Shell had seen a decline in customer engagement of their loyalty scheme (2.35M active users in 2015) despite an increase in customer base in the UK (4.7M visits per month). The loyalty card fails to deliver the value and premium experience that Shell customers expect of a premium fuel brand.
Shell came to us wanting to improve their UK Drivers Club loyalty programme by moving it from being card based to become a digital first scheme.
We looked at how Shell could deliver loyalty as a service to their customers both on and off the forecourt. In close partnership with Wunderman, we developed service design concepts to make interacting with Shell feel more premium and more memorable.
We charted the customer journey, using an Experience Blueprint. This highlighted, as well as friction on the forecourt around payments, some fundamental opportunities before and after a visit, that could deliver loyalty as part of the entire digital eco-system.
From this activity, the true scope of work started to emerge. We organised ideas that could be delivered Now (within six months), Soon (within 12 months) and Later (18 months+).
A plan was now in place – starting with how their existing apps and tools could be brought into a loyalty eco-system, to help kick-start behaviour change.
The culmination of design thinking was used to run a workshop with the wider Shell stakeholders to understand how loyalty could be delivered as a service across all their digital properties.
The work was a success and led onto applying the same process for the global marketing teams at Shell.