gianfranco cuzziol

As many of you may know, before I immersed myself in the world of CRM and loyalty, I earned a degree in Astrophysics. So every now and then, the cosmos calls me back — and occasionally, it offers a metaphor so perfect for customer engagement that I can’t help but share it.

Here’s one of those moments.

From March through December 2025, Saturn — the jewel of our solar system — will appear to lose its rings. These magnificent structures, visible since Galileo’s earliest telescope sketches, will seemingly vanish from view. But let’s be clear: the rings aren’t gone.

This is a phenomenon known as a ring plane crossing. Saturn’s rings sit in the same plane as its equator. And as the planet orbits the Sun, its tilt changes relative to Earth. Every 14 to 15 years, the rings become edge-on from our perspective, so thin — only about 10 metres thick in places — that even powerful telescopes struggle to see them. To the human eye, Saturn becomes plain. Ordinary. A little underwhelming.

But the rings are still there. Just hidden by perspective.

Sound familiar?

In every customer-brand relationship, there are phases. Peaks of activity, moments of dormancy, periods where even your most loyal fans seem to disappear. Open rates drop. Purchase frequency stalls. The CRM dashboard gets quieter. It’s tempting — dangerously so — to assume they’ve left.

But often, like Saturn’s rings, they’re simply out of view.

The truth is, most customers don’t travel in linear journeys. They orbit. They loop in and out. Life gets in the way. Priorities shift. The inbox fills up. But invisibility doesn’t always mean disengagement. The customer is still there — just not visible in the metrics we tend to chase.

This is where mature CRM thinking needs to evolve. Too many brands treat quiet customers as lost ones, triggering reactivation campaigns laced with desperation: “We miss you!” “Come back for 10% off!” Instead, we should be listening more carefully. Watching for subtle signs of life — a browse without a buy, a login without a purchase, a quiet click on a product recommendation.

In other words: not all value is immediately visible. Not all loyalty is loud.

Strategically, this means building lifecycle frameworks that are resilient to quiet phases. It means personalisation that respects the customer’s pace, not the brand’s sales calendar. And above all, it means recognising that just because a customer isn’t currently transacting doesn’t mean they aren’t emotionally connected.

Because here’s the thing: Saturn’s rings will reappear in 2026. They always do. And so too do most customers — if we’ve built a relationship based on relevance, not just urgency.

So the next time your reports show a drop in activity, take a breath. Zoom out. Consider that you might be in a ring plane crossing of your own.

They haven’t disappeared. You just need a different perspective.

Imagine you're at your local Taco Bell, craving that cheesy, spicy delight. You pull up to the drive-through, and instead of the usual crackly speaker and hurried attendant, a smooth, almost eerily human-like voice greets you. No, it's not the latest pop sensation moonlighting as a cashier; it's artificial intelligence (AI), poised to take your order with unprecedented accuracy and perhaps even suggest adding a side of nachos because, well, it knows you all too well.

Artificial Intelligence (AI): The New Employee of the Month

Yum! Brands—the culinary maestros behind Taco Bell, KFC, and Pizza Hut—have been cooking up more than just finger-licking recipes. They've partnered with tech giant Nvidia to sprinkle some AI magic across their establishments. The goal? To make your fast-food experience quicker, smarter, and, dare we say, more intuitive.

• Voice-Activated Ordering: Gone are the days of repeating your order into the abyss of a muffled speaker. AI-driven voice assistants are being deployed to take orders at drive-throughs and call centres, ensuring your "no pickles" request is heard loud and clear.

• To date, over 2 million successful orders have been processed, with the system is now in place in over 300 Taco Bell U.S. stores, making Taco Bell the largest QSR voice AI brand globally.

• Kitchen Efficiency: Ever wondered how your order is ready before you've even parked? AI-powered computer vision tools are optimising kitchen workflows, ensuring that your meal preparation is a well-orchestrated symphony of sizzling and frying
• At Taco Bell U.S., an AI-powered labour scheduler is in use in over 5,000 stores
• Performance Analytics: Managers now have AI-powered analytics at their fingertips, offering tailored action plans to enhance restaurant performance. It's like having a crystal ball, but with data

Personalisation: Because You're One in a Million

Remember the thrill of being recognised at your favourite diner? AI is bringing that warm, fuzzy feeling to the digital age. By analysing your past orders, preferences, and perhaps your penchant for extra hot sauce, Yum! Brands can tailor offers and suggestions just for you. It's like having a personal chef who knows you love that extra cheese but holds back on the olives.

Loyalty Programmes: More Than Just a Punch Card

Loyalty is a two-way street.

Yum! Brands understand this and are leveraging AI to revamp their loyalty programmes. By integrating AI-driven insights, they're ensuring that rewards are not just generic freebies but personalised tokens of appreciation. So, the next time you get a free side of guacamole, know that it's because AI recognised your unwavering commitment to avocado goodness.

• KFC in the U.S. is capitalizing on the success of KFC Rewards membership growth, which has contributed to digital sales growth of over 20% from 2023.
• A strategic priority for Taco Bell involves growth through its loyalty program, with 90-day active loyalty users increasing by 50% year-over-year.

Customer Relationship Management (CRM): The Digital Handshake

Building relationships is at the heart of any business. With AI-driven CRM systems, Yum! Brands are ensuring that every interaction, be it through an app, in-store, or via a chatbot, is seamless and engaging. By centralising customer data, they're able to anticipate needs, answer queries, and maybe even crack a joke or two (okay, maybe not the last one, but we can dream).

