How might we add value to a customer's life through rewarding their loyalty? 

Wunderman run Shell's global loyalty programme, we began to see consistent problems across the world of users dropping off during or after registration, a high percentage of cards never being registered - or used more than once. The customer experience team in London was initially tasked with simplifying the onboarding experience to ensure that more customers would complete the process. However, we uncovered much larger problems. 

How did we approach the challenge? 

While we had been tasked to uncover problems and create solutions within the customers sign up and registration to the programme, our approach is to go broad in our research, taking in and analysing the impact and value of every moment in the customers' experience. This approach rewards the investment it takes.

Understanding the experience

Using Turkey as a test market we began by conducting stakeholder interviews with franchise owners, interviewing Shell staff, product owners within the business and customers themselves. Using data we segmented our audience into different types of users, in turn interviewing the 'extreme users' of Shell's loyalty programme. This included people who had been active users for over 10 years, people who had never used, users that used the account for long term saving and those that bought the odd treat. 


What we found

We uncovered a series of insights that would only have been found by engaging with stakeholders and customers in the way that we did. We found users in villages in Turkey that 'clubbed' their points together, for example a company of truck drivers saved together to buy a wedding present for a young woman in their village. By speaking to franchise owners we discovers a set of insights, including one we believed to be one of the major roots of the problem...

  • Dealers don't believe in ClubSmart and as business owners, they don't understand how the programme benefits them. 
  • Frontline staff have little to say or leverage to encourage customers to sign up to ClubSmart.
  • Customers don't understand points as a currency, the process of collecting is confusing and the reward is not compelling. 
  • Customers feel that frontline staff are unhelpful. 
  • Communications are infrequent, confusing, inconsistent, and the language used increases cognitive load. 

What we did

We worked with key stakeholders within Shell to action some of the items we found, from the bottom up we worked with frontline staff and franchise owners to educate them on the benefits of ClubSmart. From the top down we changed the metrics that dealerships were measured on, from 'volume of fuel sold' to 'share of experience' where stations will be implementing NPS measurements, and Shell will reward them accordingly. 

Through collaborative creative sessions we decided to encourage the already competitive behaviours we had witnessed in dealerships with introducing leagues and scoring based on volume of registered users to ClubSmart. 

 We conducted a series of workshops that explored the findings, insights, and principles of the experience. To provoke conversation we mapped every moment in the journey from beginning to end.

We conducted a series of workshops that explored the findings, insights, and principles of the experience. To provoke conversation we mapped every moment in the journey from beginning to end.

What did we deliver?

The initiatives created in this project are currently being tested in the Turkey market, to the client Wunderman facilitated the understanding of the current customer experience through the multitude of touch-points that Shell have created. We audited these and made recommendations for changes throughout the journey. 

We supported creative workshops where we conceptualised solutions to the uncovered challenges and opportunities. Wunderman is now consulting on the roll out of these initiatives.