By Angel Amorphosis, with help from Æon Echo
ALARM BELLS IN A “ROUTINE UPDATE”
The subject line alone stopped me in my tracks:
“We have made changes to how you collect and spend your Nectar points.”
There is something about a sentence like that, calm on the surface but quietly signalling that the rules have shifted, that immediately puts me on alert. Changes to how you collect and spend your points is not a minor technical tweak. It is a foundational adjustment to how the entire system works.
Just a few lines into the email, beneath a short justification about “maintaining the security of your points,” came the statement that confirmed my unease:
“From 27 October you will need to use the QR code in the Nectar app to collect and spend points at Sainsbury’s.”
No explanation. No alternatives. No acknowledgement of how significant that instruction really is. It was presented as if it were the most natural thing in the world.
For me, this was an immediate alarm bell. It did not read like a harmless update. It read like the quiet conversion of a long standing physical system into a digital one. A shift from loyalty card to loyalty app, framed as security rather than as a fundamental change in customer interaction.
WHEN LOYALTY SCHEMES BECOME DIGITAL GATEWAYS
Loyalty schemes used to be simple. You carried a physical card, you scanned it, you collected points, and you occasionally exchanged those points for something modest. There were no hidden conditions and no digital obligations. A card was a card, nothing more.
Today the loyalty card is becoming something else entirely. More companies are shifting these schemes into smartphone apps, and with that shift comes a completely different relationship between customers and the business.
On the surface, an app looks like a modern convenience. In reality, it introduces several changes that are rarely acknowledged.
First, an app becomes a data harvesting vessel. Every interaction can be logged and analysed. This includes what you buy, when you buy it, the patterns in your purchases, the frequency of visits, the times you tend to shop, and even the products you pause to consider. That data is used to predict and influence behaviour. It becomes the foundation for targeted marketing, personalised nudges and subtle shaping of buying habits.
Second, an app creates a direct marketing channel through notifications. These can be promotional messages, reminders, alerts about offers or time sensitive prompts designed to draw you into the store more frequently. Notifications bypass the customer’s conscious choice to engage. They appear on your locked phone and rely on the psychological pull of visual prompts.
Third, apps allow companies to make significant changes without asking for consent. Updates are often automatic. Terms can shift. Features can be added or removed without warning. A tool that begins as a simple way to check your points can gradually evolve into something more controlling. By installing the app, customers open themselves up to potential bait and switch tactics where the purpose and behaviour of the app can change over time.
None of these concerns exist with a physical card.
A card does not track behaviour.
A card does not send notifications.
A card cannot silently update itself.
This is why the wording in the Nectar email did not feel like a minor update. It felt like another step in a wider transformation. Optional apps are becoming expected apps. Expected apps are becoming required apps. What was once a convenient extra is becoming the main path, while everything outside the app becomes more limited or more awkward.
With this context in mind, the announcement that customers “will need to use the QR code in the Nectar app” did not feel like progress. It felt like the opening of a different kind of relationship, one built on increasing digital reliance rather than genuine customer choice.
MY INITIAL CONCERNS
My immediate reaction was concern for accessibility and fairness.
Many people do not use smartphones.
Many do, but keep them intentionally minimal.
Many avoid unnecessary apps for privacy, storage or mental health reasons.
Many have disabilities that make smartphone use difficult.
Some people, like me, prefer communication that is simple and text based and do not rely on apps unless necessary.
These customers deserve the same level of access as everyone else, and the Nectar update did not explain how they would be supported. The all or nothing tone of the customer email felt like a push toward a system that may not suit everyone.
I wanted clarity.
I wanted to know whether the change was genuinely necessary.
I wanted to know whether it had a real security basis.
I wanted to know how it affected non app users.
And I wanted someone at Sainsbury’s to explain the contradiction between their language of flexibility and the instruction that customers “will need” to use the app.
So I wrote to them.
THE EMAIL I SENT
My message was polite and straightforward. I raised four simple points.
First, I asked why the QR system was needed and what problem it solved.
Second, I asked if customers who do not use the app would be able to continue collecting and spending points.
Third, I asked what alternatives actually exist in practice.
