Membership, ticket and merchandise ecommerce for Club Bolívar

Club Bolívar is one of the largest sports clubs in Bolivia, with a fan base that relates to the institution in three ways at once: as members, as spectators buying tickets and as buyers of merchandise.

The club had an institutional site where it needed a sales channel, and that gap gets paid on every match day: the fan wanted to buy and the site only knew how to inform.

• Catalog and content apart: club information and products lived in separate circuits.
• A funnel with friction: the purchase flow had extra steps and abandonment was high.
• No management autonomy: every commercial campaign depended on a technical intervention.

The cost was opportunity, and it concentrated at the peaks: when the most people wanted to buy was when the purchase broke down most.

We built a platform that brings the club site and its store into a single experience, designed so the fan arrives through content and ends up buying without switching environments.

The funnel was the axis: every architecture and design decision was made looking at how many steps were left to complete the purchase.

Ecommerce platform

• Catalog management for memberships, tickets and merchandise in one system.
• Simplified cart and checkout, explicitly aimed at reducing abandonment.
• Payment method integration, with stock and availability management.

Club site and experience

• An information architecture that brings institutional content and product together.
• Clear category hierarchy and quick paths to purchase.
• Mobile first design, because the fan buys from a phone.

Autonomy for the club

• Content, product and category management with no technical dependency.
• Commercial campaigns activated by the club's own team.
• The ability to move with the sports calendar, which does not wait.

Architecture and technology

• Frontend: HTML5, CSS3 and JavaScript with responsive components.
• Backend: scalable PHP architecture with API based services.
• Ecommerce: custom engine with modular integration.
• Infrastructure: cloud, sized for the traffic peaks of a match day.

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Ecommerce conversion rose 50% and cart abandonment dropped 35%, with the mobile experience 60% better.

The baseline is the previous institutional site.

Starting point

• Low conversion across digital channels.
• High friction in the purchase flow.
• Limited autonomy to manage content.

Results achieved

• 50% higher conversion: a simplified checkout shows up where it is measured.
• 35% less cart abandonment: fewer steps, fewer places to leave.
• 60% better mobile experience: which is the device the fan buys from.
• 40% longer browsing time: content and product stopped competing.
• Full management autonomy: campaigns no longer go through development.

Strategic impact

• The digital channel became a business unit for the club.
• The platform scales with the sports calendar and its campaigns.
• Brand and performance stopped being two separate sites.