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Slide 2: Project Objectives • Address the following pressing concerns – – Drastic and consistent attrition of membership levels • 1.5 Million members, to the current 250 000 base Steady monthly churn through perceived imbalance of the product value • 9%, of a rapidly diminishing base 7%, equates to a monthly drop off of 2% – Acquisition levels performing lower than member gain • • Key Impact Influencers – – – Internal Environment Member Environment External Environment Product Perceived Product Value Staff Technological Environment Past Environment Current Environment Communication Partners Competitors International Counterparts Possible Synergies • Strategic Audit – Past & Present – – – – – – – – – – – • Prospective Strategic Guidance
Slide 3: AASA Member Value Proposition • • • • • • • • • • • • • • • • Layering of MVP Comparative Products (Benchmarking) Products New Products (Short, Medium & Long-term Initiatives) Key Strategic Product Issues Primary Communication Channels Objectives of Channels Tone & Manner Launch Programme Retention Programme Tenure Recognition Programme Reactivation Programme Migration Programme Acquisition Programme Employee Programme Key Stakeholder Governance
Slide 4: Top 15 Trends 1. 2. 3. Machines already control us: we now desperately need to learn how to manage them. We are creating and living in a virtual world: we are slowly losing your need for physical connectivity and tactile appreciation. The social impact of this is immense. South Africa is the sixth-largest user of Facebook on the planet: this shows that we are not only technosavvy, but also have a youth culture that is increasingly becoming disengaged from face-to-face social interaction. “Reflexive irony” is the cornerstone of popular culture: everyone has learnt to present an edited version of themselves (especially on SNS), so your realities and perceptions of each other are becoming increasingly warped and unreal. Brand Me: traditional marketing templates are becoming obsolete — the product no longer defines the consumer — the consumer defines the product. Location-based marketing: the individual is now able to ―choose‖ what information he/she wants to receive. Free news: free newspapers and the internet are altering the media landscape drastically. It‘s still about spreading the news, but the way in which it is consumed and accessed is changing rapidly. The “open source movement”: free software is going to change the technology landscape dramatically. It is a form of ―digital socialism‖ that allows anyone to download, improve and share, software for free. The youth bulge: we are entering a phase where youths outnumber the older generation (with the impact of HIV/Aids exacerbating the situation). We are the last continent on the planet to experience this cycle, and need to plan for it as they did with great success in South-East Asia. 4. 5. 6. 7. 8. 9.
Slide 5: Top 15 Trends 11. 12. Densification of the suburbs: we need to prepare for a new lifestyle in South Africa. In urban areas, a mix of retail, business and residential will become more pronounced and the suburbs will follow suit. “Black diamonds” are breaking the rules: This market does not follow the property mantra of ―location, location, location‖ when buying real estate, but is led more by its connections and obligations to its communities. Oh, and they also dislike the term, ―black diamonds‖ intensely. Living in glass boxes: a strong trend in décor. Open-plan living is now a way of life. Walls and storage units are now being made of glass, which enables you to see your favourite/regularly used objects and have easy access to them. Fashion and the *Zeitgeist: fashion is slowly returning to its 20th-century function as a form of social commentary. The fashion industry has been identified as having the second-fastest creative cycle after technology, so is now an industry being viewed as having more relevance than mere handbags and shoes. Eco narcissism: 2007 has become the year of the cause, but celebrities, politicians, actors and musicians are using the environment/Africa/global warming as a launch pad to enhance their public profiles. The very real need for a holistic perspective: we approach life and business in the 21st century with tunnel vision and are forgetting the interconnectivity of all things — to our detriment. 13. 14. 15. 16. *Zeitgeist the general intellectual, moral, and cultural state of an era
Slide 6: Media Trends - Reading • In South Africa itself, newspaper readership is up 43%, but the mainstream papers are not doing so well. It's vernacular and community focused and tabloid media that are stealing the show. Kwazulu-Natal's Zulu-language newspaper Isoleweze as an example, the Daily Sun, The Voice, Die Son, and so on. Reasons? It's all apparently due to household income increasing and electrification. And tabloid newspapers are very good at befriending their readers, Getting close to them, exposing corruption on their doorstep, addressing superstition, titillating with local sex scandals and giving you over-the-wall gossip about your neighbours. They're not concerned with the big picture or any analysis or thought leadership of any kind. The next big thing in newspapers is the very successful Swedish-pioneered model of free newspapers: the Metro which now has 70 editions globally in 22 countries, a readership of 23 million and has galvanised established titles in the Fourth Estate to launch their own free sheets. Locally The Citizen is trying it with its free Citizen Metro – 45 000 copies on 100 buses in Johannesburg. The Sunday Times' The Times, is a more niche marketing version going to an existing subscriber base So what will happen to print? A world of news consumed via cell phones, mini-computers and electronic ‗scroll' readers – which are in development already. Time will tell. • • •
Slide 7: Why are we here? • There are only 2 basic business objectives for the AA: – – Acquisition Retention • • • One does not require copious amounts of research and customer feedback in order to ascertain that there is a an ongoing state of attrition of the membership base – which means we are not meeting basic objectives Churn rate is averaging 9% with acquisition at approximately 7%, a drop off of an average 2% per month We have to ask ourselves – – – – – – – – – – Have we got a marketable product? Is the product mix consistent, relevant and cherished? Are we promoting what we have correctly? Are we talking to the right people? Are we talking to anyone? Are we positioned correctly and geographically accessible? Are we readily accessible and obtainable? Is your core services correct? Have you lost sight of your original goals? Are members proud of their association with us? • A relationship is, after all, ―An exchange - encouraged by kindred, affinity, or other alliances‖
Slide 8: We have to ask ourselves...? Why are your members not proud of you, as they would be for family, or a dear friend...
Slide 9: Please Consider... • • Value means different things to different people Most brands have no idea why their customers leave them, and assume: – – – – The competition has a superior product Their product is inferior Their competitors are competitively priced Some one is doing better than them You cannot be ‗everything to everyone‘ If you could, you wouldn‘t ever identify a USP You have no alternative, but to focus on those members who are prepared to bond with your brand ‗Belonging‘ is an extremely personal choice There are many reasons why people choose to develop a ‗connection‘ But if they do develop a crush based on a ‗promise‘, don‘t play Jekyll & Hyde Total Experience (overall Trade Variable (services or goods for cash) Qualitative Relationship (I choose to be included) Quantitative Relationship (WIIFM, as Geoff so eloquently put) By Association of Establishment (virtue of tradition) The Rub-off Effect (esteem, but only through cherished experiences) Iconology (identification through imagery) Ego - Possession (the id, affirmation ) Sense of Belonging (to something) Most importantly... Security through Belief in what the brand does for them, PERSONALLY • Within your current membership base, you have a diverse demographic and psychographic spread – – – – – – • People can measure value, based on any of the following assets (and more): – – – – – – – – – –
Slide 10: "Price is what you pay. Value is what you get." – Warren Buffet
Slide 11: History • • • • • • • • • • I really don‘t want to reiterate the obvious There has been documentation presented on where the AA were The great thing about history, is that it no longer exists However, history has assisted us in the continual evolution of a brand that really ―stood the test of time‖ The brand ―AA‖ is a phenomena unto its own, with a wealth of equity behind it - not just locally, but as an international force Various factors in the past couple of years has undermined this positioning of strength and slowly eroded the equity of what the brand stands for Through the discussions I have had with various stakeholders, one aspect clearly stands out – a very few had a large role to play in the neglect of this asset The brand has been dissipated by the inclusion of non-core, unfocussed ―offerings‖, with the aim of increasing the perceived brand value – which, in hind sight, has had the opposite effect (dilution of the brand fabric) Each ‗pillar‘ that supports the brand, as a whole, believes it is the crucial support pillar, with each one vying for attention and space It seems, to a certain extent, as though the core focus of the existence of the AA has been corroded by its own internal processes
Slide 12: History Lessons • • It‘s always a little easier to identify where you don’t want to be! We do not want to be a loyalty programme! – – – Why...? Loyalty Clubs are utilised by retail-orientated organisations to encourage spend, by employing tier-level programmes in order graduate customers into higher categories, based on their value to the brand Loyalty Programmes are a farce, customers are fickle and will change brands at the first bad experience Loyalty is earned, not bought Why...? Club Programmes are employed by organisations as a profit-generating product, by offering discounts to their members, via their core products (and it is something they must pay a premium for in order to qualify... which they‘ve already earned by default ) Clubs have a bad reputation globally, and research has shown that customers are finding less value in retail clubs due to proliferation, lack of individuality and the cost of membership (although sports and community-based clubs are still rated, with virtual clubs beginning to generate the highest interest) Words such as; ―rip-off, self-interest, misuse, useless...‖, are being used to describe some existing retail clubs • We do not want to be a Club Programme – – – • • • These programmes are designed to ―get to know the customer better‖, through the exchange of ―benefit‖ for information... Customers are becoming intensely protective of their personalities, aptly named ―identity or personality theft‖ Consumer groups are starting to becoming ‗savvy‘ to organisations who ‗con customers‘ into revealing personal information
Slide 13: Going forward... • • • • One of the biggest challenges is enabling current and potential members to believe in the brand and want/ need/ desire to belong to the brand, once they believe in the brand they would become natural ambassadors This translates directly to retention and acquisition If the member doesn‘t believe in the brand, they‘d never advocate it We need to reiterate the brand‘s values, which are “To champion the member (the people) directive of all forms of their mobility, including their sense of well-being whilst in a state of mobility (or only where we can elevate their trust, whilst immobile) - , as well as satisfying their sense of belonging and reliance on the brand... but only when they ask for it!” • • • • • • • The above, naturally, extends to corporate and fleet members and vehicles To respond to their needs beyond all expectation, as exclusive AA members, with regards to your core product offering (protection, security and safety) We need to take ownership of the brand again, as opposed to letting alliances overpower and dilute the brand Communication seems to be one of the key strategic issues that must be addressed in order for the core brand value proposition to be recognised and acknowledged The communication, to a large extent, will have to be driven through education, constantly driving the esteem associated with this internationally, established and cherished brand Before we look at the current and proposed future AASA product offering, let‘s take some time to look at your international counterparts This will also allow us some insight as to what their product offering is, how they present and package their collective offering and how ours compares with theirs • The MVP programme and brand promise, extends to ALL KEY STAKEHOLDERS, including: – – Staff (separate project) Suppliers/Partners
Slide 14: Tone & Manner Never question the relevance of truth, but always question the truth of relevance. Craig Bruce
Slide 15: Tone & Manner • • • • • • • • • • • • • • • • • You‘ve selected a ‗new customer‘... What now? Are you talking to them? Are you talking at them? Are you talking down to them? Are you consistent? Does the way you communicate reinforce your promises? Do you endear trust? Do you promote a ‗protective presence‘? Do you portray reliability? Do you focus on your core product? Do you communicate vaguely or evasively? Do you ‗appear‘ to endorse your own product? Are we the champions of your brand? Do you live your brand? Who are you? How do members (want to) see you? What exactly are you trying to say...?
