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Hypermarkets in the GCC: Loyalty Programs Need a Loyalty Upgrade

  • Writer: Rajnish Kautia
    Rajnish Kautia
  • Aug 7
  • 4 min read
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In the highly competitive world of GCC hypermarkets, retailers like LuLu, Carrefour, Nesto, and Union Coop have created sprawling ecosystems that offer everything from fresh groceries to electronics under one roof. With billions in revenue and millions of customers walking through their aisles every month, these retail giants have invested heavily in loyalty programs to drive repeat business.


But as consumer expectations rise and global benchmarks like Costco redefine the value of loyalty, it's clear that GCC hypermarkets need to do more than just points and discounts.


The next phase of growth in this segment will depend not on what they sell — but how they build real, meaningful loyalty.


The State of Loyalty Today: Points, Discounts & Promos


Here’s how the top players are faring:


🔹 LuLu – Happiness Loyalty Program


  • Members: ~6.3 million (Q1 2025)

  • Sales Linked to Members: ~65%

  • Strength: Rapid adoption, frequent promotional tie-ins, and private label growth

  • Weakness: Program is largely transactional – driven by price sensitivity, not emotional loyalty


🔹 Carrefour (Majid Al Futtaim) – SHARE / MyClub


  • Members: ~4 million (as reported in 2024)

  • Points on Purchases: Earned across Carrefour, VOX Cinemas, MAF malls

  • Strength: Ecosystem-wide usage, seamless app experience

  • Weakness: Limited perceived value for grocery shoppers, low cashback rate (~0.5%)


🔹 Nesto, Union Coop, Grand


  • Offer point-based or app-based loyalty, often limited in value or use case

  • Programs often act as discount conduits, rather than community or lifestyle builders


Loyalty ≠ Discounts. Time to Rethink.


Most GCC hypermarket programs are built on basic loyalty mechanics:


  • Points per dirham

  • Cashbacks

  • Weekend deals for members


These methods do drive short-term traffic, but they don’t build long-term customer relationships. They fail to differentiate, especially in a region where price wars are common and choice is abundant.


What’s missing is personalisation, exclusivity, emotional connection, and community.


What Needs to Change? The Future of Hypermarket Loyalty


Here’s what regional hypermarkets must start doing to build real brand love and stickiness:


1. Tiered Loyalty Programs

Like airlines and credit cards, offer tiered benefits based on spend or visits.
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  • Example: Silver, Gold, Platinum tiers with increasing perks — early access to offers, express checkout lanes, or exclusive shopper events.

  • Tiering drives aspirational behaviour, increasing basket size and frequency.


2. Hyper-Personalisation

Move beyond “10% off on milk” to AI-powered offers based on actual buying behaviour.
  • Reward frequency, brand preferences, dietary patterns, etc.

  • Send relevant coupons before the customer thinks of buying — not after.


3. Experiential Loyalty

Offer members real-life experiences:
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  • Exclusive food tastings

  • Private shopping hours during Ramadan

  • Member-only cooking or product demo events


This builds emotional memory, not just savings.


4. Cross-Ecosystem Integration

Carrefour has a head start here with SHARE, but there's more to explore:
  • Tie-ins with fuel stations, pharmacies, delivery apps, wellness centers

  • Make loyalty points usable beyond the store

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Imagine redeeming LuLu points for a gym membership or cinema ticket. That’s real utility.


5. Gamification & Micro-Rewards

Borrow ideas from Duolingo and Starbucks or even Temu:
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  • Earn badges, streaks, surprise bonuses

  • “Spin the wheel” weekly for loyal app users

  • Celebrate birthdays, anniversaries, or spend milestones


This builds habit loops — and habits drive revenue.


Bottom Line: Loyalty Should Feel Like a Club, Not a Coupon


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Costco’s success is proof that when you make customers feel like members, not just buyers, they stick — even if the prices aren’t always the lowest. GCC hypermarkets have the scale, the data, and the digital infrastructure. What they need now is a bolder strategy — one that turns loyalty programs into loyalty movements.


Because the future of retail is not just about being cheaper — it's about being irreplaceable.


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