#342: Helping Customers Choose Better - SAQ Shares Powerful Results Selling Wines, Beers and Spirits in Canada

This episode features a truly inspirational customer relationship program from Quebec in Canada.

SAQ is a retail brand, selling wines, beers and spirits from 3,700 suppliers from 80 countries.

It is one of the best examples we have seen of using customer data in a way that’s equally meaningful to both customers and the business, which is owned by the Government of Quebec.

Joining this episode to explain all about the “Inspire” program is Nevine Baracat, the CRM and brand lead for SAQ in Quebec, who explains how they have transformed their business from a traditional store to a digitally-enabled relationship which truly helps their customers “choose better”.

Listen to enjoy the discussion with Nevine Baracat from SAQ, with thanks to our friends in Comarch.

Show Notes:

1) Nevine Baracat

2) SAQ

3) SAQ: Inspire Program

Audio Transcript

Welcome to Let’s Talk Loyalty, an industry podcast for loyalty marketing professionals. I’m your host, Paula Thomas, and if you work in loyalty marketing, join me every week to learn the latest ideas from loyalty specialists around the world.

This show is sponsored by Comarch, a global provider of innovative software products and business services. Comarch platform is used by leading brands across all industries to drive their customer loyalty. Powered by AI and machine learning, Comarch Technologies allow you to build, run, and manage personalized loyalty programs and product offers with ease. For more information, please visit comarch.com.

Hello and welcome to Let’s Talk Loyalty featuring a truly inspirational customer relationship program from Quebec in Canada. SAQ is a retail brand, and it is one of the best examples I’ve seen of using customer data in a way that’s meaningful to both the customers and the business.

Joining us today to explain all about the Inspire program is Nevine Baracat, the CRM and brand lead for SAQ in Quebec. Who explains how they have transformed their business from a traditional store to a digitally enabled relationship, which truly helps their customers choose better. I hope you enjoy my discussion with Nevine Baracat from SAQ in Quebec.

With thanks to our friends in Comarch for the wonderful introduction to Nevine.

Paula: So Nevine Baracat, welcome to Let’s Talk Loyalty.

Nevine: Thank you very much Paula.

Paula: It’s wonderful to reconnect with you, Nevine. We had a fantastic panel discussion together in Paris, uh, in September 2022, just a few months ago, and you answered some amazing questions and I was really impressed with the work that you’re doing. So thank you for joining me today.

Um, as you know, we love to talk about how to make our customers feel really good about our brands so that they feel more loyal, which I know is an important, uh, difference to necessarily loyalty programs. And that’s a topic we’re gonna get into today. But before we do that, uh, we do always start with that opening question. So people like yourself, senior people in marketing with lots of CRM experience, tell us what is your favorite loyalty program?

Nevine: Well, well without hesitation, it’s for sure the Inspire program at SAQ. And I have to say from the start, we do not call it a loyalty program at SAQ, rather we call it a client relationship program.

Mm-hmm.. And before I get into this, uh, I wanna explain to you, uh, what is SAQ, what it stands for? It’s, um, La Société des Alcools du Québec. Sure.

Nevine: It’s a government-owned company. Mm-hmm.. And, uh, we sell alcoholic, uh, beverages such as, uh, wine and spirit. Yeah. Uh, it’s across the province of Quebec in Canada. Mm. And, um, as we are a state company and we control the distribution of alcohol, yeah.

We introduced, uh, our program not to entice customer to buy more mm-hmm, but to help them choose better according to their taste profile. And, and that’s really what the program is here for.

Paula: Sure. Absolutely. And I think Inspire is a great name, Nevine. Um, absolutely what we all want when it comes to our favorite beverages.

I think I confess to you, um, certainly champagne and gin would be two of my personal favorites. Um, but what I really did like, and thank you for explaining the ownership because my French is not very good, but Société des Alcools du Québec, does that sound okay?

Nevine: Very good. Excellent. You got it.

Paula: There you go. So SAQ, we’ll keep it like that for now, but the fact that it’s owned by the government of Quebec, and I was looking actually at your LinkedIn page as well.

It’s absolutely incredible that the business performs so well. Um, and I saw a figure quoted of 1.226 billion dollars as the contribution to the government of Quebec because SAQ was doing such a great job. You must be super proud of that.

Nevine: We’re very proud of that. And, um, it feels good also to know that we give back to the government.

