CATEGORY

ENGAGEMENT

 

The Invisible Design

As part of the ninth edition of the Madrid Design Festival, I had the chance to attend “Design in use”, an exhibition created by André Ricard, one of the true pioneers of industrial design in Spain. Ricard has transformed the way products are designed by placing the user’s needs at the heart of the problem, always asking: “How can I make their life a little easier?”

The exhibition itself reflects that philosophy. There are no display stands or museum showcases. Instead, you move through a series of familiar spaces, a dining room, a kitchen, a studio, where each object sits exactly where you’d expect to find it, revealing how every design decision was made with purpose.

Ricard has spent decades designing everyday objects: the Clipper lighter, cleaning products, lamps…Things we all recognise, yet never stop to question. We simply know they work, and that they make life that bit simpler. When something works as it should, we stop noticing the object itself; we focus entirely on what we’re doing. The design fades into the background, and all that remains is the experience, one that, if it feels right, will bring people back.

As a UX designer, I found this deeply fascinating. Ricard was practising user-centred thinking long before anyone coined terms like engagement or user-first. The vocabulary didn’t exist yet, but the understanding did. He already knew what actually mattered.

The same principle plays out in digital products every day. When an employee opens their work platform because they genuinely want to. When a customer returns because a brand adds value to their life. When a student finishes a module without anyone nudging them along. That’s good design, not because it’s clever or visible, but because it adapts quietly into people’s routines and makes them work better. Ricard calls it design in use. We now call it user-centered design. Different words, same truth.

Great design ideas travel across disciplines and across decades. And real loyalty, whether to a physical product or a digital one, is the kind that goes unnoticed. The kind that simply becomes part of people’s lives, making them just a little bit better.

 

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It’s Time To Focus on the Experience

Engagement hasn’t declined so much as it has stalled, and that matters more than it might initially appear. Stagnation is easy to overlook because it rarely announces itself, instead, it shows up gradually in the background, through slowing momentum, weaker connection and a growing sense that despite repeated effort, little meaningfully changes.

The Engage for Success 2025 report reflects this reality. Engagement levels remain broadly flat, inclusion gaps continue to widen and despite sustained investment in listening approaches, many organisations still struggle to convert feedback into visible and meaningful action. Most employees are not asking for more mechanisms to share their views, they are looking for evidence that their voice leads to change.

At the centre of the report are four established drivers of engagement: a clear strategic narrative that gives people direction and purpose, managers who lead with consistency and humanity, a genuine employee voice that influences decisions rather than merely informing them, and organisations that deliver on what they say they will do. These are not new ideas and there is little disagreement about their importance. The challenge lies in consistent execution rather than conceptual understanding.

Where organisations tend to fall short is in sustaining the principles over time. Feedback is often collected with good intent, analysed carefully and  shared across the organisation, yet the loop frequently ends without employees seeing what has changed as a result. Over time, this creates a subtle but significant erosion of trust, as people begin to question whether speaking up makes any real difference.

This is where belonging becomes particularly important. The report reinforces what many in employee experience already observe: engagement is increasingly shaped by whether people feel they truly belong within their team and organisation. When belonging is strong, individuals are more likely to contribute energy, commitment and ideas. When it is weak, even well-designed initiatives struggle to create meaningful impact.

It is therefore useful to understand engagement not as an intervention or programme, but as a response to the everyday experience of work. It is formed through the accumulation of consistent, ordinary moments: whether people feel trusted to do their work, whether managers provide steady and supportive leadership, whether recognition feels genuine and timely, whether individuals can clearly connect their work to organisational purpose, and whether they feel able to speak up, develop and progress.

From this perspective, engagement is not a standalone goal but an outcome of how work is experienced in practice.

For those working in employee experience, this shifts the focus away from engagement as a metric to be improved and towards the design of work itself. The key question becomes whether the conditions of work consistently enable people to perform at their best. That includes whether managers are properly equipped to lead, whether feedback loops are closed transparently, whether hybrid and dispersed teams remain connected and whether employees continue to feel a sense of pride and meaning in what they do.

The central challenge highlighted by the data is not a lack of knowledge or intent, but a lack of consistency in execution. Until organisations address that gap, engagement will remain something they measure, rather than something people reliably experience.

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Loyalty in Uncertain Times: Why Customer Engagement Matters More Than Ever

The UK high street and hospitality sectors are once again facing a period of economic uncertainty.

