Engagement & Retention project | SmartQ

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Engagement & Retention project | SmartQ

Understand Your Product

Business context:

SmartQ operates in the B2B Food & Beverage service industry, enabled through technology to enhance food service and experiences at corporate cafeterias, universities, and leisure events.

We address critical pain points such as:

✅ Food monotony – Centrally managed menu engineering to ensure variety.
✅ Reliable & consistent food production – Standardized processes for quality assurance.
✅ Food partner/vendor sourcing & management – Seamless vendor onboarding, mapping, and performance tracking.
✅ Subsidy management – Transitioning from physical tokens to tech-driven solutions for efficiency.
✅ Hygiene & quality control – Continuous monitoring and compliance checks.
✅ Regulatory compliance – Ensuring food safety standards across all vendors.

Client Benefits of Using SmartQ

When clients use SmartQ, they experience the following:

1️⃣ One-stop solution for managing the entire cafeteria service, from vendor sourcing to daily operations.
2️⃣ Single point of contact for both clients and food partners, simplifying communication and issue resolution.
3️⃣ Closed-loop feedback system that captures insights from employees and clients, ensuring continuous improvement.
4️⃣ Consistent food quality, hygiene, and taste through daily HSEQ audits and centralized menu engineering.
5️⃣ Technology-driven solutions for ordering, subsidy management, and real-time order tracking.
6️⃣ Regular cafeteria insights, including feedback trends, order reports, and performance updates.

SmatyQ Service mind map.png

Core Value Proposition

SmartQ is a one-stop solution for corporate dining, providing a single point of contact that reduces 30% of admin bandwidth and ensures seamless cafeteria management.
Primarily with centrally managed menu engineering and a large vendor network, we eliminate food monotony and guarantee consistent food quality.
Second, Our technology-driven subsidy management makes food services efficient and sustainable, while real-time insights through MBRs and QBRs keep clients informed and recognized for their work.

More than just a service provider, SmartQ acts as an extended team, delivering a data-led, tech-enabled, and experience-first approach to corporate dining!

User Experience

SmartQ’s user experience is built on consistency, reliability, and transparency. Clients receive weekly menu approvals, feedback reports, and subsidy tracking to stay informed through SmartQ's operations executive deployed at the client's cafeteria. MBRs and QBRs provide a complete operational overview, ensuring data-driven improvements. Along with daily cafeteria operations, SmartQ enhances employee experience through festival and event-related services, delivering the best food and engagement experiences during special occasions.

Natural Frequency

As we are a B2B2C company, i am considering Client as customer and Employees of client organization as End users. As client is paying for the business, i am considering client for all the engagement modules (Even though end users play a critical role, i am thinking about them but while solving the project I am assuming service for end consumer is seamless)

User	Natural Frequency
Casual User	Once in a month
Core User	Once in a week
Power User	2-3 times in a week

Engagement framework

SmartQ’s engagement framework is best suited for breadth of engagement, focusing on new feature/ service adoption along with core food service at cafeterias.
Two key new feature/ service areas—vending machines and event-based food services—align well with the needs of both ICPs which we selected in the last project.

1️⃣ Vending Machines – Extending Convenience Beyond Cafeteria Hours

For ICP-2 (High-Growth Startups): Employees often work odd hours, making vending machines a valuable 24/7 food option outside regular cafeteria service.
For ICP-1 (MNCs with Multiple Shifts): Shift-based employees need flexible food access, making vending machines a natural complement to cafeteria operations.

This integration adds to employee food experience while aligning with SmartQ’s core food service at cafeteria. Both offerings together feels like enhanced food service through out the day which makes it lucrative for Clients.

2️⃣ Events – High Engagement, High Value

Clients are fully engaged during event seasons, seeking food, experiences, and celebrations for employees. Events helps in fulfilling both JTBD statements together - Functional and Social.
More than functional food service which SmartQ does regularly, events provide social acknowlegement—enhancing the client's internal brand and appreciation for their work.
The higher budget per meal makes this service financially lucrative while deepening our relationship with clients.

