Going the Distance: Four Ways to Build a Better Customer Loyalty Program for Your Brand

It’s easy enough for a customer to join your loyalty program, especially when you’re offering an incentive such as discounts. All your customer has to do is give out some basic information, and voila! They’re in the fold, a brand new loyalty member with your company. From there, it’s happily ever after. You offer the perks; they stand solidly by you, bringing you their continued business. Simple. Or is it? In reality, just how many of those customers are act ively participating in your loyalty program? Do you know? Sure, loyalty program memberships are on the rise according to market research company eMarketer, having jumped 25 percent in the space of just two years. However, that figure may be a bit misleading. The truth is that, while loyalty program sign-ups may be more numerous, active participation in such programs is actually in decline. At the time of the study, the average US household had memberships in 29 loyalty programs; yet consumers were only active in 12 of those. That’s just 41 percent. And even that meager figure represents a drop of 2 percentage points per year over each of the preceding four years, according to a study by loyalty-marketing research company COLLOQUY.

When discounts just aren’t enough

So what’s a brand to do? How can you make your loyalty program worth your customer’s while—as well as your own? After all, gaining a new loyalty member doesn’t mean much if your customer isn’t actively participating in your program. Consider this: Does your customer loyalty program offer members anything different from what your competitors are offering? Chances are your program includes discounts. That’s a given. And what customer doesn’t appreciate a good discount? But when every other company out there is providing this staple benefit in comparable amounts, it becomes less and less likely that customers will remain loyal to any one particular brand. Frankly, it’s all too easy for customers to get lost in a sea of loyalty member discounts. They’re everywhere. In fact, just under half of internet users perceive that all rewards programs are alike, according to a 2015 eMarketer survey. The key to success, then, is to differentiate your business from the crowd. If you can offer your customers something unique and valuable beyond the usual discount, chances are they’ll be more likely to stick with your brand. Here’s some inspiration from companies who get it.

Virgin: Reward more purchases with more benefits.

That’s not to say you need to get rid of discounts entirely. In fact, nothing could be further from the truth. Customers still love a good discount. The goal is to be creative in terms of the loyalty perks you offer. Take the Virgin Atlantic Flying Club, for example. As part of its loyalty program, the airline allows members to earn miles and tier points. Members are inducted at the Club Red tier, from which they can move up to Club Silver and then Club Gold. Here, it’s not just a discount. It’s status. And people respond to feeling important, elite. Still, even where the rewards themselves are concerned, Virgin is motivating loyalty customers with some pretty attractive offers. At the Club Red tier, members earn flight miles and receive discounts on rental cars, airport parking, hotels and holiday flights. But as members rise in tiers, they get even more. At the Club Silver tier, members earn 50 percent more points on flights, access to expedited check-in, and priority standby seating. And once they reach the top, Club Gold members receive double miles, priority boarding and access to exclusive clubhouses where they can get a drink or a massage before their flight. Now that’s some serious incentive to keep coming back for more. Discounts are still part of the equation – but they are designed with innovation and personal value in mind, elevating them to more than just savings.

Amazon Prime: Pay upfront and become a VIP.

What if your customers only had to pay a one-time upfront fee to get a year’s worth of substantial benefits? It may not sound like the smartest business idea at first glance. But take a closer look. Amazon Prime users pay a nominal $99 a year to gain free, two-day shipping on millions of products with no minimum purchase. And that’s just one benefit of going Prime. It’s true that Amazon loses $1-2 billion a year on Prime. This comes as no surprise given the incredible value the program offers. But get this: Amazon makes up for its losses in markedly higher transaction frequency. Specifically, Prime members spend an average of $1,500 a year on Amazon.com, compared with $625 spent by non-Prime users, a ccording to a 2015 report from Consumer Intelligence Research Partners.

Patagonia: Cater to customer values.

