Customer loyalty is shaped by a mix of product quality, value, service, convenience, and experience. The statistics below show how consumers and executives described loyalty, retention, loyalty programs, and switching behavior in the named studies and measurement periods.
Table of contents
- Customer loyalty at a glance
- Why customers stay or leave
- What loyalty programs change
- The role of service, products, and personalization
- Loyalty by industry and category
- Switching, retention, and lost loyalty
- What loyalty leaders should measure
Customer loyalty at a glance
Customer loyalty statistics point to a practical lesson: repeat purchasing is vulnerable when the core customer experience breaks down, but well-designed programs can reinforce an existing preference.
- 59% of shoppers said they are loyal to a specific brand (Adobe State of Loyalty report).
- 76% of shoppers trusted their preferred brand and hoped for its success (Adobe State of Loyalty report).
- 74% of consumers said product quality inspired loyalty, while 66% said value for money did so (KPMG, The truth about customer loyalty).
- 56% said customer service inspired loyalty (KPMG, The truth about customer loyalty).
- 80% of consumers said they would share some type of personal data for a better experience (PwC Customer Loyalty Survey 2022).
- 72% of consumers said loyalty programs make them more likely to spend with their preferred brand (Deloitte Consumer Loyalty Program Survey 2025).
The measurements come from different studies and years, so they should not be treated as one unified survey or combined into a single loyalty rate. Together, however, they show the range of signals marketers need to watch.
Why customers stay or leave
Product performance and perceived value sit at the center of loyalty. In KPMG’s global research, 74% of consumers said product quality inspired loyalty, 66% cited value for money, and 56% cited customer service. A separate Adobe 2025 customer loyalty article found that 69% cited fair, competitive pricing as a top reason to repeat purchase.
Price and convenience can also describe the customer mindset. Adobe reported that 92% of respondents identified as convenience-oriented shoppers and 90% were price-driven. These figures suggest that a loyalty strategy must make the preferred choice easy and financially credible, not simply offer points after a transaction.
The reasons for leaving are similarly concrete:
- 81% would leave a brand over poor product or service quality (Adobe 2025 customer loyalty article).
- 72% would walk away after rude or unhelpful service (Adobe 2025 customer loyalty article).
- 70% would leave due to misleading claims (Adobe 2025 customer loyalty article).
- 58% would stop buying from a brand involved in unethical behavior (Adobe 2025 customer loyalty article).
PwC’s Customer Loyalty Survey 2022 adds evidence that switching is already common. In the past year covered by that survey, 26% of consumers had stopped buying from a specific business. Nearly 3 in 10 consumers also said they were more likely to try a new brand at that time.
Switching intent varied by category. The share more likely to try a new brand was 44% among restaurant consumers, 38% among consumer goods shoppers, and 36% among supermarket shoppers (PwC Customer Loyalty Survey 2022).
What loyalty programs change
Loyalty programs can influence spending, but participation is selective. In Deloitte’s Consumer Loyalty Program Survey 2025, 72% of consumers said a program made them more likely to spend with their preferred brand, 56% said they increased spending because of the program, and 80% said they got more from the brand because of the program.
The average consumer was enrolled in 8 loyalty programs and actively participated in 5. Yet 51% of respondents engaged with only one loyalty program (Deloitte Consumer Loyalty Program Survey 2025). Enrollment therefore does not necessarily equal active loyalty. A customer may collect memberships broadly while concentrating real attention on a small number of programs.
| Loyalty-program measure | Share or average | Source |
|---|---|---|
| More likely to spend with preferred brand | 72% | Deloitte Consumer Loyalty Program Survey 2025 |
| Increased spending because of program | 56% | Deloitte Consumer Loyalty Program Survey 2025 |
| Get more from brand because of program | 80% | Deloitte Consumer Loyalty Program Survey 2025 |
| Average programs enrolled in | 8 | Deloitte Consumer Loyalty Program Survey 2025 |
| Average programs actively participated in | 5 | Deloitte Consumer Loyalty Program Survey 2025 |
| Engaged with only one program | 51% | Deloitte Consumer Loyalty Program Survey 2025 |
Program design matters especially in restaurants. In Deloitte’s restaurant loyalty report, 86% of restaurant consumers rated transactional loyalty outcomes as important, while 83% rated program simplicity as important. Usage was frequent for many members: 47% used memberships several times a month and 32% used them several times a week.
Restaurant members also belonged to multiple programs. Twenty-nine percent belonged to two loyalty programs, and 38% belonged to three or more (Deloitte restaurant loyalty report). This competitive environment makes clear benefits and low friction important parts of the offer.
The role of service, products, and personalization
Executives and consumers do not always identify the same loyalty trigger. In PwC’s Customer Loyalty Executive Survey 2023, 39% of executives said loyalty fell under customer service. Twenty-five percent said loyalty was won when customers received good customer service, and 23% said it was won when customers tried and liked the product.