A Glimpse into the Future

As we stand at the crossroads of culinary arts and technological innovation, it's clear that the future of fast food is not just about satisfying hunger but creating an experience. An experience where your preferences are known, your time is valued, and your loyalty is rewarded in ways that feel personal and thoughtful.

So, the next time you're biting into that perfectly crafted burger or savouring that slice of pizza, remember, behind the scenes, AI is working tirelessly to make your fast-food fantasies a reality. And who knows? Maybe one day, your favourite fast-food joint will know you so well that it'll have your order ready before you've even decided you're peckish.

Now, that's food for thought.

Opening Statement (Against the Motion: "Loyalty Programs Are a Sign of a Weaker Brand") 

Friends, marketers, brand builders—lend me your loyalty points! 

I stand before you today not to praise the assertion that loyalty programs are a sign of a weaker brand but to bury it 

This claim is not only flawed—it fundamentally misrepresents the role of loyalty programs in modern business. 

To argue that a brand with a loyalty program is weak is to overlook the reality of today’s marketplace. It assumes that customer retention happens naturally, that in a world of endless choices and rising expectations, consumers will remain loyal without any effort from brands. But let me ask you this: If loyalty programs were only for weak brands, why do the world’s strongest, most admired, and most successful companies invest heavily in them? 

• Why does Nike and Adidas—two of the most iconic brands of all time—offer a membership program that provides exclusive access to communities, products and personalized experiences? 

• Why does Amazon Prime—one of the most effective loyalty programs ever created—generate billions in revenue while keeping customers locked into Amazon’s ecosystem? 

• Why does Starbucks, a brand with a cult-like following, continue to expand its Rewards program, integrating it into mobile ordering, gamifying purchases, and personalising rewards? 

Are we really prepared to call Nike, Adidas, Amazon, and Starbucks weak brands? 

Clearly, the existence of a loyalty program is not an indication of weakness. In fact, I would argue that a well-executed loyalty strategy is a hallmark of a brand that understands its customers deeply and has the confidence to invest in long-term relationships. 

The Role of Loyalty in a Competitive Market 

Let’s talk about the realities of business today. 

Brands—no matter how strong—are operating in an era of constant disruption. Consumer expectations are higher than ever, competition is fierce, and digital channels have made switching brands effortless. We heard this morning about how the customer journey is becoming fragmented 

The strongest brands don’t assume that their customers will stay forever. They fight for their loyalty. They use data, personalization, and engagement strategies—all of which are enabled by well-designed loyalty programs. 

This is not a sign of weakness. This is a sign of strategic intelligence. 

The Difference Between Strong and Weak Brands in Loyalty 

Now, let’s address the real issue: It’s not about whether a brand has a loyalty program—it’s about how they use it. 

Weak brands? They become subservient to their loyalty programs. They purely rely on constant discounts and points giveaways because they have no deeper connection with their customers. They treat loyalty like a cost centre, rather than a growth strategy. 

Strong brands? They master loyalty programs. They craft them not as a discounting mechanism, but as an experience. Instead of bribing customers to stay, they use loyalty programs to enhance brand engagement, offer exclusivity, and create emotional connections. 

Just look at Sephora. Their Beauty Insider program isn’t about points—it’s about status. It makes customers feel valued, offering VIP experiences, exclusive products, and early access to new launches. This is not a weak brand struggling for survival. This is a brand building a community of devoted customers. 

Loyalty is More Than Transactions—It’s a Brand Strategy 

Another false assumption in this debate is that loyalty programs are purely transactional. 

Yes, some outdated programs rely on rigid points systems and repetitive discounts. But the best brands go far beyond that. They use loyalty to shape customer behaviour, increase engagement, and build ecosystems that customers don’t want to leave. 

Consider Apple—a brand often cited as one that doesn’t need a loyalty program. While it may not have a traditional points-based program, Apple has created one of the most effective loyalty ecosystems in history. The seamless integration between hardware, software, and services—from iPhones to iCloud to the App Store to Apple Music—ensures customers stay within the Apple universe. That is loyalty by design. 

Even Tesla, which also lacks a conventional program, relies on referral rewards and exclusive benefits to drive advocacy. The mechanism is different, but the objective remains the same: encourage long-term commitment and emotional investment in the brand. 

At Aesop, I developed a covert loyalty program based on what I called Axes of Recognition that sought to recognise and acknowledge customer behaviours. Not a weak brand 

The Body Shops Love Your Body Club actually made the brand stronger by helping to reduce the level of discounting. 

Final Thought: Loyalty is Not Weakness, It’s Strength 

As a marketer who  

• Created the business case for PC Worlds small business loyalty program 

• Worked on the original HMV loyalty program and Tesco Clubcard 

• Revamped the P&O Cruises Portunus Loyalty Club 

I may be biased , but does having a loyalty program make a brand weak? Or does knowing how to build and master loyalty make a brand even stronger? 

Weak brands depend on loyalty programs because they have nothing else to offer. But strong brands use loyalty programs as a tool to reinforce their strength—to build communities, personalize experiences, and turn customers into advocates. 

A loyalty program is not a sign of weakness. It is a sign of a brand that understands the power of customer relationships and the future of brand success. 

It supports the need to understand customer needs at every touch point, continues the conversation with customers and helps the brand understand trends in their customer base 

The strongest brands are not subservient to their loyalty programs—they master them. 