Sometimes, the draw for consumers isn’t saving money or getting a great deal. The eco-friendly outdoor clothing company Patagonia figured this out back in 2011, when it partnered with eBay to launch its Common Threads Initiative: a program that allows customers to resell their used Patagonia clothing via the company’s website. Why is this program important to customers? And how does it benefit Patagonia? The company’s brand embraces environmental and social responsibility, so it was only fitting that they create a platform for essentially recycling old clothing rather than merely throwing it away. The Common Threads Initiative helps Patagonia build a memorable brand and fierce loyalty by offering its customers a cause that aligns with deep personal values. OK, so their customers get to make a little money, too. Everybody wins.

American Airlines: Gamify your loyalty program.

If you’re going to offer your customers a loyalty program, why not make it f un? After all, engagement is key to building a strong relationship with your customer. And what better way to achieve that goal than making a game of it. American Airlines had this very thing in mind when it created its AAdvantage Passport Challenge following its merger with USAirways. The goal: find a new way to engage customers as big changes were underway. Using a custom Facebook application, American Airlines created a virtual passport to increase brand awareness while offering members a chance to earn bonus points. Customers earned these rewards through a variety of game-like activities, from answering trivia questions to tracking travel through a personalized dashboard. In the end, participants earned more than 70 percent more stamps than expected – and the airline saw a ROI of more than 500 percent. The takeaway: people like games.

Stand out from the crowd.

Your approach to your customer loyalty program should align with your overall marketing approach. Effective branding is about standing out, not blending it. Being memorable is key. To this end, keep in mind that loyalty programs are no longer a novelty. That means that yesterday’s strategies won’t work moving forward, so look for ways to rise above the noise, setting yourself apart from the cloying drone of countless other cookie-cutter programs.

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The Good, the Bad and How You Can Do It Better: An Analysis of 8 Great (And Not So Great) Landing Pages

In the world of business promotion and growth, landing pages have a singular purpose: to compel visitors to take a specific action that will further their engagement with your company.

Whether that action is registering for something (an event, an account, a newsletter, etc.), downloading something (a white paper, perhaps) or purchasing something, the goal is to persuade the visitor to complete that action and that action alone – not to tell them everything they could ever want to know about your company, its history and all it has to offer.

A good landing page makes it easy for visitors to understand what you want them to do and why they should do it while simultaneously keeping the process of taking that action streamlined and free of distractions and hassles.

A strong landing page is a critical component of any marketing campaign, whether offline or online. You've convinced someone to take their time to visit the page, so now you need to seal the deal by motivating them to take the next step. While this is no easy task, there are many ways to improve your odds of success.

One of the best ways to understand the dos and don’ts of landing page design is to see them in practice. Here we’ll examine eight very different landing pages and offer our analysis of what they’ve done right, what they’ve done wrong and how you can do it better.

UserTesting.com

The Good: The heading presents a direct, relevant sales message, and the subhead provides excellent support. The copy is clear and to-the-point while the video offer the opportunity for users to learn more without leaving the page.

The "Pricing and Signup" button is very prominent, so visitors know where they need to go next, while the mention of the one-year money-back guarantee provides an important trust-building element to motivate them to take that step.

The Bad: On this site, the landing page is the home page, which is a mistake because there are a number of distractions present that can draw visitors away from the path to conversion.

The navigation elements are too prominent, and the top search bar is completely unnecessary, only providing yet another element of disruption. The display image for the video is a bit cluttered as well.

How You Can Do it Better: When you have a very specific marketing or sales objective to achieve (again, think signing up for your newsletter, downloading free content, launching a new product, etc.), use a landing page.

Your home page needs to serve a diverse array of functions and users. A landing page allows you to provide a completely customized experience focused on helping a more targeted group of users reach one specific conversion point.

Team Treehouse

The Good: This landing page is clean, simple, focused and presents a clear pricing plan right off the bat. The navigation elements aren't so prominent that they distract, but they are definitely easy to find if a user wants to do more research. You know you're getting training videos, but the question remains...

The Bad: What kind of training videos? This landing page took simplicity so far to the extreme that it forgot to tell visitors what they're getting, even if they read all the text on the page. It’s impossible to understand what the offer is without leaving the page, which is a glaring oversight.

