Regarding point number 1, we can say “absolutely not,” as they represent an investment generally between 1 percent and 2 percent of turnover at most and, therefore, certainly much less than what more advanced operators are already putting in today in terms of resources.
Thus, if we continue to invest resources measured in these terms (1/2 % of turnover) we would be faced with a gap that will grow larger and larger.
If we move on to point number 2, we would say “absolutely not” as fidelity cards are used only for a mere mechanical function (for recognition of one’s customer), so we are aware that our customers migrate from store to store, buy the same products in multiple stores depending on who is selling them on promotion.
We are also aware that they have everyone’s fidelity cards, we are also aware that we do nothing to change this state of affairs and, we are also aware, that we do not build any promotional policy targeted on the needs of consumers.
In fact, when we do promotions aimed at loyalty card holders, we know that always the same promotion, or rather the same group of promotions, are made available to all loyalty card holders so if we have a redemption of 70 percent of holders, we have in fact proposed to 70 percent of our customers the same promotion or the same group of promotions (the statistic says that loyalty card holders range from 50 to 80 percent of customers: the answer to the question is “absolutely not,” we are not using correct and up-to-date tools.
Are we investing in a targeted way, or are we distributing resources haphazardly?
Absolutely not, we are not operating in a targeted way and this is evidenced by all the actions that are put in place, i.e., the promotions are usual and repetitive, there is no personalized loyalty policy on the user/customer/consumer.
When we talk about customized promotions on the user/consumer/customer we mean the individual user, the individual person, because thinking of clustering our customers into 2, 3, 5 or 7 groups always means making a blanket policy, because if we have 100,000 customers we cannot think of them in 10 containers (clusters) of 10,000 customers each, but we have to think of getting to the point, sooner or later, of putting each individual at the center of our attention.
Each individual, not the individual, because each individual customer has his own behavioral pattern, his own buying pattern so what we are doing today, to answer point number 3 is that we are continuing to perpetrate all absolutely tactical and not strategic operations that, instead, aim for the long term.
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