The white paper discusses motivation programs for employees, customers, and resellers. It recommends defining clear program objectives, target groups, and reward structures linked to measurable behaviors. The paper outlines a methodology for developing motivation programs including defining objectives, segmenting participants, creating SMART actions and rewards, developing a communication plan, and implementing a feedback loop to measure results. Key success factors include clear program definition, detailed tracks linking rewards to targets, effective communication of the program, and adapting based on measured feedback.
Public Relations - Past, Present & FutureEdwin Irvanus
Thanks to the Internet, the world of PR is continuosly evolving. However with this evolution, there seems to be even more questions as to exactly what public relations is and what it can do for a company.
While modern marketing has certainly changed best practices, one thing has remained constant: There’s always an opportunity to tell a better brand story to a larger audience. As a result, PR still can play a powerful role in marketing.
This document discusses ways to motivate a sales team for improved performance. It recommends communicating regularly with the team to understand what drives them. Managers should set goals with team members and recognize accomplishments to keep them motivated. Effective motivation techniques include having sellers set their own targets, protecting selling time, rewarding deals, separating managers from selling, and incentive plans that encourage desired behaviors. Frequent, candid feedback is important to address underperformance and boost morale overall. The results of these efforts should be a better work environment, motivated team, and increased productivity and profitability for the company.
Sales Leadership Linking Sales Strategy To Sales ResultsLakesia Wright
The document discusses linking sales strategy to sales results through clear communication and accountability. It outlines 7 key questions sales leadership must address: 1) Is the sales strategy clearly linked to the organizational strategy? 2) Is the sales strategy understood throughout the sales force? 3) Does the sales force have the capabilities to execute the strategy? 4) Does the strategy form the basis for field-level planning? 5) Do leadership policies support critical sales behaviors? 6) Do salespeople understand how their work achieves strategy goals? 7) Is progress tracked to ensure accountability? Addressing these questions ensures execution supports strategy through multilevel management support and objective tracking of results.
Different types of motivational schemes for sales personRajesh Shetty
This document discusses different types of motivational schemes for salespeople. It covers various motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses different types of compensation plans like straight salary plans, commissions, bonuses, and profit sharing. Both financial and non-financial methods of motivation are examined, including job enrichment, job rotation, praise, suggestion schemes, and job security. The objectives of compensation plans from both the company and salesperson's perspective are also outlined.
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
This white paper discusses TeleTech's Service to Sales solution, which aims to transform common customer service contacts into profitable sales opportunities. The solution focuses on selecting candidates with sales-oriented psychological profiles, placing them in systems designed around a sales mindset and goals, and providing training, coaching, management accountability, and incentive programs to motivate associates to focus on sales over the long term. The training teaches associates how to identify cross-sell and upsell opportunities during customer support calls using a consultative, customer-oriented approach. Coaching and incentives are used to ensure associates remain dedicated to salesmanship after initial training.
The document provides a step-by-step guide for building a private practice, including how to pinpoint your specialty and target markets, identify financial goals, create a marketing plan, and develop a yearly marketing schedule. It discusses identifying a specialty area and target populations like children, adolescents, adults, and seniors. It also outlines developing a marketing plan with tools, methods, and a one-year schedule to plan marketing budgets and activities.
Setting goals & managing the sales force's performanceSaad Elhalafawy
Sales goals are important for guiding and motivating a sales force. There are different types of goals, including input-based goals focusing on activities and output-based goals focusing on results like sales volumes. Choosing the right metrics and time period is important. Goals should be specific and difficult but achievable to improve performance. Factors like market conditions may require adjusting goals. Sales managers must set clear expectations and help reps develop skills to achieve their goals.
Public Relations - Past, Present & FutureEdwin Irvanus
Thanks to the Internet, the world of PR is continuosly evolving. However with this evolution, there seems to be even more questions as to exactly what public relations is and what it can do for a company.
While modern marketing has certainly changed best practices, one thing has remained constant: There’s always an opportunity to tell a better brand story to a larger audience. As a result, PR still can play a powerful role in marketing.
