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New Delhi, Apr 29 () Amid the nationwide lockdown, loyalty and rewards management company InterMiles on Wednesday said it has relaxed expiry rules for redeeming miles or points collected by members.InterMiles is a programme of Jet Privilege Pvt Lt, that is part of the Etihad Aviation Group.In a statement, InterMiles said it is rolling out a slew of engagement opportunities for their members in an effort to help them tide through the continued lockdown. These include earning InterMiles points for staying at home and availing medical consultation.It has been decided to "temporarily suspend expiry of Miles. In accordance with this, members who had Miles expiring in March, April, May or June 2020 will get an extension till July 31, 2020 with a follow-up expiry rule being announced on July 31, 2020," the statement said.Noting that the nationwide lockdown has impacted everyone and disrupted individual lifestyle, InterMiles MD and CEO Manish Dureja said understanding these changing needs and behaviour across key areas would be of prime importance."... we have introduced a series of consumer relevancy driven initiatives to empower them to make the most of this time and benefit as they grow their relationship with us," he added. The programme allows members to earn miles or points, including at the time of airline and hotel bookings, shopping and dining reservations. Members can redeem these miles for flights, hotel stays, fuel, dining and over 2,500 merchandise options.The nationwide lockdown, aimed at curbing spreading of coronavirus infections, started on March 25 and is likely to end on May 3. RAM BAL

Lockdown: InterMiles eases norms for redeeming reward points

<ul><li><keyword id="1647905" type="ORGANIZATION" weightage="20" keywordseo="JetPrivilege">JetPrivilege</keyword> has unveiled a complete overhaul of its brand identity. </li><li><keyword id="8329814" type="UNKNOWN" weightage="20" keywordseo="InterMiles">InterMiles</keyword> will encompass both the loyalty and rewards programme (JetPrivilege) and the ubiquitous rewards and recognition currency (<keyword id="2636073" type="PERSON" weightage="20" keywordseo="JPMiles">JPMiles</keyword>).</li><li>While taking a digital-first approach in the first phase, the brand will come up with a 360 degree campaign in the months to come.</li></ul>Around seven months after Jet Airways shut operations, the <keyword id="1426078" type="PERSON" weightage="20" keywordseo="loyalty-programme">loyalty programme</keyword> of Jet Airways, JetPrivilege has unveiled a complete overhaul of its brand identity. InterMiles will encompass both the loyalty and rewards programme (JetPrivilege) and the ubiquitous rewards and recognition currency (JPMiles). Speaking about the change, <keyword id="8330255" type="UNKNOWN" weightage="20" keywordseo="zameer-kochar">Zameer Kochar</keyword>, Vice President – Marketing &amp; Member Engagement, JetPrivilege said, “We know that seeking unique, fulfilling and memorable experiences is a key driver for India’s growing segment of discerning consumers. InterMiles is driven by our vision to make a positive difference in our consumers’ lives. We have therefore designed a distinctive brand identity that represents this growing community of experience seekers. The brand identity stood out among our consumers for the simplicity of the name that created easy understanding and high appeal.” The thought behind the new brand identity The name InterMiles suggests the interchangeable nature of the rewards currency where it can be earned and redeemed across platforms including airlines, hotels, dine, shop, fuel among others. A critical part of the new design was to create a distinctive marque that would both be recognizable and memorable. The marque, comprising a dot (the first step of the journey) and dash (the way/path one takes on the journey), signifies the brand’s promise to customers to make their every journey more rewarding. The brand colour is a bespoke shade, ‘Twilight Red’ that combines warmth, enthusiasm, playfulness and energy that will appeal to the core target group of experience seekers. On whether the change had to do with creating a completely separate identity from that of Jet Airways, Kochar said, “We are a separate, independent entity and our purpose of existence is very different. So when one of our partners came under suspension, we came out with a campaign which told people about our separate identities and how their miles are secure. A brand refresh was always a part of the plan and in our consumer research, we have realized that it is the miles that drives value for them.” Marketing plan Kochar shares that for the last few days, the brand has been reaching out to its consumers, telling them that something big will come their way, in an attempt to build excitement around the new identity. The next few days would see them make the announcement on their website, send the communication on emails and SMSs etc. “We will take a digital-first approach, followed by a 360 degree approach in the next few months to come,” adds Kochar.