Slide 16: Tone & Manner • Guardian – MC, Angel, Attendant, Attorney, Bailiff, Bull, Butler, Caretaker, Castellan, Cerberus, Champion, Commandant, Conservator, Control, Covering, Croupier, Curator, Custodial, Custodian, Custos, Daemon, Defender, Defensive, Demon, Emcee, Factor, Fairy Godmother, Familiar, Fostering, Game Warden, Gamekeeper, Gaoler, Genius, Good Genius, Governor, Guard, Guardian Angel, Guarding, Guide, Housekeeper, Immunizing, Jailer, Janitor, Keeper, Librarian, Lifeguard, Lifesaver, Major-domo, Manes, Master Of Ceremonies, Ministering Angel, Numen, Paladin, Parental, Penates, Preserver, Preventive, Proctor, Procurator, Prophylactic, Protecting, Protective, Protector, Ranger, Safeguarding, Screening, Screw, Seneschal, Sheltering, Shepherd, Shielding, Steward, Totem, Trustee, Turnkey, Tutelary, Vigilant, Warden, Warder, Watchdog, Watchful KEY: Blue – Key Descriptors
Slide 17: Tone & Manner • Reliable – Absolute, Accurate, Adducible, Admissible, Apposite, Attested, Authentic, Authenticated, Balanced, Based On, Believable, Calculable, Certain, Circumstantial, Circumstantiated, Cogent, Colourable, Compelling, Conceivable, Conclusive, Confirmed, Conscientious, Convincing, Cool, Credible, Cumulative, Damning, Decisive, Dependable, Determinative, Documentary, Documented, Evidential, Evidentiary, Ex Parte, Eye-witness, Factual, Failsafe, Faithful, Fast, Fiducially, Fiduciary, Final, Firm, Firsthand, Guaranteed, Harmless, Hearsay, Honest, Honourable, Imperturbable, Implicit, Incontrovertible, Incorruptible, Indicative, Indisputable, Inerrable, Inerrant, Infallible, Invincible, Inviolable, Invulnerable, Irrefutable, Irresistible, Material, Meaningful, Nuncupative, Overwhelming, Plausible, Predictable, Presumptive, Principled, Probative, Proven, Punctilious, Reputable, Responsible, Safe, Secure, Significant, Solid, Sound, Stable, Staunch, Steadfast, Steady, Straight, Substantial, Suggestive, Sure, Sure-fire, Symptomatic, Telling, Tenable, Tested, Tried, True, Trustable, Trusted, Trustworthy, Trusty, Unerring, Unexceptionable, Unfailing, Unflappable, Unflinching, Non-hazardous, Unimpeachable, Unquestionable, Unshakable, Unwavering, Valid, Validated, Verified, Weighty, Well-balanced, Well-founded, Wellgrounded KEY: Blue – Key Descriptors
Slide 18: Tone & Manner • Security – Aegis, Affluence, Aplomb, Armament, Armour, Arrogance, Aspiration, Assumption, Assurance, Assuredness, Asylum, Authenticity, Authoritativeness, Bail, Balance, Bamboo Curtain, Bed Of Roses, Belief, Blackout, Bond, Calculability, Care, Censorship, Certainty, Certification, Certitude, Clover, Cocksureness, Collateral, Comfort, Confidence, Constancy, Conviction, Cool, Courage, Curtain, Custodianship, Custody, Dependability, Dependence, Deposit, Desire, Earnest, Ease, Equilibrium, Expectation, Faith, Fastness, Felicity, Firmness, Fleshpots, Gage, Great Expectations, Guarantee, Guaranty, Guard, Guarding, Happiness, Harmlessness, Homeostasis, Hope, Hopefulness, Hopes, Hoping, Hubris, Immunity, Imperturbability, Insurance, Invariability, Invincibility, Invulnerability, Iron Curtain, Loaves And Fishes, Luxury, Nerve, Overconfidence, Overweening, Pall, Pawn, Pledge, Poise, Pomposity, Positivity, Predictability, Presumption, Pride, Promise, Prospect, Prospects, Prosperity, Prosperousness, Protection, Refuge, Reliability, Reliance, Repression, Rootedness, Safeguard, Safeguarding, Safeness, Safety, Sanctuary, Sang-froid, Security, Self-assurance, Self-confidence, Self-importance, Self-reliance, Shelter, Shield, Smothering, Solidity, Soundness, Stability, Stable Equilibrium, Stableness, Staunchness, Steadfastness, Steadiness, Steady Nerves, Stifling, Strength, Substantiality, Success, Suppression, Sureness, Surety, Surveillance, Token, Trust, Trustworthiness, Uniformity, Upward Mobility, Validity, Veil, Veil Of Secrecy, Velvet, Ward, Warrant, Warranty, Weal, Wealth, Welfare, Well-being, Wraps KEY: Blue – Key Descriptors
Slide 19: Tone & Manner • Protect – Abet, Advocate, Aid, Arm, Armour, Assist, Avail, Bail Out, Befriend, Benefit, Bless, Bulwark, Care For, Champion, Cloak, Comfort, Conserve, Copyright, Cover, Cushion, Defend, Do Good, Doctor, Ease, Ensure, Favour, Fence, Fend, Flank, Foster, Give A Hand, Give A Lift, Guarantee, Guard, Guard Against, Harbour, Haven, Help, Insure, Keep, Keep Up, Lend a Hand, Maintain, Make Sure, Mind, Nestle, Nurture, Patent, Play Safe, Police, Preserve, Rally, Reclaim, Redeem, Register, Relieve, Remedy, Rescue, Restore, Resuscitate, Revive, Safeguard, Save, Screen, Secure, Set Up, Shelter, Shield, Shroud, Spare, Succour, Support, Sustain, Take Care Of, Tend, Underwrite, Uphold, Watch Over As you can see, we have a lot to live up to... KEY: Blue – Key Descriptors
Slide 20: International – AAA/National • • Help on the Road and Beyond – – – – – – – – – – – Maps Emergency road service Car Rentals Cruises Cruise Lines Discount Travel Travel Directions Online Maps Trip Advisor Trip Advisor Driving Directions New Car Buying Tips Buying Used Cars AAA Member AAA Automobile Club Automobile Association. Car Loan, Financial Services Foreign Currency Exchange Travellers Checks Credit Card Offers. Life and Leisure • Automotive Services – – – – – – – – – –
Slide 21: International – AAA/Regional (AZ) • Travel • Travel Reservations • Vacation Hot Deals • Disney Destinations • Quick Getaways • Last Minute Deals Insurance • Auto Insurance • Home Insurance • Life Insurance • Mexico Auto Insurance • Pay your Bill Automotive • Emergency Road Service • Car Buying Services • Auto Reviews • Car Care & Repair • AAA Approved Auto Repair • • • • Maps & Directions • TripTik Travel Planner • Quick Driving • Directions • Download Maps • Online AAA Tour books Your Membership • Join Online Today • Renew Your Membership • Upgrade Your Membership • AAA Offices • Membership Handbook • Highroads Magazine
Slide 22: International – AAA/Regional (AZ)
Slide 23: International – AAA/Regional (AZ)
Slide 24: International – AAA/Regional (AZ)
Slide 25: International – AA/New Zealand
Slide 26: International – AA/New Zealand • Membership – Membership benefits • • • • • • • • Roadside breakdown assistance Member discounts & rates AA Rewards programme AA Magazines Personal Membership Associate Membership AA for Business AA Plus – Options & fees – How to join • Join the AA • Renew your AA Membership • Upgrade your AA Membership – AA Rewards • • • • About AA Rewards Where to earn Points Earn Points from AA Credit Card Special offers & Bonus Points
Slide 27: International – AA/New Zealand • Insurance – Get a quote now • • • • • • • • Comprehensive car insurance Term Life insurance Travel insurance Third Party car insurance Benefits of AA Insurance Our car insurance products Our life insurance products Guaranteed No Claims Bonus For Life – Insuring with the AA – Insurance tips & advice • Insurance glossary • Comparing the various life insurance products • What to do if you're in a car accident • Keeping your house safe while you're on holiday
Slide 28: International – AA/New Zealand • Motoring – Driver licensing & training • • • • • • • • • • • • • • • • Driver's licence & renewals Driver training Defensive Driving Course (DDC) International driving permit Find a car that suits your needs Car reviews Car inspections & history checks Car finance & insurance Breakdown & batteries Register, warrant, service & repair Fuel & car running costs Car safety Practical motoring advice Ask Jack Travelling with your car Motoring & legal advice helpline – Buying & selling a car – Owning a car – Motoring tips & advice
Slide 29: International – AA/New Zealand • Travel – Accommodation • • • • • • • • Hotels Motels Bed & Breakfast Bookabach Activities / Adventure Attractions Dining Events – What to see & do – Transport & rentals • Land transport / rentals • Water transport / rentals • Air transport / rentals – Travelling in New Zealand • • • • Road Trips Buy AA Maps Map & directions online Latest New Zealand highway reports
Slide 30: Product Make your product easier to buy than your competition, or you will find your customers buying from them, not you. Mark Cuban
Slide 31: Product Layering & Segmentation • Just as becomes necessary to segment your customers, in order to define their value to the brand, it is sometimes necessary to segment your products to achieve the same result – Value to the Brand! • This process necessitates the following processes: Redefine your core product Identify your segments Determine whether these segments are relevant Ascertain whether the segments are linear to your core product Dissimilation of the entire product offering Consolidate where necessary (if irrelevant) In this case, relevancy is determined by value, through the core product (underpinning the positioning) – Define requirements – Based on the extent of the value you believe you need, add additional benefits – Identify value Partners (who share the AASA vision) – – – – – – –