How You Can Do it Better: Minimalism is good but only when used within reason.

You must present enough information about your offer on the landing page itself for the user to feel confident in taking the next step. This requires good balance of content and design. It may also necessitate getting a bit creative in how you present your message. Often, a brief demonstration video can take the place of 1,000 words in providing more information about your product or service.

Windows Azure

The Good: Here's a fairly solid landing page. The design is minimalist, the call to action is easy to find and who doesn't like getting something for free?

The heading and description are clear and easy to understand. The superframework (where the logo and log-in links live) is sufficiently muted and out of the way. Overall, the layout is clean and makes it easy for the eye to navigate the page.

The Bad: The main navigation is messy and overly complex. There are two tiers with various buttons highlighted in light blue, which introduces and element of confusion and distraction in an otherwise very clean and streamlined design.

How You Can Do it Better: Navigation is a make-or-break element of every website design, and landing pages are no exception.

When it comes to your landing page, remember that the goal is to persuade the user to take one specific action. Focus on providing them with only the information they need in order to take that action without leaving the page if possible.

If more information is needed than will be effectively served by a single page, keep the navigation streamlined and limited only to those options that serve the landing page’s core purpose.

RightBanners!

The Good: The layout of the page is simple and easy to follow, and the navigation bar is tucked out of the way. The clear pricing structure gives users the critical information they need to know. Plus, the colors are engaging and exciting.

The Bad: The "Submit Your Order Now" heading reads like a button, but it isn't a button at all. Instead, the user must scroll down to create an order – a process that's quite confusing.

There are also too many different sizes of text on the page, which is a direct result of trying cram too much information into the banner area.

This page would work much more effectively if it were broken into a two-step process: a streamlined landing page leading the user to a second page where they could complete their order.

How You Can Do it Better: When it comes to user interface design, the devil is in the details. You must always consider the cues and conventions that users expect when interacting with a page and use those to your best advantage.

For example, navigational buttons are so commonplace that we tend to take them for granted, but they play an important role in your landing page.

Pairing call-to-action statements like “Submit Your Order Now” with a button that performs that specified action is a simple but effective way to provide a familiar interface cue that helps users understand the process that they’re engaging in.

When these things don’t work as expected – as in the example above – it creates confusion and uncertainty that can inhibit the user from taking the action you desire.

PSD2HTML

The Good: This is an excellent landing page. The call to action is clear, and the message is concise. Overall, it's easy to tell what you're getting and where to go next.

The Bad: The page is a bit cluttered, which leads the eye away from the primary point of focus.

How You Can Do it Better: As always, whitespace is your friend.

If the design is cramped, the page will seem visually intimidating to your user. By contrast, allowing the elements on the page room to breathe makes it easier for the user to draw distinctions between different types of information.

DealFuel.com

The Good: Deal Fuel pulls off the home page/landing page combo successfully because it's designed first and foremost to be a landing page.

The design is clever, and the value proposition is prominent. Navigation elements have been scaled way back to allow the header section where the call to action lives to take center stage. Pricing information is easy to find, and the layout of the page helps guide the visitor through the information presented in a logical order.

The Bad: The description paragraph is too long; it's just too much information to include in a call to action area.

Also, the color of the "Buy Now!" button should also be different than the brown used in the gas pump because it fades into the background.

How You Can Do it Better: Never underestimate the importance of color in website design. Color and contrast play a very important role in directing the user’s attention to key elements and establishing a hierarchy of information.

For example, on the DealFuel.com page, simply swapping the colors on the "Today's price" banner and the "Buy Now!" button would create better cohesiveness within the design and make the call to action button more prominent.

AppSumo

The Good: This is a unique landing page that offers a the user a chance to win a prize in exchange for giving the company their contact information.

The call to action button is impossible to miss, and the process draws you in because it's so easy to answer the (very obvious) question and fill out the form.

The Bad: The design is cluttered and the message is difficult to find right away. The heading says "Win the Top 40 Books...", but you don't know why or how immediately. The description that follows is difficult to read because there’s not enough contrast between the color of the text and the background.