This document discusses ways to motivate a sales team for improved performance. It recommends communicating regularly with the team to understand what drives them. Managers should set goals with team members and recognize accomplishments to keep them motivated. Effective motivation techniques include having sellers set their own targets, protecting selling time, rewarding deals, separating managers from selling, and incentive plans that encourage desired behaviors. Frequent, candid feedback is important to address underperformance and boost morale overall. The results of these efforts should be a better work environment, motivated team, and increased productivity and profitability for the company.
Sales Leadership Linking Sales Strategy To Sales ResultsLakesia Wright
The document discusses linking sales strategy to sales results through clear communication and accountability. It outlines 7 key questions sales leadership must address: 1) Is the sales strategy clearly linked to the organizational strategy? 2) Is the sales strategy understood throughout the sales force? 3) Does the sales force have the capabilities to execute the strategy? 4) Does the strategy form the basis for field-level planning? 5) Do leadership policies support critical sales behaviors? 6) Do salespeople understand how their work achieves strategy goals? 7) Is progress tracked to ensure accountability? Addressing these questions ensures execution supports strategy through multilevel management support and objective tracking of results.
Different types of motivational schemes for sales personRajesh Shetty
This document discusses different types of motivational schemes for salespeople. It covers various motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses different types of compensation plans like straight salary plans, commissions, bonuses, and profit sharing. Both financial and non-financial methods of motivation are examined, including job enrichment, job rotation, praise, suggestion schemes, and job security. The objectives of compensation plans from both the company and salesperson's perspective are also outlined.
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
This white paper discusses TeleTech's Service to Sales solution, which aims to transform common customer service contacts into profitable sales opportunities. The solution focuses on selecting candidates with sales-oriented psychological profiles, placing them in systems designed around a sales mindset and goals, and providing training, coaching, management accountability, and incentive programs to motivate associates to focus on sales over the long term. The training teaches associates how to identify cross-sell and upsell opportunities during customer support calls using a consultative, customer-oriented approach. Coaching and incentives are used to ensure associates remain dedicated to salesmanship after initial training.
The document provides a step-by-step guide for building a private practice, including how to pinpoint your specialty and target markets, identify financial goals, create a marketing plan, and develop a yearly marketing schedule. It discusses identifying a specialty area and target populations like children, adolescents, adults, and seniors. It also outlines developing a marketing plan with tools, methods, and a one-year schedule to plan marketing budgets and activities.
Setting goals & managing the sales force's performanceSaad Elhalafawy
Sales goals are important for guiding and motivating a sales force. There are different types of goals, including input-based goals focusing on activities and output-based goals focusing on results like sales volumes. Choosing the right metrics and time period is important. Goals should be specific and difficult but achievable to improve performance. Factors like market conditions may require adjusting goals. Sales managers must set clear expectations and help reps develop skills to achieve their goals.
The document discusses the importance of vision and mission statements for businesses. It defines a vision statement as articulating a company's ideal future state and inspiring employees. A mission statement specifies the businesses and customers a company focuses on. Together, vision and mission provide strategic direction. The document outlines key components of effective vision and mission statements, such as being concise yet inspiring. It also discusses how vision and mission statements align employee efforts and guide resource allocation.
This document provides an overview of public relations concepts and best practices. It discusses the roles and responsibilities of PR practitioners, including acting as strategic advisors, managing public opinion, and achieving accountability and bottom lines through effective communication and relationship building. Key aspects of PR like the two-way communication model, audience segmentation, and the importance of credibility, consistency and leadership are also summarized.
The document outlines a business success program that aims to:
1) Help businesses in Vietnam prepare for upcoming international standards by developing their businesses and employees now according to these standards.
2) Advises that acquiring international standard training programs is the next best option if international trainers are unavailable internally.
3) Provides examples of how some Vietnamese businesses have already adopted best international practices and standards.
The document outlines steps for developing and implementing a marketing and sales process. It includes identifying target customers, crafting messaging to appeal to customer needs, packaging offerings, qualifying opportunities, developing proposals, implementing plans, measuring satisfaction, and ensuring ongoing success with customers. The goal is to replicate successes across accounts through documentation and leveraging lessons learned.
The document discusses the company buying experience, which involves managing the relationship between a company and its customers through touchpoints. It describes the four elements of a company's buying experience: 1) themes, 2) customer value propositions, 3) touchpoints, and 4) a score that relates the touchpoints. It then outlines Gemba's seven-step process for crafting a client's buying experience, which involves defining themes, developing propositions, auditing touchpoints, composing a score, prototyping, activating, and evaluating the experience.
