How we helped Woolworths turn a $300M rewards program into a $1B+ one.
Fresh Food Friends.
What we did
Customer Data & Loyalty Platform
Martech Architecture
Marketing Operations & Agile Transformation
You name it, we did it - CDP, DAM, CMS, MRM, MA and more
Grocery Greats
When it comes to feeding Australia, two grocery giants lead the charge – one of them is Woolworths and the other is Coles. Most of us admit, that while we might jaunt to Harris Farm for fancy things, duck to IGA for top-ups or hit the fish market for kicks, we’re in grocery bed with one of them.
That said, grocery loyalty is fickle – and customers are all too aware of the value of their business, and the competition for it. So, when Woolworths was faced with advancing Coles market share, the logical place to defend their turf was by transforming their Everyday Rewards loyalty program into a $1B customer love machine.
Woolworths Loyalty Members now total
10.9 Million.
Everyday Rewards Program is now worth in excess of
$1 Billion.
This is how we did it — together
In 2015, loyalty program Everyday Rewards (then Woolworths Rewards) was losing ground in popularity to their archrival Coles’ program Flybuys. The business took the decision to re-name the program and bring its development in-house, with the goal of re-building it from scratch.
Woolworths knew that when it comes to grocery rewards, the new standard was hyper-personalisation. Opening an email of offers should be like opening your own fridge in terms of relevance, to engender the levels of customer engagement needed to corner the grocery loyalty market.
“More personalised engagement with customers led to the increase in Rewards customer loyalty program members.”
Brad Banducci — CEO Woolworths
These were the steps
To help Woolworths achieve their goals, DBZ focussed on the loyalty fundamentals – to achieve off-the-chart sign-ups and deliver value that makes your members besotted with your program.
It’s been a 7 year journey.
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The personalisation and customer experience goal was to get the right message to the right customer at the right time, so the martech stack was reviewed and re-architected from the ground up, with Salesforce being recommended after vendor-agnostic consideration.
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Hyper-personalised email comms require high Digital Asset Management (DAM) sophistication, so strategy and planning were undertaken to assure that all relevant customer purchase data could be played back visually, right down to the last cucumber.
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To smooth the pathway to joining, earning and redeeming rewards, multiple automation, web, mobile and digital projects were undertaken to ensure that the Customer Experience was consistently best in class – no matter which channel a customer engaged with the program on.
This work was attributed by Woolworths to growing the database of 10+ million customers and growing individual customer value within the program.
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Marketing teams within Woolworths needed to adapt to different ways of working to assure the ongoing success and strength of Everyday Rewards. DBZ specialists worked on the ground, inside the teams like co-workers until culturally, the modern martech working environment was second nature to the team.
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It was seen that a martech specialist would be ideal in a leadership role to lead the team to the delivery of key success metrics. With an intricate understanding of what had been implemented, key Divide By Zero personnel stepped up and into a contract General Manager role, making them personally accountable to project outcomes until they were achieved.