One programme for a restaurant and gourmet shop.

A restaurant and gourmet shop wanted to turn the relationship between their concepts into more repeat visits. The owner had considered loyalty for some time but did not have the time to design and launch it.

This case shows the design of a real programme, anonymised. The brands, balances, rewards and materials shown are illustrative representations. We present no measured commercial results.

An anonymised representation of a shared card and counter display, using the Wallet and materials components from our proposals. The QR opens tono’s general demo, not the business’s private programme.

The situation

The problem was not installing a card. It was deciding how the programme should work.

A generic card would have missed the main opportunity: the restaurant and shop sold complementary experiences. The programme needed to connect both businesses, protect their margins, and remain easy to explain at checkout.

Programme architecture

One shared card, two earning rates, and one balance.

Customers do not need to understand the economics inside each business. They present the same card, earn across both concepts, and use one shared balance.

Restaurant

A higher earning rate per euro

Estimated margin and the dining experience support an earning rate suited to the restaurant.

Gourmet shop

A rate adapted to the product

Earning reflects the shop's margin and average transaction without breaking the shared programme.

For the customer

One experience

One card, one balance, and a reward catalogue available through Wallet.

Reward economics

The points price starts with cost and profit, not an arbitrary number.

Each reward is assessed using its fulfilment cost and the share of estimated profit the business is willing to return. We call that decision the generosity level.

Illustrative rewardStrategic roleCondition
Gourmet selectionIntroduce restaurant customers to the shopSubject to availability
Tasting experienceIncrease perceived value without a generic discountBooking and capacity
Seasonal rewardCreate a specific reason to returnLimited window and quantity

The public rewards and figures on this page are illustrative. The method is adapted to the actual costs, margins, transaction values, and visit frequency of the business.

What happens before launch

Between the idea and an operational programme are decisions someone has to make.

  1. 01

    Define the mechanic

    Choose how customers earn, where they redeem, and which behaviour the programme should encourage.

  2. 02

    Model the economics

    Connect margin, reward cost, transaction value, and generosity to avoid unsustainable rewards.

  3. 03

    Design the experience

    Create the card, join page, catalogue, terms, and customer language.

  4. 04

    Prepare operations

    Define the checkout moment, scanner, staff scripts, QR materials, and pre-launch tests.

  5. 05

    Launch and review

    Activate the programme, review available activity, and prepare the agreed Wallet campaigns.

Division of work

The owner makes the important decisions. tono turns them into an operating system.

The business

  • Shares the required data and margin assumptions
  • Approves the mechanic, rewards, and identity
  • Briefs staff using the prepared guide
  • Provides the agreed rewards

tono

  • Designs the architecture and economics
  • Creates and configures the Wallet experience
  • Prepares launch materials and operations
  • Reviews activity and prepares Wallet campaigns

After launch

Monthly management prevents the programme becoming another forgotten tool.

tono reviews available joins, progress, rewards, and redemptions; identifies the most useful opportunity; prepares the agreed Wallet campaign; sends it after approval; and recommends the next adjustment. Recurring social content is optional and scoped separately.

Illustrative ongoing-work example

  1. 1. Review activity

    Suppose points are accumulating but few rewards are redeemed. We review the catalogue and whether staff explain where to find it.

  2. 2. Propose an action

    We agree to highlight an accessible reward, with its conditions and availability confirmed by the business.

  3. 3. Prepare the communication

    We prepare copy and a Wallet update for approval: “See the rewards available in your card.” Visibility depends on the platform and customer settings.

  4. 4. Review the response

    We compare subsequent redemptions and activity to inform the next adjustment. This alone does not prove the communication caused more sales.

When this approach fits

  • Each customer or visit has sufficient value
  • There are several concepts, locations, or occasions
  • Rewards need considered economics
  • Brand and customer experience matter
  • The owner does not want to run another internal project

Let’s talk about your business

Tell us how your business works and what you want to achieve. We start with a conversation to assess the programme and its scope.

Let’s talk about your businessSee how the managed service works