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1、12022 BENCHMARK SURVEYCUSTOMER LOYALTY AND PERSONALIZATION:SUPPLY CHAIN IMPACTS,UNDERSTAFFED STORES CREATE CUSTOMER LOYALTY CHALLENGESSPONSORED BY2022 Customer Loyalty and Personalization Survey25 KEY TAKEAWAYSFor the second year in a row,out-of-stocks due to supply chain challenges topped the list
2、of retailers toughest customer loyalty challenges,at 44%.The“Great Resignation”is having an impact on customer loyalty efforts:41%of retailers cited insufficient staffings negative impact on in-store CX as a challenge.The use of traditional media(TV,radio,direct mail and outdoor advertising)as a cus
3、tomer acquisition tool rose from 29%in 2021 to 51%in 2022,second only to email outreach.Inflation is the likely cause for the resurgence of purchase discounts as a customer retention tool;it rose from 55%in 2021 to 73%in 2022.Some retailers are trying to gain a more holistic view of their customer r
4、elationships:45%collect customer service data such as complaints,product returns and reviews.123452022 Customer Loyalty and Personalization Survey3CUSTOMER LOYALTY EFFORTS FACE CHALLENGES OLD AND NEW At a time when the maxim“the only constant is change”seems truer than ever,retailers and brands are
5、keenly aware of the vital importance of customer loyalty.Having a core group of loyal customers for whom retailers can personalize assortments,product recommendations,offers and loyalty program rewards is the shining Emerald City that glitters in the distance.But as Dorothy and her companions discov
6、ered,getting there often involves a long and complicated journey,full of challenges,obstacles and rough(Yellow Brick)roads.For the last two to three years,the biggest roadblock has been snarled,uncertain supply chains,according to the 2022 Retail TouchPoints Customer Loyalty and Personalization Benc
7、hmark Report,based on a survey of 115 retailers conducted in May and June 2022.As in 2021,retailer respondents identified out-of-stocks caused by supply chain issues as their top customer loyalty challenge,at 44%.These results certainly makes sense:having the products customers want available for pu
8、rchase,whether in a brick-and-mortar store or online,is almost the definition of a retail“business basic.”Ironically,the herculean efforts retailers have made to address out-of-stocks may have actually hurt customer loyalty efforts by convincing consumers that things are truly back to“normal.”Shoppe
9、rs may be thinking Its not like 2020,when lots of stores had empty shelves;why cant I find the products I want now?.Retailers second-biggest challenge,at 41%,is another lingering byproduct of the pandemic:insufficient store staffings negative impact on the customer experience(CX).Until retailers can
10、 combat the“Great Resignation”effectively enough to fully staff their stores,they are likely to continue struggling in this area.Several challenges relate to retailers digital offerings and their intersection(or lack thereof)with the store shopping experience.Nearly one-third(31%)of retailers cited
11、ecommerce sites not being optimized for personalization as a significant challenge.For 24%,the lack of an optimized mobile offering has hampered their efforts,and 23%identified an inability to align ecommerce and in-store touch points.As with out-of-stocks,consumer expectations of a channel-agnostic
12、 shopper journey one that allows them to move seamlessly between digital and physical touch points should motivate retailers to acknowledge and address their shortfalls in this area.There is some good news:less than one-fifth(19%)of retailers blamed customer loyalty losses on their lack of a BOPIS o
13、r curbside pickup option,meaning this popular service has become embedded into a large number of retailers operations.During the past year,what have been your most significant customer loyalty challenges?Losing customers due to out-of-stocks caused by supply chain challengesInsufficient staffing neg
14、atively affected in-store CXEcommerce site not optimized for personalizationLack of optimized mobile site/app eliminated a key customer touch pointInability to align ecommerce and in-store touch pointsHigh ecommerce volumes negatively affected online CXLost customers due to lack of BOPIS/curbside pi
15、ckup offerings“Cookie”restrictions and privacy regulations hampered retargeting/retention44%41%31%24%23%23%19%15%2022 Customer Loyalty and Personalization Survey4The specific tools retailers use to acquire customers held some surprises in this years survey.While email outreach topped the list(at 68%
16、)as it did last year,traditional media such as TV,radio and direct mail took second place in 2022,at 51%up from just 29%in 2021.Its likely the number of people still working remotely has boosted consumption of these marketing vehicles,making them fertile ground for customer acquisition efforts.Nearl
17、y as many respondents(49%)identified in-store interactions with associates as a top acquisition tool.As brick-and-mortar locations have reopened,retailers are seizing the opportunity to establish relationships with shoppers via one of their most valuable assets their frontline workforce.Strategies f
