Colectivos Vip renews its corporate image for its tenth anniversary
The company that manages savings and loyalty programmes for more than 400 companies in Spain, Italy and Portugal, is launching a new corporate image with its international brand: Vip District.
The multinational company Colectivos Vip is celebrating its 10th anniversary and is taking advantage of it to renew its corporate image. The company is committed to its international expansion and combines the work carried out at all its locations under the name of Vip District.
This change reaffirms Vip District’s commitment to improve the engagement of organizations while remaining faithful to its philosophy, which has allowed it to be a market leader throughout this decade. During these years, the company, founded by Marc Viladés, Rodrigo Checa and Jesús Alonso, has not stopped growing and adapting to the needs of the companies with which it works with, and now with this internationalization of the brand it seeks to offer more excellence in both the service and the product that over five million people in the 3 countries already enjoy.
A proof of the company’s adaptation to market needs has been the creation of technological products to help institutions minimize the impact of the Covid-19 crisis. During the first weeks of confinement, Vip District created LoveComercio platform for administrations, to help encourage purchases by local businesses when they reopen, and the LetMeVisit tool, to control the capacity of public spaces.
In addition to these products, hundreds of companies and institutions in Europe already have the traditional Vip District products such as Vip Savings, the benefits club, Vip Awards, the recognition platform for employees, Vip Connect known as the corporate social network, Car Pooling to share cars between employees of the same company, Vip Incentives to reward achievements and promote business objectives or Vip Salary so that the HR departments of companies can put into value the compensation package they give to their employees.
