Use Personalization To Drive Loyalty And Customer Obsession
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LICEnSED FOR InDIVIDUAL USE OnLY
Use Personalization To Drive Loyalty And
Customer Obsession
by Emily Collins
January 28, 2020 | Updated: January 30, 2020
Why Read This Report key Takeaways
The personalization imperative for loyalty is Personalization Is Too Purchase Obsessed
clear: Companies that can’t meet customer Companies are increasing investments in
expectations for relevance and value risk losing personalization; but the way they use it today is
their customers to brands that can deliver. But too focused on delivering next-best offers, and
it’s hard to get personalization right. Marketers product recommendations are often irrelevant.
collect information that they can’t use and rely
Use Three R’s To Enhance Your Efforts
too much on simplistic product- or purchase-
To capture customer attention and show value,
focused tactics. This report helps B2C marketers
ensure that your marketing personalization delivers
adjust their personalization approach to create
relevance, builds resonance, and shows restraint.
memorable and meaningful experiences for their
best customers. Start With Your Loyal Customers
The best place to improve personalization is with
your best customers: You have the most data
about their purchases and preferences, and they
already like you.
This PDF is only licensed for individual use when downloaded from forrester.com or reprints.forrester.com. All other distribution prohibited.
FORRESTER.COM
For B2C Marketing Professionals
Use Personalization To Drive Loyalty And Customer Obsession
by Emily Collins
with Brigitte Majewski, Chahiti Asarpota, and Madison Bakalar
January 28, 2020 | Updated: January 30, 2020
Table Of Contents Related Research Documents
2 To Win Customer Hearts, Loyalty Marketers The Best Of Times And The Worst Of Times For
Need To Get More Personal Segmentation
Today’s Personalization Approaches Actually Marketers Versus Customers: Opposing Forces
Undermine Customer Relationships Erupt
3 Advance Customer Obsession With Proper Value For Customers: The Four Dimensions That
Personalization Matter
Follow The Three R’s Of Personalization
Launch With Loyal Customers First
Recommendations Share reports with colleagues.
Enhance your membership with
8 Match Personalization Tech To Customer
Research Share.
Needs, Not Channel Needs
10 Supplemental Material
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Inc. All other trademarks are the property of their respective companies. Unauthorized copying or distributing
is a violation of copyright law. Citations@forrester.com or +1 866-367-7378For B2C Marketing Professionals January 28, 2020 | Updated: January 30, 2020
Use Personalization To Drive Loyalty And Customer Obsession
To Win Customer Hearts, Loyalty Marketers Need To Get More Personal
Personalization is on marketers’ minds and part of their budgets: It was the Association of National
Advertisers’ (ANA’s) 2019 marketing word of the year, and 48% of global B2C marketing decision
makers with marketing budget for technology said they would increase their spend on content and
personalization technologies in 2019.1 It’s critical for meeting the ever-increasing expectations of
empowered consumers and building the kind of customer relationships that lead to long-term loyalty.
This is because personalization:
›› Captures consumers’ focused attention. Even the most rudimentary personalization tactics —
such as including a customer’s name in a communication — invoke the so-called “cocktail party
effect.”2 Content and experiences that are relevant to the customer’s context in that moment cut
through the cacophony of brand advertising to inspire something other than a knee-jerk unsubscribe.3
›› Drives loyal behaviors. This tuning of consumer attention delivers immediate ROI for brands:
All the companies we interviewed for this report saw measurable lift on personalized campaigns.
Rewards members at a major pharmacy retailer converted 30% more than average with offers
that were personalized. But it goes beyond that next purchase, too. For instance, Belgian energy
company Eni uses personalized videos to improve an often-negative moment of the customer
experience — bill shock. The videos, which help customers read and understand their monthly
charges, resulted in higher Net Promoter Scores, more on-time payments, and an uptick in self-
service account creation.4
›› Delivers the kind of value for which customers are willing to give up their data. Consumers
are more aware than ever that companies want their personal data for marketing purposes.5 But
they’re willing to share it only if they get something out of the deal, too.6 Effective personalization
establishes that win-win relationship: Your customers get a better experience, and you get access
to the data you need to treat them better. Fashion retailer Express uses the information customers
share in style quizzes and challenges to better understand their preferences and engage with them
in nonshoppable moments.7
Today’s Personalization Approaches Actually Undermine Customer Relationships
Setting the vision for personalization is not an issue for B2C marketers: They see the potential power
of individualized experiences. Sonia Chung, VP of CRM and loyalty marketing at Rue Gilt Groupe,
explains, “We want to create a more anticipatory experience that’s responsive and guides buying
behavior based on our customers’ interests.” But across industries, execution challenges have stifled
the best of intentions. For the past three years, loyalty marketers cited personalizing content, offers,
and experiences as a top challenge.8 And consumers feel the pain. For example, while marketers’ top
tool is email, only 5% of US consumers say email offers are usually well timed to their needs. Here’s
what’s holding B2C marketers back from success:
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Use Personalization To Drive Loyalty And Customer Obsession
›› Execution is too purchase obsessed. Most personalization today puts the business, not the
customer, first. Current efforts are most often narrowly applied to product recommendations and
next-best offers that will drive an incremental purchase to meet short-term revenue targets set by
the business. “[Companies shouldn’t] always think of the communication as a next-sell avenue to
drive revenue. It’s actually very impersonal to always be asking for another purchase,” says Don
Smith, senior managing director, strategy & chief analytics officer from Brierley+Partners. A “do
this, get this, buy this next” approach is too focused on what the business wants, rather than on
what the customer desires.