Also, putting the books on the left side of the page (where the eye naturally goes first) is distracting. These should be positioned either to the right or below the call to action in this example.

It's also a mistake to offer a reward at such a superficial level of engagement. Users can provide their contact information and enter the contest without knowing anything about AppSumo or what they offer. The brand would be much better served if the page included even a short, single-line description of AppSumo's value proposition.

How You Can Do it Better: Before you create a landing page, you must clearly define the business growth objective that you want it to serve, and then you must decide how best that objective can be achieved in a way that delivers value for both your brand and your customers.

In the AppSumo example, the engagement between the visitor and the brand is fleeting and shallow. While AppSumo does gain the benefit of the user’s information, there’s nothing to qualify this user as a potential customer and no motivation for the user not to simply unsubscribe when they start receiving communication from a company that they still know nothing about.

While capturing a user’s contact information is a legitimate and useful business growth goal, it would be better achieved by offering the user something of greater value in return than simply a one-in-many-thousands chance of winning a prize.

Instead, think of a way to structure the exchange that promotes greater long-term engagement between your brand and this user, whether it’s a providing free white paper that showcases your expertise or offering a free trial of your services.

TemplateSOLD

The Good: The design is modern, and the colors are interesting and engaging. The bold, concise heading makes the purpose of the page very clear. Prices are displayed upfront, so there are no surprises when the user moves to the next step.

The Bad: What is the next step, exactly? There's no one clear call to action. Instead, there are a LOT of calls to action here that muddy the design. The page wants you both to "Signup Now" and to "Download" the themes. There are also a number of different prices displayed on the page, each of which acts as a call to action in its own right.

Last but far from least, there's a major conflict in messaging. While the bold text claims to sell $40,866 worth of themes for just $59.95, the fine print cites a 50 theme limit. This type of marketing gimmick only serves to create confusion and make potential buyers wary of what they're really getting into.

How You Can Do it Better: Whatever you do, never, ever use any kind of gimmick or trickery in your presentation. No matter what action you want your users to take, they’re not going to do it if you don’t first establish a foundation of trust.

Instead, go above and beyond in your efforts to reduce the user’s perceived risk for taking action. When possible, offer a money-back guarantee or free trial period. Make sure you address potential sales objections, and provide social proof to reinforce believability and trust.

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iPad – The Good, the Bad and the Possibilities

Apple’s January 27 “latest creation” media event was historical for many reasons – not the least of which was the introduction of the first real tablet. Never before has such anticipation surrounded the launch of single product, and rightfully so. When was the last time you read a book on your laptop? How satisfying is it to surf the Web on your smartphone, even if it is an iPhone? There has long been a gap in the usability of these devices for casual media consumption – a gap that Apple has now bridged with the iPad. As Steve Jobs noted in his keynote address, when developing the iPad, Apple set out to create a new category of devices that would surpass both the laptop and the smartphone in handling key tasks like browsing the Web, sending e-mail, viewing and sharing photographs, watching videos, enjoying music, playing games and reading eBooks. With the iPad, Apple has indeed succeeded in carving out a new category in the mobile device marketplace – one that makes digital content accessible in a posture that has been comfortable and familiar to humans for centuries. As with any first-generation technology, the iPad offers many exciting and novel features, but it is not without its drawbacks. However, these details pale in comparison to what is most significant about the device. By offering a new platform, the iPad promises to revolutionize media as we know it today – from the way we consume it to the way it is created, packaged and marketed – bringing sweeping changes to our culture and a number of industries along the way. Here's Fame Foundry's take on all things iPad:

The Good

• Revolutionary, unhinged tablet computing device in book-holding posture
• Addresses all core functions desirable in a mobile computing device: Web browsing, e-mail, address book, calendar, notes, photos, music, video
• Capability to create and edit documents, spreadsheets and presentations with iWork apps
• Ready to run 140,000 existing apps out of the box
• iBooks available to purchase and read on-demand
• Potential to accelerate the growth of the emerging marketplace of “cloud” products, computing and storage
• Hardware is thin (.5 inches thick), lightweight (1.5 pounds) and elegantly designed
• Full-color screen with multi-touch interface
• Sheds the bulk of input devices
• Bezel allows for comfortable holding without accidental touches
• Excellent battery life
• 30-pin peripheral extension
• Wireless and 3G capable
• Built-in Bluetooth 2.1
• Accessible price point: $499 for 16GB model with no 3G support to $899 for 64GB model with 3G support

The Bad

• No system achieved to allow non-Apple apps to run simultaneously with other apps while balancing responsiveness and battery life
• Needs broader networking capabilities for access to nearby computers
• Presents some challenges in the device’s keyboard interface and standing upright when needed (which can be solved with compatible accessories)
• No camera or capability to video chat – an already established system available even on low-end MacBooks and the MacBook Air
• No GPS device

What Will Change

• This is the beginning of the end of paper. As a handheld device that does more than the Kindle – in full color and with a touch-driven interface, innovative software and well-balanced interface design – the iPad will force print publishers to choose one of two paths: create innovative content systems and monetize or file for bankruptcy.
• You will actually be able to watch video easily and comfortably in your hand and in settings never before feasible with a computer or pocket device. In fact, the experience will even rival a high-definition movie, as holding a 10-inch tablet 14-18 inches away is the same as watching a 96-inch television 10 feet away.
• Casual computing on low-end laptops will diminish. Netbooks will need to redefine themselves or be banished to the same dismal corner of the market as underperforming MP3 players in the portable music category.
• Portable TV and video players will begin to fade into obscurity, and physical media such as DVDs and Blu-ray discs will continue to go the way of VHS tapes and Betamax.
• The Kindle’s price will drop substantially, or the device will cease to exist all together. Maybe both.
• Apple will bridge the interoperability gap between its devices, improving networking and file sharing dramatically. Macs, iPhones, iPads and AppleTV to make a bona fide push toward conquering your desk, your pocket, your lap and your living room.
• The iPad OS will continue to evolve away from its iPhone-like genesis.
• The App Store will see a bona fide split between iPad and iPhone apps.
• iPad apps – and perhaps even the OS – will accommodate more handwriting and drawing functionality. Consider what Newton did 15 years ago with the benefit of today’s advancements in software development.
• Apple declared war on Flash a long time ago, and the iPad’s lack of support for the plug-in is the latest incarnation of this. Expect developers to continue to evolve away from Flash, undermining Adobe’s long-running stranglehold on the Web.
• Gaming will enter a completely new frontier previously untouched by the iPhone platform and traditional computers.
• In the next generation of the iPad, Apple will develop an acceptable multitasking subsystem that balances performance and function and will introduce other hardware features such as a front-facing camera that will finally make the long-awaited video phone a reality. The second generation will also likely come with an even lower price point, boosting demand and furthering the iPad’s infusion into our culture.

Suffice to say, the iPad will sell well and will become firmly ingrained in the day-to-day lives of the masses – as have the iPods and iPhones that came before it. It comes with an already established, robust and broad platform of apps that is unprecedented. It is produced and backed by a company that is renown for ongoing innovation and, as with all its previous devices, will undoubtedly be improving upon the platform. Like it or not, the iPad will become a part of our everyday lives and will change everything. Perhaps not in 2010, but soon after. Below Fame Foundry's agents weigh in with their reactions and predictions for the iPad and its potential as a catalyst for change:

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• The Architect

  The truth is, Apple’s iPad is a tablet – and only a tablet. While it possesses the capabilities of many existing devices, it is not a netbook, nor a personal computer, nor a pocket device. It is, however, what the tablet was supposed to be all along: an easy-to-use, book-sized platform for content and communication, with software and an interface that allow for possibilities never before realized. As such, the true significance of the iPad lies in the long-term impact it will have on our culture. Putting aside all initial criticisms in not living up to the dreams of every power user, early adopter and fanboy, the iPad is unquestionably a game-changer. Imagine everything that currently exists in print at book or tablet size being completely data-driven and interactive. Expect to see your UPS driver carrying it. Expect to see your medical charts on it. Expect an interactive Sports Illustrated to be published with capabilities that are unattainable with current Web standards. Just as assuredly as the iPod and iPhone took three generations to hit their full stride in the marketplace, so will the iPad in revolutionizing content, communication and computing. The iPad’s first phase is now in play.