The document discusses key considerations for effective sales incentive programs. It summarizes challenges such as budget constraints and unachievable goals, and proposes solutions like flexibility in reward choices to accommodate different generations. Testimonials show incentive programs can improve performance up to 44% when implemented properly over long periods. The conclusions recommend incentivizing individuals considering all ages and diversities, rewarding behaviors of interest, and using non-cash rewards that act as trophies.
The document provides a step-by-step guide to creating buyer personas for B2B marketing. It outlines identifying key customer attributes through analyzing existing clients and defining segments. It also discusses capturing behavioral traits like pain points and motivators. Finally, it recommends tracking media consumption habits and setting up a lead scoring system to identify promising leads. The overall goal is to focus marketing efforts on the most valuable prospects.
Organizing for Advertising and Promotion: The Role of Ad Agencies and Other M...Indrajit Bage
This document discusses how companies organize for advertising and marketing communications. It examines the roles of advertising agencies and other specialized organizations that assist with advertising, promotion, public relations, sales, and interactive efforts. The key participants discussed are advertising agencies, in-house agencies, specialized agencies for direct response, sales promotion, public relations, and interactive work. Agency functions like account management, research, media planning/buying, and creative work are also outlined.
Loyalty & Advocacy Marketing Kuala Lumpur brochureMichael Leander
Brochure for the Loyalty & Advocacy Marketing course taking place in Kuala Lumpur, Malaysia on 7-8 November 2012. Trainer: Michael Leander Organizer: Marcus Evans
Learn more about Michael Leander here http://www.michaelleander.me
Consumer Events Marketing 101: Five Proven Principles to Produce Successful ...danielklouie
This document outlines five principles for producing successful consumer events:
1. Clarify marketing objectives - Clear objectives are important for planning and evaluating the event.
2. Use an objective decision making process - Important vendor decisions should use a process like Kepner-Tregoe to reduce risk.
3. View vendors as partners - Vendors help achieve objectives so they should be valued partners, not just contractors.
4. Plan for the unexpected - Unexpected issues will arise, so contingencies are important to prepare for problems.
5. Interact with consumers at the event - Events are about consumers, so staff should engage with them.
Sales motivations research - executive summary - Malik Zubair
This paper discusses how the user of sales motivation programme changed their lives, They reported many personal benefits including a reduction in stress, being able to sleep at night, better decision making and a greater ability to coach their staff to produce a more positive attitude.
No matter the size of the organization, effective brand management provides the critical link
between ambitious business goals, employee behaviors, marketing communications and the
ability to deliver exceptional experiences.
Coming in as Chief Commercial Officer, I was asked to first assess the commercial functions of the organization. This presentation walks you through the process and findings.
This white paper discusses why small businesses are experiencing a decline in lead volume and quality, and acts as a step-by-step guide for lead generation in "the new normal".
A look at all four levels of marketing from ABM to BM to Marketing Director up to VP/CMO. Advice from a Senior Executive on what it takes to be a great assistant brand manager and a great brand manager. It's a great career and I hope some of the information can inspire you to be as great as you can.
Here are some of our best Beloved Brands stories on brand management:
Read how to write a brand positioning statement:
https://beloved-brands.com/2012/05/06/brand-positioning-statement/
Read how to write a brand plan:
https://beloved-brands.com/2012/06/24/brand-plan/
Read how to write a brand strategy roadmap:
https://beloved-brands.com/2013/04/14/brand-strategy-roadmap/
Read how to write brand concept:
https://beloved-brands.com/2013/10/12/brand-concept/
The document provides guidance on how to write an effective brand plan. It discusses including key elements like vision, mission, goals, strategies, and tactics. It emphasizes keeping the plan simple and focused on a few key issues identified through a situation analysis. An example brand plan framework is given that covers situation analysis, key issues, vision/mission, strategies/tactics, and execution and measurement. Strategic thinking concepts like focusing efforts, achieving early wins, leveraging successes, and creating gateways to bigger opportunities are explained. The document stresses matching strategies and tactics to where target consumers are in their buying journey and relationship with the brand.
