Customer rewards programmes could do more to strengthen brand loyalty when businesses offer benefits that reflect their identity and customers’ interests, rather than relying on generic gifts, according to Achievement Awards Group marketing director Andrew Solomon.
Solomon said businesses should rethink how they structure loyalty schemes, arguing that rewards which create meaningful connections with customers can deliver greater long term value than incentives designed primarily for convenience.
In an article published on November 9, Solomon said the effectiveness of a rewards programme depends not only on what customers receive but also on how the reward reinforces their relationship with the brand. Brandspur Brand News reports that the approach could offer businesses a way to make loyalty initiatives more relevant to consumers.
He identified convenience, choice and connection as three important considerations in reward design, noting that each serves a purpose but delivers a different experience for customers.
Convenience based programmes typically focus on operational efficiency, with businesses distributing standard gifts such as appliances, wine or gift cards.
While such arrangements can reduce costs and simplify delivery, Solomon said they risk overlooking individual preferences. A gift may be useful to one recipient but irrelevant to another, weakening its intended impact.
Choice based programmes offer a different approach by allowing members to redeem accumulated points for products or services they personally value.
Read Also: African Beverage Brands Embrace AI, Culture To Drive Global Growth In 2026
However, Solomon argued that businesses could go further by ensuring that the available rewards also reflect the identity of the brand providing them.
He illustrated the point with a beauty retailer whose customer redeems loyalty points for a frying pan. Although the customer may appreciate the item, the reward has little connection to the retailer’s core business.
A premium facial, exclusive skincare product or session with a make-up artist, by contrast, could offer similar personal value while reinforcing the customer’s association with the beauty brand.
Solomon said the same principle could apply across different sectors, including automotive, electronics and employee recognition.
A car manufacturer, for instance, could strengthen its relationship with loyal customers through exclusive motoring accessories, while a company recognising a long serving employee could choose a reward that reflects the significance of the milestone.
He acknowledged that designing rewards around brand connection requires a deeper understanding of customers, their motivations and their relationship with the business.
Unlike conventional points programmes, which allow customers to select from broad catalogues, connection focused initiatives require businesses to identify which benefits would be meaningful to particular audiences.
Solomon said the approach does not require companies to eliminate choice. Instead, businesses can retain extensive redemption options while highlighting rewards that are especially relevant to their brand and customers.
He cautioned against forcing customers towards rewards they do not want, noting that removing flexibility could undermine the very loyalty a programme is intended to build.
For businesses, the challenge is to balance operational efficiency with customer relevance.
Solomon said convenience ensures that rewards can be delivered reliably, while choice allows customers to select what they value. Connection, however, creates an opportunity for both the customer and the brand to benefit from the same interaction.
He added that rewards often remain tangible reminders of a customer’s experience with a business, making their design an important part of how the brand is perceived.
