案例库 · 市场与品牌 · 市场决策 · 1995–2005
这条还没译成中文，下面是英文原文。
Tesco turned a loyalty card into purchase data and aimed each coupon.
Tesco's Clubcard earned points but the real value was the item-level data, which let Dunnhumby target coupons so precisely redemption hit 20-50%.
Tesco · Dunnhumby
那一手
In 1995 Tesco launched Clubcard, a loyalty card that earns points on shopping, at a time when most rivals used cards simply to hand out coupons. The scheme's 1 percent points were the bait, but the instrument was the data: a flow of item-level purchase history that showed exactly who bought what.
Tesco handed the analysis to Dunnhumby, its customer insight partner, which used about 26 weeks of purchase history to segment customers and target both Tesco and supplier coupons. That let Tesco print nine million different combinations of targeted coupons each quarter and pick the right ranges for individual stores.
Because the offers matched real behaviour, redemption ran from 20 to 50 percent, against an industry average of 1 to 2 percent, and the points handed back amounted to about two billion pounds over the card's life. Turning marketing from a bulk discount into a data-driven offer is what pushed Tesco ahead of its rivals.
为什么管用
- Item-level purchase data reveals what each customer actually buys.
- Targeting a coupon to a behaviour raises redemption far above the mass-mailing rate.
- Segmentation let Tesco price and range each store to its own shoppers.
- The loyalty points became a feedback machine, not just a discount.
可以搬走什么
A reward program's real product is the purchase data it collects; personalized offers beat mass discounts by matching what each customer already does.
后来呢
Clubcard made Tesco the UK market leader by the early 2000s with a share beyond 30 percent, and it became the template for data-driven loyalty across retail. The Dunnhumby model of mining the card was studied and copied industry-wide.
资料来源
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