20oneC

How we turned a stagnant member loyalty program into €5M in incremental revenue in 12 months. Using one method our clients now call their 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗩𝗮𝗹𝘂𝗲 𝗘𝗻𝗴𝗶𝗻𝗲. On paper, the program looked healthy. 2 million members. Weekly CRM. A growing rewards budget. Dashboards full of opens, clicks and redemptions. Then came the boardroom question the loyalty director couldn't answer: "How much of this is actually incremental? Wouldn't these customers have come back anyway?" If you've ever sat in that meeting, you know the feeling. You're paying your most loyal customers to do what they were already going to do. And the campaigns meant to drive new behaviour? They're racking up opens and clicks, but not revenue. You're losing money on both ends, and you can feel the board starting to notice. You're handing discounts to your best customers (who would have stayed without them). New members redeem once and disappear. The rewards line on the P&L keeps growing, but you can't prove it's earning its keep. And quietly, the loyalty team stops being seen as a growth function. You become the campaign team. We've worked through exactly this with a large QSR player, a large retailer and a large airline player. What we built with them is the Customer Value Engine a working method that connects loyalty, CRM, customer data and commercial measurement into one system. Instead of asking "did the campaign perform?", it asks "did this customer become more valuable, and at what cost?" Three things it gives a loyalty team: • 𝗖𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲 𝗶𝗻 𝘁𝗵𝗲 𝗯𝗼𝗮𝗿𝗱𝗿𝗼𝗼𝗺 — every euro of reward spend tied to 15-20% incremental margin, not opens and clicks. • 𝗦𝗵𝗮𝗿𝗽𝗲𝗿 𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 — you stop subsidising customers who don't need it and protect margin on your top segments. • 𝗔 𝗿𝗲𝗽𝗲𝗮𝘁𝗮𝗯𝗹𝗲 𝗴𝗿𝗼𝘄𝘁𝗵 𝗹𝗲𝘃𝗲𝗿 — journeys that move second purchase, retention and CLV, with the proof needed in the boardroom. For the client above: €5M in incremental revenue in year one. Margin protected on the top 10% of customers. And a story the loyalty team could finally tell the board with numbers instead of slides. If you're running a mature loyalty program and feel like you are leaving money on the table, DM me. Happy to walk you through how the Customer Value Engine would look against your setup.

How do you turn a loyalty strategy into something concrete enough to launch? The Dutch Railway Company already had a clear ambition: to encourage travellers to make more sustainable travel choices. The research was there. The behavioural insights were there. The internal motivation was there. But one question still needed a sharper answer: What should be launched first to turn sustainable loyalty into a working customer programme? Together, we transformed their existing strategy into a ready-to-execute program with our proven method: • We brought together existing research, initiatives and strategic building blocks. • Aligned 10+ stakeholders through co-creation. • Defined the conditions for success: digital identification, customer data consent and a personalised experience. • Connected the concept to KPIs, channels and team ownership. And made clear what needed to be built, tested and validated first. The result was not another broad strategy. It was an executable route. A shared loyalty framework. A clear MVP roadmap. A concrete activation plan. And ownership over the steps needed to move from ambition to execution. This meant turning scattered initiatives into one clear direction: recognising travellers better, serving them more personally and gradually encouraging more sustainable travel behaviour. This is where strategy becomes commercially useful, and starts delivering on the direction envisioned. This is the turning point at which teams know what to do next, who owns what and which first version can be tested. At 20oneC, we help organisations close that gap: from ambition and insight to a roadmap teams can actually move on.

A lot of loyalty programs are just discount strategies with better branding. That is the uncomfortable reality behind many points, perks, tiers, member pricing and rewards. They look like loyalty, but too often they are just a more structured way to give margin away. McKinsey & Company found that around two thirds of established loyalty programs fail to deliver value and some even erode it. That doesn't come as a surprise to me. Because most brands are still measuring loyalty activity instead of customer value creation. Members joining. Points issued. Rewards redeemed. App engagement rising. Campaigns performing. These are useful signals, but not proof. The right questions that need to be asked are: • Did the customer buy more often than they would have? • Did they move into a more valuable lifecycle stage? • Did the reward protect margin or destroy it? • Did loyalty change behaviour, or just subsidise behaviour that already existed? That is where I see the strongest brands changing their approach. They start with the behaviour they want to shift, not with the reward they want to offer. Sometimes the right intervention is points. Sometimes it is recognition, access, relevance or simply a better timed message. Sometimes it is no reward at all. That is the real shift. Loyalty is no longer about making the program more attractive. It is about making better investment decisions across the customer base. Because participation is easy to create. Profitable loyalty is not.

How MatchMaker added +6% profit, equal to over €20M in additional profit per year, by making individual product preferences usable inside the tools the team already worked with. MatchMaker helps marketing teams move beyond generic segmentation by selecting the most relevant offers, content, and media for each customer. It fits into the existing stack and automates the translation from customer intelligence to execution, so teams can reduce manual work without leaving personalisation stuck in models, pilots, or workarounds. In this video, we show the process behind that +6% profit uplift, and how MatchMaker helps turn customer data into personalisation that performs in-market.

How ValueTrack increased the retention rate for a large QSR brand by 30% among first-time customers and helped build long-term habits early. Most customers do not disappear all at once. They slow down first. They place an order, open an email, click an offer. And then nothing meaningful happens next. For a big QSR player, the challenge was clear: turn first-time customers into repeat users before early momentum disappeared. Because that is where lifecycle strategies often lose value. The customer looks active, but the next behaviour never happens. So we used ValueTrack to identify which actions moved customers forward and where the lifecycle needed to intervene earlier. This resulted in 30% more first-time customers moving into repeat behaviour, helping build long-term habits from the start. ValueTrack helps marketing teams see where momentum is created, where it stalls, and which behaviours need to happen earlier to turn first activity into lasting value. It gives lifecycle teams a clearer structure for moving customers through the moments that matter most. In this video, we show the process behind that 30% uplift, and how ValueTrack helped turn first-time customers into repeat behaviour earlier in the journey.

How we helped generate €300K revenue by turning a global segmentation model into market-ready execution. Global strategies can look strong in a deck. Until a local market has to make it work. A big player in the QSR industry wanted to increase adoption of a new customer behaviour. A challenge many organisations recognise when launching a new service, channel or feature: the idea makes sense, but it still has to fit into existing journeys, systems, and ways of working. The global team had created a segmentation model to grow usage. But when that model reached the market, the hard questions started. • Where does this fit in the existing lifecycle? • Which segments should get which message? • Which offers actually change behaviour? • What happens to customers who fall between segments? • And how do you test this without creating operational chaos? That is where strategy often gets stuck. Not because the thinking is wrong. But because the translation into execution is missing. So we rebuilt the approach from the market reality up. Overall, the approach drove a 30% uplift in revenue. We combined the global segmentation with the lifecycle strategy that was already live. Then we tested it across four monthly cycles, each with different tactics, offers, banners, and incentives. That gave the team a clear view of what actually moved customers towards the desired behaviour. But the most important result was not just the uplift. It was the clarity. We could show which segments responded, where momentum was missing, which ideas were too complex to justify, and where the global model needed to be adjusted before scaling to other markets. The lesson: clarity is not created in the strategy deck. It is created when every segment, message, offer, and test has a clear role in moving customer behaviour. Interested in how we turn strategic models into market-ready execution? Send me a DM.