Solutions
Mazda Motors created two incentive programs where one group was
rewarded with cash and the other was given points to spend on merchandise and
travel. In the end, the cash group recorded a 2% increase over goal while the
merchandise group came in at 15% over goal! (Source: Incentive Magazine)
Goodyear Tire & Rubber Company ran a similar program where two groups
were formed. One group was awarded cash while the other group was offered an
equivalently priced selection of travel and merchandise rewards. In the end, the
merchandise and travel group outperformed the cash group by almost 50%. (Source:
Incentive Marketing
Association)
Clintar Groundskeeping began running incentive programs
using SalesDriver in the year 2000. By rewarding franchise
owners for increasing monthly sales compared to the same
month of the previous year, Clintar was able to increase overall sales by at
least 10% every year, with the best year measuring in at an impressive 22%
increase. (Source: Rauch, Maggie. “The Power of Choice” - March 2004, Incentive Magazine)
Airgas Safety sales soared 36% over a six-week period when they
introduced an incentive program to their participants. (Source: Selling Power
Survey , “Incentive to Perform”) In an incentive program with more than 3,000 of
their employees, Linocolor, a computer accessories firm, recognized a 26%
increase in across-the-board sales. (Source: Kaufman, D. “Perking Up the
Workforce” - September 29, 2003 issue of FORTUNE)
Kitchen Aid increased overall sales by 16% for the same period by
running a 2-month merchandise based program with sales associates at appliance
stores and Kitchen Aid account managers. (Source: Incentive Marketing
Association “Kitchen Aid Round Up.”)
GE Lighting Systems ran an online incentive program that motivated
their team to conduct business over the web and increase sales over the previous
year. The program allowed GE
to easily promote product lines that were not performing and at the same time
acknowledge the corporate digitalization goal because participants had to go
online to retrieve product and
program information. The program was a huge success with 100% of eligible
participants actively involved in the online program and 96% of the team hitting
their sales goals.
(Source:
Incentive Marketing Association)
Avis CEO David Sigel said, “For every percentage point we can reduce
turnover, that’s about $5 million to our bottom line. We spend about half a
million dollars a year on employee recognition, and we are confident we are
getting at least a ten times return on that.” (Source: “Why I Bought a
Performance Recognition Program” - August 2003 issue of President and CEO
Magazine)
Aventis Pharmaceuticals ran a program with the intention of increasing
overall sales, motivating participants to surpass quota in each product
franchise and build teamwork between their sales associates, area managers, and
regional directors. In the first quarter, sales revenue increased by 22.1%
compared to the previous year. The program also increased communication between
management and the sales associates and enhanced teamwork by making the groups
work more closely together. (Source:
Incentive Marketing Association)
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