Resource Library - Case Studies
Rewards & Recognition
BigPond relies on a sales force of predominately male, tech savvy young people to sell their internet products to department and electronics stores, independent telecommunications retailers, and inbound and outbound call centers. They were challenged to motivate these GenYs to focus on their products, especially when competitors were undercutting on price. The “BigPoints” dealer incentive program, playing on the BigPond name, was developed online to build brand affinity and keep BigPond visible on the front line of selling.
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BMW Financial Services had experienced 6 years of success. Its biggest challenge for 2006 was to condense its programs into a unified Web portal for its dealers, sales managers, and sales representatives. The target group of sales professionals was predominantly male, between the ages of 30 and 45, and comprised of 1,458 individuals segmented into 66 distinct profiles, who were spread over 11 urban geographic locations. By creating a unique communications tool, BMW sought to make the BMW Financial Service “10 Series” web portal a daily working tool for its entire sales force and to make sales contest information easier to access and more efficient to provide. ... [ read more ]
To encourage current members to recruit new members, Meeting Professionals Internaltional used a construction-themed reward program with three travel awards as top prizes.... [ read more ]
The "Capture Los Cabos" program clearly demonstrates that well-designed incentive programs deliver measurable return on investment.... [ read more ]
Checkers/Rally’s joined forces with a report-card-carrying super-sleuth who possessed the authority to issue Speeding Tickets. These Speeding Tickets transformed to prizes, which were sourced by GDM, and prizes were to produce employee retention and rising sales. ... [ read more ]
In addition to addressing regional challenges, Compaq was well aware that a soft economy and market speculation regarding the Compaq/HP merger could further impact sales. They needed an incentive program that would ensure that resellers would focus on the Compaq offering. Part of COMPAQ COMmunity, Gold Rush was launched as the 2001 fourth quarter sales incentive program, offering "instant rewards" to those who met their targets in a number of categories. To succeed, the Gold Rush program needed to generate sales without encouraging competition on price, keep the resellers’ attention for the quarter, provide obtainable targets, and offer an incentive that went "over and above" that of any of Compaq’s competitors.
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Reseller sales reps earned reward points for sales of Deskpro computers and Proliant service. In addition, management was able to award supplemental points for such goals as increased knowledge retention, add-on sales, and attendance requirements.
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What could be the optimum method for meeting performance-improvement goals? For Diebold, Inc. the answer was D-ICE, a comprehensive incentive management system designed to motivate every company employee. ... [ read more ]
A midweek program in late May at the Atlantis Resort in the Bahamas used the hotel's decor as inspiration and as the backdrop for recreating the myth of Atlantis. The Poseidon tale was carried out over two evenings, including a gala awards night themed "Night of Poseidon" and a beachfront feast-of-the gods party.
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John Deere agricultural dealers sell and service equipment and parts. Loans and leases through the company for these items generate profit and build brand loyalty. So it was logical that John Deere's first credit-related promotion would be designed to increase credit/lease acceptances, market share, and brand loyalty. ... [ read more ]
Salespeople earned points for policies they sold. They then turned points into 3, 5 or 7 night stays at any of Marriott's Vacation Clubs. Those who earned the highest points also received airfare. Winners could stay at any of Marriott Vacation Clubs' 51 resorts in 29 destinations, and there were no restrictions on travel dates.
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The company's "Here's the Scoop" campaign was launched with an overnight Styrofoam package that was delivered to every Mazda parts manager. Inside was a 12-pack of gourmet Pfaelzer ice cream truffles. The ice cream treats were chosen to symbolize the freshness and quality of Interstate Batteries. A booklet detailed the promotion's objectives and awards: for every order placed for batteries during the month, the dealer was entered in a sweepstakes, with prizes ranging from Super Bowl tickets to National Football League (NFL) logo leather jackets and autographed footballs.
A special incentive was available to district managers who achieved 80% or more participation. These awards included race jackets and tickets to the Brickyard 400 at the Indianapolis Motor Speedway, a natural tie-in because Interstate Batteries was sponsoring one of the racers.
