While accessing a recurrent revenue stream and a loyal customer base are solid advantages of subscription-based businesses, there’s plenty more to explore—from complementary brand relationships to mapping customer journeys to re-marketing to former customers. Following are five takeaways, according to a piece in Multichannel Merchant, for businesses that rely on subscriptions as a key source of revenue.

The post Five Ways to Level-Up Marketing for Subscription-Based Businesses appeared first on Chief Marketer.

“With everything that’s happening in privacy right now, and how the media landscape is changing, your first-party and your zero-party data become at the center of communicating with your community or your consumers. And that’s why we really nurture this program.”

—Ekta Chopra, Chief Digital Officer, e.l.f. Beauty

Chopra is referring to e.l.f.’s Beauty Squad in the quote above, a loyalty program that boasts an impressive three million members. The brand’s success on social media, which includes creating TikTok’s first viral campaign and becoming the first beauty brand to launch on the app BeReal, can be attributed to community listening followed by swift action, Chopra explains.

“e.l.f. really listens to their community. And once we get a signal, we lean in,” Chopra says. “We tend to take more risks than some of the other brands do. That’s one key differentiator. And we are not afraid to go into channels, partner with people, and be authentic to those channels.” Chief Marketer spoke with the digital chief about the benefits of loyalty programs, managing personalization at scale, keeping up with the speed of digital, and more.

Chief Marketer: How do you account for e.l.f.’s success on TikTok? What’s working for you that other brands can learn from?

Ekta Chopra, Chief Digital Officer, e.l.f.: It’s grounded in who we are. First of all, e.l.f. is a bold disruptor with a kind heart. Disruption is in our DNA. We listen to our community; our boots are on the ground. Back in 2019 when TikTok was just starting to come up, we did a small test, and it gave us the signal that our community is actually there. We leaned into that signal and partnered with an expert in TikTok, and [created] the most viral campaign that TikTok has ever seen, our #eyeslipsface challenge. Now we are a TikTok “billionaire” multiple times.

The key thing there is, e.l.f. really listens to their community. And once we get a signal, we lean in. We tend to take more risks than some of the other brands do. That’s one key differentiator. We are not afraid to go into channels, partner with people, and be authentic to those channels. Sometimes brands just want to dive in, but they don’t lean into this ecosystem of people that actually know how those channels operate. Once our community tells us that you need to be here, we don’t wait. We want be the first ones. The same thing happened with BeReal. We are the first beauty brand on [the platform]. Then everybody else followed.

CM: Talk a little bit about your Beauty Squad and how you nurture that community.

EC: Beauty Squad is our loyalty program, essentially. Currently we have a little bit over three million loyalty members. With everything that’s happening in privacy right now, and how the media landscape is changing, your first-party and your zero-party data become at the center of communicating with your community or your consumers. And that’s why we really nurture this program. Our program rewards our consumers not just for shopping with us, but also for shopping with other retailers. They can choose different types of rewards. On our app, 95 percent of our shoppers are Beauty Squad members, so we know that from a shopping experience perspective, that is our most engaged consumer. And it is also about giving us feedback. We learn a lot from them.

CM: How do you approach creating a personalized customer experience at scale?

EC: We invested in ActionIQ’s CDP way before the privacy landscape was even starting to change. For us, leveraging and harnessing the power of data is very important. When you think about personalization, it is your data, right? When it comes to Beauty Squad, that’s the most engaged consumer that’s giving you information about who your consumer is, what they like, what they don’t like. [It’s about] leveraging the power of a CDP and then surfacing up insights that can then help us create the right content for the right people, the right messaging across all channels. And then ensuring that the consumer is not wasting their time, they get the information that’s going to be relevant and our brand shows up the best that it can. The CDP is what’s helping us power that.

CM: As a digital-focused company with so many different products and launches, how do you keep up with it all?

