MKT6001: Evaluating Morrisons' Match & More Card for Customer Loyalty

This report evaluates the effectiveness of Morrisons' "Match & More" loyalty card, assessing it from marketing and management perspectives. The analysis reveals shortcomings in attracting potential consumers and provides recommendations for improvements, including linking purchases to social causes, online surveys, and mobile platform integration. The report explores the connection between relationship marketing and customer relationship management, emphasizing the use of CRM and sales force automation to enhance the loyalty program. It applies Buttle's CRM Value Chain Model to analyze customer portfolios, customer intimacy, network development, value propositions, and customer life cycles, offering strategies to retain customers and drive sales. The study also suggests how sales force automation can enhance the loyalty program through customer and transaction management, lead management, productivity improvements, and insight management, ultimately aiming to make the loyalty card more appealing and competitive within the UK supermarket landscape.

Running head: RELATIONSHIP MARKETING
Relationship Marketing
[Morrisons]
Name of the student:
Name of the university:
Author note:

1RELATIONSHIP MARKETING
Executive summary
The main purpose of this assignment is to evaluate the effectiveness of the “Match & More” card
offered at Morrisons. The card is being evaluated from different marketing and management
aspects. It is being found that the loyalty card offered at Morrisons lacks appealing to potential
consumers. Few recommendations have been delivered to incorporate these features with the
card to make it more appealing to both existing and new potential consumers. This paper has also
provided strategies to be able to effectively use the CRM and sales force automation and to make
constant adjustments to it. CRM and sales force automation help to improve customer
relationship marketing.

2RELATIONSHIP MARKETING
Table of Contents
1. Introduction..................................................................................................................................4
Question One:..................................................................................................................................5
2. A connection between relationship marketing and customer relationship management.............5
3. Evaluation of Morrisons' customer relationship management process and recommendation to
retain customers via the "Match & More" card...............................................................................6
3.1 Customer portfolio analysis...................................................................................................6
3.2 Customer intimacy.................................................................................................................7
3.3 Network development............................................................................................................8
3.4 Value proposition...................................................................................................................8
3.5 Managing customer life cycle................................................................................................9
Question Two:...............................................................................................................................10
4. A connection between operational customer relationship marketing and sales force automation
.......................................................................................................................................................10
5. Application of sales force automation to enhance the loyalty programme offered at Morrisons
.......................................................................................................................................................11
5.1 Customer and Transaction management..............................................................................11
5.2 Leads management..............................................................................................................12
5.3 Productivity..........................................................................................................................12
5.4 Insight management.............................................................................................................13

3RELATIONSHIP MARKETING
6. Conclusion.................................................................................................................................14
References......................................................................................................................................16

4RELATIONSHIP MARKETING
1. Introduction
The main purpose of this project is to recommend some strategies to Morrisons, so, that,
the company is able to drive sales with its "Match & More" card. This card has been in highlights
for a quite a while (Groceries.morrisons.com 2019). Morrisons is not the only supermarket brand
in the UK to offer loyalty cards. Indeed, loyalty cards are like a primary weapon to supermarket
brands for driving the sales (Gabriel and Bonuke 2017). As highlighted in the case study on
Morrisons, the loyalty card offered by the company has few loopholes while it is also advantages
to customers in some regards. The benefits of the card are for those who shop at Morrisons
online but not the convenience stores. Additionally, the benefits will be given against a minimum
purchase of £15. Customers shopping online of £15 or more will only qualify for price-matching.
This means that if someone does frequent shopping, but at smaller than the mentioned quantity,
will not qualify for the benefits.
The terms and conditions can make the offers appear unattractive to customers. They
probably feel like having no reasons to prefer Morrisons’ card over many others. Notably, other
UK supermarket brands like Tesco, Asda and all offer loyalty cards. Morrisons had always
wanted to maintain a high customer service standard be it through fresh products or additional
offers like a loyalty card (Groceries.morrisons.com 2019). Considering this as a concern the
current system of offering loyalty card needs a revisit. There is a need to improve the system to
be able to access customer feedback. An improvement in the loyalty card offers is also required
to make it more appealing than the loyalty cards of other supermarket brands.
Hence, as understood from the second paragraph in the introduction section this study is
being divided broadly into two sections. The “First Section or Question One” uses Buttle’s
CRM Value Chain Model to evaluate and recommend ways to make the "Match & More" card

