The interplay between brand and business model architecture decisions (part 1): The logic of Colruyt's Move and Save initiative

The interplay between brand and business model architecture decisions has become more relevant than ever before, something I have already written about in 2021 (see article Logman, 2021 about the interplay between brand and business model architectures).

Recent examples like Colruyt's "Move and Save" subscription illustrate this. With Colruyt's Move & Save program, a family pays a fixed weekly rate (€14.99) for a fitness membership at JIMS (part of the Colruyt Group). If the family completes at least three workouts a week, they automatically receive €5 in Xtra shopping credit. This credit is deposited straight into their unified Xtra account to be spent exclusively on healthy fresh products.

Colruyt "Move & Save" subscription initiative represents a strategic shift in both its brand policy and business model.

1. Changes in Brand Policy

• Brand (re)positioning: From price-focused to "price and health-focused". Colruyt (Lowest Prices) has traditionally been known for its strict focus on price and efficiency. With the integration of fitness, the brand identity is shifting towards preventive health and well-being.

• Linking of brands in its brand architecture: Ecosystem marketing (linking brands) instead of silos (brands operating completely separately). For the first time, the group is directly linking its brands Colruyt, Jims, and the Xtra app for the consumer. This strengthens the role of the corporate brand (Colruyt Group) as a cohesive ecosystem. It even allows future expansions within that ecosystem, for instance, linking other brands of the group as well such as the online pharmacy Newpharma (within this or other initiatives).

2. Changes in Business Model

• Change in revenue generation: Cross-selling. By rewarding exercise with shopping credit for fresh fruit and vegetables, Colruyt directly drives foot traffic to its physical supermarkets. After all, customers coming for their discount also purchase other products.

• Changes in value proposition and key activities : Value creation through data (Xtra). The Xtra card serves as the central data hub. This gives Colruyt insight into the customer's lifestyle (linking exercise habits to dietary patterns), allowing personalized marketing.

• Changes in customer segments: Broadening the target audience. While the traditional Colruyt supermarket focuses heavily on larger families and weekly bulk shopping, the group appeals to a younger, more urban, and more active audience through Jims.

References

Colruyt Grroup (2026, 15 september), "Colruyt Group unveils a brand-new scheme: families who train at Jims build up credit towards their fruit and veg at Colruyt", retrieved from https://press.colruytgroup.com/colruyt-group-unveils-a-brand-new-scheme-families-who-train-at-jims-build-up-credit-towards-their-fruit-and-veg-at-colruyt

Cardoen, S., (2026, 15 september), "Colruyt geeft gezinnen die sporten bij Jims korting op groenten en fruit, retailexpert: Nieuw publiek aanspreken", retrieved from: https://www.vrt.be/vrtnws/nl/2026/09/15/gezinsformule-colruyt-en-jims/

Logman M. (2021), "The interplay between brand and business model architectures: A conceptual grid, Marketing Intelligence &Planning, 39 (8), 1005-1023. 

Van Rompaey, S. (2026, 15 september), "Met "Move & Save"-abonnement legt Colruyt Group de brug tussen fitnessclubs en supermarkten", retrieved from: https://www.retaildetail.be/nl/news/food/met-move-save-abonnement-legt-colruyt-group-de-brug-tussen-fitnessclubs-en-supermarkten/