EC: Digital is always changing. You’re on shaky ground all the time. Number one, it takes the whole organization being digitally-centric and data-driven. Because if it is only one person talking about it, it doesn’t go anywhere. There is an alignment at an organization-level that’s needed. Number two, for me personally, I like to focus on learning from others. You partner with like-minded people, whether it be other companies that are doing amazing things or the insights that you’re learning, and then building an organization that can activate those insights into actions. [It’s] bringing those insights to the organizations externally, leveraging what you’re learning internally through the data that you have, and building an action-oriented team that can actually deliver and focus on speed—because doing it with quality and speed is really important. You have to balance both.

Digital is a constant muscle of testing and learning, and then quickly leaning in when you see that something is working. TikTok was a great example of that. We didn’t wait a year before we got any approvals or anything. It’s about leaning in once you see a signal—and leaning in hard and quickly.

The post Brands on Fire: e.l.f. Beauty appeared first on Chief Marketer.

Loyalty programs can unearth a treasure trove of first-party customer data. One brand that’s capitalized on the tactic is quick-serve restaurant Noodles & Company, whose marketing department overhaul included a revamp of its rewards program. Read about how and why the company transitioned to a points-based offering, according to a piece in AdExchanger, as well as additional positive outcomes of the upgrade.

The post Noodles & Company Revamps Its Loyalty Program for First-Party Data Collection appeared first on Chief Marketer.

FREE LIVE WEBINAR

Date: April 12, 2022
Time: 10:30 am CT/ 11:30 pm ET

Data deprecation got you down? As a marketer, you’ve probably heard a lot about the impending phase-out of third-party identifiers—we certainly have. But what we don’t talk about enough are the unique, strategic and actionable ways to mitigate these challenges.

Hint: Your loyalty program can help a lot more than you might think.

In this webinar, Forrester VP Principal Analyst, Mary Pilecki, and Epsilon VP Strategic Consulting, Tamara Oliverio, will share tips on how to leverage your loyalty program to collect invaluable zero- and first-party data. Amp up your customer experiences—all without the cookie.

Key topics include:

• Why zero- and first-party data is so important for marketers today
• How loyalty programs can accelerate customer data collection
• Why tactics like gamification can introduce value and benefits to customers, while also aiding in data collection
• How to measure and prove this return on investment to stakeholders

We look forward to seeing you!

Presenters:

Guest Speaker: Mary Pilecki
VP, Principal Analyst
Forrester

Mary serves B2C marketing professionals, leading Forrester’s customer loyalty coverage. Her research focuses on loyalty strategy, loyalty programs, consumer trends, and the tools, skills, and processes B2C marketers need to manage and measure loyal customer relationships. She helps marketers navigate the continually changing landscape of loyalty technology and services, as well as emerging trends such as emotional loyalty. Mary previously worked as a VP and research director, leading a team of analysts covering enterprise marketing technology, loyalty marketing, search marketing, customer database and engagement providers, and customer trust and privacy. In addition, Mary was a senior analyst at Forrester from 2005 to 2008, covering applications and processes for financial services. Her research included retention strategies, business process management, and customer relationship management technologies and processes.

Tamara Oliverio
VP of Strategy Consulting of Loyalty and CX
Epsilon

Tamara Oliverio is VP of Strategy Consulting of Loyalty and CX. She has 20 years of loyalty, CRM and communications experience as both the client and consultant. Tamara joined Epsilon in 2016 to lead loyalty design efforts for General Motors’ new enterprise-wide My Rewards program and now works with a variety of brands across various industries to design, evolve, optimize & manage their customer loyalty strategies. During her tenure at Epsilon, Tamara has designed, managed and optimized data-driven loyalty strategies for Buffalo Wild Wings, Papa John’s, Coffee Bean & Tea Leaf, BP, Shell, Exxon-Mobil, Kellogg’s, Kimberly-Clark, Lancôme, Walgreen’s, Family Dollar, Burlington, Best Buy and others. She also speaks about consumer trends, best practices and innovations on behalf of Epsilon at various industry events, webinars and publications.

 

Moderator:

Kaylee Hultgren
Group Content Manager
Chief Marketer/Event Marketer

 

Sponsored by:

The post Loyalty Marketing: Your Key to Unlocking Zero- and First-Party Data appeared first on Chief Marketer.

