In 1963, Consumer Value Stores was founded in Lowell, MA, providing customers with health and beauty products. The company name changed to CVS by the end of its first year in business, and by 1967, pharmacies began to appear within its stores. The brand focused on healthcare, and huge growth followed through multiple acquisitions and the establishment of new locations.
In the early 2000s, CVS Pharmacy launched ExtraCare®, its first loyalty program, and experienced much success in the loyalty space. By 2018, the brand acquired Aetna, and this development supercharged and accelerated CVS’ goal of helping customers with health and wellness goals. CarePass® — the brand’s premium program — was launched in 2019, driving loyalty efforts and creating more convenience for shoppers, and in December 2023, the brand scaled same-day delivery nationwide.
Mark Johnson, CEO of Loyalty360, spoke with Zach Dennett, Vice President of Loyalty, Omnichannel and Hispanic Formats, CVS Health, about the brand’s premium customer loyalty program tier, customers engaging with the brand digitally before shopping in-store, and how the customer experience should be personalized, but not overtly obvious.
Read the full article on Loyalty360 here: https://loyalty360.org/content-gallery/in-depth-exclusives/cvs-pharmacy-evolving-customer-loyalty-programs-and-creating-a-more-convenient-customer-experience
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Episode Transcript
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Speaker 1 (00:05):
Good afternoon, good morning.
This is Mark Johnson fromloyalty 360.
Everyone's happy, safe and well.
I want to welcome you back toanother edition of our Leaders
in Customer Loyalty series,where we speak with leading
brands about what they areseeing and hearing on the front
lines of customer and channeland brand loyalty.
Today we have the pleasure ofspeaking with Zach Dennett.
He's the vice president ofloyalty, omni Channel and
Hispanic formats at CVS Health.
(00:26):
Welcome, zach.
Thank you for joining us.
Mark, great to be here andthank you for inviting me on.
Absolutely thank you for takingthe time to speak with us today.
First off, can you tell us abit more about yourself, your
role with CVS and maybe a funfact or passion you have outside
of work?
Speaker 2 (00:44):
Sure.
So personally, I live in NewYork with my wife and two kids
and I'm calling to you from ourNew York office.
Professionally, I'm at CVS forabout a year and a half where I
have the great privilege ofworking with, as you said, the
loyalty team, the Omni Channelteam and our Hispanic Center of
Excellence.
My background is a mixture ofbig company and startups.
(01:06):
I was at one of the earlyemployees at Jetcom, which was a
lot of fun, and we grew that,and then Walmart acquired us.
Was that Walmart?
For a while.
Then I left to be the USco-founder of a company called
Joker where we were doing ultrarapid delivery 15 minute
delivery for groceries in NewYork and Boston.
Okay, excellent, fun fact, Iguess.
(01:29):
When I was a kid I alwayswanted to be an inventor and I
really believed I was going tobe a great inventor, and one of
the things I was always tryingto invent was conveyor belts,
because my mom wanted me toclear the table and I tried to
make conveyor belts so Iwouldn't have to do it, but
never worked, never had asuccessful conveyor belt.
But it is pretty fun that nowthat I get to be in this world I
(01:51):
have my name on a couplepatents, and I'm getting to work
every day with engineeringteams and tech teams and loyalty
teams which are actually doingthings that are patentable.
So it'd be kind of fun if Icould go back and tell my little
self that yes, actually youwill be an inventor but not the
conveyor belt.
So you think you're going to bedoing.
Speaker 1 (02:06):
Okay, interesting, great to have your name on a
couple patents.
That's something to be veryproud of.
For sure, when you look at CVS,everyone's familiar with CVS.
But for those who may not befamiliar, can you give us a
brief overview of CVS where youwere founded, how, the focus,
maybe the vision, for theorganization going forward?
Speaker 2 (02:26):
Sure, absolutely.
And, mark, it's funny as I wasa year and a half in CVS.
As I was coming on I actuallyread and listened to a lot of
the stuff you guys have done.
So you probably could do thehistory of the loyalty program
at CVS at least as well as I can, but I'll take it a stab and
you correct me if I get anythingwrong.
So CVS started as the consumervalue store, and that was in
1963.
(02:47):
A year later they shortened itto CVS and it's been CVS since.
It wasn't until a couple yearslater, actually, that CVS
started with the pharmacy.
So 1967 pharmacies came aroundNext couple decades, huge growth
as CVS, as a pharmacy andfocused on healthcare, started
growing and then, right aroundearly 2000s, we launched
(03:09):
ExtraCare, our loyalty program,and that really was, I think, a
wild success and quite early inthe loyalty space.
I can maybe a couple of theother key things to highlight
won't do the full history, but2014 to 2016, cvs removed
tobacco.
(03:29):
I think we're extremely proudof the fact that as a healthcare
company, we are takingourselves seriously and not
selling tobacco.
2018, we acquired Aetna andthat really kind of supercharged
and accelerated our goal ofhelping customers on their
health and wellness mission andreally trying to figure out how
do we drive health and wellness.
And I guess, on loyalty, 2019,carepass was launched.
(03:53):
That was our paid loyaltyprogram and really drove and
helped with convenience.
So you know kind of super fastforward through it.
You know many decades, a coupleof things to keep in mind and
that'll be the last couple ofmonths, because I like that
history a lot.
Cvs, I think, is really focusedon health and convenience and
(04:17):
when you think about it over themultiple decades, cvs has
really reinvented what it meansto be convenient over and over.
So when I launched, having alocal store that could do what
you needed right there.
That was extremely convenient.
And then we've since continuedto iterate and figure out how do
we make things more and moreconvenient for our customer as
they're managing their health.
And then just a couple of weeksago, beginning of January, we
(04:38):
merged all of our loyaltyprograms.
So now, rather than having lotsof names, we're down to one
name with two tiers.
So there's extra care and nowCarePass is called extra care
plus.
Speaker 1 (04:48):
Okay, excellent.
So when you combine theseprograms I know you recently
announced that, as you mentionedhow have you evolved the
loyalty program, based onconsumer feedback, to create
these two membership tiers?
How do you evolve it?
How do you look at the programnow that you've made some of the
(05:09):
changes?
Yeah, mark, it's a goodquestion.
Speaker 2 (05:12):
So at one point we actually had four different
names for the loyalty programs.
There was Beauty Club, therewas Pharmacy Health Rewards,
there was Extra Care and therewas CarePass.
And it actually made a lot ofsense with what we were trying
to do at the time.
But come kind of 2023, westarted hearing that customers
(05:33):
were finding a lot of value.
