A catalogue is only useful if people can find something they want
The number of items in a reward catalogue is less important than the range of useful outcomes it supports. Ten thousand irrelevant products do not create better choice than a smaller catalogue that reflects how employees actually want to spend.
PeopleCredits is designed around four broad categories: products, gift cards, experiences and company merchandise. The exact inventory varies by market because local relevance matters more than pretending every country has the same options.
That local principle is visible across PeopleCredits coverage.
Products
Products give employees the familiar experience of shopping for something tangible. Depending on the local catalogue, that can span electronics, fashion, home, beauty, lifestyle and other useful categories.
The important design choice is that merchandise appears as individual products rather than forcing employees into a pre-built box. They can compare and select what suits them.
For HR, that removes the need to pick the universal product in advance.
Gift cards
Gift cards remain valuable because they give employees spending flexibility with retailers they already use. In PeopleCredits, they are individual catalogue choices rather than the entire employee reward experience.
Availability should be market-specific. A gift card that is familiar and useful in Nigeria may not be relevant in South Africa or Kenya. Local catalogue composition matters.
This avoids the generic voucher-link problem while preserving gift cards as a useful option.
Experiences
Not every reward needs to become another object. Dining, wellness and activities give employees the option to use their credit for an experience instead.
Experience inventory is inherently local. A restaurant reward needs to make sense in the employee's city. The catalogue and fulfilment model therefore need to reflect the market rather than simply converting a global price.
Choice across products and experiences also helps different household types and lifestyles find value in the same programme.
Company merchandise
Company merchandise belongs inside the same store because employees may genuinely want it — especially when they can choose the item, size and moment themselves.
A hoodie selected voluntarily is very different from a hoodie assigned to every employee. The first is shopping; the second is uniform distribution.
We explore that distinction in why company merch gets worn when employees choose it.
One catalogue, local expression
The four categories provide a consistent structure, but the contents should change by market. Currency, retailer availability, fulfilment and experiences are local realities.
That lets a multinational employer run one reward philosophy without forcing employees in different countries through an imported experience.
The goal is not the world's biggest catalogue. It is enough relevant choice, in the right market, inside a store that still feels like the employee's company.
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