I urge you to dismiss the motion. Thank you. 

Retail media is having its moment. Once a niche concern reserved for grocery store shelf placements and coupon flyers, it has evolved into one of the most powerful marketing ecosystems, blending digital precision with real-world consumer behaviour.
For marketers, retail media offers an unparalleled opportunity: the ability to reach consumers at the exact moment they are making purchasing decisions. But what does retail media really mean, and how can brands and retailers make the most of it? Let’s break it down.

What is Retail Media?

Retail media refers to advertising that takes place within a retailer’s owned platforms—both digital and physical. This includes:

- In-store advertising: Digital signage, shelf displays, printed POS, sampling stations, and even shopping cart placements.
- Onsite digital media: Sponsored product ads, homepage banners, personalised search results, and digital coupons within a retailer’s website or app.
- Offsite digital media: Retailer data-powered advertising on social media, search engines, and third-party websites.

At its core, retail media is a powerful fusion of first-party shopper data, highly contextual placements, and the ability to close the loop between ad exposure and actual purchase behaviour. However, it is crucial that these activations do not disrupt the customer experience. When implemented correctly, retail media should feel seamless and helpful rather than intrusive.

Why is Retail Media So Important?

1. It Targets Consumers at the Right Moment

Unlike traditional digital advertising, which competes for consumer attention across the vast open web, retail media reaches shoppers when they are actively looking to buy. Whether they are browsing an online grocery store or walking down an aisle, ads are placed in front of them at the most relevant time.

2. It Leverages First-Party Data

With privacy regulations tightening and third-party cookies on the way out, retailers’ vast troves of first-party data—derived from loyalty programs, online behaviours, and purchase history—are a goldmine for precise targeting.

3. It Provides Measurable Results

Traditional digital advertising often struggles to directly link ad spend to sales. Retail media, however, offers closed-loop measurement, meaning brands can track the direct impact of their campaigns on purchases.

4. It Balances Relevance with Customer Experience

A successful retail media strategy prioritizes personalisation while ensuring that customer interactions remain smooth and intuitive. Over-personalisation or intrusive advertising can create friction, so brands must carefully craft their media strategies to enhance, not interrupt, the customer journey.

Retail Media in Action: Use Cases

So, how does retail media actually work in practice? Let’s look at a few scenarios.

1. Personalized Cross-Selling at Checkout

Imagine a shopper scanning a four-pack of Guinness into their supermarket app. Based on past purchase behaviour, the app recognises that this customer occasionally buys whiskey. Almost instantly, they receive a personalised offer for a discounted bottle of premium Diageo whiskey. This is retail media in action—using real-time data to drive incremental sales while ensuring the offer remains relevant and non-intrusive.

2. Sponsored Search and Digital Shelf Positioning

Online grocery platforms have become the new supermarket shelf. When a shopper searches for ‘protein powder’ on a retailer’s website, a brand like Optimum Nutrition can bid for its product to appear at the top of the results. This ensures higher visibility and, consequently, a greater chance of conversion without interfering with the shopper’s browsing experience.

3. Offsite Targeting Using Retailer Data

A shopper browses an online supermarket but doesn’t complete their purchase. With retail media’s offsite capabilities, the retailer can serve them a reminder ad for the exact products they viewed—whether on Facebook, Instagram, or the open web—driving them back to complete their purchase without overwhelming them with too many touchpoints.

4. In-Store Digital Signage with Real-Time Offers

A customer walks past the yogurt aisle in a supermarket, and a digital screen flashes a special offer on a new probiotic yogurt. If the customer has a loyalty account with the retailer, they might even receive a personalized discount based on their purchase history. This approach ensures offers feel helpful and timely rather than forced or irrelevant.

5. Direct-to-Customer Brand Funded Incentives

A major coffee brand wants to drive trial of its new espresso pods. Rather than a broad, generic discount campaign, it works with a retailer to fund a personalized incentive program, offering special discounts to customers who have bought similar products but haven’t yet tried the new pods. This type of targeting increases conversion rates while keeping the shopping experience frictionless.

The Future of Retail Media

Retail media isn’t just about selling ad space—it’s about creating a seamless, intelligent shopping experience that benefits brands, retailers, and most importantly, customers. As technology advances, we’ll see:

- AI-powered personalisation: From conversational AI shopping assistants to dynamic product recommendations tailored to individual buying habits, ensuring customers only see offers that add value to their shopping journey.
- Seamless online-to-offline integration: Digital and in-store media will work in tandem, ensuring consistency across the entire shopping journey without disrupting the customer experience.
- Retailers as full-scale media companies: As retail media networks grow, they’ll rival traditional digital ad platforms in both scale and sophistication, offering brands a new way to connect with high-intent shoppers.

Final Thoughts
For marketers, retail media presents an incredible opportunity to engage consumers in a more precise, impactful way. Whether you’re a brand looking to drive sales, a retailer seeking to monetize your assets, or an agency optimising client campaigns, understanding and leveraging retail media is no longer optional—it’s essential.

The key to success? Aligning retail media efforts with customer needs, ensuring ads are relevant, timely, and genuinely enhance the shopping experience without causing friction. Personalisation plays a pivotal role, but it must be balanced with a seamless customer journey.

Oh! Did I mention data? Get that right, and retail media will become one of the most effective tools in your marketing arsenal.