But when you say, all right,the kind of the simplest way
that we can really make it clearto customers is to put as much
as we can all of the freeprograms, we'll just call Extra
Care, and then the paid programwe'll call Extra Care Plus.
Okay, and while we were at it,we said let's make the programs
a little better.
(05:54):
So Extra Care, we said, allright, you now will earn your
rewards at the pharmacy faster.
We accelerated the earningsthere.
And Extra Care Plus we addedfree same-day delivery.
Speaker 1 (06:05):
So when you look at the kind, of evolving of the
program.
It's a big focus within ourmember community.
Looking at the customer valueproposition, looking at the tier
proposition, are the rewards ofcontent, the engagement, right?
So how did you go through thisprocess of understanding or,
sort of say, looking at theprogram as it existed and
developing the attributes orbenefits that would make it more
(06:28):
relevant, more engaging withthe customers?
Speaker 2 (06:31):
Yeah, we spend a lot of time thinking about not what
do customers want out of theirloyalty program, but what do
customers want out of theirshopping, out of their
experience with the retail.
And then how can we like, wheredoes it make sense for us to
use the loyalty program to helpwith that?
(06:51):
So, if you think about it, oneof the things that the CVS
customer really wants isconvenience.
So we thought really hard aboutwhich are the areas where we
can lean into and make sure thatwe are helping with convenience
(07:12):
.
So that is the personalization,that's the right coupons, that
search, that knows you, etcetera.
We can talk more about that ina second.
Then, obviously, with ExtraCarePlus, when you think about
convenience not having to leaveyour house, getting things
delivered for free same daythat's pretty convenient and
obviously ExtraCare has hugeamounts of incremental value as
(07:35):
well.
Speaker 1 (07:35):
So we thought a lot about all right.
Speaker 2 (07:37):
The customer wants convenience.
How can we add convenience?
We think a lot about thecustomer wants value and
obviously I mean you know superwell how we're using the
personalized coupons, thepersonalized deals to really
drive value in the loyaltyprogram.
And then one of the things thatwe're working on really hard at
the moment then we'll besharing more is the CVS customer
(07:58):
is interested in managing theirhealth and wellness journey and
we are thinking very hard abouthow can we help them manage
their health and wellnessjourney and how can they manage
their health in a way that theywant with the loyalty program.
So think about kind of health,health authority, convenience
and value and then we figure outwhat can we do in the loyalty
(08:21):
program to make those.
Does that answer that question?
Speaker 1 (08:23):
Yeah, absolutely, and I think it's an interesting
idea.
Many brands are focused onsustainability, accountability.
They want to be the bestversion of themselves for their
customers, and focusing onhealth and wellness is one of
those areas that brands have alaser focus on.
But measuring health andwellness can be somewhat of a
challenge.
Right, I know there's somegrocery programs out there that
(08:45):
reward you for buying healthyproducts or services.
How do you look at measuringthe health and wellness journey?
Because, at the end of the day,even with those Zempik and some
of the other drugs that are outthere, we still have a very
health challenged society.
I think it's growing more andmore health challenge correct.
So how do you use the programto drive that behavior change in
(09:06):
the program that everyone needs?
Speaker 2 (09:09):
Yeah, and let's be very clear we want to partner
with customers on their healthjourney.
We don't want to somehow be somesort of figure who's telling
you how to live.
So my goal is not to tell youthat you're making bad decisions
.
My goal is to help you andpower you on the decisions you
(09:29):
want to make, and CVS is in apretty great place to do that,
obviously with our heroes ofhealth and not just.
You know, when you think CVS,don't think just CVS front store
, but also think some of our newprograms, like Oak Street, our
senior clinics, think some ofour in-home, some of our in-home
(09:49):
medical systems.
But the question is how can we,kind of moving back to the
front store, how can we reallyhelp you with the content we're
able to deliver digitally, withthe authority we're able to
generate and how we merchandiseand how we think about products
and how we bring trends, evenproducts, to market?
(10:10):
How can we really help you onyour health journey?
And then we're also constantlyplaying with ideas that may or
may not be good, but we'retesting and seeing what
customers are.
Speaker 1 (10:21):
And a lot of that too can be potentially leveraged
with the CPG community as well,because obviously they want to
have healthier customers, so theright products and the right
channel to the right customercould help as well, correct?
Speaker 2 (10:35):
Yeah, it's a good point you make.
Health is one of those that's awin-win-win Like.
There's no stakeholder who'ssaying we want less healthy
customers, right?
So, yeah, we need to partnerwith CPGs.
I think everyone is obviouslyno one is opposed to health.
It's a great point, absolutely.
Speaker 1 (10:51):
Okay, when you look at the ExtraCare Plus, the
premium tier for the programs,many programs are looking at or
considering launching asubscription or premium loyalty
program.
What motivates customers tojoin at the premium level?
How do you keep those customersengaged in the long term and
what are some of thedifferentiating values for that
(11:13):
additional tier?
Speaker 2 (11:14):
Yeah, it's funny.
Again kind of anecdote from thestore.
I was in a store in NorthCarolina and I was at the front
desk and listening to one of thecolleagues there a great
colleague telling people aboutthe pay loyalty system and he
(11:37):
was saying to the customer youknow it's great.
It's $5 a month, you get freesame-day delivery, you get free
prescription delivery, you get20% off your CVS HealthBand
products and you get $10 a monthand extra bucks to spend at the
store.
And the customer kind of lookedat him and said, like that
(11:57):
sounds too good to be true.
Are you sure you got all ofthat right?
Yeah, no, that's it.
So when you think about thatvalue proposition that I just
said, anyone who is kind ofmaking a rational decision
immediately thinks that valueprops amazing, right For $5, I
have $10 to spend at the store,I get free delivery, etc.
So the paid program, in terms ofthe actual benefits we've been
(12:21):
able to put in, really reallykeeps customers engaged.
If your face old expression isasking me all right, are you
sure that this was a good idea?
Because it sounds too good tobe true, the answer is yes and
what we see is that customerswho have this get more and more
engaged in the CVS ecosystem andas they get great experiences
(12:45):
and as they get the value thatthey're getting and the
convenience, it's this nicevirtuous cycle where they shop
more because they're happy andthey stay and they become a very
valuable customer.
So the customer lifetime valueworks out quite nicely.
Speaker 1 (13:00):
Okay, absolutely.
When you look at the voice ofthe customer, it seems to have
an integral role in the kind ofthe journey you're going through
as a brand right being able tolisten, to understand what the
customers may or may not have aninterest in.
And how do you develop some ofthose offerings from a content
or offer optimization orpersonalization perspective?
How do you envision continuingto use the voice of the customer
(13:25):
approach for the program goingforward?