›› The data they have isn’t what they need. Loyalty marketers are accustomed to collecting
functional, first-party data that helps them link purchases to a single customer and layer in
basic profile information. But that data doesn’t provide much insight on who the person is, what
motivates them, or what they’ll need in the future — the things that make personalization more
meaningful to the customer.9 Darwon Choe, previously of Formation, explains: “The traditional
marketer’s instinct is to start and end with demographics and classic segmentation. But they’re not
thinking of what personal interaction really means or what insights would make the interaction more
valuable and have less friction.”
›› Tools, processes, and goals reinforce bad behavior. Good personalization is consistent
regardless of where the customer chooses to interact. But many of the tools out there are built
to market products and drive sales, not match up customers with the services, experiences,
and content that meet their unique needs. Layer in resource constraints and organizational
silos — since personalization can manifest in marketing, service, sales, product, and other types
of experiences — and it’s no wonder personalization is a challenge. For example, a major US
retailer tapped an executive to step into a project leadership role focused on operationalizing
personalization and ensuring it was integrated across the enterprise.
Advance Customer Obsession With Proper Personalization
Companies that are customer obsessed have the happiest, most satisfied customers and enjoy the
highest revenue growth.10 When done well, personalized experiences — guiding, extending, and enhancing
customer interactions based on a customer’s history, preference, context, and intent — embody two key
principles of customer obsession: customer led and insights driven.11 Proper personalization focuses
on the customer rather than on the features of a brand’s products and services. Bowtech believes its
investments in personalization helped shift its marketing strategy from advertising products to advertising
the experiences that come with its products. Opting out of the “feature war” was a smart move: Bowtech
has stolen market share from its top competitors to become the leading archery brand in the US.
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Use Personalization To Drive Loyalty And Customer Obsession
Follow The Three R’s Of Personalization
Personalization tactics span a broad spectrum (see Figure 1). But whether you’re targeting offer
content based on customer segments or leveraging machine learning algorithms to dynamically
modify the web experience, there are three things you must do to ensure that you’re capturing focused
attention, delivering value, and building trust:
›› Deliver relevance. The precision of your segmentation and targeting only helps so much in
ensuring the relevance of personalized content. Determine the kind of value your customers want
and find ways to provide utility, not just hawk the latest and greatest from your brand.12 “Good
personalization means talking to the customer about what they want to talk about; you have to
be relevant in the places that are important to them,” says Emily Rudin, chief customer officer
at CrowdTwist. Focus on providing information or product experiences that customers might
find enjoyable — think Spotify’s Year Wrapped campaigns and Discover Weekly playlists — or
something that’s useful to them in any given moment.
›› Build emotional resonance. If relevance is all about delivering value, resonance is all about
creating the memorable moments that cement customer loyalty. Across industries, making
customers feel appreciated, happy, and valued has the strongest connection to loyalty.13 Clay
Walton-House, managing director at ProKarma (PK), explains that “presenting information or
providing an experience that taps into a deeper understanding [of] who a customer is goes beyond
the immediate brand to a space you fill or are connected to in that person’s life.” To connect with
customers on an emotional level, talk to them about who they are — not just about what they’ve
purchased. Geoffrey Insurance in the UK sends thousands of personalized videos to customers
who are up for renewal. Of those who watched, 74% felt that Geoffrey cared about them and
renewed at a 2% higher rate than those who didn’t watch the company’s video.14
›› Show restraint. Marketers assume that if they have customer information, they should use it.15
But marketer FOMO can do more harm than good: 57% of US online adults already feel like they
get too many email offers and promotions, and 20% are uncomfortable sharing information with
retailers to personalize their experiences.16 It’s tempting to overcommunicate, especially when,
as Brad Macdonald, VP of loyalty consulting at Epsilon, explains, “Campaign metrics show that
every time [a company] reaches out [to a customer], they get more dollars in spend per customer.