Why This Works

Both vending machines and event-based services not only align with SmartQ’s core cafeteria service but also enhance engagement, improve retention, and increase revenue potential. Expanding in these areas strengthens SmartQ’s position as a comprehensive food solutions provider.

Active User

An active SmartQ user is a client who regularly avails the core food service, and stays involved by tracking feedback and participating in every MBR - Monthly business review . Further leading to processing the monthly bill, ensuring a continued partnership. Essentially, an active user for SmartQ is a client who is actively shaping and improving the cafeteria experience with timely payments.
An active user will also share about SmartQ in their admin network under referral program.

Customer Segmentation

ICPs of SmartQ

Based on my earlier research, i am considering same ICPs which was used in previous projects. I have added relevant data points to the table for making user segmentation easy

Criteria	ICP1	ICP2	ICP 3
Name	Mid sized organization, International presence	Growing Startup	Mid sized organanization
Company Size	500-1500	500-1000	1000-1500
Location	Bangalore	Bangalore	Bangalore
Industry Domain	Fintech	HRTech	Pharma
Funding Raised	Yes	Yes, Series A to F	Yes
Stage of the company	Matured Scale	Early Scale	Matured Scale
Growth of company	Moderately growing	High growth	Moderately growing
GMV	4-8cr	2cr	4-6cr
Preferred Outreach Channels	Cold Call, Face-to-Face meetings, Email, Reference	Cold Call, Face-to-Face meetings, Email, Reference	Online meetings, Email, Reference
Organisational Goals towards cafeteria	Give best F&B experience - good food, Employee experience without budget constraint	Provide food not just to satisfy hunger but to make people recharged for the day	Need a vendor who can cater consistently to 1500 people. employee's health is key
Motivation	Get best employees through benefits of company - Cafeteria, salary, gym, etc	Transform food experience to make them feel energized and talk about the service to others	Employee retension and health is the motivation
Priorities	Exceptional service - Employee experience	Basic service, consistency and reliability	No nonsense, less noise from cafeteria, Tech should be an enabler, needs Transformation - Change
Challenges	Inconsistent food service, no reliable food partner, Difficulty to find & maintain highly audited vendor	no reliable food partner, Vendor who passionately produces food, Menu repetition	Multiple people to discuss on same problem, Inconsistent food service from vendor
Decision Maker	Admin Head	Admin Manager	Admin director
Behaviour traits of the decision maker	Objective driven, Impact, benefit driven	Need social proof, transparency, team whom he can depend on	No nonsense, crisp communicator, needs detailed planning
Blocker	Procurement Manager	Procurement team	Finance Team
Influencer	Food committee	Food committee, CXOs	CXOs
Budget for service	Doesn't care about budget but experience is important	Should be competitive in the market but occasional increase in price for specific value add is good	Price sensitive and highly volatile
Conversion Time	3-4months	2-3months	3-4months
General info: Services used other than SmartQ	Housekeeping, Workplace management products, Global HRMS tool, Routematic, Slack, Microsoft Office, Routematic	Slack, Google suite, IT conferencing solutions, Airmeet, Housekeeping, IT solutions, Own HR Tool	Slack, Microsoft Office, HRMS, CRM, Smarten spaces, Housekeeping
General info: Time spent at workplace	in meetings, auditing cafe, budget planning, facility management	in meetings, expansion planning, budget planning, additional responsibilities from HR team	in meetings, Surpise audits of vendor, budget planning, facility management
General info: Features/ services they value	Reports, Employee surveys, Feedbacks, Mentions on Glassdoor/ internal portal	Reports, Feedbacks, Partner reliability	Food service, tech for giving subsidy, Reports, Feedbacks, healthy food