Speaker 2 (13:30):
Voice of the customer is really important, but at CVS
we take it pretty seriously andwe have a real focus on making
sure that voice of the customeris not a group in the corner
that's going to do somethingelse, but instead voice of the
customer is really integral forhow we do everything.
How do we do that?
(13:50):
How do we actually execute thatwe?
obviously have a huge amount ofdata, 18 million pieces of
feedback or something of thatnature from a Rondalia platform
each year, a huge amount ofinformation from the call center
, from the colleagues, and thenwe all in the merchandising team
make a big point of working instores because you can read as
(14:12):
much as you want, but it isreally important to actually
talk to customers, and theanecdotes and talking to an
individual customer really helpsyou get the color and reinforce
what you're seeing in the data.
There's another thing that we doon my team.
For a while I had the callcenter pulling a call every week
(14:34):
and maybe it was generally abad call that had an opportunity
or something we could do better, and we would start Monday
morning by listening to thatcall as a group.
So by the time you're lookingat the data and you're in store
and you're listening to actualspecific calls that we pulled,
(14:57):
you really start understandingwhat the customer is asking.
And it's hard, of course,because the CVS customer is all
of America.
We basically have a largepercentage of the total
households shopping at ourstores.
Speaker 1 (15:10):
Okay, when you look at technology, it plays a big
role in the customer loyaltylandscape, both for the customer
internally, the number ofdifferent stakeholders, and we
actually have an analyst processsimilar to the other two
entities out there, a littledifferent, but brands are really
challenged.
Brands are moving from providerto provider now or they're
(15:32):
looking for an agency to helpthem understand technology.
So, when you look at extra careand extra care plus, how are
members leveraging differenttechnologies CVS pharmacy app to
potentially create uniqueengagement with them, because
technology is front and centerin this customer engagement.
Customer experience discussion.
Speaker 2 (15:54):
Yeah, so with EP.
What's interesting, of course,is as we think about technology.
The CBS app has gottendramatically better over the
last year and a half.
The tech teams did an amazingjob of free platforming and the
(16:15):
app really looks quite nice.
Make sure you have the latestversions, because we're rolling
out some pretty exciting newchanges.
But when you talk abouttechnology, you're talking about
the customer experience,correct.
Speaker 1 (16:31):
What Making that seamless correct?
So having that seamlesscustomer experience can be a big
challenge, correct?
Because having the technologywork in a way that allows
personalization to scale thatwhole idea knowing me as a
customer, which we hear is thateuphemistically is very
important today Getting that towork can be an Augean challenge
(16:53):
for sure.
Yeah, now, mark, it's a goodplace to point you, mark.
Speaker 2 (16:56):
So maybe a couple of thoughts.
When I joined the company, Iwas told my title was going to
be on the channel.
I said, oh, I thought I wasjoining as digital.
And they said, no, no, no, it'son the channel, make sure you
get that right.
And as I started learning, Iactually understood why.
So the digital P&L at CBS isquite big and growing really
(17:16):
fast and super important.
These are customers who checkout on the app and buy things
digitally, but it actually istiny compared to the percentage
of customers who are using ourdigital assets to enable their
shopping, and a really stunningpercentage of our total sales
come from customers who areengaging with us digitally
(17:37):
before they come shop, andwhether that is to figure out
what's on sale, to look forpersonal coupons, to look for
details about the store, etc.
What we find is that we have anincredible influence from the
app, from the web, in terms ofwhat happens in store, and we
(17:58):
track that pretty carefully.
Actually, when we look at ourfinancials as an army channel
and loyalty business, we'reactually able to track a lot of
the digital, the front storesales as directly a link to
people who were on the app.
The key thing that we thinkabout is making it as easy as
possible, because if what we'rereally trying to do is push
(18:20):
convenience and Mark, you haveto log in and say you forgot
your password, and you have todo that.
You're never going to do it.
So we really really are focusedon how do we remove every
barrier.
So it's just an absolute joy touse.
Okay.
Speaker 1 (18:35):
Excellent.
So when you look atpersonalization, mentioned that
it's very important for ourbrands today being able to do it
at scale.
When you look atpersonalization for CVS, how
important is leveraging theinsights and data that you have
to impact personalization andyou see potential changes from
(18:57):
customers on how they want to becommunicated with.
That may impact yourpersonalization efforts.
Speaker 2 (19:04):
One of the key things we think about on
personalization is that itshould be personalized.
But it shouldn't hit you overthe head that it is personalized
.
So let me give an example.
If I search for toothpaste onCVS, crest should show up first
because I buy Crest 3D whiteradiament.
(19:24):
That's the toothpaste I buy,right?
So that should always show upfirst.
If my brother searches, heshould get cold gate optic white
because that happens to be theone he uses.
And neither of us should see aflashing light that says like
congratulations, this is apersonalized search.
We both search for toothpaste.
Similarly, with the offers whenyou shop, you should get offers
(19:47):
on the receipt, posttransaction on your card that
you say, wow, cvs has amazingdeals on the things I want and
we don't need to hit you overthe head with these are for you.
It's that.
So, yeah, we have.
I think actually the team thatthe personalization team is
doing really a great job ofusing the shopping data, using
(20:08):
our understanding of eachindividual customer To be able
to throw it into the machinelearning algorithms and really
actually do quite a tailored jobof getting that personalized.
Okay, we also we also, ofcourse, let the customer decide.
So we are really intent oncustomers can opt in and out for
what they want.
They can really control how weuse the data.
(20:28):
We need to show them value forwhat we're doing in terms of how
we use the data.
We never, ever, sell it tothird parties.
Speaker 1 (20:37):
Okay absolutely, and I think being a steward of data
is very important.
We did a research paper lastyear on privacy, driven by the
brand community.
It's very interesting howbrands are looking at privacy,
how they're impacting, or how itcould impact or is impacting,
their customer marketing efforts.
So that's a concern as well notonly being stewards but making
(20:57):
sure you're compliant with theever changing landscape of
legislation that's kind of goingon throughout the organization,
the country should, I say.
Speaker 2 (21:06):
Yeah, we're, yeah, great with you.
We are strongly, strongly,strongly of that view that we
need to be great stewards, andwe look at other programs.
Speaker 1 (21:16):
Are there other programs that you admire from a
customer loyalty perspective?
What do you like about theirofferings?
Potentially, and are thereelements of those programs that
you would like to include intothe CVS customer loyalty program
?
Speaker 2 (21:30):
Yeah, we got some research back recently and I'm
curious if you've seen the samewhere customers were asked
what's your favorite loyaltyprogram, and one of the ones
that was popping towards the topwas a grocery store that does
not have a loyalty program.
