Comarch Releases a New Global Loyalty Marketing Report for 2022 Based on Independent Research

Last Updated: May 12, 2022By Chintan Bharwada

How much do you know about running and managing loyalty programs? Do you feel that your assessment of their effectiveness is based on complete data? In other words, do you think you have a full picture of how this industry works? Well, we have some information that may surprise you.

Based on a commissioned study conducted by Forrester Consulting on behalf of Comarch, our latest global report shows what the loyalty market actually looks like these days and where it is headed in the years to come, without making any questionable assumptions and inaccurate predictions.

Based on answers and real-life data collected from more than 500 loyalty program decision-makers operating within 4 key regions – USA, DACH, France, and the UK – this material reveals what the most popular loyalty program configurations to date are, what features/technological solutions are considered “must-haves,” what kind of technical or business consulting support companies want from loyalty vendors, and much more!

It also explains how all companies – no matter their size, industry, products, location, or technological maturity – can use the new loyalty marketing platforms to “build immersive loyalty programs and marketing campaigns whose quality and functionalities are similar to those that are considered to the best on the market. In fact, they can be even better, despite fewer resources and budget.”

This report, titled “Loyalty Marketing & Rewards Programs – Global Market Report 2022,” is now available for free. Click HERE to get your copy now.

Chintan Bharwada

Chintan is the Founder and Editor of Loyalty & Customers.

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To achieve better sales and profits, most companies could be doing more to cultivate business from their existing customers. However, enthusiasm for customer-retaining strategies must not endanger sound customer-getting efforts. How companies balance the two is the big question. To intensify reaching old customers while still seeking new ones, for many firms, will mean changes in market analysis, planning systems, management incentives, and marketing and/or operations organization. In the rush toward growth, consumer marketers have tended to regard success as stemming from obtaining new customers while unwittingly minimizing the importance of satisfying old ones. It is time for more companies to distinguish between their getting and retaining functions, to assess the balance between them, and to remedy any deficiencies in customer retention. This process requires management to value the potential of current customers and to treat them in special ways to get them to keep coming back. Several major elements should be part of the new marketing mix for customer retention: Product extras Keeping customers frequently requires giving them more than the basic product that initially attracted them. Product extras for individual customers over time can play a sales-expansive role. Reinforcing promotions Product promotion works better when aimed at existing customers. If a marketer knows who these customers are, benefits can be obtained by giving them reinforcing communications. Sales force connections The sales force can play a decisive role in the customer-retention function. At a retail or service counter the salesperson is the focal point of the company's strategy and is the firm to the customer. Post-purchase communication A company must anticipate that some customers will encounter either minor or serious problems after purchasing. If the firm is not ready to hear and correct these difficulties, the customer may not repurchase or may cancel the the relationship. Whether company or customer is at fault, standby post-purchase activities can be instrumental in saving these customers.

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