Engagement in SmartQ
Frequency of food service	Daily once	Daily twice	Daily thrice
Features/ services they value	Consistent food service, Reports, Employee surveys, Feedbacks, Audits, Compliance documents, pop up counters, Activities to enhance employee experience	Reliable and Consistent food service, MBR, Feedbacks, Audits, Compliance documents, pop up counters	Consistent food service, Reports, Employee surveys, Feedbacks, Audits, Compliance documents
Action they do with SmartQ Service	Daily food tasting, food setup check and stock check	Daily food tasting, Menu verification, time of setup check	Daily food tasting, stock weight check, service staff monitoring, time monitoring
Where do they spend time with SmartQ service	Weekly time spent with ops team to daily summary Monthly spends 30 mins with Ops leader for MBR	Weekly time spent with ops team to daily summary Monthly spends 60-90 mins with Ops leader for MBR	Monthly spends 30 mins with Ops leader for MBR Daily whatsapp summary review
Where do they spend money in general	Core food service, Decor during festivals, Special days when Expats visit office	Core food service, Special days when Expats visit office, Annual day, Hackathon food	Core food service only
What made them buy SmartQ	Subject matter expertise	Referral from friend	Food trial and RFP
Natural frequency of Core Engagement	2 or 3 times in a week	2 or 3 times in a week	Once in month

Retention of in SmartQ
Would they consider taking additional service	Yes	Yes	maybe
Which new service is applicable	Vending machine, Events - Festival food, Pantry service	Vending machine, Events - Festival food	Events - Festival food
Have you thought of evaluating other competitors	No, Happy with the service	Yes, due to employee feedback	Yes, Pricing could be better
What will make you leave SmartQ	Food service quality compromise	Food service incidents	3 or more Food incidents and price increase
What hold you back to SmartQ	Food pop ups, menu selection	Menu selection, compliance and presentation	food consistency

User segmentation

The natural frequency of SmartQ

Casual Users: Engagement with SmartQ team once a month
Core Users: Engagement with SmartQ team once in a week
Power Users: Engagement with SmartQ team 2-3 times in a week

Based on Usage

User Type	ICPs	Usage	Natural Frequency
Casual Users	ICP 3	Client just takes main food service but occasionally additional offerings	Once a month they engage and takes additional offering once in 6 months
Core Users	ICP 1, 2	Client takes following offerings 1. Food service for cafeteria 2. One new service - Vending machine or Events food service	Once in a week they engage and takes 1 additional offering atleast once in a month
Power Users	-	Client takes multiple SmartQ offerings: 1. Food service for Cafeteria 2. As many services as possible : - Vending machine - Pantry service - Event food service - Annual day, family day, celebration offerings	2-3 times they engage and takes 2-3 additional offerings in a month

User Type

ICPs

Usage

Natural Frequency

Casual Users

ICP 3

Client just takes main food service but occasionally additional offerings

Once a month they engage and takes additional offering once in 6 months

Core Users

ICP 1, 2

Client takes following offerings

1. Food service for cafeteria

2. One new service - Vending machine or Events food service

Once in a week they engage and takes 1 additional offering atleast once in a month

Power Users

Client takes multiple SmartQ offerings:
1. Food service for Cafeteria
2. As many services as possible :
- Vending machine
- Pantry service
- Event food service
- Annual day, family day, celebration offerings

2-3 times they engage and takes 2-3 additional offerings in a month

Engagement framework

Lets see the engagement framework in depth with the rationale for each engagement type

Engagement Framework	Key Tracking Metrics	Selected?	Rationale
Frequency	No. of times food service used in a day	No	Even though ICP 3 uses our core food service 3times in a day, they are very sensitive about the price. While ICP 1, 2 uses it once and twice they value food service more than price. So frequency could be a good starting point but doesn't help in engagement
Breadth	Number of new services used	Yes	SmartQ’s engagement framework is best suited for breadth of engagement, focusing on new feature/ service adoption along with core food service at cafeterias. Two key new feature/ service areas—vending machines and event-based food services—align well with the needs of both ICP 1 and ICP 2 leading to higher engagement and gratification for the client
Depth	Amount charged for additional customization on food service	Partially, Yes. But deprioritized	There could be marginal increase by increasing the buffet spread with unique items and charging it back to client for the additional item. But at long run this will become more like a requirement in core service than a customization created for them, as food is a commodity and there is high chance of client taking it for granted.

