Digital transformation

Markt Hartmannsdorf, Österreich,


Many companies have a difficult time to digitally (culturally) transform themselves – this has severe consequences.

Never before has our society changed as fast as it is currently doing due to the digitalisation: scientists call it a “Digital Revolution”. Heinrich Klotz, a German sociologist and publicist, talked in the 1990s about a “Second Modernity”. Sociologist Ulrich Beck believed, said Second Modernity should even be considered as a cultural reaction to the Digital Revolution.

We’re in the middle of this cultural reaction – with no end in sight – and this change is about as crucial as the Industrial Revolution or the Enlightenment were; only much faster moving. It is this fast-moving change that many companies have difficulties with.



Sports and fashion houses, bookstores and even restaurants already offer digital services to remain “in the game”. The stationary grocer, on the other hand, for the longest time didn’t feel pressured by the online business. Not many have occupied themselves with the difficult task of developing a satisfying value chain for fresh and frozen food in the online sector. Why should they? Butter, bread and eggs for home – people still like to buy these things directly in a store! Or don’t they?

An existential misbelief, as it turns out. The acquisition of the organic supermarket chain Whole Foods by online giant Amazon in June 2017 can be considered far more than a mere wake-up call. Because, to the grocery sector, Amazon was no real competition – until now.



The digital age is fast-moving and flexible. People have long since made arrangements in this new global society and digitalised their life. But many companies still are partly lagging behind this development. Profit and image suffer from this.

If factors like innovation, data-driven decision making, flexibility, agility, cross-sector and cross-brand collaborations, customer centricity, open culture and of course the mindset “digital first” aren’t considered, then stationary companies not only have a difficult time accepting the digital change – this change can’t take place in the first place. Solutions to these challenges need to be found. Because, as Amazon’s strategically smart acquisition of Whole Foods has proven: It’s not the competition that’s sleeping!




The loyalty programme of C3 Loyalty Services provides companies with a comprehensive solution for the challenges of the digital transformation.


Customer centricity

The loyalty programme puts the focus on the customer – their needs, interests and preferences are represented in different shopping worlds and therefore create a completely new environment for customer experiences.


 Cross-sector and cross-brand collaborations

Thanks to the cross-sector retailer network an innovative, personalised and diverse shopping world for the individual is generated which is tailored toward the customer and available as an app and user-friendly website – wherever, whenever.



Based on the latest conclusions in neuro and consumer research, a concept that is unique in Europe was developed which enables consumers a personalised shopping experience via interactive app and website. This concept not only consists of tailored offers from top partners but it offers consumers more benefits: for example, articles, recipes and cross-sector offers fitting their interests or specials like rewards and shopping challenges with additional benefits. And above all, there is always cashback for every purchase.


 “Digital first”

With the app and website, retailers not only are able to react to needs of the market with tailored content, they can do it in a faster and more flexible way. The “digital first” mindset becomes the leading solution approach that heavy structured analogue businesses use to become fast digital players on the market.


• Data-driven decision making

Due to the C3-developed data analytics and customer insights, retail partners can make decisions which are better and necessary for the business.


 Agility and flexibility

Due to data-driven decision making, decisions can be made much faster and more dynamic. Companies can adapt to constantly changing conditions and technologies on the market more efficiently.


 Open culture

The cross-sector approach of C3 paves the way to cross-brand business practices in which the realisation of customer wishes becomes the top priority. Thus, dialogue between companies on the market are possible through which e.g. lucrative cross-selling actions can be realised.