Pampers Rewards: one loyalty programme, 10 countries.

The challenge.

Pampers needed a rewards programme that could work everywhere it launched, not a template that got rebuilt for every new market. Every country it entered had a different customer base, a different operating team and different local requirements to work within. A programme designed for one market and adapted for the next would have meant rebuilding the logic, the content and the operating process each time, with every rebuild adding delay and inconsistency.

The brief was to design for international execution from the start: one programme, one underlying model, built so that local teams could run it without needing to reinvent it market by market.

The approach.

Odla led the design, development and global execution of Pampers Rewards. The work started with the product itself: the mechanics, the member experience and the operating rules that would need to hold up across very different markets, customers and languages.

From there, the team built the launch plan alongside the product, rather than treating launch as a separate phase that started once development finished. That meant working out, market by market, what needed to stay fixed in the core programme and what needed to flex for local operating teams, local retail relationships and local customer behaviour, without turning the programme into a different product in every territory.

Odla carried that same programme into 10 countries, including the USA, Brazil, Germany, Japan, the UK, the UAE and Saudi Arabia. Each launch used the same underlying structure, so the team wasn’t starting from a blank page every time, and local teams inherited a programme they could operate rather than a specification they had to interpret.

The outcome.

Pampers Rewards launched as a single programme across 10 countries. Local execution was built into how the programme was designed from the start, so markets could run it in a way that suited their customers and their retail relationships without breaking the model underneath.

For a brand the size of Pampers, that consistency matters as much as the launch itself. A programme that has to be rebuilt for every market is slow to expand and hard to maintain. A programme designed for international execution from the outset can move into new markets faster, because most of the hard decisions were already made once, correctly, rather than being re-litigated every time the programme reached a new country.

The work spanned the full scope of what a global loyalty launch requires: product design, development and the go-to-market planning that got the programme live and running in each market. It’s the kind of engagement Odla still runs today under its end-to-end delivery model, connecting people, process and technology so a plan built centrally can actually be operated locally.

Talk to us about a programme that needs to work across more than one market.