Corporate

FMCG Retail Industry Services

Loop is a strategic consultancy which centres its activity around the clients services, product and consumables; elevating their performance within the business model.

Corporate

FMCG Retail Industry Services

4Se

rvic

es

Loop

Loop

5

We develop Opportunity Territories based on the competitive DNA of our clients and a correct reading of the situation of their markets.

We structure the Opportunity Territories through new product categories, services and consumables that maximize the exploitation of the commercial proposition.

We def ine new opportunities through the analysis of economic, social and technological trends, through Design Thinking strategies, agile models and the strategic data contrasting.

We def ine business models based on the user experience and user interface, always supported by economic prof itability.

We promote digital sales, as well as the establishment of retail / service policies.

We see business models and their product / service categories through to market launch with strategic project management.

We supervise the initial market results of services through strategic data analysis.

We define corporate operations for new services, by structuring our clients knowledge, capabilities and assets.

We def ine organic and inorganic opportunities through knowledge management that we structure into joint ventures, spin-offs, acquisition and acceleration of startups, etc.

WE ARE EXPERTSI N S E R V I C E S

6 7Se

rvic

es

Loop

EVO BANCODEFINITION AND DEVELOPMENT OF THE“INTELLIGENT

BANKING” CONCEPT AND THE ASSOCIATED BANKING PRODUCTS

Initially, EVO Bank was f ramed within the “zero commission” trend, aspiring to be the exemplar bank for its clients. Under the slogan “Intelligent Banking”, EVO developed a concept based on a single product platform.

ChallengeMaximization of the “Intelligent Banking” conceptthrough the def inition and development of a platform of services and associated products (Intelligent Account) through an omnichannel strategy that enhances client acquisition and loyalty.

SolutionMaximization, development and implementation of the “ Intelligent Banking“ Opportunity territory,focused on attracting new customers. The “Intelligent Banking” philosophy was def ined together with the different banking products that it comprises of (credit, account and smart mortgage,f inancial coaching, etc.), segmenting the different groupsof customers according to their attitude towards money.With these criteria, customer acquisition and loyalty pathswere established for each target.

www.evobanco.com

Loop

7

8Se

rvic

es

ABERTISDEFINITION AND IMPLEMENTATION OF A TOLL

PAYMENT SERVICE THROUGH MOBILE

The world leader in highway management, Abertis faces new challenges to continue growing and expanding their business. With this purpose, Loop helped Abertis in the creation of a new digital service focused on customer comfort and use.

ChallengeDef inition of a service model that centralises all the consumption made by the client withinthe highway infrastructure, as well as other related services.

SolutionCreation of a new service model based on a set of digital tools unif ied through an easy-to-use and easy-to-implement interface. The new service results in a combined single payment for motorway tolls, together with related services (parking, etc.). It is achieved through the use of an app that unif ies all the user consumption events in the infrastructure, connecting the mobile phone interface with the larger management infrastructures.

www.abertis.com

Loop

9

10 11Se

rvic

es

Loop

RACCLOYALTY STRATEGY AND GENERATION OF A

NEW SENSE OF BELONGING

RACC is an insurance and breakdown cover service specialized in offering solutions in the f ield of mobility and the home, he is looking for new ways to build customer loyalty and attract the younger generations. In this regard, Loop was asked to def ine the generation of a new portfolio of services based on the concept of “pay-per-use”.

ChallengeTo redef ine the concept of being a member of RACC, and the portfolio of coverage and services included in membership, through a new and differentiated interpretation of the concept “assistance“.

SolutionCreation of a new service type (on demand insurance), leveraging the company’s DNA (based on the sense of belonging to the RACC club and thePremium concept associated to it). Responding to different needs of RACC members and adding value to each type of member prof ile. Establishing cross-selling strategies through the membership card, monetization of service offers and strategies for recruitment of new members.

www.racc.es

Loop

11

12 13Se

rvic

es

Loop

NOSOPPORTUNITY TERRITORY FOR THE

COMMERCIALISATION OF ACCESSORIES

www.nos.pt

NOS is the largest communication and Entertainment group f rom Portugal, born f rom the merger of the two largest communication companies in the country.

In the current scenario, with great expectations and opportunities driven by 5G technology, the company shows a clear need to def ine a consistent value proposition in terms of equipment commercialisation.

