Qitaf business plan

In the case of Saudi Telecom Company STC maintaining its leadership position in the face of new competitors, changing market demographics, and increasing customer expectations was the primary motivator.

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Targets for the partnership network include: Customer proposition metrics: KPIs that reflect the offered value to the market by each potential partner, for example industry rating, average purchase value, brand value Coverage metrics: these include geographical coverage and number of stores Financials: measures related to the financial stability of the partner company, as well as any discount rates provided Intra-organizational metrics: cooperation, honoring the contract, tenure, and contributions to Qitaf awareness programs Many of the programs increased in sophistication over time.

Furthermore, with its vast network of points redemption partners, members enjoy a shopping companion that helps them when they need it.

They also understood the unique ability of customer loyalty programs to help deliver on this by helping the company to treat different customers differently.

Consequently, STC markets and advertises throughout the year, often linking promotions and events with holidays, sporting events, seasonal activities, and the like.

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In the case of Saudi Telecom Company STC maintaining its leadership position in the face of new competitors, changing market demographics, and increasing customer expectations was the primary motivator. ACCOUNTS In case one customer has multiple loyalty cards under one account, all points can be managed under master loyalty card and each user can have different limits. April If a well-establishd industry leader holds a seemingly impenetrable 80 percent market share, why would it invest the vast resources necessary to introduce not just one, but two comprehensive loyalty programs? Therefore, usage of internet banking can be promoted by offering rewards to program members. Muhammed has 5 jobs listed on their profile. Since the program is fed by customer purchases, companies can also utilize such information to learn shopping preferences of program members and create personalized campaigns. High-value postpaid customers are welcomed into the Al Tamayoz loyalty program for the following year regardless of any changes in their behavior. With a customer base of about 23 million subscribers, STC is the eighth-largest telecom company globally. Who's entitled to join Qitaf?

This is important for the future point accrual and redemption. STC executives feel the high redemption rates among landline and postpaid customers, where the majority of the points are earned—in other words, on relatively non-volatile services—confirm the success of the existing the customer retention strategy, as well as provide evidence that supports maintaining and growing the program.

ACCOUNTS In case one customer has multiple loyalty cards under one account, all points can be managed under master loyalty card and each user can have different limits.

This is when relationship loyalty comes in where consumers are rewarded for their both financial and non-financial transactions in retail and also in banking and telecom industries.

Qitaf enables its members to receive tailored services, as well as increasing the perceived value of STC and its services to its customers.

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STC - Receiving Roaming Packages Focusing on the level of involvement that consumers have with the brand across channels has become more relevant than focusing on transactions. Therefore, usage of internet banking can be promoted by offering rewards to program members. Qitaf, on the other hand, is a points-based loyalty program for both prepaid and postpaid STC customers that rewards spending. The vouchers continue to grow in popularity; STC has issued more than 60, since launching the program. In the case of Saudi Telecom Company STC maintaining its leadership position in the face of new competitors, changing market demographics, and increasing customer expectations was the primary motivator. STC executives feel the high redemption rates among landline and postpaid customers, where the majority of the points are earned—in other words, on relatively non-volatile services—confirm the success of the existing the customer retention strategy, as well as provide evidence that supports maintaining and growing the program. Consequently, STC markets and advertises throughout the year, often linking promotions and events with holidays, sporting events, seasonal activities, and the like. Today there are 7 million prepaid GSM and 4 million postpaid GSM customers enrolled in the highly popular Qitaf program, which currently has an annual growth rate of more than 10 percent. This is important for the future point accrual and redemption. Smooth exchange of information between participating merchants is extremely important. Muhammed has 5 jobs listed on their profile. Additionally, more than 3. It is now a big opportunity to deploy loyalty program as a way for consumers to establish an emotional connection with the brand.

STC executives realized that retaining those millions required understanding them, and thus better responding to their needs. April If a well-establishd industry leader holds a seemingly impenetrable 80 percent market share, why would it invest the vast resources necessary to introduce not just one, but two comprehensive loyalty programs?

Next was to introduce Exchange of Points partners, like airlines, in which customers can earn and burn points interchangeably.

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Qitaf Business Plan