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Background: Accurate digital transfer of implant positions is critical for the long-term success of full-arch prosthetic rehabilitation. Photogrammetry remains the benchmark for accuracy, but its high cost and complexity limit clinical adoption. Artificial intelligence (AI)-driven intraoral scanning protocols incorporating real-time library matching and irregular, individually coded scan bodies have been proposed as accessible alternatives to improve accuracy and reproducibility. Methods: This in vitro study evaluated the trueness and precision of a full-arch implant scanning workflow using an AI-assisted real-time library matching system in combination with irregular multi-geometry titanium scan bodies. A high-accuracy structured-light scanner served as the reference standard. Six implant positions (35, 33, 31, 41, 43, 45) were scanned across 20 datasets (n = 120). Mean surface deviations were calculated against the reference STL using CloudCompare v.2.14. and a two-way ANOVA (α = 0.05) in SPSS tested the effects of implant position and scan iteration. Results: The workflow achieved a mean deviation of 13.55 ± 9.70 μm (range 0.77–43.46 μm) across all positions. Anterior sites showed the lowest deviations (e.g., position 31: 3.95 μm; 45: 5.96 μm), while posterior sites exhibited higher deviations (e.g., position 43: 26.15 μm). No mean deviation exceeded 30 μm, and no individual measurement surpassed 45 μm. Implant position significantly affected accuracy (p < 0.001), whereas scan iteration did not (p > 0.05). Conclusions: Within the limitations of this in vitro model, an AI-assisted real-time library matching workflow used in conjunction with irregular multi-geometry scan bodies achieved accuracy levels well within clinically acceptable ranges for full-arch implant impressions. Although comparable to values reported for photogrammetry under laboratory conditions, clinical equivalence should not be assumed. Further in vivo validation is required to confirm performance under routine clinical conditions.

Purpose - The purpose of this paper is to study examples of emerging marketing trends like word-of-mouth and viral marketing, and attempt to determine their measurability in terms of return on investment (ROI).Design methodology approach - The study examines real life campaigns from well-known companies and attempt to measure consumer response beyond merely viewing or participating in the campaign. How much of an actionable response can be evoked and measured from viral and word-of-mouth campaigns? Testimonials and commentary from marketers practicing these methods and the pundits that attempt to gauge the effectiveness.Findings - The paper finds that word-of-mouth or viral marketing efforts are not always a sure bet. But a well-placed, calculated and provocative campaign can spark a firestorm of buzz that sometimes can be effective for years in non-terminal new mediums like the internet. While the jury is still out on finding hard quantitative ROI measurements for these campaigns, they can produce hefty returns for brand awareness.Research limitations implications - Tracking ROI for viral marketing and word-of-mouth marketing campaigns remains an inexact and difficult science.Practical implications - The paper suggest following the included Viral Commandments when creating a word-of-mouth campaign to ensure marketing resources are put to highest and best use. It also suggests focusing on identification of the consumer as a vital step to build advocacy. Viral marketing should not anchor marketing strategy, but when used effectively can be an important ace-up-the-sleeve.Originality value - The paper explores some recognizable viral marketing campaigns and studies the effects they had on product sales, consumer advocacy and brand awareness. It teaches important factors to consider when developing word-of-mouth marketing: who is doing it well, who is not, what lasting effects can a campaign deliver, and are there any effective ways to measure return on investment?

Purpose - The purpose of this paper is to examine how the current trends in B2B loyalty, technology and analytics can aid marketers in creating profitable relationships with small business owners by exploring their consumer mind.Design methodology approach - This approach takes the form of a discussion, with practical examples and commentary from leaders in the marketing industry, of the top tips and trends for marketers to establish a consumer-minded B2B relationship with small-business clients.Findings - Loyalty-marketing efforts that focus solely on the hard-benefit tactics still dominate, but companies are beginning to realize that small businesses, estimated at 16.7 million firms in the USA alone, come with individual needs and are not only business-minded but consumer-minded as well.Practical implications - B2B marketers have the tools to delve deeper into their relationships with small-business clients by examining them as they would consumers - by building a loyalty platform on a foundation of customer data.Originality value - The paper employs exclusive interviews with representatives from some of the largest marketing firms in the industry today and reports expert analysis and breakdown on loyalty marketing strategies.