Validation of the segmentation:

We validated our segmentation framework by testing it with real clients across different engagement levels:

1️⃣ Casual Users (ICP3) – Odessa

Odessa was not interested in engaging with SmartQ more than once a month.
They stuck to their core food service but occasionally opted for festival-based services—only if provided at no extra cost.

2️⃣ Core Users (ICP1 & ICP2) – Rippling & Stripe

Both clients were happy to engage more than once a week, especially when services enhanced employee experience.
They also showed strong interest in vending machines due to their multi-shift operations, making it a valuable add-on.

This validation confirmed that casual users engage occasionally with minimal spending, while core users seek frequent, value-added services

Product hook and engagement campaigns

Engagement Campaigns

Here i am looking at moving users from one segment to another both in terms of usage and natural frequency.

User Segmentation	Intent	Goal	Pitch	Channel	Offer	Frequency	Timing	Metrics
Casual to core	Increase Natural Frequency. Casual to Core	Increase food service scope in the cafeteria	Variety is the key for your employees happiness. We are introducing 2 additional items in your menu for 2 weeks based on employees preference at no extra cost. If employees like it, then we could just marginally increase the price of meal to include this	Email & MBRs	2 new menu items added in a buffet at no extra cost for company for 2 weeks. Lets make your employees happy by hearing their inner voice	Once in a year	Before seasonal menu updates in the meeting	Employee feedback rating, CSAT score, Increase in meal price
Casual to core	Increase Breadth of engagement. Casual to core	Encourage adoption of vending machines as an additional service.	We see your employees working late nights, but its sad that cafe is non operatioal. No more worries, Seamless 24/7 food access with vending machines for late shifts and flexible work hours.	Email, WhatsApp, Admin Meeting	One-month vending machine trial with custom snack curation for you.	Bi-Annual	At the end of MBR meeting.	Adoption of vending machine usage across different work shifts. Employee feedback
Core to power	Increase Breadth of engagement	Drive higher engagement in food festivals and events.	Make every event memorable with curated pop-ups and special food experiences of SmartQ. The coming festival make your employees feel home away from home	Email, Newsletter, Operations catch up	One free pop-up stall for the next festival in the month.	Quarterly	Prior to festival seasons	Event participation rates and post-event food satisfaction scores.
Core to power	Increase depth of engagement - Time spent	Enhance employee feedback participation for service improvement to get more Admin time in MBRs and address needs from core	Your employees’ voice matters—help us improve by sharing direct feedback. We will be introducing QR code based feedback and App mandatory feedback after ordering. This helps us take right actions and fulfill your employee food needs pro actively	App Notifications, Email	Leaderboard tracking feedback participation; top contributors get incentives from SmartQ.	Weekly	At the start of every feedback cycle	Higher engagement in employee feedback forms and actionable insights.
Power	Increase Breadth of engagement	Strengthen long-term retention with quarterly engagement incentives like themed events like Mango day	Unlock exclusive perks for consistent engagement with SmartQ services. We will be doing Mango day for your consistent engagement with us complerely free. This is our sincere way of giving gratitude to your company	Admin Meetings, Emails	Quarterly loyalty perks such as Mango day in the mango season completely on SmartQ.	Quarterly	End of every quarter	Retention rate improvement and recurring participation in cafeteria services.

Retention design

SmartQ Retention Analysis

SmartQ operates in the B2B Food & Beverage industry, where retention cycles are long—typically ranging from one to two years after onboarding the service into cafeteria.