I was asked recently what my style of leadership was . Fortunately I had recently been reading a book that I think encapsulates my style

Quiet Leadership: Winning Hearts, Minds and Matches by Carlo Ancelotti with contributions from Cristiano Ronaldo, Zlatan Ibrahimovic, David Beckham, Sir Alex Ferguson and Paolo Maldini

Carlo Ancelotti has had a glorious career as both a player and manager. He played for both Roma and Milan; He then managed clubs including Juventus, Milan, Real Madrid, Bayern Munich ,PSG and Chelsea

His legacy as a manger includes:

The only manager to win league titles in all of Europe’s "Big Five" leagues (Italy, England, France, Germany, Spain).

4-time UEFA Champions League-winning manager (2003, 2007, 2014, 2022) – a record.

Renowned for his calm leadership, ability to manage egos, and tactical adaptability.

Ancelotti offers an insightful look into the management philosophy of one of football's most successful coaches. Ancelotti promotes a calm and understanding approach to leadership, advocating for building strong relationships with players by respecting their individuality and fostering trust.

Key Themes:

1. Building Relationships and Trust: Ancelotti believes that leadership is about building relationships and trust. He emphasises the importance of creating strong relationships with players, staff, and management. He believes in treating everyone with respect and dignity, regardless of their status or role. This approach fosters a positive team environment and encourages loyalty.

2. Cultural Understanding: Ancelotti's experiences across different countries highlight the importance of cultural adaptability. He stresses the need to understand and respect local customs, work ethics, and communication styles. Learning the local language is also emphasised as a sign of respect and commitment to the new environment.

3. Balancing Tradition and Innovation: While respecting a club's history and traditions, Ancelotti advocates for innovation in tactics, training methods, and player development. He believes in finding the right balance between preserving a club's identity and evolving to stay competitive.

4. Adaptability in Leadership: Ancelotti recognises the importance of adapting leadership styles to suit different players, teams, and situations. He believes that a one-size-fits-all approach is ineffective in modern football. Understanding and managing emotions—both his own and those of his players—is crucial in navigating high-pressure situations and maintaining team morale.

5. Balancing Data and Intuition: Ancelotti advocates for a balanced use of data and analytics in football. While recognizing their value, he understands that they should complement, not replace, a manager's experience and intuition. He encourages a critical approach to data interpretation, understanding context, and not blindly following statistical trends.

Throughout the book, Ancelotti shares anecdotes from his time managing top clubs like AC Milan, Chelsea, and Real Madrid, illustrating how his "quiet" approach has led to success on and off the pitch. His philosophy centres on the belief that effective leadership is rooted in respect, adaptability, and continuous learning.

Some of my favourite lines from the book

· ‘People don’t care how much you know until they know how much you care’

· As Vito Corleone would have said…:’ It’s not personal, it’s just business’.

· The first problem was caused by statistics

· Everything should not always be so serious at work.

· Carlo wasn’t one of those managers who comes in and says, ‘Right, this is my way. This is the only way I think and it’s going to be my way or no way at all’ – John Terry

Available on Amazon

As CRM ⁽¹⁾ evolves in sophistication and scope, agencies must prioritise not just what they do, but how and why they do it. the acronym "Depth(h)" provides my brief manifesto, if you want, on a guiding framework for success: Data, Environment, People & Processes, Technology and Human.

Data: From Thin to Thick

In the world of CRM, data is king ^(2). But not all data is created equal. Thin data provides the transactional "what"—purchase histories, website clicks, and loyalty behaviours. It’s what businesses are comfortable with today: footprints in the sand, indicators of past behaviour ⁽³⁾.

However, thick data delivers the "why"—the mindset and motivations behind these actions. For example, when working with a DIY retailer, thin data revealed immediate revenue opportunities through upselling customers purchasing sample pots of paint. However, the real strategic breakthrough came from understanding that purchases like a packet of birdseed—seemingly trivial—signalled major home improvement projects. Customers purchasing these items were often in the inspiration or preparation stage of renovations. This insight moved the business from reactive marketing to pre-emptive value creation, uncovering opportunities to drive significant customer spend before competitors could. Thick data forces us to think about the customer mindset

Environment: Macro and Micro Insights

CRM doesn't operate in a vacuum. Successful strategies consider both macro-environmental forces—market trends, competitor moves, and societal shifts—and the micro-environmental context surrounding customer interactions.

At a macro level, it's about anticipating shifts in consumer behaviour, such as the growing demand for sustainability or personalization ⁽⁴⁾. At a micro level, understanding the immediate context of customer engagement is critical. Is the customer in-store, online, or using a hybrid approach? Have they already downloaded a product guide, or attended a virtual consultation? Every interaction provides a breadcrumb leading to deeper engagement. CRM brand leaders must align strategies to these environments, ensuring relevance and resonance at every touchpoint.

And Brand is important. CRM marketers need to act like brand marketers more often and consider what the brand would do at this point of interaction with the customer.

People and Processes: Building CRM-Ready Teams

No CRM strategy can succeed without the right people and processes. A critical first step is auditing organisational capabilities and workflows. This involves not just understanding current skills but envisioning the future model: centralised, decentralised, or hybrid structures that empower both headquarters and regional teams.

Processes must evolve to facilitate agility, enabling teams to act on insights in real-time. This is not just about workflows but creating a culture of learning and adaptation, where data and insights flow freely across silos. Leaders in CRM should ask, "Do we have the right skills, incentives, and structures to deliver the customer experience we aspire to?"

