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Treadmill running or CrossFit? Barre classes or spinning? Low carb or juice cleanse? There are countless ways to get fit, but which are consumers more likely to stick with? Using our data and the power of purchase intelligence, we looked at how consumers are working out and how their spending habits differ by gym choice. 

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The back-to-school shopping season is the second largest shopping event of the year, making it a critical time for retailers. This report looks at the back-to-school spend trends driving sales this season.

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The holiday season is the largest shopping event of the year. Using our proprietary Purchase Intelligence, we analyzed year-over-year spend from 2015 - 2016 to uncover the top spend trends retailers need to know to drive holiday sales this season.

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Holiday spend is on the rise as more customers take their shopping online and skip the Black Friday lines. To help retailers keep a pulse on where, when, and how holiday shoppers tackle their gift lists, Cardlytics shares key spends and actionable insights for merrier marketing. 

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The back-to-school shopping season accounts for nearly 20% of the spend that doesn't occur during the winter holiday season, and it continues to be one of the most critical periods for retailers to reach sales goals. Cardlytics breaks down the spend trends and tips retailers need to know to capture share in the back-to-school season.

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Grocery shoppers have increasingly differing options for how to get food on the table, and each shopper uses a variety of channels. The consumer is in control and on-demand shopper trends are having an impact on in-store purchases and shopping behavior. Cardlytics took a look at how these changes are shifting food dollars and changing the grocery marketplace.

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Restaurant marketers: you’re working hard to bring new diners in the door, but are those efforts leading to increased net sales?

If you answered, “I’m not sure,” you’re not alone. Many restaurants are successfully driving in new guests but are unaware of how quickly their existing base is “leaking” customers that don’t return. This “Leaky Bucket” effect undermines the net impact of marketers’ successful acquisition campaigns.   

By analyzing purchase data from our bank partners, Cardlytics identified key spend trends to help marketers quickly spot and fix a leaky bucket, and ultimately, grow sales.

The Leaky Bucket effect slows growth across restaurant categories

Restaurant brands are bringing in many new customers, but unfortunately, their “bucket” of current customers is leaking as fast, or even faster, than they can fill it. This is a natural industry phenomenon in which customers want choice and variety, and have hundreds of considerations in their immediate area. In the last 12 months, top restaurant brands in key categories faced major headwinds to their own growth:

• QSR: 50% of guests were new, but 53% lapsed and didn’t return to the same restaurant
• Casual Dining: 75% of guests were new, but 83% lapsed and didn’t return
• Upscale Dining: 55% of guests were new, but 57% lapsed and didn’t return

Quickly re-engage customers after their first purchase

The easiest way for restaurants to stop a leaky bucket is to drive a repeat purchase from newly acquired customers. And the sooner the better. Across top restaurants, 50% of customers make a second purchase at the same restaurant within 45 days after their first purchase. After that point, the risk of a customer lapsing significantly increases. Marketers should engage their new customers quickly and consistently to keep them coming back throughout the year.  

Use purchase insights to identify at-risk customers

Lapsed or “about-to-lapse” customers are very difficult to identify and influence. These customers haven’t been to the restaurant in some time, and mass media is not an efficient tool to reach them. At Cardlytics, we can identify and retain at-risk customers and bring back lapsed customers. Through our purchase insights, we not only understand if consumers have made a purchase at your restaurant, we can actually target consumers based on their purchase patterns across your category—driving them to your restaurant for their next dining occasion.

Cardlytics’ pay-for-performance model only charges a fee if that customer makes an actual post-advertising purchase. Forget about paying for likes, shares, impressions, or clicks…  only pay for actual purchases. Let’s work together now to build loyalty with your at-risk customers and drive overall sales.

As marketers, we know to put the needs of our customers first. Yet, we frequently still structure goals to drive purchases through distinct sales channels: in-store vs. online vs. mobile. Even with the best of intentions for an integrated approach, our marketing efforts don’t necessarily correspond to how customers actually shop. To identify the real omni opportunity available to marketers, our analytics team looked at consumer-level purchase behavior across online and in-store channels.