Throughout the pandemic we’ve seen a rise in the demand for subscriptions—up 41 percent, according to research from Ordergroove—as an effective way to build customer relationships and provide value. Following are ways in which subscription programs can improve the customer experience, according to a piece in Multichannel Merchant.

Personalize the Shopping Experience

Use customers’ purchase history to match the right products to the right shopper. This data can also be used to manage communications and time them appropriately with artificial intelligence technology.

Prove Value Through Cost Savings

Providing discounts for subscribers helps to build brand relationships. Offering greater savings the more a customer buys or introducing reward and loyalty programs that include opportunities for discounts are effective tools.

Streamline the Purchase Process

Focus on providing a customer experience that’s as seamless as possible. Allow customers to easily update account information to build trust and provide a sense of control, and give users the opportunity to subscribe at checkout. Having the ability to change and update subscriptions will help mitigate “flavor fatigue,” or the sense of boredom customers might feel from purchasing the same products again and again.

For more ways to enhance subscription programs, read further in Multichannel Merchant.

The post Four Ways to Improve the Customer Experience Through Subscription Programs appeared first on Chief Marketer.

Popeyes may have started the chicken wars back in the summer of 2019, but now it means to end them. Sort of. The QSR brand, whose chicken sandwich became a massive sensation when it launched two years ago, dropped a new product last month—chicken nuggets—as a declaration of peace and an “end” to the chicken wars.

The campaign’s cheeky tagline, “We come in piece. 8 piece,” accompanied by the image of a white flag of surrender (with a nugget in the middle), leverages the chicken wars to insert itself into the conversation once again.

We spoke with Popeyes CMO Bruno Cardinali about the multifaceted marketing campaign, how the brand drives engagement with gamification, its new loyalty marketing program and the importance of creating authentic brand experiences for consumers. Plus, he dishes on what skills marketers should hone if they have ambitions to join the C-suite.

Chief Marketer: What are the ways in which you are marketing the new product launch in terms of channels, tactics and strategy?

Bruno Cardinali: Nuggets is something that we’ve been working on and investing the time to perfect in the past few months and even a year ago. It’s something we were lacking on our menu. We launched the chicken sandwich two years ago and we then went into tackling the next one in line, which was chicken nuggets. So now we’re very excited to be bringing the nuggets to the whole market to our fans.

We’re going to be supporting that whole campaign across different channels. So we’re going to have a full plan of media and creative assets running through TV, digital and we have some radio buys as well in a few markets. We’re going to be running some billboards in Times Square. There are a lot of different touchpoints from a media perspective. And then also at the floor level, that’s when we engage with our guests on a one-on-one basis. We’re planning different local activations, tasting events and making sure that we get those nuggets to everyone so they can try them.

CM: So sampling events are a big part of your strategy?

BC: Sampling is done at a local level. We normally don’t plan for national sampling campaigns, but we do partner with different franchises in different markets and then run some sampling events. It happens on an ad hoc basis with our local partners. Normally franchises hold these events in their restaurants, or they partner with any existing events that might be happening in their city. The whole sampling initiative is a piece of the plan, but we’re focused on the TV campaign, the radio, the billboards and everything else at a national level.

CM: Why did you choose to address the chicken wars specifically?

BC: When we launched the chicken sandwich, we received an incredible of love and positive reviews. We were really humbled to see how our fans reacted, but at the same time many claimed that it started the chicken wars. So we’re taking that cultural movement, if you like, the debate of who has the best chicken sandwich in the market, and playing with that and saying, look, many people say that we started the wars, but now it’s time to say goodbye to the chicken wars, because this time we come in peace—8 piece, to be exact.

We felt it was a good way to leverage something that is still quite strong in organic conversation, social media and media in general and infuse our brand, tone of voice, our brand personality, in a way that’s making a light statement about that whole conversation and putting the brand at the center of the chicken conversation. It plays with something that has been relevant in the industry for the past two years, and puts the nuggets innovation at the center of the conversation because of the analogy between “peace” and the pieces that we sell.

