The situation
Before the platform existed, sales ran on an MVP of an MVP: customers received instructions and activation went through the universities, by email. I consolidated customer support in one place, took care of every step of the journey and built Mi Educación from that learning.
We found that the main buyers were moms: they bought so their partner could earn more or so their kids could finish high school.
The decision
Enough signage and messages nobody sees. Customers always pass through checkout, and the Beneficios program already reached it. I put the courses in as a program benefit: they showed up on its website and at checkout when someone bought education-related products, and the program's rewards were course discounts, with the price at its minimum.
The result
Monthly sales grew eightfold, from ~500 to ~4,000. The project scaled from selected stores to the whole country and beat the per-store sales goal. I left it once it had scaled, to lead Walmart Pass.
Also in this role
Nescafé partnership · “Despierta tus sueños”
Customers who bought Nescafé received a course on a physical card. The brand paid for the signage and bought a batch of courses.
~$500K pesos in signage across 42 stores, paid by the brand
Bait top-up combo
The $200 top-up sold for $250 with a course included, which cost $99 on its own. A new sales channel.
~3,000 to 4,000 additional sales per month
What I learned
What grew the vertical was connecting it to the ecosystem: checkout, the benefits program and brands. Selling education from a retailer is hard: customers wonder why Walmart is selling them courses, and that authority takes time. A product like this needs that time and a different yardstick than a vertical chasing revenue.