How Retailer schuh Reimagined Customer Loyalty Marketing | Leading Through Change | Salesforce

Val, it's a pleasure to welcome you to the inflection point.

Thank you, Monica. I'm so delighted to have this chance to speak with you today.

I wish we weren't here together on Zoom, but rather I would do your preferred form of meeting, a walking meeting.

I know.

And you really like to walk during your meetings?

Yes, I do. I really enjoy them. I find that I think more clearly when I'm moving, and I find that it's easier to engage with people when we're walking together, sort of side by side. So when I can do that, I enjoy it.

As the president of one of the nation's top liberal arts colleges, you obviously believe in this model of education. But beyond the education itself, how does this prepare students for the kind of environment we're living in right now? Whether it's the deep divide, political, racial, otherwise in this country, the threats to our democracy, the need for innovation, on climate, on other issues. How do you think this liberal arts education is a benefit to your students?

I firmly believe that the fundamental principles of a liberal arts education can really help benefit our nation and our global community in a variety of ways. Number one, it prepares students for the challenges of an uncertain world. I also think the liberal arts cultivates critical thinking, the ability to distinguish fact from fiction, to marshal strong.

That's important.

And also what you said about a very uncertain time we're living in, that's true.

And also it cultivates as well a respect for science and an appreciation of the meaning and usefulness of scientific evidence as we seek to make sense of our world. Part of the reason our institutions, an institution like Swarthmore, is committed to diversity and inclusion is because we believe we are preparing students to live and work and learn in a world that is populated by people who are very different from themselves, racially, ethnically, politically, religiously. They need the capacity for empathy, the ability to listen deeply to the perspectives and the points of view of people with whom they may not agree in order to be able to solve the challenges that face us. And frankly, for us to create a more perfect union, we cannot continue down the path where we are, where we are so deeply divided from each other, we are unable really to work together.

With Swarthmore, located just outside of Philadelphia, in the last year, you had a black man shot by police, and you are an expert and a scholar on African American studies. So I'd love to get your perspective on the issue of racial injustice, comparing it to the civil rights era versus where we are today. Have we made progress where are we?

I think it's very complex. Monica. There are ways in which we can see a positive forward moving trajectory from the Jim Crow era through the civil rights era to the present. But at the same token, we also appreciate that we are seeing levels of inequality across virtually every metric increasing across health care, across education, across housing. So while we can trace a forward moving path, we can also see that we have certain persistent problems that we have not yet been able to address and solve as a nation. For example, we are now seeing repeatedly efforts to invalidate the votes of so many people, including black people, yet again, and recognizing that that fight and that struggle remains with us, right? And so I just think there's so much the past can teach us, but that we can never be complacent and believe that these issues are solved or resolved.

Sam.

If there's one thing the pandemic has tested, it's our loyalty. From the company we work for, to the town or city we live in, to our relationships to our leaders. The list goes on and on. But what about the products we buy or the stores we shop at? We'll explore all of that in a bit. Good morning. My name is Allie Legend Siegel, and welcome to another one of our live Leaning Through Change series, a chance for you to hear from leaders who are doing their best to get through these challenging times and support their communities. Before I hand it over to my colleague Lynn Zeldonis, I want to preview the next hour. Lynn will be interviewing Paula Nicola, Head of CRM at Schuh, and Phil Hearn, CRM Analytics Manager at shu, to discuss how they reimagine their loyalty strategy and are engaging their customers across channels and touchpoints with Salesforce, the number one CRM. We'll then dive into a special demo to highlight how loyalty management allows brands to personalize engagement at every stage of the journey, building loyal customers with a shared view of customer information. After that, we'll be treated with a very special conversation with Chef Jose Andres, with an interview with Dave Matthews Band and a musical performance. You won't want to miss that one. But before we begin, make sure you check out Leading Through Change on the 360 blog for more information on our Leading Through Change trailblazers, thought leaders and customers, and to see which Salesforce tools they're using, how they use them, and the benefits they're seeing. As we do every week on Leading Through Change, we want to help those who need it the most. We are committed to doing everything we can to step up to the urgent challenge of slowing climate change and and creating a sustainable low carbon future for everyone. We're proud to support American Forests, a nonprofit conservation organization building a forestation movement in America. And we'd love for you to join us. Donate online@salesforce.com trees again that's salesforce.com trees now before we dive into the interview, I want to highlight a new Salesforce video series. Simply put, this series breaks down complex challenges of our customers and explains them simply. I'm loving the clear advice, product demos, humor and the authentic voices of our customers. All hosted by one of my favorites, Emmanuel. At show. Let's preview season two which is all about sales streaming now featuring Armstrong Steel.