5RELATIONSHIP MARKETING
more appealing to its target market. The “Second Section or Question Two” shows an
application of sales force automation to enhance the loyalty programme offered at Morrisons.
Question One:
2. A connection between relationship marketing and customer relationship management
There is a strong connection between relationship marketing and customer relationship
management. To be able to understand this connection one should first understand what these
two variables serve to the employers. According to Bourne (2016), relationship management is
an activity that goes beyond traditional advertising and marketing strategies to enhance the
employers’ understanding of their customers’ expectations of them. This activity is performed on
trending platforms like the internet and mobile. It is performed this way to establish interactions
and close relationship with customers, to know about their demands, and to collect their feedback
on the products and services offered. Relationship marketing helps to establish a long-term
relationship with customers.
On the other hand, customer relationship management as observed by Nyadzayo and
Khajehzadeh (2016) is a software platform used to record and store customers’ transaction
history. It provides a close and detailed analysis of customers' data thereby leading ways to
improve the relationship with them. The analysis helps to customise the products and services
meeting the target market. Indeed, this activity leads to a long-term relationship with customers.
This is what relationship management is all about. The two variables as discussed in the
above two paragraphs are different from each other in regards to their approach towards fulfilling
their purposes; however, are technically different. Relationship marketing is more a management

6RELATIONSHIP MARKETING
and marketing strategy whereas customer relationship management is a software application that
provides a complete system to accomplish the purpose (Weinstein 2016). However, both are
interrelated and should be effectively used to create a larger impact.
3. Evaluation of Morrisons' customer relationship management process and
recommendation to retain customers via the "Match & More" card
This section evaluates the customer relationship management process practiced at
Morrisons. Moreover, it also recommends strategies to make it more appealing to the target
market. In this section, the Buttle’s CRM Value Chain Model is being applied to create more
value with the "Match & More" card.
3.1 Customer portfolio analysis
Customer portfolio can be broadly divided into four sections such as Revenue,
Geography, Segment and Type of relationship. Under Revenue, there are customers who can be
more profitable. Under Geography, customers are spread across the state, nation and other parts
of the world. Under Segment, customers are in a variety of forms depending on their purchasing
style. Under Type of Relationship, there are customers as well as partners and other channels
(Johnston and Marshall 2016).
Morrisons with its "Match & More" card targeted customers under the Revenue section
of the customer portfolio. The type of customers that were mostly targeted with the Morrisons’
loyalty card is “Spendthrifts”. Spendthrifts are a group of customers who can spend as much as
they intend to. The selection of the type of customer is evidenced in the fact that the benefits of
the loyalty card were applicable only for those who make at least a purchase of £15. Instead,
Morrisons should have gone and targeted “Average Spenders” as they can also be the potential

7RELATIONSHIP MARKETING
customers if are approached strategically. Hence, to make the "Match & More" card appealing
for Average spenders also it is recommended to redesign the benefits offered through this card.
The redesigned "Match & More" card will include the following features (Slawsky and Zafar
2017);
 Linking a social cause with the purchase: Encouraging buyers to donate goods to a
charitable organisation like Oxfam and thereby, earning points on the purchase. This
should encourage both existing and new target customer type for a bulk purchase. Search online: Giving 200+ bonus points for searching online would not just let people
know about the card but also increase the website visit. Online surveys: Participants should be given extra points for participating in online
surveys. This will encourage them to redeem points by shopping. Additionally, this will
generate the data that can be utilised in creating values with the Buttle’s CRM Value
Chain Model. Morrisons mobile: Encouraging customers to earn more points by paying their utility and
other bills through Morrisons’ mobile platform. This will also generate their transaction
history. This can be utilised to deliver more value with the loyalty card. Morrisons bank mortgage repayments: Customers will be provided with extra Clubcard
points on their every mortgage repayments. An easy repayment of mortgage this way will
create a valuable image of Morrisons. Morrisons’ credit and debit card: Customers will be rewarded with extra Clubcard
points for spending on their credit and debit card.
3.2 Customer intimacy

