Five Reasons to work with usExperienceWe have the experience you need - over 50 years of joint experience making meaningful connections between businesses and customers - and winning awards for doing so.Fueled by DataWe are driven by data intelligence, combined with creative instinct to deliver more compelling, personalised customer experiences.Ambitious & MotivatedWe are as ambitious and motivated as you are. We have built our philosophy on working for iconic brands like Tesco, E.on, Unilever and easyJet - brands like you with passion and a determination to succeed.A Shared CultureWe believe a shared culture between agency and client is essential - understanding the essence of your business means together we get the solution right and together inspire employees to make it happen.A Focus on Commercial ImpactWe measure success according to business impact - we are pragmatists and driven by results and our ability to drive significant business return. WHO ARE Havas helia? We make meaningful connections.We connect people with brands, using creativity, data and technology. We create precise, relevant, compelling connections throughout the entire customer journey by using insight fueled by data, applying creative intelligence and executing solutions across all relevant channels - from digital to direct. It's about the art and science. As we call it the art of smarter. Data and creative working in harmony to deliver meaningful connections.We have an obsession for delivering real results. By connecting our 30 years of data heritage with our wealth of creative and digital expertise, we create meaningful connections to get our clients to the future first. We build our solutions on a foundation of data and irrefutable consumer insight. And that means we get it right. More importantly we know why its right.We have a meticulous focus on detail. We've helped clients transform their marketing capability and business performance, all the time ensuring data governance and compliance. We created Tesco Clubcard over 18 years ago, and helped turn it into a programme which generates £250 million in incremental revenue every year. The model we've built for easyJet delivers a staggering ROI of 50:1. And we've delivered as compelling results for all the amazing brands were proud to partner with.We build solutions around our clients' needs. Although their needs differ, they've all faced similar challenges as you and need to move at pace - whether its the integration of disparate data systems, driving business transformation, or embedding customer-centricity.We're here for the long haul, Although we deliver big agency thinking, we have protected our heritage, culture and focus on results and are backed up by the global Havas network. We hire the best people in order to provide the best possible work for our clients. We may be quick in process, but there are no short cuts in what we do.Digital is at our heart. Today we are considered one of the leading digital agencies in the business that's why we are the Unilever Dove global agency of record, why IBM chose us to help build and launch its digital labs globally. We merge customer engagement data with digital expertise to optimise brand opportunities throughout the entire customer experience.SURPRISE ME...Tarquin's Facetime We created the worlds first FaceTime campaign for a boutique gin distillery - Tarquin's GinTesta Clubcard We created Tescos club card 19 years ago and we're still evolving Ciubcard to the next level by developing a multi-channel scheme that is personalised, relevant and helps you get the very best from TescoScream Pubs For Stonegate's Scream Pubs we created a loyalty program in 6 weeks from scratch to best in class and drove £1.5 million of point generating sales in 2 months.Guinness Our award winning work for Guinness Plus drove cutsomers into the pub with a series of intergrated eCRM and SMS activities. This increased footfall by 15% with 195,000 downloads in 13 months and 61% of registrants interacting.OUR VIEW ON LOYALTYLoyalty programs. They're a bit shit, aren't they. Like Stevie Ritchie on X Factor or slankets. At one time, they were full of promise - a panacea that would paper over the cracks of all the other 'P's' and magically secure all of a customers spend with a brand, and that of their friends and family too. Sadly, like the Golden Generation of English football, that promise remains largely unfulfilled.Why though? A good loyalty program should be the cherry on the icing on the cake of marketing. It should be the thing that inspires both customers and staff to do more with the brand. That drives incremental sales and love. That inspires that tweet or post to say how amazing life is. Maybe its because they start out trying to do many things and succeeding at none. Maybe they should focus on doing one thing and do it well.The 'one thing' of loyalty programs is to act as a means to gain data on customers. Simple. Gaining data on customers does two things for a brand -1) It gives them knowledge on who their customers are their interactions with the brand - and with the integration of unstructured data, a chance to understand the role the brand plays in their lives. 