The document discusses the role and personality of a Conversation Manager. Some key points:
1) A Conversation Manager's goal is to manage word-of-mouth and integrate it into all marketing activities, as word-of-mouth is the main driver of growth.
2) To be effective, the Conversation Manager needs strong communication skills and the ability to tell stories and detect trends from consumer conversations.
3) Most importantly, the Conversation Manager must have a personality characterized by openness, passion, and the ability to balance emotional and rational perspectives.
4) Through creating frameworks and gaining support from top management, the Conversation Manager can help drive organizational change towards prioritizing customer happiness and feedback.
The document discusses the changing role of sales professionals in the printing industry due to technological advances that have leveled the playing field for buyers. It analyzes research showing that the most successful salespeople challenge clients' status quo, teach to enable new solutions, and tailor offerings based on clients' values. The author argues that sales professionals must adopt a more consultative approach through thoughtful questioning and dialogue to diagnose problems, identify opportunities, and coordinate resources to address clients' strategic goals.
The document provides guidance on developing an effective marketing strategy for custom design professionals. It discusses four stages of the marketing cycle: creating awareness, being persistent, getting appointments, and closing sales. For each stage, it lists success ingredients like tools, skills, and strategies that are needed. It then provides an action plan menu with specific daily tasks focused on direct contact, networking, public speaking, or advertising to address weak areas and move prospects through the marketing cycle stages towards becoming clients.
The Definitive Guide to Employee Advocate MarketingMohamed Mahdy
This document provides a seven step guide for creating a successful employee advocate marketing program. The steps include: making a plan with goals and policies; identifying and inviting socially active employees; training advocates; launching the program and engaging advocates; raising internal awareness; measuring success; and growing the program. The guide emphasizes starting small, providing ongoing support and content, and recognizing advocates to keep them engaged. It also stresses measuring key metrics like active advocates, total engagements, and reach.
Guía de Advocate Marketing "The Definitive Guide to Employee Advocate Marketi...Loredo & Compañía
"The Definitive Guide to Employee Advocate Marketing" es una guía de para involucrar al personal con la estrategia de Social Media Marketing de una empresa.
La guía fue elaborada por Social Chorus.
1. The document provides tips for financial advisors on implementing an effective referral marketing strategy through relationship building activities. It recommends identifying target audiences, defining activity objectives, and determining appropriate marketing activities.
2. A 4-step best practice process is outlined: 1) Identify target audiences of clients and centers of influence, 2) Define activity objectives such as relationship building or education, 3) Determine activities like networking events or appreciation luncheons, 4) Monitor, measure and repeat proven activities.
3. Examples are given for client-focused and center of influence-focused activities, including networking events, thank you letters, case studies, and check-in calls. Tracking referrals is advised to evaluate what works best
The document discusses the importance of vision and mission statements for businesses. It defines a vision statement as articulating a company's ideal future state and inspiring employees. A mission statement specifies the businesses and customers a company focuses on. Together, vision and mission provide strategic direction. The document outlines key components of effective vision and mission statements, such as being concise yet inspiring. It also discusses how vision and mission statements align employee efforts and guide resource allocation.
This document provides an overview of public relations concepts and best practices. It discusses the roles and responsibilities of PR practitioners, including acting as strategic advisors, managing public opinion, and achieving accountability and bottom lines through effective communication and relationship building. Key aspects of PR like the two-way communication model, audience segmentation, and the importance of credibility, consistency and leadership are also summarized.
The document outlines a business success program that aims to:
1) Help businesses in Vietnam prepare for upcoming international standards by developing their businesses and employees now according to these standards.
2) Advises that acquiring international standard training programs is the next best option if international trainers are unavailable internally.
3) Provides examples of how some Vietnamese businesses have already adopted best international practices and standards.
The document outlines steps for developing and implementing a marketing and sales process. It includes identifying target customers, crafting messaging to appeal to customer needs, packaging offerings, qualifying opportunities, developing proposals, implementing plans, measuring satisfaction, and ensuring ongoing success with customers. The goal is to replicate successes across accounts through documentation and leveraging lessons learned.
The document discusses the company buying experience, which involves managing the relationship between a company and its customers through touchpoints. It describes the four elements of a company's buying experience: 1) themes, 2) customer value propositions, 3) touchpoints, and 4) a score that relates the touchpoints. It then outlines Gemba's seven-step process for crafting a client's buying experience, which involves defining themes, developing propositions, auditing touchpoints, composing a score, prototyping, activating, and evaluating the experience.