So just to give you an idea, our, uh, annual sales at SAQ are close to 3.9 billion dollars. Wow. And when we say that we give back to the government 1.3 billion dollars. Yeah. Yes. That definitely, uh, makes us, uh, proud. Yeah.. I can, I can tell you also, we employ, uh, at SAQ 7,000, more than 7,000 employees. Wow. Um, to give you an idea, we have 800, uh, point of sales across the province.

Mm-hmm. . And, uh, what we like also, uh, talking about is the fact that we have a wide range of, uh, wine and spirits. We have 15,000, uh, available skews. Mm-hmm and they come from 76 uh, countries. So we’re very international there.

Paula: Yeah, totally. Totally. Yeah. And I know that your employees are very close to your heart actually, and we’re definitely gonna talk about those as well Nevine and the course of today’s conversation. But what I do really like is, you know, that clarity of purpose, because of course, you know, um, it’s a sensitive category I think you’re working in, and I know from an ethical perspective, SAQ is extremely clear that there is no intention to drive more purchases.

It’s to actually make it a better purchase, to help people choose better. So that comes through in all of your communications. And certainly in again, the conversation we had with the, the Comarch guys in Paris, the fact that you guys have managed to, I suppose, transform your business from really a very traditional retail business, you know, with lots of flyers and lots of printed, I’m guessing coupons and, and who knows what kind of marketing now to a highly personalized digital experience.

So you’ve been on quite a journey since you joined SAQ. So tell us a bit about your own journey. When did you join the company?

Nevine: I joined the company in 2015, and I can remember very vividly that day. It was October 2015 because a couple days before we launched the, the Inspire program. Okay. And so, so it’s kind of my baby.

Uh, I arrived at SAQ and um, you know, I was responsible to make sure we launched it, but we developed that, uh, CRM customer management relationship. We establish, uh, communication with our customers. Mm-hmm.. uh, let me tell you a bit about the Inspire program. Yes. And then I’ll get back to, uh, how we do it in terms of, uh, personalization and whatnot.

Yeah. So our main goal with the Inspire program, like I said, is really to enhance our customer experience and enable them to make better selection of wine and spirits, mm-hmm, uh, according to their tastes. So somebody like you, Paula, by swiping the card, we would be able to know that you actually like, uh, gin and you actually like champagne.

Yeah. And if, uh, you know, a store advisor swipes your card and then sees an offer for you, that offer will be tailored to what you, you’ve been purchasing. Mm. So highly likely that you’ll see champagne and gin offers in there. Okay. And, uh, so really what happens in terms of, uh, our program, we base on customer insight and personalization.

And we can say that right now we have 1.9 million members. Mm-hmm. , and that’s 63% of total sales are linked to the Inspire card.

Paula: Fantastic. Wow. Yeah.

Nevine: So really healthy program. Yeah. And when we measure, uh, customer satisfaction level, we are at a steady 86%. So, wow. You know, that’s a measure that says it all, really.

Paula: Totally. My goodness. Wow. And I wonder, I mean, do, do you have the opportunity or do you ever think about measuring it for members of the Inspire program, you know, as distinct from people who are not members? Do you, do you look at it holistically or do you tend to look at it, um, in, in those kind of segments?

Nevine: So when we do, um, measurements, uh, outside with, uh, you know, surveys, of course we’re gonna compare those that are our clients, those are, that are member at SAQ with the Inspire program and those that are not. And we can definitely see a difference of engagement, uh, when we, when we look at all the, the KPIs and,lovely and survey.

Paula: Yeah. Yeah. So you’re very proud of that, huh?

Nevine: Yes, definitely.

Paula: So tell us about the personalization. I know it has, um, from what we talked about before, it has involved, um, a dramatic amount of change. Um, I think digital transformation is the term that we all use, but am I right in remembering it was pretty much no CRM as such in place when you joined?

Um, it was just starting and it was literally printed flyers. Um, which were obviously generic and, and mass distribution. So tell us the journey you went on in order to, I suppose, first of all, capture relevant information and then I guess how you’re using it to really make your, your members feel that.

Nevine: Yeah. So at the launch of the Inspire program, uh, our goal was to be, uh, in acquisition mode. So to try to get as many members as possible mm-hmm, and to be able to collect, uh, as much transactional information as possible. And I have to say, within three months, uh, it was amazing. We had already, uh, a million members.