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• The Craftsman

  Although not the end-all, be-all device I was hoping for, the iPad – along with various other tablet devices – is ushering in a new era of personal computing and media consumption. The possibilities of a device like this are endless. The way people are consuming and interacting with media is changing. Virtually all forms of media will be affected by the move toward a handheld digital format, especially the newspaper and publishing industries. What a device like the iPad does so well is consolidate and present content, replacing volumes of books, magazines, papers and other forms of media. Students can empty out their backpacks and have every required book downloaded to their iPad. I also think we will see a shift from an emphasis on developing for the Web to developing applications. Apps will be the primary way content is delivered in the future. Until now, apps were lacking the right device to truly take off as a mainstream platform, but I think that device has finally arrived. But iPad went beyond media consumption when they redesigned the entire interface for iWork. I was intrigued to see how applications like Pages, Keynote and Numbers will work on a multi-touch, gesture-based device. I think the future of interface design is very exciting.

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• The Author

  The iPad is, first and foremost, a media consumption platform. However, this device is not as revolutionary in and of itself as are the changes it makes possible in the types of media that will be available to be consumed. Hardware developers have long struggled to create an interface that is comfortable for reading or viewing for extended periods of time. Now that Apple has solved this problem, as the public embraces the iPad and it becomes as ubiquitous as iPods and iPhones, we will see the emergence of a new kind of audience with evolving expectations. As demonstrated at the January 27 event, iBooks and the New York Times app are a step in the right direction for handheld digital media. However, given time, artists, writers and developers have unlimited potential to work together in changing the media consumption experience as we know it. Currently, media is segmented by format, vehicle and purpose. Books, newspapers, magazines, radio, television and movies stand alone as distinct entities. However, the iPad presents new possibilities for blurring the lines between these various media types. eBooks can become increasingly interactive, enhanced by images, animation, video and sound to offer more than just digital versions of printed texts. If movies have soundtracks, who is to say books can’t as well? Writers, designers, illustrators, animators and composers will have unprecedented opportunities for creative collaboration. Currently news outlets produce separate content for broadcast or print and for the Web. Even though an online news story might include a video or audio clip to support written text, they are not seamlessly integrated. The iPad makes this possible in ways that will offer a richer, more informative experience. Furthermore, as the iPad and other tablets eventually become the default media consumption device of choice, there will no longer be a need for entertainment to conform to a rigid half- or hour-long format for TV or two-hour movies. Instead, writers and producers will have the freedom to find new and innovative ways to produce entertaining content that is both profitable and better suited to the consumption habits of the end user.

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• The Creator

  As a designer, there’s only one thing that excites me about the iPad, and it’s not the elegant design, the slick interface, the incredible battery life or the low price. What really excites me is the iPad’s single most valuable offering — its potential to revitalize the suffering publishing industry and revolutionize journalism. As I watched the native version of the New York Times demonstrated at Apple’s "newest creation" event, a progressive yet familiar medium was being revealed. Unlike the iPhone, the iPad mimics the size and portability of traditional printed material such as books and magazines. In the example of the New York Times, the design of the page is easy on the eyes and demonstrates how typography and page design can be preserved in digital media. What’s more is there’s good news for advertisers, too. The creative ads we are accustomed to seeing in printed publications can be incorporated into page layouts for the iPad app, eliminating ineffective and obnoxious banner and pop-up ads that plague browser-based versions. Like never before, the iPad makes it possible to combine the best of traditional publishing and journalism with the best of the Web. I don’t believe the iPad is destined to replace our workstations and laptops. Rather, it will become the standard vehicle by which we consume information. It is the new “paper.”

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