CM: Do you really plan on ending the wars or is this just a step along the way?

BC: We truly believe that there’s space for everyone. Everyone loves to share food and give recommendations about a good restaurant that you have in your neighborhood or that you visited. I don’t think that debate will ever end because it it’s human nature—loving food and the experiences around food. It was a good way to market and to position nuggets at the center of the story and bring our personality and our tone of voice to life in a way that is very authentic to Popeyes.

CM: This campaign has a strong charitable component. Can you talk about the strategy behind that and why it was important for this campaign?

BC: As part of the campaign, we are purchasing one million nuggets from our fellow QSR brands, including our own, and donating them to the Second Harvest Food Bank of Greater Louisiana. We are happy with that way of bringing the story to life but also helping those in need. We’re inviting fans and guests that want to participate to also donate, so it’s something that we’re trying to make as inclusive as possible and insert some good into this whole conversation other than just the creative. We wanted to include all the different QSR brands in the mix as a sign of a saying goodbye to the chicken wars and spreading the love.

CM: When it comes to using social media as a brand overall to create buzz and trolling competitors, can you talk about how Popeyes has used the channel over the years and been successful at it?

BC: I joined the brand in early 2019. When immersing myself in Popeyes, the very first thing was a trip to New Orleans to understand the roots of the brand, the place that we come from. But alongside the full journey, you get to understand how much people love Popeyes. It’s something that really stood out to me, the amount of love and how dedicated and how passionate our fans are. So with that in mind, we’ve been developing a whole social media strategy to revisit our brand positioning, our tone of voice, our personality as a brand and how we would behave in that social media environment. We have really passionate fans who love to engage and talk about Popeyes. They love to interact with us and help fuel the conversation. It’s something that we stay on top of basically every single second. So, monitoring anything that might pop up in pop culture that we feel can make sense for us to be part of or start different conversations across the industry.

CM: How important are experiences to your marketing strategy?

BC: Experiential is an important pillar of our plan. We’re proud to sponsor and support the Wine and Food Festival here in South Beach, Miami, to get Popeyes in the hands of foodies and chefs, because we’re really proud of the food that we serve and the quality and the work that goes behind it. Our food culinary team here works really hard and does an incredible job of designing product and formulating the recipes.

We also served Popeyes at a Sports Illustrated Swimsuit cover reveal. We had a bunch of influencers at the event that were able to taste the product [ahead of time]. We try to infuse the brand into those specific events that bring our culinary credentials to life. Those two past events were quite important and we saw very good traction in terms of conversation and engagement around Popeyes.

CM: Talk about the role of gamification in your marketing initiatives.

BC: We’ve seen the popularity of gamification rise in the past few years. We try to bring that to life through our app that we launched two and a half years ago. In September of 2020, we launched a campaign with Dr Pepper called Love That Game during football season. They would get a promotional code that could be used in the Popeyes app for a chance to redeem some offers and enter a sweepstakes. And we just finished another campaign with gamification called Summer Road Trip. Guests could search for a destination in the Popeyes app and get a digital offer. We continue to look for more opportunities to infuse and embed more gaming and gamification into our app experience.

CM: How do loyalty programs factor into your marketing strategy?

BC: Our loyalty program is very new. We just launched Popeyes Rewards in June. It’s the first-ever loyalty program for Popeyes so we’re super excited to have that live for our fans. The program allows us to return the love to our fans with exclusive deals, celebrations, experiences and swag, and a bunch of different ways to engage with our guests. We’ve been seeing some very good traction in terms of adoption and using the program. We see a big opportunity for us in the future, as we continue to grow the base of users and then leveraging it for future results. So it’s something that we’ve been starting to promote and embrace in every single campaign that we do.

CM: What are the marketing trends that you’re keeping an eye on right now?

BC: You touched on gamification, but also esports. It’s something that grew a lot in the past year, but I think it’s still something that not every single brand has cracked—how to insert themselves into that space. I sense a small change in how people interact with brands these days. People are seeking for more authentic, genuine brand experiences and stories and product offerings. Going back to the basics, in my opinion, is a trend that is becoming really important. Consumers are paying attention to the details, paying attention to whatever product or service that you offer, making sure that you walk the talk, that you don’t just say something but that you actually do what you’re saying. I think it is beneficial for the industry and for all of us.