Key Retention Insights:📌

Retention Rate: 92% over three years, meaning most clients stay engaged long-term after onboarding the food service.
We have not seen any loss of client in 1 year, post 1 year there is some drop.
Client loss Rate: 8%, requiring a deeper analysis to identify patterns in client loss over time.
Retention Study Goals
- Understanding where churn occurs within the three years time frame.
- Identifying which client segments (ICPs) retain better and where drop-offs happen.

Visualizing retention curves for SmartQ

It was hard to get this data and visualize for SmartQ, So i will be making some hypothesis to plot the graph.
(Data which i know when we lost our client in which month, what are the reasons for loosing, when the interest has come down)

Lets see retention for different segments. X axis denotes months and Y axis denotes percentage of active clients.

Casual: We can see at 88% in 24th month the line flattens
Core: At 91% in 27th month the line flattens
Power: At 95% in 27th month the line flattens

retension chart.png

Lets define Churn for SmartQ

Churn at SmartQ happens when a company that has been actively engaged with our food service for a significant period discontinues the partnership due to external or internal factors and switches to another vendor.

We can also say churn is not an immediate drop-off in our case but a gradual disengagement influenced by factors like management changes, pricing shifts, competitive offerings, or operational decisions. There are some exceptions of involuntary churn but we can see maximum in voluntary churn.

Churn patterns vary based on user type:

1️⃣ Casual Users (Price-Sensitive, Low Engagement)

Typically use only one service (food service) and are not engaged with additional offerings.
Have a transactional relationship, making them highly price-sensitive.
Often operate through RFP-driven cycles, which happen every three years or when management changes, leading to potential churn.

2️⃣ Core & Power Users (High Engagement, Admin & Service-Driven Churn)

More engaged but churn happens due to management/admin changes or external market factors.
Employee feedback and food consistency issues play a critical role.
Higher number of incidents (service disruptions, quality concerns) can lead to disengagement.

Top reasons your users churn

Change in Admin – New admin may prefer a different vendor.
Change in Company Management – Leadership shift impacts vendor decisions.
Pricing Sensitivity
Competition Offering More for Less – More menu items at the same/lower price.
Food Inconsistency & Incidents
Negative Employee Feedback
Admin Engaging in Unethical Practices for personal gain
Management Preferring Re-Evaluation – Request for Proposal roll out by the company.
Company Stability Issues – Cost optimization & financial restructuring.
Moving to a bigger/smaller building changes cafeteria needs.
Cost pressure for company due to market

Lets divide voluntary churn & involuntary churn

Involuntary Churn (uncontrollable)	Voluntary Churn (Controllable)
Company moves to a bigger or smaller building	Reserve from management to re-examine after two years. RFP
Company shuts down or restructures	Change in admin
Cost pressure for company due to market	Pricing sensitivity
Admin engaging in unethical practices with competition for personal gain	Competitor offering more menu items for the same/lower price
	Food inconsistency & incidents
	Change in company management
	Negative employee feedback
	Change in companies food philosophy

What are the negative actions you'd look for?
Examples, Low NPS, Support tickets, CSATs etc. Make this relevant to your product.

Soft nudges for us to be aware

Need to monitor and engage users early:

Reduced engagement with SmartQ resulting in fewer daily/weekly sync-ups with the ops team.
Employee feedback on food is declining
Admin skipping or delaying key review meetings.
Admin no longer availing additional services like events, pop up stalls.
Admin requesting yearly performance data (hits & misses)

Direct Indicators

We need to be agile to get the below points sorted

Declining number of food packs ordered
Competitor food trials happening frequently during working days
Admin requesting cost reduction
Admin requesting an improved menu for more than 2 times.
Direct issue with core service being noticed by admin and writing back to back mails on it
Admin’s happiness score or NPS declining
More complaints related to food quality or service incident

Design resurrection campaigns

Segmentation for resurrection

Our clients were getting churned due to few voluntary and few involuntary reasons. Lets double down on voluntary churn reason and segment clients based on 2 paraments. Usage based segmentation and Natural frequency based segmentation

Change in natural frequency of clients

Casual Users: Engagement with SmartQ team was supposed to be once a month, but if has delayed more than 2 months. These are risk users

Core Users: Engagement with SmartQ team once in a week, but if they are engaging once in 3/4 weeks. It seems like they are moving from core user to Casual user, who could become risk users in sometime.