The things that I get excited about are the things that stress everybody else out. We take people through the whole process of designing their building and we actually menu manufacture the buildings here in Colorado. I want the sales team to be able to focus on building relationships with customers and not have to focus on clicking a thousand places. We'll translate it so it's actionable and understandable. My name is Shawn Andrews and this is simply put, I'm learning tons.

Are you.

Now? It's my pleasure to kick it over to a conversation that Lynn hosted the other day with Paula Nicola and Phil Hearn. Hope you all enjoy it.

There's been some fundamental shifts in consumer behavior as you can imagine this past year and one of the biggest shifts is around loyalty. So matter of fact, McKinsey Consumer Pulse survey said that 76% of consumers have either changed stores, brands or the way that they shop. I'm sure you can all relate to that, which is what makes it so important to be thinking about a more modern loyalty system. And that is one that it is an elevated and personalized experience and connects the dots across every step of the way. We're really lucky today to have two leaders in both CRM and loyalty with us here today from shu. Shu is one of the leading retailers based out of the UK in Ireland and in this post pandemic world they're thinking about engaging their customers across channels and every touch point with Salesforce to help them along the way. We're lucky today to have Paula Nicola, the head of CRM and and Phil Herd, CRM analytics manager with us here today from shu. Welcome to Leading for Change.

Hi.

Thank you lan.

Thank you.

Hi. Welcome both of you. We're so excited to be able to talk to you today. You know, I've been thinking a lot about how things have changed in our lives. One of the first things I thought of with you Being a footwear retailer is shoes. What shoes are you wearing during the pandemic? Have you changed your footwear?

Yeah, so I have lived in my Ugg slippers for the past year, to be honest. And if I'm going out for my daily walk, I've been in my New Balance trainers as well. So, yes, comfort. Comfort is key. It has been for the last 12 months, more so than ever.

No Uggs for me, but this socks around the house for me. But certainly, like, Paula, walking shoes for, you know, getting out of the house. Getting. Getting clear of the screens for an hour or so a day to go out and enjoy the fresh air and not have the kids around and stuff like that. So, yeah, definitely, definitely comfortable walking shoes for me.

I hear you.

I'm in camp, Paula. It's been my trainers when I leave the house and my Uggs 24. Seven when I'm in the house. So I think everyone's probably nodding their heads who's watching it with us today. On a professional note, Paula, in addition to your Uggs, tell me also about this journey through the pandemic. What has this been like, engaging with Salesforce along the way? And I'd love, you know, why did you choose Salesforce for your partner on this journey?

Yeah, that's. That's. That's a really good question. So, gosh, we've been partnering with Salesforce since 2009, and the conversations actually started in 2018 when I joined SHU, and, you know, we went through kind of the classic side of things. We went through an RFP process. We reviewed our incumbent esp, and Salesforce was, of course, a brand that we couldn't ignore. We quickly realized, I guess for us, that Salesforce was not just a partner that could absolutely deliver on the full tech side of things for us. Everything from the GMP to an ESP to ad studio, and lots of those pieces. But I guess what was really important to us as a business, that we had a really good partnership in terms of values, which I know we can talk a bit more later on, but sustainability and things like our brand pillars. And aside of all of that kind of stuff, I think what was really key was kind of the partnership. We had a really good partnership with our Salesforce team. It didn't feel like a business interaction, and everything was very natural. So in the end, there wasn't any other partner than Salesforce for us.

Really? That's an honor to hear you say that. Thank you. That's great. I think we feel the same way. I know we feel the same way about partnering with shu. And you know, there's a lot of the decisions that are made around technology, but really being values driven companies, we share a lot of those common goals. And that's really, at the end of the day, what's important, because we're trying to solve business problems in the way you engage with your customers. So it's important that we have that. You know, I noticed on social media because I follow you on Twitter. Lots of activations around Women's History Month. And it's been really fun to watch these athletes share their stories about their footwear and who their idols are. And you mentioned sustainability, another core value. We want to talk a little bit more about that.

