Basket size up 38%.
Franchise revenue up $19M.
A three-tier segmentation model and a unified data foundation turned a 140-million-member loyalty list into a commercial asset that franchise partners, retail licensees and brand collaborators could actually target.
basket size
management revenue
into commercial cohorts
costs
Client
Nike, whose global loyalty programme counts 140 million members across EMEA and its worldwide ecommerce operation.
Goal
Reposition the 140-million-member loyalty programme from a marketing tool into a tiered commercial monetisation engine, generating measurable revenue from franchise partners, retail licensees and brand collaborators across EMEA and global ecommerce.
140 million members, one undifferentiated list.
The loyalty programme operated as a broad marketing lever, not a commercial asset. Every member looked the same to partners, which meant there was no way to identify who was worth targeting — and revenue that should have been captured was left on the table.
The gap was as much infrastructure as strategy. There was no segmentation architecture to separate high-value members from casual ones, no data foundation linking membership behaviour to direct-to-consumer revenue, and the analytics stack itself was a fragmented ‘bits and pieces’ setup that blocked machine learning and partner activation.
Three constraints were non-negotiable:
- No segmentation architecture existed to prioritise high-value members or surface growth potential
- No data foundation linked membership behaviour to DTC revenue
- Local franchise and ecommerce partners had no model for extracting commercial value from membership data
A three-tier framework, built on one data foundation.
The team developed the ‘Triple/Triple’ framework, a global membership evolution strategy that ties membership tiers directly to DTC growth. It splits the 140M-member base into three commercial cohorts — High Value, Growth Potential and Scaled Development — each getting different treatment, from personalised premium offers to mass promotional reach.
A loyalty list isn’t a commercial asset until you can tell your best members from everyone else.
The operating model was defined jointly with the VP Commercial (EMEA), SVP Technology (Global) and VP Global Membership & Consumer Knowledge, aligning commercial, technical and consumer-insight teams from the outset. The first pilot went live in EMEA with Nike’s tier-1 partners, monetising membership data for targeted selling.
Underneath sits a 360° data and analytics foundation on AWS and Snowflake, pulling from retail POS, planning systems and ERP and organised into domains — Sales, Retail, Merch, Product, Finance, Materials — for analytics teams to consume. A consumption API embeds these insights directly into the ecommerce platform’s consumer journeys, and the old fragmented infrastructure was decommissioned.
One list becomes three audiences.
Franchise partners, retail licensees and brand collaborators now have a repeatable way to target members through a single data foundation — proof that a loyalty programme can serve marketing and commercial monetisation at the same time.
* Case studies reflect work undertaken by our Heads of AI either during their tenure with Head of AI or in prior roles before they were part of the Head of AI network; they are provided for illustrative purposes only and are based on conversations with our Heads of AI.
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*Case studies reflect work undertaken by our Heads of AI either during their tenure with Head of AI or in prior roles before they were part of the Head of AI network; they are provided for illustrative purposes only and are based on conversations with our Heads of AI.