Technology Articulation
Provides a needs-based assessment and definition of the technologies and architectures required to implement the articulated strategies.
Once loyalty program strategies and related marketing activities are defined and articulated, the capabilities need to be implemented. As the vast majority of loyalty program technology is developed internally, the Marketing organization will now typically hand off a good portion of the responsibility for the “detail work” to the IT organization.
The trouble is, the IT organization, even if in the loop during the concept development phase, does not typically posses enough loyalty-related knowledge to implement the required system. The gaps typically exists in two areas: loyalty operations and system architecture.
Loyalty operations needs represent additional refinement of the program’s strategies to the point that system requirements can be written. For example, identification of what capabilities (if any) should be provided for within the call center or how product returns will be handled in terms of bonusing and point accrual.
System architecture can include identification of the “technology stack” that will be used for implementation but more typically focuses on how to structure each area of the system to provide the flexibility needed by the strategy. The process helps identify the appropriate “maturity level” required for each area in the system as well as related database and or code organization recommendations.
The results of this activity can be used directly by an internal IT organization in the development of estimates for “build” plans or as the basis for performing a technology assessment and/or in the preparation of an RFI/RFP.
Provides a needs-based assessment and definition of the technologies and architectures required to implement the articulated strategies.
Once loyalty program strategies and related marketing activities are defined and articulated, the capabilities need to be implemented. As the vast majority of loyalty program technology is developed internally, the Marketing organization will now typically hand off a good portion of the responsibility for the “detail work” to the IT organization.
The trouble is, the IT organization, even if in the loop during the concept development phase, does not typically posses enough loyalty-related knowledge to implement the required system. The gaps typically exists in two areas: loyalty operations and system architecture.
Loyalty operations needs represent additional refinement of the program’s strategies to the point that system requirements can be written. For example, identification of what capabilities (if any) should be provided for within the call center or how product returns will be handled in terms of bonusing and point accrual.
System architecture can include identification of the “technology stack” that will be used for implementation but more typically focuses on how to structure each area of the system to provide the flexibility needed by the strategy. The process helps identify the appropriate “maturity level” required for each area in the system as well as related database and or code organization recommendations.
The results of this activity can be used directly by an internal IT organization in the development of estimates for “build” plans or as the basis for performing a technology assessment and/or in the preparation of an RFI/RFP.