CM: Talk about some skills that marketers who hope to be CMOs one day need to master in today’s business landscape.

BC: Digital is an important skillset to have. And everything to do with ecommerce, social media and performance media. The landscape is growing a lot and evolving almost constantly. There are a lot of changes, especially in the media landscape. The other thing is building teams. The more you go up the ladder, the more you have to have good people, being able to search and hire them as well as nurturing and developing the people that you have on the team. The last one is more of a soft skill, but it’s the ability to create a vision and agenda and bring everyone along. The best marketers that I’ve seen are the ones that were able to join the brand, join the team, immerse themselves in what the brand stands for, create a dream for the brand and bring everyone along for the journey.

The post Marketers on Fire: Popeyes CMO Bruno Cardinali appeared first on Chief Marketer.

Experts have argued in the past that participants feel less vested in non-tiered loyalty programs such as “buy 10, get 1 free” than participants in tiered programs do. Because tiered programs are more of a progression—spend $500 and get early sale access; spend $1,000 and receive early sale access plus free shipping; spend $2,000 and earn early sale access, free shipping and a 10 percent discount—it’s believed that participants feel they have more to lose by not shopping with the program’s brand.

The study, dubbed “Can Non-tiered Customer Loyalty Programs Be Profitable?,” analyzed the behavior of 5,544 customers who became members of the free-to-join loyalty program of a chain of men’s hair salons. Members received a $5 coupon for every $100 they spent. Given that the average transaction value was $21, members typically had to visit five times before earning their reward. The authors are researchers from Rice University’s Jones Graduate School of Business, the Wharton School of Business at the University of Pennsylvania and the Olin Business School at Washington University in St. Louis.

Over a five-year period, the researchers found that customer lifetime value rose 29.5 percent as a result of the program. Yet customers did not spend a statistically significant amount more per visit, and the frequency of their visits rose only by roughly 5.5 percent. The jump in lifetime value resulted primarily from an approximately 23 percent drop in customer attrition. As the authors wryly note, “the value of increased frequency is only beneficial if the customers actually stay.” Because previous studies failed to measure the effect of non-tiered programs on customer attrition and retention, they missed the primary benefit of such programs—and with that their effect on profitability.

In short, while the non-tiered loyalty program didn’t persuade members to increase their spending in order to earn a reward, it did encourage them to keep coming back rather than go to a competitor. Given the Bain & Company rule of thumb that a five percent lift in customer retention increases profits at least 25 percent, and that the program was structured so that it gave back to members just five percent of the revenue received, it seems that the answer to the question posed by the article’s title is “yes.”

The lift in retention rates varied among segments of the program’s membership. Attrition decreased most dramatically among those who had been the least-frequent and the most-frequent customers before participating in the program. Typically, companies promote loyalty programs most heavily to customers in the middle, as a way of upselling them. At the same time, they often neglect their most-frequent customers, reasoning that they already have their loyalty, and their least-frequent, assuming that they’ll lose money by “bribing” them to come back. This study suggests the contrary: that these are the cohorts that should be most actively wooed to join a non-tiered loyalty program.

The post Study: Non-Tiered Loyalty Programs Are More Profitable Than Expected appeared first on Chief Marketer.

As the country continues to reopen, companies have an equally valid reason to invest in loyalty programs: Apple’s introduction of App Tracking Transparency this spring and Google’s decision to stop supporting third-party cookies beginning next year will decrease the effectiveness of many performance marketing programs. Below are a few organizations that have recently introduced loyalty programs.

McDonald’s began testing a U.S. loyalty program in Arizona and Nevada in November 2020; it expanded the test to New England in February, according to CNBC. Members of MyMcDonald’s Rewards earn 100 points for every dollar spent, with the opportunity to earn additional points with special promotions. The company will use the program to send members post-order emails with customized offers. In another personalized touch, one that might especially resonate among those who spent much of the pandemic in relative isolation, McDonald’s workers will greet loyalty members by their first name when they enter the drive-in to pick up orders.

