monday 6th July 2015   
Regular updates for The Loyalty Guide 6

When you get your copy of The Loyalty Guide 6, you also get full access to The Loyalty Guide's many online updates and interactive tools.

The report that updates itself...
Our online updates provide you with new research, data and market changes that have come up since the report was first published, along with all the right chapter and section numbers for quick cross-referencing.

Some of the report's most recent updates include:

>     5.2Loyalty programmes need better storytellers
>     8.9How to develop beyond Content Marketing
>     9.3Data, data everywhere, and not an insight to show
>     10.4Loyalty messaging boosts customer frequency
>     11.2Retail Experiences Drive Customer Loyalty
>     11.2.2The marriage of marketing and customer service
>     11.2.4Top reasons Millennials exhibit brand loyalty
>     18.9Why your loyalty card worked here but not there
> the Co-op built its Single Customer View
>     23.2.10Major changes coming for Delta's SkyMiles in 2015

And there's a range of interactive tools...

Test the maths and stats of loyalty for yourself...
When you buy The Loyalty Guide you get unrestricted access to its online interactive tools, so you can benchmark your business using a range of formulae in real-time: answer 'what-if' questions, test loyalty scenarios, and more...

The patronage ratio works on the same lines as measuring 'share of wallet' (see Budget Ratio) except that it does not directly consider the amount of money spent by customers. It compares the number of stores available to the customer (in which to purchase specific product category goods during a specific period) with the number of stores (i.e. product category competitors) patronised by the customer during that period.

This ratio describes the degree of 'switching' between shopping locations (suppliers) for each customer, with a maximum score of 1.0 representing the most loyal customers. It compares the number of successive purchases from one merchant with known purchases from other merchants. As before, the actual spend value is not measured, resulting in a ratio that describes the switching propensity of low- and high-value customers with equal accuracy and weight.

This ratio, which expresses 'share of wallet', arrives at a ratio where the maximum score of 1.0 represents a customer who shops exclusively with you. It works by comparing the proportion of a customer's total spend at your outlets with their total spend within your market sector. Unlike the patronage and switching ratios, the budget ratio has the disadvantage of taking the amount spent into account, meaning that an unusually high spend with one supplier can distort the final ratio.

This index is a composite measurement technique for any customer loyalty programme. Its assumed definition of customer loyalty is this: "The consumer's inclination to patronise a given store during a specified time period". The Enis-Paul Index combines the formulae of the patronage ratio, the budget ratio, and the switching ratio, resulting in a percentage-based index whereby 0% represents complete disloyalty (promiscuity) and 100% represents complete loyalty.

The retention rate provides a snap-shot idea of how many customers are staying loyal from year to year, by comparing the number of shoppers in year 1 with the number who still remained in year 2, and expressing the result as a percentage.

The customer lifetime calculation provides a simple extrapolated view of the retention rate, expressing the expected lifetime (in years) of the average customer.

The calculation of customer lifetime value (CLV) is, in principle, no different than the calculation of the net value of, say, an investment in shares. The company only invests in customers it thinks will be profitable due to future spend, advocacy, etc. The CLV calculation considers not only a customer's expected net profit in each period but also a 'rate of credit interest' to compensate for the anticipated value of that money over all periods (accounting for inflation, etc.) The customer's enture lifetime is calculated in this way, period by period, and the sum of those periods is the Customer Lifetime Value.

This working model allows you to calculate the sales uplift required to produce the same profit experienced prior to a rewards programme.

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