Finally, I asked how Sainsbury’s reconciled the firm wording of the customer email with the their supposed ongoing commitment to fairness and accessibility.
It felt like a reasonable approach.
THEIR FIRST REPLY
The response from the Executive Office sounded reassuring at first. It spoke about improved security and improved efficiency. It claimed that QR codes allow for encrypted data transfer and that this reduces the risk of misuse. It also insisted that the Nectar app was not mandatory and that customers could still use their physical Nectar card via the magnetic strip.
Under closer inspection, the reassurance did not hold up.
There was no explanation of what encryption actually meant in this context. QR codes and barcodes both present visible identifiers, so the claim did not make technical sense without further detail. None was provided.
There was no clarification of what security issue the change was addressing.
There was no mention of any misuse linked to barcodes.
Most importantly, there was a clear contradiction.
The customer email said that shoppers “will need to use the QR code in the Nectar app.”
The Executive Office said the app was not mandatory.
The two positions could not both be correct.
I decided to ask for more detail.
MY FOLLOW UP QUESTIONS
I asked what encryption they were referring to and at what stage it is applied.
I asked how QR codes are less vulnerable to misuse than barcodes.
I asked whether there were any documented security incidents involving barcodes.
I asked how the customer email and the executive reassurance could both be true.
I asked whether Sainsbury’s had any intention to move toward mandatory app usage in the future or to limit functionality for those who do not use the app.
Every question was clear and reasonable.
THEIR FINAL RESPONSE
Their final reply was brief:
Thank you for your email and raising further concerns.
Regrettably, I’m unable to provide any further comments to what I have already shared.
I’m so sorry for any disappointment this may cause.
No clarification.
No explanation.
No evidence.
No answers.
The conversation ended there.
When a company is unable or unwilling to explain its own decisions, that silence becomes part of the story. In this case, it was very revealing.
WHAT THEIR SILENCE REVEALS
The refusal to answer the key questions suggested several things.
If QR codes offered real security benefits, Sainsbury’s would have been able to explain them.
If barcodes had been misused or cloned, they would have been able to provide examples.
If the app was genuinely optional, they would have been able to clarify the contradiction between the two messages.
None of this happened.
It is difficult to avoid the conclusion that the language of security was used as a convenient justification rather than as a genuine explanation.
The unwillingness to discuss future intentions also stood out. If there were no plans to increase app dependency, it would have been very easy to say so. The fact that the question went unanswered speaks for itself.
This pattern is becoming common across modern systems. Optional digital tools gradually replace physical ones. Convenience slowly becomes expectation. Expectation becomes requirement. By the time customers realise what has happened, the change is already complete.
WHO GETS LEFT BEHIND
Digital only systems do not affect all customers equally.
Those without smartphones are excluded.
Those who avoid unnecessary apps are pressured.
Those with disabilities face new barriers.
Those with mental health conditions that make digital engagement difficult are sidelined.
Those who value privacy lose options.
Those who prefer predictable, low friction systems are made to feel out of place.
These experiences are rarely acknowledged in corporate messaging. The narrative focuses on convenience and modernisation, while those who cannot or do not participate digitally are treated as acceptable losses.
The Nectar update may seem small, but it reflects a growing cultural shift: the smoothest path is reserved for those who comply with digital expectations. Everyone else is given slow lanes, workarounds or reduced functionality.
CLOSING REFLECTION
My exchange with Sainsbury’s will not change the direction of a major corporation, but it still mattered to me. I asked questions that deserved answers. I pointed out contradictions. I raised concerns about accessibility. I approached the issue calmly and respectfully.
They chose not to engage with the substance of those questions.
The refusal became part of the story. It revealed how easily convenience becomes compulsion, and how quickly the language of security is used to mask deeper changes in customer control.
Small acts of resistance matter.
They expose patterns that are otherwise silent.
They help others recognise similar pressures in their own lives.
They remind us that opting out is not unreasonable.
And they show that asking for clarity is a valid response to vague or contradictory messaging.
A loyalty scheme should make life easier.
It should not require loyalty to an app.
And if a company chooses to head in that direction, the least it can offer is an honest explanation.