Rival Burger King launched its own rewards program test in February. Available in the Los Angeles, Miami and New York/New Jersey markets, the Royal Perks program gives members 10 “crowns” for every dollar spent via the Burger King app or website. But while McDonald’s program members can use their points on only 16 menu items, Burger King allows points to be redeemed across its entire menu. Program members also receive daily promotions, such as free drink upsizes. Burger King’s VP of digital and loyalty, Whitney Gretz, told Restaurant Dive that the program might eventually expand to include third-party rewards.

White Castle completed the nationwide rollout of its Craver Nation loyalty program in September 2020. Upon downloading the White Castle app and enrolling in the program, members receive a free combo meal; additional exclusive discounts and offers are added each month. Unlike the above programs, no points are rewarded. The focus on exclusive deals reflects a survey in which 80 percent of customers said they’d visit White Castle more often if they had access to exclusive discounts via the app. The company says the program intro led to a 215 percent jump in year-over-year app downloads between September and November. To further boost buy-in, earlier this year it offered 20 percent off all orders placed via the app.

Quick-service restaurants aren’t the only food-related organizations hoping to benefit from rewards programs. Avocados from Mexico (AFM), the marketing arm of the Mexican Haas Avocados Importers Association and the Association of Growers and Packers of Avocados from Mexico, debuted Avocado Nation in March 2021. Members earn points for every receipt featuring AFM avocados; they can use those points to buy exclusive sportwear, totes, headphones and other items adorned with vibrant depictions of the trendy fruit. As well as the rewards program, Avocado Nation includes a robust website featuring short videos of recipes, storage and shopping tips, and series such as “Worth Every Moment,” which follows singer Ally Brooke on a road trip to her parents in Texas. Avocado Nation is using AI to personalize the user experience.

Like AFM, Maybelline is challenged by not owning a direct-to-consumer channel through which it can capture consumer data. While its website does include product pages for each of its cosmetics items, the “buy now” button directs you to retail partners such as Amazon and Walmart. To reap data and better position itself for the post-cookie advertising market, the makeup brand launched Maybelline Express in November 2020. “We wanted to own the connection with our consumers and personalize experiences, and become less reliant on third-party media companies to provide consumer data for us,” Marnie Levan, Maybelline VP of integrated consumer communications, told Digiday. Upon enrolling in the program via the Maybelline website and filling out a brief questionnaire regarding product preferences, program members are rewarded with personalized product coupons and access to virtual makeup tools and tutorials.

Fashion jewelry and accessories retailer Claire’s Stores does have DTC channels—an ecommerce site and brick-and-mortar stores. In November it launched Claire’s Rewards to encourage repeat interaction. Members earn a point for every dollar they spend and can garner additional points for downloading the Claire’s app, completing a profile and engaging with social channels. For every 100 points earned, members receive $5 in credit. Members also receive free shipping twice a year (handy for converting in-store shoppers to online customers), early sales access and personalized discounts.

One might think that David’s Bridal wouldn’t need a rewards program; after all, most brides-to-be hope not to need more than one wedding gown. The Diamond Loyalty Program by David’s, however, encourages brides to shop David’s Bridal by enabling participants to earn rewards from the retailer’s partners, which include jeweler Blue Nile and numerous resorts, spas and hotels. Program members earn a point for every dollar spent, not just by themselves but also by the members of their bridal party and any other friends and family they include on her account. Sweetening the deal: Upon joining, members not only receive introductory coupons but are entered into a contest for a free honeymoon as well. Launched in December, the program is an extension of the company’s continuing efforts to boost the digital aspects of their business, according to PYMNTS.com.

The post McDonald’s, Burger King, Maybelline: Loyalty and Reward Programs for the COVID Era appeared first on Chief Marketer.

Customers who fly intercontinental biz class are presented with a variety of little blue and white porcelain houses filled with booze prior to landing. They can choose whichever one they want to add to their collection. It’s a delight for customers and a physical reminder far beyond the KLM cabin as many people keep rows of them on shelves in their offices or homes as a kind if status symbol.

