Business Cases

Channel Marketing

Influenced Behaviors Increased Sales
Management influenced behaviors which increased sales.

Training and Non-Cash Incentives Inspire Next-Generation Product Sales
A major telecommunications company wanted to increase product sales made by its third-party partners—particularly sales of their newest products.

Increased Sales of Targeted Products
Fortune 500 company wanted third-party representives to sell higher value products.

Incentive Program Participants Were Definitely A Cut Above, But Management Needed More…
Management needed to increase sales—immediately and significantly. The specific goal was a 20 percent increase in product sales—which meant Floor Reps needed to engage and sell.

Distributor Institutes a Loyalty Program that Works!
An industrial distributor of telecommunication hardware wanted to create an efficient and rewarding sales process for its B to B customers.

Increasing Sales, Knowledge, and Loyalty
In a slowing economy and increased market competition for mindshare, a leading kitchen and bath manufacturer realized the importance of engaging, motivating, and increasing loyalty of Showroom Consultants and Builders in order to sell higher-end, higher-margin products.

Employee Recognition

Recognition is Key to Retention
A leading international stock brokerage firm realized the importance of rewarding and recognizing its Associates while increasing employee engagement and retention.

Recognition Supports Company’s Values
Major telecommunications organization ties corporate values to recognition.

Recognition Motivates Employees to Set and Achieve Goals
The “Leveraging Excellence” program was designed to motivate positive changes in behaviors that would improve each employee’s knowledge and performance.

Employee Engagement and Empowerment
The organization had a recognition program in place, but there was no consistency or standards. Some Managers participated; others did not. The program was sporadic, only offering award opportunities a few times per year.

Focus on Customers During Merger and Acquisition
Management wanted to engage and focus Associates on customer needs during large scale mergers—when customer run-off can exceed 10%.

Call Center: Moving from Service to Sales
Client wanted Reps to move from service only—to service and sales. Furthermore, they wanted to motivate Reps to use consultative selling techniques to sell additional products during each customer contact. However, Managers objected, believing that consultative selling would increase call duration and thus decrease sales.

 

Referral Programs

Bank Teller Customer Engagement
A customer-focused bank realized the importance of rewarding and recognizing associates for being knowledgeable and engaging with the customer. Resulting in quality referrals and heightened customer satisfaction.

Major Corporation Increases Referrals by Tapping into Team Power
A major corporation faced the challenge of encouraging peer-to-peer collaboration instead of competition—inspiring individual team members to work together to earn referral rewards.

Sales Incentives

Show and Tell
A little show-and-tell helped this bank contact 17,000 new potential customers and save over $1.2 million!

Reward and Recognition Reduces Unpaid Premiums
This program successfully targeted strategic behaviors related to Unpaid Premiums, and the results were impressive.

Knowledge is Power
Management wanted to increase sales through increased product knowledge and application of this knowledge.

Incentive Program Improved Selling Skills and Increased Sales
Increased product sales by over 32% while improving customer satisfaction.

Strategic Account Targeting Yields Increased Sales
Management wanted to increase accounts in the funnel and ultimately increase sales by targeting high-revenue accounts and by selling multiple, high-margin products to the targets.