JetPrivilege unveils a new brand identity, renames loyalty programme to InterMiles

<ul><li>Business related travel &amp; leisure travel with family stood out as the 2 main factors respondents would consider travelling for, whether domestic or international.</li><li>Respondents also displayed maximum confidence in five-star properties or other luxury suites due to their pre-existing trust in these brands or the transparency with which they showcase their sanitisation practices, assuring high standards of hygiene and safety.</li></ul>InterMiles has released its maiden ‘<keyword id="10067543" type="UNKNOWN" weightage="20" keywordseo="consumer-sentiment-index-report">Consumer Sentiment Index Report</keyword>’ showcasing insights and changing consumption patterns around travel. The report is based on responses received from more than 7,500 <keyword id="10067542" type="COMPANY" weightage="20" keywordseo="intermilers">InterMilers</keyword> across India. Key Insights from the InterMiles Consumer Sentiment Index: WHEN ARE INDIANS LOOKING TO TRAVEL? The pandemic may have closed borders, but aspiration &amp; intent to travel in the near future still remains high. Domestic Corroborating the revenge travel trend forecasted by travel experts and backing the government’s Vocal for Local initiative, 60% respondents said they would look at travelling domestically within the next 6 months, while 9% were ready to pack their bags within a month itself! Only 20% respondents are wary of travelling within India, with 14% saying they would not cross domestic borders without a vaccine, and a meagre 6% saying they do not currently have travel on their mind. With Indians already undertaking safe hyperlocal travel and exploring local communities as they look to beat away lockdown blues and enjoy a refreshing breather, we can expect <keyword id="6367391" type="UNKNOWN" weightage="20" keywordseo="domestic-travel">domestic travel</keyword> to further pick-up pace once state and district borders increasingly open up. International On the international front, respondents expressed hesitation when it comes to travel, with 33% opting not to travel until there’s a vaccine, and 10% saying they do not have international travel on their mind. However, even though most international borders are currently closed or have restricted transit, 29% respondents expressed interest in travelling internationally within the next 6 months. An almost equal percentage of respondents – 28%, would rather hold off travel currently, and consider it in the next 6 to 12 months. This hesitation regarding travel in the near future can be attributed to the current ambiguity and rapidly changing nature of travel policies and norms, across countries. Travellers would rather travel at a later stage once there is a clarity with regards to the exact nature of travel bubbles, visa policies and a certain level of assurance and confidence of not having to return mid-transit or being stranded in a foreign nation. WHAT ARE THEIR REASONS TO CONSIDER TRAVELLING? Business related travel &amp; leisure travel with family stood out as the 2 main factors respondents would consider travelling for, whether domestic or international. While business travel was always expected to be amongst the first to recover, close to 60% respondents want to travel – internationally and domestically – for leisure, relaxation with their family and friends. This can be credited to the fact that the lockdown has Indians – who have majorly been confined to their own homes and localities for close to six months – longing for a vacation, a short getaway, or even just the company of loved ones. Close to 20% respondents would choose to travel solo for a leisure getaway. Over 50% would consider travelling for business purposes, while 29% respondents want to travel to their hometowns within the country. Predictably, respondents displayed caution for large-scale religious, sporting and cultural events, with only 11% willing to travel domestically for such events and, an even lesser 5% willing to undertake international travel to attend these. With most events already moved to virtual platforms, we can expect to see this trend continue. HOW AND WHERE ARE THEY CHOOSING TO TRAVEL? Whether for business or leisure, domestic destinations accessible by air are the most preferred. A whopping 61% respondents would prefer to travel domestically by flights. This confidence in air travel will come as a welcome relief to the aviation sector and ancillary industries. On the international front, short-haul destinations are the dominant preference with 40% respondents preferring to visit countries neighboring India. Only 28% respondents would opt for long haul international travel. This can be attributed to caution in undertaking multiple-stops or layovers, that could potentially increase the risk of infection as well as the increased financial strain involved. A significant number would rather be close to home and only undertake travel to the city outskirts at this point in time, or have staycations within their city itself. 24% respondents are keen to undertake long distance self-drive journeys. As domestic state-borders open up, an increase in this trend is anticipated, further encouraged by its natural advantage of social distancing. EXERCISING CAUTION AND SAFETY ARE KEY EMERGING THEMES The increasing caution displayed by potential Indian travellers is evident from the fact that a whopping 70% now deem securing travel insurance a necessity even while travelling domestically. Earlier, travel insurance was predominantly preferred by outbound / international Indian travellers albeit as a secondary component of their travel. While in some instances, the fact that it was a pre-requisite element for certain visa and immigration protocols, acted as the sole purpose for travellers to purchase travel insurance. It remains to be seen if travel insurance is now made mandatory by national and state governments, with clauses that recompense passengers for bio-accidents as well. With safety a priority, almost half (49%) respondents would rather travel by their own vehicle, as opposed to travelling by public transport. However, when it comes to public transport, air travel is the leading preference followed by hired vehicles and lastly buses &amp; trains. When it comes to accommodation, Indians have displayed maximum confidence in five-star properties or other luxury suites due to their pre-existing trust in these brands or the transparency with which they showcase their sanitisation practices, assuring high standards of hygiene and safety. Homestays with family &amp; friends due to familiarity and assurance of surroundings and co-habitants was the second most preferred accommodation choice.