Several established brands and household names are closing stores or disappearing from the high street entirely. Brands such as River Island, BrewDog, QUIZ Clothing, GAME, Revolution and TGI Friday’s have all made headlines in recent months, and these stories are becoming increasingly common.

For employees, communities and customers, these closures are about more than business performance. They represent jobs, memories and long-standing institutions that have shaped the British high street for decades.

From a personal perspective, these are brands I’ve connected with as a customer, partnered with professionally, or even worked for (if we include a short period at GAME during my university days.)

While it may be tempting to point to a single cause, the reality is more complex. Businesses are navigating a combination of economic pressure, structural industry shifts and rapidly evolving consumer expectations.

So how can brands respond and position themselves for long-term success?

 

A Challenging Economic Landscape

Consumer-facing industries are currently operating in one of the most challenging environments in recent years.

Operational, staffing and rental costs continue to rise. At the same time, global uncertainty, including geopolitical tensions, tariffs and supply chain disruption, is driving volatility in energy prices and logistics.

Meanwhile, many households are still feeling the effects of the cost-of-living crisis. As disposable income tightens, consumers are becoming more intentional in their purchasing decisions. They are comparing options more carefully, prioritising value, and increasingly choosing brands they trust. More importantly, this doesn’t mean consumers stop spending, it means spending becomes more deliberate.

So how does this effect marketers in particular?

Reduced Marketing Budgets

As costs increase and revenues come under pressure, marketing budgets are often one of the first areas to be reduced.

Marketers are now expected to deliver stronger results with fewer resources, while every investment decision faces increased scrutiny.

As one senior marketer recently told me: “Every pound is now a prisoner.”

Changing Customer Expectations

Consumers still want to shop, dine and enjoy experiences, but they are becoming more selective.

Today’s customers prioritise brands that feel reliable, trustworthy and worth the investment.

For marketers, this means that simply increasing promotions or discounting is no longer enough. Customers are not just looking for lower prices, they are looking for confidence in their choices.

Rising Cost of Customer Acquisition

The cost of acquiring new customers continues to increase.

Paid search, social media advertising and digital channels are more competitive than ever. At the same time, privacy regulations, cookie restrictions and evolving algorithms are making targeting and attribution more complex.

As a result, many organisations are seeing steadily rising customer acquisition costs (CAC).

In this environment, growth strategies that rely heavily on acquisition are becoming less sustainable. Instead, brands must focus on maximising the value of existing customers.

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Why Customer Loyalty and Engagement Matter More Than Ever

This is where customer loyalty programmes and engagement strategies become critical.

While loyalty initiatives are not a guaranteed solution to economic challenges, they can play a significant role in strengthening relationships between brands and their customers.

Customers who feel recognised, valued and understood behave differently. They are more likely to:

  • Make repeat purchases
  • Recommend the brand
  • Stay loyal even during price increases or economic downturns

At its core, customer loyalty is not just about points, rewards or discounts. It is about building emotional connection, trust and long-term relationships.

During periods of economic uncertainty, these factors become a powerful competitive advantage.

While customer acquisition remains important, customer retention and engagement provide a more stable and predictable revenue foundation.

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How Brands Can Strengthen Customer Engagement Today

While businesses cannot control external economic conditions, they can control how they engage with their customers.

Here are four key focus areas:

  1. Build Stronger Customer Relationships: Deepening relationships with existing customers should be a top priority. This includes, delivering more relevant and personalised communication, recognising and rewarding loyal customers and creating meaningful, non-transactional engagement.
  2. Clearly Communicate Value: In uncertain times, clarity is essential. Customers respond to simple, transparent value propositions. Loyalty programmes and rewards should be easy to understand and genuinely beneficial.
  3. Leverage First-Party Customer Data: First-party data is becoming increasingly valuable in a privacy-first world. Brands that understand their most valuable customers, and what drives their behaviour, can allocate marketing spend more effectively and deliver more personalised experiences.
  4. Invest in Employee Engagement: Employee experience has a direct impact on customer experience. Empowered, engaged employees are more likely to deliver the level of service that builds trust and long-term loyalty.

While brands cannot control economic uncertainty, they can control how they invest in relationships. For many organisations, this means placing greater emphasis on customer engagement, loyalty and retention strategies. When consumers are spending more carefully, trust, recognition and emotional connection often determine where they choose to spend.

The brands that invest in these relationships today will be the ones best positioned to navigate the uncertainty of tomorrow.

