In the course of a lifetime, individuals develop affinities for certain brands and experiences, which may endure even as circumstances prompt them to discontinue their use. For example, during my youth, I regularly consumed Chocomel, a Dutch chocolate milk drink, until I reached the age of 21. Presently, I rarely indulge in it, yet my occasional enjoyment of the product is still tinged with fond memories. Nevertheless, my ardor for the brand has waned. Could Chocomel have undertaken measures to sustain my affection and loyalty? This proposition warrants consideration.
Parenthood represents another significant life stage marked by a transition in brand preferences. Raising children introduces a new array of brand products and services, often guided by recommendations from friends and family. In my personal experience, my daughter exclusively used Pampers diapers and Similac Gold baby formula, as no other brands suited her. She is now a teenager, but when acquaintances and relatives seek advice on diapers and baby food for their own children, I continue to endorse these two brands. Do Pampers and Similac possess an awareness of this enduring loyalty? Likely not. Should they? Perhaps they should, as I, an Angel Customer, a person who is passionate and loves a brand, still hold genuine value despite my evolving life stage.
The COVID-19 pandemic, with its global, regional, and local restrictions, rendered many of us incapable of visiting our cherished tourist destinations, flying with our preferred airlines, lodging at our beloved hotels, dining at special restaurants, or relishing our favored beach clubs. Travel and access were curtailed due to pandemic constraints. Does this diminish our status as Angel Customers? According to numerous corporate databases, our absence from these experiences may suggest a waning loyalty. Many of us encountered “penalties” for failing to book sufficient hotel rooms or flights to maintain our loyalty status. Consequently, we were downgraded. In 2023, I find myself relegated to the lowest loyalty tier at most hotels and airlines, despite three decades of fidelity. In my estimation, this reveals that corporate data may not accurately capture the essence of true allegiance and support.
Allow me to elucidate this concept from a different perspective. Numerous companies encountered difficulties when their customers were unable to access or order their preferred brands, products, or experiences. Who could have provided the most assistance during these trying times? Angel Customers, naturally. How? By engaging with them and soliciting their input, support, and ideas.
Consider a local bakery, a boutique fashion store, or a neighborhood butcher shop. They may know their patrons by name, yet when lockdowns were imposed, this familiarity proved insufficient. Possessing a database with customer names and contact details or offering an e-commerce portal where loyal patrons could continue to order and receive their preferred products via delivery or pickup would have been invaluable.
Conversely, certain local grocery stores and shops collaborated with “independent” third-party delivery platforms like Instashop, Gorillas, and Flink. Meanwhile, large supermarket chains and retailers offering online ordering and delivery services, such as Amazon, Walmart, Bol, Tesco, Carrefour, Albert Heijn, and Jumbo, reaped substantial benefits. But who ultimately retains ownership of the data?
In essence, while brands often employ the term “loyalty,” it may not necessarily denote true and unwavering fidelity on the part of consumers. Could individuals like me serve as compelling brand storytellers for those who facilitated our journey through parenthood or generated cherished memories and value? It is a distinct possibility. Therefore, brands should adopt a fresh perspective when evaluating long-standing customers and delve into the concept of their enduring lifetime value.
What are your thoughts on this perspective?
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