Slide 32: The Product Layers • Layer 1 - Getting you Mobile • Objectives – Delivery of the Focus Competencies of the AASA – This is the ―expected‖ service delivery element • Layer 2 - Keeping you Mobile • Objectives – Preventative measures surrounding mobility, through AA Partners – Maintains AASA cost to service, perceived as adding value to members • Layer 3 - Enjoying Mobility • Objectives – Emphasis placed on the ‗enjoyment‘ facet, still delivering AA product – Adding value through mobility benefits, surrounding member‘s lifestyles • Layer 4 - Beyond Mobility • Objectives – Partnering lifestyle-perceived benefits with members‘ ―needs‖ – Sponsorship/co-op opportunities for AASA to fulfil brand promise (Guard, Protect, Secure) • Layer 5 - Experience Mobility • Objectives – Create consistent touch points for members to experience the brand – High visibility events and marketing to enhance and expose the brand and experience of the brand
Slide 34: Advantage vs. Advantage+ - Getting You Mobile Primary Membership Offering Emergency Rescue Services (These will be inclusive of membership fees) • 24-Hour AA Road Patrol Value/Member/Year R2 500 • Key lockout service • Flat tyre change • Fuel to reach a filling station • AA Battery Service and sales • AA Recovery towing service • Message relay service 24-Hour Medical Rescue • AA Mayday will also cover all costs related to your evacuation or relocation, and will cover your spouse and any children up to the age of 26. • • 24-Hour AA Road Patrol roadside repair service Value/Member/year R5 000 (Value will increase) • Key lockout service • Flat tyre change • Fuel to reach a filling station • AA Battery Service and sales • AA Recovery towing service • Message relay service • Recommended Launch Addition • Locate Me • Stand By You roadside security service • Allocate Rx Value Depending on needs at the incident, value could be in excess of R50 000 • • • • Basic Life Support Transportation R1000 Intermediate Life Support R1500 Advanced Life Support R2500 Air Ambulance ±R50 000 • 24-Hour AA Mayday emergency medical Rescue • AA Mayday will also cover all costs related to your evacuation or relocation, and will cover your spouse and any children up to the age of 26. Depending on needs at the incident, could be valued at over R50 000 • • • • Basic Life Support Transportation R1000 Intermediate Life Support R1500 Advanced Life Support R2500 Air Ambulance ±R50 000 • Alternative transport • Need R Value • Overnight accommodation • Need R Value • AA Motorcycle Mobility Units (soft launch) – Ralph to cost & valuate KEY: Blue – Perceived/Actual Value Red – New (Proposed) Products
Slide 35: Advantage vs. Advantage+ – Keeping You Mobile Secondary Membership - Offering Peripheral Mobility Benefits (Inclusive of membership fee) • AASA Telephonic Services • • • Motor-related telephonic legal advice Telephonic technical advice Vehicle Maintenance Issues • AASA Telephonic Services • • • Motor-related telephonic legal advice Telephonic technical advice Vehicle Maintenance Issues AA Autobay • Advice on purchasing and selling vehicles Selected Security Services Partner • Vehicle Security Advice • AASA Partner – routed Telephonic Services • • • • AA Autobay Advice on purchasing and selling vehicles Selected Security Services Partner Vehicle Security Advice • AASA Partner – routed Telephonic Services • • • Subscriber-based services • Mobile Trip Sheet A lot of the above services could be offered via website • Subscriber-based services • Mobile Trip Sheet A lot of the above services could be offered via website • Require R Value • Require R Value KEY: Blue – Perceived/Actual Value Red – New (Proposed) Products Cont.../
Slide 36: ...cont/ Advantage vs. Advantage+ – Keeping You Mobile Special rate services (Partner Services) • AA Finance • 1 % reduction in AA Finance on the interest rate that you would normally have qualified for • Potential Saving of more than R3 000 on Interest • AA Finance • 1 % reduction in AA Finance on the interest rate that you would normally have qualified for • Potential Saving of more than R3 000 on Interest • Advantage+ value differentiator • AA Insurance • • • • Motor & Household Insurance Define Value AA Membership Disability Cover Place quantifiable value on this A 15% discount on the 2% fee for buying or selling your pre-owned vehicle • AA Insurance • • • • Motor & Household Insurance Define Value AA Membership Disability Cover Create with quantifiable (higher) value on this A 15% discount on the 2% fee for buying or selling your pre-owned vehicle Advantage+ value differentiator • • • • • AA Autobay • • AA Autobay • • Referral to AA Quality Assured repairers AA Test & Drive technical and roadworthy tests • 15% discount from AA Test & Drive • • AA Autocheck AA Driver Training • 10% discount from AA Test & Drive Referral to AA Quality Assured repairers AA Test & Drive technical and roadworthy tests • • 15% discount from AA Test & Drive Advantage+ value differentiator Define Value Advantage+ value differentiator 10% discount from AA Test & Drive Advantage+ value differentiator • • AA Autocheck • • • • (Average potential value to Member) Rx AA Driver Training KEY: Blue – Perceived/Actual Value Red – New (Proposed) Products (Average potential value to Member) Rx
Slide 37: Advantage vs. Advantage+ – Enjoying Mobility Peripheral Lifestyle Mobility Benefits (Combination of inclusive & special rate services) • • • • • • • • Special rate services AA Travel - services and products (%) Require National Accommodation Product (%) Require International Accommodation Product (%) Require Local Carrier Product (%) Require International Carrier Product (%) Require Currency Services Product (%) Hertz Car Rental • AA member exclusive rates • PLUS: additional 100 km free • PLUS: free additional driver YOU SAVE R310 Maps, atlases and accommodation guides • 10% Off All AA Publications • • • • • • • • Special rate services AA Travel - services and products (%) Require National Accommodation Product (%) Require International Accommodation Product (%) Require Local Carrier Product (%) Require International Carrier Product (%) Require Currency Services Product (%) Hertz Car Rental • AA member exclusive rates • PLUS: additional 100 km free • PLUS: free additional driver YOU SAVE R310 Maps, atlases and accommodation guides • 10% Off All AA Publications • • • • • • • • • • Show Your Card & Save International Benefits AA Auto Shops • Continual Value TE Stores • Continual Value AA Branded Products • Continual Value KEY: Blue – Perceived/Actual Value Red – New (Proposed) Products • Advantage+ value differentiator Show Your Card & Save International Benefits AA Auto Shops • Continual Value Advantage+ value differentiator TE Stores • Continual Value Advantage+ value differentiator AA Branded Products • Continual Value Advantage+ value differentiator Cont.../
Slide 38: ...cont/ Advantage vs. Advantage+ – Enjoying Mobility (Travel Product) • Inclusive in membership fees • • Quarterly AA Traveller Magazine • Actual value R60 Biannual Magazine • Require Value Online Routing – Web based service Road information – Call Centre Blue – Perceived/Actual Value Red – New (Proposed) Products • Inclusive in membership fees • • Quarterly AA Traveller Magazine • Actual value R60 Biannual Magazine • Require Value Online Routing – Web based service Road information – Call Centre • • KEY: • • There is absolutely no doubt about the value that the Travel Product could provide to your members But, at this stage, I believe that special mention should be made about the focus and positioning of the Travel Product, within the AASA stable of added value products • A definitive and focussed plan should be developed to define the role of this product, and how it compliments, supports and underpins the core product and the brand positioning • Based on discussions, I believe there may be a huge possibility that the Travel Product may overpower the core product through sheer volume • If you decide to embark on this route, you may have to develop a communication plan that doesn‘t position travel as the primary focus • Even though, internationally, travel is a massive part of the business, it is clearly defined as a sub-brand of the AA • Until such time as the AASA brand stands steadfastly on its own , positioned by the core brand product, perhaps the larger scale model should be looked at as a delayed phase 2 launch • •
Slide 39: Advantage vs. Advantage+ – Beyond Mobility Tertiary Membership Offering Mobility-related Lifestyle Benefits (Special rate products & services, through AA Partners) • • BP * • • Instant value delivery at all BP partner stores MTN • • • Connectivity (bundles, lower-end, affordable) Cellular-related products - enable us to communicate with the member BP * • Instant value delivery at all BP partner stores MTN • • Connectivity (bundles, higher-end, higher-perceived value) Cellular-related products - enable us to communicate with the member Connectivity (bundles, higher-end, higher-perceived value) Cellular-related products - enable us to communicate with the member Diagnosis • Service – value R50 OFF Low value perception & require Value Diff for Ad+ • Vodacom • • Connectivity (bundles, lower-end, affordable) Cellular-related products - enable us to communicate with the member • Vodacom • • • • • Bosch * • • Diagnosis • Service – value R50 OFF Low value perception • • • Bosch * • • Midas * Tyre & Shock-absorbers Partner • Depends on outcome of current negotiation Midas * Tyre & Shock-absorbers Partner • Depends on outcome of current negotiation • All require Value Differentiator for Ad+ * Show Your AA Card & Save could be used as an identifier at these partner outlets KEY: Blue – Perceived/Actual Value Red – New (Proposed) Products /cont...
