This study examines how reward variety and reward choice restrictiveness—key variables related to the reward selection category among the reward design components proposed by O'Brien and Jones (1995)—influence customer loyalty toward customer reward programs. The findings of this study are as follows. First, customer loyalty toward the reward program increased when the level of reward variety was high compared to when it was low. Second, customer loyalty toward the reward program increased when there was no restriction on reward choice compared to when restrictions were present. Finally, when there was no restriction on reward choice, loyalty toward the customer reward program increased when reward variety was relatively low; conversely, when restrictions on reward choice were present, loyalty toward the customer reward program increased when reward variety was relatively high. To explain this phenomenon, the study employed the theory of promotion reactance among consumers toward sales promotion instruments. Additionally, the study utilized the efforts-rewards consistency theory, which posits that when rewards exceed the level of effort required by customers to obtain them, preference for the customer reward program may actually decrease. Through this approach, a foundation was established for designing customer-oriented rewards on a theoretical basis. Above all, this study is significant in that it identified the interaction effects between the strategic variables of reward variety and reward choice restrictiveness, and the theoretical and practical implications thereof were discussed.