Incentives and rewards: what do adult populations truly want? Insights from the physical activity loyalty (PAL) scheme

Background
Trials depend on good recruitment and retention, but efforts to improve these have had varying success. This may be due to inadequate understanding of what participants would value in return for taking part. An opportunity arose in one trial to investigate the incentives that might help recruit and retain participants to another.

Aim
To determine what adults value as an incentive for involvement in a trial.

Methods
In the PAL Scheme, employees used a ‘loyalty card’ to monitor their physical activity over 12 weeks. The incentive group (n=199) collected points and received rewards for physical activity (1 minute = 1 point, max: 30 pts/day). A comparator group (n=207) self-monitored their physical activity only. Points could be redeemed as retail vouchers. 17 different incentives were available, from 75 pts (£2.50, a sandwich) to 1800 pts (£60, 1 month gym membership).

Results
148 of the 199 intervention participants used their card at least once, earning a mean of 374 pts. 121 earned sufficient to collect a reward and 76 redeemed points for vouchers but only 48 exchanged the vouchers for rewards. The most popular reward was not that of highest monetary value: two cinema tickets (300 pts, £10).

Conclusions
The value that participants place on a reward might be more important than its monetary value. Some might appreciate receiving the voucher, without spending it. In choosing incentives to boost trial participation, it may help to allow people to choose from a variety of rewards, rather than reimbursing in money.

Antecedents of loyalty to a brand : Apple clients vs. non-clients

Apple is undoubtedly a sui generis and remarkable brand in what concerns to its branding and brand experience, and remains an indisputable reference in the consumer electronics and computer industries. The aim of this study encompasses the development and empirical testing of two conceptual models that evaluate and allow to draw a comparison between Apple clients and non-clients’ perceptions, regarding brand experience, brand perceived value, price perceptions and brand trust; and that determine the antecedents of clients’ loyalty to the brand. Therefore, the contribution of this study to the literature relies on the research of the impact of brand experience on brand perceived value and on price perceptions, as well as the influence of price perceptions (positive and negative) on trust, satisfaction, and commitment to the brand. Two surveys were used to test each conceptual model, through a sample collected across the portuguese academic community. The findings prove the strong influence of the sensory and affective aspects of brand experience on both clients and non-clients. They also reveal that the negative role of price is neutralized in the presence of strong brand experience, and that the fact that Apple is viewed as an “expensive brand” may highlight its association to higher quality and prestige. Also, this study reinforces the important role of satisfaction and commitment in building customer loyalty, corroborating the existent literature. Managerial implications derived from the findings are also discussed.

The dynamics of brand loyalty across a consumer’s lifetime

This project studies the Portuguese female fashion market. We intend to determine patterns of consumer brand loyalty across brands and ages. By interviewing 8 young adults and surveying 125 teens and 87 adults, we found that brands’ segmentation by usage per age segment is related with differentiation in brand loyalty and peer pressure. We also found that teens have higher attitudinal brand loyalty while adults have higher behavioral loyalty. Moreover, brand loyalty in teens is more susceptible to peer pressure. The results imply that customer relationship management strategies should be differentiated according to age segment. We also derive marketing implications with a focus on each brand’s loyalty profile.

Strategic account management: the path to gain customer loyalty

The account management field works closely with the sales team, serving as the customer’s primary point of contact. This project’s purpose was to understand if shifting the account management from brand centric to customer centric, would be the best fit for a Portuguese Pharmaceutical company. This customer centric approach - Strategic Account Management (SAM) - was studied, understanding the implicated trade-offs to the company. The workforce was probed about the project and their comments were analyzed. The conclusion points to an implementation of SAM and proposes the adaptations to follow in order to smooth the change.

Can location-based mobile marketing enhance the customer experience and increase customer satisfaction and loyalty?

