JET+ Premium: 90-Days Free Delivery, One-Time Purchase

Project outcome:

Driving 1,400 purchases in a single weekend

175k 90-day free delivery passes purchased since launch

1 million orders placed (from 9th December 2024 onwards)

+17% Average frequency increase

The Business Challenge

All competitors charge for free delivery and other benefits. To stay competitive, drive order frequency, acquire customers, and improve retention, we introduced a unified loyalty ecosystem, starting with a paid one-time 90-day Free Delivery offer.

‘We knew we were playing catch-up. Paying for free delivery and other benefits had become the industry standard, driving acquisition, retention, and long-term profitability for competitors.’

Business Objective

The goal was to build customer loyalty through a new scheme centered on accessibility, relevance, and instant gratification, aiming to:

• Increase order frequency

• Acquire new registered customers

• Improve customer retention

Target Outcomes by End of 2025:

• +21M incremental orders

• €2.3bn incremental revenue

The Vision

‘To lead in building a meaningful loyalty ecosystem and membership program that customers genuinely value—both financially and emotionally—by ensuring accessibility, relevance, and instant gratification.

We want our ecosystem to attract and engage all customers, from first-time users to loyalists, strengthening their connection with JET through unmatched value, benefits, and convenience.’

How did we plan to achieve this?

By adopting a phased, iterative approach, we would focus on select markets and foundational elements in 2024 as we accelerate toward a premium paid model and a fully unified loyalty ecosystem.

Key priorities include:

• Establishing a universally loved global identity – A cohesive Plus brand that transcends borders and enhances end-to-end experiences.

• Cross-collaboration – Seamless alignment between Product, Tech, Marketing, Commercial, and Legal teams.

Phase 1: Timeline

By the end of 2024 we would have built a solid foundation, and taken our first paid Plus Premium proposition to market.

Initial Discovery Research

Rewards are most appealing to customers when they are easy to understand, frequent, personalized, and trackable. The redemption process should be convenient, flexible, and keep customers engaged over time. Additionally, reward management should enable customers to view and track their rewards separately from the ordering flow. While the subscription model suits heavy JET users, it has limited appeal for casual customers, highlighting the need for a broader approach to cater to different customer segments.

‘Offering free delivery has become a hook across the eCommerce industry for driving loyalty and engagement due to its clear, proven, utility for both customers and businesses’

The Real and Psychological Value of ‘Free Delivery’: For price-sensitive customers, delivery fees can be a deal-breaker, with every added cost impacting their total spending and perceived  value vs. the value derived from the tangible purchased goods. Psychologically, paying for delivery feels like paying for something intangible and customers inherently prefer spending money on tangible products with clear comprehended value. 

Habit Forming Behaviour: When customers pay for a specific benefit, they are more likely to make purchases from that retailer in order to maximise the value they have paid. Cart abandonment levels are also lower. This leads to higher habit forming behaviour, order frequency and ultimately.

Customer Loyalty and Retention:  A commitment to the retailer. This increased engagement leads to higher customer retention rates and customer lifetime value (LTV).

Predictable Revenue Stream: With most free delivery programs recurring payment/subscription based, this provides a predictable and steady source of revenue, balancing out fluctuations in sales and enabling operational efficiency.

Customer Mindsets

The business had identified several different mindsets that customers have when searching for a takeaway. However, this doesn’t mean they fit into one category or another. People often shift between these mindsets on a daily basis.

From our discovery research, we identified three distinct cohorts based on their spending habits and behavior with subscriptions.:

Squeezed savers: Constantly canceling and renewing subscriptions depending on cash flow and how valuable they perceive them - this can change quickly, sometimes daily

Savvy deals hunters: Constantly reviewing subscriptions quarterly / monthly- if one isn’t providing value will cancel immediately (and perhaps then sign up again in the future

Low engagers: Once signed up, unlikely to cancel if the experience is seamless (ie direct debit) and the initial value driver is being communicated.  

‘But how much will this cost, will this actually save me money?’

