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For organisations with an active community, including clubs, cities, tourism associations, creators, brands, and event and hospitality businesses. The right model depends on your reach, objectives and your community’s needs.

The core system may be made available to organisational customers without upfront setup costs. Services, additional development, ongoing costs and potential revenue-sharing arrangements are agreed individually; there is no universal cost commitment.

An active community, a designated contact person and a viable communications strategy are important. The concept uses around 5,000 potential members as a guideline; smaller or specialist communities are assessed individually.

Depending on scope, integration and approvals, a launch can take approximately 8 to 16 weeks. We establish a realistic timeline only once the specific project has been aligned.

The app brings together digital membership, communications and benefits; a customised card can make belonging visible in everyday life. A payment function is added only where the required providers, contracts and approvals are in place.

No. Membership and loyalty can be used without a payment function. Whether a payment card is offered depends on the selected model and on technical, regulatory and contractual requirements.

Organisations can involve their members in selected matters through votes when this feature is agreed and activated. In this context, participation does not confer ownership interests or corporate-law rights.

Depending on the configuration, activities can contribute to points, status levels and additional benefits. Each organisation decides which actions count and which benefits are unlocked.

FloraCard names VISA, Beyond by RS2 and Mediengruppe Deutschland as strong partners. The actual provision of card and payment services is also subject to the responsible providers, contracts and regulatory approvals.

FloraCard features can be integrated into an existing app through suitable interfaces; alternatively, an app can be provided in your own brand identity. We assess which shop, CRM or other systems can be connected as part of the project.

Registration is completed digitally in line with the agreed membership model. If a regulated payment product is offered as well, identity verification by the responsible provider may be required; its process and timing follow that provider’s requirements.

Information required for membership and offers, and—where applicable—usage and interaction data. The data that may actually be processed depends on the purpose, legal basis, consents and privacy information for the relevant offering.

Potential revenue sources include memberships, suitable partner offers and—where planned and permitted—transaction models. Outcomes are individual and depend, among other things, on activated members, usage, terms and marketing; the calculator displays model values only.

The business model can combine agreed membership, partner and, where applicable, transaction revenues. Funding, services and revenue-sharing arrangements are contractually clarified before a project starts; partners are not subject to a blanket obligation to provide advance funding.

There is no guaranteed timeframe. Financial viability depends on the individually agreed model, activation of your community and actual revenues and costs. We discuss the assumptions based on your business case.

Relevant member benefits, such as priority ticket access, exclusive content, experiences, reward points, encounters and—where offered—participation. Each organisation determines what is actually available to its community.

Members can earn points for defined actions or purchases and redeem them for benefits, products or experiences under the relevant organisation’s rules. Scope and conditions are set individually.

Advertising partners and sponsors can be integrated into the community environment with relevant offers. Whether and how points or benefits arise is agreed under each partner programme.

The presentation can be tailored to your organisation’s brand; premium designs or votes on selected design details are also possible. Materials, features and issuance must be aligned with the responsible provider in each case.

For a physical card, the concept indicates approximately 6 to 9 weeks after all required approvals as a guide. Actual production and delivery depend on the provider and project; digital features can launch separately and potentially earlier.

An estimated 1 to 3 weeks may serve as a non-binding guide. Actual timing depends on the card issuer, production and delivery method.

Security and data protection are considered in the specific technical and contractual implementation. Requirements, responsibilities and any evidence must be assessed for each product model; we do not make blanket certification or security guarantees here.

Expansion beyond Germany, particularly within Europe, can be assessed. Availability and features depend on the relevant market, data protection requirements, payment partners and applicable rules.

Platform operations and agreed services can be managed centrally. The respective agreements determine which responsibilities are assumed by your organisation, FloraCard or external providers.

Above all, a responsible contact person as well as marketing and communications to activate the community. Additional involvement depends on the integration, content and agreed scope of services.

Yes. Exceptional requirements, additional interfaces or new features can result in additional costs. Such services and prices are discussed transparently and agreed before work is commissioned.

Through a joint strategy combining communications, relevant benefits, campaigns and exclusive content. Actual registration and usage depend on the community and implementation; we cannot guarantee a particular rate.

Partner data is currently managed centrally by the FloraCard superadmin; a dedicated partner login is not enabled. Whether and how metrics or a partner dashboard may be provided in future is agreed individually.

The platform is designed for different scales and multiple community models. We align specific capacities, features and service levels with your requirements.

It can become your own access point for membership, community communications, loyalty and relevant offers. This can strengthen your brand and your direct relationship with fans and customers without relying on a single social-media feed.

A solution limited to membership and benefits for young people aged 16 and over can be assessed. Whether and on what terms minors may participate must be clarified for the specific model, legally and with the responsible providers; Section 110 of the German Civil Code alone is not blanket permission.

A potential junior version would focus on membership, loyalty and community experiences—without a credit card function. Available services, consents and age thresholds would be defined separately.

A prepaid solution based on stored value can be assessed as part of a suitable card product. Actual availability depends on the relevant card issuer, identity verification, regulatory requirements and contractual terms.