Over 60% respondents of this survey shared their intent of travelling domestically within the next 6 months

<ul><li>The year gone by threw up some very important marketing lessons our way.</li><li><keyword id="7618001" type="UNKNOWN" weightage="20" keywordseo="Ashish-Dhruva">Ashish Dhruva</keyword>, Senior VP, Marketing and Customer Engagement, <keyword id="8329814" type="COMPANY" weightage="20" keywordseo="InterMiles">InterMiles</keyword> lists down some <keyword id="10771176" type="UNKNOWN" weightage="20" keywordseo="key-marketing-trends">key marketing trends</keyword> that will shape the future.</li></ul>The year gone by made it very evident how consumers can continue to stay loyal to a brand on account of a strong emotional connect that they share with it. Keeping this in mind, it would be a nice idea to get an understanding of key trends that will lead the future while connecting with consumers. <cmsannotation type="cmsannotation" annotationid="The Power of Purpose" text="The Power of Purpose">The Power of Purpose</cmsannotation> Business models that clearly know WHY they exist will be better poised to face challenges and risks while being well-positioned for growth. Articulating a clear purpose helps businesses create deeper connections with their consumers, engage more with the communities that they are working in, while retaining the right talent to achieve greater results. <cmsannotation type="cmsannotation" annotationid="Smart People + Smart Tech" text="Smart People + Smart Tech">Smart People + Smart Tech</cmsannotation> Even as brands continue to make investments in deploying digital tools like AI, advance analytics, machine learning, personalises customer engagement to create a seamless omni-channel customer experience, it will eventually be the collective commitment of its people to deliver an exceptional user experience. This will necessitate a rewiring of individual and team objectives and equipping them with the right understanding of and access to technological tools to create and sustain a culture of genuine customer-centricity. Organizations and marketing teams that strike the perfect balance of smart people and technologies will enjoy a distinct competitive edge. With the customer at the centre, smart technologies can enhance the user experience and smart people can ensure the essential human connection and offer empathy. This meaningful amalgamation will power the rapid pace of digital change elevating <keyword id="2179260" type="PERSON" weightage="20" keywordseo="human-experience">human experience</keyword>. <cmsannotation type="cmsannotation" annotationid="Nurturing Talent" text="Nurturing Talent">Nurturing Talent</cmsannotation> Today, organisations are increasingly realizing that their pool of talent actually goes beyond the employees working for them to include brand ambassadors, gig economy workers, social influencers and partners. As a result, it is important for organizations to be cognizant that their collective workforces comprise of individuals from different backgrounds and diversities who come with varying perspectives, experiences and goals. Organisations that acknowledge every individual’s experience and build a talent model around its values to account for each person’s capabilities and goals will likely forge the right mix for these dynamic times. <cmsannotation type="cmsannotation" annotationid="Every team member is a marketer" text="Every team member is a marketer">Every team member is a marketer</cmsannotation> In the digital era, every team and every department is part of the ‘marketing journey’ for its internal as well as external customers; every individual in the digital-heavy business model is responsible for marketing. In fact, the human experience goes well beyond the four walls of the organization; besides the workforce, it also includes customers and business partners. The role of the marketing is shifting as a result of greater customer participation, new organisational structures to deliver marketing campaigns and a need to manage the human experience better. Marketing professionals are now playing the role of facilitators of the user experience, ensuring that each person’s capabilities, experiences and aspirations are embedded across the organisation, aligning every stakeholder with the organisation’s purpose for the greater good. <cmsannotation type="cmsannotation" annotationid="In conclusion:" text="In conclusion:">In conclusion:</cmsannotation> Brands that are at the cutting-edge of real-time engagement with customers are not just increasing the speed of their reaction time, but also intuitively addressing user needs. They’re fundamentally shifting their culture and organisational structure to support real-time customer engagement. This not only means reconfiguring their marketing departments, but also sensitizing each person from every function in the organisation to the concept of true customer-centricity – effectively making every person in the company a marketing person.

