The New Loyalty Playbook: Simplicity and Velocity for Share of Wallet
Loyalty has become a crowded and engineered element of retail. Most major retailers now offer some form of rewards ecosystem, yet many consumers remain underwhelmed, unconvinced, or simply disengaged. The assumption has often been that the answer lies in building richer programmes, adding more perks, or increasing personalisation. But our latest research at The Harris Poll UK suggests something different.
In fact, we are already seeing leading retailers move in this direction. The April 2026 relaunch of Sparks by Marks & Spencer is a timely example. The revamped proposition shifts toward ‘pounds, not points’, introduces a digital Sparks wallet, places greater emphasis on simpler monetary rewards, and aims to improve relevance and timeliness. Notably, the redesign appears to respond to several of the same themes our research surfaces: consumers want loyalty to feel simpler, more rewarding and easier to use. Whether Sparks succeeds remains to be seen, but strategically, it reinforces the broader shift underway.
Our data reveals a clear set of commercial principles for cutting through in today’s market, and they challenge some long-held assumptions about what drives loyalty success.
1. Loyalty drives share of wallet more than exclusive loyalty
One of the clearest findings in the data is that loyalty programmes function primarily as growth engines for frequency and spend, rather than tools for creating exclusive loyalty. When asked how a significantly more rewarding programme would affect their behaviour, 44% of consumers said they would use that brand more often while continuing to shop elsewhere and 23% said they would switch more purchases to that brand. Meanwhile, 26% said it would make little or no difference.
This reframes the role of loyalty, making it something more than a programme that locks customers in; it encourages retailers to think about their programmes as mechanisms for increasing share of wallet. The prize is not exclusivity. Rather, it’s the shift from completing ‘one more shopping mission’ towards establishing a reputation for being a brand that is firmly on the customer’s side.
2. Simplicity is a non-negotiable consumer priority
Consumers are sending a very clear signal that simplicity matters, and perhaps more than the industry has recognised. 59% selected clear and simple savings as a top expectation from loyalty programmes, 55% prioritised rewards that feel like real value, and 33% cited consistent value, not just occasional offers. By comparison, only 8% prioritised exclusive or special rewards.
This suggests many programmes may be solving the wrong problem. Consumers are not asking for more complexity, more gamification, or more VIP mechanics. They are asking for loyalty that feels easy, fair and dependable.
This emphasis on simplicity is particularly notable in light of the recent Sparks overhaul at Marks & Spencer, which explicitly moved away from the complexity of points toward monetary rewards and ‘no tricksy pricing’. That shift mirrors what consumers in our data are asking for: less programme complexity and a clearer, more immediate value exchange. It may also signal that simplicity is moving from a hygiene factor to a competitive battleground.
3. Reward velocity may matter as much as reward size
Our research suggests that faster rewards closely rival better rewards as a driver of behaviour. 35% said significantly better rewards would change where and how often they shop, but nearly as many (33%) said being able to earn rewards more quickly would have the same effect. Time-to-reward matters; consumers do not just want more value but to feel value sooner.
The Sparks relaunch speaks to the importance of reward velocity. By introducing spend-triggered rewards and a wallet structure designed to make value more immediate, Marks & Spencer appears to be leaning into the same consumer demand reflected in our findings. This is notable because it indicates major retailers are beginning to compete not just on reward generosity, but on how quickly customers feel the benefit.
4. Trust is a bigger loyalty opportunity than many brands realise
The data also reveals widespread scepticism toward current loyalty models. 63% believe discounts and rewards are often not as valuable as they appear, while 43% agree offers can feel ‘too good to be true’.
That level of scepticism indicates trust is a potential competitive advantage. In a market where consumers are alert to hidden catches and inflated offers, transparency itself can be a differentiator, which reaffirms the importance of simplicity.
5. Personalisation is often overstated
Personalisation is often framed as the future of loyalty, particularly in a big data and AI world, but our findings suggest its commercial importance may be overstated relative to more basic value mechanics. Only 22% said more personalised rewards would change their shopping behaviour, and only 33% ranked personalised offers among their top programme expectations.
That does not mean personalisation has no role. But it does suggest retailers should be careful not to mistake a method of delivery for the core proposition. Consumers appear far more motivated by straightforward value than by sophisticated targeting.
Interestingly, this is where there may be some tension in current market moves. While the Sparks relaunch leans into AI-driven personalisation, our findings suggest personalisation is unlikely to be the primary driver of impact on its own. That may prove to be an important distinction as retailers evolve their programmes.
6. Reward format matters less than we might have previously assumed
An interesting finding is that consumers do not strongly differentiate cashback from alternative reward structures. The most common response was that cashback-style rewards feel about the same as other reward types.
That suggests retailers may be spending too much energy debating the architecture of rewards, whether points, cashback, or vouchers, when the more important question is whether rewards feel meaningful and easy to access. Perceived value matters more than reward format.
7. Consistency may outperform promotional intensity
Finally, the importance consumers place on consistent value (33% placed it in their priority shortlist) points to an opportunity many programmes may be underestimating. Consumers want dependable, ongoing benefits over sporadic promotional spikes. A similar proportion of our respondents (32%) placed flexibility in how rewards can be used on their shortlist, highlighting the need for predictability in what consumers are aiming for and how quickly they can rely on it.
That has major commercial implications, because it favours loyalty models based on sustained, predictable value delivery rather than campaign-led discounting. In a market where many programmes rely on occasional offers to drive engagement, consistency itself may be a source of cut-through.
The new loyalty playbook emerges
These components point to a clear hierarchy of opportunity. The retailers best positioned to cut through may not be those offering the most elaborate programmes, but those delivering the clearest value exchange.
That means focusing on:
Simplicity: making benefits transparent and effortless
Velocity: helping customers feel rewarded sooner
Share of Wallet: designing loyalty to deepen spend, not chase exclusivity
And perhaps the biggest lesson of all is that consumers do not necessarily want more loyalty programmes; they want retailers to make loyalty feel less like a programme altogether.
If you’re rethinking your loyalty strategy or exploring how to drive greater share of wallet, we’d love to share more from our research and discuss what it could mean for your business.
The Harris Poll UK is a strategic research and insights consultancy helping organisations understand what drives behaviour, loyalty and growth. We combine robust data with deep human insight to uncover how brands can create more meaningful and valuable customer relationships.