Our research revealed that respecting existing relationships with both brands was going to be key. For each customer, we had to identify the strongest relationship, and then let that brand lead the conversation with that customer, while keeping the messaging simple. This would mean segmented messaging, unique to each customer segment. And it meant being able to reinforce this simplicity at every touchpoint, so we started inside-out. We would need to drive engagement with customers in-store, particularly at checkout. Staff needed to be able to represent the new program in the best possible way. They needed to be ready to talk about the new program, its benefits, and know how to answer potential customer questions. In support of the campaign, an extensive road show took place, and we also created store champions (one in each store) who conducted a training rollout for all staff (not just those at the frontline). As part of the rollout, we used Facebook@Work. This became a forum for champions to share how things were going, and to answer any questions the teams might have. We also used it to create excitement asking stores~”what’s big green and orange, and coming soon?” The funniest answers received prizes. With team engagement around the program in progress, we developed our channel strategy. TV’s role was to create general awareness about what was happening, supported by OOH. We launched an emotionally-driven sixty second TVC to drive awareness, and supported it extensively with other media. In-store material was also rolled out in 184 Countdown stores. Next, we needed to talk to each customer personally and relevantly. This would get Kiwis’ picking up and registering their card. So for the first time ever, we allowed Countdown first party data for programmatic media buying. This let us develop an approach which would enable meaningful and relevant messaging directly through paid media. We developed over 1,500 different customer journeys from 5 distinct buckets of people that we had identified as core customers. And when they had signed up, we washed them out of the system, meaning we could reinvest budget in channels that were performing the best. This was both efficient and effective. With increasing interest in the program, and cards flying off the shelves we then reinforced benefits to the now growing Onecard database. For some, focusing on Club prices, and for others, the ability to accumulate higher food/fuel savings.