18、or retaining customers also illustrate retails move into the not-quite-post-pandemic new normal,as well as the realities of inflation.Purchase discounts were the top choice in this years survey at 73%,up from 55%in 2021.Last years top retention tool,free shipping,fell slightly,from 64%in 2021 to 57%
19、in 2022.The industrywide ubiquity of this offering means its effectiveness as a competitive differentiator has slipped;it now trails loyalty program points(63%)and in-store relationship-building(62%).And while the ecommerce surge fueled by COVID-19 may be subsiding somewhat,a growing number of retai
20、lers are leveraging online personalization tools to hold on to these shoppers.Offering website experiences based on a customers prior visits and purchases rose from 21%in 2021 to 32%this year.68%Email outreach23%Online display advertising51%Traditional media(TV,direct mail,radio,outdoor advertising)
21、21%Retargeting campaigns49%In-store interactions with associates17%Affiliate marketing40%Referral marketing17%Organic search37%Paid online search17%Influencers31%Paid social advertising10%Live shopping programs31%Text/messenger program outreach9%Organic social engagement30%In-person events9%Livestre
22、amed or virtual events29%Content(blogs/ebooks/guides/videos)9%Connected TV(CTV)What are your top tools for acquiring customers?2022 Customer Loyalty and Personalization Survey5What are your top tools for retaining customers?73%Purchase discounts43%VIP perks(exclusive experiences,early access to new
23、products,in-store events)63%Loyalty program points39%Retargeting lapsed/infrequent customers62%In-store relationship-building 32%Personalized website experiences based on prior visits/purchases57%Free shipping26%Expedited shipping54%Free returns24%Donations/sustainability initiatives22%Free services
24、(e.g.in-home electronics setup,break/fix services)As in previous years,retailers blame competition from lower-price competitors as their top challenge in driving repeat purchases,at 43%a figure thats likely to remain high until inflation retreats.But also as in previous years,data issues remain key
25、roadblocks:34%of retailers cited non-centralized customer data as a challenge;30%said this data is not easily available to those needing it;and 25%identified a lack of,or incorrect,customer data as a retargeting complication.What are your biggest challenges in driving repeat purchases?Competition fr
26、om lower-price competitorsCustomer data not centralizedCustomer data not easily available to those needing itLosing subsequent sales to marketplaces like AmazonInsufficient/outdated technologyInsufficient budget for retargetingLack of/incorrect customer data complicates retargeting43%34%30%29%26%25%
27、25%2022 Customer Loyalty and Personalization Survey6Q&A with Stephanie Meltzer-Paul,EVP of Global Loyalty,MastercardSEAMLESSLY WEAVE LOYALTY INTO THE OVERALL CUSTOMER EXPERIENCERetail TouchPoints(RTP):What are the biggest challenges retailers face in building and maintaining customer loyalty?Stephan
28、ie Meltzer-Paul:The challenge many organizations have is that they havent defined what loyalty means for them and their customers and it means something different to every organization.Some organizations might start with a basic definition such as This customer is loyal because they come in X times
29、per month or This customer is loyal because they spend X number of dollars.For truly impactful loyalty programs that not only drive consumer engagement but evolve and expand with shifting expectations,its essential to think beyond the transaction.For us,loyalty is the ability for a customer to exper
30、ience a rewarding relationship with a business that goes beyond the core offering of what theyre buying,and it can build organically into an emotional connection that grows and evolves with the brand.RTP:How do these definitions of customer loyalty affect decisions about gathering,coordinating and a
31、nalyzing data?Meltzer-Paul:When Mastercard is working with organizations,we ask about the needs of the organization in general,not just around loyalty the big broad questions.Then we encourage companies to determine the types of things they would like to do from a revenue-generating perspective to g
32、row their business and work backwards from that.The data you collect responsibly must then be designed for your goals and objectives.What do you need to know?For instance,the ability to understand a brands individual customers and not just their household is critically important.Also understanding t
33、he B2C vs.B2B,such as a hardware store that sells to contractors,is another important distinction.You need to define it,because sometimes its the same person but they are essentially operating as two different buyers across different workstreams.Then you need to examine things like how youre capturi
