3. Reflecting on the CRM strategy and CRM

implementation of Capital One, which

areas for improvement do you see?

1. In 1995, the British retailer Tesco
launched its «Clubcard» which was to
become one of the most important retail
innovations in the twentieth century
and built the foundation for Tesco’s rise
to become one of the biggest retailers
in the world. However, 20 years later,
the loyalty program has mutated into
giant with an estimated cost of £500
million a year. Meanwhile, discounters
with the promise of «shopping made
simple» like Aldi and Lidl are booming in
the UK. Some analysts have already suggested
abandoning the complex pointcollection
and redemption system. The
example shows that every implementation
of CRM has its time. The «Clubcard»
can be considered a success, but maybe
the twenty-first century requires a new
approach to managing retail relationships
(Ruddick, 2014).