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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.

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.

Resultados consistentes no marketing B2B dependem de uma abordagem sistêmica, não de táticas isoladas. Na Agência 113dc Marketing B2B, geração de demanda funciona a partir da integração de três dimensões complementares. 1️⃣ ESTRATÉGIA + BRANDING para direção e reputação. Definem proposta de valor, público-alvo e os critérios que geram confiança. Sem posicionamento claro, ações táticas perdem efeito. 2️⃣ AÇÕES ABM + CONTEÚDOS para autoridade e relacionamento. conteúdo educativo e ações direcionadas fazem a promessa da marca ressoar nas contas que importam, criam conexões de valor e moldam critérios de decisão. 3️⃣ CAMPANHAS + DIGITAL para ativação e escala. Com posicionamento e conteúdo alinhados, campanhas de precisão expandem sua narrativa e convertem engajamento em oportunidades reais. Sozinhas, cada dimensão já entrega valor – juntas, tornam-se imbatíveis. A combinação correta gera um ciclo contínuo de clareza, confiança e interesse, acelerando o pipeline, ampliando a receita e promovendo o crescimento sustentável. O erro mais comum é operar em silos: branding desconectado de negócios, ABM sem base estratégica, campanhas segregadas. Por isso, a pergunta chave deve passar de “qual tática?” para “como estruturo o sistema para que estratégia, conteúdo, relacionamento e ativações funcionem como um único motor de geração de demanda?”

Atalhos não funcionam no marketing B2B. Se você está sofrendo com guerra por preço (corroendo margem), poucos leads qualificados, comunicação desconectada do processo de compra e dependência de ações táticas que não escalam, o problema está na origem – a sua base estratégica. O marketing B2B tem uma lógica própria, outras premissas, outro ritmo, outras métricas: universo restrito de clientes, ticket médio alto, ciclo longo e técnico, múltiplos decisores e jornada não linear – atuamos em um contexto muito particular, totalmente diferente da abordagem B2C. Além disso, a jornada de compra mudou muito nos últimos anos, refletindo as mudanças geracionais, tecnológicas e de comportamento. Por isso, venda de valor no B2B exige, antes de tudo, uma mudança de mindset. E disciplina estratégica: esforço não basta – precisa de método. Priorize geração de demanda qualificada: presença em mercados específicos, educação de decisores, construção de autoridade e alinhamento real entre marketing e vendas. Sucesso no B2B é sobre estar no radar certo antes mesmo do comprador abrir uma RFP.