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Sales Incentive program examples


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Looking to pump some excitement into your sales team,? Sales incentives, sales contests, increase sales, increase revenue, to your company. Your sales team will love these promotion ideas to help get them excited about winning new accounts.

Published in: Marketing, Business, Technology
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Sales Incentive program examples

  1. 1. Captive Sales Force Sales Contests & Sales Recognition Presentation
  2. 2. Great Ideas Come From Great Clients
  3. 3. Captive Sales Force Objectives  New Accounts  Quota Attainment  Sales Clubs  Product Launch  Training  Steps to the Sale  Recognition
  4. 4. Monthly Rewards for Quota and Annual Trip Club Rewards
  5. 5. 100% Club Trip Promotion
  6. 6. Points Reward Program •Best Buy, •Travel, Hotel, Air •Entertainment •Events •For Men and Woman Demo Website: Username: salesdemo Password: demo
  7. 7. New Account Recognition
  8. 8. New Account Recognition
  9. 9. Sales and Service/Support
  10. 10. Quarterly Sales Quota
  11. 11. Stretch Goal Incentive
  12. 12. Variable Ratio Reward Cards™ There are 20 rub off spaces on the front of each card. Beneath 5 of the spaces is the word “WIN”. Participants rub off any 5 spaces. The number of WINs uncovered (and your budget) determines the award!
  13. 13. Variable Ratio Reward Cards™ You want to motivate Sales Reps to Open New Accounts & Sell More of Your Product. Your incentive budget is $25 per New Account & $25 per “X” cases sold. An example of the Variable Ratio Reward Card™ that could be earned is: WINs Uncovered 0 1 2 3 4 5 Points 2,000 3,000 4,000 10,000 100,000 Cruise ($)Value 10 15 20 50 500 3,000 (or 600,000 points!) Your fixed cost is $24.96 each, which is the average awards value of the card. VR Cards™ are invoiced as they are issued @ a fixed cost to you. Note: We recommend Sales Managers receive VR Cards based on their salespeople’s performance
  14. 14. Variable Ratio Reward Cards™ The primary motivational power of VR Cards™ Jackpots on Every Card! (VR Cards™ are not seeded; each card has the opportunity for the grand prize award) Every Card is a Winner! (No losers)
  15. 15. BINGO Sales Contest BINGO BRING IN NEW GROWTH OPPORTUNITIES HOW YOU PLAY For Every $200 of Katun Equipment Sold fills a Square  One Row win 100 points  Two Rows win 200 points  Three Rows win 300 points  Four Rows win 400 points  All Rows win 600 points  $ Sold based on Katun price to Dealer A 1 2 3 4 5 . B C D E
  16. 16. Tic Tac $ Sales Contest HOW YOU PLAY Model Model Model Model Model Model Model Model Model Sell XXX Graco Equipment to a Customer and fill a Square  Three Squares in a row win 100 points  Six Squares win 300 points  All Nine Squares win 600 points  $ Sold based on Graco price to Dealer  Select Prizes with the Points Won
  17. 17. Plateau Sales or Purchase Contest  Sell a Lot and Win a Lot  Plateau Structure  $ Sold based on Graco price to Dealer  Select Prizes with the Points Won  Payout 2% of sales Points/ Gift $500 $100 $750 Win More with Graco Graco $ Sold $150 $1000 $200 $1250 $250 $1500 $300 $1750 $350 $2,000 $400 $3,000 $600 $4,000 $800 $5,000 $1,000
  18. 18. Promotion is Less Risky than Discounts, Rebates or Free Goods If Your Present Gross Margin Is: 5% Cut Price 1% 5% 10% 15% 20% 10% 15% 20% 25% 30% 40% You Need an Increase in Unit Sales Of … 25.0% 11.1% 7.1% 5.3% 4.2% 3.4% 2.6% 100.0% 50.0% 33.3% 25.0% 20.0% 14.3% 200.0% 100.0% 66.7% 50.0% 33.3% 300.0% 150.0% 100.0% 60.0% 316.7% 172.7% 90.5%
  19. 19. Promotion versus Discounts or Rebates or Free Goods         Discounts and promotional allowances used repeatedly become ‘part of the price’, and appeal is lost. Hence, why many automobile companies have gone to a everyday price versus discounts or rebates A true incentive provides not only an inducement, but adds excitement, interest, drama and a sense of urgency. Discounts often mean ‘giving away’ the product and ‘doing this a new way’ each time develops into a vicious cycle. Discounts simply cannot generate the appeal and motivation as can merchandise or travel awards. A dealer or distributor accustomed to buying on the basis of discounts is vulnerable to your competitors’ inducements. Discounts are often passed on to the end-user at a lower retail price. Discounts can be easily matched by competitors Non-cash incentives represent minimal investment because the program funding is accrued basically from increased sales or purchases. If cash/rebates/free goods/discounts are such a great motivators, why aren’t they selling more or buying more?