8RELATIONSHIP MARKETING
The recommended changes to be introduced to the “Match & More” card will also create
valuable data, which can be utilised to make further improvements to the loyalty card. This stage
in the Buttle’s CRM Value Chain Model encourages to analyse the data collected. The analysis
on a broader aspect will help to make two groups such as valuable and less valuable customers.
After identifying who all are valuable customers the next stage will be to design few benefits
appealing their buying behaviour. This can be done by analysing the history of transactions and
identifying factors that drive them to the purchase (Greene 2018). For someone, the driving
factor could be easy access to the repayment of mortgage whereas some may like donating to a
charitable organisation. Based on this analysis the identified areas of benefits of the loyalty card
should be made more appealing to such valuable and rare customers.
3.3 Network development
This stage in the Buttle's CRM Value Chain Model tells to form a network of experts to
be able to improve the interaction between the business and consumers. Morrisons should
approach to the variety of suppliers and channel partners to be able to include more features in its
loyalty card as recommended under question one (Kotarba 2016). For example, Morrisons'
mobile and Morrisons' credit & debit card will require a collaboration with the concerned
business. Moreover, Morrisons will also need a team of analytical experts dealing in data
analysis collected from various channels.
3.4 Value proposition
Morrisons has been trying to create value in a variety of ways. Unlike its competitors,
Morrisons has always been able to offer fresh food and quality service. Customers know
Morrisons more for quality of service and sustainable business practice. However, it has not so

9RELATIONSHIP MARKETING
far been able to drive the sales with its loyalty card. There could be many reasons such as it
lacked continuous improvement, which requires an effective understanding and utilisation of
customer relationship management. Therefore, creating good relations with customers in the
long-term.
Value proposition now will undergo a few changes. The change is related to creating
more value with the "Match & More" card. Earlier, the loyalty card offered at Morrisons was
more targeted to Spendthrifts who like to spend more on their hobbies. Now, the value
proposition will be targeted both for Spendthrifts and Average Spenders. Notably, Average
spenders are potential customers who just need a driving factor (Parsons, Maclaran and
Chatzidakis 2017). It can be anything from a social cause and repayment of mortgage associated
with their shopping. Therefore, along with quality service and fresh foods, the benefits supplied
through loyalty card will also be enhanced.
3.5 Managing customer life cycle
The customer life cycle is a complete process incurred in consumers becoming the
customers of the businesses. Morrisons need to work more effectively at this aspect of the
business. Morrisons is not only the supermarket brand offering loyalty cards to customers but
many others. The likes of Tesco, Sainsbury’s and Asda all offer loyalty cards to their customers.
In fact, loyalty card scheme is one of the primary weapons for supermarket brands to retain their
customers.
Therefore, the life cycle management of consumers at Morrisons will be now much more
analytical and calculative as well. This objective will be attained by using relationship marketing
and customer relationship management. Customer relationship management is a software

10RELATIONSHIP MARKETING
platform, which does not just integrate many business activities at one single platform but also
enhances the business' capability to reach and retain more customers. CRM stores data collected
from various channels like online surveys, official website visit and much more (Navimipour and
Soltani 2016). The data collected from various channels need to be analysed using relevant
analytical technology. The analytical technology will help in accessing quality data in real-time
and avoid data from going to trash. The bunch of data collected and analysed at CRM will
indicate a lot of thing like customer buying pattern and their brand selection procedure (Parsons,
Maclaran and Chatzidakis 2017). This process will be repeated again and again to be able to
make the required modifications to the loyalty card offered at Morrisons.
Question Two:
4. A connection between operational customer relationship marketing and sales force
automation
Operational customer relationship marketing streamlines business activities like Sales
automation, Service automation and Marketing automation. The purpose is to generate leads,
convert more of them into contacts, capture all the required details and provide quality service
throughout the customer life cycle (Sinisalo, Karjaluoto and Saraniemi 2015). The purposes of
the operational customer relationship as stated earlier are exactly similar to the purposes of sales
force automation. Salesforce automation has different functions. The various CRM sales
modules are as under (Sinisalo, Karjaluoto and Saraniemi 2015);
 Lead management
 Contact management

11RELATIONSHIP MARKETING
 Quote-to-Order management
 Sales forecasting
In fact, operational CRM, customer relationship marketing and sale force automation are all
interlinked assisting each other in effective fulfillment of their shared purposes.
5. Application of sales force automation to enhance the loyalty programme offered at
Morrisons
This section highlights how the application of sales force automation can enhance the
loyalty programme offered at Morrisons.
5.1 Customer and Transaction management
The main goal of sales force automation is to facilitate customer relationship
management and thereby, boosting sales. This can be done as follows (Arcilla et al. 2016);
Manage contact: This helps to easily view customer contact details, transactions history,
event history and account discussions. Morrisons can gain insights into these contacts from
various social media platforms. Most importantly, this provides a robust data management
capability.
Salesforce participation: To be able to improve the features of the "Match & More" card,
Morrisons can create customised campaigns. With a few clicks and monitoring of the activity,
Morrisons could effectively engage with their customers. Moreover, the required developments
in the loyalty card could be known immediately.
Business Performance management: The use of sales force automation will help to
closely monitor the valuable contacts in real-time. After having monitored the contacts from