Wow. And that allowed us six months later to start introducing, uh, personalized offers content, uh, you know, based on the purchase habit. Mm-hmm.. So, um, so we introduced those personalized offers, but we also introduced other, uh, tools, uh, that will help the customer and it’s, um, in his journey. So, for example, uh, if you forget the name of a bottle, you can go access, uh, with your mobile app or online to the purchase history. So then you would remember, oh, yes, I tried that bottle. Yeah. Uh, with this friend and I can tell the advisor this is the one I want. Or, uh, you can also look at your purchase profile. Mm-hmm.. And this is where you’re gonna understand, uh, that you’re more of yeah, local buyer, uh, you like orange wines, you like champagne.. Mm-hmm. . And that also will guide, uh, the advisor, uh, with better recommendation for you.

Paula: Absolutely. Yeah.

Nevine: Yeah. And I have to add something. Uh, for us that was also very important. At the start of the program, we wanted to have a transparent approach with the customer.

So whichever content the store advisor, uh, sees by swiping the customer card, they will also, um, the customer will also see exactly the same information, whether, uh, they see it in their personalized newsletter. Uh, we have the mobile app. Mm-hmm. in store, we have those, uh, kiosk, uh, where you can swipe your card and see that information or even online.

So for us, it’s a true omnichannel experience. Wow. But, I’m happy we did. So to emphasize on the transparent approach, because as you know right now, uh, it’s important to reassure that our customer, that what information we get and collect from them mm-hmm. , uh, this is the purpose we’re using for, so they can see why we’re using it.

And that’s an increasingly important spec, uh, you know, aspect when we see that there’s a lot of privacy and security. And the rules that are coming into, uh, effect. Yeah. Uh, so, so we’re happy that we’ve established it, uh, from the start this way.

Paula: Absolutely. Yeah.

Nevine: And, and then to get to your question about how we moved from flyers to, uh, emails and digital, um, I, I have to say, in seven years, I’m very proud of how we’ve changed that approach and we gradually moved away from mass promotion.

Mm-hmm. , we totally cut, uh, the flyers, so. In a way, yes, we became more green, environmentally friendly by cutting the paper. Yeah. But it really allowed us to significantly cut down our marketing budget and we were still able to deliver relevant content and measure, uh, you know, the satisfaction level we wanted to see, uh, for our customers.

So, yeah, so that, that in a sense was amazing too.

Paula: Yeah, and I really like that transparency Nevine as a, as a principle because for me, there’s very few programs that I actually feel the omnichannel experience, like we talk about it as loyalty professionals. But if you are actually delivering that content across every channel.

You mentioned the salespeople and I wanna ask you about those. Um, you mentioned the kiosk, obviously online and again on the phone, on the mobile application, and I remember you told me last time as well Nevine, that the email feels so relevant to your members that it seems to have quite a dramatic impact when it lands at people’s inbox every week.

Nevine: That’s so true. So, uh, every week we were able to create that, um, you know, uh, some expected, uh, how would you say houn de vous. That’s what we said in French.

Paula: Yes. Anticipation.

Nevine: Thank you. Yeah. So every Thursday, uh, our customers know that they will receive a set, a new set of offers that is personalized to them and they’re available for a week period.

Okay. So I can say that. And it happens that you have delays or bugs and whatnot. So if we start sending the newsletters two hours later, yeah, I can tell you that we definitely get those calls in and they’re saying, where, where are my offers? What’s going on? I wanna go, ah, I’m ready to shop. So, yeah. So yes, they, they do expect it, and I like the fact that it’s refreshed app every week.

Paula: And, and I like the fact that they call you looking for it. Like, I honestly don’t, I don’t think I’ve ever called any retailer and said, you know, where’s my email newsletter from you guys? Like, that’s a sense of anticipation. That’s absolutely extraordinary. And I get that the timing is perfect. Of course, you know, Thursday, leading up to the weekend and we’re all starting to, to think ahead and look forward.

But again, the fact that they are, are really kind of demanding it almost, uh, means you’re doing an exceptional job. And that they’re genuinely looking to, to receive it.

Nevine: Yes. And we, we try to also tell them, yes, we send them by email, but you have them also available on your application and you okay, swipe the card with your advisor, you’ll have it.

But for them, it’s the pleasure of receiving their newsletter and they plan it advanced what they’re gonna buy, and then they go to the store.

