In August last year, BP launched a loyalty programme. As someone who loves data and works in the customer value management and loyalty space, I was curious—and admittedly a little excited—to see what they had to offer.
The excitement didn’t last long.
Instead of integrating into existing ecosystems like Pick’n Pay’s Smart Shopper or Discovery Vitality, BP opted to issue yet another plastic card(understandably so as they would want to have access to their own data on their customers without having to rely on other companies). I signed up, swiped both my Discovery and BP cards, and thought little of it until a few weeks later when I was told I was “double dipping.” The rule was clear: I could only swipe one.
When I called customer service to understand the restriction (and yes, I did call), the experience was atrocious—dismissive, unhelpful, and lacking any empathy for the customer journey. I cut up the BP card and tossed it in the bin. Discovery was the obvious winner: clear value, predictable rewards, and an ecosystem I already trusted. I didn’t even know what BP was offering me.
The Economics of Loyalty
Loyalty programmes are not just about rewards—they are about customer behaviour and perception of value. A well-designed programme balances three key elements:
- Simplicity: Customers don’t want friction. Forcing them to choose one card or learn complex rules erodes trust immediately.
- Perceived Value: Behavioural economics shows that perception often trumps the numbers. A R50 grocery voucher feels far more valuable than a slow trickle of fuel points.
- Ecosystems & Partnerships: The strongest programmes are not standalones. They live within customer ecosystems. By fighting Discovery and Pick n Pay, BP ignored this principle.
The Inevitable Pivot
A whole year later, BP reversed course. Their new proposition today sounds much stronger:
- Earn up to 30c per litre by swiping BP Rewards and Smart Shopper cards together.
- Earn 1% cashback on bp Express purchases.
- Earn 20c/litre on BP Rewards & up to 50% fuel cashback per month with Discovery Insure.
On paper, this is a far better offer. It integrates partnerships, boosts fuel savings, and adds everyday rewards.
But here’s the catch: by the time BP fixed their programme, I had already lost interest. And I wonder how many other customers had too. Because in loyalty economics, timing matters. Once trust is broken and customers have migrated, it’s incredibly difficult to win them back.
Customer Behaviour in Action
In my case, Shell quietly won my loyalty. They don’t have a flashy equivalent to Discovery Insure or Pick n Pay Smart Shopper, but they have something more powerful: consistently great service. The attendants know my preferences, they’re warm, and the experience is seamless. And that, for me, is worth more than cents per litre.
This is where many companies miss the point. A loyalty programme can be technically sound, but if the customer experience feels frustrating, dismissive, or transactional, the rewards won’t save it.
Lessons for Businesses
BP’s journey offers lessons for any brand designing or revamping a loyalty programme:
- Customer service is part of loyalty: A dismissive call centre can undo millions invested in rewards.
- Friction kills engagement: Forcing choices or adding complexity drives customers away.
- Value must be immediate and relatable: Customers respond to rewards that are simple, tangible, and emotionally satisfying.
- Service often outweighs rewards: Shell demonstrates that customers may forgo technical loyalty benefits in favour of human connection and reliability.
The Bigger Picture
Behavioural economics teaches us about loss aversion: people feel the pain of losing benefits more strongly than the joy of gaining them. BP’s early restriction made me feel I was losing Discovery benefits, and that pain outweighed any future promise.
Today, they may offer stronger incentives, but for me—and I suspect many others—it’s too late. The relationship has been broken.
Loyalty is not a card, a discount, or a clever campaign. It is the sum of experiences, perceptions, and emotional connections a brand builds with its customers. BP’s missteps remind us that the real currency of loyalty is not cents per litre—it’s customer understanding.