. . . Marketers need to do a better job allowing customers to customize how and when they get
communicated to.” Showing restraint may lead to surprising results: TOMS Shoes has found that
shorter emails are more likely to lead to customer action.17
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Use Personalization To Drive Loyalty And Customer Obsession
FIGURE 1 The Spectrum Of Personalization
No personalization Basic segmentation Advanced segmentation Individualization
• All customers • Few static segments • Many dynamic • Infinite segments of
receive the same • Descriptive segments one
treatment, content, • Reactive • Predictive
and experiences. • Uses primarily
demographic data • Uses transactional and • Uses psychographic,
other behavioral data contextual, and
social data
Mass Moments-based
marketing marketing
Launch With Loyal Customers First
The easiest place to start improving personalization is with your best customers. You likely already
have the most information about them and permission to collect more if they’re enrolled in your CRM
or loyalty program. Jamba rolled out its fledgling personalization strategy to loyalty members first
because that’s where it has the most data — including identifiable transactions — and offered content
with which to play. Plus, there’s some margin for error because your best customers already like you:
44% of consumers that belong to a loyalty program agree that they joined the program because they’re
already loyal to the brand.18 To ensure that you continue to build the relationship rather than erode it:
›› Map the loyal customer journey. It’s natural to want to jump in with a specific use case or channel,
but laying out the existing loyal customer journey grounds you in the customer’s state, rather than
your short-term business objectives. And it helps you avoid defaulting to tactical applications by
defining key moments and parts of the experience you can impact with personalization. As you
examine the journey, look specifically for areas where you can show the customer that you’re using
the information they’ve given you to deliver value for them. Ask questions like, “What will they want?”;
“How do they feel?”; and “What are their expectations for how involved our brand should be?” Then
identify where those areas overlap with your brand objectives, such as driving sales and revenue.19
›› Define an ideal profile. To enhance customer interactions and experiences based on context and
preferences, you need data that’s going to tell you what those things are.20 For example, eBay saw
a 38% uptick in lifetime value when it used both purchase intent and customer motivation data
in campaigns. Sean Claessen, chief strategy officer at Bond Brand Loyalty, says, “If the job of
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Use Personalization To Drive Loyalty And Customer Obsession
personalization is to deliver the best possible demonstration of the brand, you must understand the
needs of your customers.” Sketch out an ideal customer profile that spans zero-, first-, second-,
and third-party data to uncover gaps between what you have and what you want to know to guide
technical requirements for data and systems integrations (see Figure 2). A footwear retailer has 50-
plus progressive profiling questions it uses to gain insight into lifestyle preferences that can’t be
derived from what the customer purchased last.
›› Involve customers in your efforts. Your loyal customers have high expectations and want
personalization, but they’re also likely to show more forgiveness and less price sensitivity than
nonloyal customers.21 Don’t expect to be perfect right out of the gate, but be transparent about the
information you have about them and ask for direct feedback on how you’re doing. Metro Bank in
the UK asks customers directly if personalized insights are adding value — 85% of customers have
given them 4 or 5 stars.22 And Regent Street’s mobile app has a gamified experience that lets users
“swipe” up or down for brands and items they like, fine-tuning the profiles that are created as a
result (see Figure 3). The company uses this information to serve customers personalized offers but
only asks for an email address after showing users how it’ll use the information shared.
›› Test and learn and test some more. Just as consumers are always changing, so too must your
personalization strategy. Richard Jones, CMO at Cheetah Digital, says it’s easy to grow stagnant
because “companies develop familiarity with certain tactics or are focused on narrower goals
than experience differentiation. . . . But to succeed, they must build a continuous cycle of design,
build, test, learn, iterate, optimize, repeat.” Multivariate tests at massive scale will yield the best
and most consistent results, but don’t let that complexity paralyze you.23 Dunkin’ Brands tests out
some app features — like customizing hot beverages with customers’ preferred flavor shots — with
employees first to refine concepts before launching them with customers.24
›› Add perception metrics to your measurement framework. Most of the marketers we interviewed
gauge the impact of their personalization efforts by showing lift on lifetime value or traditional
campaign metrics like conversion, response, and redemption rates.25 Tracking metrics like affinity,
preference, or advocacy shifts the focus from immediate business results to relationship quality
and how personalization impacts that over time.