This week KLM celebrated its 100th birthday with the release of the 100th version of the so-called Delft Blue houses. Customers can track which houses they have and which to collect through an app.

“Every single house of a senior business executive in Holland has these somewhere,” Aaron Holmes, an American lawyer who formerly lived in Amsterdam, told New York Magazine.

In fact, 55 percent of consumers want personalized experiences from brands, but only 12 percent think their favorite brand executes personalization successfully. This indicates that brands are not effectively collecting or using data to successfully personalize experiences for customers, according to a new study from CrowdTwist.

The study also found:

• 87 percent of consumers are willing to recommend their favorite brand to their friends and family helping drive new customer acquisition.
• 71 of people are active in at least one loyalty program.
• 68 percent redeem rewards at least once a quarter, and 25 percent of those redeem at least once a month.
• 40 of respondents said their favorite brand has a loyalty program and that they are a member.
• 20 percent said their favorite brand doesn’t have a loyalty program but they would join if they did.
• 39 percent of consumers want free delivery and 29 percent want special member prices and perks as a loyalty program member.
• 59 percent are willing to pay for a loyalty program with valuable perks.
• 82 are willing to complete a survey as part of a loyalty program.
• 50 wanted to be rewarded for visiting a company’s website, 47 percent for playing a game, and 47 percent for writing a review.

So with 62 percent of consumers saying they could be persuaded to choose one brand over another due to the presence of a loyalty program, do those neat little rows of blue and white houses sitting on office shelves move others to fly KLM? I’m persuaded.

Other articles you might enjoy:

• 5 Tips to Foster Brand Loyalty
• Godiva Plans to Grow its Business Fivefold in Six Years
• What it Really Takes to Earn Millennial Loyalty
  

The post KLM Airlines Celebrates Loyalty with Booze-Filled Figurines appeared first on Chief Marketer.

Earlier this week, social food network Tasty launched its first food-based subscription box featuring recipes designed to be baked best in LG ovens and ranges with a spotlight on the brand’s exclusive ProBake Convection technology.

The “LG|Tasty Cookie Club” delivers seasonal cookie baking kits, which include step-by-step recipe directions, perfectly proportioned organic, natural ingredients, as well as stylish, essential cooking tools that can be used long after the cookies have cooled.

The recipes in the kits put new twists on traditional treats, like the “Pumpkin Spice and Everything Nice Cookie Sandwich Kit” for fall, the “Ultimate Gingerbread House Cookie Kit” for winter, the “Unicorn Pinwheel Swirl Cookie Kit” for spring and the “Everything but the Oven Chocolate Chippy Cookie Kit” for summer.

Consumers purchasing LG range and ovens with ProBake or built-in wall ovens in November and December receive a complimentary year-long cookie kit subscription. In retail stores across the country, hangtags promote the “LG|Tasty Cookie Club.”

Other articles you might enjoy:

• How P&G is Reinventing Advertising—and Agency Relationships
• Godiva Plans to Grow its Business Fivefold in Six Years
• Want to Boost Your Direct Mail ROI? Check this out!
  

A series of custom branded videos feature new recipes with restaurateur and Tasty Executive Chef in Residence Marcus Samuelsson, as well as Rie McClennny, a fan favorite Tasty Creator. The videos will run across the BuzzFeed network, which boasts an audience of more than 450 million people globally.

Consumers can also purchase Tasty cookies at Tasty’s marquee at Madison Square Garden through the end of the year.

“Tasty inspires its massive audience to get creative in the kitchen – and LG offers the right tools to cook and bake at home like a pro with America’s most-awarded appliances,” said David VanderWaal, senior vice president of marketing, LG Electronics USA. “LG aims to make life good for consumers and through this unique partnership we’re introducing a new generation of consumers to the best way to bake the perfect cookie every time.”

The post LG and BuzzFeed’s Tasty Launch First Cookie Subscription Box appeared first on Chief Marketer.