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We’re here to help 

Every brand is different. The most effective customer loyalty and engagement strategies are never one-size-fits-all,  they should reflect your brand’s goals, values and audience expectations.

At Motivait, we specialise in delivering complex, omnichannel and multinational loyalty and engagement solutions.

If you’re exploring how to strengthen your customer engagement strategy, we’d love to start a conversation.

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The “Special” Relationship: Why Customer Experience Depends on Employee Engagement

Reflections from the Panel

The connection between Employee Experience (EX) and Customer Experience (CX) is often discussed, yet rarely fully understood. Across sectors – from hospitality and sports to financial services and transport -leaders are discovering a simple truth: investing in employees isn’t just about engagement. It directly impacts the quality, consistency and emotional resonance of the experiences customers receive.

Drawing on insights from industry leaders, several key themes illuminate how EX drives CX, and how organisations that prioritise their people ultimately enhance the experience of everyone they engage with.

Read the full article to find out more:

Reflections from the panel. How employee engagement shapes customer experience. Read the full article

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Protecting Customer Information Builds Real Loyalty

Loyalty programmes are more than points and rewards – they’re about people. Every time someone interacts with a brand, they’re sharing something personal: their preferences, shopping habits and contact details. How a brand handles that information directly shapes whether the customer will stay engaged or walk away.   

In today’s digital environment, where breaches and cyberattacks happen all too often, protecting personal information isn’t just about ticking a box, it’s about giving people confidence that their data is safe and showing them that their privacy and needs are taken seriously.  

Trust is fragile and data plays a big role 

Customers are more aware than ever of how their information is used. We are increasingly suspicious of cookies, targeted advertising, and the ways our browsing habits are tracked. While personalised offerings can be valuable, it’s uncomfortable to feel constantly watched. 

So then, news of a single breach or misuse of data can quickly erode years of brand credibility. We’ve seen brands loose customer confidence overnight because personal details were exposed, sold without consent or handled carelessly.  

On the other hand, brands that are transparent about how they collect and protect data often see the opposite effect. When customers understand why information is being collected and feel confident it’s being handled responsibly, trust deepens. That trust becomes a foundation for long-term loyalty, not just repeat transactions.   

What customers expect from brands today  

Modern customers don’t expect perfection, but they do expect responsibility. When it comes to loyalty programmes and customer data, people increasingly look for: 

  • Transparency: Clear communication about what data is collected and how it’s used  
  • Control: The ability to manage preferences or opt out without friction  
  • Security: Strong systems that protect personal information in the background 
  • Perceived Value: A clear benefit in exchange for sharing data, such as relevant offers or improved experiences. 

 

Why giving customers a safe space pays off 

When customers feel their information is respected and protected, it has measurable impact:

Why your technology partner matters

Protecting customer data isn’t just about having the right policies in place – it’s about the technology that supports them. Loyalty platforms need to be designed with security and privacy built in. 

Our approach focuses on creating loyalty solutions that keep information secure, respect customer privacy and help brands build meaningful, long-term connections. When the technology works quietly and securely in the background, brands can focus on what matters most: delivering value and strengthening relationships. 

Want to learn more?

Watch our video on what brands need to get right
to make customers feel safe sharing their data.    

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How to Turn Customers into Brand Ambassadors: The 6 Stages of the Customer Journey

Explore the interactive carousel to learn more about each phase of the customer journey: click on each stage to discover how your brand can support, nurture, and strengthen customer loyalty every step of the way.

From the first point of contact to becoming true brand ambassadors, the most successful companies focus on designing memorable customer experiences, creating inspiring environments, and evoking meaningful emotions that build engagement and long-term loyalty. 

Below, we explore the key stages of the customer journey, a process that transforms consumers into genuine brand advocates: 

  1. Awareness – Capture the attention of your target audience and make a great first impression. 
  2. Consideration – Provide value, relevant content, and trust to influence the purchase decision. 
  3. Enrolment – Turn interest into commitment through a seamless and consistent experience. 
  4. Participation – Foster ongoing interaction through personalized experiences and valuable content. 
  5. Retention – Strengthen the customer relationship with continuous value, recognition, and effective communication. 
  6. Advocacy – Inspire satisfied customers to share their experiences and recommend the brand. 

Each of these stages plays a key role in building lasting relationships, helping brands evolve from simple interactions to authentic and sustainable connections. 