And what we realized quitequickly is that when people
maybe with like airlines andhotels, people think about it as
(21:53):
a loyalty program, but I thinkfor most retailers customers
don't really distinguish betweenthe loyalty program and the
shopping experience.
So I think anyway interestingnote that I was surprised my
favorite loyalty program is astore that doesn't have a
loyalty program.
So I'm a cyclist and Mark is abike store near me.
(22:17):
It's called Master Bike, it'son 72nd Street.
I walk in and, without a doubt,I'm warmly greeted hey Zach, my
friend, how are you?
And without a doubt, they, in areally quick way, figure out
what I need.
Oh, I see the problem.
Yeah, we could fix that.
No problem for you.
Yeah, we have what you needright here, and when I check out
(22:37):
, pricing is always fair.
They know me.
I tend to pay in cash.
I get a really good deal.
So it's not a formal loyaltyprogram, but what does it have?
It's extremely convenient,right?
I never wait in line, I'malways greeted, it's
personalized, they know me andI'm getting great value.
So I think what we're trying todo with our loyalty program
across 7500 locations and acrossthe whole store is make each
(23:01):
one feel like that standalonebike store or like that
standalone shop that is reallyable to greet you warmly, know
exactly what you want, give youa price that feels really good
for you.
Speaker 1 (23:14):
Makes perfect sense, as it's actually the cheers
methodology correct, whereeveryone knows your name, and
the small restaurant right whenyou go.
You may have got engaged withyour soon.
For another, where they knowyou right, they have that
history.
So they don't necessarily haveto leverage technology, because
the whole idea of a loyaltyprogram or a loyalty focus, a
(23:34):
customer loyalty focus, is tocreate that unique engagement
with the customer thattechnology sometimes can
encumber.
Speaker 2 (23:43):
Yeah well, yes, I agree with you, but we really
see a way to use technology toenable that same feel.
So when the digital experienceis so seamless that it feels
like they know you, when thedigital experience is so
convenient that it works, thenyou actually are able to get a
(24:04):
similar emotional connection tothe brand, to CVS, as you would
with the.
Everyone actually knows you.
So that's, of course, theanswer.
How can we be completelypersonalized for so many 4
million people?
Speaker 1 (24:19):
Excellent.
When you look at your team.
What can loyalty 360 do to helpyou and your team at CVS with
their customer loyalty journey,with your customer loyalty
efforts?
Speaker 2 (24:32):
Yeah Well, first I would thank you in loyalty 360,
because we like you guys a lot.
We learned a lot from you.
We listen a lot.
We're pretty excited about theoffering we have In so far as
you have the chances to betelling people about our amazing
(24:54):
what sounds too good to be truevalue prop on extra care and
extra care plus, by all means,do that.
We're also constantly lookingfor ways to innovate and improve
.
So, in so far as you or any ofyour listeners have ideas around
, what can we do better?
What's something we shouldpilot?
We're always looking for ideas,so please funnel them to us.
(25:15):
We love to hear crazy, wackyideas, because Adam and Mara and
the team love to pilot things,they love to test, they're
incredibly scrappy and it's afun place to be.
Speaker 1 (25:27):
That's good.
Now we have the wonderfulquickfire questions.
We'd like to get a one wordresponse or short phrase.
I get electric shocks from thecontent group, which I'm not a
huge fan of.
That's a joke.
First off, what is yourfavorite word?
Accountability, excellent.
(25:47):
What is your least favoriteword?
Speaker 2 (25:51):
Any three-letter acronym that somebody uses
without knowing what it means.
Speaker 1 (25:57):
Malaprop, I think they call it that Word.
But yes, I agree.
What excites you?
Speaker 2 (26:03):
Helping and developing colleagues would be
number one, and then solvingproblems for our customers would
be number two.
Speaker 1 (26:09):
What product is always on your CVS shopping list
?
Speaker 2 (26:13):
I'm lactose intolerant, so it would be the
CVS health brand.
Lactase Pills 125 counts.
Speaker 1 (26:19):
What is the favorite book recommendation you have or
you make to colleagues?
Speaker 2 (26:24):
That one's hard to do in such a few number of words
because I actually end uprecommending a lot of books.
Recently, actually, I have iton my show over here there's a
book called Smart Brevity thatwe had the team read, and that's
about how do you communicateusing fewer words.
I recommend that one reallystrongly.
There's also a book that helpsunderstand e-commerce quite well
that Jason Del Rey came outwith recently, called Winner
(26:46):
Sell-A-Home.
Speaker 1 (26:48):
I know I found short answers.
I don't know.
I'm a big behavioral sciencegeek.
If I had to agree eons ago whenI was in college, I would
definitely have been.
One of my three degrees wouldhave been in that.
Magic Words by Jonah Bergerfrom Wharton School.
It's amazing with regard to howyou phrase things, how you use
(27:09):
caveats, what words you shoulduse, shouldn't do.
It's a really interesting word.
I find myself trying to live alot of that.
I recommend that.
Speaker 2 (27:19):
It just came out, I think December of last year, but
great book Magic Words is onethat our chief merchant, Gustav
Red, has been recommending to alot.
I read it recently and reallyenjoyed it.
Speaker 1 (27:27):
I agree with you Great recommendation on that one
Perfect when you look at whatprofession would you like to
attempt versus the one you're innow.
Speaker 2 (27:38):
I like my profession.
I think I'm in a great placeand I have no desire to change
In many decades.
I think I'd be interested inbeing a professor.
Speaker 1 (27:48):
What do you typically think about at the end of the
day?
Speaker 2 (27:52):
I go to sleep each night with gratitude on my mind.
I think about how lucky I amfor what happened in the day and
how lucky I am for what I have.
Speaker 1 (28:00):
Who inspired you to become the person you are today.
Speaker 2 (28:03):
I would say that we're all a combination of a
huge number of people.
I would say my parents, myfamily, my grandparents,
teachers, coaches, professors,lots of mentors, lots of
managers.
Really, I think we're all aconglomeration of combination of
a huge number of differentinfluences.
Speaker 1 (28:22):
Excellent.
And last question how do youwant to be remembered by your
friends and family Maybe forbringing joy.
Speaker 2 (28:28):
If I can be remembered as someone who
brought joy, I think that wouldbe pretty good.
Speaker 1 (28:33):
Okay, perfect, Well, Zach thank you very much for
taking the time to speak withthe state.
It was great getting to knowyou and also it was even more
interesting to hear about someof the things that you're doing
with regard to the program howyou're evolving at, how you're
being a steward of the customerdata, but also bringing in the
technologies and processes thatcan create enhanced
personalization, using thatgreat voice of the customer
(28:55):
insight that you have attained.