34、ng the data;how youre organizing it;and then how youre extracting data to actually create your marketing plans against that.You can spend a lot of time organizing your data,so my recommendation is always to start with the use cases.RTP:What are some of the key elements retailers need to keep in mind
35、 on the customer-facing side of things?Meltzer-Paul:A retailers marketing tactics will be different depending on the channel:traditional brick-and-mortar,ecommerce,mobile and even via third parties.Retailers often spend a lot of money pushing people into 2022 Customer Loyalty and Personalization Sur
36、vey7certain channels because of things like margin differentials,but customers want to make the choices themselves.So its important to focus on flexibility and ease of use in how the shopper applies loyalty credits and takes advantage of offers.Retailers also need to ask themselves honestly if their
37、 loyalty experience whether its a membership program or a subscription is woven seamlessly into the overall customer experience.At Mastercard,we use our insights,tools and expertise to answer critical questions throughout the customer lifecycle,reversing pain points and capitalizing on the positive
38、experiences for consumers.How quickly can someone get through the experience?How many steps will it take,and how simple are they?Is it easy to find out how many points they have and to easily redeem them?If it feels like hoops to jump through,consumers wont do it,and it certainly wont drive a positi
39、ve,emotional connection with a consumer.RTP:Personalization has long been seen as a key element in effective marketing and building customer loyalty.What can Mastercard do to help retailers with this?Meltzer-Paul:A lot.We acquired Dynamic Yield,an AI and personalization leader,because personalized,r
40、elevant experiences are what its all about.Are you drawing on the right data and technologies to drive incremental behavior?And to create sticky,meaningful experiences?We have cutting-edge technology that helps retailers,department stores,QSRs,airlines and others make data-driven decisions,bringing
41、consumers experiences,benefits and rewards on their terms by responding to their individual demands from building loyalty programs and identifying key audiences to creating consumer behavior and lookalike models and developing marketing creatives for multichannel campaigns.Mastercard capabilities,su
42、ch as our Test&Learn solution powered by predictive analytics,allow us to make sure were driving the right message to the right consumer,ultimately optimizing outcomes for brands.Its also important to note,however,that it isnt always about using AI and machine learning;it depends on your customer in
43、teraction,use cases and data footprint.If youre a retailer with a million SKUs and you only have five placements on a screen,you want to know how to offer up the right products there the five that will entice someone further into the funnel.But if you offer only 25 items total,you might need somethi
44、ng much simpler;you dont need to over-engineer.We help counsel merchants to guide them to the best solutions.RTP:Are there still dangers in over-personalizing,the“creep factor”?Meltzer-Paul:This involves the relationship that the customer has with the retailer and about engaging in a way that is min
45、dful,authentic and consumer-centric.The vast majority of consumers are comfortable with a retailer they frequent knowing information about them in terms of their interaction with that particular retailer,and theyre not surprised if they get an email with a special discount or product recommendations
46、.But there are certainly limits to what a brand can and should do.My view is that the more transparency,the better.2022 Customer Loyalty and Personalization Survey8Despite the range of tools retailers are using to retain customers,turning newly acquired shoppers into repeat purchasers remains a hard
47、-to-solve problem.There has been some progress:in 2021,15%of respondents were able to hold on to less than 10%of their new customers,but that figure dropped to 11%in 2022.At the other end of the spectrum,retailers converting 50%or more of new customers into repeat purchasers rose,from just 8%in 2021
48、 to 13%in 2022.Retailers with loyalty programs have a powerful tool for overcoming this challenge.These programs,from the biggest(Amazon Prime)to the smallest(the punch card at your local car wash)have proven their worth over and over again.As retailers struggle to both build and maintain customer l
49、oyalty in the face of supply chain snafus,inflation and other pressures,there are strong indications that they are getting more from the loyalty programs they operate,both by adding new members and by generating more revenue from those members.In 2021,17%of retailers reported that less than 10%of th
50、eir customers were members of their loyalty program;by 2022 that figure had dropped to 6%.At the upper end of the spectrum,retailers with 40%to 50%of customers enrolled in their program climbed from 8%in 2021 to 14%in 2022;those with 50%or more increased from 9%to 21%.LOYALTY PROGRAMS:MORE MEMBERS A
