Problem
Every purchase in Brazil is born with proof: the invoice. It disappears on the spot. The person does not earn anything for registering it. The grocery store doesn't know if the customer went to the competitor. The big brand doesn't see what came into the house - only what came out of the whale. Miles and national cashback take the amount away from the neighborhood. There is no reason for the person to keep the note and a place that transforms this into a local benefit and useful information for those who manufacture the product.
Solution
The person reads the QR Code on the invoice of any store. That counts toward a goal for the month. You complied, you get a benefit to spend only at the club's stores, in the neighborhood itself. The stores anchor the territory and pay a monthly fee. What really counts, over time, is knowing what people buy. We sell this, in aggregated form, to the industry: campaign and intelligence, not names and social security numbers.
Business model
Club Cora with its stores is the beginning, not the end. The monthly retail fee supports the club and gives a reason for the person to read the note. Each note sets up the purchase profile. Stores gain market intelligence — what revolves, what the neighbor takes, what comes back. This bank is the one that opens the door to the industry: campaign and aggregated intelligence, with the grade as proof. The person uses the app for free. The grocery store pays to participate. The brand is the one who scales the business.
Market
The market that matters is what the industry spends to understand and move consumption - tens of billions of dollars worldwide, above the minimum that STOXS asks for. In retail advertising alone, there is talk of more than 140 billions of dollars a year. In Brazil, retail exceeds half a trillion reais and loyalty programs have a turnover close to 22 billions. Fetch and Ibotta have already sold coupon data for Coca-Cola and pairs. The first territory is just the door. The thesis is national.
Competitors
In the person's pocket: Méliuz, miles and the hypermarket app. At the grocery store: flyer and Instagram advertisement. In the industry: Nielsen-type research, which looks at the sample, not the corner note. In the United States, Fetch and Ibotta already make the person send the coupon and sell it to major brands. In Brazil, that place is still empty. Nobody puts the three points together: any score counts, the benefit returns to the neighborhood and the brand sees the real purchase.
Competitive differentiation
Three things together. Any bill goes in — the house basket, not just what the partner store sold. The proof is the invoice, not a click or a search. The benefit only applies to the neighborhood, so the money from the store stays in the store. The big bill is not the monthly fee at the bakery: it's the brand that pays to understand and encourage real purchases. Méliuz does not return the item to the industry. Market research doesn't read the grocery store. Fetch and Ibotta show that the model exists; it still has no owner here.
Entry barrier
Two requests for invention at the INPI, still under examination, about reading the note and operating the club with market intelligence. That's not a patent granted — it's the beginning of protection. The real barrier is time: each note makes the purchase map more difficult to copy. A new cashback app is not born with a history. The more people and the more stores in the neighborhood, the more the brand pays and the less people switch apps.
Traction
Still no store or brand billing. What exists is product and intellectual property: the app already reads the QR Code on the invoice and operates the club under internal testing. Two invention requests at the INPI, under examination. The stores are not yet open to the public. The next visible step for an investor: first stores on the air, people actually using them, and the first conversation with a brand.