Paula: Yeah. And I guess the part that I was curious about then Nevine was if you’ve got that level of experience, like the fully digital experience, um, creating that, um, awareness, it’s fully personalized.

So, so I feel like if I was going into an SAQ store as an Inspire member, I probably don’t really need the salesperson. In that, I know I like my champagne. I know I like my gin. So it’s almost just that I’m going in to pick it up. So how do you feel, or how do your salespeople feel about that level of personalization and, and I guess how does it impact their role in terms of, you know, servicing your customers and helping to, to sell the products?

Nevine: Yes. Well, I can tell you from the start, we did not introduce those tools to replace our sales people. Mm-hmm.. even though that right now what we see, we’re all, uh, lacking workforce. So tho.. those self-serve tools for sure will come handy. But initially, and you know, we did not, uh, introduce them to replace our sales people.

We introduced them so that they can have tools that will make them give better advice so they can have a quick glimpse, like you said, at, uh, your profile and directly you to, you know, the better choice. Mm-hmm.  Um, so it really.. It’s, it makes them those tools. We want to empower our salesforce with those tools and it will enable them to, to make sounder, um, you know, recommendation.

Paula: Well it seems that you are experiencing, and it seems actually like a really wonderful experience, both for the sales people and for the Inspire member, is that as much as the technology will generate these incredible recommendations, there seems to be, um, added value that the human recommendation like that, that salesperson is somebody that they also want to have a direct relationship with in store.

So, so it doesn’t seem like one is replacing the other, and maybe there are situations and some segments of customers who do just want to come in and pick up something, but it still seems that the, the, the human role is almost becoming even more important because it builds that relationship and that feeling that the member is, is known by the person who’s taking care of them.

Nevine: Yes. And I can tell you that we feel it even more with the pandemic. So, you know, the first couple ways of pandemic, everyone was scared. Uh, people or customers would walk in, uh, and come as fast as possible, pick the first bottle of wine they would see. Yeah. But right now, since we lifted all the restriction and whatnot, not, we see, and we have those studies showing that they need to reconnect, rediscover the pleasure of shopping, uh, interact with humans. So, uh, since this summer, it’s been amazing to see that interaction again. Mm-hmm.. and because they’re craving it so much, um, we decided, uh, to introduce the top product picks, uh, by employees. So, uh, the way it works is that employee can select the topic of the week, uh, whether it’s in store or online.

Mm-hmm.. And then the customer sees that it’s recommended by an employees and, you know, maybe they know them too, so they feel that it’s, uh, reassuring and they can discover new products, um, and buy one based on the review, uh, of the employees. So wow, we decided to have those inspired choices and it’s thanks to our employees that we can have that type of, uh, interaction.

Paula: What’s occurring to me is that how much job satisfaction it must bring to your employees, that their opinion is valued. It is being heard, and actually it’s driving sales.

Nevine: Uh, it, it’s driving sales. The client is, um, is happy and they like to come back and, and talk to their advisor. They know them. Yeah. Um, I, I remember one quote, uh, that one advisor said, and, and for that person it was important to say, um, you made me feel like a rockstar.

So the client came back to the store to say, I purchased this, this, and this product. Yeah. And you make me feel like a rockstar when I went to my, you know, dinner and I came with all those great recommendations. So, so, so that type of, uh, wow. It’s, it’s a really empowering, uh, yeah.

Paula: yeah. Yeah, and it builds the trust Nevine because, as you said, of course, actually, you know, finding enough employees sounds like it’s a really big challenge in Quebec right now.

So to, to make them feel that they are being, um, valued to that extent must drive incredible employee loyalty as well as customer loyalty.

Nevine: Absolutely. And uh, yeah, that’s the goal. Happy client and happy employees.

Paula: Incredible. I love it. So tell us then about the technology, Nevine. This sounds pretty complex, I’m going to be honest.

You know, in terms of the CRM capabilities that you must need, um, again, to deliver the personalization at such scale, uh, to deliver in an omnichannel environment. And again, on this show, lots of people talk about those things and very rarely do I have somebody coming on saying, within our business, we’re actually delivering it.

So, so tell us a bit about the, the journey that you’ve had with technology in order to achieve this.

Nevine: Well, you did say it, uh, since we, um, uh, send one to one offers to customers, and we are saying, we talking to 1.9 million every week, uh, of customers and they, they receive 1.9 million different offers. So it’s a highly sophisticated personalization tools that we need. It is critical that we have the technology behind it. And, and for that, you do need investment and you do need resources. And I, I often laugh about it, but my two best friends that se..secure, in fact, the IT and the business intelligent leads, without them and without their teams.