ChallengeExplore growth pathways to boost sales of equipment that adds value to the market, is differentiated f rom competitors and responds to current customer dynamics.

SolutionDesign and development of a structured process of strategic reflection with the NOS internal team,for the specif ication of growth pathways in this business area and their unique value proposition in the market. Grouping and structuring of the initiatives that emerged under the common strategic umbrella within the Opportunity Territory.

Loop

13

14 15Se

rvic

es

Loop

ORANGESTRATEGY DEFINITION OF THE

DIGITAL PORTAL FOR SME’S

The objective was to turn Orange’s online portal for small companies into the leading platform in their market. As a result, the strategic redef inition project developed together with Loop, has created a qualitative leap in the digitization of a telco’s relationship with its client.

ChallengeDef inition of a new product and service policy in Orange, f rom the introduction of Design Thinking strategies, Agile development and new governance concepts for the decision-making process.

SolutionImplementation of a new philosophy for product and service development through ‘learning by doing‘: real time experimentation and def inition of new products and services in parallel with training of different levels of management in the company. A service approach based on the concept of retail with a broad understanding of the user, aligned with Orange’s strategic needs, within the construction of a new decision-making and governance process. All this with the aim of allowing the rapid and economic development of new products and services on a routine basis.

www.orange.com

Loop

15

16 17Se

rvic

es

Loop

CAIXABANKDEFINITION OF “EASY BANKING” :

WITH THE CONSUMER IN THE CENTRE

CaixaBank seeks to make interaction with its customers as simple and comfortable as possible, increasing loyalty. Faced with this challenge, the bank adopted, with the help of Loop, the term “easy banking” to its set of services.

ChallengeDef inition of a strategy for offering a wide variety of services in an understandable way for the client and adapted to a changing banking environment (new targets, new habits, new competition, etc.).

SoluctionCreation of the opportunity territory of the “easy banking” concept; identif ication of the key value-adding attributes of the term “easy”; and def inition of CaixaBank’s service lines (both new and existing).

www.caixabank.com

Loop

17

18 19Se

rvic

es

Loop

REPSOLSERVICE OFFER FOR THE OPTIMISATION

OF BUTANE GAS DISTRIBUTION

The Repsol GLP division sought to enhance its innovation processes to align with the rest of the group’s strategy. In this context, the company plans to detect, structure and def ine new Product and service opportunities for this division in collaboration with Loop.

ChallengeIdentif ication and def inition of new Opportunity Territories for the Repsol GLP distribution channels, exploiting and maximizing the assets of each channel and optimizing the ‘time to market’ of the opportunities detected.

SolutionDef inition of a logistics ecosystem for the rental of spaces and the transport of products, merchandise and / or items under a sustainable growth business model, both in volume and value.

www.repsol.com

Loop

19

20 21Se

rvic

es

Loop

JCDECAUXOPTIMISATION OF INTERLINKED TRANSPORT NETWORKS

AND DEFINITION OF ASSOCIATED SERVICES

JCDecaux is one of the world leaders in advertising and services for large cities (New York, Paris, Barcelona, etc.) and their business model is based on obtaining exclusive contracts and fees in exchange for services for citizens. Along with Loop, the multinational is considering new strategies to continue strengthening their market position.

ChallengeDesign a new portfolio of products and servicesin the form of a business model that would make it possible to increase competitiveness in public tenders.

SolutionDef inition of different business models based on two axes: - “capillary transport”, or how to interlink urban transport modes with flexible models(bicycles, escalators, etc.), - and the leverage of the Smart Cities concept in specif ic applications.

www.jcdecaux.com

21

Loop

22 23Se

rvic

es

Loop

GRIFOLSLOGISTICS AND TRACEABILITY

OF MEDICINES IN HOSPITAL PHARMACIES

www.grifols.com

Grifols is one of the companies in the Ibex 35 and world leader in the production of plasma-derived medicines. One of its four divisions, Grifols Diagnostic, is focused on the needs of hospital pharmacies through its catalogue of Pharmatech solutions.

Within this area, Grifols entrusted Loop with the development of a solution to ensure medicine traceability. The medicines should be traced f rom the central pharmacy to administration to the patient by using artif icial vision. The medications were then cut into unit doses and packaged with all the necessary data to maintain traceability until consumption.