Why every team member in the digital era is a marketing person

<ul><li>Connecting with consumers and other stakeholders requires building multiple bridges, and experience tells us that the strongest bridges are those that resonate on an emotional level.</li><li><keyword id="10027641" type="PERSON" weightage="20" keywordseo="kaushal-satam">Kaushal Satam</keyword>, SVP, Airline Partnerships, Product, Loyalty &amp; Operations at <keyword id="8329814" type="COMPANY" weightage="20" keywordseo="InterMiles">InterMiles</keyword> writes about a few things that can help brands build an affinity for themselves in the minds of consumers.</li></ul>Brand loyalty is a paradox in itself – it is infinitely complex, yet seemingly simple. There are multiple factors and innumerable moving pieces at play when it comes to driving a simple goal: consideration for one brand over another, even when the value proposition is equal. Connecting with consumers and other stakeholders requires building multiple bridges, and experience tells us that the strongest bridges are those that resonate on an emotional level. Driven by emotional chords, brand loyalty is maintained outside of the product value through the gravitational pull of <keyword id="92066" type="ORGANIZATION" weightage="20" keywordseo="Empathy">empathy</keyword>. <keyword id="2946259" type="PERSON" weightage="20" keywordseo="challenging-times">Challenging times</keyword> call for a double dose of empathy and compassion towards evolved consumer needs. The consumer and their immediate needs, as well as other stakeholders and partners in the ecosystem, must be at the center of all business decisions; understanding them is the first step to earning and retaining their trust. Content is key Content is a powerful tool. Empathetic brand content, communicated sensitively during times of crisis, evokes and inspires. It is, hence, more likely to be shared, draws greater engagement and can even spark a change of thought or belief amongst local communities. A recent report by Think with Google stated that in the last one year, 39% of millennials felt that an online YouTube video helped change their perspective while 45% agreed that a YouTuber has inspired them to make a personal change in their life. These findings amplify how generations today are proactively seeking out content that prompts change, as opposed to passively consuming content. Through challenging times, consumers naturally seek out and engage with content that sends across positive messaging and resonates with them, in a particular environment &amp; context. Among FMCG brands, P&amp;G leads with an excellent example; the brand has repeatedly demonstrated how simply empathizing with customers, followed by practical solutions, can speak louder than endorsements glorifying brand features. Their 'Share the Load' campaign targeting the unequal division of household chores, especially relevant during the lockdown, has become a point of discussion in households, youth-communities and workplaces E-commerce major Amazon India’s ‘Aapki Apni Dukaan’ and ‘Apno ka Saath’ are other key examples of successful communication campaigns that have not only acknowledged but also addressed the importance of having a dependable vendor to meet the needs of India’s aspiring entrepreneurs. The campaigns not only reassure the viewer but also empathize with common grievances faced by them. Leveraging genuine emotions, these campaigns have been successful in driving long-lasting fulfilling relationships. Pragmatically innovating At times, the core business takes a backseat, while immediate needs are catered to and communicated. Travel was one of the sectors most affected by the pandemic – especially during the initial months, however brands like South African Tourism used this opportunity to guide consumers with campaigns that said ‘Don’t travel now, so you can travel later’ and ‘Sacrifice now, celebrate later’. The travel industry has evolved to look beyond instantaneous profits, and has taken small steps to instill confidence and build trust. For example, lodges and hotels now provide flexible bookings – allowing trips to be postponed even up to a year – along with low cost cancellations. Hotels now give consumers the option of having their rooms to be completely disinfected one day before their stay, without letting anyone else use the room in the interim. There are also additional visual representations of health and sanitization measures. Many destination brands have also been offering free virtual tours, to engage and inspire – be it a walk around The Louvre in Paris, real-time guided safaris in South Africa’s Kruger National Park, or 360-degree views of the ruins of Inca settlements in Machu Picchu. This displays brand commitment to consumers and society, as well as the drive to provide meaningful solutions for company growth. Getting it right with customer-centricity Consumers show an active interest in content that is reflective of their own personal values and belief system. For a brand to be able to strike the right chord with their consumers, they need to form strong foundations by continually investing time and effort in getting to know their consumers. Brands must explore diverse areas of consumer personas to gain an understanding of habits, influences, emotions, and behaviours. These findings can be leveraged to construct a solid narrative that offers value, is relevant and insightful enough to evoke an emotion and prompt change. Big gestures are non-mandatory; simple, timely and consistent methods of displaying care and concern establishes long-term trust and affinity. It could be as simple as offering free-of-cost contact-less deliveries during t he lockdown, loyalty points for staying safe at home during the pandemic, or sharing a relevant message of hope and harmony amongst consumers. The entire ecosystem matters Brand values and sensitivity must expand past the consumer base to encompass other stakeholders in the ecosystem as well. Partnerships and associations forged during challenging times help brands meet the needs of all employees, vendors and associates – right across the supply chain. Amidst stringent lockdowns, Marico partnered with Zomato and Swiggy for straight-to-home delivery of their products and all essential food items under the Marico portfolio. This ensured jobs for delivery persons at a time when restaurants were shut, while also bringing convenience to the customers’ doorstep. To help the food industry, Zomato recently made takeaway services available at zero commission to its restaurant partners, while also foregoing the payment gateway charges they incur on all takeaway orders. There is strength in togetherness and immense power in empathy. It is what makes leaders and brands stand out from the herd.