Yeah, absolutely. So, gosh, sustainability has been something we've been talking about since before I joined the business. It's really important to us. And I guess for sure, you know, there are so many things we want to make sure that we're preserving the environment, that not just for our current generation, but for future generations. And that means a couple of things for us. So it's around conserving energy, minimizing waste, sourcing sustainable goods and services where possible, of course, and measuring and targeting a reduced carbon footprint. That's really key for us. And promoting a business culture that encourages both reuse and recycling, which is a key part of what we do with something called Sell Yourselves, where customers can bring in and recycle their shoes and we incentivize them to do that. That's just one of the many things that we do. And I think what's really interesting and not something that a lot of businesses kind of focus on necessarily is that we are a carbon neutral organization. Absolutely agree.

I was nodding my head and almost interrupted you there because I was nodding. It's something that is so important and we're so thankful for you being on the leading edge of that. You've always been a little bit of an innovator from being reinventing the way you sell shoes, reinventing what a shoe store is, to being one of the first to go online. So no surprise that you're leading the charge on sustainability. All right, let's get down to a little bit of brass tacks. Bill, I'm going to toss this one over to you. Why don't you tell us a little bit about the relationship you have with Salesforce. What are you actually using us for? To help you with your customers. Give us some examples.

Yeah, so I think for me, with my background in analytics, you know, the key is anything is the data and being able to pass that data around the various parts of the business to, to enable obviously what all customers and clients want to be able to provide, which is, which is that personalization that's cut that customer experience that's going to keep customers coming back and not feel like, you know, you've just been talked to at the end of an email or you know, you're just another customer coming through the door. And obviously that's a big challenge for everyone, particularly with, you know, screen time being dominated by social media and you know, other things like that. Really being able to cut through and provide some relevance for the customer in that moment when they're, when they're really in market for whatever they're choosing. So having that data linked up around the different areas of the business is really core. So we've got sitting at the center of that service cloud where we're getting data in from our back end systems and being able to understand what customers are doing and how they're behaving and then linking that through to marketing cloud, obviously to use the data we've collected about that customer to give a better experience and talk more personally down the email channel and beyond to those customers. And then obviously sharing that data with the DMP in Ad Studio to make sure we're advertising to customers who are similar to the customers we already have and to our best customers and things like that and making sure our spend on those channels is as efficient as an effective as it can be. And then obviously very recently invested in the loyalty management from Salesforce to take that to the next level and really join up all that information, particularly with the store channel, and start bringing more of that data on to what we can see as marketers to make sure we're understanding the customer store relationship and using that to play back to them into ever more relevant and personalized communications. And I'd say having joined Shubh in the middle of last year during the pandemic and the business been heavily reliant on online and the data we're obviously able to see from that, it's a really exciting time as we start to use those tools now, more in anger I suppose, to join up that journey for the customers, to join up that data internally, understand what our customers are doing, provide insights and then really provide those products and services and moments of inspiration and customer satisfaction that customers really demand.

I love that you touched on so many things that I want to dig into. First of all, I love your vision of how you're using the customer360 to really engage with your customer. Thanks for giving us all those details. It's super helpful to people listening to understand how they can also mirror this journey. But you touched on both. Loyalty, I want to get into, but let's start with what you said about joining in the middle of a pandemic. That's incredible. How has that forced you to do things differently?

Yeah, I suppose. Well, from, from a company point of view, you know, forcing, forcing everything to go online has been, you know, an incredible change. You know, people coming in and out of furloughs and, you know, stores being open and then closed and distribution centers having to ramp up their activity and all of that sort of stuff. So from a, from a company point of view, really turning everything over to the online side of the business, probably, probably the first time that's, that's really happened and been forced to happen in such a short period of time. And so from a business point of view, that's been a really big change. But luckily enough, we've been nimble enough, I think, to be able to really cope with that. Well, I think from a personal point of view, all of that going online. As an analyst, I crave data and crave to be able to understand what customers are doing. And so for me, joining at a time when suddenly our databases increased with the number of customers we've been able to bring onto the database and things like that, it's given me the opportunity to really start understanding the insights about how customers are behaving, how they're transacting, what they put in their baskets, the different areas of the country that buy different types of products. And all of that good data can start to be used in terms of models and in terms of driving campaigns rather than being more the same to everybody. Really understanding how we're going to change going forward with personalization to, to use that data to its greatest effect, I suppose.