The document discusses key considerations for effective sales incentive programs. It summarizes challenges such as budget constraints and unachievable goals, and proposes solutions like flexibility in reward choices to accommodate different generations. Testimonials show incentive programs can improve performance up to 44% when implemented properly over long periods. The conclusions recommend incentivizing individuals considering all ages and diversities, rewarding behaviors of interest, and using non-cash rewards that act as trophies.
The document provides a step-by-step guide to creating buyer personas for B2B marketing. It outlines identifying key customer attributes through analyzing existing clients and defining segments. It also discusses capturing behavioral traits like pain points and motivators. Finally, it recommends tracking media consumption habits and setting up a lead scoring system to identify promising leads. The overall goal is to focus marketing efforts on the most valuable prospects.
Organizing for Advertising and Promotion: The Role of Ad Agencies and Other M...Indrajit Bage
This document discusses how companies organize for advertising and marketing communications. It examines the roles of advertising agencies and other specialized organizations that assist with advertising, promotion, public relations, sales, and interactive efforts. The key participants discussed are advertising agencies, in-house agencies, specialized agencies for direct response, sales promotion, public relations, and interactive work. Agency functions like account management, research, media planning/buying, and creative work are also outlined.
Loyalty & Advocacy Marketing Kuala Lumpur brochureMichael Leander
Brochure for the Loyalty & Advocacy Marketing course taking place in Kuala Lumpur, Malaysia on 7-8 November 2012. Trainer: Michael Leander Organizer: Marcus Evans
Learn more about Michael Leander here http://www.michaelleander.me
Consumer Events Marketing 101: Five Proven Principles to Produce Successful ...danielklouie
This document outlines five principles for producing successful consumer events:
1. Clarify marketing objectives - Clear objectives are important for planning and evaluating the event.
2. Use an objective decision making process - Important vendor decisions should use a process like Kepner-Tregoe to reduce risk.
3. View vendors as partners - Vendors help achieve objectives so they should be valued partners, not just contractors.
4. Plan for the unexpected - Unexpected issues will arise, so contingencies are important to prepare for problems.
5. Interact with consumers at the event - Events are about consumers, so staff should engage with them.
Sales motivations research - executive summary - Malik Zubair
This paper discusses how the user of sales motivation programme changed their lives, They reported many personal benefits including a reduction in stress, being able to sleep at night, better decision making and a greater ability to coach their staff to produce a more positive attitude.
No matter the size of the organization, effective brand management provides the critical link
between ambitious business goals, employee behaviors, marketing communications and the
ability to deliver exceptional experiences.
Coming in as Chief Commercial Officer, I was asked to first assess the commercial functions of the organization. This presentation walks you through the process and findings.
This white paper discusses why small businesses are experiencing a decline in lead volume and quality, and acts as a step-by-step guide for lead generation in "the new normal".
A look at all four levels of marketing from ABM to BM to Marketing Director up to VP/CMO. Advice from a Senior Executive on what it takes to be a great assistant brand manager and a great brand manager. It's a great career and I hope some of the information can inspire you to be as great as you can.
Here are some of our best Beloved Brands stories on brand management:
Read how to write a brand positioning statement:
https://beloved-brands.com/2012/05/06/brand-positioning-statement/
Read how to write a brand plan:
https://beloved-brands.com/2012/06/24/brand-plan/
Read how to write a brand strategy roadmap:
https://beloved-brands.com/2013/04/14/brand-strategy-roadmap/
Read how to write brand concept:
https://beloved-brands.com/2013/10/12/brand-concept/
The document provides guidance on how to write an effective brand plan. It discusses including key elements like vision, mission, goals, strategies, and tactics. It emphasizes keeping the plan simple and focused on a few key issues identified through a situation analysis. An example brand plan framework is given that covers situation analysis, key issues, vision/mission, strategies/tactics, and execution and measurement. Strategic thinking concepts like focusing efforts, achieving early wins, leveraging successes, and creating gateways to bigger opportunities are explained. The document stresses matching strategies and tactics to where target consumers are in their buying journey and relationship with the brand.