Speaker 2 (28:58):
Great Well Mark thank you.
We really appreciate everythingyou do and we love reading
about it, and I hope that wehave convinced you to join
ExtraCare Plus to get your freesame day delivery.
Send me a photo of your firstorder and let me know how it
goes and let me know what I cando better.
Speaker 1 (29:15):
We'll do that for sure and perfect.
I will do that.
I'll join.
Thanks everyone for taking thetime to listen.
Make sure you join us back foranother edition of our Learison
Customer Loaded series soon.
Until then, have a wonderfulday.
Good afternoon, good morning.
This is Mark Johnson fromloyalty 360.
Everyone's happy, safe and well.
I want to welcome you back toanother edition of our Leaders
in Customer Loyalty series,where we speak with leading
brands about what they areseeing and hearing on the front
lines of customer and channeland brand loyalty.
Today we have the pleasure ofspeaking with Zach Dennett.
He's the vice president ofloyalty, omni Channel and
Hispanic formats at CVS Health.
(00:26):
Welcome, zach.
Thank you for joining us.
Mark, great to be here andthank you for inviting me on.
Absolutely thank you for takingthe time to speak with us today.
First off, can you tell us abit more about yourself, your
role with CVS and maybe a funfact or passion you have outside
of work?
Speaker 2 (00:44):
Sure.
So personally, I live in NewYork with my wife and two kids
and I'm calling to you from ourNew York office.
Professionally, I'm at CVS forabout a year and a half where I
have the great privilege ofworking with, as you said, the
loyalty team, the Omni Channelteam and our Hispanic Center of
Excellence.
My background is a mixture ofbig company and startups.
(01:06):
I was at one of the earlyemployees at Jetcom, which was a
lot of fun, and we grew that,and then Walmart acquired us.
Was that Walmart?
For a while.
Then I left to be the USco-founder of a company called
Joker where we were doing ultrarapid delivery 15 minute
delivery for groceries in NewYork and Boston.
Okay, excellent, fun fact, Iguess.
(01:29):
When I was a kid I alwayswanted to be an inventor and I
really believed I was going tobe a great inventor, and one of
the things I was always tryingto invent was conveyor belts,
because my mom wanted me toclear the table and I tried to
make conveyor belts so Iwouldn't have to do it, but
never worked, never had asuccessful conveyor belt.
But it is pretty fun that nowthat I get to be in this world I
(01:51):
have my name on a couplepatents, and I'm getting to work
every day with engineeringteams and tech teams and loyalty
teams which are actually doingthings that are patentable.
So it'd be kind of fun if Icould go back and tell my little
self that yes, actually youwill be an inventor but not the
conveyor belt.
So you think you're going to bedoing.
Speaker 1 (02:06):
Okay, interesting, great to have your name on a
couple patents.
That's something to be veryproud of.
For sure, when you look at CVS,everyone's familiar with CVS.
But for those who may not befamiliar, can you give us a
brief overview of CVS where youwere founded, how, the focus,
maybe the vision, for theorganization going forward?
Speaker 2 (02:26):
Sure, absolutely.
And, mark, it's funny as I wasa year and a half in CVS.
As I was coming on I actuallyread and listened to a lot of
the stuff you guys have done.
So you probably could do thehistory of the loyalty program
at CVS at least as well as I can, but I'll take it a stab and
you correct me if I get anythingwrong.
So CVS started as the consumervalue store, and that was in
1963.
(02:47):
A year later they shortened itto CVS and it's been CVS since.
It wasn't until a couple yearslater, actually, that CVS
started with the pharmacy.
So 1967 pharmacies came aroundNext couple decades, huge growth
as CVS, as a pharmacy andfocused on healthcare, started
growing and then, right aroundearly 2000s, we launched
(03:09):
ExtraCare, our loyalty program,and that really was, I think, a
wild success and quite early inthe loyalty space.
I can maybe a couple of theother key things to highlight
won't do the full history, but2014 to 2016, cvs removed
tobacco.
(03:29):
I think we're extremely proudof the fact that as a healthcare
company, we are takingourselves seriously and not
selling tobacco.
2018, we acquired Aetna andthat really kind of supercharged
and accelerated our goal ofhelping customers on their
health and wellness mission andreally trying to figure out how
do we drive health and wellness.
And I guess, on loyalty, 2019,carepass was launched.
(03:53):
That was our paid loyaltyprogram and really drove and
helped with convenience.
So you know kind of super fastforward through it.
You know many decades, a coupleof things to keep in mind and
that'll be the last couple ofmonths, because I like that
history a lot.
Cvs, I think, is really focusedon health and convenience and
(04:17):
when you think about it over themultiple decades, cvs has
really reinvented what it meansto be convenient over and over.
So when I launched, having alocal store that could do what
you needed right there.
That was extremely convenient.
And then we've since continuedto iterate and figure out how do
we make things more and moreconvenient for our customer as
they're managing their health.
And then just a couple of weeksago, beginning of January, we
(04:38):
merged all of our loyaltyprograms.
So now, rather than having lotsof names, we're down to one
name with two tiers.
So there's extra care and nowCarePass is called extra care
plus.
Speaker 1 (04:48):
Okay, excellent.
So when you combine theseprograms I know you recently
announced that, as you mentionedhow have you evolved the
loyalty program, based onconsumer feedback, to create
these two membership tiers?
How do you evolve it?
How do you look at the programnow that you've made some of the
(05:09):
changes?
Yeah, mark, it's a goodquestion.
Speaker 2 (05:12):
So at one point we actually had four different
names for the loyalty programs.
There was Beauty Club, therewas Pharmacy Health Rewards,
there was Extra Care and therewas CarePass.
And it actually made a lot ofsense with what we were trying
to do at the time.
But come kind of 2023, westarted hearing that customers
(05:33):
were finding a lot of value.
But when you say, all right,the kind of the simplest way
that we can really make it clearto customers is to put as much
as we can all of the freeprograms, we'll just call Extra
Care, and then the paid programwe'll call Extra Care Plus.
Okay, and while we were at it,we said let's make the programs
a little better.
(05:54):
So Extra Care, we said, allright, you now will earn your
rewards at the pharmacy faster.
We accelerated the earningsthere.
And Extra Care Plus we addedfree same-day delivery.
Speaker 1 (06:05):
So when you look at the kind, of evolving of the
program.
It's a big focus within ourmember community.
Looking at the customer valueproposition, looking at the tier
proposition, are the rewards ofcontent, the engagement, right?