That's incredible. Data is the new goal. Right. So a silver lining of this, I guess, is the wealth of information you're getting to make those smart decisions.

Absolutely.

Paula, how about you? How have you done things differently or how's Salesforce helped you through all this?

Yeah.

So, gosh, thinking back over the last year, so as I mentioned, we signed the Salesforce contract at the beginning of 2019 and then we went into ramp up and all the good stuff you need to do to be fully operational. But we had spent so long doing that that the pandemic hit before we launched our first CRM led campaign. So it was right in the Middle of that. So we had to absolutely readjust. We had to consider what our outbound customer comms were saying. Instead of telling customers to come into store, we'd prepared all of this. We had to roll back and make lots of changes to make sure that what we were saying to our customers actually made sense for the landscape that we were in. And I guess it was just about readjusting plans and just being really agile where we had to be. And I think exactly as Phil said, just to echo that, while there were downsides, of course there were downsides. Nobody wanted to be in this position. Kind of seeing the silver lining around the amount of data we collected and being able to do things with that and understanding our customers a bit better. So some things we've done differently that have felt like a bit of a hindrance, but we've had to get there. And some things that are different have actually been a real benefit to us. So definitely a positive in every situation.

As somebody who's in marketing, I remember those days very clearly of taking a look at what we were saying and engaging with our customers and realizing none of that was going to work and having to pivot. Thank you for choosing us and glad that we were able to help you through those times, having the technology to be able to make those changes. So thanks for sharing those stories. So let's focus a little bit on retail. Excuse me, loyalty for retailers.

I'm going to go back to you.

Phil, because you brought it up. We launched Loyalty Management for those who are listening in February, but you have been part of the pilot program the entire time. So first of all, thank you so much. That's. We appreciate when our customers trust us and want to partner with us to help us make sure we're bringing something of value out to market. So thanks for that. Why did you participate in the pilot? What was it that you were trying to accomplish at SHU that made you want to take a second look at loyalty?

Well, I think it was a matter of timing, really, that we sort of wanted to, I think loyalty being looked at in the business on and off for a while. And it's something we really wanted to do. But I guess, you know, there's always priorities of, you know, for us in the CRM team, you know, starting to drive value out the. The initial salesforce investment and things like that. So I think it was kind of always next on the list, but it's often difficult to get through that list. So I think when we started, you know, just really focusing on what could we do with loyalty, it happened to be at the very same time that the Salesforce was about to start the pilot for loyalty management. So within a matter of literally two weeks, I think we've gone from having the first thought about it to, you know, having the first meetings about, about the pilot. And so whilst that was a bit of kind of in at the deep end, I think for, for all of us, what, what it really made us do was focus on the whole loyalty thing from, from, you know, from the ground up. What it was we wanted to achieve out of a loyalty scheme, who we wanted to that scheme to be, for what objectives were we going to try and meet and KPIs we were going to try and meet for, for that. And so, you know, maybe something that could have been stretched out over a number of months and you know, might have always kept on the back burner, I think really gave us a focus to start getting involved, starting to get engaged and start getting the rest of the business engaged. In terms of what does this need to look like, what links do we need in terms of data in the business, how do we get the store teams involved and all of that. And I think if we, if it hadn't been for the pilot occurring at that point in time, I don't think we'd have been as laser focused as we were able to be to make that all happen. And leaning on Salesforce as the partner and another agency who were part of the pilot from a kind of delivery side really gave us a sounding board to understand what we were thinking and be able to go backwards and forwards with technical guys and the people who built the platform itself to really say, well, what if we wanted to do this or would this be a useful use case to be able to do that? Or do we see any other retailers using this, that and the other? And also we were able to talk to a couple of other partners, other retailers that were going through the pilot. So we were able to check our thinking and really, as I say, supercharge our approach to it and get it done in kind of a timescale that you wouldn't have thought possible potentially.

I love that, love that story. It's very impressive that you were able to accomplish in such a short time, but it's always tough to make those decisions. Why did you prioritize that? Why was loyalty so important?