ChallengeEnsure the traceability of medications f rom the hospital pharmacy to the patient.

SolutionCreation of a system that pivots around a device capable of recognising different medications, then cutting and packaging them correctly according to dosage instructions.

Loop

23

24 25Se

rvic

es

Loop

EDP (PORTUGAL ENERGY)MAXIMIZATION OF BUSINESS MODELS FOR

STARTUPS IN THE EDP ACCELERATOR

EDP is one of the largest European companies in energy generation and distribution, and the leader in electrical distribution in Portugal. To continue growing and diversifying, in 2007 they created EDP Starter, a entrepreneurship ecosystem that supports projects in the energy sector, f rom the idea to the investment in venture capital.

Within the EDP incubator concept, the company had analysed that many of these initiatives with great potential need to focus their efforts and resources to maximize their opportunity, and they asked Loop to help them detail and adjust their business models. This collaboration was materialized in cases such as BEON ENERGY.

ChallengeDef ine the Opportunity Territory for each of the EDP startups and establish their strategic plan with the aim of creating a differentiated and strengthened position in the market and a sustainable business over time compared to their competitors.

SolutionStudy of the knowledge and value of the differentstartups in the EDP Starter incubator, in order to def ine opportunities and implementation for each startup.

www.edpenergias.es

Loop

25

26Se

rvic

es

TUBACEXCORPORATE DIVERSIFICATION, ORGANIC AND

INORGANIC , LEVERAGING KNOWLEDGE

www.tubacex.com

The expert industrial group in the iron and steel sector wasconsidering how to enhance the development of their business via their divisions, introducing Open Innovation strategies with startups. In this context, Loop collaborated with Tubacex in def ining its corporate diversif ication process.

ChallengeIdentify new business opportunities, both by maximizing Tubacex’s internal knowledge and collaborating and / or acquiring complementary external knowledge.

SolutionDef inition of the Tubacex corporate accelerator in an Open Innovation environment together with a f irst pipeline of organic and inorganic opportunities´, as well as the def inition of governance and management process for implementing opportunities.

Loop

27

ProjectKick Off

Knowledge Stock Process

Capturing existing knowledge in each of the

divisions

Opportunity Territory per

division

STEP 1

STEP 1 & 2

STE

P 31 2 3

Opportunity Territory Opportunities

Construction of an opportunity pipeline by

level of implication

Disruptive K necessary for the future

Exceptional K for daily operations Opportunity pipeline

Company Company

Company

Product Product

Product

Attributes

AttributesUnit of K Applications Ideas Partners

Attributes

Business unit

Business unit

Businessunit

Pipeline of selected opportunities

Them

es/topics

Imp

lemen

tation scop

e

“Call for candidates”

Be

st

sele

ctio

n

Prioritisation and selection

STEP 2

STEP 3 STEP 4

Capacity and knowledge

map

K= Knowledge

Clustered by types of knowledge

Overall knowledge map

1. K with which we operate today

2. K in development

3. K necessary in the future

Input from recurring business

Recurring

Recurring Corporate acceleration

Definition of themes/

topics

1

2

3

4

1 √ OKDD

Local

Regional

National

European

Global

Startup

OPPORTUNITY COST

OR

GA

NIC

INO

RG

AN

IC

28 29Se

rvic

es

Loop

MOVISTARSTRUCTURE OF THE IMAGENIO SERVICE

The telecommunications company was considering new challenges in terms of their interaction with the different user targets and the need to adapt to each one of them. In this context, Loop collaborated with Movistar in structuring its Imagenio service.

In this new system, every need was adapted f rom the user to the solution, based on greater interaction and control, and an ease of navigation and improved accessibility to content through advanced interactive services and adequate user support.

ChallengeCreation of a new product that def ines signif icant values of diverse user groups, making the service more adaptable and attractive for all types of customers.

SolutionDevelopment of the new navigation system taking into account the variety of targets (family). The solution was capable of growth in benef its and new functions, serving as a platform to integrate current services, as well as the integration of future products to be marketed by the company.

www.movistar.com

Loop

29

30 31Se

rvic

es

Loop

EUSKALTELNEW CATEGORY OF SERVICES FOR

THE “ 100% MOBILE” TARGET GROUP

The main telecommunications operator in the Basque Country planned to create a new category for a new detected target, based 100% mobile operation (no f ixed telephone line).