Yeah. Uh, I wouldn’t be able to offer that truly unique one-to-one marketing, uh, content that is relevant to our customers. So, yeah, so, so that’s important. Uhhuh, , and I say that for us, we continually look for ways to improve our customer experience. So, uh, we are, uh, currently working on ensuring that our system speaks to one another, uh, in order to provide our customer with that omnichannel experience. So we started, but we still have, uh, more to come mm-hmm.. So we want the customer, for example, to view the inventory, the offers, the, the new product release, uh, no matter where they access it from. So they, they have the same view.

Wow. And, uh, the, the next, uh, evolution or the next, uh, you know, milestone we wanna reach is to be able to, uh, offer faster online delivery service. Okay. And, uh, and then this way, uh, double the number of products we have available, uh, online. So that’s, uh, that’s another yes. We look for it, uh, to that part.

Paula: So, what kind of timeframe are you working with and and what are you working towards Nevine?

Nevine: Uh, so we look for, you know, in terms of timeframe, it can, it will take whatever it takes. So is it in a year? Is it in two years? It’s still being, uh, evaluated and we wanna do it the right way, but to do it the right way, we also need the backend to support us. So our supply chain course needs to be relooked at to be able to do this.

So it’s.. Yeah. It’s, it’s, it’s a big project. Mm-hmm. and, uh, it may take several years before, uh, we get to what we want, but we’ll for sure do quick wins, uh, as we go.

Paula: Yeah. And am I right in understanding that you’re looking to improve the delivery for the consumers from the, the time of ordering to the time of receiving their order? Was that something you’re saying is a focus for you?

Nevine: Yes, exactly. Okay. We wanna, yes.

Paula: Speed all the whole actual delivery so that they can say, you know, I’m having people for dinner tonight, so let me order the, um, recommended wine that suits our, our particular group. And it comes super quickly. Yeah. Correct. Got it, got it.

Fantastic. And the inventory piece I think is very interesting as well, Nevine, and I know it’s complex again because typically that would sit in a very different technology stack, but it sounds like you guys have, um, I suppose first of all, amazing demand from the customers. Um, so when there is a rockstar product for example.

I know from time to time there are ones that people are literally going, where can I buy that bottle of wine that I’ve seen on a TV channel, for example. Cuz I know you guys do some, some great work on tv. So, so how are you getting on with that visibility of the inventory? Because I think that’s also super powerful to drive customers to feeling really happy with their experience in SAQ.

Nevine: No, absolutely. We have, it’s a TV show. Uh, people listen to Salut Bonjour and, um, effect. Yeah. So we have Philippe Lapeyrie when he talks about, uh, his recommendation for, for this week. Uh, people go crazy and, and they wanna go to the stores to get it, but the first thing they do is they check on the application. Yeah.

Where can I find that? And I have to say, this is where it could be challenging from a technology perspective. When you have everyone at the same time go in and search for that product. So, yeah. Uh, we had to, we had to change a bit, uh, some of the ways to operate this so that, uh, you know, we wouldn’t crash everything. But, uh, right now we have it under control.

Paula: Amazing. So I can see why the IT team are your best friends in the company, huh.

Nevine: Absolutely. IT teams and then, uh, the business intelligent team with, uh, which we, you know, yeah. Without having all that data insight, yeah. We wouldn’t be able to be where we are right now.

Paula: Incredible. So what does the future hold Nevine then for the Inspire program?

Nevine: Well, like I said, we continually look for ways to add new features to the Inspire program. Mm-hmm.. and increase also customer benefits. Mm-hmm. So we do have a three year roadmap and uh, and it’s a long list, so I think you’ll need to invite me again, Paula.

Paula: Totally! Oh my God, Nevine. You know, I mean, this is such a powerful story. I’m like, I wanna stay up to date when everything happens.

Nevine: Very good.

Paula: Oh, super. Super. No, we definitely will. Um, so I guess that’s all I wanted to, to ask today in terms of, you know, helping our audience understand for the first time, first of all, the, the, the power of the SAQ brand.

Um, the breadth in terms of the service it offers for, um, people across the whole state and how powerful the Inspire program is. Uh, the dramatic journey of transformation that you’ve taken the business on in terms of going from that mass market, marketing into this beautifully personalized experience that’s obviously delivering such incredible value and allowing you to, uh, to give back to the government, um, such an incredible contribution.

