Sometimes. Breadth matters to a member who travels between emirates or wants choice across categories. But the headline number of offers tells you little about what one member can find, qualify for and use. The better question is whether a catalogue change increases relevant benefits for the members you serve—and whether those members report more value afterward.

Does more choice always help?

Research does not support a blanket “more is worse” rule. A meta-analysis of choice-overload experiments found almost no average effect from increasing options, with substantial variation between studies. Another research synthesis found overload more likely when choices are complex, preferences unclear and people want a quick decision. Those studies were not tests of UAE loyalty programmes. Their practical implication is to make relevant options easier to find, not to shrink every catalogue.

Nor should a programme assume that a larger catalogue is useless. In DiscGo's 28 September 2026 exploratory data, bigger programme catalogues coincided with more viewing by cardholders. DiscGo's users are self-selected, and views are not redemptions. The relationship could reflect simple exposure or differences between programmes; it is not proof that adding offers improves retention.

How many of the headline offers can one member use?

Suppose a membership advertises 3,000 offers. An illustrative member lives in Dubai Marina, works in DIFC and uses dining and leisure benefits. Apply filters in the order a member experiences them:

Every filter percentage is illustrative. The member's usable set is roughly 5% of the headline. Add 1,000 Abu Dhabi hotel offers and the headline grows by a third, but this particular member's set does not change. Add 100 nearby dining offers, 60 with usable terms, and her relevant set rises from 146 to 206. An Abu Dhabi family might value the first addition more; that is why a single persona cannot stand in for the programme.

What should a UAE programme audit before buying more offers?

Map eligibility by card variant or tier. Ask a small member group to find a benefit at a venue and explain the booking, minimum-spend and payment terms. Record where they fail, then mystery-shop whether staff honour the offer. Survey perceived value by member segment and compare it with eligible, local, relevant and usable offer counts. The test is not “Can a member scroll through 3,000 cards?” It is “Can they find the right benefit before paying?”

The value of breadth may be real for travellers, families or government-card holders who need coverage across the Emirates. Better search and clear terms let those members use a broad catalogue without forcing everyone to scan all of it. Evidence from other settings suggests that timing and context can affect response to promotions (Luo and colleagues, 2014); it does not provide a ready-made uplift for your members.

Decision rule: Judge the next catalogue expansion by the change in median relevant, usable offers per member segment, then measure whether perceived value and confirmed use move. Keep the headline count as an inventory measure, not the principal success metric. If members cannot understand current terms, fix that before adding another batch.