For sure, I think it's interesting in retail, you know, you've got people who are high, high volume and you see them every day, coffee shops and things like that. But, but as A shoe retailer. The, the frequency of shopping is obviously a lot less unless you're really, really into shoes, as a few people are. But in general, you know, there's that, there's that repeat purchase cycle, you know, when the shoes wear out or you know, key, key moments for customers if they're going out or you know, in the summer, wanting sandals, in the winter, slippers. But it's, it's definitely a less frequent thing and you know, it's, it's a, it's a crowded marketplace. So there's lots of retailers selling shoes and trainers and all of that sort of stuff. So that's one of the key things to really understand, you know, how are we going to get customers coming back to us specifically. And also the second part of that is the store network as mentioned. So there's a lot of stuff that goes on in store network that we can't see as marketers because it's not tracked beyond the point of sale system. So being able to add that extra element of the customer being able to identify themselves in store and us to see those transactions and then be able to deliver better things for the customer based on the extended knowledge we're going to have about our relationship with them, we felt was really going to kind of take us to the next level and being able to be that point of relevance for the customer when we're talking to them and make sure we're being as efficient as an effective as possible with our communications.

That's awesome. Great. Paul, I'd love to hear from you. Has this year changed your loyalty strategy? Did you sort of start off thinking about something and you ended up a different way? Talk to me about how you see this evolving.

Yeah, so I think really, as Phil said, it was really good timing when we really started to think about loyalty and how this could look for us and our customers. The Salesforce pilot presented itself. So we were really early on in our journey. So I think what Salesforce did for us, rather than amending our mindset of what we wanted, it helped us develop it. Things that we may not have considered. You know, the guys that we worked with helped us think about things in a different way and tier points and qualifying and non qualifying points and all of those kind of things that as a consumer you may not consider. But once you're setting up and responsible for actually creating the strategy for this loyalty scheme becomes so important. And I guess what we've really discovered from both speaking to Salesforce and our own research, a lot of the stuff that Phil has Done, for example, is understanding how loyalty can fit in with our brand pillars. Sustainability thinking further down the line, whether customers can donate their points to causes that they're really passionate about or causes that we've got partnerships with. And thinking beyond the traditional loyalty proposition and understanding that customers want something different. Sometimes some customers want the traditional stuff, but it's really about serving our customers in lots of different ways and really having the technology that allows us to do that, to do that and be really agile. So, yeah, I think less. Less change in where we were thinking, but it's helped us evolve our thinking in a really great way.

No, I think you're touching on something that was occurring to me. I was going to say, hey, Phil and Paula, if somebody's joined this call, they're probably interested in loyalty, or if they weren't, they probably are now hearing the success you've had or the way you're engaging with your customers. I was going to ask you some advice for people who are thinking about this, but I think you might have just answered that, Paul, which is feels like loyalty. This concept of a more modern or reimagined loyalty experience than what we traditionally thought about is where your head's at. So as we reflect, you know, as we look towards a brighter and future with this new normal, we're on the fringe of that right now. What are you most proud about? Looking back, I'll ask you each. I'll start with you, Phil. What are you most proud about over the last year?

Yeah, I mean, I'd say, interestingly, because I joined the business in August, so kind of midway through or towards the end of the lockdown. But I think I was new to Salesforce as well, and I think I'm most proud of really being able to see what's happening across the marketing kind of ecosystem within Shoe. Because I've got access to the Salesforce tools and being able to see the data and understand the customers very quickly and things like that and really feel like I understand the customer and their motivations and the differences in different regions and how they buy shoes and all of those sort of things. So I think I'm in a strange circumstance where you can't come face to face with people and can't talk to them about the business and things like that as easily. I think being able to get my feet under the table quickly by. Through the data and by. By seeing what's going on with the. In the. In the tech ecosystem and being able to really start trying to leverage that is probably, you know, as proud as I can be in terms of trying to. Trying to, you know, make that early impact as you always want to make when you join a business and being able to actually do that, because we can manipulate the tools to do that.

You should be proud. Congratulations, Phil. That's amazing. Paul, is there something you want to share that you're proud of from last year?

