The client was already running a loyalty program. The program provided fixed rewards to sales agents, based on their sales performance of specific financial products. But the sales agents found the rewards to be underwhelming.
The client has a sprawling distributor base (over 15000, spread across the country). To incentivize and engage its network of distributors, the client ran a loyalty rewards program. The program offered a limited range of merchandise as rewards.
The client had an extensive partner network, spread across the country. The client ran periodic trade promotions and schemes to engage the network. Under the set-up, the retail partners were offered credit notes and physical gifts as rewards. But the rewards did not reach the partners on time.
The client was already running a rewards program with one of their partners, who procured and provided gifts from multiple sources. The program was meant to reward customers who completed a specific denomination-based transactions. But the rewards were either boring and unimaginative.