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Have you seen The Customer Experience Factbook?

In this 180+ page report, you'll find all the information and support you need to build a profitable, effective CX Improvement Program that spans every part of your business. You'll be able to implement and manage meaningful and profitable change, and grow your bottom line despite a slowing economy.

Get it on Amazon (Kindle/Print)
 

FFPs not meeting members' needs & desires

A surprisingly wide chasm separates what elite frequent flyers want from a loyalty programme and what they actually get, according to a white paper from loyalty programme experts at Carlson Marketing and Peppers & Rogers Group.

The white paper, entitled 'Better business results from elite frequent flyers', was based on a survey of nearly 5,000 frequent flyer programme (FFP) members from four different airlines, and determined which FFP elements are most important in securing the loyalty of elite members.

The programme attributes that are most important to elite flyers are the ease of redeeming travel awards, and the ability to earn free access to the airline's lounge. Among the least important attributes are the ability to redeem miles for non-airline rewards, and to earn miles through non-airline partners.

However, these elite member preferences are in sharp contrast to non-elite members' preferences, as the non-elite group traditionally responds better to non-airline rewards and partners - perhaps because they are easier to earn for those who fly either less often or always in economy class.

The research also found that increased loyalty programme quality produced direct financial results, such as a fourfold increase in the passenger's likelihood to fly more with the airline, and an improvement in share-of-wallet among all airlines flown.

In addition, other benefits observed from an improved loyalty programme included:

According to Luc Bondar, global vice president of loyalty for Carlson Marketing, "Airlines must meet the needs of their best customers, the elite frequent flyers, through their loyalty programmes. This collection of benefits represents a solid business case for investments to improve the experience of elite members."

The full white paper has been made available for free download from Carlson Marketing's web site - click here (free registration required).


Sources: Carlson Marketing; Peppers & Rogers Group /
The Marketing Factbook.
Copyright © 2009 - 2025 The Marketing Factbook.

    Categorised as:

  • Customer Experience
  • Customer Loyalty
  • Marketing Know-How

Have you seen The Customer Experience Factbook?

In this 180+ page report, you'll find all the information and support you need to build a profitable, effective CX Improvement Program that spans every part of your business.

You'll be able to implement and manage meaningful and profitable change, and grow your bottom line despite a slowing economy. Grab this goldmine of easily adaptable and up-to-date strategies, walk-throughs, trends, technologies, research, suppliers and partners, plus all the supporting arguments you need to build a solid CX strategy.

While most marketers could list maybe a dozen key points for improving their brand's Customer Experience (CX), the researchers and writers at The Marketing Factbook have identified FORTY main 'CX Keys' which will help you drive your customers to new levels of delight, loyalty, advocacy and profitability.

The areas in which customers have direct contact with your organization are perhaps the most obvious places in which CX improvements can be made, and this report addresses all 24 of these 'Direct CX Keys', applicable to offline and online businesses alike.

At the same time there are many other areas that indirectly affect CX (such as the supply chain, policies and processes) in which every business can make simple but far-reaching improvements. This report guides you through the problems and solutions for all 16 of these 'Indirect CX Keys', many of which are often forgotten or under-played even in the best CX strategies.

Get it on Amazon (Kindle/Print)
 
Copyright © 2001-2025 Peter J. Clark