There is massive upside to driving omni shopping behavior – and lots of room to grow

It’s not news that consumers are relying on the convenience of shopping both online and in-store.  Our data shows that 94% of retail consumers shop both in-store and online regularly. What’s interesting is that there is a significant gap between a customer’s overall shopping behavior and their likelihood to be an omni customer at a particular retailer. It turns out that customers are rarely omni shopping with the same retailer. In fact, only 9% of customers at top retailers are omni customers with that brand, so you can see the incredible headroom that exists for marketers. It’s not that omni shopping behavior isn’t happening, it just isn’t happening enough within each retailer's properties.

Only 9% of customers at top retailers are omni customers with that brand, so you can see the incredible headroom that exists for marketers."

While retailer-specific omni behavior is stronger in some categories than others, there is still room for growth. In the apparel category, 22% of shoppers were retailer-specific omni customers, home and garden shoppers 17%, office supply shoppers 16%, and pet shoppers 13%. Customers are making omni purchases, and the marketers who are thinking about their sales channels as an “and” for their customers, and not an “or”, are reaping the rewards.

It turns out that the industry buzz around omni isn’t just hype. By evaluating where sales are happening based on actual purchase data, we see that omni customers – those who shop with a brand both online and in-store – spend significantly more. In the retail vertical alone, omni customers spend 82% more than customers who shop only in-store or only online. Converting customers from shopping in a single channel to omni can be a leading driver of loyalty and make a material difference to the bottom line.

In the retail vertical alone, omni customers spend 82% more than customers who shop only in-store or only online."

Be there throughout your customer's path to purchase

It’s critical that marketers build their campaigns with customer shopping behavior in mind in order to unlock the value of a true omni shopper. To encourage omni adoption, a consistent experience for customers throughout their purchase journey is a must, regardless of channel. As a native ad platform in banks’ digital channels, Cardlytics provides valuable cash-back offers to customers regardless of the channel through which they ultimately choose to buy. We help marketers capture the full opportunity within their own customer base by pinpointing their best omni customers (i.e., which customers are heavy omni shoppers, just not yet with that brand). We also help identify new opportunities to drive more sales from customers who are omni within their category.

Contact us today to evaluate omni consumer strategies in order to win the next sale, and the next, and the next.

Co-Founder and COO Lynne Laube to become CEO; CEO Scott Grimes to become Executive Chairman in new role

CFO David Evans to become Chief Administrative Officer in new role; SVP and Controller Andy Christiansen to become CFO

ATLANTA, GA – March 3, 2020 – Cardlytics (NASDAQ: CDLX), a purchase intelligence platform that makes marketing more relevant and measurable, today announced the creation of two new leadership roles and internal promotions for the CEO and CFO positions. Effective May 15, Cardlytics Co-Founder and COO Lynne Laube, 50, will become CEO. Cardlytics Co-Founder and CEO Scott Grimes, 57, will become Executive Chairman of the Board in a newly-created role, and John Balen, Chairman of the Cardlytics Board, will retain a leadership position on the board as Lead Independent Director at that time.

In another new role, Cardlytics CFO David Evans, 44, will become Chief Administrative Officer, reporting directly to Laube. Cardlytics SVP and Controller Andy Christiansen, 40, will become CFO. Evans and Christiansen assume their new roles on March 4.

Balen said, “On behalf of the Board, we are pleased to announce Cardlytics’ new leadership structure, including the creation of two new roles. Cardlytics has seen tremendous growth since Scott and Lynne founded the company 12 years ago. By leveraging existing leaders in new positions, we believe the company will be extremely well-positioned as it continues to scale.”

