For retail brands, loyalty has become one of the main drivers of growth. However, activating it effectively requires more than discounts or points programs: it requires knowing the customer, identifying them across all touchpoints, and converting that knowledge into business decisions.

That was the context in which Quebramar found itself, the Portuguese fashion brand born in Cascais at the end of the eighties and with a strong connection with Atlantic culture. With more than 50 physical stores and a consolidated e-commerce, the company sought to strengthen the relationship with its customers and make better use of the information generated in each interaction.

To achieve this, the firm has worked with E-goi Digital Solutions to transform its loyalty program and centralize customer data through a Customer Data Platform (CDP). The result, according to company data, has been business growth directly linked to loyalty, with more than 6.5 million euros in sales in November and December and an estimated ROI of 21 times the investment made.

Integrate data to understand the customer

Before starting the project, Quebramar faced three common challenges in many retail companies:

• The fragmentation of data between the online channel and physical stores
• A low customer identification rate at points of sale
• A loyalty program with room for improvement

This situation limited the ability to personalize campaigns, made segmentation difficult, and reduced real visibility into purchasing behavior. The objective was, therefore, to build a unified vision of the client that would allow activating more precise relationship strategies.

“Before the CDP we had separate profile data between physical and online stores and, furthermore, we did not have real-time consumption data”explains Bruno Ribeiro, Commercial Director of Quebramar, in statements to reason.Why. “When integrations existed, they were often unreliable. This meant that we communicated practically the same thing to all clients, without rigorous segmentation, which increased our operating costs.”

The project was developed through several phases that included strategic consulting, technological integration and redesign of the loyalty program. Among the key steps was the connection of systems such as VTEX and SAP, which allowed purchasing information from both e-commerce and physical stores to be synchronized in real time. This technological base facilitated the creation of advanced segments and the activation of automatic communications linked to the real behavior of each customer.

According to José Contreras, Country Manager of E-goi in Spain, one of the determining factors in meeting the project deadlines was the coordination between all the actors involved. “What was crucial was the availability of all partners, the agility, management and coordination of all the teams involved, the speed in solving problems and the ability to eliminate blockages that could delay the implementation.”

The relaunch of the Quebramar Club

Club Quebramar, the brand’s loyalty program, was redesigned based on this data infrastructure. The new proposal incorporates a digital card integrated into Apple Wallet and Google Wallet, which gathers information such as the available cashback balance, purchase history or the customer identifier, and which can be used both in a physical store and in the online environment.

Thanks to the direct connection with the loyalty system, the balance is automatically updated after each eligible purchase. Customers also receive automatic communications when they obtain a balance, when it is about to expire or at relevant times such as their birthday. “Any movement within the loyalty program, whether in the physical store or online, is integrated into unique communication flows”explains José Contreras. “This ensures that each interaction translates into a personalized touch with the customer.”

Cashback has become one of the central elements of the program. Each purchase generates a balance that can be used in future transactions, which encourages recurrence and strengthens the relationship with the brand. From the company’s perspective, the mechanism combines economic incentive and psychological behavior of the consumer. “The customer looks for direct discounts, but when they have euros accumulated on their Club card to spend on their next purchase, they feel especially motivated”comments Bruno Ribeiro.

According to project data, during November and December 2024, 76% of purchases were made by loyal customers, which shows the weight of the club in the company’s income. Furthermore, the purchasing behavior of these customers shows significant differences compared to anonymous buyers: the average spending per purchase is 26% higher.

However, the context in which this deployment occurred adds an additional element of complexity. The implementation of the CDP and the new loyalty program took place just two months before Black Friday, one of the busiest commercial periods for the brand. “We knew all the risks and we knew we couldn’t fail”explains Bruno Ribeiro. “In our business, those two months represent a large part of the sales of the year. We had a bonus system that worked in physical stores, it was not perfect, but it worked, and with the change we knew that we could lose the little we had. Even so, we managed to implement the CDP in record time.”

Loyalty as a growth engine

The impact of the new program is also reflected in the growth of the identified customer base, which increased by 43.5% after implementation. This increase has allowed the company to better understand key aspects of purchasing behavior, such as visit frequency, moments of greatest activity or recurrence between channels.

With the integration of the CDP and the relaunch of the loyalty program, Quebramar’s commercial strategy was articulated around several direct customer incentives: 5 euros for new club members, 20 euros on birthdays and a 10% cashback on all purchases.
According to Ribeiro, these stimuli also had a direct impact on the internal dynamics of the company. “With these incentives we got all our physical stores to actively promote the new Club Quebramar Card,” explains. “Both the store and e-commerce teams began to communicate it much more aggressively in all channels: email, social networks, Google, in-store mupis, SMS or WhatsApp.”

The result was an accelerated growth of new members, both in the physical and digital channels, which ended up translating into the program’s high weight in sales.

Technology, data and customer relations

Beyond the results obtained in the Black Friday campaign, the project has established a data infrastructure that the company can continue to use to optimize its relationship with consumers. The CDP centralizes the information generated at each point of contact and allows for a more precise analysis of patterns of behavior, recurrence or abandonment, which facilitates decision-making in both marketing and commercial operations.

“Today we can segment by date of last purchase, average value, type of product purchased, store where the customer buys or whether they buy online or in a physical store”explains Ribeiro. “We can also activate automatic communications by SMS or email when the balance is about to expire, when a new balance is generated or at times such as the customer’s birthday.”

This level of segmentation also allows us to adapt communications to actual purchasing behavior, for example by sending different creatives depending on whether the customer purchases mainly male or female products.
The unification of data between online and offline channels has thus allowed us to move towards an experience phygitalin which the customer journey remains connected regardless of the point of contact with the brand.

Ribeiro also highlights the role that the support of the technological team has had in the transformation process. “E-goi has been a team very close to the operation before and after implementation, very motivated and committed to helping throughout the process”he states. “I clearly recommend this CDP and loyalty solution to centralize a brand’s data.”