The brewery Alhambra entrusted us with the challenge of nationalising its leading product, Lager Singular, and increasing its penetration and turnover in the hospitality industry.

The challenge consisted of building a tool that was easy to implement and focused on distribution companies to achieve its targets.

We created the Alhambra Lager Singular Challenge, which rewarded members of the distribution companies with incredible experiences for attracting consumers and maintaining consumption levels at new points of sale. The experiences were to be enjoyed by whole teams, which allowed us to position ourselves as a brand that encourages team unity and self-improvement. We established group targets to get the wholesaler teams to come together and have unique team building experiences.

We also created a tool to convert targets into points. The distributors’ managers earned points for attracting consumers and maintaining consumption levels at new premises. The points accumulated to reach the monthly targets we set for them, which were closely linked to their growth potential and capacity. To make the incentives team-oriented and encourage all the distributors to participate, we chose activities that they could enjoy together in the areas where they did business, such as go karting, hot air ballooning, canyoning, buggy excursions, bungee jumping, etc. We set a monthly score for each distributor by analysing their capacity. Sales data was updated in the tool weekly, allowing us to provide the distributors with maximum incentive to increase sales by offering them different activities to choose from. The points earned each month were also tallied to create a final ranking where all the points they earned were added up for another unique experience, the grand prize: an all-inclusive weekend in the fantastic city of Granada, our city, the city where we were born. Winners were treated to a fine dining experience, a guided tour of the Alhambra, a race with competition cars on the Guadix track, and more.

In order to make the final ranking as fair as possible, we divided the participating distributors into groups. We made several categories so everyone participating would have the same chances of winning. This ensured that the competition would be fair for everyone, since a distributor working with 300 clients has a much different potential to earn points than another distributor working with only 100 clients. All the distributors were put into categories so they would all start with a similar chance of winning the grand prize, to increase motivation, and to encourage everyone to take part. This ensured everyone had equal incentive to compete. Each category had three winners, the teams that had earned the most points in the period. We created a digital platform so participants could see what incentives had been earned and redeemed, and for the final ranking, so they would know many positions they would need to move up to win the grand prize awarded at the end of the programme. Once they met the targets, they could also set a date to redeem their experiences.