adiclub x
post-purchase
Turning post-purchase from a transactional endpoint into an opportunity for continued membership value and engagement.
adidas ✸ 2025
Senior Product Designer
Product Thinking · Personalization · Complex Journeys · Lifecycle
The purchase ended. The relationship didn't have to.
/// Opportunity
Post-purchase communication was transactional despite having rich signals around purchase behaviour and membership. The challenge was to identify where and how to create the right value at the right moment.
I led the discovery and strategic definition of how personalized membership rewards could create more value across the post-purchase journey.
6 weeks ✸ A Bridged Membership and Post-Purchase teams — I was brought in as a product design strategist to define the personalization rationale.
✷ Defined the personalization rationale — connected consumer signals, membership context and post-purchase behaviour to establish when and why personalized rewards could add value.
✷ Prioritized the opportunities — analysed segments and touchpoints to decide where to focus first, balancing consumer relevance, business potential and journey context.
✷ Bridged strategy and execution — facilitated ideation, developed concepts and tested the experience with cross-functional partners, creating a direction the Membership team could take forward.
/// Evidence
Three segments. Three different opportunities.
I combined behavioural and commercial data with journey mapping to understand where the post-purchase experience had the strongest potential to drive engagement and repeat purchase.
The analysis narrowed a broad opportunity into three priority segments, each with a distinct membership opportunity.
01 — FAMILY SHOPPER → Growth opportunity
High share and strong YoY growth made this a key opportunity for membership conversion and increased basket value.
02 — FOR HER → High-potential value
A smaller, fashion-oriented segment with an opportunity to create value through exclusivity, early access and personalised styling.
03 — RUNNER → Re-engagement priority
A large segment declining −13.9% YoY, creating an opportunity to rebuild engagement through relevant rewards and replenishment.
The opportunity wasn't to add rewards everywhere. It was to identify the moments where a reward could feel relevant, useful and timely.
/// Moments of Truth
HIGH
Order Details → High intent + 15M annual visits
Order History → Logged-in context + membership relevance
MEDIUM
Help → High relevance, but sensitive context
Returns / Exchange → Value recovery, but emotionally sensitive
LOW
Email → Useful reinforcement, but lower attention and context
I mapped the post-purchase journey across key touchpoints to understand where customer intent, context and need created the strongest opportunities for membership value. The opportunity matrix then helped prioritize where to focus, balancing consumer relevance, business potential and the role of each touchpoint.
The challenge was knowing where rewards could add value without disrupting.
/// Constraints
The principle was simple: membership should enhance the experience, not interrupt it. This led us to prioritise the moments where relevance, context and business potential were strongest.
Personalization needed meaningful signals — login state, purchase history, membership level and consumer segment. And different customers needed different value propositions: a runner shouldn't necessarily receive the same reward as a family shopper.
/// Design Exploration
The post-purchase experience adapts to the customer’s relationship with adiClub.
We focused on the Order Confirmation moment, where purchase intent and emotional engagement are highest. Rather than designing one experience for everyone, we differentiated the proposition by membership state: convert non-members, recognise existing members.
01 — LOGGED OUT → transaction into invitation
Introduce a relevant, contextual reward, to give non-members a concrete reason to join.
02 — LOGGED IN → transaction into recognition
Reinforce the value of membership with a personalized reward and a clear next step.
1 — Immediate value mattered. Users needed a tangible reason to join.
2 — Recognition mattered more than conversion. Members responded better to seeing earned value.
3 — The transaction still came first. Membership value worked best when contextual and lightweight.
We learned what the experience should not do.
/// Key Insights
From opportunity to an actionable product direction
/// Outcome
The work gave the Membership team a clear rationale for where personalization could create value, which moments to prioritize and how the experience should adapt to different customer contexts.
✷ Define — a personalization rationale grounded in consumer and business signals.
✷ Identified — prioritized moments where reward value could strengthen the post-purchase journey.
✷ Conceptualized — segment-specific reward propositions and post-purchase experiences.
✷ Handed off — a validated product direction for the Membership team to take into design and implementation.
The value isn't just what we reward, but if and when the reward matters.
/// Reflection
Personalisation isn't simply about delivering the right reward to the right customer. Context matters. A reward can create value in a high-intent moment like order confirmation, but feel irrelevant — or even disruptive — when someone is trying to resolve a return issue.
The opportunity is to understand not only who should receive a reward, but how it can genuinely improve the experience.