Power Users: Engagement with SmartQ team 2-3 times in a week, but if they are engaging once in once in 2 weeks. It seems like they are moving from power user to core user.

Actions to be taken

Be proactive and retain at risk clients + Clients who are reducing natural frequency (Anti engaging) by looking at Negative actions and soft nudges
Reactivate all the lost clients with Voluntary churn reasons.

1. Proactive Campaign for Risk clients

5 campaigns are in tabular format

Segment	Negative action	Behaviour	Why? - Reason	Campaign pitch	Offer	Mode, Frequency	Success Metrics
Power and Core user	Reduced engagement with SmartQ resulting in fewer daily/weekly sync-ups with the ops team.	Change in Natural frequency	Power and core users prioritize employee happiness, engagement, and food experience. If engagement drops, it’s usually due to declining employee insights, food quality concerns, or a competitor entering discussions. Spotting these early helps us reconnect, reinforce our value, and keep SmartQ as their top choice.	(Tell insights which they want to hear) For these users we will have to use FOMO strategy. Telling a half insight which he din't know in a mail and request him for a meeting to know what happened. In meantime check for Employee insights and create a special menu for them	An Email with this copy: Subject: Let’s Catch Up – Key Insights & Updates we curate about abc company! Hi [Admin's Name], It’s been a while, and we have some key insights and exciting updates to share! We’ve noticed shifts in employee feedback, food quality trends, and engagement patterns and we have curated menu accordingly that you might want to review. Let’s connect for a quick catch-up—would love to hear your thoughts! Let me know a time that works for a meeting Looking forward!	Mode: Email (Primary), Whatsapp (Secondary) Frequency: Once. But if admin doesn't respond write the same on Whatsapp Timing: Right after lunch break (Higher probability to see)	Meeting booking rate. If it works make it consistent for the client.
All users	Employee feedback on food is declining	Recency biased decision	Detoriated menu mix, taste, quality or the food vendor preparation methods would have caused this issue. Need to be fixed at Menu and Vendor level	Keep admin informed about why there was a dip (Establishes trust). Take action plan at vendor side/ change the vendor based on the problem proactively.	We heard your employees. Option1: We propose you the Upgraded menu for your location with 14 varities of food in buffet. Option 2: We are introducing one of our best vendors for your cafeteria. It is a completely free upgrade for you.	Mode: Email (Primary), Whatsapp (Secondary) Frequency: Twice. Timing: before sending the feedback report, send this offer to the client and share the report in the email.	Employee feedback score. CSAT score Admin's happiness score
Casual user	Declining number of food packs ordered	Usage reduction	Company is price sensitive or looking to reduce costs; possible food trial with another vendor.	Offer a menu mix that is more price effective or add more variety at the same cost for a one-week trial.	Create a menu presenation for the admin with an "Introducing the new upgraded menu mix. One-week trial on a new menu variant with two different pricing strategies choose which is the right suite for you post trial"	Mode & Timing : MBR meeting Frequency : Once in meeting and once in mail	Conversion to the new menu; admin selects one of the proposed menu options.
Core & Power user	Admin no longer availing additional services like events, pop up stalls.	Usage reduction	Previous event quality has not met expectations.	Educate about new vendors onboarded and give a glimpse of new food varities, experiences introduced	Introducing '20+ new variety of pop-up counters for enhanced event experiences' First new event experience is free.	Mode & Timing : MBR meeting Frequency : Proposed in meeting and followed up on mail	Admin avails the pop-up counter; if they opt for additional counters post-event, engagement is regained.
Casual user	Competitor food trials happening frequently during working days Admin requesting cost reduction	Price sensitivity	Drop in cafeteria and employee benefit budgets, leading to cost-cutting measures.	Propose different pricing models: (1) Adjusted menu grid with reduced pricing, (2) Bundle food service with festival events (e.g., four festivals + regular food service at a set cost).	Hi (Admin name), We understand you! Lets optimize price but maintain the quality. We have curated 2 pricing models just for you: Tell 1,2 proposals we look forward to discuss in person. When can we meet	Send and email, Call for a meeting and senior leader should present this to Admin head	Choosing a new pricing model itself is a success measure.