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GE Lighting Systems, a division of General Electric Lighting, designs, manufactures and markets a complete line of lighting fixtures for illuminating streets and highways, industrial and hazardous location facilities, parking lots, building facades, parks, and sporting facilities. ... [ read more ]
The campaign would have to increase brand reach, frequency, and sales; allow fabricators to maintain their own identity; and accommodate a range of retailers from individual designers to multistore chains. For its "Windows to the World" campaign, travel rewards were selected as the most effective motivator. Retailers would have a choice of six travel destinations based on product purchases.
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As a result, Monorail management decided to concentrate on servicing the tourism and corporate meetings markets. Due to the highly competitive nature of the transit and tourism industry, TNT opted for an employee incentive program that emphasized service and sales goals for workers. Increases in certain high-yield fare products covered the cost of running the incentive program while providing return-on-investment for the company.
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Eight years ago, the $100 million candy company launched a biennial cruise incentive program, which has generated consistent sales increases and helped build a unified sales force. Each cruise is developed through a cooperative effort by Goelitz's sales management and marketing teams. The company's regional managers then introduce the programs and keep excitement building throughout the year.
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To create a better synergy between those who choose suppliers (a dealer's parts department) and those who specify the product (the service department), the Aftermarket Division developed the "After Market Achievers" incentive program in conjunction with MotivAction, the Minneapolis-based full-service marketing company. The campaign rewarded parts and service managers, dealership employees, and field representatives for achieving specific goals.
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The audience KitchenAid targeted for this promotion included sales associates at retail appliance stores and KitchenAid account managers. Choosing the right incentive to appeal to this diverse group was a challenge. To reinforce the Western theme of "rounding up" sales, the awards included a choice of Omaha Steaks and a variety of "leather" products--shoes, luggage, briefcases, watches with leather bands, coats, etc.
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Fortis chose a group travel program to accomplish their goals. Knowing their sales force consists of mostly well-traveled and highly cultured individuals who are offered a variety of travel incentives, Fortis knew the program destination would be key to their success. After analyzing the competition, Fortis chose Vienna, Austria, a high-end European destination known for its music, art, culture and history. Fortis Health leveraged this beautiful city's most notable image--music--with the development of its theme: Listen to the Sounds of Vienna.
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LJ Hooker Financial Services was established in December 2003 to provide a mortgage broking service to real estate vendors and customers. LJ Hooker had informal relationships with 5000 agents and associated staff in Australia and another 1200 in New Zealand. Across the industry, the relationship between mortgage brokers and their referral contacts was largely based on cash transactions and varied widely in terms of process and value. Cash offers were vulnerable to competitive offers and ad hoc and different cash commission structures meant working with multiple managers and administrators without the benefit of a cohesive strategy or transparent management overview. LJ Hooker required a more structured platform to deploy their strategy to align real estate and finance broking to maximum effect.... [ read more ]
The program was built around a point system. Wholesaler showroom personnel earned one point for every two sales; counterpersons received a point for every six sales. Points were redeemable for merchandise from an "MVP Awards Extravaganza" catalog. ... [ read more ]
To assist dealers in meeting goals, Ford implemented a multipronged strategy that included launching new models, realigning prices for key models, increasing management support, re-evaluating advertising and promotion, and introducing "The Chairman's Challenge" incentive campaign.
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The online sweepstakes, which was used to encourage people to visit the Web site, featured a grand prize trip to Tarrytown, New York, to tour the real Sleepy Hollow. A 30-second spot aired on the network to promote the Web site and sweepstakes. Odyssey's main Web site also carried a banner ad to drive traffic to the film's site.
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GE Financial Assurance (GEFA), a subsidiary of the General Electric Company, is a consumer insurance and investment business helping 25 million people in 17 countries build financial security. There are over 17,000 Associates worldwide in the GEFA division. ... [ read more ]
This consumer promotion used a baseball tie-in and in-store events to boost sales of Oreo Cookies... [ read more ]
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