Corporate Recognition Programs,Herff Jones, Sales, Service, Safety, Membership Recognition Programs

Industry Success Stories

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,
www.incentivemarketing.org/Merchandisevscash.html)

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 me assuringin 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. www.incentivemarketing.org/Whirlpool.html)

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,
http://www.incentivemarketing.org/GELighting.html)

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,
www.incentivemarketing.org/Aventis.html)