So how did you go through thisprocess of understanding or,
sort of say, looking at theprogram as it existed and
developing the attributes orbenefits that would make it more
(06:28):
relevant, more engaging withthe customers?
Speaker 2 (06:31):
Yeah, we spend a lot of time thinking about not what
do customers want out of theirloyalty program, but what do
customers want out of theirshopping, out of their
experience with the retail.
And then how can we like, wheredoes it make sense for us to
use the loyalty program to helpwith that?
(06:51):
So, if you think about it, oneof the things that the CVS
customer really wants isconvenience.
So we thought really hard aboutwhich are the areas where we
can lean into and make sure thatwe are helping with convenience
(07:12):
.
So that is the personalization,that's the right coupons, that
search, that knows you, etcetera.
We can talk more about that ina second.
Then, obviously, with ExtraCarePlus, when you think about
convenience not having to leaveyour house, getting things
delivered for free same daythat's pretty convenient and
obviously ExtraCare has hugeamounts of incremental value as
(07:35):
well.
Speaker 1 (07:35):
So we thought a lot about all right.
Speaker 2 (07:37):
The customer wants convenience.
How can we add convenience?
We think a lot about thecustomer wants value and
obviously I mean you know superwell how we're using the
personalized coupons, thepersonalized deals to really
drive value in the loyaltyprogram.
And then one of the things thatwe're working on really hard at
the moment then we'll besharing more is the CVS customer
(07:58):
is interested in managing theirhealth and wellness journey and
we are thinking very hard abouthow can we help them manage
their health and wellnessjourney and how can they manage
their health in a way that theywant with the loyalty program.
So think about kind of health,health authority, convenience
and value and then we figure outwhat can we do in the loyalty
(08:21):
program to make those.
Does that answer that question?
Speaker 1 (08:23):
Yeah, absolutely, and I think it's an interesting
idea.
Many brands are focused onsustainability, accountability.
They want to be the bestversion of themselves for their
customers, and focusing onhealth and wellness is one of
those areas that brands have alaser focus on.
But measuring health andwellness can be somewhat of a
challenge.
Right, I know there's somegrocery programs out there that
(08:45):
reward you for buying healthyproducts or services.
How do you look at measuringthe health and wellness journey?
Because, at the end of the day,even with those Zempik and some
of the other drugs that are outthere, we still have a very
health challenged society.
I think it's growing more andmore health challenge correct.
So how do you use the programto drive that behavior change in
(09:06):
the program that everyone needs?
Speaker 2 (09:09):
Yeah, and let's be very clear we want to partner
with customers on their healthjourney.
We don't want to somehow be somesort of figure who's telling
you how to live.
So my goal is not to tell youthat you're making bad decisions
.
My goal is to help you andpower you on the decisions you
(09:29):
want to make, and CVS is in apretty great place to do that,
obviously with our heroes ofhealth and not just.
You know, when you think CVS,don't think just CVS front store
, but also think some of our newprograms, like Oak Street, our
senior clinics, think some ofour in-home, some of our in-home
(09:49):
medical systems.
But the question is how can we,kind of moving back to the
front store, how can we reallyhelp you with the content we're
able to deliver digitally, withthe authority we're able to
generate and how we merchandiseand how we think about products
and how we bring trends, evenproducts, to market?
(10:10):
How can we really help you onyour health journey?
And then we're also constantlyplaying with ideas that may or
may not be good, but we'retesting and seeing what
customers are.
Speaker 1 (10:21):
And a lot of that too can be potentially leveraged
with the CPG community as well,because obviously they want to
have healthier customers, so theright products and the right
channel to the right customercould help as well, correct?
Speaker 2 (10:35):
Yeah, it's a good point you make.
Health is one of those that's awin-win-win Like.
There's no stakeholder who'ssaying we want less healthy
customers, right?
So, yeah, we need to partnerwith CPGs.
I think everyone is obviouslyno one is opposed to health.
It's a great point, absolutely.
Speaker 1 (10:51):
Okay, when you look at the ExtraCare Plus, the
premium tier for the programs,many programs are looking at or
considering launching asubscription or premium loyalty
program.
What motivates customers tojoin at the premium level?
How do you keep those customersengaged in the long term and
what are some of thedifferentiating values for that
(11:13):
additional tier?
Speaker 2 (11:14):
Yeah, it's funny.
Again kind of anecdote from thestore.
I was in a store in NorthCarolina and I was at the front
desk and listening to one of thecolleagues there a great
colleague telling people aboutthe pay loyalty system and he
(11:37):
was saying to the customer youknow it's great.
It's $5 a month, you get freesame-day delivery, you get free
prescription delivery, you get20% off your CVS HealthBand
products and you get $10 a monthand extra bucks to spend at the
store.
And the customer kind of lookedat him and said, like that
(11:57):
sounds too good to be true.
Are you sure you got all ofthat right?
Yeah, no, that's it.
So when you think about thatvalue proposition that I just
said, anyone who is kind ofmaking a rational decision
immediately thinks that valueprops amazing, right For $5, I
have $10 to spend at the store,I get free delivery, etc.
So the paid program, in terms ofthe actual benefits we've been
(12:21):
able to put in, really reallykeeps customers engaged.
If your face old expression isasking me all right, are you
sure that this was a good idea?
Because it sounds too good tobe true, the answer is yes and
what we see is that customerswho have this get more and more
engaged in the CVS ecosystem andas they get great experiences
(12:45):
and as they get the value thatthey're getting and the
convenience, it's this nicevirtuous cycle where they shop
more because they're happy andthey stay and they become a very
valuable customer.
So the customer lifetime valueworks out quite nicely.
Speaker 1 (13:00):
Okay, absolutely.
When you look at the voice ofthe customer, it seems to have
an integral role in the kind ofthe journey you're going through
as a brand right being able tolisten, to understand what the
customers may or may not have aninterest in.
And how do you develop some ofthose offerings from a content
or offer optimization orpersonalization perspective?
How do you envision continuingto use the voice of the customer
(13:25):
approach for the program goingforward?
Speaker 2 (13:30):
Voice of the customer is really important, but at CVS
we take it pretty seriously andwe have a real focus on making
sure that voice of the customeris not a group in the corner
that's going to do somethingelse, but instead voice of the
customer is really integral forhow we do everything.
How do we do that?
(13:50):
How do we actually execute thatwe?
obviously have a huge amount ofdata, 18 million pieces of
feedback or something of thatnature from a Rondalia platform
each year, a huge amount ofinformation from the call center
, from the colleagues, and thenwe all in the merchandising team
make a big point of working instores because you can read as
(14:12):
much as you want, but it isreally important to actually
talk to customers, and theanecdotes and talking to an
individual customer really helpsyou get the color and reinforce
what you're seeing in the data.
