The challenge
The reward currency was the problem, not the program
Earning already worked: retailers and farmers scanned QR codes on purchased products and accumulated points against real purchases. The difficulty sat on the other side, in what those points turned into.
The result was a gap of weeks between the scan that earned a point and the moment a participant saw anything of value, and a program built to reinforce purchase behavior needs that gap to be short.
Rewards were settled through credit notes, which created four problems:
- A credit note is not money until the recipient buys again - value could only be realized against a future purchase through the same distributor, and farmers often had no distributor ledger to credit at all
- Every note took manual coordination - finance raised it, field sales confirmed the recipient and the distributor, and someone matched it to the right ledger
- Reconciliation drifted - the company, the distributor, and the retailer each kept their own record, and resolving a mismatch took people rather than a lookup
- Nobody had a single view - there was no reliable answer to who had taken their value, or how much unclaimed liability was sitting on the books
The solution
A redemption layer behind the program they already had
The company did not need another loyalty platform. Its QR-based earning program already worked, and the team wanted to keep it. What they needed was a redemption layer to sit behind it.
Participants earn exactly as before, scanning QR codes on purchased products so points accrue in the company's own program. When they choose to redeem, that program signs them into the branded Xoxoday Plum storefront through SSO. Plum calls back to check the participant's balance, deduct points at checkout, and credit them back if an order cannot be fulfilled - the company's own system stays the source of truth for points throughout.
- Payouts as a standard category - the capability that made cash a workable replacement for credit notes, recommended by Xoxoday during scoping for an audience that values a bank credit over a voucher
- One settlement path - the distributor drops out of the reward flow, which removes the ledger matching and dispute handling credit notes required
- Standard India catalog - no custom sourcing or merchandise build, so the program went live in weeks rather than months
- Choice beyond cash - gift cards across 19 brands in e-commerce, jewelry, fashion, and electronics, plus merchandise, stay available without a second vendor relationship
- Compliance fit for a regulated buyer - SOC 2 Type II, ISO 27001, and GDPR certification, with role-based access and maker-checker controls on catalog changes
The results
₹80 lakh redeemed in under four months, 96% of it as cash
Between June 6 and September 21, 2026, participants completed 1,908 redemption orders worth ₹79.99 lakh, across 791 individual redeemers. Average order value was ₹4,192.
The mix settled the question of whether cash was the right call. Payouts took 96% of redeemed value across 1,806 orders from 744 participants, while gift cards accounted for 3.8% and merchandise 0.2%.
Only five participants redeemed across both cash and non-cash categories. Even within gift cards, the highest-value redemptions were gold vouchers rather than discretionary retail, so this audience treats rewards as savings rather than spending.
Order sizes match how retailers and farmers use the program. The median payout is ₹1,870, small enough to be taken as working capital between purchase cycles, while the largest single redemption was ₹1,00,000.
The before-and-after on speed is the sharpest result: credit notes took weeks to turn into realized value, while payouts are credited the same day.
₹80L
Redeemed in under four months
1,908
Redemption orders completed
791
Individual participants redeemed
99.5%
Fulfillment rate across all categories