PK K \_rels/PK K \ docProps/PK K \ppt/PK K \ ppt/_rels/PK K \ ppt/charts/PK K \ppt/charts/_rels/PK K \ppt/embeddings/PK K \ ppt/media/PK K \ppt/slideLayouts/PK K \ppt/slideLayouts/_rels/PK K \ppt/slideMasters/PK K \ppt/slideMasters/_rels/PK K \ ppt/slides/PK K \ppt/slides/_rels/PK K \ ppt/theme/PK K \ppt/notesMasters/PK K \ppt/notesMasters/_rels/PK K \ppt/notesSlides/PK K \ppt/notesSlides/_rels/PK K \` [Content_Types].xml PK K \]] _rels/.rels PK K \ 0 0 Microsoft Office PowerPoint On-screen Show (16:9) 0 15 15 0 0 false Fonts Used 2 Theme 1 Slide Titles 15 Arial Calibri Office Theme Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15 PptxGenJS false false false 16.0000 PK K \jdocProps/core.xml Royalty Club + WBC PptxGenJS Presentation PptxGenJS PptxGenJS 1 2026-05-07T01:18:22Z 2026-05-07T01:18:22Z PK K \ ppt/_rels/presentation.xml.rels PK K \Oݨ ppt/theme/theme1.xmlPK K \Elp{{ppt/presentation.xml PK K \Xppt/presProps.xml PK K \ppt/tableStyles.xml PK K \D >00ppt/viewProps.xml PK K \H7t!ppt/slideLayouts/slideLayout1.xml PK K \ђ77,ppt/slideLayouts/_rels/slideLayout1.xml.rels PK K \8݃ppt/slides/slide1.xml INITIATIVE 03 · DETAILRed ChiliRoyalty Club + WBCThree tiers. Pre-paid wallet. Private lounge for the top tier. Built for repeat-visit economics.Prepared for: Dr. Sharouz Khan + Marketing LeadConfidential · Draft v1.0 · For Dr. Sharouz Khan and authorised reviewers onlyMohammad Shakil · NTT Groups · Vivid Verse GlobalPK K \3 ppt/slides/_rels/slide1.xml.rels PK K \.ppt/notesSlides/notesSlide1.xml 1PK K \:A*ppt/notesSlides/_rels/notesSlide1.xml.rels PK K \l44ppt/slides/slide2.xml What This Initiative IsIn one sentence, then in three.A three-tier loyalty programme — Silver / Gold / Platinum (WBC) — that turns walk-in customers into repeat members with pre-paid wallets, exclusive benefits, and private lounge access for the top tier.01What it is. QR-based wallet membership. Three pricing tiers (SAR 25 / 75 / 250 joining). Each tier unlocks discounts, perks, and — at Platinum — access to the World Business Club private lounge.02Why it works. Pre-paid wallets generate float (deferred revenue). Tier system creates aspiration. Member uplift (+15-30%) on per-visit spend. Birthday + win-back triggers reactivate sleepers.03Why second. Best added after Dynamic Menu is live (enrolment friction is much lower with the platform than without). WBC Lounge is Phase 2 only — built after wallet base hits 1,500+.2 / 15Initiative · Detail · CONFIDENTIALPK K \2- ppt/slides/_rels/slide2.xml.rels PK K \ppt/notesSlides/notesSlide2.xml 2PK K \xշ*ppt/notesSlides/_rels/notesSlide2.xml.rels PK K \r>>ppt/slides/slide3.xml The Problem It SolvesWhy Red Chili needs this — specifically.WITHOUT THIS INITIATIVE✗ Walk-in customers don't return predictably — no incentive✗ No way to capture customer data without friction✗ Discount-led promotions train customers to wait✗ Birthday and special-occasion business goes to competitors✗ Cash-flow gap between food cost and customer payment✗ VIP customers undifferentiated from walk-insWITH THIS INITIATIVE✓ Member uplift: +15-30% spend per visit✓ QR enrolment at table — 30-second sign-up✓ Discounts felt as benefits, not promotions✓ Birthday triggers + win-back automation✓ Pre-paid wallets bring forward cash✓ WBC tier creates aspirational top-of-funnel3 / 15Initiative · Detail · CONFIDENTIALPK K \W/ ppt/slides/_rels/slide3.xml.rels PK K \K |Őppt/notesSlides/notesSlide3.xml 3PK K \9 Y*ppt/notesSlides/_rels/notesSlide3.xml.rels PK K \@@ppt/slides/slide4.xml How It WorksStep by step. The mechanics.STEP 1EnrolCustomer scans QR at table. Picks tier. Pays joining wallet (SAR 25-250). Gets digital card on phone — no plastic. Welcome WhatsApp triggered.STEP 2VisitMember shows QR at any visit. Discount auto-applied at POS. Points accrue. Wallet drawn down (or topped up). Visit logged.STEP 3EngageWhatsApp triggers: birthday, anniversary, 30-day no-visit win-back, exclusive specials. 95%+ open rate vs 20% email.STEP 4AspirateSilver members see Gold benefits ('upgrade for SAR 50'). Gold sees Platinum/WBC ('reserve a chef's table this month'). Aspiration drives upgrade.4 / 15Initiative · Detail · CONFIDENTIALPK K \` ppt/slides/_rels/slide4.xml.rels PK K \vsppt/notesSlides/notesSlide4.xml 4PK K \J *ppt/notesSlides/_rels/notesSlide4.xml.rels PK K \){MQMQppt/slides/slide5.xml Stakeholders & RolesWho does what. Clear ownership.StakeholderResponsibilityTool / ModuleMember (Customer)Enrol, visit, accrue, redeem, referCustomer App + Digital CardReception (Branch)Walk-in enrolment, lounge entry, VIP recognitionReception Module + QR ScannerMarketing LeadCampaigns, segments, WhatsApp flows, contentMarketing Dashboard + Campaign BuilderAdmin / Dr. KhanTier strategy, WBC events, top-tier relationshipsAdmin + Tier Management + WBC EventsBranch MgrTonight's VIP list, member service, complaint resolutionBranch View + VIP Tonight5 / 15Initiative · Detail · CONFIDENTIALPK K \5 ppt/slides/_rels/slide5.xml.rels PK K \W8ppt/notesSlides/notesSlide5.xml 5PK K \Qe*ppt/notesSlides/_rels/notesSlide5.xml.rels PK K \TnMMppt/slides/slide6.xml How the Money FlowsWhere the revenue comes from. Where it goes.REVENUE INFLOW▶ Year 1 wallet inflow (deferred): SAR 1.14M (from joining + top-ups)▶ Year 5 wallet inflow: SAR 3.14M cumulative▶ Year 1 incremental from uplift: SAR 1.14M (member visits × uplift)▶ Year 5 incremental: SAR 3.14M annual▶ Avg member visit frequency: 1.8x non-member rate▶ Avg member spend per visit: +15% Silver / +22% Gold / +30% PlatinumCOST / OUTFLOW◆ Platform build: SAR 180K — VVG in-kind (QR enrolment, tier mgmt, redemption)◆ Annual maintenance: SAR 36K (cloud + features)◆ Discount cost (avg 12% off member visits): Variable — netted in P&L below◆ WBC Lounge build (Phase 2 only): SAR 280K — Year 2-3 — only if Phase 1 hits gates◆ WBC events (Phase 2): SAR 84K/year (chef's tables, networking, etc)6 / 15Initiative · Detail · CONFIDENTIALPK K \ج+ ppt/slides/_rels/slide6.xml.rels PK K \zppt/notesSlides/notesSlide6.xml 6PK K \=|*ppt/notesSlides/_rels/notesSlide6.xml.rels PK K \`, Unit EconomicsWhat it costs. What it returns. What's left.Line ItemValue% of RevenueYear 5 incremental revenue (member uplift)SAR 3.14M100%Less: discount cost (12% avg)(SAR 377K)−12%NET INCREMENTAL FROM LOYALTYSAR 2.77M88%Year 5 wallet inflow (deferred)SAR 3.14MCash benefit, not P&LLess: maintenance(SAR 36K)1%WBC Lounge ops (if launched)(SAR 84K)Phase 2 onlyFIVE-YEAR CUMULATIVE NET~SAR 8.5MFrom uplift⚠ WORKING ASSUMPTION Wallet float (SAR 287K-3.14M) is deferred revenue, not pure profit — members will redeem against future spending. The uplift figure is the real P&L driver. Discount cost (12%) is conservative; if true cost is 15%, net contribution drops by 25%.7 / 15Initiative · Detail · CONFIDENTIALPK K \F ppt/slides/_rels/slide7.xml.rels PK K \)lppt/notesSlides/notesSlide7.xml 7PK K \|g*ppt/notesSlides/_rels/notesSlide7.xml.rels PK K \] >XXppt/slides/slide8.xml Growth DriversWhat moves the needle. What we can control vs what we can't.