In this context, Euskaltel asks Loop for help to understand what differential assets of the company may be compared to other operators, in order to respond to this new target group.

ChallengeBuild a new strong category in mobile connection, differentiated f rom f ixed internet packages, which is competitive and does not cannibalise the margins on existing packages.

SolutionDef inition of a differential positioning for the new category; def ining an Opportunity Territory for the short, medium and long term with different levels of ambition; and generation of a Technological concept of structural support f rom Euskatel assets, which other national operators would have diff iculty replicating.

www.euskaltel.com

Loop

31

32Se

rvic

es

CITY FOOTBALL GROUPDEFINITION OF NEW DIGITAL SERVICES

FOR THE MANAGEMENT OF THE CLUB’S FANS

www.mancity.com

The City Football Group is a holding company that manages several high-level soccer clubs, including the Manchester City FC (its main team and currently the sixth club in the world in terms of income), the Melbourne City FC, and New York City FC, among others.

In its search for new methods to encourage loyalty, the Group asked Loop to create new ways of recruiting and retaining fans in order to increase the “share of life beyond the football game” and additionally to def ine direct club-to-fan, fan-to-club, and fan-to-fan relationships.

ChallengeUnderstand and maximize the fan experience, in order to attract new fans and retain existing ones.

SolutionDef ining the strategy and business model to solve the f ive key challenges faced by City Football Group regarding the recruitment and loyalty of fans. To address these challenges, startup companies were recruited, selected and accelerated for their potential to offer innovative solutions in digital services that respond to the challenge.

Loop

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34 35Se

rvic

es

Loop

HEWLETT PACKARD (HP)IDENTIFICATION AND FRAMEWORK DEFINITION

FOR NEW LARGE FORMAT PRINTING SERVICES

www8.hp.com

Hewlett Packard is the historical leader in large format printing, f rom the initial pen plotters, up to today’s inkjet. The digitization of processes and integration, instead of eliminating paper printing, has changed habits of use and has taken it to new applications and sectors.

Challenge Hewlett Packard asked Loop to identify new opportunities for large-format printing on paper, based on the new possibilities that digital technology provides, focusing on new uses, characteristics and processes.

SolutionTogether with the Hewlett Packard teams, Loop detected different niches, uses and strategic territories for large format printing, in line with digitalisation of processes. Loop then contrasted the opportunities with the main actors and users of each niche, collecting inputs and user insights, def ined the economic potential of the opportunities and prioritised them for their later development.

Loop

35

36 37Se

rvic

es

Loop

CORPORACIÓN MONDRAGÓN CORPORATE DIVERSIFICATION MODEL , VIA THE

KNOWLEDGE IN THE GROUP

www.mondragon-corporation.com

The Mondragon Corporation is one of the largest cooperatives in the world formed by 261 companies, mostly f rom the industrial sector with a turnover of 12,000 million euros.

Given the complexity of its structure, the Corporation asked Loop to support its industrial companies to adopt a joint innovation and diversif ication model.

ChallengeCreation of a systemic structure of diversif ication and innovation focused on the Corporation companies, to promote new business models through cooperation with internal and external companies.

SolutionCreation of a pipeline of opportunities for diversif ication with new business models based on the identif ication of existing knowledge in each cooperative, combined with their strategic needs and the intersection with new industrial trends. All with the objective of enhancing opportunities with companies outside the CorporationDevelopment of a process for governance and management process for the opportunity selection, in order to develop and accelerate opportunities with the most potential.

Loop

37

ProjectKick Off

Knowledge Stock Process

Capturing existing knowledge in each of the

divisions

Opportunity Territory per

division

STEP 1

STEP 1 & 2

STE

P 31 2 3

Opportunity Territory Opportunities

Construction of an opportunity pipeline by

level of implication

Disruptive K necessary for the future

Exceptional K for daily operations Opportunity pipeline

Company Company

Company

Product Product

Product

Attributes

AttributesUnit of K Applications Ideas Partners

Attributes

Business unit

Business unit

Businessunit

Pipeline of selected opportunities

Them

es/topics

Imp

lemen

tation scop

e

“Call for candidates”