Technology: Avoiding the Trap of Cruel Optimism

Technology is the enabler but should never be the driver. Too often, brands fall into the trap of "cruel optimism," a concept described by Lauren Berlant and adapted by me: where the tools we desire end up inhibiting our goals. Technology must serve the business, not the other way around.

This means selecting platforms that integrate seamlessly into existing ecosystems, empower teams with actionable insights, and enhance the customer experience. The focus must remain on how technology enables better understanding, engagement, and value delivery for customers.

Human: The silent ‘H’ in too many cases

Let’s not forget that at the end of an email, in front of a screen or talking to a retail colleague is a human ⁽⁵⁾. They are complexed and nuanced; at any one time a customer and not a customer ⁽⁶⁾.

The Depth Proposition

My vision for CRM is one of customer-centric orchestration. By uniting thin and thick data, contextual awareness, empowered teams, and purposeful technology, we can create CRM strategies that are not only effective but transformative.

This isn’t just CRM; it’s CRM with Depth.

• And for the record I’m not an enthusiastic fan of the term CRM -but that’s another article
• Repeat after me, ‘Data is not the new oil.’
• I would dare say if there is one thing we can learn from history is that we can’t learn from history.
• For the record, I’m now convinced that we should use a ‘z’ and not an ‘s.’
• Ok, possibly Agentic AI might lead to machines talking to each other without the need for the human
• Think Schrodinger’s Cat

The promise of Generative AI (GenAI) in marketing is immense, particularly in CRM, loyalty, and personalisation. Yet, as highlighted in recent insights, the economic value of GenAI remains difficult to quantify, and confidence in its impact often rests more on optimism than rigorous measurement. To bridge this gap, controlled experiments and careful metrics are critical to understanding the true impact of GenAI. Below are five key ways to measure GenAI’s impact in CRM, loyalty, and personalisation, rooted in a framework of experimentation and evidence:

1. Campaign Performance and Content Quality

• What to measure: Compare performance metrics like email open rates, click-through rates (CTR), and conversion rates across three groups: one using GenAI to create content without human review, another with human review, and a control group with no GenAI involvement.
• Why it matters: While GenAI can generate content faster, the quality and relevance of this content must be assessed. Measuring engagement metrics and user feedback provides a clear picture of whether GenAI is truly adding value.
• Example KPI: Improvements in email open rates, CTR, or conversions by X% compared to the control group.

2. Customer Lifetime Value (CLV) and Retention

• What to measure: Track the CLV and retention rates of customer segments managed by GenAI-driven personalisation versus those handled traditionally.
• Why it matters: Personalised experiences powered by GenAI promise to deepen loyalty and increase retention, but without measurement, these gains remain anecdotal.
• Example KPI: X% increase in average CLV or retention rate over a defined period.

3. Operational Efficiency and Productivity Gains

• What to measure: Quantify the time saved in creating campaigns, segmenting audiences, and generating reports between GenAI and traditional methods.
• Why it matters: The 2025 AI & Data Leadership Benchmark Survey highlights that many leaders perceive GenAI as a tool for exponential productivity gains, yet few are quantifying these improvements rigorously. Measuring actual time and cost savings reveals whether those perceptions hold true.
• Example KPI: Reduction in campaign setup time by X hours or cost savings by Y%.

4. Impact on Personalisation Effectiveness

• What to measure: Analyse the success rates of personalised offers, recommendations, and messages generated by GenAI versus manually curated ones.
• Why it matters: If GenAI leads to improved personalisation outcomes—such as higher redemption rates for offers or better customer satisfaction—this demonstrates tangible value in loyalty and CRM contexts.
• Example KPI: X% increase in offer redemption rates or customer satisfaction scores.

5. Customer Sentiment and Engagement

• What to measure: Use sentiment analysis and feedback tools to assess customer reactions to GenAI-driven marketing efforts.
• Why it matters: Generative AI might generate content faster, but if customers find it irrelevant or disengaging, the effort is wasted. Monitoring sentiment provides a qualitative lens to complement quantitative metrics.
• Example KPI: X% improvement in Net Promoter Score (NPS) or sentiment scores in customer feedback surveys.

The Experimentation Imperative

As noted, the best way to demonstrate the value of GenAI is through controlled experiments. Establishing A/B testing frameworks where one team uses GenAI while another does not—or varying levels of GenAI involvement—can provide actionable insights. For instance:

• Test content generation speed versus quality. If GenAI creates blog posts faster but engagement drops, the trade-off may not justify the investment.
• Measure productivity at the worker level. If marketers save time using GenAI, understand how they’re reallocating those hours and whether it drives additional value.

Final Thoughts

The challenges of quantifying GenAI’s impact highlight the need for companies to move from optimistic assumptions to rigorous measurement. In CRM, loyalty, and personalisation, the potential is there—but only by carefully measuring both the benefits and unintended consequences can organisations realise its promise. If companies fail to measure, they risk missing the opportunity to make informed decisions about where GenAI truly adds value.

CRM practitioners, aka brand builders have an incredible opportunity to be brave—to make bold choices, take risks, and focus on the things that truly matter. This isn’t just about stepping out of comfort zones for the sake of it; it’s about committing to initiatives and objectives that can transform not just businesses, but also the lives of customers.

Over the years, I've learned the importance of putting the customer first and focusing on creating sustainable, tangible value for them. While business metrics and KPIs are important, they are outcomes—not the goal itself. The true focus should always be on the people we serve. This perspective has taught me that if we do the right thing for our customers and create genuine value, the business results will follow. It’s not about being driven by shareholders or external pressures, but about staying true to the needs of the customers who engage with us. By prioritizing their experience and well-being, we can build stronger, more resilient businesses.