51、ND MORE REVENUE2022202220212021What percentage of newly acquired customers are you able to turn into repeat purchasers?What percentage of your customers are loyalty program members?10%to 20%Less than 10%Less than 10%10%to 20%20%to 30%20%to 30%30%to 40%30%to 40%40%to 50%40%to 50%More than 50%More tha
52、n 50%15%17%11%6%23%20%20%17%23%17%23%23%20%29%23%19%11%8%10%14%8%9%13%21%2022 Customer Loyalty and Personalization Survey920222021What percentage of your revenue comes from loyalty program members?Less than 10%16%5%10%to 20%14%17%20%to 30%24%14%30%to 40%19%29%40%to 50%19%16%More than 50%8%19%Retaile
53、rs also have been able to boost the revenue that these program members generate.In 2021,16%of retailers were getting less than 10%of their revenue from loyalty program members;in 2022 that figure dropped to 5%.The percentage of those generating 30%to 40%of their total revenue from members climbed 10
54、 percentage points,from 19%in 2021 to 29%in 2022,and more than doubled for those generating more than 50%,jumping from 8%last year to 19%this year.2022 Customer Loyalty and Personalization Survey10CASE STUDY:A SPECIALTY RETAILER ENHANCED CUSTOMER RETENTION BY USING MASTERCARD SESSIONM TO DELIVER SEA
55、MLESS REWARDSA specialty retailer with over 50 store locations wanted to enhance its engagement strategies and grow new revenues.However,the retailer lacked the capabilities to deliver the personalized,omnichannel experiences consumers favor.The retailer drove engagement and increased earning veloci
56、ty by using Mastercard SessionM to deliver a best-in-class tender-neutral loyalty program at scale.The retailers new loyalty program was able to provide a seamless customer experience by integrating the website,app and in-store POS systems.By unifying first-party data on consumer behavior and prefer
57、ences,the retailer unlocked a 360-degree view of the customer.This enhanced data revealed opportunities to increase basket size and cross-sell into other product categories by targeting specific segments of loyalty members with personalized offers,campaigns and messaging.For co-brand cardholders,the
58、 retailer delivered additional benefits.Using Mastercard SessionM to launch an innovative loyalty program,the retailer was able to automate,manage,measure and optimize its engagement strategies.Since the programs inception,the retailer seamlessly issued over 5.6 million offers,driving dramatic incre
59、ases in transaction levels.More than half of members transacted at least six times and 81%of members transacted in the last 12 months.Within that timeframe,the loyalty program helped the retailer generate$705 million in revenue from member purchases.2022 Customer Loyalty and Personalization Survey11
60、What are your biggest personalization challenges?Analyzing data to determine optimal communications/offersMaintaining a database of comprehensive,real-time information on customersMaintaining real-time consistency with individuals across multiple touch pointsIncorporating both structured and unstruc
61、tured data(e.g.social network activity)Integrating/centralizing multiple data sources to create single view of the customerConsumer privacy concernsComplying with new laws/regulations,e.g.GDPR and CCPADealing with fewer“cookies”and other consumer tracking restrictionsC-suite buy-inRETAILERS EMBRACE
62、TECH TO SHARPEN PERSONALIZATIONPersonalization efforts have come a long way since the local butcher remembered that Mr.Jack Sprat liked his cuts of meat lean,while his wife Mrs.Sprat didnt want any of the fat trimmed off.Its also come a long way since inserting“Dear first name here”at the top of an
63、email was considered the epitome of personalization.Todays retailers are using a wide range of technology solutions to personalize just about everything they can,from the items they promote to which channels they use to communicate to the cadence of their messaging.The toughest personalization chall
64、enges retailers face align with many of the data-related hurdles of their other customer loyalty efforts,including maintaining a real-time customer information database(selected by 71%of respondents)and incorporating both structured and unstructured data,such as social network activity,at 68%.Compar
65、atively speaking,retailers are less concerned with issues around privacy,including consumers concerns(58%),compliance with regulations such as GDPR and CCPA(51%)and the prospect of fewer“cookies”that facilitate online tracking(32%).75%71%69%68%63%58%51%32%15%2022 Customer Loyalty and Personalization
66、 Survey12Customer data platforms are used by nearly two-thirds(64%)of retailer respondents to support their personalization initiatives,with another 13%planning to implement them in the next year.Enthusiasm for this technology makes sense given the multiple customer data-related challenges hampering
67、 customer retention efforts particularly since the retention side of customer loyalty is where personalization can have its strongest impact.At 56%,social analytics solutions are another popular tool.This represents another area of convergence for retail marketers:social commerce is expanding rapidl
