Allē Loyalty Rewards
Allē Loyalty Rewards
Allē is the market-leading aesthetics loyalty program for consumers.
It serves more than 7M consumers across nearly 30k aesthetics providers.
My role: Senior Product Designer
Collaborated with the following through end-to-end execution:
Product Managers, FE & BE Engineers, QAs, Product Marketing, Design Managers, Leadership
TLDR:
Problem >> The Allẽ Loyalty program needs to be more cost-saving for our bottom line, while promoting desired consumer behaviors.
Was it successful? >> In execution, yes. In practice—it wasn’t!
Learnings >> Betas aren’t just a ‘nice to have.’ They help paint the whole picture and shouldn’t be the thing being sacrificed when timelines are cut. It could be very costly monetarily, and in retention of your product/s.
The Problem
Allē is perceived as a discount mechanism rather than a loyalty incentive, and the program costs need to return a better ROI.
The Allē loyalty program is a fixed marketing cost, consuming over 60% of the consumer marketing budget.
Most members redeem points in increments of less than $20, indicating limited engagement with the program.
The average redemption amount is approximately $35 across all members.
Consumer & Provider Research
In order to determine what our consumers actually wanted out of a loyalty program, we jumped in to do user research & testing with our real Allē Members. We also reached out to Providers in the field to try to learn what they would like to see from a loyalty program or if they offer one themselves today through their practice.
Competitive Analysis
Insights from successful loyalty programs revealed strategies that could enhance the Allē program's effectiveness and consumer engagement. These programs utilized tiered rewards and emotional incentives to foster deeper connections with customers.
The Goal: Drive these consumer behaviors
1) Increase frequency of treatments
2) Increase the average transaction value
3) Promote new and continued product adoption
New Loyalty Program Construct
Reduce costs while promoting desired consumer behaviors without devaluing points. This includes exclusive benefits for A-Listers and introducing redemption thresholds.
Point-to-cash redemption exclusive to A-Listers, reducing financial exposure and encouraging point banking.
New redemption thresholds established, offering free treatments for reaching specific point targets.
The A-List qualification threshold increase from 1,200 to 1,500 points to create a more exclusive program.
Additional perks provided to all members, including guaranteed offers during their anniversary month.
Early design exploration
Consumer risk management strategies
We even anticipated and proactively thought through mitigation for the potential negative feedback and concerns by focusing on transparency and communication with customers:
Being direct and transparent about changes to the program.
Provide advance notice to customers regarding program modifications.
Include positive news alongside any negative changes to maintain customer trust.
Utilize trusted sources and media to communicate changes effectively, as demonstrated by Starbucks' recent program adjustments.
Additionally, we had explored and deprioritized alternative options and constructs, and prepped learnings from a technical beta validation.
High Fidelity Solutions
Each reward type contains its own redemption flow based on number of products to choose from, and legal and compliance requirements
Injectables Flow
Product Flow
Headlines
Post launch, we collected valuable insight from our customers (providers) that they didn’t feel supported. The new program created an unexpected burden on practices, injectors, and staff, which therefore affected sales. To remedy the situation, we decided to revert to the original Allē program. To soften the blow, we also made a significant investment in offering double Allē points on purchases and increased Allē consumer promotional offers.
Post Launch Insights
There were a handful of constraints that we ran into in retrospect:
Our timelines kept moving up > caused us to cut down scope and really weigh the LOE of certain UI changes.
Lack of time spent educating and prepping our providers enough ahead of time > caused them to feel unprepared and frustrated.
Ultimately the Beta was cut from scope in order to launch sooner. Having this would have given us valuable insight into the program in practice.