Purpose - This article aims to examine US loyalty marketing industry size and analyzes growth trends.Design methodology approach - The article provides a discussion on COLLOQUY's benchmark-setting measurement.Findings - US loyalty rewards program membership has reached 1.3 billion, according to COLLOQUY research that provides the first comprehensive census-taking of loyalty marketing since the modern loyalty era began with frequent flyer incentives in 1981. COLLOQUY's benchmark-setting measurement, based on a fourth-quarter 2006 analysis of a dozen business sectors, reveals that the average US household belongs to 12 loyalty programs. In a key finding, the COLLOQUY census shows that \"active participation\" in loyalty programs is a blended average of 39.5 percent across all sectors analyzed, a number that COLLOQUY experts characterized as \"dismal.\" Of the 12 programs per average household, 4.7 yield active participation. The census results raise a major question. Does the participation data mean the loyalty empire has reached a saturation point? The response from COLLOQUY experts: \"Loyalty memberships are flying dangerously high. Fat membership roles may look good in a press release, but active loyalty program members are the only members who count.\"Practical implications - The loyalty marketing industry has experienced significant growth. Low active participation rates signal that millions of customer files in a database do not signify a successful loyalty strategy. Smart enrollment strategies should suggest a finite population of best or highest potential spenders.Originality value - The article provides proprietary business-to-business research on the size and scope of the US loyalty marketing industry.

Purpose - The purpose of this paper is to remind loyalty marketers to harness the power of the often-forgotten generation that truly values brand loyalty - the Baby boomers.Design methodology approach - The approach take the form of exploring Boomers' demographics and influence on the marketing community and outlining some of the best practices to which marketers can look when building programs and offers for Boomers.Findings - By 2010, one-third of the US population will be over 50; by 2020, one in five Americans will be over 65. In the near future, the oldest segment of the US economy will control the largest share of the US economy and marketers will be wise to make 50+ consumers visible in their marketing strategies. Boomers will find the brands that resonate with them and continue to fuel revenue and growth for years to come.Practical implications - If one has established a relationship with Boomer customers and one has maintained the integrity of those relationships, they will stay with one for years to come. The biggest mistake one can make is to change one's offers and messaging to them just because they hit retirement age.Originality value - The paper presents exclusive interviews with representatives from some of the largest marketing firms in the industry today. Tangible tips and tools to utilize in the real world marketing plans are offered.

Purpose - The purpose of this paper is to present an up-to-date examination of the telecommunications industry and attempt to discover how some of the major players are engaging their customers while trying to constantly diversify their service offerings.Design methodology approach - The paper examines, case by case, three major telecommunications companies and identifies current and future offerings as they pertain to service initiatives and customer loyalty and retention. The paper also offers a broader overview of the telecommunications industry as a whole and identifies some major trends in the current landscape.Findings - The paper finds that companies with sound customer strategies can use this as a differentiator in an increasingly muddled market. In an increasingly competitive market, customer loyalty efforts can play a major part in the attraction of new customers and the retention of current ones. Companies must transition to offer a suite of services as \"bundling\" strategies proliferate and further ignite pricing wars.Practical implications - Marketers dealing in the telecommunications arena are entrenched in an exciting era of industry growth. As consumers' choices expand, the importance of a sound customer relationship strategy becomes more and more important for the success of the company.Originality value - The paper provides exclusive interviews with representatives from some of the largest telecommunications firms in the industry today. It contains expert analysis and breakdown on loyalty marketing strategies that can complement telecommunications service offerings.