68、y,with many of the most popular platforms adding tools to streamline shopper journeys over the past two years.Social commerce also presents a prime opportunity for marketers to understand consumer behavior at granular levels,and to tailor advertising,marketing and offers to specific audiences that a
69、re highly likely to respond to them.The use of personalization solutions is by no means limited to digital commerce:biometrics(at 24%)and facial recognition software(23%)made respectable showings given the relative newness of these technologies.However,plans to implement these technologies in the ne
70、ar future were both in the single digits(9%and 6%respectively),so their overall appeal seems limited,at least for the immediate future.2022 Customer Loyalty and Personalization Survey13Which technologies do you use to support personalization efforts?42%8%Personalized voice/conversational commerce ap
71、ps51%9%Location tracking(i.e.via consumers mobile devices)46%13%Interactive chatbots45%13%Predictive analytics algorithms56%10%Social analytics solutions64%13%Customer data platform41%9%Sentiment analysis35%17%AI/machine learning24%9%Biometric technology23%6%Facial recognition softwareUse nowPlan to
72、 add in next 12 months2022 Customer Loyalty and Personalization Survey14In addition to basic identifying data,what customer information do you collect for marketing/personalization initiatives?Purchase history,broken down by items/basket contentsCustomer service history(plaints,returns,positive revi
73、ews)Demographic data(e.g.age,gender,marital status,household size/income,zip code)Social media activity related to your companyTypical purchasing cycleReferrals of new customersCustomer Lifetime Value(current and/or projected)Hobbies/interestsRetailers also are sharpening their personalization and c
74、ustomer retention efforts by collecting more types of data.As might be expected,purchase histories top the list,at 65%;knowing what a shopper bought,when and in what quantities remains a basic building block for retargeting campaigns.(In its aggregated form,its also essential to forecasting and plan
75、ning functions.)There are also signs that retailers are trying to gain a more holistic view of their customer relationships,one that goes beyond individual transactions:45%of respondents collect customer service data such as complaints,product returns and reviews.Multiple complaints,negative reviews
76、 or product returns provide strong indicators of wavering customer loyalty,alerting retailers that a win-back strategy should be deployed.Positive reviews,or a customer service experience that effectively solved the shoppers problem(they are often linked)indicate the potential for the retailer to st
77、rengthen customer loyalty bonds,turning an ordinary shopper into an enthusiastic advocate.And with influencers becoming a part of more retail marketers toolkits,organically finding these kinds of brand ambassadors provides retailers with a double win.65%45%36%33%25%23%22%10%2022 Customer Loyalty and
78、 Personalization Survey15PERSONALIZATION CAPABILITIES VARY SIGNIFICANTLY BY CHANNELIdeally,personalization would go hand in hand with an omnichannel approach to customers.Shoppers should be able to receive the same targeted offers and highly relevant product recommendations whether they are online,u
79、sing a mobile device,reading an email or visiting a brick-and-mortar store.Of course,different touch points offer different capabilities:location-based offers are most effective when they are sent to a consumers mobile device,for example alerting them that a new product theyre likely to be intereste
80、d in is located just one aisle over.Unfortunately,personalization prowess,like many other aspects of retailing,varies widely from channel to channel.The broadest set of capabilities,and the highest rates of adoption,are in email.Just over half(52%)of retailers can show personalized product recommend
81、ations and offers based on customer preferences,purchase history and/or liked products via email.In contrast,just 38%of retailers can do this via their mobile apps.Email personalization capabilities also include populating abandoned-cart emails with personalized messaging and offers,at 41%;using alg
82、orithms to determine which types of emails(e.g.win-back,price drop,limited inventory)to send to which customers(29%);and scaling email message volume based on individual customer engagement levels(29%).Which email personalization capabilities have you implemented?Show personalized product recommenda
83、tions/offers based on customer preferences,purchase history and/or liked productsUse customers name(or preferred username)in email messagingSend retargeted abandoned cart emails that include personalized messaging around discounts/offersUse customers demographic/profile data to personalize email mes