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Does Black Friday Create Loyal Customers – or Just Expensive One-Time Buyers?

Every year, retailers invest huge budgets into Black Friday and Cyber Monday (BFCM) campaigns, offering steep discounts to drive a surge of sales. But as the dust settles in January, one question always lingers: do these seasonal promotions actually build long-term customer loyalty, or are they just an expensive way to buy short-term attention? 

In 2024, the UK retail saw some clear, positive shifts. Payment data revealed transactions over Black Friday weekend were up nearly 10% year-on-year, and online sales during “Black November” increased by around 3% compared with 2023. Fashion in particular performed well, with December clothing volumes growing 4.4% year-on-year.  

But behind the headlines, a familiar challenge remains, customers acquired during BFCM often show lower lifetime value (LTV) than those acquired at other times of the year. Thes shoppers tend to be more price-driven than brand-driven – leaving retailers with the challenge of turning bargain hunters into repeat, loyal customers.

Turning Black Friday Buyers Into Loyal Customers 

So how can retailers retain the customers they worked so hard (and spent so much) to acquire during Black Friday and Cyber Monday? 

The good news is that many of these shoppers can become loyal customers – if brands have the right retention strategies in place. For example, analysis has indicated that loyalty programme enrolments can jump over 100% BFCM compared to a typical weekend. This proves that peak trading periods aren’t just about discounts: they’re also prime opportunities to build lasting relationships. 

But here’s the catch: while 80% of UK shoppers are members of at least one loyalty programme, fewer than half use them actively. Simply signing a customer up isn’t enough; the real challenge is to keep them engaged. 

Beyond Discounts: Building Engagement and Advocacy 

For retailers and fashion brands, the focus needs to shift from transactional loyalty to emotional loyalty – from rewarding spend to building advocacy. That means using loyalty programmes not as coupon books, but as a platform to: 

  • Personalise experiences: Surveys show that around a quarter of UK consumers say they feel more loyal to brands that personalise their Black Friday marketing. Relevant product recommendations, targeted rewards, and tailored content are all crucial to turning one-time buyers into repeat spenders.
  • Surprise and delight: Incentives don’t always need to be discounts. Early access to collections, exclusive events, or gamified rewards can excite customers and build emotional connection.
  • Build brand advocacy: Encourage customers to become part of the brand story – through social sharing, reviews, referrals, and community engagement. Advocacy builds a stickiness that discounts alone cannot achieve.

The reality is that customers acquired through discount-driven campaigns may start with a weaker brand connection. But with the right mix of personalisation, loyalty mechanics and emotional engagement, retailers can still nurture them into long-term advocates who return far beyond Cyber Week. 

Where to Go From Here 

Discounts may capture attention, but loyalty builds longevity. The brands that thrive beyond this year’s peak period won’t just count how many orders they captured during Black Friday – they’ll measure how many of those customers are still active months later. 

 

To dive deeper into how brands can build advocacy and emotional loyalty in the digital age, download our latest whitepaper

 

 

Sources:  

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Between the posts: What Football Taught Me About Employee Engagement

Earlier in my life, I spent countless hours between the posts as a goalkeeper, dreaming of becoming a professional footballer. That dream didn’t quite materialise, but I was fortunate to enjoy playing the game at a decent level for many years. 

Football back then wasn’t glamorous. Training twice a week in the evenings, often on muddy pitches in wind, rain and cold was tough, but it was a huge part of my life. 

Looking back, those years taught me some of my most valuable lessons about people, teamwork and what we now call employee engagement. 

Discipline

Football demanded discipline. Showing up for training, pushing through pre-season pain, following tactics and picking yourself up quickly after a poor result or performance. The same consistency is essential in the workplace. Employees engage more when leaders create an environment where people understand the vision, know what’s expected and trust that standards are applied fairly. Consistency builds trust and trust fuels engagement.  

Teamwork

As a goalkeeper, you can’t win a match on your own. I relied on defenders to protect me, midfielders to dictate play and forwards to score most of the goals. Every role mattered, even if it wasn’t in the spotlight. Engagement in the workplace works the same way: it flourishes when people feel their contribution is valued and can see how their work connects to a shared purpose. If even one part of the team feels isolated or undervalued, overall performance can suffer. 