2) And its in the interpretation and application of this data to drive real value and engagement that the magic lies. A bit like Brad Pitt in Moneyball. Only less glamorous and good looking. The chance to influence consumers is really the key reason for having a 'loyalty' programme.The influencing loyalty programs need to focus on is consumer behaviour, not consumer attitudes to the brand. It's easier to nudge consumers towards the behaviour you seek - most likely to make one extra purchase, or buy something incremental in a visit than it is to try and change attitudes or engender love.There's a old Buddhist saying that 'mood follows action' so it follows that if you can get consumers doing more with you, they're likely to feel better about you, which is turn should lead you on the path of building sustainable loyalty with your customer base.To get to this state of nirvana, where knowing, influencing and driving value happily co-exist, a loyalty program needs a number of clear attributes: -• A clear purpose so that customers and most importantly, employees can understand its role and its relevance to them.• That purpose needs to feel like its the child of the brand - it fits easily with what consumers know about the brand, and for employees it should not feel weird trying to have a conversation with consumers or each other about it. Imagine the TV series 'Friends' - you want your loyalty program to be Joey or Rachel, not Janice or Phoebe's brother - there, but ever so slightly annoying and uncomfortable, where no-one really wants to engage.• There should be a clear value exchange - usually this is points, but points are often forgotten about, difficult to calculate the true value of, and the gratification from them is often delayed - meaning that loyalty is engineered out of the program from the start. This is the hard part of the scheme - finding what is truly valuable to the consumer, yet affordable for the brand. But the genesis of the value exchange lies in a deep understanding of consumers from the outset and putting them at the heart of the scheme. Want to punch a store owner in the stomach? Apparently comic buyers in Chicago do, so that's what Belly allowed the most ardent and valuable of them to do. Like to engage with fun, unique content on a daily basis that's allows you to share something funny with your family and friends? The consumers of a laundry brand do, so we designed a program to give them just that, with incentives nudging them to repeat purchase.Afraid of talking about skin problems? Teenage girls are, so we created a digital platform for them to engage with each other to get hints and tips, talk through the emotional rollercoaster of teenage life, and connect with influential teen • Use data to de-average your marketing. Seriously, what's the point in collecting detailed customer data if you're going to serve them all the same offers and communicate with them as if they're all the same person. That's like offering a Harley riding Hells Angel a deal on a Vespa. Data has to be used to personalize the offer to the consumer, to make them feel like the brand knows them, understands them, and has their back. But not in a creepy way. The VIP (Very Important Pets) Club we created for Pets at Home understands the relationship between a pet and its owners. It doesn't send horse related offers to Bulldog owners. Nor does it give advice on boa constrictors to Cockatiel lovers. Which is probably why it has high long-term engagement rates - higher average transaction values and was awarded the DMA Gold for best Loyalty Program in 2013. Vloggers, supported by a leading skincare brand who was able to understand them in greater depth than ever before and tailor incentives and products specifically for them and their needs.• Use technology to enhance the experience - not dehumanize it.Beacons? Check. App? Check. Complex algorithm determining points awarded and reward opportunities? Check. Actual engagement in the program? Low.Its an oft-repeated mantra in marketing, but consumers really don't have deep relationships withbrands. But they do with the people who work for them. So technology should enable those relationships to flourish. Not get in the way of them. A little bit like the Stubbs Rewards program for AMC Cinemas which recognizes the human reason for going to the movies, as well as giving film goers special deals on popcorn and first view of new releases. Loyalty is evolving. Away from purely functional to a more emotional proposition. Data allows personalization and provides context. So in theory. good loyalty programs, like good friends, should know when to be there for you what to say - what to do and when to be quiet. Marketers need to understand that true loyalty - the sort that lasts over time, makes you get a tattoo, and feel empty when its gone - is a long-term game. And it needs the buy in of staff as well as customers.Keep it interesting. Freshen it up regularly. Extend rewards to employees if you see them doing a great job. Let's end the cycle of launch excitement and then apathy from those that are in the front line for delivering experiences that will drive loyalty. Give them control over some of the program. Like the comic shop staff in Chicago. Or maybe the lunatics in the asylum.Because mood follows action. And a good program needs to inspire that action.