Embracing empathy: The key to driving brand loyalty

<ul><li>The rules of brand loyalties have changed in the past few years.</li><li>Earlier loyalty programmes were primarily transactional, based on tracking purchase value and rewarding loyalty with gift points, discounts, and other monetary benefits.</li><li><keyword id="485911" type="PERSON" weightage="20" keywordseo="brand-loyalty">Brand loyalty</keyword> strategies now have to encompass a new set of expectations as millennials have changed the rules of the loyalty game.</li><li><keyword id="1135490" type="PERSON" weightage="20" keywordseo="Manish-Dureja">Manish Dureja</keyword>, MD &amp; CEO, <keyword id="8329814" type="UNKNOWN" weightage="20" keywordseo="InterMiles">InterMiles</keyword> writes how companies need to reshape brand loyalty strategies to stay relevant within the data-driven and technologically complex marketing landscape.</li></ul> Consumer loyalty is the Holy Grail for brands. This intangible bond between customers and brands is the underlying driver of all brand-related marketing. Brand loyalty takes on extraordinary significance in times like the present, where marketplace disruption has changed the landscape of marketing completely. It’s interesting to see how brand loyalty strategies have evolved over the past few years. Earlier loyalty programmes were primarily transactional, based on tracking purchase value and rewarding loyalty with gift points, discounts, and other monetary benefits. That changed with the rise of a new generation of consumers as companies found themselves addressing digitally-savvy millennial buyers. Brand loyalty strategies now have to encompass a new set of expectations as Millennials have changed the rules of the loyalty game. They bring to the table the desire for instant gratification. They are tech-savvy and completely comfortable trusting online reviews from strangers as these are seen to be more authentic. They research companies thoroughly and look for brands backed by sustainability and social impact. Their purchase decisions are more complex than ever, making brand loyalty more complicated and in some cases elusive. With millennials straddling online and physical platforms with ease, marketers need to build processes for engagement that are channel-neutral, consistent and credible. As we navigate current times to adapt to the new world order to understand not only the changing consumer habits, trends and preferences but also the business model , companies need to reshape brand loyalty strategies to stay relevant within the data-driven and technologically complex marketing landscape. The consumer is looking beyond a transactional engagement and companies need to find new ways to connect. Brand loyalty is now about gaining a holistic view of the customer and defining the relationship within this deeper understanding of the consumer at each stage of the <keyword id="9738874" type="UNKNOWN" weightage="20" keywordseo="brand-experience">brand experience</keyword> hence in many ways the goal of Loyalty is to make the Brand Experience better for its consumers. Personalisation = Segment of 1a Brand loyalty needs to be built over a more personal, individualized relationship. It’s also because we are now catering to an evolved consumers seeking certain level experience. For Brands to deliver a universally acceptable experience, they need to invest in data to ‘know’ the consumer and make that a mutually beneficial relationship. It is no longer a one-way street. Thus invest time and engaging with consumers effectively and each engagement allows brand to know more about the consumers. Marketers need to determine new ways to offer personalization experiences that show the customer that their patronage is appreciated and valued. At one end of the spectrum, it could be as simple as a personalized email. At the other end, it could be the offer of a bespoke curated experience. Whatever the shape and form, customers expect this