The document discusses the role and personality of a Conversation Manager. Some key points:
1) A Conversation Manager's goal is to manage word-of-mouth and integrate it into all marketing activities, as word-of-mouth is the main driver of growth.
2) To be effective, the Conversation Manager needs strong communication skills and the ability to tell stories and detect trends from consumer conversations.
3) Most importantly, the Conversation Manager must have a personality characterized by openness, passion, and the ability to balance emotional and rational perspectives.
4) Through creating frameworks and gaining support from top management, the Conversation Manager can help drive organizational change towards prioritizing customer happiness and feedback.
The document discusses the changing role of sales professionals in the printing industry due to technological advances that have leveled the playing field for buyers. It analyzes research showing that the most successful salespeople challenge clients' status quo, teach to enable new solutions, and tailor offerings based on clients' values. The author argues that sales professionals must adopt a more consultative approach through thoughtful questioning and dialogue to diagnose problems, identify opportunities, and coordinate resources to address clients' strategic goals.
The document provides guidance on developing an effective marketing strategy for custom design professionals. It discusses four stages of the marketing cycle: creating awareness, being persistent, getting appointments, and closing sales. For each stage, it lists success ingredients like tools, skills, and strategies that are needed. It then provides an action plan menu with specific daily tasks focused on direct contact, networking, public speaking, or advertising to address weak areas and move prospects through the marketing cycle stages towards becoming clients.
The Definitive Guide to Employee Advocate MarketingMohamed Mahdy
This document provides a seven step guide for creating a successful employee advocate marketing program. The steps include: making a plan with goals and policies; identifying and inviting socially active employees; training advocates; launching the program and engaging advocates; raising internal awareness; measuring success; and growing the program. The guide emphasizes starting small, providing ongoing support and content, and recognizing advocates to keep them engaged. It also stresses measuring key metrics like active advocates, total engagements, and reach.
Guía de Advocate Marketing "The Definitive Guide to Employee Advocate Marketi...Loredo & Compañía
"The Definitive Guide to Employee Advocate Marketing" es una guía de para involucrar al personal con la estrategia de Social Media Marketing de una empresa.
La guía fue elaborada por Social Chorus.
1. The document provides tips for financial advisors on implementing an effective referral marketing strategy through relationship building activities. It recommends identifying target audiences, defining activity objectives, and determining appropriate marketing activities.
2. A 4-step best practice process is outlined: 1) Identify target audiences of clients and centers of influence, 2) Define activity objectives such as relationship building or education, 3) Determine activities like networking events or appreciation luncheons, 4) Monitor, measure and repeat proven activities.
3. Examples are given for client-focused and center of influence-focused activities, including networking events, thank you letters, case studies, and check-in calls. Tracking referrals is advised to evaluate what works best
An outline for how to approach staring new in a position as a sales manager to establish a strong start and sustaining success leading a sales team. June 2020 update.
1) The document discusses the importance of internal branding and communication for organizations. It states that internal branding is just as important as external branding, as employees represent the organization and should communicate consistent messaging to customers.
2) Poor internal communication can negatively impact employee morale, productivity, and retention. It also risks employees providing inconsistent information to customers.
3) The document provides tips for effective internal branding and communication, including determining messaging goals, creating audience-specific tools, and training employees.
This document discusses how to build a successful brand and high-performing team. It emphasizes the importance of having a clear brand vision and objectives focused on distinction, added value, quality, structured communications, direction, and innovation. It also stresses the importance of open communication, clear roles and goals, leadership support, and coordination within a team to achieve projects effectively. Regular updates and participation from leadership helps build trust while allowing independence. The key is properly aligning all members' efforts like a puzzle to achieve success.
This document discusses how to build a successful brand and high-performing team. It emphasizes the importance of having a clear brand vision and objectives focused on distinction, added value, quality, structured communications, direction, and innovation. It also stresses the importance of open communication, clear roles and goals, leadership support, and coordination within a team to achieve projects effectively. Regular updates and participation from leadership helps build trust while allowing independence. The key is properly aligning all members' efforts like a puzzle to achieve success.
This document provides terms and conditions for a legal notice. It strives to be accurate while noting that errors may occur. It assumes no responsibility for errors, omissions, or interpretations. Practical advice is provided, but readers are advised to rely on their own judgment. The document is not intended as a source of legal, business, or financial advice.