2. Resurrection Campaigns

Campaign 1:

A core user company has previously engaged with SmartQ but churned due to an admin change.
The new admin may not be aware of SmartQ’s past success, presenting an opportunity to re-establish the partnership.

Pitch

"We’ve been here before, and we can do it again!"
Your employees loved SmartQ with a 4.8-star rating when we served your company. Let’s bring that satisfaction back and make your employees happy again!

Offer

As part of the new admin’s journey, we’d like to offer a 15-day food trial. This allows them to experience SmartQ firsthand and understand its impact. After the trial, we’ll discuss pricing models and continue the partnership.

Mode of Communication

LinkedIn Message – A direct, personalized message to introduce SmartQ.
Emailer Campaign – A structured drip campaign (3 emails) highlighting past success and trial offer.
Walk-in Visit – A face-to-face meeting at the company to re-establish trust.

Frequency & Timing

Walk-in visit – Once, as soon as we confirm the admin change.
Emailer campaign – 3 follow-ups over a strategic timeline.
LinkedIn Message – If email follow-ups don’t get a response, a LinkedIn campaign is triggered.

Success Metric

Conversion to the trial – Admin agrees to the 15-day trial. Engagement in pricing discussion – If the admin starts negotiating, it is a strong chance of retention.

Campaign 2:

A casual user who switched to a competitor offering more menu items at the same or lower price. Since price sensitivity is a key factor for casual users, we need to shift the focus from cost to value and quality.

Pitch

At SmartQ, food service isn’t just about aggregation—it’s about management and quality. We don’t just bring in vendors; we engineer menus, close the feedback loop, integrate tech for seamless ordering, and ensure compliance with HSEQ standards. This is why SmartQ operates at a slightly premium price.

Instead of lowering our price, we’d rather add more value—because keeping food quality high is non-negotiable.

Offer

We know that you want the best cafeteria experience without the hassle. To make it even better, we’ll credit you with two free pop-ups every quarter, so your employees get something exciting at no extra cost.

Mode of Communication

Email campaign focused on why SmartQ’s food quality and compliance are unmatched. The email will also showcase how pop-ups enhance employee engagement, case studies of different companies availing food with popups

Frequency & Timing
This email campaign will be triggered as a drip campaign after 30 days of Client moved to competitor, by this time they have realized value of both companies and might be looking forward to switch back to SmartQ

Success Metric
The goal is to convert email responses into a meeting—if the admin is open to discussing, we have a strong chance of retaining them.

Campaign 3:

A Core user company moved away from SmartQ due to food inconsistency and incidents, switching to another vendor. Now that we have revamped our HSCQ audit and compliance processes, this is the right time to re-engage and regain their trust.

Pitch

We completely understand why you moved away—food consistency and safety are non-negotiable.
But SmartQ is not just a food vendor; we are a managed food operator, ensuring end-to-end control over quality and compliance. Since you last worked with us, we have completely upgraded our HSEQ audit process and introduced a new vendor grading system, making food quality more transparent and measurable.

Offer

To show you how far we’ve come, we’d love to offer a one-week food trial, completely on us. Experience our enhanced quality standards, daily compliance audits, and improved vendor accountability firsthand.

Mode & Frequency

Walk-in discussion – Since we already know the admin, there’s a strong chance of securing a meeting.
One-time engagement, ensuring the pitch is delivered in person.

Timing

Three months after the transition – By this time, the client has experienced their new vendor’s capabilities, increasing the likelihood of reconsideration.

Success Metrics