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Use Personalization To Drive Loyalty And Customer Obsession
FIGURE 2 An Ideal Customer Profile Helps Lay Out What You Want To Know About Your Customers
Source: PK website
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Use Personalization To Drive Loyalty And Customer Obsession
FIGURE 3 Regent Street Gamified Preference Collection While Building Trust
Source: Regent Street mobile app
Recommendations
Match Personalization Tech To Customer Needs, Not Channel Needs
Technology is the yin to personalization strategy’s yang. B2C marketing decision makers need it to
create customer understanding, coordinate content, and orchestrate experiences that deliver value for
customers. Unfortunately, there isn’t one technology solution that can take care of all personalization
needs (despite what some vendors would like you to think). Stitching together a personalization
tech stack to match customer experience use cases — and not just channel delivery needs — is a
stumbling block for most. Before you start making lists of vendors, do three things:
›› Use the customer journey to define the right personalization opportunities. Focusing on loyal
customer journeys as a guide for personalization requirements helps put into context the hundreds
of interactions customers have across the lifecycle and ensures marketers don’t get trapped in
a channel-focused approach.26 Pinpoint the critical moments — those that occur at a customer
transition point or are associated with a particularly high or low emotional response — to prioritize
what you should tackle first. For instance, IKEA counters potential negative aspects of the shopper
journey — such as frustration when navigating its giant parking garages or winding store paths —
with positive offerings, like free childcare and ice cream and cinnamon rolls right after checkout.27
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Use Personalization To Drive Loyalty And Customer Obsession
›› Connect with colleagues across customer-facing functions to vet requirements.
Personalization isn’t just a marketing imperative. Customers interact with service, commerce,
and other human-powered touchpoints along their journey. Seek out the stakeholders in those
departments that have their own priorities for tech investments to identify personalization
requirements that span operational functions and technology platforms. A small number of
companies are already empowering cross-functional teams to make faster decisions as a result of
closer collaboration at the CMO and CIO level.28
›› Audit what you have. Most companies have already invested in technologies — like data
warehousing, loyalty or identity management, and channel-specific experience delivery solutions —
that form the building blocks for personalization execution. Avoid redundant investments by taking
stock of how well existing technologies can deliver your requirements. Make the most of your remaining
budget with AI-powered point solutions that can help you optimize the emotional resonance of your
content, behavioral targeting, or audience and offers.29
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Use Personalization To Drive Loyalty And Customer Obsession
Supplemental Material
Survey Methodology
The Forrester Analytics Consumer Technographics® North American Online Benchmark Survey (Part 2),
2019, was fielded from October 2018 to January 2019. This online survey included 47,991 respondents
in the US and 4,646 respondents in Canada between the ages of 18 and 88. For results based on
a randomly chosen sample of this size, there is 95% confidence that the results have a statistical
precision of plus or minus 0.5% of what they would be if the entire population of US online adults
(defined as those online weekly or more often) had been surveyed and plus or minus 1.4% of what they
would be if the entire population of Canadian online adults had been surveyed.
Forrester weighted the data by age, gender, income, region, and broadband adoption to
demographically represent the US and Canadian online adult populations. The survey sample size, when
weighted, was 47,905 in the US and 4,639 in Canada. (Note: Weighted sample sizes can be different
from the actual number of respondents to account for individuals generally underrepresented in online
panels.) The programming language herein reflects the survey respondent base for each question.
Bases for specific questions have been changed in published data for increased clarity. Therefore, the
base in published data may not match the base language in this document. Dynata fielded this survey
on behalf of Forrester. Survey respondent incentives included points redeemable for gift certificates.
Companies Interviewed For This Report
We would like to thank the individuals from the following companies who generously gave their time
during the research for this report.
Aimia Jamba
Bond Brand Loyalty Jebbit
Bowtech Kobie
Brierley+Partners Merkle/HelloWorld
Cheetah Digital PK
Epsilon Rue Gilt Groupe
Formation SessionM
ICF Next T3
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Use Personalization To Drive Loyalty And Customer Obsession
Endnotes
1
Source: Bill Duggan, “Personalization: The ANA 2019 Marketing Word of the Year,” ANA Blogs, December 4, 2019
(https://www.ana.net/blogs/show/id/mm-blog-2019-word-of-the-year).
Source: Forrester Analytics Global Business Technographics Priorities And Journey Survey, 2019, and Forrester
Analytics Global Business Technographics Marketing Survey, 2019.
2
The cocktail party effect refers to the ability to focus one’s attention on a particular stimulus while filtering out a range
of other stimuli (i.e., noise). Source: “The Cocktail Party Effect,” American Academy of Audiology, January 3, 2017
(https://www.audiology.org/news/cocktail-party-effect).