Yeah, gosh, I think thinking a year back, we were in such a different position. As I mentioned, we hadn't launched our dedicated CRM activity. So looking at the last year, you know, ticking some boxes in terms of personal and business objectives and actually having a full life cycle program in place and gosh, I don't think we can talk about the last year without recognizing what an accomplishment it's been for shu, for team having to adjust to the new world, to the store teams having to adjust to the new world also. And just with a CRM lens on just how collaborative everyone has been, from our IT teams to our customer experience teams, to our creative teams, in a time where there was so much going on, we still managed to deliver our CRM lifecycle program. So I'm really proud of everyone in the business. And, you know, it's been undoubtedly the toughest retail climate in a generation. So for us to be sitting here and having this conversation with you guys is just wonderful.

Yeah, I agree. So let's give a big shout out. Everybody do some claps at your home or wherever you are for the SHU team, for pulling together and collaborating and leaning into the change. So congratulations to everybody. That's amazing. Proud of you. Proud to be your partner too. That's wonderful. So, Paul, I'll end with you. What are you looking forward to? What's the next phase look like? What's the future of loyalty at SHU or Salesforce in shoe?

Yeah. One, I guess the big word is planning. Planning is the key thing. Working with the Salesforce team, thinking about implementation and soft launch. And really, I guess the biggest thing is that we've got so many plans on paper, we're continuing to evolve those, but what we really want to do is validate our loyalty proposition in the real world. It looks great. On paper, everything sounds wonderful. We've got the full backing of everyone at shu, from the most senior team to everyone else. But we really just want to show that loyalty is going to be exactly what we expect it to be and I think it will surpass our expectations.

Great. We're looking forward to being with your partner on that journey. So thank you. I can't thank you enough both of you for spending your time with us today, sharing your story with our customers. It's so important to them, no matter where they are in their journey, to hear from customers like you and hear about your success and get those best practices and tips. So thank you for joining Leading Through Change. We wish you all the best in the future and best to Shu. Thanks for joining us.

Thanks Lynn.

Thanks.

Wow. What a great conversation with some incredible leaders. Now I'm excited to hand it over to Ademo for more on the power of loyalty management. We'll see how you can embed loyalty throughout the customer journey and create differentiated engagements based on what you know about the customer. Let's take a look.

This is Corrine. She's a customer at Northern Trail Outfitters. We're going to take a look at how personalized her loyalty experience can be the more that she interacts with the program. She's purchased a handful of items from Northern Trail over the last several months, mostly making those purchases online. So Northern Trail already knows who Corinne is and has started tracking her purchases and what kind of content she interacts with. On their blog, Corinne gets an email from Northern Trail announcing that they've recently launched a new loyalty program. Northern Trail makes it really easy to sign up for their program with just an email address in order to capture a wider audience. Because Northern Trail already uses other Salesforce products and Corinne is part of their database, her loyalty program ID is unified with everything else they know about her through her unique identifier, which is her email. A few days later, Corrine receives another email offering her 50 bonus points if she answers a few questions about herself. This information is then added to Corrine's profile, making her a potentially high value customer who Northern Trail can target to increase basket size and frequency. Michael is one of Northern Trail's loyalty program managers and the brains behind their operations. He starts his day looking at their performance dashboard which comes out of the box with loyalty management. He can see how many members they have, points accrued and expired and program liability. Michael dives in to better understand their members and clicks on the enthusiast tier to have a closer look. Michael notices that the engagement level for the enthusiast tier is trending down, so it's his job to figure out how to best address this challenge. In loyalty management, Michael can see program members, partners, benefits tiers and types of promotions. He has multiple levers he can pull to help engage their enthusiast tier. He decides he has to create a promotion for loyalty members who enjoy skiing as a way to boost engagement during typically slow winter months. With the information Corrine provided in her survey, she's added to a new segment in Customer 360 Audiences, Salesforce's customer data platform. Michael has already defined the criteria for this segment. Using information from both C360 audiences and loyalty management. Michael is able to use all of this information to target customers like Corinne with offers that are related to their favorite activities. He creates a customer journey for the snow sports segment in Journey Builder. And designs the email with the targeted loyalty offer and relevant content with just a few clicks in Marketing Cloud, Corinne receives this promotion on ski gear and accessories based on her preferences. She also sees a new blog post about safest ski destinations for 2021 with lots of important insights into health and safety precautions being taken at those resorts. This is great news. Corinne has been wanting to get back on the mountain but has been hesitant due to the the health concerns, so she plans to read the blog post. She's also due for a new ski jacket and pants and really wants to reach the next status so she makes the purchase. The next day, Corinne gets an email notifying her that she's moved up to the enthusiast status. Several months and interactions later, Northern Trail knows Corinne really well. So when a program partner, Big Scale Adventures, is launching a new obstacle course right outside of New York City, Corinne fits their target demographic perfectly by falling into both the Hiking Fan and social butterfly segments. Because Northern Trail sends her highly relevant offers and awesome experiences like this one, Corinne has really consolidated her shopping for outdoor gear from the other retailers we saw earlier to exclusively shopping with Northern Trail. They've increased her frequency and customer lifetime value while making Corrine an advocate for their brand and program.

