Fidélisation. INFOPRESSE Conference Centre Mont-Royal, Montreal 10 September 2008

Transcription

1 You Want Loyalty? Get a Brand! Fidélisation INFOPRESSE Conference Centre Mont-Royal, Montreal 10 September 2008

2 Awareness is NOT Loyalty! 2

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5 Satisfaction is NOT Loyalty! 5

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7 Record loss for GM General Motors posted a record loss of $38.7 billion for 2007 DETROIT (AP) General Motors Corp. said Friday its losses widened to $15.5 billion in the second quarter as North American sales plummeted and the company faced expenses due to labor unrest and its massive restructuring plan. The loss of $27.33 per share is the third-worst quarterly loss in the automaker s history. In the same period a year earlier, GM recorded a net profit of $891 million, or $1.56 per share. Revenue for the April-June period was $38.2 billion, down $8.5 billion from a year earlier. Source: General Motors THE ASSOCIATED PRESS 7

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11 These are price-of of-entry items. 11

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16 Why? 16

17 Because there is a big difference between Loyalty and Continuity. 17

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19 All Airlines Give Points! 19

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23 Delight turns to Expectation and Expectation turns to Irritation 23

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26 Customers are on to that! 26

27 So much so that the product isn t enough any more! 27

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30 Loyalty accrues if you are perceived as a brand... 30

31 and if you are able to meet or exceed expectations consumers hold for the category. 31

32 To do that you need to be a brand! 32

33 NOT a Category Placeholder. 33

34 Brand Keys Commodity-to to-human Brand Continuum (U.S.) Commodity (aka Stuff) Label INC International Category Placeholder 21st Century Brand Human Brand Martha Stewart Donald Trump Tiger Woods Degree To Which Products & Services Are Imbued With Real (Or Perceived) Emotional Values None High 34

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37 YOU NEED TO BE A BRAND! 37

38 How Do We Know? 38

39 We re Brand Keys The leader in predictive brand equity, loyalty, and engagement research metrics since 1984; an independent global boutique. New York Los Angeles London, England Tokyo, Japan Albuquerque Philadelphia Sydney, Australia Brand Keys specializes in brand equity and engagement metrics that accurately predict future in-market behavior and therefore correlate highly with sales and profitability. Our predictive brand metrics are grounded in clinical psychology. This distinction allows us to understand both the emotional and rational factors bonding consumers to brands. We can accurately measure the impact media/marketing initiatives will have on future in-market behavior. 39

40 Some of Brand Keys Clients 40

41 Published and Recognized Loyalty Engagement Experts Dr. Robert Passikoff Named a 2007 ARF Research Innovator Amy Shea, EVP, Recipient of 2008 ARF Great Mind Award in Innovation Read The ARF s First Opinion Research Review On Brand Keys Engagement Method at 41

42 How Will We Do That? Brand Equity Loyalty = Profitability 42

43 The Brand Keys Methodology Emotional Psychological Jungian-based Personification Questionnaire FUSING Rational Category Attributes, Benefits & Values Factor Analysis + Regression Analysis + Causal Path Modeling Brand Equity Metrics Expressed as easy-to-read index numbers and diagnostic bar charts 43

44 Aquetong Capital Advisors: correlations of Advertising Research Foundation s First Opinion review. 44

45 Real World Validation The Starbucks Story 45

46 How Do They Buy in the Category? 2007 Ideal Coffee Provider High = Differentiator tation Levels Customer Expect Ideal Low = Table Stakes 110 Location & Value = 30% Service & Surroundings = 28% Percent of Contribution Quality & Taste = 23% Variety & Selection = 19% Highest Loyalty Drivers Order of Importance Lowest 46

47 Percent Contribution of Individual ABVs Driver #1: Location & Value (30%) 47

48 2007 Customer Loyalty Engagement Index: Coffee Custo omer Expectation Levels As customers articulate the increasing importance of Service and Surroundings at the start of 07, Starbucks loses it strength to Dunkin Donuts. Highest Loyalty Drivers Order of Importance Lowest 48

49 What happened? 49

50 Text of Starbucks Memo From: Howard Schultz Sent: Wednesday, February 14, :39 AM Pacific Standard Time Subject: The Commoditization of the Starbucks Experience As you prepare for the FY 08 strategic planning process, I want to share some of my thoughts with you. Over the past ten years, in order to achieve the growth, development, and scale necessary to go from less than 1,000 stores to 13,000 stores and beyond, we have had to make a series of decisions that, in retrospect, have lead to the watering down of the Starbucks experience, and, what some might call the commoditization of our brand. Many of these decisions were probably right at the time, and on their own merit would not have created the dilution of the experience; but in this case, the sum is much greater and, unfortunately, much more damaging than the individual pieces. For example, when we went to automatic espresso machines, we solved a major problem in terms of speed of service and efficiency. At the same time, we overlooked the fact that we would remove much of the romance and theatre that was in play with the use of the La Marzocca machines.... March 3, 2007 TALKING BUSINESS Give Me a Double Shot of Starbucks Nostalgia By JOE NOCERA... Last week, this Mr. Schultz was on vivid display when an internal memo he wrote to his top executives was leaked to Starbucksgossip.com.... He pointed, for instance, to the company s decision some years ago to install automatic espresso machines, which, he wrote, solved a major problem in terms of speed and service, but also made buying a cup of Starbucks coffee a more antiseptic experience.... Robert Passikoff, president of the brand consultant Brand Keys, said that Starbucks had taken its eye off the brand. In trying to migrate from a coffee brand to a lifestyle brand, there has been a certain brand dilution. He agreed that the whole European coffeehouse experience was no longer how people thought about Starbucks, to the company s detriment. 50

51 2008 Customer Loyalty Engagement Index: Coffee Custome er Expectation Levels Service and Surroundings are most important to customers at the start of 08; Starbucks continues to struggle in the category they largely shaped. Highest Loyalty Drivers Order of Importance Lowest 51

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53 Coupons 53

54 What Do You Need? 54

55 Strategic Insights This approach provides predictive answers to these questions: How do customers buy the category? What s important in the category? What are customer s expectations in the category? How well does your brand meet (or even exceed) customer expectations? What opportunities are available to your brand? 55

56 And a grip on added added-value value 56

57 Convenience 57

58 How Convenience Contributes to Loyalty bution e of Contrib Percentage Year 58

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60 The Brand Keys Research Metrics Difference A predictive solution that is both innovative and comprehensive. Easily integrated into current research efforts. Anticipate the needs, wants and expectations of audience segments. What are the true value propositions that will drive behavior? How well is your brand meeting/exceeding g expectations? How are your communications performing against those expectations? By using our loyalty metrics, you receive leading-indicators of purchase behavior, re-purchase, sales and profitability. Anticipate needs; be predictive. Leading-indicator loyalty metrics provide pre and post measures to demonstrate Brand Equity ROI, quantifying the impact of marketing initiatives in advance of spend. 60

61 Thank you for your attention. Robert Passikoff President, Brand Keys, Inc x12