This study intends to explore the impact of customer experience on customer satisfaction and loyalty by trying to understand how location-based mobile marketing might enhance the customer experience. Primary data was collected from 201 smartphone users in 24 countries. Results have indicated that targeted location-based marketing positively influences customers’ experiences. Besides, the analysis has also shown a favorable impact on customers’ satisfaction and self-perceived loyalty. This suggests that location-based mobile marketing has the potential to positively add value to a customer’s experience and should therefore be considered an important tool in marketing communications.

E-loyalty in e-commerce: A study at GIRISSIMA.COM

Few studies have been conducted on causal antecedents for electronic loyalty regarding the online fashion industry. In Portugal there is no systematic empirical research in this area. This study aims to examine e-satisfaction and e-trust that potentially impact eloyalty. It also examines the impact of price, website design and selection of brands. A research study was performed at GIRISSIMA.COM and survey responses were 77. The findings show that e-satisfaction is the main driver of e-loyalty. E-trust, website design and price affect positively e-loyalty. Additionally, selection of brands was proved to impact e-loyalty through e-satisfaction and e-trust.

Management consulting labs- Galp loyalty

The purpose of this project was to diagnose and estimate the possible value to add to the current loyalty program of Galp and to explore possible redefinitions to the loyalty approach. In order to do that it was performed a deep benchmarking about the company, exhaustive research on the existent data about loyalty and loyalty programs, new data mining with quantitative and qualitative analysis, exploratory market research and ideation sessions. Based on all the work developed, a group of five changes of paradigm were suggested through structured and innovative ideas to answer the challenge proposed.

Management consulting labs-Galp loyalty

The objective of this consulting project was to assist Galp Energia in its approach to loyalty. In order to do so, two hypotheses were defined. The first assumed there was value to capture in the existing approach. The second held that it was possible to create value through a radically innovative approach. The methodology used to corroborate those hypotheses encompassed several quantitative analyses, as well as desk research and market research. As a result, a compilation of recommendations comprising implementation proposals that considered both hypotheses as valid was presented in order to suggest a paradigm change

Management consulting labs Galp loyalty

The main objective of this project was to investigate methods to create a new loyalty approach for Galp Energia in order to improve customer retention and reduce churn, related with the expansion of hypermarket chains’ in the Fuel Retail Market and the country’s economical situation. The team carried out on-spot surveys and focus groups, researched loyalty programs’ best practices, analyzed peers practices and the company’s past performance in order to find important customer insights. These were used to develop the final recommendations resulting in a new paradigm to the group’s loyalty approach alongside incremental improvements to the current loyalty solutions.

Management consulting labs-Galp loyalty learning experience

The purpose of this project was to analyze Galp’s loyalty approach in the Portuguese fuel market given the industry context, namely the entry of hypermarket and the resulting increase in competitiveness. The team performed analyses based on analytical models, qualitative research and internal interviews in order to assess Galp’s potential in the field of loyalty and consumers’ behavior. The final recommendations were based on incremental improvements to the Galp’s existing loyalty tool and an innovative paradigm change of the approach to loyalty.

Followers’ agreeableness and extraversion and their loyalty towards authentic leadership

Resumen tomado de la publicación

The UK-Canada Agreement on mutual support of missions abroad: loyalty compromised? CEPS Commentary, 18 October 2012

The UK and Canada recently signed a Memorandum of Understanding aimed at allowing the two countries to optimise their respective diplomatic resources by sharing embassy and consulate sites, the joint acquisition, supply and use of services, as well as collaboration on crisis response, consular services, security, diplomatic mail, information management and IT. This CEPS Commentary argues that the MoU on Mutual Support of Missions Abroad runs counter to the spirit of loyal cooperation, in particular in the realm of EU foreign policy. It also raises challenges to coherence, consistency and effectiveness of EU action in policy areas concerning visas, trade and consular protection. Moreover, the agreement may throw a spanner in the works of EU solidarity and the creation of a stronger EU identity, both internally and externally