This case highlights the successful transformation of a loyalty concept for a franchising pizza chain with 679 points across international markets (Europe, Asia, Africa) and a database of 20+ million clients.
As a Customer Loyalty Product Manager, my goal was to create a new loyalty program concept that would align with the brand's values and effectively reward loyal customers.
As a Customer Loyalty Product Manager, my goal was to create a new loyalty program concept that would align with the brand's values and effectively reward loyal customers.
Key Challenges and Problems to solve
- Overcoming the limitations of the existing old loyalty program, which focused solely on transactional loyalty in specific segments, resulting in insufficient profitability.
- Shifting the focus of promotional activations from targeting new clients to engaging and retaining existing customers.
- Navigating the diverse perspectives and interests of various stakeholders, including franchise owners, the financial department, the marketing department, the developers team, and customers, to find common ground.
- Developing a loyalty concept that could adapt to new markets and business concepts beyond the pizza chain, accommodating coffee shop chains and other potential expansions.
What I've done
- Conducted analysis of an old loyalty program (perception of customers, financial efficiency, comparison to best practices)
- Developed a comprehensive new loyalty program strategy
- Defined a roadmap for a new program development
- Defined top-5 loyalty mechanics by profits
- Tested one of the top mechanics, personalised offers stimulating 2nd order
- Suggested a transition scenario from an old loyalty scheme
Fragment of analysis of financial efficiency of an old loyalty program
Fragment of analysis of financial efficiency of an old loyalty program
I developed the new loyalty program strategy which
- Offered a seamless unified concept, encouraging customers to visit various establishments within the chain.
- Supported brand values and emphasized both transactional and emotional loyalty, including service upgrades for customers with higher customer lifetime value (LTV).
- Enabled a phased development and implementation process, ensuring practicality and efficiency.
- Focused on transforming new customers into loyal repeat customers, rather than creating separate accounts
The new concept — module-based loyalty program
Prototyping customer journeys
The process of collaboration in Miro during the development phase
The new look of a personal account page in the mobile app
The new program concept was unique for the QSR market, as it embraced not only transactional but also emotional benefits.
The strategy successfully demonstrated the significance of change and prioritized the development steps for the new loyalty program
The strategy successfully demonstrated the significance of change and prioritized the development steps for the new loyalty program