One of the key lessons I've learned is the importance of speaking up when things aren’t right. In business, people are often rewarded for launching initiatives and completing projects—for doing more, not less. But sometimes the brave choice is to stop something that isn’t working, to call out a campaign or initiative that seems destined to fail. Too often, people in leadership positions focus on being right rather than doing what’s right. Sometimes this means changing course.

The conversation about bravery in marketing isn’t just about individual actions—it’s about creating an environment where different perspectives are valued. If everyone in marketing brought their own unique point of view to the table, our industry would be stronger for it. We all have our own journeys, our own paths, and our own perceptions. Bringing those things to the work makes it richer and more authentic. It doesn’t mean every idea will be the one we move forward with, but collectively, we end up in a better place. And that’s what brave marketing is really about—the willingness to bring your perspective, take risks, and do what’s right, even if it isn’t always the easy path.

So, the next time you're faced with a marketing challenge, be brave. Share your point of view, even if it feels risky. Because where we end up together will always be better when we’ve all had a voice in getting there.

''The power of personalisation lies in its ability to create a deeper connection between the customer and the brand.''

Pull the other one 

The power of personalisation lies in its ability to make a customer's experience smoother, faster, and more relevant. Not every customer is looking for a deep emotional connection with every brand they interact with – often, they just want the best price or the easiest way to complete their purchase. When businesses understand and respect these practical needs, personalisation becomes a way to offer value without overstepping boundaries.

By making things easier – whether it’s showing relevant products, offering timely discounts, or remembering preferences – brands can build loyalty based not on sentimentality but on convenience and efficiency. This kind of personalisation drives retention and repeat purchases because it respects the customer’s time and wallet, leading to improved sales and a competitive edge that’s built on understanding real customer priorities.

"In the fabled kingdom of advertising, there ruled an Emperor, 'Marketing Strategy', who was known to have a penchant for the grand and novel. At his court gathered an array of tailors and designers, the 'Marketing Platforms', each vying for his attention with a new piece of garb.

These platform tailors were captivated by the allure of 'the next big thing'. With looms that were filled with digital threads and viral needles, they crafted the Emperor's garments, all the while lost in the glamour of emerging technology. They prattled on about the beauty and spectacle of these new technologies but often forgot to ask if these robes were really suitable for their sovereign.

In walked two shrewd weavers, representing the wisdom of aligning strategies with the clients' needs. 'Your Highness,' they declared, 'what if we told you that all these technological fabrics you've been donning are invisible to the common folk?'

The room fell into a hush.

'These new-age cloaks are dazzling,' the wise weavers continued, 'but are they right for your kingdom? Are they fit for your subjects, the audiences you aim to reach?'

The Emperor was intrigued. He understood that it wasn't about being swayed by the latest thing but about digging deep to see what was truly appropriate for his people. Technology was not to overshadow strategy but to serve it. He had become a victim of Cruel Optimism where something you desire is actually an obstacle to your flourishing. The Emperor had realised that he was now serving the technology and not his people.

He soon saw that all these new-fangled garments, attractive as they were, could become mere illusions if not worn with due consideration. It was not about using his kingdom as a test bed for something new; it was about meaningful improvements rather than fleeting excitement.

The Emperor declared, 'From this day on, we shall never lose sight of our true purpose. We shall be guided by what's best for our subjects, not what momentarily dazzles our eyes.'

And so, the Emperor's New Clothes became a tale not just of vanity but of vision. It's a story that speaks to our age, an age where the chase for the novel can blind us to the essence of what we do. It reminds marketers not to become addicted to the channel but to focus, hand on heart, on adding true value.

In our own empires of enterprise and strategy, may we don the robes that truly suit us and those we serve.

Pros of Immediate Customer Gratification:

A Revolutionized Shopping Experience:

Next-day and same-day grocery delivery services epitomize instant gratification. Customers can now receive their ordered goods, including fresh produce, at their doorsteps within hours. This unprecedented convenience caters to the lifestyle of the modern, busy consumer, enhancing satisfaction and brand loyalty.

The Allure of Discounts and Returns:

Heavy discounts and free return policies have become integral in attracting price-sensitive customers. These strategies foster a risk-free and economical shopping environment, driving impulsive purchases and repeated patronage.

Spurring Economic Activity:

The immediate gratification trend, characterized by speed and convenience, propels sales volume and economic activity. Consumers, incentivized by instant delivery and attractive pricing, are likely to increase their spending, boosting business revenues and market dynamics.

Cons of Immediate Customer Gratification:

Skyrocketing Consumer Expectations:

These service enhancements, though beneficial, contribute to escalating consumer expectations. Customers are becoming accustomed to instantaneous services, leading to increased pressure on brands to continuously innovate and exceed these expectations, which can be unsustainable.

Environmental and Economic Strains:

The boom in same-day deliveries, particularly in the grocery sector, often requires increased transportation, leading to environmental concerns such as pollution and traffic congestion. Moreover, constant discounts can sometimes undermine the financial health of businesses and affect the perceived value of products and services.

A Culture of Impulsivity:

Instant gratification trends, including instant deliveries and easy return policies, may inadvertently foster a culture of impulsive and unsustainable consumption. Customers, emboldened by these conveniences, might prioritize instant gratification over thoughtful purchasing decisions.