Consumers in that survey placed more weight on the product itself. Only 11% said good customer service won their loyalty, while 46% said the product did. Also, 84% could name a company they regularly used or bought from off the top of their heads, and half of the brands named were in consumer goods or retail.
Decision ownership was concentrated among executives. Sixty-four percent said they had sole responsibility for customer loyalty or retention decisions, while 36% shared influence on those decisions (PwC Customer Loyalty Executive Survey 2023).
Personalization and digital experience add another layer. Deloitte’s Consumer Loyalty Program Survey 2024 found that 60% of consumers were satisfied with customized and targeted experiences. Three-quarters of Gen Z and millennial consumers said a high-quality digital experience was essential for loyalty programs. Nearly two-thirds of brands said they shared or planned to share customer loyalty data with advertising platforms.
Human interaction still matters. At least one-third of consumers in PwC’s Customer Loyalty Survey 2022 said human interaction was important to their loyalty. In Adobe’s 2025 customer loyalty article, 41% cited helpful, respectful service as a key loyalty touchpoint, while 33% cited visually engaging content.
Loyalty by industry and category
Brand loyalty varies by sector. Adobe’s State of Loyalty report found that 67% of travel and hospitality shoppers were loyal to a brand, compared with 53% of retail shoppers and 59% of consumer goods shoppers.
KPMG’s global research found that 40% of consumers were likely to feel a strong, personal connection with the companies to which they were most loyal. Points and rewards were identified by 37% of respondents as one of the most effective ways to secure brand loyalty.
The importance of points and rewards differed across the country measurements reported by KPMG. Fifty-four percent of consumers in mainland China said points and rewards inspired loyalty, compared with 50% in Mexico and 49% in India. These are country-specific findings and should not be read as a global average.
Usage can still be light even when a program is a favorite. KPMG reported that 59% of consumers used their favorite loyalty program less than once a week. In the same research, 96% agreed that customer loyalty programs could be improved.
Automotive loyalty offers a separate category benchmark. J.D. Power’s 2025 U.S. Automotive Brand Loyalty Study reported an average U.S. automotive brand loyalty rate of 49% across all nameplates and segments in 2025. The prior-year rate was 51%, before falling below 50% in 2025.
Qualtrics XM Institute’s global consumer loyalty index showed a wide range, with the lowest loyalty level at 25% and the highest at 93%. The index range is not a single industry average; it indicates variation across the measured index results.
UserTesting’s brand loyalty trends study reported the strongest loyalty by category among 54% of Americans in grocery and food, 42% in clothing, 37% in footwear, 29% in phones, and 28% in electronics.
Switching, retention, and lost loyalty
Loyalty loss can produce several forms of disengagement. Adobe’s 2025 customer loyalty article reported that 86% of consumers stop buying after loyalty is lost, 73% seek alternatives, and 69% unsubscribe from emails. Among Gen Z consumers, 25% take complaints public through social media or reviews after loyalty is lost.
The cost difference between keeping and replacing customers is also material in Adobe’s reported guidance: retention can cost up to 5 times less than acquisition, and a 5% increase in retention can drive more than 25% additional profit. These are stated estimates and relationships from the Adobe source, not arithmetic derived from the other statistics in this article.
Restaurant loyalty members showed more resistance to switching than loyalty members across all industries in Deloitte’s restaurant loyalty report. Forty-eight percent of restaurant loyalty members said they were unlikely to switch to a competitor’s program, while 16% said they were likely to switch. Across all industries, 24% of loyalty members said they would likely switch to a competitor’s program.
The restaurant report also found that 63% of restaurant survey respondents rated upgraded or premium service as important or very important. That finding complements the program-simplicity result: customers may want both a straightforward transactional benefit and a better service experience.
What loyalty leaders should measure
The data supports a measurement framework built around behavior and experience rather than enrollment alone.
First, measure repeat behavior and switching signals. The PwC findings on stopped purchases and new-brand trial intent show why customer loyalty dashboards should track churn, category switching, and trial of competitors.
Second, separate program reach from program activity. Deloitte found an average of 8 enrollments but 5 active participations, and 51% engaged with only one program. Enrollment counts can therefore overstate the number of relationships receiving regular attention.
Third, connect loyalty to the customer promise. Product quality, value for money, service, convenience, pricing, truthful claims, and ethical conduct all appear in the reported reasons customers stay or leave. A points balance cannot compensate reliably for a weak core offer.
Finally, watch the experience across channels. Deloitte’s 2024 findings on customized experiences, digital quality, and loyalty-data sharing show that personalization is both a customer expectation and a marketing capability. PwC’s finding that at least one-third of consumers value human interaction shows that digital convenience should not eliminate useful human support.