• Brian Ross
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Brian Ross

President, Precima
As president of Precima, Brian works with some of the world’s leading brands to deliver world-class customer-centric solutions through strategic consulting, industry-leading analytics and a next-generation technology platform. His vision and leadership helped launch Precima in 2008 as a three-person startup, and he has since grown it into a global leader in retail, B2B and CPG strategy and analytics with over 300 experts in Canada, the United States and Europe. With an extensive background in loyalty solutions, customer marketing and merchandising strategies, Brian oversees the strategic and operational management responsibilities, as well as relationships with customers and business partners. Before Precima, Brian spent several years in management positions across LoyaltyOne businesses, notably providing client management and analytics support for key partners of the AIR MILES Reward Program. He used data-driven customer insights to develop successful programs for clients in grocery, pharmacy, department store, specialty retailing, financial services and consumer packaged goods. Brian shares his broad range of expertise and thought leadership in regular features in leading marketing publications, and is a frequent speaker at industry events and forums.
  • Posted on: 12/10/2019

    Why do so many people say ‘no’ to retailer loyalty programs?

    These numbers are not surprising and are consistent with retail loyalty trends that we have seen over the past 20+ years. Typically, as a general rule, use the “third/third/third” model:
    • One-third of customers are highly engaged and actively participate in programs (“avids “ or “superFans”);
    • One-third of customers are selectively engaged – they participate and their engagement ebbs and flows based on value delivered over time;
    • One-third of customers are “unengaged” – and either don’t participate or participate very passively.
  • Posted on: 11/15/2019

    Should customers just be paid for their data?

    The concept of paying consumers directly for data first gained popularity in the late '90s with the dawn of the internet and the concept of the “infomediary.” While paying customers directly has some clear benefits, it is fraught with risks and challenges both ethically and legally. In fact, there is an equal likelihood that paying for data negatively impacts personalization and relevance if consumers would “accept” irrelevance in exchange for money. The reality is today is that customers increasingly vote with their time and with their engagement – and will favor the brands who deliver relevant value. Increasingly, as they share data, their expectations for relevance and for value increase and move from advantage to table-stakes and those that best deliver relevance will win “share of customer” over time. Personalization and relevance are, in fact, the “value” that customers want most and the path for how leading organizations can best position themselves to win over time.
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