Working with Zolotaya Seredina was great: they made allowance for all of our company's "peculiarities" and demonstrated a very flexible approach to our requests. The loyalty programme goals for the first year were achieved in the first 8 months, we gained more regular customers, and expenditures for discounts were reduced. The programme has been managed better due to the quality performance by Zolotaya Seredina's team and the application of a modern CRM system.

Our transition to a bonus loyalty programme was achieved without any customer attrition. Privilege-related costs were significantly reduced. In 2014, we plan to develop the loyalty programme by bringing additional customers services into the existing programme with Zolotaya Seredina's support. We also want to switch card owners from discounts to bonuses in other cities where Neposeda City operates.

Внедрение проекта расширяет возможности нашего клиента, совершая покупки в «Next4U», потребитель накапливает бонусы, которые он может потратить, как в нашем магазине, так и магазинах и местах обслуживания партнеров Коалиционной программы.

Это новый этап клиентской политики компании, который, безусловно, связан с определенными рисками, но, я уверен, что изменения несут исключительно позитивный характер

Я вижу перспективу именно в таком изменении стратегии работы с постоянными клиентами. Западные компании нашего рынка давно демонстрируют успешность этого решения. Бонус для клиента – это вещественная и ощутимая привилегия. Буду с удовольствием наблюдать, как повышается ценность бонуса в Коалиции «Золотая Середина

People tend to think that the building supplies market is very conservative and resistant to new technologies. However, with our loyalty programme, we aim to communicate to our customers and partners that Hercules-Siberia is ready to radically change its way of managing relationships. Our goal is to build partner relationships not only with our dealers but also with each of their employees. We are thankful to Zolotaya Seredina, which helped us to launch a truly modern and technological product that ensures partner relationships between Hercules-Siberia and each member of a supply chain from a manufacturer to an ultimate buyer.

The loyalty programme goals for the first year were achieved, card turnover was increased by more than 20%, and expenditures for discounts were reduced. The programme has been managed better due to the quality performance by Zolotaya Seredina's team and the application of a modern CRM system.

One and a half year ago, we did not really believe that the implementation of a bonus programme would bring the promised benefits, but high level of competition in the pharmacy business made us accept this solution. At the time of the launch, we had 7 pharmacies, and now we have 12. With that, the number of cash desks has doubled, because one desk wasn't enough for some pharmacies that experienced a large increase in the customer base. Card owners started to buy more—this indicator has increased by more than 40%. Never before did we achieve results in such a short time and, at the same time, so effortlessly.

Вступление в программу «Клуб Перекресток» для сети аптек А5 – решение во многом стратегическое. Выгодное соседство – пожалуй, так можно охарактеризовать этот проект. Причем выгода здесь, в первую очередь, для покупателя: заглянул в аптеку по пути в супермаркет, накопил баллы – и тут же скидка при покупке в «Перекрестке» - приятно!

The implementation of a loyalty programme in 2011 was a market necessity, as all of our main competitors had already had their own customer programmes. We needed to launch it as quickly as possible: we did not have time to create our own pool of partners. And so we approached Zolotaya Seredina, which then included us in their Coalition and became the organiser of our Coalition Loyalty Programme. Sovcombank was also brought in. Today, the programme contributes to Tsifrograd's continuous capital growth and serves as the company's competitive differentiator for its customers.

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I would like to highlight the performance of our personal manager, both at the contract signing phase and at the bonus loyalty programme implementation phase. He answered in great detail on all the questions we had prior to deciding to switch from discounts to bonuses. Our company needed a customer base management system that would enable us to communicate with patients in order to promote additional services among them. We also needed a procedure for optimising costs associated with discounts. Now we witness the launch of Zolotaya Seredina's bonus loyalty programme. The company has developed a special mechanism for accruing and withdrawing bonuses and provided us with the loyalty programme support materials for sales outlets (customer cards, posters, and leaflets), as well as conducted the training of administrators.