There's another thing that we doon my team.
For a while I had the callcenter pulling a call every week
(14:34):
and maybe it was generally abad call that had an opportunity
or something we could do better, and we would start Monday
morning by listening to thatcall as a group.
So by the time you're lookingat the data and you're in store
and you're listening to actualspecific calls that we pulled,
(14:57):
you really start understandingwhat the customer is asking.
And it's hard, of course,because the CVS customer is all
of America.
We basically have a largepercentage of the total
households shopping at ourstores.
Speaker 1 (15:10):
Okay, when you look at technology, it plays a big
role in the customer loyaltylandscape, both for the customer
internally, the number ofdifferent stakeholders, and we
actually have an analyst processsimilar to the other two
entities out there, a littledifferent, but brands are really
challenged.
Brands are moving from providerto provider now or they're
(15:32):
looking for an agency to helpthem understand technology.
So, when you look at extra careand extra care plus, how are
members leveraging differenttechnologies CVS pharmacy app to
potentially create uniqueengagement with them, because
technology is front and centerin this customer engagement.
Customer experience discussion.
Speaker 2 (15:54):
Yeah, so with EP.
What's interesting, of course,is as we think about technology.
The CBS app has gottendramatically better over the
last year and a half.
The tech teams did an amazingjob of free platforming and the
(16:15):
app really looks quite nice.
Make sure you have the latestversions, because we're rolling
out some pretty exciting newchanges.
But when you talk abouttechnology, you're talking about
the customer experience,correct.
Speaker 1 (16:31):
What Making that seamless correct?
So having that seamlesscustomer experience can be a big
challenge, correct?
Because having the technologywork in a way that allows
personalization to scale thatwhole idea knowing me as a
customer, which we hear is thateuphemistically is very
important today Getting that towork can be an Augean challenge
(16:53):
for sure.
Yeah, now, mark, it's a goodplace to point you, mark.
Speaker 2 (16:56):
So maybe a couple of thoughts.
When I joined the company, Iwas told my title was going to
be on the channel.
I said, oh, I thought I wasjoining as digital.
And they said, no, no, no, it'son the channel, make sure you
get that right.
And as I started learning, Iactually understood why.
So the digital P&L at CBS isquite big and growing really
(17:16):
fast and super important.
These are customers who checkout on the app and buy things
digitally, but it actually istiny compared to the percentage
of customers who are using ourdigital assets to enable their
shopping, and a really stunningpercentage of our total sales
come from customers who areengaging with us digitally
(17:37):
before they come shop, andwhether that is to figure out
what's on sale, to look forpersonal coupons, to look for
details about the store, etc.
What we find is that we have anincredible influence from the
app, from the web, in terms ofwhat happens in store, and we
(17:58):
track that pretty carefully.
Actually, when we look at ourfinancials as an army channel
and loyalty business, we'reactually able to track a lot of
the digital, the front storesales as directly a link to
people who were on the app.
The key thing that we thinkabout is making it as easy as
possible, because if what we'rereally trying to do is push
(18:20):
convenience and Mark, you haveto log in and say you forgot
your password, and you have todo that.
You're never going to do it.
So we really really are focusedon how do we remove every
barrier.
So it's just an absolute joy touse.
Okay.
Speaker 1 (18:35):
Excellent.
So when you look atpersonalization, mentioned that
it's very important for ourbrands today being able to do it
at scale.
When you look atpersonalization for CVS, how
important is leveraging theinsights and data that you have
to impact personalization andyou see potential changes from
(18:57):
customers on how they want to becommunicated with.
That may impact yourpersonalization efforts.
Speaker 2 (19:04):
One of the key things we think about on
personalization is that itshould be personalized.
But it shouldn't hit you overthe head that it is personalized
.
So let me give an example.
If I search for toothpaste onCVS, crest should show up first
because I buy Crest 3D whiteradiament.
(19:24):
That's the toothpaste I buy,right?
So that should always show upfirst.
If my brother searches, heshould get cold gate optic white
because that happens to be theone he uses.
And neither of us should see aflashing light that says like
congratulations, this is apersonalized search.
We both search for toothpaste.
Similarly, with the offers whenyou shop, you should get offers
(19:47):
on the receipt, posttransaction on your card that
you say, wow, cvs has amazingdeals on the things I want and
we don't need to hit you overthe head with these are for you.
It's that.
So, yeah, we have.
I think actually the team thatthe personalization team is
doing really a great job ofusing the shopping data, using
(20:08):
our understanding of eachindividual customer To be able
to throw it into the machinelearning algorithms and really
actually do quite a tailored jobof getting that personalized.
Okay, we also we also, ofcourse, let the customer decide.
So we are really intent oncustomers can opt in and out for
what they want.
They can really control how weuse the data.
(20:28):
We need to show them value forwhat we're doing in terms of how
we use the data.
We never, ever, sell it tothird parties.
Speaker 1 (20:37):
Okay absolutely, and I think being a steward of data
is very important.
We did a research paper lastyear on privacy, driven by the
brand community.
It's very interesting howbrands are looking at privacy,
how they're impacting, or how itcould impact or is impacting,
their customer marketing efforts.
So that's a concern as well notonly being stewards but making
(20:57):
sure you're compliant with theever changing landscape of
legislation that's kind of goingon throughout the organization,
the country should, I say.
Speaker 2 (21:06):
Yeah, we're, yeah, great with you.
We are strongly, strongly,strongly of that view that we
need to be great stewards, andwe look at other programs.
Speaker 1 (21:16):
Are there other programs that you admire from a
customer loyalty perspective?
What do you like about theirofferings?
Potentially, and are thereelements of those programs that
you would like to include intothe CVS customer loyalty program
?
Speaker 2 (21:30):
Yeah, we got some research back recently and I'm
curious if you've seen the samewhere customers were asked
what's your favorite loyaltyprogram, and one of the ones
that was popping towards the topwas a grocery store that does
not have a loyalty program.
And what we realized quitequickly is that when people
maybe with like airlines andhotels, people think about it as
(21:53):
a loyalty program, but I thinkfor most retailers customers
don't really distinguish betweenthe loyalty program and the
shopping experience.
So I think anyway interestingnote that I was surprised my
favorite loyalty program is astore that doesn't have a
loyalty program.
So I'm a cyclist and Mark is abike store near me.
(22:17):
It's called Master Bike, it'son 72nd Street.
I walk in and, without a doubt,I'm warmly greeted hey Zach, my
friend, how are you?
And without a doubt, they, in areally quick way, figure out
what I need.
