Nederlandse Spoorwegen
Building the foundation for sustainable loyalty
Setting the Scene
In 2022 NS commissioned an in-depth analysis to understand how traveller behaviour could be influenced towards more sustainable travel. The insights were clear. Functional and emotional triggers provided a strong strategic foundation for a loyalty concept that prioritised sustainable travel, digital engagement and long-term relationships over short term revenue.
The dependency was obvious. This ambition only works if travellers are digitally identified and give consent for data usage. Without identification, data sharing and personalisation, sustainable loyalty remains theoretical.
The idea had been around for some time. What was missing was a concrete concept and a credible path to execution. That is the gap we stepped in to own.
Key results
aligned around one shared loyalty framework.
of strategy translated into a clear MVP roadmap.
defined for sustainable loyalty.
- Exploration & Alignment
- Conceptualisation
- Execution & Adoption
- Outcome & Reflection
The challenge was not a lack of insight, but fragmentation. Knowledge was spread across departments, teams and external partners. Ownership was unclear, while motivation to finally move forward was high.
We started with a structured inventory of existing research, analyses and initiatives. Through co-creation sessions with key stakeholders we aligned on roles, constraints and opportunities, and formed a core team that could carry the concept forward.
This resulted in a shared understanding of the current situation, including clear conditions for success, which enabled focused conceptualisation.
We translated the vision into a coherent loyalty concept built on three pillars. Digital identification, customer data sharing and a personal experience.
Functional benefits drive identification and consent. Emotional triggers strengthen engagement and encourage sustainable behaviour over time. We designed a flexible digital customer journey, defined clear objectives and KPIs, and ensured the concept could be embedded in existing NS channels and teams.
Validation through the NS research panel ensured assumptions were tested before moving towards execution.
Rather than stopping at concept, we pushed towards activation. We developed a concrete implementation and activation plan with a roadmap towards an MVP.
The roadmap clarified what could be launched in the first quarter, which teams needed to be involved, and how testing and learning could be organised. This made sustainable loyalty actionable instead of aspirational.
Deliverables included a creative briefing for the marketing agency, a clear roadmap, and a stakeholder presentation to align the organisation and enable decision making
NS now has a shared and executable framework for sustainable loyalty. Disconnected initiatives are aligned under one direction, with a clear path towards implementation.
This case shows that impact is rarely about creating new ideas. It is about connecting existing insights, aligning stakeholders and taking ownership of the space between strategy and execution. That is where lasting change happens.