✓Enrolment rate (% of dine-in customers)We controlTarget 30-40% Year 1. Driven by QR friction, server prompting, joining incentive. We control all three.✓Tier mix (% Gold / Platinum)We controlHigher-tier members drive most economics. Pushing Silver→Gold via aspiration matters more than total member count.✓Member visit frequencyWe control1.5x → 2x non-member is achievable. Driven by WhatsApp triggers, exclusive content, birthday treatment.✓Discount disciplineWe controlHolding the 12% cap. Not running parallel discount promotions that erode the differentiation.?Customer payment behaviourExternalSome markets resist pre-paid wallets — see it as locked money. Saudi market generally accepts; not guaranteed.8 / 15Initiative · Detail · CONFIDENTIALPK K \6 ppt/slides/_rels/slide8.xml.rels PK K \iސppt/notesSlides/notesSlide8.xml 8PK K \pO*ppt/notesSlides/_rels/notesSlide8.xml.rels PK K \6D44ppt/slides/slide9.xml Bare-Minimum ScenarioEven at the floor, this still works — or doesn't. Here's the answer.THE FLOOR — minimum we expect to deliver:Even at half the projected enrolment, loyalty pays for itself in Year 1.• Floor: 15% enrolment (vs 30% target) = ~1,000 members Year 1• Floor uplift: +10% (vs +15-30%) = SAR 580K incremental revenue• After 12% discount cost: SAR 510K net• Less SAR 36K maintenance: SAR 474K Year 1 contribution• Build cost (SAR 180K, VVG in-kind) recovered via uplift in <5 months⚠ HONEST CAVEAT WBC Lounge build (SAR 280K) is Phase 2 — only after Phase 1 has 1,500+ wallet members and 6 months positive contribution. If Phase 1 doesn't hit those gates, we don't build the lounge. Period.9 / 15Initiative · Detail · CONFIDENTIALPK K \>$ ppt/slides/_rels/slide9.xml.rels PK K \qppt/notesSlides/notesSlide9.xml 9PK K \1*ppt/notesSlides/_rels/notesSlide9.xml.rels PK K \ڢ@@ppt/slides/slide10.xml Key AssumptionsWhat has to be true for this initiative to deliver.MED RISKSaudi customers will pre-pay wallets at SAR 25-250 levelsLower enrolment. Mitigated by SAR 25 entry tier — low friction.MED RISKDiscounts at 10-20% are perceived as benefits, not commodity promoIf brand can't pull the discount tone, we end up running cheap. Marketing tone matters.HIGH RISKWBC Lounge phase justifies SAR 280K CapExOnly test after 1,500+ members. If commit too early, lounge is empty.LOW RISKWhatsApp Business APIs work in KSA at our scaleTested at scale by VVG. KSA market is mature for WhatsApp commerce.10 / 15Initiative · Detail · CONFIDENTIALPK K \Ѳ!ppt/slides/_rels/slide10.xml.rels PK K \O ppt/notesSlides/notesSlide10.xml 10PK K \T+ppt/notesSlides/_rels/notesSlide10.xml.rels PK K \kyb@@ppt/slides/slide11.xml Timeline & MilestonesWhere we expect to be at each gate.MONTH 0-2BuildVVG builds wallet system, QR enrolment, tier mgmt. Marketing creative for tier launch. Reception training.MONTH 2-4Phase 1 LaunchSilver + Gold tiers go live. Reception enrolment campaign. WhatsApp flows activated. Birthday triggers on.MONTH 4-12Phase 