Editorial

Decisions

The choices a programme owner actually faces, each with the condition that flips it. A decision page states a recommendation and what breaks if you take it.

Decisions

How many tiers should your loyalty programme have

How should a co-brand loyalty programme divide the economics

How should you allocate market development funds in loyalty

How should you choose a loyalty issuing partner

How should you defend the loyalty programme budget

How should you design a dealer incentive programme

How should you design loyalty for a low-frequency category

How should you price a loyalty redemption catalogue

How should you set loyalty earn rates

How should you set loyalty tier thresholds

How to set a point value

Should a tier change use a soft landing or hard reset

Should loyalty accrual be real time or batch

Should loyalty AI decisions be explainable to members

Should loyalty rewards be funded by you or a partner

Should loyalty use machine learning, an LLM, or rules

Should tier qualification roll over

Should tiers qualify on spend or activity

Should you add loyalty benefits to a subscription

Should you add more loyalty tiers when status loses meaning

Should you align every function before launching loyalty

Should you allow point transfers

Should you allow promotions to stack

Should you allow resellers to earn loyalty rewards

Should you benchmark against competitor programmes

Should you build or buy the loyalty platform

Should you choose a headless loyalty platform or a suite

Should you design controls for points laundering

Should you design loyalty controls for employee fraud

Should you design loyalty for account takeover resistance

Should you fix the programme or relaunch it

Should you investigate incentive leakage

Should you join a coalition or run a standalone programme

Should you launch a co-brand card

Should you manage loyalty liability as a growth constraint

Should you model the cost of tier benefits before launch

Should you modernise a legacy loyalty programme

Should you offer lifetime loyalty status

Should you offer points plus cash redemption

Should you rely on a breakage assumption

Should you report loyalty to the board as a growth channel or a liability

Should you reward sell in or sell through

Should you round loyalty earnings up or down

Should you sell points to partners

Should you sell points to your issuer

Should you set a minimum redemption threshold

Should you sunset a loyalty programme, and how should you end it

Should you use a taxonomy for loyalty fraud

Should you use formal partner earn agreements

Should you use loyalty to incentivise technicians

Should you use spiffs or rebates for channel incentives

Should you validate claims before rewarding channel partners

Should your awards use dynamic or fixed pricing

Should your loyalty membership be paid or free

Should your loyalty programme be proactive or reactionary

Should your loyalty programme reward competing channels

Should your loyalty programme serve businesses or consumers

Should your loyalty programme use points or cashback

Should your points expire, and on what trigger

Should your programme build emotional or transactional loyalty

What breaks in a loyalty migration

What should you do when points are stolen

What should you do when the programme is cannibalising margin

When does the card become the loyalty programme

When is loyalty the wrong answer

When should you cap earning

When should you devalue points and how do you survive it

When should you run a status match

When to expire points

Where must LLMs not be used in loyalty

Who should own loyalty