Learn how to build and optimize customer loyalty programs that drive growth.
Greggs runs a six-category stamp programme powered by a dedicated CRM team and in-house app. Here's what independents can steal from it, and what will quietly break if they try to clone it.
Tiers only shift behaviour when someone actively runs them. Here is what the research says, why most independent hotel and hospitality tiers stall, and what good design looks like at your scale.
CLV is not a spreadsheet number. It is a managed outcome that moves when someone is actively running visit frequency, reactivation and reward cadence week to week.
Club Pret proved subscription can turn casual visitors into daily habits, and then proved how quickly that model can cannibalise your best customers. Here's what independent hospitality groups should actually take from it.
Most loyalty agency pitches sell you a programme. The right brief forces them to sell you the operation behind it. Here are the questions that separate the two.
Most loyalty ROI calculations measure correlation and call it causation. Here is how to actually isolate whether your programme is driving revenue that would not have existed without it.
Enrolled members, redemption rate, total member spend: three numbers that look like loyalty success and prove almost nothing. Here is how we actually measure incremental revenue for the programmes we run.
Most hospitality groups don't have a loyalty problem. They have an execution problem. Here's the real decision framework: not cost versus control, but who's actually going to run it on a Tuesday in February.
Most hospitality groups treat loyalty as a launch project, not an ongoing operation. The result: dormant members, flat repeat rates, and software bills nobody can justify. Here is what we do differently.
The Starbucks Rewards playbook is universally admired and almost universally misapplied. Here's what a 200-cover restaurant group can genuinely borrow, what belongs to scale alone, and why execution beats strategy every time.
Most hospitality operators measure loyalty by looking at member spend. That number is almost always wrong. Here's the measurement framework that actually tells you if your programme is driving revenue.
The subscription fee is rarely the real expense. The real cost is the 10 to 25% of your marketing manager's week that quietly disappears into stamp audits, reward configuration, and members who never came back.
Most loyalty programmes don't fail because of bad mechanics. They fail because nobody is actually running them after launch week.
The software invoice is the smallest line item. The real cost shows up in the marketing hours nobody budgeted for, and the repeat revenue that never compounds because nobody is running the programme.
Most loyalty ROI formulas flatter the programme. Here is how small hospitality groups separate genuine loyalty-driven revenue from customers who would have come back anyway.
Most loyalty programmes do not fail at launch. They fail in the 60 days after, when no one is left running them. Here is what realistic 90-day results look like, and what quietly kills them.
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