I just love that demo. We just saw how organizations can build stronger relationships with their customers and increase customer lifetime value with a connected and personalized loyalty program. If you want to learn more about loyalty management, make sure to check out the link on your screen. Next up, we have a sneak peek of our new series, the Inflection point. Hear from CNBC's Jim Cramer on quitting his job, educating the masses on how and when to invest, and discovering his voice. Let's take a look.

Jim Cramer, it's so great to have you with me today. The one, the only how are you?

I am so excited to do this. I've known you forever and I regard you as a confidant, but also as the co writer of an amazing book that I've done a lot of thinking about and actually moved my show toward trim Wiz.

That is great.

Thank you.

Okay, let's go to what this show is about. It's called the inflection point. And that's a time when all of us had something that we experienced, when everything changed. When was that moment for you, Jim?

Well, mine was 9 11. I had been running money. I was a money manager, and I quit. And I really didn't know what to do with myself, frankly, because I didn't want to be a money manager anymore. But I had lost a sense of purpose, frankly. I was taking my kids to school and coaching and doing all the things that you do that you really enjoy that matter in life. But I didn't really have a job. And I was called to comment about 911 on CNBC. And I was stunned. I happen to have an office@thestreet.com, which was down the block from the World Trade Center. I made my way to the studio the next day, and I was talking on a panel about how the people who we lost and what had occurred. And someone asked me, how about some stocks to buy? And I said, excuse me. I mean, I knew I'm a dollar sign represented by a man. Monica. I mean, I totally accept that people ask me on the street about stocks, but it just did not seem to be the right thing to do. And then I was pressed on it, basically saying, jim, I mean, come on, you're a stock guy. Do you buy General Dynamics? What do you buy? And I said, I don't feel comfortable doing this. And I walked off the set, which is something, of course, you know, that means that's the end of your career or if you ever had a career on tv. And I got a call that night from the boss, and I told Karen Kramer, I'm not taking it. And he called back. He said, no, I really got to speak to Jim. And I got on and I said, yeah, what? You know, yeah, what? He said, did you mean what you did today when you walked off? I said, absolutely, I did. How insulting to the lives of the people, to the families that here I am supposed to come up with Lockheed Martin. And he said, how would you like a TV show? I said, like. Like a TV show. He said, we have had a parade of people on who had no emotion whatsoever. You're the only guy who came on and was furious, ripped off the mic. We're sitting here talking about making money. How wrong is that? And the guy who's most known for making money is the guy who can't take it. So I want to give A show. I said, you can't have an ugly bald guy screaming on tv. And they gave me a show and I've gotten the bug and I've been doing it. Now this is my 22nd year and I love TV. When that red light goes on, I'm still so excited. I just love it. And everybody laughs because they think I'm like a 9 year old when it starts. But that was my inflection point because when I'd be a show, I mean, I was just gonna be a schmo. And so I had a show.

And look at Mad Money. It's the top rated evening show on cnbc. You're the co anchor of Squawk on the street, which is also the number one show in the morning. You're CNBC's number one star. So it's a good thing they took the big bet on you. The bald guy who at the time was chubby. Now you're not. You're looking great.

My friend had like thinking all the things you said. She said I look great. I mean, vanity is speaking to me.

But look, you do have a lot to say. People want to hear what you have to say.

I'm going to say some things and you're going to get crimson in the face. But Mark and you have a manifesto.

Well, it's really Mark.

It's Mark's vision. Mark Benioff, my CEO at Salesforce.

And the book is about how business is the source of social change, of great. Of great change. And I've had to pivot and do far more about what younger people want. Because younger people want to know first, is the CEO a good person? Is the company dedicated to saving the earth or to helping people who are less fortunate? And if it is, then I'm willing to entertain owning the stock.