Rebalancing the Scales:

Consumer Education and Awareness:

It becomes imperative for brands to assess if they have inadvertently cultivated overly demanding consumer behaviours. Balancing act lies in educating customers on the impacts of instant gratification, including environmental and economic repercussions.

Sustainable Innovations:

Brands can explore grouping deliveries, offering scheduled delivery options, and incentivizing eco-friendly choices to mitigate environmental impacts. Personalised engagement, aided by data analytics, can enhance the customer experience without necessitating constant discounts.

The instant gratification culture in 2024.

1. Ultra-Fast Deliveries:

Companies might offer deliveries in under an hour, leveraging advanced logistics, AI, and possibly drones to ensure that customers receive their orders almost immediately after placing them. For instance, Amazon could further refine and expand its Prime Now service.

2. AI-Powered Personal Assistants:

Imagine more advanced AI personal assistants that can predict your needs and execute tasks like shopping or scheduling without your initiation. They would analyse your behaviour and preferences to provide instant responses and actions.

3. Virtual Shopping Experiences:

Enhanced virtual reality (VR) shopping experiences where customers can "walk" through stores virtually and purchase items in real-time, getting a near-instant, in-store shopping experience from the comfort of their homes.

4. Instant Customization:

Brands could offer real-time product customizations. For example, you could visualize and order custom-designed apparel or gadgets instantly, and they’d be manufactured and shipped on the same day.

5. Automated Grocery Shopping:

Stores like Amazon Go could become more widespread, where customers just walk in, pick up what they need, and leave - with billing done automatically. In 2023, we could see a rise in the number of these stores globally and enhanced technology ensuring instant checkout and payment processes.

6. Real-Time Health Insights:

With the advancement in wearable technology, individuals could receive real-time health data and insights, and instant virtual consultations with healthcare professionals could become commonplace.

7. Instant Digital Content:

The growth of platforms offering instant access to digital content, such as e-books, online courses, or streaming services, could reach new heights, with more personalized and instant content recommendations based on AI algorithms.

Conclusion:

In an era where same-day grocery deliveries, next-day shipments, and on-the-spot services are becoming the norm, brands are tasked with the challenge of balancing instant gratification and sustainable practices. The onus is not just on meeting the ever-increasing consumer demands but educating and steering customer behaviours towards responsibility and sustainability.

This delicate balance will not only define the future of customer service excellence but also shape the trajectory of consumer behaviour, transforming an era of impulsivity to one of informed, conscious consumption. The quest for instant gratification, while beneficial, prompts a need for introspection and innovation to harmonize immediate consumer needs with long-term sustainability and responsibility.

Imagine walking into a store where the sales associate remembers not just your name, but the exact items you’ve been eyeing online. This seamless, frictionless experience is what omnichannel marketing promises. But behind the sleek tech and data-driven personalisation, are companies truly solving for the customer’s needs, or simply keeping up with a trend? 

But asking the question ‘what is the point?"—challenges us to think beyond the mechanics of omnichannel marketing. It’s not enough to simply be on every channel because “everyone is doing it.” The heart of omnichannel success lies in understanding what customers really want: continuity and personalisation that transcends individual touchpoints. 

The Promise of Loyalty in an Omnichannel World 

Customer loyalty in an omnichannel environment isn’t just about rewards points. It’s about building relationships that are personalised, engaging, and, most importantly, consistent. In fact, 75% of customers expect consistent interactions across all channels, and when businesses can deliver, they stand to gain significantly. Research by McKinsey has shown that customers who have a seamless omnichannel experience with a brand tend to spend 15-30% more over time.  

But it’s not just about spending more. Omnichannel customers are more likely to become brand advocates. The loyalty that stems from a well-executed omnichannel strategy translates into higher retention rates, which can boost profitability by 25-95%, according to studies from Bain & Company. This means that the business not only wins in the short term but builds long-term resilience in a competitive market.  

Why Do Customers Want Omnichannel?  

What do customers actually want? It’s simple: they don’t want to repeat themselves. Imagine calling customer service after browsing online, only to have to recount your entire shopping history. Frustrating, right? 73% of consumers feel that a company's experience is the most important factor in their purchasing decisions. They expect brands to understand them, anticipate their needs, and solve problems with minimal friction.  

For marketers, the real challenge isn’t always about adopting omnichannel capabilities—it’s using them wisely. Being omnipresent is not the goal. Rather, it’s about creating an ecosystem where each touchpoint enhances the customer journey. Whether that’s a personalised recommendation via email, a smooth checkout process online, or remembering a customer’s preferences in-store—every interaction should build on the last.  

Building Loyalty, Brick by Brick  

The future of omnichannel marketing lies in merging data with empathy. We have the tools, from sophisticated CRM systems to advanced AI algorithms, but the real magic happens when brands use these tools to genuinely serve the customer. When a brand can anticipate, remember, and reward its customers across every channel, loyalty becomes the natural by product.  

So, what is the point? The point is loyalty. Not the transactional kind that comes from a discount code or a free coffee, but the deep, lasting loyalty that’s born out of trust, consistency, and genuine value creation.  

The Role of Customer Feedback and Data Analytics in Loyalty Programs

Customer feedback and data analytics are crucial in refining loyalty programs, serving as the "senses" that gather and interpret information. Customer feedback provides direct insights into customer sentiments, preferences, and experiences, helping identify issues and areas for improvement. By actively listening to customers, businesses can tailor their loyalty programs to meet specific needs, such as offering personalized rewards over generic ones. This customization increases customer satisfaction and retention.