Slide 40: ...cont/ Advantage vs. Advantage+ – Beyond Mobility Tertiary Membership Offering Mobility-related Lifestyle Benefits (Special rate products & services, through AA Partners) • ADT or AN Other • • ADT or AN Other • PG Glass * • e-Car • • • Home Security Products (cameras, Electric fencing • Home Security Products (cameras, Electric fencing & access) & access) • PG Glass * • e-Car • Free 10-point safety check • R50 voucher on your next service • Low value perception & require Value Diff for Ad+ Free 10-point safety check R50 voucher on your next service Low value perception • Data Dot * • X-Buy (Instant Gratification) • • • • • • Home Security Packages Computer-related products GPS products Digital Cameras Hands-free kits Blue Tooth devices • Data Dot * • X-Buy (Instant Gratification) • • • • • • Home Security Packages Computer-related products GPS products Digital Cameras Hands-free kits Blue Tooth devices Ad+ Membership will enjoy transparently-presented, higher-value discounts and services than Ad Membership * Show Your AA Card & Save could be used as an identifier at these partner outlets KEY: Blue – Perceived/Actual Value Red – New (Proposed) Products
Slide 41: Advantage vs. Advantage+ – Experiencing Mobility Simple, yet amazing Surprise & Delights programmes • • Birthday Programme Competitions to drive members to touch points (experience the brand) • Web, ground level stores & call centre Specially-designed experiential programmes to allow members to create a physical bond with the brand, i.e. events: • • • • • • Driver Training Anti-hijack I love my car day Security workshops Basic vehicle maintenance workshops Self-defence classes • • • • • • • • • • • Birthday Programme Competitions to drive members to touch points (experience the brand) Web, ground level stores & call centre Specially-designed experiential programmes to allow members to create a physical bond with the brand, i.e. events: Driver Training Anti-hijack I love my car day Security workshops Basic vehicle maintenance workshops Self-defence classes • Surprise & Delights • • Totally random & unexpected, but with structured calendars and suppliers in place rd party lifestyle vouchers, which could be 3 redeemable on a monthly or quarter-toquarter basis (these must be family-based benefits), i.e. • Spar Vouchers • The Fish Market Vouchers • • • Surprise & Delights Totally random & unexpected, but with structured calendars and suppliers in place 3rd party lifestyle vouchers, which could be redeemable on a monthly or quarter-to-quarter basis (these must be familybased benefits), i.e. • Spar Vouchers • The Fish Market Vouchers These benefits should be the same as Advantage benefits, but higher in value, and highly transparent/visible KEY: Blue – Perceived/Actual Value Red – New (Proposed) Products
Slide 42: Key Strategic Issues - Products • Key strategic issues that may affect the launch product offering and the perceived sincerity of the value of the MVP – Layered Product Offering • When a brand re-launches their product offering, it sometimes requires visible and apparent change in order for customers to notice that actual change has taken place • The increase in membership will be substantiated by the re-launch, but will the content of the MVP be enough to substantiate the increase in membership fees? • For example, if customers have not been ‗studying‘ the benefit structure in the past, no matter how compelling the alterations in look and feel, the customer may still not be convinced to ‗read the product‖ messaging • We‘ve ascertained (and agree) that the value of core layers (1 & 2) is apparent as it is, which has lead us to the decision not to add additional products (especially to the core offering, as it may fragment the central buying idea – which is Roadside Emergency Services, ) • The cumulative (potential) value that is calculated for the products would undoubtedly (more than) justify the membership fee and increase, but the visual product should equate in aesthetic value • Even though you redefine or restructure your entire product offering, there‘s no (or little) visible change, which could result in a ―face value‖ scenario (the value will not change if they believe their is no change)
Slide 43: MVP Launch • • • Launch Date • • • • • • • • • These products were specifically targeted for April 2008 launch Retain members through the ongoing addition of value-added products and services Acquire new members through existing and updated touch points Benefit Guide Magazine Website Call Centre Partner Shops PR You‘ve listened to your members – here‘s the additional value The 1st 2 layers of the core product would always be the ‗heroes‘ Communicate actual value of the product, in comparison to the cost of membership The messaging for this level of the offering would have to continually be reiterated, until existing and new members become familiar with the value DM‘s could facilitate the evaluation of their products Create value for each product, by layer, and then for the entire product Objective Communication • Message • • • • • Operations • •
Slide 44: Value-added Membership Introduction of New Products • • Not positioned as new tiers The product offering must remain exactly the same as for Advantage and Advantage+, but be seen to cater to specific demographic and psychographic needs, i.e. • • • • Life-stage Lifestyle Geographic location (introduction of ―needed or desired‖ benefits, geographic-specific) Income • 2, 3 & 5 Year membership options/packages • Sliding scale (the longest period being most financially attractive), after all, retention is the first stage of acquisition • Create Quantifiable Value • Family packages • • • • Target all multi member homes with a ‗lucrative, irresistible‘ offer, to perhaps include members of the family who are currently non-members This, by its very nature, adds a value paradigm to the offering Ideal opportunity to bond with young adults, who have reached the cut-off date, and are ready for their own product (natural progression) Cost of membership based on a sliding scale • Couple • Couple with 1 child • Couple with 2 children, etc Create Quantifiable Value •
Slide 45: Value-added Membership • • Launch Date • • • If these products are approved by the board I imagine we could launch in April 2008 As per our core product re-launch, we aim to continually and consistently add value to our members, and thereby curb the loss of members and strengthen our base Call Centre Website Benefit Guide Magazine Partner Shops Realigning our products to address the mobility and lifestyle expectations of our members Finance Require costs • Advantage • Family (2 – 5 members) • 2, 3 & 5 year Membership • Advantage+ • Family (2 – 5 members) • 2, 3 & 5 year Membership Objective • Distribution Channels • • • • • • • Message • • • Key Players
Slide 46: AASA Resident Lobbyist • • • • • • • • • • • Lobby for changes in legislation - in the interest of the member Attempt to convince public officials to favour a certain cause or take a certain action Directly related to any of your core products This will position AASA as the ―Champion‖ for the motorist The beneficial trust spin-off for AASA is enormous – The Authority High visibility, high exposure Sizeable and credible PR value Extremely confrontational The aim is to create controversy (but not for the sake of) The choice between which issues to choose or decide upon, should essentially be conceived by the member (they are the cause) Issues that may impact on mobility, or their lifestyle, directly surrounding their mobility requirements Become the ‗voice‘ for the people This could evolve into the greatest influence to purchase Once Joe Public sees the support that is advocated from AASA on behalf of their members, he will want to participate Nothing creates a sense of belonging more than knowing you have a ‗big brother‘ figure in your corner • • • •
Slide 47: AA Lobbyist - Rollout • • • • • • • Launch Date • This is one product offering that may take time to implement, gain momentum and earn the trust of the member Objective Communication • • • • This is a PR dream and should be channelled through PR exclusively This product would drive itself AASA are prepared to stand up to unfair legislation, in the interest of the members Need to assess the areas of legislation we would target (from member perspective) Find the candidate Message Marketing HR • Operations • • Which of the chosen ―causes‖ we are able to access Weigh up the cost against an ―intangible‖ return
Slide 48: Additional Potential Short – Medium Term Product Development • Products • Road safety blinkers/flashers • • • • • • Runners Walkers Cyclists Motorcyclists Running Clubs Walking Clubs • Reflectors • These could be used as a social responsibility initiative or as a sales tool (endorse safety, as well as create branding) • • • • • • • Scholar Patrols Runners Walkers Cyclists Motorcyclists Running Clubs Walking Clubs Safety: • • • • On the Road Travelling Exercising High-jacking tips • Vast range of books relevant to your core offering • • The Gold Guide? (Similar to UK‘s Green Guide)
Slide 49: Additional Potential Medium – Long Term Product Development • The following benefits would be particularity beneficial to your ‗new‘ target member, i.e. Home-based assistance and services, as well as home security • Home Loans • • • A natural extension to existing ‗financial products‘ Perceived as high value Reinforces the desired ―Champion‖ brand quality • Trauma Assist • • • • Call centre-driven services, focusing on non-emergency medical and family assistance Rape counselling (and perhaps cover and escalation to hands-on assistance) Poison centre Ambulance assistance at home level To compliment the above Seek preferential rates on behalf of members Home-based, with unique value (to that of competitors) Security is by far one of South Africa‘s top of mind concerns (down to individual level) Besides reinforcing the mobility facet of the product offering, we now have to address the security of the member, whilst incapacitated This must not be positioned us as a ‗security company‘, but as the AASA, providing a sense of wellbeing as part of the product The initial ―soft launch‖ will facilitate a learning organisation, which would allow for monitoring, correction, exiting or enhancing the offering • Bond Services • • • • Enhancing AA Rapid Response Infrastructure • • • •
Slide 50: Product Enhancements - Rollout • • Launch Date • If these products are approved by the board (and there‘s buy-in), I imagine we could launch in April 2008 Call Centre Website Benefit Guide Magazine Partner Shops Added value ―Volume-based‖ discount Logistical issues Require costs • Advantage • Family (2 – 5 members) • 2, 3 & 5 year Membership • Advantage+ • Family (2 – 5 members) • 2, 3 & 5 year Membership Communication • • • • • • Message • • • Operations • •
Slide 51: Product Enhancements - Rollout • Launch Date • • The products are ones that came through on research, from members or from ideas from our international counterparts These are products which we could investigate down the line Partner Shops Website Benefit Guide Magazine Call Centre AA Finance • Communication • • • • • • • • • • Marketing • • • Define whether home-related financial products (a) are desired (b) complimentary to core Added value, through building on our current offering Financial & Branded Product Source products Discuss the feasibility of adding additional financial products Message DM‘s • • AA Finance
Slide 52: Communication Messaging • Imperatives – Permission • It has become the consumer‘s prerogative to command the channels through which, and manner in which, they want to receive their communication • We would have to embark on an exercise to garner this information from them (with cleaver coercion from you, to facilitate your preferred channels) – Easy in, Easy out • Just as consumers get to choose their communication means, they are also entitled (and demand) to and opt-in, opt-out facility, at their convenience • The newsletter subscribe and unsubscribe, from the same members, is being utilised more and more • They want the option to receive communication, but at their request • Make archived newsletters available to members who wish to bounce their communication choices – Relevant • Consumers are inundated with messaging • If it‘s not core or related to your peripherals, it‘s irrelevant • The next messaging they don‘t read... may be yours!
