Create a sharp, visually engaging 10-slide MBA/Marketing Management I PPT on: “Swiggy One: When Loyalty Eats Into Swiggy” CORE PROBLEM: Analyze potential SELF-CANNIBALISATION from Swiggy One. One can increase frequency, retention and cross-category usage, but benefits may also reduce revenue/margin from customers who would have ordered anyway. Central question: “Is Swiggy One creating incremental demand or subsidising existing behaviour?” SLIDES: 1. HOOK — “Loyalty That Eats Its Own Lunch?” Introduce One + the paradox. 2. SWIGGY ECOSYSTEM — Food, Instamart, Dineout etc.; why Swiggy wants frequency, retention and ecosystem usage. 3. MARKETING PROBLEM — WITHOUT ONE: order → delivery fee → revenue. WITH ONE: benefits → lower revenue/order but potentially more orders. Define cannibalisation clearly. 4. CONSUMER BEHAVIOUR — 3 personas: Heavy User (would order anyway), Persuadable User (orders more), Occasional User (little behavioural change). Apply habit, price sensitivity, perceived savings and switching costs. 5. STP — Segment by frequency, profitability, price sensitivity and incremental potential. Show a 2×2: Existing Usage × Incremental Potential. 6. CORE CANNIBALISATION SLIDE — Compare: Existing order → One benefit → no change → subsidy vs. Additional order → One benefit → higher frequency → retention/CLV → incremental value. 7. G-STIC — Goal: profitable CLV, not just orders. Strategy: target incremental potential. Tactics: personalised/tiered benefits. Implementation: data-driven targeting. Control: incremental orders, GMV, contribution margin, retention, churn, cross-category usage, subsidy/order, CLV/CAC. 8. SOLUTION — “SMART ONE”: personalised/tiered benefits; reward incremental behaviour; use cross-category incentives instead of blanket subsidies. 9. DECISION MATRIX — High incremental behaviour → invest; high existing usage + low incrementality → redesign; low usage + high potential → target; low potential → limit subsidy. 10. VERDICT — “Don’t Kill the Discount. Kill the Unnecessary Subsidy.” One should maximise profitable incremental behaviour, not membership count. End: “Is Swiggy One buying loyalty—or discounting customers who were already loyal?” STYLE: Modern consulting/MBA, Swiggy-inspired, highly visual, witty but professional. Use diagrams, funnels, 2×2s and simple charts. Minimal text. Every slide must answer “So what?” Use recent credible sources (Swiggy reports/investor material + reputable industry/business sources). NEVER fabricate data. If cannibalisation/profitability data isn't public, label it as a hypothesis and show what Swiggy should measure. Apply Marketing Management concepts, don't merely name them.
Create a sharp, visually engaging 10-slide MBA/Marketing Management I PPT on:
“Swiggy One: When Loyalty Eats Into Swiggy”
CORE PROBLEM:
Analyze potential SELF-CANNIBALISATION from Swiggy One. One can increase frequency, retention and cross-category usage, but benefits may also reduce revenue/margin from customers who would have ordered anyway.
Central question:
“Is Swiggy One creating incremental demand or subsidising existing behaviour?”
SLIDES:
1. HOOK — “Loyalty That Eats Its Own Lunch?” Introduce One + the paradox.
2. SWIGGY ECOSYSTEM — Food, Instamart, Dineout etc.; why Swiggy wants frequency, retention and ecosystem usage.
3. MARKETING PROBLEM — WITHOUT ONE: order → delivery fee → revenue. WITH ONE: benefits → lower revenue/order but potentially more orders. Define cannibalisation clearly.
4. CONSUMER BEHAVIOUR — 3 personas: Heavy User (would order anyway), Persuadable User (orders more), Occasional User (little behavioural change). Apply habit, price sensitivity, perceived savings and switching costs.
5. STP — Segment by frequency, profitability, price sensitivity and incremental potential. Show a 2×2: Existing Usage × Incremental Potential.
6. CORE CANNIBALISATION SLIDE — Compare:
Existing order → One benefit → no change → subsidy
vs.
Additional order → One benefit → higher frequency → retention/CLV → incremental value.
7. G-STIC — Goal: profitable CLV, not just orders. Strategy: target incremental potential. Tactics: personalised/tiered benefits. Implementation: data-driven targeting. Control: incremental orders, GMV, contribution margin, retention, churn, cross-category usage, subsidy/order, CLV/CAC.
8. SOLUTION — “SMART ONE”: personalised/tiered benefits; reward incremental behaviour; use cross-category incentives instead of blanket subsidies.
9. DECISION MATRIX — High incremental behaviour → invest; high existing usage + low incrementality → redesign; low usage + high potential → target; low potential → limit subsidy.
10. VERDICT — “Don’t Kill the Discount. Kill the Unnecessary Subsidy.” One should maximise profitable incremental behaviour, not membership count. End: “Is Swiggy One buying loyalty—or discounting customers who were already loyal?”
STYLE:
Modern consulting/MBA, Swiggy-inspired, highly visual, witty but professional. Use diagrams, funnels, 2×2s and simple charts. Minimal text. Every slide must answer “So what?”
Use recent credible sources (Swiggy reports/investor material + reputable industry/business sources). NEVER fabricate data. If cannibalisation/profitability data isn't public, label it as a hypothesis and show what Swiggy should measure. Apply Marketing Management concepts, don't merely name them.
Created using ChatSlide
This presentation explores the concept of cannibalisation in loyalty programs. It begins by questioning whether loyalty initiatives create incremental demand or merely subsidise existing behaviours. The analysis identifies three user segments—heavy users, who would purchase regardless, and persuadable users, who increase orders due to loyalty incentives. The focus shifts to converting loyalty into profitable incrementality, emphasising the importance of managing Customer Lifetime Value (CLV)...