Key Customer Account Management is the master-key to quantum sales improvement and retention of key customers.Yet few companies are able to convert good intentions to effective programs. Dr Wilfred Monteiro India's leading sales performance guru share a few insights and ideas.
The document provides guidance on running a successful employee incentive program. It discusses establishing clear objectives that are linked to broader corporate goals. It emphasizes the importance of ensuring objectives are measurable and that evaluation criteria and incentives are aligned to influence behaviors to meet objectives. Data sources should be identified to measure results. Regular communication is important to convey program goals and endorsement from senior management. Rewards should be quickly redeemable, convenient, and relevant to employee accomplishments.
A quick presentation for startup teams willing to experiment with new marketing tools.
Teams who are trying to sell to B2B need to implement scalable ways to sell to their clients. Inbound Marketing is entirely based on content creation and allows team to create a process to generate more qualified leads.
In this presentation you'll find some explanation on how to implement inbound quickly and what are the needs for your team.
My name is Aziz Morsly - you can contact me @azizmorsly
This document provides 25 steps for a successful fall and holiday fundraising campaign. It begins with crafting a campaign plan that includes goals, strategies, channels, resources, responsibilities, and metrics. Nonprofit marketing principles like the "4 Ps" of product, price, placement, and promotion are discussed. Ensuring the campaign has seven essential elements is recommended. Later steps focus on optimizing the website with an online donation form, prominent donate button, and email sign-up form. Avoiding common website design mistakes is advised.
1) Marketing is important for startups, but the approach needs to be calibrated to the business maturity. It should focus on building a brand and generating qualified sales leads.
2) When starting marketing, a startup needs to have clarity on the problem they solve and be able to supply their product/service in sufficient volume. They also need to understand their unique value proposition and competitive advantages.
3) Marketing should be treated as a process that is integrated with the overall business plan, with defined strategies, campaigns, customer data collection, and selection of appropriate marketing interventions.
1) Marketing is important for startups, but the approach needs to be calibrated to the business maturity. It should focus on building a brand and generating qualified sales leads.
2) When starting marketing, a startup needs to have clarity on the problem they solve and be able to supply their product/service in sufficient volume. They also need to understand their unique value proposition and competitive advantages.
3) Marketing should be treated as a process that is integrated with the overall business plan, with defined strategies, campaigns, customer data collection, and selection of appropriate marketing interventions.
This document outlines a 5-step method for designing a successful gamification training campaign:
1) Begin with defining success metrics and aligning the training with organizational focus areas.
2) Develop a communication strategy including an elevator pitch and branding materials.
3) Craft messaging through various modalities such as a logo, slogan, and explainer video.
4) Strategically partner with key stakeholders and department leaders for support and feedback.
5) Communicate success through identifying achievements, leader testimonials, and events recognizing top performers.
Learn how to decipher when to use what social channels for your enterprise's initiatives. Also understand how to build a social strategy and to apply the appropriate tactics.
This document provides an overview of the promotional mix and its key elements. It begins with an introduction to the promotional mix and its objectives of informing, persuading and reminding customers. It then discusses the five main elements of the promotional mix: advertising, sales promotion, personal selling, publicity, and direct marketing. For each element, it provides definitions and discusses their key characteristics. It emphasizes that the promotional mix should use a balanced combination of these tools to effectively communicate with target audiences.
How to make effective sales incentive programs?Nino Mayvi Dian
The document provides guidance on creating effective sales incentive programs. It outlines three key principles: 1) incentive programs should create a perception of unlimited income potential and be easy for salespeople to earn, 2) programs should not negatively impact company profits, and 3) programs need to be clearly understood and motivating for salespeople. The document advises conducting research with salespeople to understand their views of "unlimited" income and ease of earning incentives. It also recommends linking incentives to account receivables and payments to ensure profits are not harmed. Regular communication is important to ensure salespeople understand and are motivated by the programs.
Marketing optimization focuses on both the present and future to help organizations move beyond just surviving to thriving. It involves a 4 step process: 1) Situational analysis to understand strengths, weaknesses, opportunities and threats; 2) Building an action plan in collaboration with key stakeholders; 3) Implementing change management internally; and 4) External deployment of the plan. The goal is to deliver a unique customer experience that improves key metrics like customer acquisition, retention and referrals.