Voice

It wasn’t just about making saves and keeping the ball out of the net. From my position on the pitch, I had a unique view of the game. I could see the runs opponents were making or the space our defenders were leaving open. It was my job to communicate, guide and keep the team alert, sometimes making the difference between winning and losing. The same applies at work: the people closest to the action often see the risks or opportunities first. The best leaders listen, involve and empower their people to speak up. 

Leadership

One thing that really stayed with me was the impact of the manager, coaches and captain. It wasn’t just about setting the tactics, they inspired us to be our best, encouraged every player and led by example. Watching how they motivated the team showed me that engagement is contagious. When people feel supported, respected and guided by someone they trust, they step up, take ownership and deliver their best. 

As my career progressed, these lessons stayed with me. I helped set up employee-led teams who took the initiative to identify and solve their own challenges. Seeing people take ownership, bring energy to ideas, deliver solutions and grow their skills reminded me of those moments on the pitch when everything clicked and everyone played their part. 

 

 

For me, employee engagement has never been about a programme or a survey. It’s about creating the conditions where people feel valued, supported and challenged; where they care about the mission and understand their role in achieving it. Just like in football, engagement doesn’t guarantee victory, but it gives the team the best chance to succeed. 

That’s why I’m still so passionate about employee engagement and the impact it can have on the world of work. Whether on the pitch or in an organisation, success comes when people are involved, committed and inspired to play their part. 

What lessons have you learned from sport or other interests outside work that have shaped how you create an effective working environment? 

 

 Looking to transform your employee engagement strategy?

Download our detailed report or speak to our team

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Turn Shoppers into Brand Advocates: Seven Customer Engagement Strategies That Deliver Results

In Retail, Experience Is Everything

Let’s be honest: products can be copied. Prices can be undercut. But the one thing no competitor can replicate? The relationship you build with your customer.   

In 2025, customer engagement isn’t a “nice-to-have”, it’s your growth engine. The most successful brands are the ones who connect, listen, and show up for their customers, consistently.  

So if you’re still thinking in terms of transactions, it’s time to shift the mindset. This isn’t about selling more; it’s about building a brand people believe in.  

“Engaged customers drive 51% more revenue and spend 23% more over their lifetime”. (Gallup)

Why Engagement Pays Off

 

 

7 Strategies to Strengthen Customer Engagement

 

1. Personalise the customer experience 

Customers expect personalised, relevant communications. Leverage customer data to tailor product recommendations, content and messaging across all channels.  

Done well, personalisation makes the customer feel understood, valued and more likely to return. 

 

2. Design a loyalty programme that goes beyond points

Modern loyalty programmes must deliver more than discounts. Think exclusive rewards, early access, VIP events, and experiential benefits that create emotional value. 

A smart loyalty programme also provides valuable behavioural data that can inform wider engagement strategies. 

 

3. Make social media a dialogue

Social platforms are an ideal space for two-way communication. Use them to build relationships, not just promote products. 

Encourage customer interaction through polls, questions, live Q&As, and user-generated content. Acknowledge comments and feedback promptly and authentically. 

4. Use technology to enhance (not replace) the experience

Digital tools can transform the customer journey. Examples include: 

  • Virtual try-ons and augmented reality
  • In-store tablets and interactive displays
  • Personalised mobile apps
  • Gamified loyalty experiences

These tools should bridge the physical and digital experience, offering convenience, consistency, and deeper engagement. 

 

5. Empower customer service to build loyalty

Customer service is often the most human part of your brand, and it matters deeply. 

Train teams to respond quickly, empathetically, and consistently across channels. A well-handled issue can often build more trust than a routine transaction. 

 

6. Transform retail spaces into experiences 

Physical retail is still vital, but it must evolve. Consumers expect more than shelves and checkouts. 

Create spaces that tell your brand story, invite discovery, and offer immersive experiences. Host events, workshops or product demonstrations. Make your store a destination, not just a location.

 

7. Refine email marketing with value and segmentation 

Email remains one of the highest-performing engagement channels, when done right. 

Use segmentation to deliver relevant, timely and personalised content. Focus on delivering value, whether that’s exclusive access, helpful insights or tailored offers, rather than simply driving sales.

 

Small Steps, Significant Gains

Customer engagement isn’t a one-off campaign; it’s a long-term mindset. Start with one or two of the strategies above and build from there. 

The brands that win in modern retail are those that connect emotionally, not just commercially. When customers feel recognised and valued, they stay loyal, and they spread the word. 

 

Looking to transform your customer engagement strategy?

Download our detailed report or speak to our team

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