So tell us, what would you say in terms of your words of wisdom now, thinking about this audience of loyalty marketing professionals around the world who probably wish they were, you know, as far as you are on their journey, uh, with their omnichannel and personalization. So tell us a bit about maybe your advice for people who are listening.

Nevine: Well, um, so I, it’s not the first, um, client relationship program uh, I work with. Uh, I’ve, I’ve had, uh, previously, uh, I was, um, handling also, I was at Aimia, uh, with Aeroplan and Loyalty One with AirMiles. So, but in general, uh, with those three programs, if you are looking, uh, to launch, uh, a program, I have maybe three key element to keep in mind.

Okay. And the first one, which is super important, is to have your executive management, uh, on board with the project. Mm-hmm.  uh, because this is an enterprise project that will impact every single department. So you wanna make sure, uh, they’re aware of it and then when it’s time that would you know, give, uh, the information, uh, to their team so that everyone works towards, uh, the same goal. Mm-hmm..

Paula: Okay.

Nevine: So that’s the first one. Yeah. The second one I’m gonna go back to making sure you have the appropriate, uh, amount of money to invest in technology and resources. Honestly, if we wanna move forward and, and be able to have that sophistication, you do need, uh, you do need those funds. And whether you have it in-house or externally, it doesn’t matter.

The important thing is that you have access to it. Hmm.. And then the third one, uh, that, uh, you know, we, we often use, uh, in different meetings or projects. Uh, we always say at SAQ, walk before you run.

Paula: Yeah, I like that.

Nevine: Yeah. Because, uh, when we launched the program, of course, uh, we’re very ambitious and we wanted to have all the personalized feature right from the start.

Yeah. But, uh, in reality, we, we did have to scale back and work with the minimum viable product. Mm-hmm. otherwise, uh, we would never launch. Okay. So, uh, so, so, so that’s really important and in a way also it gives you room for improvement. So it allows you to continuously enhance the program and it gives you also the ability to take the time to listen to what the customer want.

Mm-hmm.. And in that case, you can adjust accordingly. Yeah. So, um, so, so that’s what I would say.

Paula: I love that. Yeah. And actually, I remember somebody gave me, um, very similar advice, particularly on the last point, Nevine, and it was an article I was, I was reading and it talked about, you know, if your ambition, for example is to, uh, to create a business selling wedding cakes.

Then the very first step is to bake like a cupcake. Like that whole idea of a simple, minimum viable product. Rather than trying to go and, and bake the wedding cake and do everything. It’s just too complex. And I think loyalty professionals, as you said, we’re all so excited, so ambitious, and we know the difference we can make.

But at the end of the day, you’ve gotta take everyone on the journey. And I feel that that is, of course, the senior management. And please, God, they are all fully aligned, of course, in giving us the investment that we need. But you need to take the IT team of course, on the same journey. But even the customer, like if you, if you suddenly launch something that’s super sophisticated, I think people can get overly confused.

So I love that idea of, um, walk before you can run, uh, build something that, uh, gives you an opportunity to to, to flex and change and be flexible along the way, but at least you can start demonstrating that if they give you the information about what they like, that you’re gonna give it back to them in a way that’s meaningful.

Absolutely. Super! Well Nevine, I have to say. As I said, I’m, I’m really impressed by the, um, the full transformation. Um, I know we hope to meet again, um, at the next Comarch user group. Um, I think the next one might be in Poland, so I’m certainly hoping to be there. I’m not sure your plans. But otherwise, there’s an open invitation to, uh, to have SAQ back on the show to tell us, um, all about, uh, your, your updates as we progress.

So is there anything else you wanted to mention, Nevine, before we wrap up?

Nevine: Just that it’s always a pleasure to talk to you, Paula. Yes.

Paula: Oh, you’re so kind. Well, listen, as I said, loved the conversation. Is it okay for people to reach out to you, for example, on LinkedIn, Nevine if they want to connect and get any more details on your program?

Nevine: It’ll be my pleasure. Absolutely

Paula: Fantastic. Okay, we’ll make sure to link to that then in the show notes. So with all of that said, Nevine Baracat CRM and brand loyalty with SAQ. Thank you so much from Let’s Talk Loyalty.

Nevine: Thank you.

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