MIKHAIL DADOV
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Mikhail Dadov

Loyalty Program Economics

Loyalty Program Economics: reward costs, customer value, repeat behavior, and margin. Senior CRM strategy and leadership.

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When I am the best fit

I connect reward costs, customer value, repeat behavior, and margin with customer economics, clear decision rights, and cross-functional leadership.

  • Leadership can see the symptom, but the operating bottleneck is still unclear
  • The team has many ideas, but poor prioritization logic
  • You need a sharp diagnostic and a practical sequence of actions, not another presentation
What clients get
  • Clear view of the revenue, retention, lifecycle, or ownership gap behind the symptom
  • A prioritized intervention map instead of channel-level busywork
  • A first operating rhythm the team can actually sustain
Typical scope
  • Diagnosis of journeys, segments, vendors, dashboards, and decision logic
  • Focused roadmap for the next 30, 60, or 90 days
  • Support for execution ownership, experiments, and team cadence
Experience and results

Rosinter: commercial judgment in loyalty transformation

I secured leadership approval to replace a weak co-branded model with an owned loyalty program. About 70% of customers migrated, gross profit improved by about 2%, and payback was about 1.5 years. The decision combined customer value, transition risk, and program economics.

When to bring me in
  • You can describe the pain, but not the exact operating cause
  • CRM is active, yet business confidence in the function is low
  • The next hire or platform decision depends on getting the diagnosis right
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Loyalty Program Economics: reward costs, customer value, repeat behavior, and margin. Senior CRM strategy and leadership.

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Questions teams usually ask

I connect reward costs, customer value, repeat behavior, and margin with customer economics, clear decision rights, and cross-functional leadership.

Questions teams usually ask

FAQ

How does the work move from diagnosis to action?

We identify the bottleneck, agree on priorities and success measures, then scope a roadmap, pilot, or leadership engagement.

Can this work without a full replatform or reorg?

Yes. In many cases the fix is about clearer prioritization, ownership, segmentation logic, and operating cadence on top of the existing team and stack.

How do we start?

Start with a 1-hour consultation to review the goals, constraints, and data available. We then scope an audit, roadmap, or leadership engagement separately.