مشيرب داون تاون الدوحة. استراتيجية برنامج ولاء العملاء
قمنا بتطوير برنامج ولاء لشركة مشيرب العقارية في قطر لتعزيز الاحتفاظ بالعملاء وزيادة الإيرادات. وتضمّن البرنامج رحلة عميل مكونة من 9 مراحل مُقسمة بحسب أنماط العملاء، كما اعتمد استراتيجية تغذية راجعة مغلقة الحلقة باستخدام استبيانات NPS وCSAT وCES.
01 —The Impact
The results, up front.
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.
02 — The Challenge
Where they started.
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.
03 —What We Did
The work.
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.
04 — Approach & Methodology
How we got there.
CX Consultant
05 —In Practice
Project samples.
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