Slide 53: Communication We listened to what our customers wanted and acted on what they said. Good things happen when you pay attention. John F. Smith
Slide 54: Communication Channels • • • • • • • • • • • • • Have you communicated? What do the these different channels do? How are they perceived? How are they received Are we reaching the correct customers? Is the messaging appealing enough? What is their objective? What is the ROI? How do we measure response? How interactive are they? What can they do for the brand? What can they do for the product? How can they endorse business objectives?
Slide 55: Communication Messaging • Imperatives (continued) – Consistent • There is only one thing worse than not communicating with your members, and that‘s creating a platform, which creates expectations, and not following through • If a decision is made to communicate regularly, or in a certain manner, you cannot move the goal posts • Consumers may be the – K.I.S.S. • Keep it simple silly... • Have a point, keep to the point and make it! • Even though some channels encourage a proliferation of information (e.g. the website), you should still maintain an ease of access and use • Your new market is not illiterate or stupid – they are simply becoming accustomed to having their needs met – Personalised • Spam, unsolicited communication, proliferation of communication... are the norm, not the exception • Personalisation used to be a ‗warm-fuzzy‘ tool that encouraged bonding • Now it is being used as a tool to address the person, get their attention and prove your communication is not unsolicited
Slide 56: Communication Channels - Consistency • • • • • • • • • • There is one significant imperative that the brand will have to address Consistency is of paramount importance Every single customer touch point should be consistent, whether the customer is driven to the call centre, web, magazine, mail or events When looking at any form of Customer Relationship model, companies are primarily so focussed on creating single view of the customer, they tend to forget about the image that they create in the eyes of the customers If customers receive conflicting messaging, they tend to develop perceptions of fragmentation and dissipation This becomes crucial for an industry such as AASA The brand is attempting to create a position of strength, utilising all the powerful descriptors that are meant to protect, serve and defend If you cannot create a consistent presence for the members, they will loose faith in the brand and product rapidly My recommendation is to populate the internet website with all the information that is possibly available on the brand and products Once you are satisfied with the content, the only should we look at the production and implementation of the remaining channels
Slide 57: Communication Channels & Membership Segments • • • • • • • • • • • • • • • Utilise the web as your primary communication medium Drive members and non-members to the web Addresses all your needs in one dynamic package There are members who do not have access to the internet Develop cohesive communication plans that address each member It‘s cost effective It‘s easily maintained The functionality is infinite, the possibilities enormous Integration into the call centre and support staff Technology has enabled affordable applications that could address these needs Staff integrated into the backend of the internet platform Partners integrated into the backend Enabler of member tracking and purchase behaviour Less margin for error Higher degree of consistency and accuracy
Slide 58: Communication Channel Matrix 5. Unreasonably Expensive • • • • • • • • • Limited-budget-faux pas Highly impersonal Immeasurable Ambiguous and subjective messaging Enormous cost (spray & pray) No interaction (unless coerced) All push, no pull Least credible of all mediums Internet Little (or no) value perception 1. Least Expensive • • • • • • • • • Personal Exclusive Secure Highly measurable Cost-exempt Multi-functionality Revenue-generator Interactive Equal push & pull 6. Remarkably Expensive • • • • • • • • • • • Personal Exclusive Beneficial Somewhat measurable High cost High retention value Multi-functionality Revenue-generator Highly Interactive Product focus Equal push & pull 2. Slight Cost Advertising SMS/ Mobile • Personal (unless perceived as spam) • ROI comparative against membership • Singular function • Cost to interact • All push, some pull 4. Highly Expensive • Highly personal • Immeasurable (unless coupon/voucher-driven) • Labour intensive (for brand and members) • Enormous cost per member • Focussed messaging • No interaction (unless coerced) • All push, no pull Direct Mail Call Centre Public Relations 3. Moderately Expensive • Operationally expensive • Measurable • Highly personal (but could be invasive) • Singular function • Inconvenience • Reticence to interact (put on the spot) • All push, no pull
Slide 59: Communication Channels – Call Centre Watch your thoughts; they become words. Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny.
Slide 60: Communication Channels – Call Centre • • • • This channel has by far, the highest touch value If any department in the organisation has a direct influence on the member‘s decision to join or not, or leave or stay, it‘s the Call Centre Call Centre operators become the front line of the organisation, and it‘s here where perceptions are created Besides the fact that this is a high cost, high touch, high impact channel, the margin for error is exponentially greater than any other channel There is a high level of misinformation, lack of information or conflicting information at the Call Centre level One of the primary functions of identifying channels, purposes and strengths and weaknesses, is knowing what the limitations off each channel are In so doing, you are also able to identify the strengths of the various channels You need to define the primary role of the Call Centre, and that should be the servicing of the core product offering This is what the brand is being measured on, by the members and the industry alike Training, education and communication will be key for this area of the business Once the board has bought into a final direction, you will be able to look into structured empowerment programmes, so that the Call Centre can supply the best services, for which the environment was created Ideally, you should try to minimize outbound contact, in favour of encouraging inbound traffic This reiterates my point regarding the Call Centre being a Contact Centre, as opposed to a Call Centre This channel should be utilised as a point of contact for members requiring your core products for critical assistance • • • • • • • • • •
Slide 61: Communication Channels – The Guardian Magazine • For working purposes, we will call this vehicle ―The Guardian‖ – You have identified the need to create value for your primary membership base, Advantage (90% of the base) – The first embarkation point is to look at the way in which you communicate with this segment, the tone & manner and the vehicles with which you communicate – The current ‗yellow DL format‘ has been earmarked for major change – You will investigate the possibility of creating a more aspirational, quality-driven ―coffee-table-type‖ publication The primary objectives are: – Retention (through added value and to relook the current member-get-member incentive, by adding an additional month‘s membership for every new member introduced... thereby creating optimised tenure) – Education (utilise this as a primary voice to educate members on their own value offering, as well as all other product offerings; cross- & up-sell opportunity) – Information (relevant to the member, specifically driven though your core product, that being mobility) – Add value (in addition to perpetual reiteration of benefits, you could present various ‗lifestyle‘ benefits through this medium) – Present a medium/vehicle that epitomises the core value/equity of the AASA brand – Acquisition (through value creation, you develop Ambassadors for the brand, whom in turn endorse the brand on your behalf; also, you will continually highlight your product additions to cross- & up-sell) – Channels/Barriers to Entry. The magazine must act as the traffic controller for the way in which YOU want to control the flow of information (i.e. circumventing call centre queries to web, controlling touch-points between the brand and the members) •
Slide 62: Communication Channels – The Guardian Magazine • • What does ―The Guardian‖ stand for? – – – – – Champion of the motorist (Public Affairs initiative) The mobility spokesperson/icon, representing the member and brand, simultaneously Primarily targeted to your member base Distribution through TE Stores and AA partner network You would eventually aim at taking the publication commercial (when critical mass of your ‗value proposition‘ has been achieved – sufficient positioning of the AASA to enable retailing the publication with credibility) Distribution • Content Your core and surrounding benefit platforms are the most crucial element in the MVP project You will continually reiterate the benefits in a memorable, concise, understandable and consistent manner You will select one or two benefits in each issue, to theme the publication, and show how the benefits become relevant to the member‘s well-being, security, protection and defence – Introduce the ―Surprise & Delights‖ benefit offering (continually amaze and charm your members) WIN, SAVE, GIVE – Win • Competitions driven through partners (a certain controlled amount or value per issue) – SAVE • The whole MVP project is based on perceived value, the magazine as its communicator, which will consistently endorse the ‗Save‘ or ‗Value‘ angle – GIVE (Public Affairs initiative) • AASA should adopt a charitable cause, one that is preferably chosen by the members (but not dictated by) • These initiatives allow the brand to ‗step away‘ from the corporate platform, and feature at community level, which members relate to far easier – – – •
Slide 63: Communication Channels –The Guardian Magazine • • Support from Selected Partners – – Continually underpin the core/key focus Become the industry/legislative spokesperson for the member, further qualified by the presence of the Lobbyist Specifically selected partners – communicating clearly defined benefits Transparency between product offerings Solicit feedback Generate participation through interactivity, i.e. Feedback pages, success stories, etc Present event pics, member pics, store pics, functions, etc Highlight important events, as well as any important AASA events and functions, i.e.: • Workshops, Forums, Gatherings, Meetings Defend • • Partner List – – – – Members • Showcase – • AASA Diary – • Show Your Card & Save – This would be the ideal vehicle to broadly showcase the offers that the members is entitled to, through the SYC&S programme Continually emphasise the necessity of correct data and reward for participation • Membership Data –
Slide 64: Communication Channels – The Guardian Magazine • Key Strategic Factors – This medium will, through its very nature, draw advertisers away from AA Traveller – This will attract the advertising revenue from the AA Traveller significantly, allowing us to see a balancing of costs vs. Expenditure – Your aim should be, however, to make this publication self-liquidating (and not at the expense of the AA Traveller or current ‗perceived‘ benefits) – This vehicle will be far more than a ―Club Magazine‖ – The Guardian's primary objective, is to continually reinforce the value proposition – Education will play a vital role in creating the awareness of the benefits structure – This vehicle will become immensely valuable to AASA, as a communication tool for those members who do not have access to the web – We hope that this magazine will generate sufficient credibility, so that you may present it to the public as a ―specialist consumer‖ or ―commercial special-interest‖ platform – This will be used as a constant, silent salesman, in that you will continually find mechanisms with which to cross- up- and sell membership... through value and focus – The credibility of the ―spokesman‖ will eventually determine its true value in the marketplace – This includes the emphasis you place, internally, on how much exposure, authority, visibility and ownership you are prepared to embrace
Slide 65: Communication Channels – AA Traveller Magazine • Key Strategic Factors – There is a huge possibility that the new Guardian will draw a lot of revenue from this publication, by attracting the ad spend into a targeted ‗mobility‘ vehicle – Once the final product is defined, you will be able to identify the magazines purpose (future print runs will also allow us to see the impact that the Guardian has on the Traveller) – There has to be a support element in the Traveller, for the core service offering – No communication should go out without addressing the primary MVP objective of acquiring new members – It has been discussed that the AA Traveller could be mailed, either with the 1st issue of the Guardian or to combine the 2 publications – My recommendation (being fully aware of mailing costs), is to hold back on the Traveller, for 2 extremely crucial reasons 1. If the Traveller is mailed with the Guardian, I believe you will be taking 10 steps back The focus behind the MVP programme is to consolidate and separate the value from the perceived low value products This relates directly back to the number of different partners Travel have secured This will create confusion, distortion and minimise the impact that the new MVP programme should enjoy at launch The Travel product is still being developed, in a rush to meet an April deadline My concern is that the Travel programme will not underpin the core offering, but rather dessimate the value, through sheer volume 2.
