From anonymous liters to known customers

In the fuel business, most consumption is anonymous: the customer fills up, pays, and leaves. The companies leading the sector are solving exactly that — turning that anonymous transit into a measurable relationship — while the rest continue competing only on price and location.

Every fill-up concentrates a valuable signal: what, when, where, and how much each customer consumes. But that signal is typically lost between two profiles that most companies fail to unify: the digital user, who uses the app and pays with a wallet, and the pump user, who fills up, pays, and disappears. McKinsey identifies that in mobility retail, delivering the right offer at each station is the highest-value lever in the business — and that lever is activated through personalization on transactional data. The evidence supports this: loyalty program members spend up to 30% more per visit than non-members.

The problem, however, is not a lack of programs: the average consumer already belongs to more than 15, and adding a generic one doesn't move the needle. What differentiates is relevance — benefits and content personalized by real behavior, in a market where switching stations has never been easier.

In fuel, most consumption is anonymous: the customer fills up, pays, and leaves. And very different profiles coexist —the digital user and the pump user— that need to be understood separately. In a business like this, reaching the right person at the right moment with the right message isn't a luxury: it's what separates having volume from having customers. Qurable gave us exactly that — the ability to know our users, segment them, and speak to them relevantly.

Axion Energy, one of the most relevant service station networks in Argentina, operated a consolidated network — but the digital relationship with the customer had room to grow. What was missing was a layer of personalization and engagement that could turn transactional data into valuable relationships, and a team capable of sustaining and evolving that experience at speed, without adding to internal overhead.

More than a software vendor, Qurable operated as an expert customer engagement team integrated into Axion's business. It entered by integrating with MODO and took ownership of the digital side end-to-end, translating the sector's challenge into concrete capabilities.

Having an expert customer engagement team changed how we operate: we launched a new app in 4 months and today we resolve on the digital side what would have previously required adding internal headcount. Qurable works as a true partner — we get results without having to invest in our own overhead.

• A digital experience that gets used: new app launched in 4 months, with frequent releases and continuous improvement — versus legacy implementations that take over a year.
• 1:1 personalization on behavioral data: every user sees benefits and content designed for their profile — the highest-value lever according to McKinsey, running in production.
• Sustained engagement: contests, missions, referrals, and segmented benefits that give a structural reason to return, in a market where the customer switches stations with one tap.
• Integration at the moment of payment: with MODO and MercadoPago, earning points on payment and onboarding a new user is immediate — the highest-intent signal, captured when it happens.
• Cross-brand ecosystem: a partner module with over 90 alliances where users exchange points and benefits between brands — relevance that a closed program cannot offer.

The MODO and MercadoPago integration made earning points on payment and onboarding a new user immediate. And the partner module opened us an ecosystem of over 90 alliances where users exchange points and benefits between brands — a level of connectivity we didn't have before.

Today we offer a 100% personalized experience: every user sees benefits and content designed for their profile. With missions, referrals, and segmented benefits, we sustain a base of 550,000 monthly active users engaged with the brand.

The question is not whether to build the personalization layer on transactional data, but who builds it fast enough to capture the relationship before the customer switches stations.

Does your organization measure the success of its program in points issued — or in behavior generated?