12RELATIONSHIP MARKETING
different parameters, the next task will be to set metric-based goals. Moreover, this can be used
to provide training instruction to the sales team to improve their sales approach. This will also
help in providing feedback to improve the strategy implementing capabilities of the sale team
(Ingram et al. 2015). For effective business performance management, it is important to keep the
sales team motivated to help them understand effective ways of interacting with their consumers.
5.2 Leads management
Leads are important to be able to understand the selling features of the Morrisons’ loyalty
card. Salesforce automation provides an easy system to manage leads. This can be managed by
adhering to following mentioned points (Román and Rodríguez 2015);
Lead management: Sales force automation (SFA) provides a platform where all leads
that are being converted into potential contacts can be accessed. All related information like
transaction history, their personal details, frequency of visits to Morrisons online and much
more. This pieces of information can be valuable if used to perfection (Gitau et al. 2017).
Transaction history will help to categorise the contacts broadly into three categories of customers
based on their buying behaviours like Spendthrifts and Average Spenders. Notably, Morrisons
with its “Match & More” card had targeted Spendthrifts only. Now, there is a need to target
Average Spenders also as they can be the customers. The only criteria are to understand what
factors drive these customers for the purchase. Once identified, these pieces of criteria should be
incorporated into the loyalty card to make it appealing to these customers.
Partner management: Morrisons needs an effective network of businesses delivering its
different requirements of the loyalty card. As recommended in this study in question one,
Morrisons need to incorporate more features into its “Match & More” card to make it more

13RELATIONSHIP MARKETING
appealing to both existing users of this card and also potential consumers. To be able to achieve
this objective Morrisons would require working with distinguished business entities (Shiver and
Perla 2016). For example, collaborating with a charitable organisation like Oxfam to facilitate
the flow of donations coming from the potential users of the “Match & More” card.
5.3 Productivity
One of the main advantages of sales force automation is increased the leverage of the
cloud platform. There are several features that can impact overall productivity. These are as
under (Saleh and Omar 2015);
Mobile: Mobile phones such as smartphones can be used as a sales force automation
platform. All details like phone calls, sales, prospects and much more can be stored and
managed.
Workflow and approvals: This will help to design and automate business processes with
a simple drag-and-drop GUI. Morrisons can use this strategy to manage promotions of the
“Match & More” card with just a simple and flexible approval system.
Internal sales console: This will help to provide full-fledged support to the sales team.
The "Match & More" card should be efficiently promoted to make it more appealing to the target
market. This can be done by incorporating new features as recommended in this study into the
Morrisons’ loyalty card and efficiently promoting this redesigned card. The internal sales
console will create effective access to multiple leads. Accordingly, the newly identified features
will be promoted to boost the interest in gaining the loyalty card.

14RELATIONSHIP MARKETING
Sharing of files: Salesforce automation provides an easy sharing of files between the
sales personnel and management team. This will help to communicate the added features into the
loyalty card and to attract more new customers.
5.4 Insight management
All the data accessed and stored in the sales force automation is accessible to all who are
being authorised to use this platform. In this way, it establishes a real-time communication
between the personnel managing the sales force automation and sales team. Insight management
can help Morrisons at making its loyalty card more than just meaningful to untouched
consumers. These are consumers who have so far denied getting this card by doing the limited
quota of purchase to avail this card. This feature will make this to happen in the following ways
(Kao and Paz 2016);
Dashboards: With intuitive graphics, the reports created in dashboards are accessible in
real-time by using any media like smartphones (Bullock and Pollard 2017). Hence, sales
personnel will be able to track the constant change in numbers of consumers availing the "Match
& More" card. They will be able to access these details in real-time creating the real-time
information in the dashboards for the back-end team. This will actually keep the management
team informed on the consumers’ reaction to changes being brought to the loyalty card.
Accordingly, they can switch between incorporated features to make it flexible with the ongoing
demand from the card.
Area management: Communicating to sales team spread across different geography is
always challenging. Salesforce automation can make it much more flexible. It helps to create
separate regional models. This means sales personnel falling into the different geographic