Compared to shiny deals and prizes. It’s less about the ‘lowest’ price and more about how much tangible value they will look to save, and gain from subscribing. 

• This is particularly important for our ‘Savvy Savers’ who are constantly evaluating the value of their services

• As we’ve explored - UberEats are working hard to take the mental maths off the consumer making it harder for them to say no

Our Targeted Cohorts

UX Principles

From the learnings of our discovery research, i ran and facilitated a collaborative workshop for the team in which we created some UX design principles which would help guide the development of an intuitive, user-centered experience that aligns with customer needs, enhances engagement, and drives long-term loyalty..

Visual Identity: Collaboration with the Brand Studio Team

This new loyalty ecosystem required a brand update, which was provided by the brand studio team. We also worked closely with the studio team to establish guidelines for using the “+” logo and naming conventions across marketing and in-product experiences. Additionally, the “+” symbol in the product logo was optimised to maintain clarity, even in instances where it was displayed at sizes under 50px.

Concept testing & Insights

Concept testing interviews conducted through 1-to-1 remote moderated research sessions, with each session lasting 90 minutes.

Sample: 4 participants in Germany & 4 participants in the United Kingdom

Some initial first learnings from our mock-ups were that participants did not understand that the proposition was a one-time payment until they clicked "learn more."

Premium touchpoints on the basket and checkout did not clearly communicate the one-time payment nature of the proposition. This only became clear to participants when they viewed the Premium proposition page. The wording on the checkout screen led to confusion among participants around the duration of benefits and the pricing system of the proposition. This type of confusion could result in customers misunderstanding the value proposition and potentially affecting their purchasing decisions.

Upselling experience

Location at checkout prevents disruptions to the purchase flow. Participants perceived the radio button at checkout positively because it facilitated the decision to buy Premium, making the process transparent and simple. In addition, customers liked the fact that they could simply buy Premium as a part of their order at checkout, as this didn’t oblige them to disrupt their ordering flow

Premium Purchase

Highlighting Premium earlier and quantifying savings can increase subscription rates. Participants explored the Premium option only at checkout, ignoring a proposed basket banner completely. Savvy deal hunters need time to make informed decisions. Presenting the Premium option earlier on the homepage can prime these users to consider subscribing. Participants also tried to calculate the potential savings they could make by buying Premium. By showing customers their potential savings and the number of orders needed to recoup the Premium cost, we can facilitate decision-making and increase subscription rates.

Product Design Experience

The design team operated in two-week sprints, with regular check-ins twice a week for both the core team and external stakeholders. This was crucial as our work spanned multiple touchpoints in the customer journey.

To manage product management expectations, I established the format for an end-of-sprint UX & Product Sprint Refinement Session, ensuring clarity and alignment:

• All Jira tickets must include detailed requirements to support accurate story point estimation.

• Each ticket is assigned a product owner for greater visibility.

• Product owners pre-populate tickets before sprint refinement sessions.

• Designers only begin work once they fully understand the scope.

• Design requests should clarify the required level of approval (e.g., Management Board).

• Designers will set clear expectations within the sprint, specifying whether work is exploratory or ready for engineering handover.

• Designers will also provide updates at the start of each week.

Upsell & Purchasing Components

The business initially decided not to display savings. UX challenged this, as discovery research identified it as a core user need, and key competitors used similar tactics for activation and retention. The decision was later revisited, allowing savings to be highlighted once sufficient data was available.

Activated Components

Account & Cancellation Components

One-time payment performance so far…

Since launching the benefit at the start of December, we’ve seen strong early adoption, with our focus now on driving performance to improve incrementality

‘Driving 1,400 purchases in a single weekend’

• 175k 90-day free delivery passes purchased since launch

• 1 million orders placed (from 9th December 2024 onwards)

• +17% Average frequency increase

• +1 Average frequency increase per OTP user

• +47p Average food value increase per OTP order

• 1% Customer penetration

• Estimated 1.4 million customers for 2025!