Grimes said, “I’m happy to announce these changes to our leadership team structure to prepare us for continued growth. Lynne has always been the clear choice as the next CEO, and is the right leader to further unlock the value of the unique platform we have built. David Evans will move into a broader and much-needed role as Chief Administrative Officer; and Andy Christiansen, who has served as our SVP and Controller for more than five years, is the clear choice to serve as our next Chief Financial Officer. These announcements formalize a transition that has been underway for some time as part of our long-term succession planning. I am confident in our plans and feel that these moves best position Cardlytics to execute against our significant long-term growth opportunities.”

Laube said, “I look forward to assuming the role of CEO in May, and continue to be incredibly excited about the future of Cardlytics. I am pleased to work with Scott, David, and Andy in their new roles, and as a team, we remain laser-focused on our key long-term priorities and evolving the Cardlytics platform.”

Investor Conference Call

As previously announced, Cardlytics will conduct a Fourth Quarter and Full Year 2019 Earnings Conference call at 5:00pm (ET) / 2:00pm (PT) today, March 3. To listen to the live webcast, please visit the Cardlytics Investor Relations website at http://ir.cardlytics.com/. A replay will be available.

About Cardlytics

Cardlytics (NASDAQ: CDLX) uses purchase intelligence to make marketing more relevant and measurable. We partner with financial institutions to run their banking rewards programs that promote customer loyalty and deepen banking relationships. In turn, we have a secure view into where and when consumers are spending their money. We use these insights to help marketers identify, reach, and influence likely buyers at scale, as well as measure the true sales impact of marketing campaigns. Headquartered in Atlanta, Cardlytics has offices in London, New York, San Francisco, and Visakhapatnam. Learn more at www.cardlytics.com.

Cautionary Language Concerning Forward-Looking Statements:

This press release contains "forward-looking statements" within the meaning of the "safe harbor" provisions of the Private Securities Litigation Reform Act of 1995, including the impact of the senior leadership promotions, Cardlytics continuing to scale and long-term growth opportunities. These forward-looking statements are made as of the date they were first issued and were based on current expectations, estimates, forecasts and projections as well as the beliefs and assumptions of management. Words such as "expect," "anticipate," "should," "believe," "hope," "target," "project," "goals," "estimate," "potential," "predict," "may," "will," "might," "could," "intend," or variations of these terms or the negative of these terms and similar expressions are intended to identify these forward-looking statements. Forward-looking statements are subject to a number of risks and uncertainties, many of which involve factors or circumstances that are beyond our control.

Our actual results could differ materially from those stated or implied in forward-looking statements due to a number of factors, including but not limited to: our financial performance, including our revenue, margins, costs, expenditures, growth rates and operating expenses, and our ability to sustain revenue growth, generate positive cash flow and become profitable; our substantial dependence on our Cardlytics Direct product; risks related to our substantial dependence on JPMorgan Chase Bank, National Association (“Chase”), Bank of America, National Association ("Bank of America"), Wells Fargo Bank, National Association (“Wells Fargo”) and a limited number of other financial institutions (“FIs”) partners; our ability to successfully maintain relationships with Chase, Wells Fargo and Bank of America; the amount and timing of budgets by marketers, which are affected by budget cycles, economic conditions and other factors; our ability to generate sufficient revenue to offset contractual commitments to FIs; our ability to attract new FI partners and maintain relationships with bank processors and digital banking providers; our ability to maintain relationships with marketers; our ability to adapt to changing market conditions, including our ability to adapt to changes in consumer habits, negotiate fee arrangements with new and existing FIs and retailers, and develop and launch new services and features; and other risks detailed in the “Risk Factors” section of our Form 10-K filed with the Securities and Exchange Commission on March 3, 2020 and in subsequent periodic reports that we file with the Securities and Exchange Commission. Past performance is not necessarily indicative of future results.

The forward-looking statements included in this press release represent our views as of the date of this press release. We anticipate that subsequent events and developments will cause our views to change. We undertake no intention or obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law. These forward-looking statements should not be relied upon as representing our views as of any date subsequent to the date of this press release.