15RELATIONSHIP MARKETING
location will be able to upload the updates in real-time into each of the models. Hence, the back-
end team will be able to access these pieces of data in real-time. Moreover, any adjustment to the
newly incorporated features could be easily made (Baumgartner, Hatami and De Uster 2016).
6. Conclusion
To conclude, it can be said that the newly recommended features should work for
Morrisons as these create some sense of belonging to the community where the business
operates. The only thing that is required is to make sure that they are able to effectively perform
customer relationship marketing by using customer relationship management and sales force
automation. For effective utilisation of CRM and sales force automation Morrisons must ensure
they adhere to the recommended features and strategies. Effective utilisation of CRM means
accessing the data in real-time and using relevant data analytics to make convert leads to
potential contacts.

16RELATIONSHIP MARKETING
References
Arcilla, M.J.B., Baltazar, D.C.V., Ng, H.A.J., Obillo, M.N. and Santiago, M.A.S., 2016. Sales
force automation for decision support. International Journal of Innovation, Management and
Technology, 7(4), p.137.
Baumgartner, T., Hatami, H. and De Uster, M.V., 2016. Sales Growth: Five Proven Strategies
from the World's Sales Leaders. John Wiley & Sons.
Bourne, L., 2016. Stakeholder relationship management: a maturity model for organisational
implementation. Routledge.
Bullock, C. and Pollard, M., 2017. Salesforce Marketing Cloud for Dummies. John Wiley &
Sons.
Gabriel, S. and Bonuke, R., 2017. The moderating effect of loyalty cards on the relationship
between store awareness, store perceived quality and store brand choice A survey on selected
supermarkets in Eldoret Town, Kenya.
Gitau, G., Oboko, R., Litondo, K. and Gakuu, C., 2017. The link between sales force automation
system and sales performance in the consumer goods industry in Nairobi, Kenya. International
Academic Journal of Information Systems and Technology, 2(1), pp.36-48.
Greene, R.J., 2018. Rewarding performance: Guiding principles; custom strategies. Routledge.
Ingram, T.N., LaForge, R.W., Williams, M.R. and Schwepker Jr, C.H., 2015. Sales
management: Analysis and decision making. Routledge.
Johnston, M.W. and Marshall, G.W., 2016. Contemporary selling: Building relationships,
creating value. Routledge.

17RELATIONSHIP MARKETING
Kao, L. and Paz, J., 2016. Salesforce. com for Dummies. John Wiley & Sons.
Kotarba, M., 2016. New factors inducing changes in the retail banking customer relationship
management (CRM) and their exploration by the FinTech industry. Foundations of management,
8(1), pp.69-78.
Navimipour, N.J. and Soltani, Z., 2016. The impact of cost, technology acceptance and
employees' satisfaction on the effectiveness of the electronic customer relationship management
systems. Computers in Human Behavior, 55, pp.1052-1066.
Nyadzayo, M.W. and Khajehzadeh, S., 2016. The antecedents of customer loyalty: A moderated
mediation model of customer relationship management quality and brand image. Journal of
Retailing and Consumer Services, 30, pp.262-270.
Parsons, E., Maclaran, P. and Chatzidakis, A., 2017. Contemporary issues in marketing and
consumer behaviour. Routledge.
Román, S. and Rodríguez, R., 2015. The influence of sales force technology use on outcome
performance. Journal of Business & Industrial Marketing, 30(6), pp.771-783.
Saleh, Y. and Omar, M., 2015. Perception of Sales Managers, Sales Persons and Customers
towards Sales Force Automation Technology in Palestine. Jordan Journal of Mechanical &
Industrial Engineering, 9(1).
Shiver, W. and Perla, M., 2016. 7 Steps to Sales Force Transformation: Driving Sustainable
Change in Your Organization. Springer.

18RELATIONSHIP MARKETING
Sinisalo, J., Karjaluoto, H. and Saraniemi, S., 2015. Barriers to the use of mobile sales force
automation systems: a salesperson’s perspective. Journal of Systems and Information
Technology, 17(2), pp.121-140.
Slawsky, J. and Zafar, S., 2017. Developing and managing a successful payment cards business.
Routledge.
Weinstein, A., 2016. Superior customer value: Strategies for winning and retaining customers.
CRC Press.