1 ScaleTarget 1,500 members by Month 12. Tier upgrade campaigns. Win-back automation tuned. Monthly review.MONTH 12-24Phase 2: WBCIf Phase 1 gates met: WBC Lounge fit-out + launch. Platinum tier marketed. Chef's tables, networking events. SAR 280K CapEx committed.11 / 15Initiative · Detail · CONFIDENTIALPK K \;!ppt/slides/_rels/slide11.xml.rels PK K \s6ӑ ppt/notesSlides/notesSlide11.xml 11PK K \O+ppt/notesSlides/_rels/notesSlide11.xml.rels PK K \ 34M4Mppt/slides/slide12.xml What Could Go WrongHonest risk register. Not optimised for selling.Low enrolment from walk-insIf this happens:MITIGATIONReception SOP: every customer asked at payment. Server prompts at order. Initial 30-day double points incentive.Wallet float gets redeemed faster than topped upIf this happens:MITIGATIONTop-up triggers when balance < SAR 50. Quarterly cohort analysis to detect drain. Adjust topup incentives.WBC Lounge launches emptyIf this happens:MITIGATIONHard gate: don't build until 1,500+ wallet members + 6 months positive contribution. If gate not met, defer.Members game the discount systemIf this happens:MITIGATIONAccount-level monitoring. Anomaly detection. Family-account limits. Has been seen in similar programmes — design accommodates.12 / 15Initiative · Detail · CONFIDENTIALPK K \c!ppt/slides/_rels/slide12.xml.rels PK K \*)@ ppt/notesSlides/notesSlide12.xml 12PK K \Fb+ppt/notesSlides/_rels/notesSlide12.xml.rels PK K \n>v>vppt/slides/slide13.xml KPIs — How We Measure SuccessSpecific. Measurable. Time-bound.KPIYear 1Year 3Year 5SourceTotal members (cumulative)1,5005,0008,000ERP enrolmentTier mix (Gold + Platinum %)12%18%22%ERP segmentWallet float (SAR)287K1.4M3.14MFinanceMember visit frequency vs non1.5x1.8x2.0xPOS analyticsAnnual incremental revenue (SAR)1.14M2.86M3.14MCost book Sheet 413 / 15Initiative · Detail · CONFIDENTIALPK K \x!ppt/slides/_rels/slide13.xml.rels PK K \Ї ppt/notesSlides/notesSlide13.xml 13PK K \yv+ppt/notesSlides/_rels/notesSlide13.xml.rels PK K \Ky33ppt/slides/slide14.xml What I Need From YouConcrete, dated, specific. No fluff.MONTH 0Approval of tier pricing (SAR 25 / 75 / 250) — open to negotiation but ranges should holdMONTH 0-1Sign-off on launch creative (digital cards, in-store signage, WhatsApp templates)MONTH 1Reception team training scheduled (each branch · 2-day workshop)MONTH 12Phase 2 / WBC Lounge gate review with Dr. Khan based on Phase 1 metrics14 / 15Initiative · Detail · CONFIDENTIALPK K \O!ppt/slides/_rels/slide14.xml.rels PK K \0 ppt/notesSlides/notesSlide14.xml 14PK K \?ݤ+ppt/notesSlides/_rels/notesSlide14.xml.rels PK K \Dc&7ppt/slides/slide15.xml Buy The Repeat Visit. Build The Database. Reserve The Top Tier.Loyalty turns one-time customers into the highest-LTV cohort the business has.Bottom line:Most loyalty programs fail because they're discount-led. This one is benefit-led — and the discount discipline (12% cap, no parallel promos) is the protection. The wallet structure brings forward cash; the tier structure creates aspiration; the WBC Lounge (Phase 2 only) creates a luxury halo for the entire brand. The combined economics — uplift + wallet float — are SAR 8M+ cumulative across 5 years. The risk is execution discipline: marketing tone matters more here than in other initiatives. 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