personalized experience from brands. In a nutshell, Data is key to digitally deliver personalisation. Machine-learning for human connect The personalization journey is not constant. It needs to be refined and developed continuously over time. To build this stronger connection, the marketer needs to mine customer data for deeper insights into the customer. <keyword id="294572" type="TECHNOLOGY" weightage="20" keywordseo="machine-learning">Machine learning</keyword> and AI can help marketers analyse customer behaviours to build engagement models that can take interactions to the next level. Netflix’s AI-based algorithms that offer personalized recommendations are a good example of how well a brand can build personalized experiences. Analysing consumer’s response to email campaigns and offers can train an algorithmic model to deliver the key marketing message at the right time and in proper context. Recent announcement of GPT3 model by Open AI the Possibilities are endless especially in curating and building content. I must add here that it’s evolving fast and looks promising even though it may be too early to adopt it however few test and learn use cases can change the way forward for this new tech. Authenticity as a core message Millennials look beyond product attributes to understand and analyse the purpose of the brand. They gravitate naturally towards brands that are strongly aligned with a cause or are built to serve a sustainable and bigger purpose. Social equality, inclusion, sustainable development, environment protection, responsible sourcing, Simplicity– these are the attributes that millennials admire. Brands that speak to these social values find it easier to build long-standing loyalty. COVID learnings The COVID pandemic created an unprecedented upheaval with consumers changing behaviours almost overnight and to an extreme extent. The way customers buy, dine, shop, play, travel, work and socialize has changed immeasurably, leaving companies scrambling to learn new ways of engaging with locked down customers. In many ways, the pandemic was a revelation in how far brands can and should go to maintain customer engagement by taking transactions completely out of the equation. As the pandemic unfurled across the planet and nations went into lockdown, several brands shifted smoothly to align their messaging. Instead of the normal ‘buy me’ messaging, brands beseeched customers, and consumer to stay safe and not step out. Trust and safety become the key brand messages, critical communication that assured customers that their health was valued by the brand. With customers staying mostly indoors, brands also had to innovate new ways to engage. From online fitness classes to magic shows and storytelling sessions to webinars, brands went the extra mile to keep the connect strong during the lockdown. Personalization based on data analytics helped brands to continue to engage with customers through online channels. As markets seem set for a long-term post-pandemic landscape, brand loyalty will for brands to take those extra steps to make a closer connect with consumers at a deeper, more meaningful level than ever before, that will help future-proof the engagement. Share of mind built on an emotional and experiential bridge will help brands stay a part of the customer’s wallet.

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Lockdown: InterMiles eases norms for redeeming reward points

PTI

JetPrivilege unveils a new brand identity, renames loyalty programme to InterMiles

Samarpita Banerjee

Over 60% respondents of this survey shared their intent of travelling domestically within the next 6 months

BI India Partner

Why every team member in the digital era is a marketing person

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Embracing empathy: The key to driving brand loyalty

Guest Author

Brand loyalty strategies need to evolve alongside consumers

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