Slide 66: Communication Channels – Internet • Key Strategic Factors – – – – – – – – – The web is not just a ‗show card‘ to create a ‗presence online‘ However, this is your first line-of-sight medium, and by far the most accessible The platform must be a true reflection of your brand However, it must invite interactivity, participation, utilisation and boomerang visits The content must encourage continual excitement, to entice customers to return However, technology can become your enemy if the backend is not designed correctly It‘s quick to lose a browser who cannot find information or functionality, through poor design One must also not become enamoured by animation or flash design, as this slows downloads The average browser is prepared to wait for 3.2 seconds, for a page top download, before he clicks out This, despite its impersonal interface, could become a warm experience for your customers The value proposition should be address at all levels, including accessibility, information, content and relevance This is a vehicle that more and more companies are demanding a ROI from It is the most dynamic medium available, can be changed or update with little or no fuss and if used properly, could well become your primary communication channel It becomes a data collection The web portal now becomes a working model You create a sales channel through e-commerce – – – – – – –
Slide 67: Communication Channels – Internet • Key Strategic Factors – – – – – There simply are no limits when imagination and web meet It‘s a highly measurable tool, and can (and should) be used to collect voluntary information from members and potential members A browser should never leave the environment without being given the opportunity to subscribe to a relevant product If accepted, it will be the first step to cultivating a relationship, with the aim of conversion Ideal vehicle to sell product from • • • • • Membership Books Travel Branded Products Eventually, look at booking events, workshops, competition and happenings – – – – – – – – – At least you will know who has shown interest, the level of interest and their propensity to purchase A unique username and login interface should be implemented for members This will facilitate a whole new paradigm of relationship building The only issue regarding this development, is that there will consistently have to be dynamic and new information, as well as unique content Interactive mapping and online route planning is an excellent mechanism for attracting the youth, as well as creating a youthful and contemporary positioning This is a simple platform to build and maintain, but will take dedication to manage Another benefit of the web, as a touch point, is trigger mail As a purchase is made, or a browser joins the AASA, or anyone participates in an activity that could require a response, a trigger is created which sends an e-mail, personalised, back to the person‘s computer This allows for more contact opportunities
Slide 68: Communication Channels – Direct Mail • Key Strategic Factors – This channel will be used as the vehicle to carry the launch pack to all customers – Direct mail is traditionally used when you have one, strong, focussed message, with a specific call-to-action offer and entry point – Direct mail is an incredibly effective medium, as it has a high touch value – This is a ‗tangible‘ element in the member‘s hands – This channels commands responses – The interactivity potential is also high – This platform allows for m – Multi-message functions – It could then, easily, facilitate any of the following applications • • • • • • Education Information Carrier for tangible products and benefits Solicit feedback through response forms Add value to the member‘s immediate environment Deliver benefits, through coupon or voucher delivery
Slide 69: Communication Channels – Partners • Key Strategic Factors – It is an imperative for the AASA to identify all channels to market – Another key channel is your partner locales – Every single communication element that features the AA logo, should include a strong call to action for acquisition, with clearly highlighted entry points/touch points, whereby they can conveniently join without barriers to entry – Travel Experience Stores have already been identified as a no-brainer sales environment – The mending of the relationships with the TE stores will also assist in creating an environment that is conducive to AASA – The customer is in the store, where the value could be instantly demonstrated, through travel offers and value – You shouldn‘t not rely on TE store owners to sell-on for AASA, – You would therefore need to allocate resources to this initiative – The returns could be worth while
Slide 70: Implementation & Maintenance Programmes • Launch Programme – What are you going to launch? – How are you going to launch? • Migration Programme – – – – Consolidation of segments Action and Alliance ‗Upgrading‘ these 2 tiers into the Advantage tier What are the mechanics involved? • Retention Programme – The most crucial programme to address – How are you going to keep your customers from churning? – Once you have a member on board, the cost to maintain them is miniscule, compared to the cost to acquire a new customer – The MVP, to a large degree, addresses this opportunity – Community involvement • Renewal Programme – Develop a seamless renewal process – Triggers to renew
Slide 71: Launch & Maintenance Programmes • Acquisition Programme – – – – – Channels and tools for acquisitions Introduction of experiential/emotive marketing to engage members Value-driven mechanisms (without dissipating the brand equity) Utilisation of all your contact points The MVP addresses many of these issues • Tenure Recognition Programme – Reward members for their custom • Reactivation Programme – Programmes to acquire members, who have previously been members, through reactivation – Fish where the Fish are! • Internal Relationship Marketing – – – – – It is here where the passion begins The drivers The custodians The biggest problem child The best for last
Slide 72: Launch Programme • Objectives • • • • • Re-launch the MVP in its new form (and higher value perception) Reiterate the core product offering and highlight the value Launch The Guardian (part of MVP offering) Announce the launch of the new website, encourage traffic to the new portal Through the increased MVP, convert your members into ambassadors for the brand • • Anticipated timing – 16 April 2008 Launch Pack • Direct Mailer to entire base • Presented to members in the new membership pack, comprising: • Letter • Envelope • New ―AA Card‖ • New benefit schedule • Tangible gift, i.e. • Sticker with contact details for vehicles NB – Encourages • Fridge magnet for accessibility at home TOMA • The Guardian – 1st Issue • Confirm inclusion of the AA Traveller
Slide 73: Launch Programme • • Another element we‘d like to include, as part of the launch pack, is a feedback card Ideally, this element would be attached to a ‗postage paid‘ mechanism (reducing barriers to participation) • This element has a triple purpose 1. 2. Request a personal information update Member-get-member Opportunity (the card will refer to the benefit guide, so that they can ‗assess‘ the value of the new incentive 3. This is the ideal time to request members to supply their communication preferences • • • • • Another element we‘d like to include, as part of the launch pack, is a feedback card Ideally, this element would be attached to a ‗postage paid‘ mechanism (reducing barriers to participation) This element has a triple purpose 1. Request a personal information update 2. Member-get-member Opportunity (the card will refer to the benefit guide, so that they can ‗assess‘ the value of the new incentive 3. This is the ideal time to request members to supply their communication preferences We must look at as many ways as possible to trigger active participation, enabling the experiences the member encounters throughout their relationship, with the brand The experience elements is the key differentiator to our existing programme and to that of our competitors programmes
Slide 74: Migration Programme • • • • • • This programme is a once-off, as it address 2 segments in your membership base, but the segment is quite large The migration, therefore, has to be treated carefully Should you decide to proceed, you could implement a gentle approach that will require no additional mailing, communication, packs or education All the information will be included in the membership pack The only difference between the packs, would be the personalised letter, explaining to Alliance and Action that they have been migrated because of the new MVP, and to attach higher value to their product These members see immediate value through the migration into the Advantage segment
Slide 75: Migration Programme • Strategic Concerns • However justified (for good reason), there are a few concerns with the logistics and possible fallout with regards to this decision • This is a large segment of the base (± 75 000), and warrant the concern • There is a system issue, which I believe you can address • • IT are concerned about ‗losing‘ some customers, by migrating them I have recommended not to move them, per se, but to flag them, i.e. Advantage Alliance and Advantage Action and manage them as Advantage members, where they are • There is a concern that if Action and Alliance move to Advantage, that existing Alliance members may find out and react negatively (due to the lower membership fee) • • I believe this too can be addressed If any of the current members do find out (especially those that could‘ve qualified for Action or Alliance), the simple answer is, that those products were (completely transparently) featured as one of the tiered products for the last couple of years • One other concern was about moving all the members over at once and increasing their membership fee • • • Should you not increase their membership on their anniversary? If you do migrate them and increase their membership, their perception will be that the AASA did intentionally to increase their membership fee The drop off because of that could be a blow • I was going to recommend that you utilise this shift for PR purposes, i.e. Looking after the elderly and young adults, but if there is a concern, I would not push the issue, but rather aim for a seamless shift into the new tiers, and the subsequent consolidation of 2 defined products
