The Challenges

1. Dormancy meant everything, so it meant nothing
   
   Every customer who had stopped ordering sat in one segment, whether they had missed a single month or had not ordered in over a year. They all got the same message and the same voucher.
2. Cart recovery was built for retail
   
   The journey waited days before following up. That suits a considered purchase, not dinner. By the time the first reminder arrived, the meal had been eaten.
3. The brand could reach far more people than it could recognise
   
   Reminders went out to large numbers of anonymous profiles alongside known members, and nothing on the website turned a browsing visitor into an identified one.

Key Objectives

1. Segment dormancy by recency and by value
2. Rebuild cart recovery on food timing
3. Turn anonymous traffic into known customers

The Solution

1. Audit every live journey before designing anything
   
   Eight journeys were live and almost none were segmented. The audit is how the retail cart cadence surfaced at all.
2. Consent as a targeting input, not a checkbox
   
   Every journey branches on what each customer has permitted, so one person is reached by app push and another by email, and anybody unreachable is held back.
3. The brand's own data made the case for identity
   
   Zero orders came from anonymous profiles, even though they opened and clicked the loyalty reminders at close to known-member rates. Known members on the same sends converted. Engagement without identity is a zero, and it is the clearest argument for turning unknown customers into known ones.

Seven Tiers From One Dormant Segment

The lapsed and dormant base was split by time since the last order, then the two deepest bands were split again by customer value. One segment became seven tiers, each running as its own journey with an exit the moment somebody orders.

The original plan put a voucher on every tier. The version that shipped took the voucher off the two freshest tiers completely and set the offer on every other tier separately.

Results:
the two tiers with no voucher drew the highest click-through of any tier
they also earned more between them than every voucher tier combined
the one deep tier that worked was the higher-value one, not the higher-discount one

Recency and customer value predicted reactivation. Discount depth did not. That reverses the read taken at the time, which credited the voucher with the revenue. Conversion was low on every tier, measured across the first seventeen days after launch.