Vegalsa – Loyalty plan
The challenge
Increase the average ticket using the company’s Loyalty Plan, both physically, with the Member and Gold Member cards, and digitally.
How we did it
This and other growth processes were carried out when all the people in the company already had a high degree of expertise in generating change at the point of contact with the customer.
As on other occasions, we first proceeded to prototype until we had a successful model and scaled it. In this way we managed to increase the number of each of the various types of members of the Loyalty Plan.
Later, we extended this model to the entire company digitally. Within days, all stores were already applying it. Once the team is trained, the speed of implementation of this type of process is extraordinary.
Key learnings and admirable behaviors were identified. Conversations then turned to how to do it even better. Finally, each person freely decided what they wanted to put into practice until the following week.
The impact
In the first three weeks of the campaign in each store, recruitment for Loyalty Plan members multiplied by 10, resulting in an increase in the average ticket between 5% and 15%.
The mobile application reached 338,172 users in 2023, 22% more than in 2022. In 2023, the number of users of the Club Oro card increased by 20%.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
ACCIÓ
ACCIÓ needed to transform itself to consolidate its leadership in business services and create an environment where talent could flourish and change could be implemented quickly and effectively.
A key aspect of this challenge was to actively engage all levels of the organisation in the transformation.
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The client’s objective was clear: increase market share, improve margin and reduce shrinkage in the fresh product sections, since they are the areas that most attract customers and benefit the rest of the sections.
Pepsico
The objective was to fully optimize the new channel strategy, structured around the five “Must Win Battles” (MWBs) defined by Pepsico’s headquarters in the U.S. The goal was to effectively and quickly engage everyone directly or indirectly involved with the channel. Pepsico achieved a 4-point increase in DTS market share.
This success was achieved because of the hundreds of people who influence channel management with very diverse and closely interconnected roles: from the CEO to the delivery drivers.
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