Cumulus is not a customer experience

Brand loyalty among customers now only works through personalized experiences, a Europe-wide consumer survey by Goldsmiths and Adobe recently found. "61 percent of consumers are primarily loyal to those brands that tailor the customer experience specifically to their needs and preferences. Half of them would therefore buy the products they are looking for from an unknown brand without hesitation if it offers the better customer experience," the study says.

This finding is irritating. Not in the matter, but in the choice of words. It talks about faithfulness, which is not the issue at all. Because anyone who can switch from one to the other "without hesitation" has never been loyal. The central finding of the study is therefore not that brand loyalty depends on the performance of the brand, but that there is no longer any loyalty on the part of consumers to products, companies and services. Today, loyalty to products or services depends on decided consideration that goes far beyond a cost-benefit calculation. Of course, everyone who invests also wants to receive corresponding performance. But companies that "only" provide the paid service are no longer doing enough today. If you want to hold your own in a market without loyalty and ties and with growing competition, you have to constantly go one better. But is it profitable to offer an experience even when buying a piece of butter - or to expect one?

In interpersonal terms, the "for better or for worse" has long since turned into a vow to oneself - "on my good days. If the other person's performance slows down, you move up a place. In the consumer sector, if there's no cash-out, there's no trust-in. And the tolerance for mistakes continues to drop. At the same time, loyalty and trust sometimes simply need a little breathing space.

More than 5,000 consumers across Europe were surveyed for the study, half of whom said they preferred brands that continuously introduce innovations to improve the customer experience; chatbots and augmented reality were particularly popular. Fifty-three percent of study participants were already willing to give up personal data in exchange for helpful, practical and personalized experiences. This result makes people sit up and take notice, and arouses their curiosity - as to what questions the study participants were asked. Here's a test: How would you answer if you were asked, "Do you prefer brands that continually improve your customer experience using new technologies? - Yes. No."?

If there is no cash-out, there is no trust-in.

Everyday life speaks a different language. Switzerland has one of the highest smartphone densities in the world, and apps are part of everyday life. Nevertheless, there is a gradual saturation of bonus programs, apps, advice chatbots and digital gadgets for everyday products, even if companies and agencies consider them to be the ultimate in brand loyalty. An example of this is a scene at a large clothing retailer. Saleswoman: "Do you have our new app . . .?" Customer: "No, thank you." Saleswoman: "Then you can participate in the bonus program." Customer: "Yes. No! Thank you!" Or: Our muesli packaging, which is often used as reading material during breakfast, currently shows a labyrinth. People are supposed to find their way to various objects - and download further information about these objects via smartphone. Even my two mobile phone-loving digital-native dwarves think that's "a total joke.

The study by Goldsmiths and Adobe leaves one key question unanswered: What is a "personalized shopping experience" for customers? For me, it's not the shopping app, it's not the chatbot that recommends another pair of pants when the one I wanted is sold out in my size, and it's not the Cumulus points I can redeem for cash. It's a nice experience when a flesh-and-blood saleswoman convinces me of an unexpected combination of clothes, when the receptionist at the hotel greets me with a handshake and hands me a local apple when I leave, when the bike store where I ordered something informs me that there's now a newer model available at the same price. Just as it used to be completely normal when you still knew Aunt Emma personally from the store around the corner. Because you went there again and again.

A little more people behind the brand can be a great customer experience again today. Without the latest technology. But with a lot of loyalty.

Anne-Friederike Heinrich, Editor-in-Chief

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