A major focus of marketers has rapidly shifted from pro-customer to pro-customer choice. That’s the reason why businesses opened their doors for all forms of payment modes along with becoming device-agnostic. Private label credit cards (PLCC), store-branded credit cards issued by a bank or commercial finance company, were an attempt to remold business by adopting that much needed pro-customer choice model as well as to ensure higher lifetime value of their customers. Naturally, the convenience of payment provided by this card created instant liking for it among people. At present there are more than 190 million PLCC accounts in the US.
But as the movement of private label credit cards has been closely observed by many, an unequivocal conclusion that PLCC alone are not enough has emerged. One of the major cited reasons for it is that private label credit cards only capture a percentage of your overall customer transactions. Another reason is, as there is a credit application, many consumers may stay away from it. It has been argued that the users of this card will be the heavy buyers only. Clearly, the humongous acceptability that this card has among the consumers needs to be leveraged in a much better way by aligning it with a multi-tender framework. And looking at the motive of PLCC, which is to increase repeat purchases, placing private label credit cards in loyalty programs is a logical choice.
Remember that every cardholder in a PLCC program will get the same benefits without considering whether he is active or not, valuable or not, a long-time customer or brand-new recruit. While customers get cash back or benefits based on the amount they spend, it’s almost always at the same rate–say, 5% for those who spend $150 a year and for those who spend $25,000 a year. Private label credit cards on their own are unable to provide differentiation and recognition- a mainstay of any loyalty program.
This lackluster and dull scenario is the reason why even retailers with strong private label card portfolios find that cardholders will not use their private label card every time they shop – sometimes less than 50% of the time. When sellers put private label credit cards in loyalty programs, though, customers can see some extra value in signing up for the credit card. It may result in increased adoption of the card, as rewards are giving them a strong motive to do so. This is especially important for the customers who can spend more, or who are spending enough but are not your cardholders.
If a seller starts out with just a private label credit card and no other type of loyalty program, their user base is going to be limited. Many customers might buy frequently from that merchant, but they don’t want to go through the hassle of signing up for another credit card.
Consequently, adding on a loyalty program open to all shoppers covers much more ground. For example, Nordstrom’s loyalty program saw major success when it followed this logic in 2016. In the first quarter after opening up the program to all customers, it grew loyalty enrollment by 30%!
Banks generally put restrictions on how retailers communicate with their PLCC holders. But with private label credit cards in loyalty programs, you have the data and the reason for better communication. Your content is all about loyalty program communication, and it creates context for using member data without the emails “feeling creepy.”
People have already become much more cautious about sharing their information due to privacy issues. With private label credit cards in loyalty programs, you have systems that cover all forms of payment. It’s like receiving an explicit permission from your customers to track everything they do and to communicate with them. And remember that subject lines with key program-related words such as “Your Reward…” are almost twice as likely to be opened as purely promotional messages. This primitive need to have rewards makes them to to keep their contact information updated.
Naturally, it is giving you the 360 degree view of your customers, as you learn a lot more about each individual member. Bloomingdales came up with a multi-tender “Loyallist” program. As Frank Berman, Bloomingdale’s executive vice president of marketing said: “[Now] we’re capturing 100% of the information. We are able to understand a great deal more about what our customers are doing in our store which makes our marketing efforts much more relevant.”
In this context, the good thing about this integration of private label credit cards in loyalty programs is that customers will willingly keep their information updated in order to earn program rewards. Businesses will not have to rely on a model to link transactions for a household behind the scenes. Once you have such a rich pool of data, you can point out who are the customers with better potential and you can put them into your preferred credit portfolio.
To pounce upon the above-mentioned benefits, Talbots launched Classic Awards, with the following goals: Increase the Talbots Charge card base, as well as drive usage and sales. To make it comprehensible, it simplified the structure. It charged customers earned 1 point per dollar spent and received a $25 reward when they earned 500 points. But by recognizing the need to alter it due to competitive rewards programs from both banks and other retail private-label cards, it revamped it drastically and came up with a new structure:
Despite being launched in the rough period, the program generated sales from members and Talbots Charge penetration reached its highest level in company history.
Just like every integrated program, there are few things which cannot go amiss during and after the implementation phase. The following points try to cover those vital ones.
This is an obvious point, but it’s worth stating again as it is the most likely to deliver on the rationale for having a multi-tender program. It will allow you to find out who migrated to your branded card portfolio over time, as you’ll already have a strong customer database which can be optimized with the right incentives. The structure may have the acceptable level of complexity. For example, earn X points when you don’t use a branded card and Y points when you do. This can help in creating overall value proposition at the point of sale.
In general, people hate to work extra just to get into the groove of the program at the initial phase. That’s why an effort must be carried out to make the activation, the first step of the program functionality, as simple as possible. PIN or phone activation can make it easier for cardholders to activate their cards and begin earning customer points.
Ease should be a goal throughout the customer’s use of your program–not just in the beginning. Follow the path of Starbucks’ loyalty program–which rewards users for paying by pre-loading money onto Starbucks’ app–and enable shoppers to use your PLCC digitally through their mobile wallets. It’s convenient and will gather more data for you. Learn more about mobile payment use, mobile wallets, and their effect on loyalty.
A customer should not be in a big fix when he wants to claim or earn his rewards. It can me made easy and quick by using his card for both signature- and PIN-based transactions. Make it mobile friendly. This should also include merchant rewards if you want to strengthen partner relationships. Allow him to pool his rewards between multiple accounts, in case he has multiple accounts.
This combination model will work well if it becomes a truly integrated ecosystem. And that is possible if the collected data from all the fronts is being used properly. This integrated ecosystem must combine payments, communication channels to keep your customers updated about their account, loyalty program, and rewards mechanism to make it a compelling proposition which will be hard-to-ignore for your customers.
The risk with many programs is that they end up being a plain transaction tool, as marketers contrive them in that direction only. Your program should offer something different- something which may create an emotional kinship with the customers. One way is to offer debit and risk consulting services.
To hit the perfect note with the integration of private label credit cards in loyalty programs, these best practices are a must. They become even more vital, as limiting your program to a single card is a greater liability to your overall effectiveness and potential for incremental revenue. Besides, if devised properly they can become a potent tool of operational efficiency as well. Target has proved it by using its REDcard to minimize acceptance costs, by clearing payments on a private network and avoiding interchange.