Meet the “occasional customer.” It’s Starbucks answer to stagnant U.S. traffic—which has been stuck in neutral for two consecutive quarters.

The coffee giant reported same-store sales gains of 2 percent for the U.S.-heavy Americas region in Q2. This consisted of a flat change in transactions offset by a 3 percent lift in ticket. In other terms, Starbucks isn’t driving comps growth through traffic stateside.

Even with a plethora of available excuses—competition from local coffee houses and quick-service counterparts (like McDonald’s and McCafe, for example)—Starbucks doesn’t want these figures to become its new reality. And target No. 1 is activating a under-engaged customer base and daypart.

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Chief operating officer Rosalind Brewer, who assumed the role October 2 after serving on Starbucks’ board, spoke about the brand’s plans in Thursday’s conference call. The former president and CEO of Sam’s Club said 15 of the 75 million customers who visit Starbucks each month are members of its Rewards program. But the “occasional customer,” who visits one to five times a month, largely doesn’t have a digital relationship with Starbucks. In turn, they aren’t as aware of new product innovations or core offerings.

“In fact, over this past year, only one in four of these non-Starbucks Rewards occasional customers were aware of our new offerings and key promotions as compared to nearly double that of our frequent Starbucks Rewards customers,” Brewer said. “And these customers make up nearly 50 percent of the volume sold in the afternoon, which is greater than their share of other dayparts.”

“Said more simply, these customers are a material part of our current afternoon challenges,” she added.

The Starbucks Rewards loyalty program added 1.6 million active members in the U.S., up 12 percent over the prior year in Q2, and Rewards member spend increased to 39 percent of U.S. company-operated sales. Mobile Order and Pay represented 12 percent of U.S. company-operated transactions.

Afternoon traffic and engaging with customers not in this base is a serious target for Starbucks. The brand’s past strategies, of releasing bold, short-term LTOs, and engaging customers via all-inclusive Happy Hours, didn’t trigger significant long-term audience lift.

Brewer said Starbucks is slashing the number of time-limited offerings by nearly 30 percent versus a year ago.

“Our new approach to marketing will be centered on meaningfully strengthening customer relationships by increasingly targeting our offers to each customer. While we still have unique products such as Crystal Ball Frappuccino, our focus will shift to leveraging platforms with broader appeal,” she said.

For example, Starbucks’ Blonde Espresso, initially slated to only have six weeks of marketing support, is now being marketed throughout the balance of the year.

Singular offerings are shifting to more personalized offers as well. Starbucks’ revised Happy Hour is a prime example. In the past, Starbucks offered a special on a Frappuccino over a short term to anyone and everyone, Brewer explained. “This worked for a few years as the lift we saw in the period following Happy Hour covered the cost of the discounts. But the past two years has not worked from a profitability standpoint,” she said.

Starbucks’ revised promotion, announced in late March, was the company’s first extension of the event since 2010. Now offers are invitational only and presented throughout the year with single-use digital coupons. Customers sign up through the Starbucks app or directly through email.

“The new program will be used to sign customers up for direct digital relationships and to promote the great variety of beverages that we offer all year long. This one-to-one offer will leverage our personalization capabilities and drive significant incrementally,” Brewer said, adding that the Q2 rollout allowed Starbucks to appeal to customers outside of its Rewards program, something its lacked access to in the past.

Part of this push, which includes a heavy focus on afternoon business, includes the continued innovation of cold beverages. Iced beverages contributed nearly 40 percent of Starbucks overall revenue growth in Q2 despite it being one of the coldest quarters in the company’s fiscal calendar.

In Q3, expect to see cold foam, a creamy froth layer typically association with hot beverages, and the introduction of a new Frappuccino. Brewer said the drink, set to release next week, would become a core offering within Starbucks’ blended platform.

Brewer said Starbucks is launching a focused campaign around afternoon starting May and extending through August.

“We are also looking at our afternoons in a different way. We know that the afternoon customer is looking for refreshment, and they are really interested in cold brew. So the new offering that we'll have in the product line is around cold brew, refreshers, and teas,” Brewer said.

Reducing the LTOs by 30 percent will also give Starbucks “a chance to simplify the work in the afternoon so that the partners can engage with the customers so you'll get both the experience when you're in the Starbucks café,” Brewer added.