Your Rewards Program Secret Weapon
The most valuable thing a rewards program does has almost nothing to do with the reward.
Bank of America reopened its rewards program this year and has enrolled more than five million people since May. Jim Marous opened a checking account at one of its branches specifically to hear how the associate would explain it, and what he got was not a product pitch. The program gave that employee a legitimate reason to talk about his whole relationship with the bank, what he would receive right away, and what would change if he brought more of his banking over. That conversation, rather than the cash back, is the part a community bank or credit union can learn from.
The episode looks at why most programs cannot have that conversation. The average customer now keeps deposit accounts at three different institutions, and one in five moved money away from their primary institution in the previous three months. Under a typical tiered construct, 80% of customers account for only 14% of deposits, so most of the book sits outside anything the institution would call premium recognition. Jim frames the design problem as a door and a ladder: the door decides who gets in at all, the ladder tells them where they can go next, and most institutions put the hurdle at the door and build nothing above it.
He also takes on the affordability objection directly, separating merchant-funded offers from the debit interchange exemption, and he shows what a useful relationship conversation sounds like in three sentences. The episode closes with four decisions any institution can make, including one that costs nothing: deciding which group of customers you will recognize automatically, because of who they are rather than what they hold.
Research from Curinos, J.D. Power, PYMNTS Intelligence and the Federal Reserve, with examples from Bank of America and PNC, and material from Jim’s interview with Shikha Narula, Head of Consumer Deposits and Rewards at Bank of America.