Subsequent research shows that specific stimulus, such as hearing one’s name, is particularly effective in tuning
selective attention. Source: Adelbert W. Bronkhorst, “The cocktail-party problem revisited: early processing and
selection of multi-talker speech,” NCBI, April 1, 2015 (https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4469089/).
3
Fifty-six percent of consumers have unsubscribed from a promotional email or newsletter in the past 12 months.
Source: Forrester Analytics Consumer Technographics North American Online Benchmark Survey (Part 2), 2019.
4
See the Forrester report “Personalized Video Creates Better Customer Service Experiences.”
Net Promoter and NPS are registered service marks, and Net Promoter Score is a service mark, of Bain & Company,
Inc., Satmetrix Systems, Inc., and Fred Reichheld.
Ninety-three percent of US online adults use tools that protect their online privacy and security. Source: Forrester
5
Analytics Consumer Technographics North American Online Benchmark Survey (Part 2), 2019, and Forrester Analytics
Consumer Technographics Global Online Benchmark Survey (Part 2), 2019.
6
See the Forrester report “Understand Your Customers To Build Trust: Forrester’s 2019 Consumer Privacy
Segmentation.”
7
Source: “Express Drives Seven Figures in Sales to Loyalty Audience,” Jebbit blog (https://www.jebbit.com/blog/
express-drives-seven-figures-in-sales-to-loyalty-audience).
8
Source: Forrester’s Q2 2017 Global Customer Loyalty Solutions Forrester Wave™ Customer Reference Online
Survey; Forrester’s Q2 2018 Global State Of Customer Loyalty Online Survey; Forrester’s Q1 2019 Loyalty Technology
Platforms Forrester Wave™ Customer Reference Online Survey; and Forrester’s Q2 2019 Loyalty Service Providers
Forrester Wave™ Customer Reference Survey.
9
The top three metrics retailers use to measure personalization are conversion rate, click-through rate, and
average order value. See the Forrester report “The State Of Retailing Online 2019: Omnichannel, Marketing, And
Personalization.”
10
See the Forrester report “The Customer Obsession Assessment.”
11
See the Forrester report “Chart Your Course To Customer Obsession.”
12
See the Forrester report “Value For Customers: The Four Dimensions That Matter.”
13
See the Forrester report “The US Customer Experience Index, 2019.”
14
See the Forrester report “Case Study: Geoffrey Insurance Boosts Customer Engagement With Personalized Interactive
Video.”
15
See the Forrester report “Marketers Versus Customers: Opposing Forces Erupt.”
16
FOMO is the acronym for “fear of missing out.”
Source: Forrester Analytics Consumer Technographics North American Online Benchmark Survey (Part 2), 2019, and
Forrester Analytics Consumer Technographics Global Online Benchmark Survey (Part 2), 2019.
© 2020 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law. 11
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Use Personalization To Drive Loyalty And Customer Obsession
When asked what types of information (ranging from contact info to loyalty program information) they would feel
comfortable with retailers using to personalize their experience, 20% responded, “None of these.” Source: Forrester
Analytics Consumer Technographics North American Retail And Travel Topic Insights 3 Survey, 2018.
17
Source: CrowdTwist’s Loyalty Innovation Summit, October 3, 2019.
18
Source: Forrester Analytics Consumer Technographics North American Online Benchmark Survey (Part 2), 2019.
19
See the Forrester report: “Pivot To Person-First Personalization.”
20
See the Forrester report “The Anatomy Of A Preference Center.”
21
See the Forrester report “How Firms Help Employees Evoke Emotions That Deepen Customer Loyalty.”
22
See the Forrester report “Financial Services Firms Need To Rethink Personalization.”
23
See the Forrester report “Come Together (Right Now) To Deliver The Next Best Experience.”
24
Source: “1:You personalization with Dunkin’ and AutoZone,” Epsilon blog (https://us.epsilon.com/blog/1you-
personalization-with-dunkin-and-autozone).
25
See the Forrester report “Make Customer Lifetime Value Your Polaris For Long-Term Growth.”
26
See the Forrester report “The Customer-Journey-Centric Firm.”
27
See the Forrester report “Bring Brand To Life With Customer Journeys.”
28
A strong partnership between marketing and technology teams is key to achieving customer success, but today, only
24% of B2C decision makers say their marketing team contributes resources to a cross-functional team with IT to
support marketing technology initiatives. See the Forrester report “CMO-CIO Collaboration: Resolving The Paradox.”
29
For more information on AI-powered personalization technology, see the Forrester report “The Forrester Tech Tide™:
AI, Automation, And Robotics For Customers And Employees, Q2 2019.”
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