Slide 76: Migration - Mechanics • Gentle phasing out of Action & Alliance • This migration strategy also allows us to cross sell the new ‗family package‘, targeting the adults though the younger market, or visa versa (the value in owning family membership should be transparent – based on the numbers, that is) • The 2, 3 & 5 year products could be a useful package to target the Alliance segment • We recommend that the new extender be introduced at launch, as a natural extension to the current product offering – in the interest of the member • Segmented for each tier • Alliance Members • Action Members • Advantage • 2, 3 & 5 year • Family • Alliance Members • Action Members • Advantage+ • 2, 3 & 5 year • Family • • • • Direct mailer at launch, including the new Advantage launch pack Specific and personalised messaging to the two target segments Emphasis on the additional value and extension of current benefits If you are able to cross-sell these products to these members, it would address the concerns regarding the sensitivity of pricing from the current Advantage members
Slide 77: Retention Programme • The entire MVP offering has been created with this objective in mind • The simple answer is... • If we‘ve positioned the MVP correctly, communicate correctly, listen and address the member‘s needs, the default result will be retention • The two aforementioned product enhancements, i.e. Extender and Family, may give you the tools with which to cross- or up-sell this member • If that is a key imperative, you would have to develop processes that would highlight the procedures you would address in converting these members • The whole idea is not to acquire new members with the sole aim of selling the product and moving on, but how you manage the member and his experiences, throughout the relationship • The entire proposal emphasises the beginning of the relationship and the trigger points required in renewing the member • We will need to develop the mechanisms to draw the members to the touch points consistently and ensure that the relationship is a rich an fulfilling one • A primary focus of the retention programme then becomes one of cross- and up-sell and the management of their relationship with the brand • Central to retention should always remain on the fulfilment of our core MVP – Assisting to their needs when it is really required
Slide 78: Acquisition - Mechanisms • • • • • We have looked at acquisition from a fresh angle As mentioned, we do not want to go out to the open market, spend the entire budget on a TV or radio campaign, with no ROI and with a (probably meaningless) message , which would ultimately do nothing for the MVP, at this level Your communication channels are identified and the objective of each clearly defined We will be utilising experiential/emotive marketing tools to realise many of the acquisition objectives These are some of the product we will look at to: • Acquire • Cross-sell • Up-sell • Experiential Marketing • High visibility workshops • Exclusive events for members • Highly visible to open market • • Bundling • • • Bundled with desired/wanted electronic items Member-get-member Tenure Incentive-based
Slide 79: Acquisition - Bundles • • • • • • • Another fresh element we are recommending is bundling products This will be a value-based offer, for membership, but there‘s a huge difference... We are going to bundle partners products, at a discount, when thy purchase AA membership This ensures that you do not erode your brand equity, to sell someone else‘s products Based on history, when the membership was bundled with the cellular product, and the membership was sold at a discount, it never worked People would see the value in an discounted electronic product far easier than an AA membership (due to the nature of the brand) These are some of the examples • Data Dot • Smash & Grab • Navigation Systems
Slide 80: Acquisition • This product has already been unbundled in the launch phase, but is one of our added-value product enhancements that could drive acquisition (and perhaps retention... Through choice, we are able to maintain member‘s attention for longer ) • Introduction of New Membership Bundled Packages • • This market should NEVER be offered a product that is not available to our current base Any of the products mentioned in Lifestyle Accessibility can be bundled with AASA membership, to increase receptiveness to uptake 2, 3 & 5 Year membership options/packages Family packages Member-get-member Low aspiration, low value perception, low relevancy, low diversity, low utility = low appeal Your are aware that your stickiest customers are your best ambassadors Look at what incentives are being introduced in the marketplace (and what will benefit the customer) Introduce a ―one month FREE, for every member introduced‖ New members or ―winning introducers‖ given exposure and recognition on the web, or THE quarterly ―winning introducer‖ is interviewed for The Guardian, creating involvement and – SHIFTING OWNERSHIP! • • • Introduction of New Products • • • • • • • • Re-evaluate Incentives Current incentive R50 voucher on branded goods
Slide 81: Experiential Programmes • Objectives: • • • Generate physical events and workshops (relevant to the brand) encouraging members to participate They are therefore ‗touching‖ the brand Also, all the events will be in areas which have high pedestrian traffic, in order to ‗expose‘ the brand to the open market, but through experiential marketing • Touching Mobility includes all the touch points a customer could encounter when accessing the brand, and includes: • • • • • Events Call Centre Internet Website Above-the-line Advertising Below-the-line • AASA Direct • Partners • • • • • • All must be consistent All must have high visibility Launch with MVP launch, in April 2008 Highlight the new benefits to the membership base Develop a marketing plan for experiential events Negotiate lifestyle benefits for the next quarter
Slide 82: Experiential Programmes • Some ideas that meet all the criteria on the previous slide • Shopping Centre Road Show • Create workshops and Events that will be featured in centre courts of all major shopping centres • The subject matter and content of the workshops can be finalised at a later date, but we were thinking of high energy, high interest subjects that are relevant • Make a noise • Attract attention • The member gets the to leave with a partner sponsored goody bag and wealthier in knowledge • In the meantime... • We‘ve initiated touch points with the member, entrenching trust through experience • The workshops facilitators have attracted attention, which has created interest from nonmembers... • Who saw members having fun, which creates a desire to belong • Ideal for acquisition • This can be done at various high traffic areas and events • Again, there will always be dedicated resources to assist pedestrians sign up • This is one of many avenues... • • • We want to look at community projects in the townships There could be huge opportunity in attaching your brand at community level We are recommending schools as an initiative, once again, focussed involvement with Scholar Patrols, Road Safety Ambassadors, as well as push participation
Slide 83: Product Enhancements - Rollout • Launch Date • • This is the one area where you can make a huge difference in establishing touch points I believe that with PR‘s assistance, we could roll the shopping centre programme (focussing on Road Safety), by end of April 2008 (the members will have to respond to invitations) Website Call Centre Benefit Guide Magazine Touch the brand - Drive members to live AA Touch Points AA is ‗seen‘ to actively care The tone of the messages will be determined through the subject matter Always tie back to the essence of the brand‘s tonality Security, Protection, Reliability & Guardian We will always emphasise the value • Communication • • • • • Message • • • • • • • • Public Relations/Corporate Affairs • • • This is a PR and Corporate Affairs initiative This will require dedication to maintain Since this is our primary ―acquisition product‖, a calendar will have to be created in conjunction with PR & Corporate Marketing
Slide 84: Tenure Recognition Programme • • • • • • • • • • • • • History shows us that members are churning at the 3-year stage of the relationship (as the higher average statistic) We should implement and launch a Tenure Recognition Programme to counteract attrition at this juncture, and then at every agreed upon anniversary I have purposely termed the programme as such Loyalty programme have achieved a reputation – and not a good one Customers are starting to ―expect‖ incremental rewards from defined ―Loyalty Programmes‖ This programme is meant to recognise the members, with gratitude, for endorsing your brand This programme does not encourage or con them into purchasing anything, in return for products or services My recommendations, especially as it is a tenure-driven/recognised programme, is to reward the members with the product they are being recognised for We are thanking them for their membership, therefore let‘s give them membership We could also utilise this mechanism as an experiential tool, by creating an event, which would secure both interactivity/participation, as well leverage it for ‗newsworthiness‘ and even PR Create high exposure participation events, targeting all members within a 6-month period of the anniversary, leveraging volume to control costs 3-years could command an additional free 3-month membership (as an add on to their following year‘s membership, effectively saving them money), as well as a ‗tangible gift‘ that has retention value, but also represents what the AASA stands for (we will have to ascertain the perceived value to member) The next recognition landmark could be 10 years, and each decade after that