Purpose – As loyalty marketing programs have reached a state of maturity, the aim of this paper is to outline the key loyalty‐marketing trends for the twenty‐first century that can serve as guideposts as marketers create, expand and revamp their loyalty and customer relationship management (CRM) strategies.Design/methodology/approach – The paper uses data and statistics from numerous loyalty‐marketing programs to support its conclusions.Findings – Five key loyalty‐marketing trends are identified and explored in detail: ubiquity; technology enables but imagination wins; coalition lite; customer analytics; and the Wow! factorPractical implications – The challenge for marketers is to reinvigorate the market with new strategies, tactics, and technologies backed by imagination, innovation and sound program design. The five key loyalty‐marketing trends for the twenty‐first century identified in this paper can serve as guideposts as marketers create, expand and revamp their loyalty and CRM strategies in the new century.Originality/value – Provides a view point based on the authors' opinion or interpretation of the key loyalty‐marketing trends for the twenty‐first century.

Purpose - This paper aims to examine the banking industry's expanding use of loyalty marketing programs to build profitable relationships with customers. Banks' relationship-building strategies fall into two categories: full-blown multi-product loyalty programs and narrower programs that expand customer rewards in one or two key product areas.Design methodology approach - Innovative loyalty programs launched by various banks are used as examples to show how individual banks are customizing their relationship-building strategies within the two broad categories. Those categories are broad multi-product loyalty programs and narrower initiatives focused on key products.Findings - The authors believe their deeper look into relationship banking reveals that, far from a magic bullet approach, banks are customizing their relationship-building strategies to create value propositions as unique as the institutions and customers they serve. When banks use loyalty programs to engender trust and build confidence in the brand, the customer relationship will develop organically, and so will profits.Practical implications - There is no core list of best practices for relationship banking. By examining innovative programs and being willing to customize their strategies, banks can build enduring customer relationships that lead to growth.Originality value - This paper takes a look at relationship banking trends, with suggestions on how banks can incorporate these trends into successful, customized programs.

Purpose - The purpose of this paper is to use current loyalty market landscape data to examine differences in loyalty-program participation among key consumer segments.Design methodology approach - Using data from the Loyalty Census research study conducted by COLLOQUY (JCM v24i5), this paper applies the information to six demographic segments of high interest to loyalty-marketing practitioners - affluent, young adult, senior, core women, emerging Hispanic, and general adult - to determine rends related to participation, needs, redemption, and satisfaction.Findings - The paper identifies the emergence of underserved and important demographic segments looking for attention in the world of loyalty marketing. The paper also establishes the new battlegrounds for loyalty programs in regards to rewards and redemption. Finally, the research reveals fresh strategies for marketers designing loyalty offerings.Practical implications - Personalization is key to driving participation in contemporary loyalty marketing programs. Companies must identify the individual and tailor rewards, offers and benefits - constructing a \"difference engine\" to serve all markets, build advocacy, retention and return on investment.Originality value - The paper further deconstructs the current loyalty marketing landscape and spotlights budding demographic segments previously overlooked or understudied. The text derives ten concrete suggestions from the data for building successful loyalty programs in today's changing market.

Purpose - This paper seeks to examine three evolutionary trends that are pushing the boundaries of loyalty marketing in 2006 and beyond. These trends incorporate the power of networks, the power of data, and the power of convergence.Design methodology approach - The paper thoroughly describes three new trends in loyalty marketing, which the authors believe have the potential to affect the strategies of all existing loyalty programs. Various programs that represent ongoing experimentation and innovation are used as examples of each of the trends.Findings - The paper suggests that by incorporating some of the components of the three trends in loyalty marketing, marketers will see their boundaries expand and their strategies and tactics change. The results will power profits and growth.Practical implications - It may be true that the biggest revolutions in loyalty marketing happened in the past. But micro-revolutions in loyalty marketing are happening everywhere. By examining those programs that are innovative and willing to experiment, marketers can learn strategies that can grow their own programs.Originality value - The paper takes a look at evolutionary trends in loyalty marketing, with suggestions on how to incorporate these trends into existing programs.