Oh, I see the problem.
Yeah, we could fix that.
No problem for you.
Yeah, we have what you needright here, and when I check out
(22:37):
, pricing is always fair.
They know me.
I tend to pay in cash.
I get a really good deal.
So it's not a formal loyaltyprogram, but what does it have?
It's extremely convenient,right?
I never wait in line, I'malways greeted, it's
personalized, they know me andI'm getting great value.
So I think what we're trying todo with our loyalty program
across 7500 locations and acrossthe whole store is make each
(23:01):
one feel like that standalonebike store or like that
standalone shop that is reallyable to greet you warmly, know
exactly what you want, give youa price that feels really good
for you.
Speaker 1 (23:14):
Makes perfect sense, as it's actually the cheers
methodology correct, whereeveryone knows your name, and
the small restaurant right whenyou go.
You may have got engaged withyour soon.
For another, where they knowyou right, they have that
history.
So they don't necessarily haveto leverage technology, because
the whole idea of a loyaltyprogram or a loyalty focus, a
(23:34):
customer loyalty focus, is tocreate that unique engagement
with the customer thattechnology sometimes can
encumber.
Speaker 2 (23:43):
Yeah well, yes, I agree with you, but we really
see a way to use technology toenable that same feel.
So when the digital experienceis so seamless that it feels
like they know you, when thedigital experience is so
convenient that it works, thenyou actually are able to get a
(24:04):
similar emotional connection tothe brand, to CVS, as you would
with the.
Everyone actually knows you.
So that's, of course, theanswer.
How can we be completelypersonalized for so many 4
million people?
Speaker 1 (24:19):
Excellent.
When you look at your team.
What can loyalty 360 do to helpyou and your team at CVS with
their customer loyalty journey,with your customer loyalty
efforts?
Speaker 2 (24:32):
Yeah Well, first I would thank you in loyalty 360,
because we like you guys a lot.
We learned a lot from you.
We listen a lot.
We're pretty excited about theoffering we have In so far as
you have the chances to betelling people about our amazing
(24:54):
what sounds too good to be truevalue prop on extra care and
extra care plus, by all means,do that.
We're also constantly lookingfor ways to innovate and improve
.
So, in so far as you or any ofyour listeners have ideas around
, what can we do better?
What's something we shouldpilot?
We're always looking for ideas,so please funnel them to us.
(25:15):
We love to hear crazy, wackyideas, because Adam and Mara and
the team love to pilot things,they love to test, they're
incredibly scrappy and it's afun place to be.
Speaker 1 (25:27):
That's good.
Now we have the wonderfulquickfire questions.
We'd like to get a one wordresponse or short phrase.
I get electric shocks from thecontent group, which I'm not a
huge fan of.
That's a joke.
First off, what is yourfavorite word?
Accountability, excellent.
(25:47):
What is your least favoriteword?
Speaker 2 (25:51):
Any three-letter acronym that somebody uses
without knowing what it means.
Speaker 1 (25:57):
Malaprop, I think they call it that Word.
But yes, I agree.
What excites you?
Speaker 2 (26:03):
Helping and developing colleagues would be
number one, and then solvingproblems for our customers would
be number two.
Speaker 1 (26:09):
What product is always on your CVS shopping list
?
Speaker 2 (26:13):
I'm lactose intolerant, so it would be the
CVS health brand.
Lactase Pills 125 counts.
Speaker 1 (26:19):
What is the favorite book recommendation you have or
you make to colleagues?
Speaker 2 (26:24):
That one's hard to do in such a few number of words
because I actually end uprecommending a lot of books.
Recently, actually, I have iton my show over here there's a
book called Smart Brevity thatwe had the team read, and that's
about how do you communicateusing fewer words.
I recommend that one reallystrongly.
There's also a book that helpsunderstand e-commerce quite well
that Jason Del Rey came outwith recently, called Winner
(26:46):
Sell-A-Home.
Speaker 1 (26:48):
I know I found short answers.
I don't know.
I'm a big behavioral sciencegeek.
If I had to agree eons ago whenI was in college, I would
definitely have been.
One of my three degrees wouldhave been in that.
Magic Words by Jonah Bergerfrom Wharton School.
It's amazing with regard to howyou phrase things, how you use
(27:09):
caveats, what words you shoulduse, shouldn't do.
It's a really interesting word.
I find myself trying to live alot of that.
I recommend that.
Speaker 2 (27:19):
It just came out, I think December of last year, but
great book Magic Words is onethat our chief merchant, Gustav
Red, has been recommending to alot.
I read it recently and reallyenjoyed it.
Speaker 1 (27:27):
I agree with you Great recommendation on that one
Perfect when you look at whatprofession would you like to
attempt versus the one you're innow.
Speaker 2 (27:38):
I like my profession.
I think I'm in a great placeand I have no desire to change
In many decades.
I think I'd be interested inbeing a professor.
Speaker 1 (27:48):
What do you typically think about at the end of the
day?
Speaker 2 (27:52):
I go to sleep each night with gratitude on my mind.
I think about how lucky I amfor what happened in the day and
how lucky I am for what I have.
Speaker 1 (28:00):
Who inspired you to become the person you are today.
Speaker 2 (28:03):
I would say that we're all a combination of a
huge number of people.
I would say my parents, myfamily, my grandparents,
teachers, coaches, professors,lots of mentors, lots of
managers.
Really, I think we're all aconglomeration of combination of
a huge number of differentinfluences.
Speaker 1 (28:22):
Excellent.
And last question how do youwant to be remembered by your
friends and family Maybe forbringing joy.
Speaker 2 (28:28):
If I can be remembered as someone who
brought joy, I think that wouldbe pretty good.
Speaker 1 (28:33):
Okay, perfect, Well, Zach thank you very much for
taking the time to speak withthe state.
It was great getting to knowyou and also it was even more
interesting to hear about someof the things that you're doing
with regard to the program howyou're evolving at, how you're
being a steward of the customerdata, but also bringing in the
technologies and processes thatcan create enhanced
personalization, using thatgreat voice of the customer
(28:55):
insight that you have attained.
Speaker 2 (28:58):
Great Well Mark thank you.
We really appreciate everythingyou do and we love reading
about it, and I hope that wehave convinced you to join
ExtraCare Plus to get your freesame day delivery.
Send me a photo of your firstorder and let me know how it
goes and let me know what I cando better.
Speaker 1 (29:15):
We'll do that for sure and perfect.
I will do that.
I'll join.
Thanks everyone for taking thetime to listen.
Make sure you join us back foranother edition of our Learison
Customer Loaded series soon.
Until then, have a wonderfulday.
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