Slide 85: Tenure Recognition Programme - Rollout • Launch Date • • This is another initiative that creates high exposure touch points We could look at launching our first Tenure Function by Mid – End May 2008 • Communication • • • Direct Mail Invitation to an exclusive event This is one of those programmes that require a quality dimension Gratitude for the members faith in the brand Continue to add value This is a PR and Corporate Affairs initiative Marketing and PR should look at marketing opportunities, surrounding the event • • Message • • • Public Relations/Corporate Affairs • Marketing •
Slide 86: Considerations Pre-launch • Internal Relationship Marketing • Morale • Passion • Buy-in • Endorsement • Training • Power Tools Technological enablers • (None of which can be assessed until we know what platform we‘ll be launching on, i.e. The level of functionality) • Call Centre • Website • Interfaces • Integration Even though technology plays a vital role, minor applications can perform equally well, if applied The biggest problems arise when the frontend (people) behind the backend (technology) don‘t buy in • • •
Slide 87: Getting You Mobile – Core Focus (Cure) Product/Partner ERS Specialists Discount Advantage 3 Incidents Discount Adv+ 5 Incidents Core Yes Contract Status NA NA NA NA Phase In place In place In place In place Road Patrol NA NA NA NA NA NA NA - NA NA NA NA NA NA NA Exclusive Exclusive Exclusive Yes Yes Yes Yes Yes Yes Yes Yes Yes AA 24-Hour Road Rescue Key Lockout Flat Tyre Change Petrol Assistance Recovery Towing Message Relay 24-Hour Medical Rescue Alternative Travel Overnight Accommodation Stand by You NA NA NA In progress In progress NA In progress In place In place In place In place In place In place In place Phase 1 - Soft launch Test Rollout Plan Rapid Response - Test to Adv+ Yes NA
Slide 88: Keeping You Mobile – Complimentary (Prevention) AA Phone Assist Product/Partner Vehicle Legal Advice Vehicle Technical Advice Maintenance Advice Vehicle Security Advice Buying Or Selling Your Car AA Finance Vehicle Finance AA Insurance Home Finance Disability Cover Bond Services Member-get-member Advantage 2-year bundle Advantage+ 2-year bundle Advantage 3-year bundle Extender Products Advantage+ 3-year bundle Discount Advantage NA NA NA NA Discount Adv+ NA NA NA NA Core Yes Yes Yes Yes Yes Yes Yes No Yes No Yes Yes Yes Yes Yes Contract Status NA NA NA Either Internal or ADT Autobay to assist NA Need to renegotiate Relevance AA Insurance Relevance NA In progress NA NA NA NA NA NA NA Phase In place In place In place Phase 1 Phase 1 In place In place Phase 3 Phase 1 - Launch Phase 3 Phase 1 - Launch In place Phase 2 – 2nd Magazine Phase 2 – 2nd Magazine Phase 2 – 2nd Magazine Phase 2 – 2nd Magazine Phase 2 – 2nd Magazine Phase 2 – 2nd Magazine Phase 2 – 2nd Magazine NA NA Prime minus 1% Required Additional 1% Free Adv Required Discuss Relevance/Synergy NA Discuss Relevance/Synergy 1 month MS 1 month MS Same as Adv NA Same as Adv Same as Adv Same as Adv Same as Adv+ Same as Adv+ Same as Adv+ Same as Adv+ Advantage 5-year bundle Advantage+ 5-year bundle Advantage Family bundles Advantage+ Family bundles Boxed Membership Gift Membership Medtag www.medtag.co.za Metro Traffic Reports GPS Blogging Yes Yes Yes Yes Yes Yes Yes Yes Yes Same as Adv Same as Adv+ NA NA - Phase 2 – 2nd Magazine Phase 1 - Launch Phase 2 Phase 2 Phase 2 Same as Adv Same as Adv+ Discuss Relevance/Synergy Discuss Relevance/Synergy Discuss Relevance/Synergy Option
Slide 89: Enjoying Mobility Product/Partner Discount Advantage Discount Advantage+ Core Contract Status Phase AA Technical Required 10% Off Free 10 point check 10% Off 15% Off 15%Off on 2% Fee AA Membership 10% Required Required Required Required Yes Yes Yes Yes NA NA NA NA In place In place In place In place Touch Points AA Auto Check AA Driver Training AA Test & Drive AA Autobay Required Yes NA In place TE Stores AAQA - Technical Mobile Trip Sheet Online Mapping Required Yes In discussions Phase 1 - Launch Discuss relevance Discuss Discuss Required Required Yes Yes In development In development Phase 1 - Launch Phase 1 - Launch
Slide 90: Enjoying Mobility Product/Partner Itinerary Planning Holidays Foreign Travel Information AA Traveller Hertz 1Time Airlines Travelex / FX Africa African Sky Southern Sun Best Western Hotels Vintage Cape Tours Pestana - Mozambique Pestana - Kruger Olivers Forever Resorts White Shark Projects Savannah Game Lodge Starlight Cruises Wild Horizons Air Adventures Hylton Ross Visa Zone Louvre Hotels Parc Asterix Value Retail Germany Best Western Hotels Snowpack PLUS Holiday Autos Discount Advantage Required Required Required Required Discount Subs 10% Off Exclusive Rates 1% & 1.5% Off 10% Off 5% Off 5% Off 10% Off 5% Off 5% Off 20% Off R200 Off 10% Off 20% Off Exclusive Rates 10% Off 5% Off 10% Off R50 5% Off €3 adults & €2 kids 10% Off 5% Off 40% Off 10% Off Discount Adv+ Required Required Required Required Free Required Required Required Required Required Required Required Required Required Required Required Required Required Required Required Required Required Required Required €3 adults & €2 kids 10% Off 5% Off 40% Off 10% Off Core No No No No No No No No No No No No No No No No No No No No No No No No No No No No No Contract Status Planning Planning Planning Planning Planning Planning Planning In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage NA NA NA NA NA Phase Phase 2 – 2nd Magazine Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch TBC TBC TBC TBC TBC TBC TBC TBC TBC TBC TBC TBC TBC TBC TBC TBC TBC In place In place In place In place In place Travel - Current Partners Travel
Slide 91: Beyond Mobility Product/Partner Supa Quick The Diamond Works BP Ford E-Car Discount Advantage 20% - 55% 5% Off TBC Required Discount Adv+ Required Required TBC Required Required Core Yes No Yes Yes Yes Yes Required Required Required TBC TBC Yes No Yes Yes In negotiation stage In negotiation stage In negotiation stage See Discounted Lifestyles See Discounted Lifestyles See Discounted Lifestyles See Discounted Lifestyles See Discounted Lifestyles Contract Status In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In negotiation stage In place Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Phase Correct Partner Relevance TBC Phase 1 - Launch In place Current/Planned Partners Free 10 Point Check R50 Off Free 10 Point Check R50 Off Required TBC TBC Bosch Ford MTN Data Dot AutoZone Vodacom Cell C As per MTN As per MTN As per MTN TBC TBC TBC TBC TBC TBC TBC Required Required Required TBC TBC TBC TBC TBC TBC TBC No No No Yes Yes Yes Yes Yes Yes Yes Recommended Partners Virgin Mobile Midas PG Autoglass Vehicle Audio Vehicle Security Automotive Connectivity Dent Repair/ Panel Repair Motor Merchandise See Discounted Lifestyles
Slide 92: Beyond Mobility Product/Partner Auto Zone Auto Mate Dent Doctor Glassfit Tracker AA Online Mall ADT Magazines Discount Advantage 10% Off All Purchases 10% Off All Servicing 10% Off All Repairs 10% Off or R120 Discount Alert R25 Off Monthly Retrieve R22 Off Monthly FREE Alarm System Up to 35% Off Subscriptions Discount Adv+ Required Required Required Required Core Yes Yes Yes Yes Yes No No Contract Status Discounted Lifestyle Discounted Lifestyle Discounted Lifestyle Discounted Lifestyle Discounted Lifestyle Discounted Lifestyle Discounted Lifestyle Phase Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Phase 1 - Launch Required Required Required Intec College 10% Off All Courses 10% Additional for new Member Intro Various Various Various Required No Discounted Lifestyle Phase 1 - Launch Home Electronics Outdoor Required Required Required No No No Discounted Lifestyle Discounted Lifestyle Discounted Lifestyle Discuss Relevance Discuss Relevance Discuss Relevance
Slide 93: Tenure Programme It Is imperative that we recognise members that have been loyal to the AASA brand. Statistics show that members tend to ―fall off‖ after 3 years (as an average rule). My recommendation, based on the above statistics, is to begin the tenure programme at 3 years membership. My initial thoughts were to focus on the ‗experiential aspect‘, by recognising members at a function (therefore giving us some mileage, from a PR perspective). Looking at the current value proposition, I adamantly believe that the recognition should come from our own MVP, further endorsing the ‗retention aspect‘. We should investigate where we can leverage value for our members, from within our partnership base. This is the thought process: 3 Years Receive a separate mailer containing the following:  Personalised letter of thanks, from the MD  Certificate of membership  A voucher for 3 months FREE (or discounted) membership, commencing immediately They would also receive:  A travel voucher for an all inclusive weekend away for 2, to one of a selection of destinations (prize value must be capped) OR  We leverage one of our ―online partners‖ for a voucher, to a certain value, e.g. R1000 In this way, we get our partners involved, drive them to a communication channel we prefer, illustrate firsthand what our supporting benefit structures offer and it reduces costs
Slide 94: Tenure Programme 10 Years Receive a separate mailer containing the following:  Personalised letter of thanks, from the MD  Certificate of membership  A voucher for 6 months FREE (or discounted) membership, commencing immediately They would also receive:  A travel voucher for an all inclusive, full 7-day week away for 2, to one of a selection of destinations (prize value must be capped) OR  We leverage one of our ―online partners‖ for a voucher, to a certain value, e.g. R2500 In this way, we get our partners involved, drive them to a communication channel we prefer, illustrate firsthand what our supporting benefit structures offer and it reduces costs 20 Years  Separate Mailer Package  1 year‘s FREE Membership  An international 5-day holiday OR  A gift voucher, e.g. R5000 This will carry on through  30 years 12 month‘s FREE (or discounted) membership  40 years, 18 month‘s FREE (or discounted) membership Jubilee This is special, and one we should take advantage of, from a PR point of view. This one entails complete personalisation.  The member can be taken to a restaurant, in a limousine  Personally handed their lifetime membership  Receive a voucher and perhaps we can negotiate a vacation experience
Slide 95: Thank you for your time...