84、sagingCurate/tailor content based on customer insights and past behaviorsUse algorithms to determine which types of emails (e.g.win-back,price drop,limited inventory)to send to which customersScale email message volume based on individual customer engagement levelsAdjust cadence of email contact bas
85、ed on stated customer preferencesNo/minimal email personalization capabilities52%49%41%38%31%29%29%20%20%2022 Customer Loyalty and Personalization Survey16Which online/ecommerce personalization capabilities have you implemented?Customers can create product wish listsCustomers can specify volume of m
86、essaging they receive via email,mobile or direct mailCustomers can specify types/categories of products they want to viewCustomers shown recommendations based on similar customers activityCurate/tailor content based on customer insights and past behaviorsNo/minimal online personalization capabilitie
87、sDigital personal shopperIn contrast,ecommerce personalization capabilities show limited use of algorithms and other advanced tools:36%of respondents show online shoppers recommendations based on similar customers activity,and 33%tailor their content based on customer insights and past behaviors.Nea
88、rly three in 10(28%)of retailer respondents say they have no or minimal online personalization capabilities.47%41%41%36%33%28%23%2022 Customer Loyalty and Personalization Survey17Which mobile personalization capabilities have you implemented?Which in-store personalization capabilities have you imple
89、mented?Send offers to mobile devices based on shoppers location inside a brick-and-mortar storeApp displays personalized product recommendations/offers based on customers preferences,purchase history or liked productsStore associates use clienteling solution to provide personalized service and produ
90、ct recommendationsCurate/tailor content based on customer insights and past behaviorsTailor digital display content to individual customers that opt in to mobile app Adjust timing of mobile offers/push notifications based on customers stated preferencesSend notifications/communications to mobile dev
91、ices based on shoppers proximity to a brick-and-mortar storeApp displays customers nameFacial recognition technology tailors digital display content based on customer characteristicsSend location-based communications/offers(e.g.offers based on proximity to a store)No/minimal in-store personalization
92、 capabilitiesApp sends push notifications triggered by customer behaviorsNo/minimal mobile personalization capabilitiesWhile adoption rates for personalization tools are lower in both mobile and in-store channels,there are some interesting combined solutions at work:38%of retailers can send offers t
93、o mobile devices based on a shoppers location within a brick-and-mortar store,and 31%can send notifications based on a shoppers proximity to a store.Apps also come into play for the 33%of retailers that can tailor digital display content to individual customers who opt in via their mobile app.More t
94、han one-quarter(27%)of retailers can tailor digital display content based on customer characteristics discerned by facial recognition technology.38%32%29%29%28%25%21%38%36%33%31%27%23%2022 Customer Loyalty and Personalization Survey18What are the top impacts personalization strategies have had on yo
95、ur business?69%Increased loyalty/retention 50%Improved in-store CX 65%Increased sales 37%Improved online CX 55%Increased traffic in-store 36%More positive customer feedback/reviews 55%Improved customer acquisition 35%Increased Average Order Value 52%Increased traffic online 32%Increased customer ref
96、errals 201.257.8528 Retail TouchPoints and design:retail give all members of the retail world access to a vibrant community that combines insights,inspiration and opportunities to interact with their peers.We sit at the intersection of the art and science of retail strategy,providing granular data,h
97、igh-value commentary,and aspirational success stories to help readers optimize customer experiences across all channels.Touching all facets of the retail ecosystem,including store experience and design,workforce management,digital marketing and engagement,and omnichannel optimization,our editorial c
98、ontent,multi-media resources and events take timely news and trends and transform them into tactical takeaways that meet the unique needs and priorities of our executive readers.Mastercard Data&Services provides customers with custom solutions to enhance customer acquisition,engagement,and loyalty.B
99、y harnessing the power of our real-time,anonymized and aggregated transaction data,powerful software platforms such as Test&Learn,SessionM and Dynamic Yield,and wealth of expertise,we empower customers to discover new insights,recommend targeted actions,improve performance over time,and execute camp
100、aigns at scale.For questions about Mastercards loyalty solutions,please reach out to Chad Hock,VP of Loyalty,Mastercard Data&Services,at Chad.HABOUT THE AUTHORAdam Blair,EditorAvid theater-goer,intrepid journalist and grammar nag.Theres always something new to learn about retail technology.LEARN MORE.