Be

st

sele

ctio

n

Prioritisation and selection

STEP 2

STEP 3 STEP 4

Capacity and knowledge

map

K= Knowledge

Clustered by types of knowledge

Overall knowledge map

1. K with which we operate today

2. K in development

3. K necessary in the future

Input from recurring business

Recurring

Recurring Corporate acceleration

Definition of themes/

topics

1

2

3

4

1 √ OKDD

Local

Regional

National

European

Global

Startup

OPPORTUNITY COST

OR

GA

NIC

INO

RG

AN

IC

38 39Se

rvic

es

Loop

SAUDI ARABIA: VISION 2030 NEW BUSINESS MODELS TO PROMOTE CULTURAL ,

ECONOMIC AND LEISURE ASSETS

www.vision2030.gov.sa

The government of Saudi Arabia, was embarking on the development of its 2030 strategic plan, which leverages the country’s unique strengths and capabilities with the aim of creating a future prosperous economy and society. In this context, Loop collaborated in the def inition and development of strategic opportunities with different government agencies.

ChallengeVisualize the future panorama of cultural, leisure and economic activities in Saudi Arabia ensuring that ideas and initiatives are aligned with the programs being carried out by the Kingdom, and are realistic to implement taking into account the current and future situation.

SolutionCreation of a strategic f ramework and Opportunity Territory for the development of opportunities in the f ield of economy, culture, natural assets and leisure (for example: creation of the entertainment city “The Edge”, increase the value proposition of the Royal Nature Reserve of Prince Mohammed Bin Salman, etc.). Development of service offerings andbusiness models.

Loop

39

40 41Se

rvic

es

Loop

PRIOCONCEPTUALISATION OF THE E-SERVICE STATIONS OF

THE FUTURE AND THEIR UNDERLYING BUSINESS MODEL

Prio is a Portuguese company in distribution and commercialization of fuels. Prio was founded in 2006 with a clear vocation of respect for the environment, promoting alternative energies such as natural gas, biodiesel and electric mobility. In Portugal it has more than 250 service stations, many of them with charging points for electric vehicles.

ChallengeDef ine the future format of the Prio Service Stations, responding to the needs of the new mobility model anddeveloping a new business model associated with its exploitation.

SolutionLoop def ined the base of a new business model where new vehicles, modes of transport and use/purchase habits are redef ining the role of service stations and their monetization and prof it model. In addition, we def ined the physical specif ications of future facilities as well as the creation of a new service station model exclusively focused on electric recharging and the integration of solutions aimed at covering different mobility needs.

www.prio.pt

Loop

41

42 43Se

rvic

es

Loop

CAFDEFINITION AND FRAMEWORK OF NEW

TRAVEL CLASSES WITH DIGITAL SERVICES

CAF is one of the world’s leading companies in the construction of 100% electric hybrid railways, subways, trams and buses. New modes of travel with combined transport, as well as digitalisation in vehicles, means there is scope for the def inition of a new offer of on-board services for travellers.

ChallengeBased on the introduction of new vehicle sensors and digital technologies, CAF asks Loop to def ine and develop services and a new catalogue of digital products for travellers, that conf igure new traveller classes, beyond physical factors (distances, volumes and comfort).

SolutionLoop reconsidered the different travel targets and the “way” that each prof ile travels during the week, creating different prof iles and “customer journeys ”; based on the different CAF products.The services were then def ined for each target and travel sequence together with an analysis of their economic potential.

www.caf.net

Loop

43

All the cases study projects presented are projects in which Loop has participated in some, or all, of its service modalities.

Strategic Reflection Center MadridCalle Alcalá, 21 - Planta 11, derecha28014 Madrid, EspañaTel.: (+34) 911 441 144

Strategic Reflection Center BarcelonaCamí de Can Camps 17-1908174 San Cugat del Vallés, Barcelona, EspañaTel.: (+34) 933 030 299

Strategic Reflection Center LisboaAv. Fontes Pereira de Melo 161250-121 Lisboa, PortugalTel.: (+351) 916 699 846

Strategic Reflection Center País VascoGoiru Kalea, 1 A Eraikutza20500 Arrasate, Gipuzkoa, EspañaTel.: (+34) 943 848 988

www.loop-cn.com

Corporativo

Gran Consumo Retail Industria Servicios