Msheireb Downtown Doha. Customer Loyalty Program Strategy

Context, Approach & Methodology

Our approach began with an in-depth analysis of Msheireb’s business ecosystem and its diverse customer base. We mapped out the "Msheireb Universe," placing customers at the core and categorizing them into distinct segments based on their interactions across residential, commercial, and retail sectors. This  mapping allowed us to understand customer behaviors, preferences, and touchpoints with Msheireb's various projects.

Methodology

• Desirability Analysis: We benchmarked 13 leading GCC and local loyalty programs, examining their points economy, program structure, customer engagement strategies, and integration with sustainability initiatives. This analysis provided valuable insights into best practices and areas for innovation.
• Customer Segmentation: We developed 12 detailed customer archetypes, inspired by Jungian Archetypes, to tailor the loyalty program to the specific needs and preferences of different customer groups. This segmentation was crucial for designing targeted engagement strategies and personalized experiences.
• Business Goals: We aligned the loyalty program with four key business objectives: delivering measurable impact, maintaining brand experience cohesion, cultivating brand ambassadorship, and creating unique customer experiences. This strategic alignment ensured that the program would not only enhance customer satisfaction but also drive business growth.

The Groundwork

Loyalty Program Strategy: The program was built on the foundation of the 5 Cs: Convenience, Commerce, Content, Communication, and Community. Each pillar was supported by enablers focused on delivering financial, functional, emotional, social, and personal benefits to members. This holistic approach aimed to create a seamless and rewarding experience across all customer interactions.

Member Levels & Benefits: We established three membership tiers—Entry, Premium, and Elite—each offering distinct benefits, points earning opportunities, and personalized experiences. Special emphasis was placed on catering to residential tenants, visitors, and commercial tenants, with their unique journeys visualized through animated videos. This visual storytelling approach helped stakeholders understand the customer journey and the value proposition of the loyalty program.

Viability: To ensure the financial sustainability of the program, we conducted a viability analysis with a particular focus on the retail sector, acknowledging that the commercial and residential sectors were already performing well. The analysis considered the scope of the model, data inputs, revenue projections, and cost assumptions to validate the program's potential for success.

Feasibility: We assessed the program’s feasibility by identifying potential risks, key dependencies, operational models, and required technology solutions. This thorough examination ensured that the loyalty program could be implemented realistically and within the specified timeframe, minimizing any potential roadblocks during execution.

The Results

The loyalty program was strategically divided into four implementation phases:

• Phase 1: Launch of key services under the theme "Shop, Dine, Play, Stay."
• Phase 2: Expansion to include "Work, Meet" services.
• Phase 3: Establishment of strategic partnerships to enhance program value.
• Phase 4: Introduction of a co-branded loyalty card to further engage members and provide additional benefits.

The immediate next steps involve gathering feedback on the customer value proposition to refine the program further. Following this, we will finalize the plan and create a three-year financial feasibility roadmap to ensure the long-term success and scalability of the loyalty program.