  20. 20. Why Incentives Work  Incentive programs can increase performance by up to 44 percent in teams and 25 percent in individuals, according to “Incentive, Motivation, & Workplace Performance,” a study by the International Society of Performance Improvement.  Fewer than one in four American workers is working at full potential; half of all workers do no more than directly asked; and 75 percent of employees say they could be more effective in their jobs, according to research by the Public Agenda Forum.  70 percent of unhappy customers abandon vendors because of poor service, according to the Forum Corp.  A 5 percent increase in customer retention can increase lifetime profits from a customer by 75 percent, according to The Loyalty Effect (Harvard Business School Press), by Frederick Reichheld.  Some 65 percent of executives believe that incentive programs using travel and merchandise are more memorable than those using cash; 60 percent of executives believe that sources of merchandise and travel are more helpful in creating an incentive program than are sources of cash, and 57 percent of executives believe that bonus payments are often regarded by employees as something they are due, according to the most recent “Survey of Motivation and Incentive Applications” by the Incentive Federation.
  21. 21. Incentive Strategy Performance with Incentive (Move the Bar)
  22. 22. Incentive Strategy  The Target Audience for Incentives should be the Mid-Range Performers.  This is the biggest audience and can have the most impact on overall objectives  Usually a company has: • • • • • 5-7% Top Performers 80-90% Mid-Range Performers 5-7% Poor Performers (short-term) Performance will increase at most levels Variable to market conditions (5-30%+)
  23. 23. Sales Contest Length  Based on Sales Cycle  Then double Promotion Period  Flex Period Promotions: Allows Channel Partners to run the promotion to meet their schedule
  24. 24. Budget Rules of Thumb  Sales: 1-2% if product margins less than 30% and 2-3% if product margins greater than 30%  Incremental Sales 4-7% if product margins less than 30% and 7-10% if product margins greater than 30%  Trial Offers can range from 5% to 20% of Sales
  25. 25. Tracking Sales/Purchases o Sales Data  Track Sales by Distributor  Sometimes get sales by DSR o Claim Prize  Claim Form and Attached Invoice/PO  Claim Form and then we verify by Distributor Sales Data  Send in UPC’s  Payout when Distributor Pays Bills
  26. 26. Sales Training Tools  Virtual Role Play: Allen Interactions  Product Quizzes with rewards for passing  Product Sample Kit/Display  Brand Awareness Advertising: Counter Mats, Mouse Pads, Wall or Desk Calendars, Mugs, Pens, Caps, Shirts
  27. 27. Prizes Award Points are redeemed for the top-quality, namebrand items featured in the Awards Selection. .
  28. 28. Prizes Amazon over 6 million to select from, web based, self admin Hand Pick Prizes/Premiums Individual Vacation: HMI Miles, HMI Vacation Packages Catalogs: Hinda, PFI, Quality and Certif-A-Gift, Top Brands RKM Game Cards SCA On line Game Pro Licensed Merchandise Gift Cards
  29. 29. Merchandise vs. Cash  Cash satisfies basic needs which does not motivate behavior.  Cash is the currency of compensation and pricing. Use cash and it becomes part of an individual’s compensation package or a customer’s pricing program. Invariably, if you offer a cash incentive to any audience, internal or external, it becomes a benchmark against which future compensation and pricing issues get measured, leading to a condition known as “program addiction.” Because cash quickly gets mingled with other compensation or expenses (in the case of customer cash expenses)  Major Oil Company Study Summary  Non-cash outperformed cash by 46%  Non-cash: 37% increase in product mix  ROI  Cash: -20%  Every $1 invested = an $0.80 return  Non-cash: +31%  Every $1 invested = a $1.31 return
  30. 30. Mazda Motor of America Situation: Budget $75 per vehicle Strategy Emphasize Value Goal: Stimulate B-Series Sales • 90% of Mazda Dealers carry at least one other brand of vehicle • After introducing many state of the art vehicles, light truck sales suffered Test: Incentive Cash vs. AwardperQ’s • Two randomly-selected test groups • Randomly assigned cash/non-cash rewards
  31. 31. Mazda B-Series Truck Example 15.65 16 14 12 10 8 % Over Objective 6 4 2 0 2.13 Cash Districts AwardperQs
  32. 32. Mazda B-Series Test Results Number of Districts Compared to Objective 35 30 25 15 20 15 10 5 21 1 16 1 10 0 Cash AwardperQs Over Objective Even with Objective Under Objective
  33. 33. Thank You