Data analytics offers a quantitative view of consumer behaviour, allowing businesses to segment their customer base, track spending patterns, and measure engagement levels. This data helps identify high-value customers and create targeted campaigns that maximize the impact of loyalty programs. Predictive analytics can forecast future behaviours, enabling proactive strategy adjustments to stay ahead of customer expectations.

Combining customer feedback with data analytics provides a comprehensive understanding of customer motivations and actions. Feedback reveals why customers behave a certain way, while analytics shows what they are doing and how. This holistic approach helps design loyalty programs that are both data-driven and empathetic, ensuring they remain relevant and valuable to both customers and the business.

Enhancing Loyalty Programs through Omnichannel Strategies

Omnichannel strategies significantly enhance the effectiveness of loyalty programs by creating a seamless, integrated customer experience across various touchpoints. Consistency across online, in-store, and mobile interactions strengthens brand loyalty, as customers expect the same level of service and rewards regardless of how they engage.

Omnichannel approaches also enable personalized interactions by collecting data from multiple channels, allowing businesses to tailor rewards and communications to individual customer preferences. Real-time engagement is another benefit, where customers can instantly redeem offers received via email through an app or at a physical store, enhancing the overall customer experience.

Furthermore, omnichannel strategies increase convenience by offering multiple engagement options, making it easier for customers to participate in loyalty programs and earn rewards. They also help businesses track and measure program success more accurately, allowing continuous refinement and improvement.

Adapting Loyalty Programs for Millennials and Gen Z

Loyalty programs are evolving to meet the expectations of millennials and Gen Z, who value tech-savviness, personalized experiences, and brands that align with their values. Digital integration is key, with many programs now accessible through mobile apps, providing seamless, user-friendly experiences. Personalization is another focus, leveraging data analytics to offer tailored rewards and recommendations based on individual preferences.

Social and environmental responsibility is crucial for these generations, leading loyalty programs to include options for donating points to charitable causes or offering eco-friendly rewards. Gamification, through elements like challenges and leaderboards, adds an interactive and fun dimension to loyalty programs, increasing engagement.

Instant gratification is important for millennials and Gen Z, prompting loyalty programs to offer immediate rewards and benefits, such as instant discounts or exclusive event access, keeping members continuously engaged and motivated.

Maintaining Consumer Loyalty in a Competitive Market

In a market characterized by changing fashion trends and consumer preferences, brands must be agile and innovative to maintain consumer loyalty. Staying ahead of trends through market research, social media monitoring, and influencer collaborations is essential. Personalization, achieved through data analytics, helps brands offer tailored recommendations and customized shopping experiences.

Quality and consistency in products build trust and reliability, encouraging customer loyalty. Engaging with customers through social media, events, and loyalty programs fosters a sense of community and belonging. Exclusive benefits, such as access to new collections or special discounts, make customers feel valued and incentivize repeat purchases.

Sustainability and ethical practices are increasingly important, with many consumers preferring brands that commit to environmental and social responsibility. Aligning with these values helps build stronger customer loyalty.

As a film buff, I enjoy movies through various lenses—be it storytelling, cinematography, or even marketing strategies behind film releases. This can be particularly useful when thinking about how to craft narratives for brands or engage audiences emotionally, much like filmmakers do.

One film I re-watched after first coming across it a few years ago was "The Cabin" (original title: La Cabina), a 1972 Spanish short film directed by Antonio Mercero. The story revolves around a man who becomes trapped inside a telephone booth in a busy public square. At first, passers-by attempt to help him, but their efforts are in vain, and soon the situation becomes a spectacle, attracting a crowd.

As the day progresses, the atmosphere shifts from humour to horror. The trapped man is eventually taken away, still enclosed in the booth, by a group of workers. The film concludes in a mysterious and unsettling manner, revealing a warehouse filled with other phone booths containing dead or missing individuals, amplifying the sense of dread and helplessness.

La Cabina is known for its surreal, Kafkaesque tone and exploration of themes like isolation, societal indifference, and existential anxiety.

In the context of customer data, La Cabina can serve as a metaphor for the modern relationship between consumers and platforms like Google, Facebook etc, which offer functionality in exchange for personal data.

The man trapped inside the cabin could be seen as a representation of consumer data—initially, the individual enters willingly, much like users who freely share their information to access services. However, as time passes, the person finds himself stuck, unable to escape or control his situation. Similarly, consumers often find their data locked into systems and platforms, losing agency over how it’s used or where it goes.

The initial attempts of passers-by to help can be seen as the public’s growing awareness of data privacy issues. However, just as in the film, these efforts often fall short due to the complexity of the system. Indeed, some of the spectators profit from the event - checkout the tall man behind the pastry boy. Eventually, the man is taken away in the booth, much like consumer data being transferred, sold, or processed beyond the individual's control or awareness. The eerie ending, with the warehouse full of other trapped booths, reflects the vast repositories of data collected by corporations, showing how widespread and inescapable the issue is.

This metaphor highlights the dangers of unchecked data collection and the feeling of helplessness consumers might experience when they realize the extent to which their personal information is used, often without clear consent or understanding. It underscores the importance of transparency, control, and protection when dealing with consumer data in today's digital age.

The film can be seen on my YouTube channel

This post was inspired by the Ethical Commerce Alliance