Turning customers into fans is a strategy that allows companies to retain consumers and turn them into brand promoters. Loyalty programs, which were previously standalone marketing plans, have evolved into highly competitive business models. Currently, 80% of consumers participate in these programs and 53% of them are in at least three, according to data released by Abemf.
Today, the public finds loyalty options in various sectors, such as gamification, in addition to the traditional accumulation of points on credit cards. The Brazilian market, in particular, stands out for its creativity in solutions and strong competitiveness.
An example of this is airline miles. In the first quarter of this year, the issuance of points and miles increased by 11% compared to the same period in 2023, with 193 million points redeemed, 80% of which were for airline tickets. In 2023, 15% of airline passengers traveled through these programs. Furthermore, 64% of companies investing in loyalty programs adopt hybrid models that combine point accumulation with experiential rewards, strengthening the emotional connection between brands and customers.
According toAlexandre Slivnik, specialist in service excellence and vice-president of the Brazilian Association of Training and Development (ABTD), the lessons learned at Harvard and behind the scenes at Disney can be adapted to the Brazilian market, demonstrating how companies should create experiences that delight and retain their customers. "By combining Harvard's strategic approach with Disney's enchantment culture, we can create a practical and highly effective methodology for the business environment," he explains.
This is the vision that helps transform the customer experience into a competitive advantage. "The key to turning customers into fans lies in creating experiences that go beyond simply delivering a product or service. It's about generating positive emotions in every interaction," she adds.
Lessons Harvard and Disney Teach
Harvard teaches that, to delight customers, the first step is to have a clear purpose. Companies with a well-defined mission are able to engage both their employees and their customers. This purpose serves as a guide for all actions and decisions, creating an emotional connection that goes beyond the commercial transaction. At Disney, for example, each employee understands that their work is part of a greater goal: creating unforgettable moments for visitors. The same principle can be applied in Brazilian companies, regardless of the sector of activity.
Another fundamental aspect is the creation of a well-structured organizational culture. "Harvard and Disney emphasize that a company can only delight its customers if it also delights its employees. The internal culture must value the well-being, personal development, and professional growth of employees," he points out. When this happens, employees become brand ambassadors, reflecting this satisfaction in customer service. A well-trained and motivated team provides a high-level experience, ensuring that each interaction is an opportunity for delight.
Leadership also plays a key role in this process. Harvard explores how effective leaders manage to inspire their teams to act in accordance with the company's values, while Disney demonstrates in practice how leaders shape employee behavior to ensure that customer delight is maintained. A leadership that not only sets an example but also promotes the company's vision and values is capable of turning service into a competitive advantage. "Inspiring leaders ensure that the commitment to excellence is present at all levels of the organization," emphasizes the specialist.
Finally, the concept of enchantment is central both in Disney and in Harvard's lessons. It's not enough to just satisfy the customer – you need to go beyond and create memorable experiences. Every customer contact point should be seen as an opportunity to surprise and exceed expectations. Enchantment is what transforms a simple interaction into an unforgettable moment, capable of creating a strong emotional connection with the brand. Companies that excel in this aspect are able to create an army of loyal advocates who promote the brand spontaneously.
These four pillars and other lessons for implementing strategies in the day-to-day running of companies can be found in the book “The Power of Attitude”, revised and expanded, which isfor sale at this link.