Traditional lead generation has undergone substantial changes in recent years, thanks to new online and social marketing techniques. In particular, the abundance of information readily available online has led to the rise of the “self-directed buyer” and the emergence of new ways to develop and qualify potential leads before passing them to sales.
In the age of the self-directed buyer, marketers need to find new ways to reach their potential customers and get heard through the noise. Instead of finding customers through mass advertising and email blasts, marketers must now focus on being found, and learn to build enduring relationships with buyers. This massive shift has sparked a huge transformation in marketing.
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Hoe kan de marketingattitude, de extreme focus op klantgerichtheid de overheid beter maken. 5 Trends om communicatiemensen bij de overheid te inspireren.
Presentatie voor Kortom.
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White paper motivation
1. White paper
Motivation in a fast paced world.
About loyalty, motivation and recognition.
Filip Modderie
0
2. Management Summary
Maybe you want to motivate your resellers to sell more of your products.
Maybe you want to reduce churn on your customer base.
Maybe you want to say “Job well done” to your employees that go the extra mile.
Maybe you need: A motivational program.
But how do you start?
Keep these Key Success Factors in mind:
• Clear program definition:
o What do I want to accomplish with the Motivational program?
o In what timeframe?
o Who do I want to target? Is this target group in line with my overall objective?
o Is the budget (both financial as FTE) in line with the program objectives?
o Who will be responsible for the program execution?
• Define in detail the program tracks:
o What reward will I give for which behavior/target?
o Can my targets be clearly identified and communicated?
o Are these targets linked to the overall objective?
o Is there a clear perception for the participants between effort/result and rewards?
o Do all the participants have access to the reward solution?
• Communicate the program:
o Do all participants know of the programs existence?
o Do I have enough action entertainment to keep participants interested in checking their
status?
o Do I also combine rewards with feedback gathering?
o Link the appraisal to the rewards (combine extrinsic and intrinsic rewards).
• Measure, capture feedback & adapt:
o Calculate the ROI of your program.
o Capture your participant’s feedback.
o Adapt the program or your complete strategy.
1
3. Introduction
With a large and diverse customer base, complex and both direct and indirect channels, external sales
teams and rising competition, motivation of your workforce or reseller network becomes more
important on a daily base.
In this whitepaper, the author gives you an overview of how you can maximize your bottom line by
focusing on tangible rewards.
In a business environment, motivation takes different forms:
Loyalty
Loyalty 1(countable and uncountable; plural loyalties)
faithful to a cause, ideal, custom, institution, or product
Be it customers, employees or resellers: You want them to be loyal, you want them to come back. A
returning customer is your best (and probably most close) token of appreciation. They are saying: “I like
your business enough to come back”. Returning customers do not only make your life easy, they also
make your business more profitable: The cost of acquisition in most industries is still much higher than
that of retention (disclaimer: take into account that the retention should only focus on the ‘right’
customers). A loyal customer/reseller/employee base is a prerequisite for all new marketing initiatives.
Try to think of permission marketing, tribes, crowd sourcing, sharing, customer engagement,… without a
sense of stability and mutual history.
Motivation
Motivation2 (plural motivations)
Willingness of action esp. in behavior
An incentive or reason for doing something.
The most challenge stage of every strategic decision is to make people act accordingly. Every successful
project manager can tell you that to arrive from strategy to goal, you need to be able to give people
actionable targets (cfr. SMART) that are in fact a translation of the strategic guidelines towards a
person’s actual job.
By making a person’s goal concrete and clearly link the rewards he will receive when succeeding, you
can make your strategy come to life.
1
http://en.wiktionary.org/wiki/loyalty
2
http://en.wiktionary.org/wiki/motivation
2
4. Recognition
Recognition3
honor, favorable note, or attention
We all like praise; we have been programmed to long for it since we were born. It is one of the elements
that drives us and makes us cope with the less nice parts of our jobs, environment or even friends and
family.
Goals
You will not run a dedicated program without a return. Motivational programs can focus on different
results.
Drive Sales.
A motivation program can aim at acquisition, up-sell, cross-sell,… The general idea is to reward people as
directly as possible for concrete business results.
E.g.: Salesperson Y sells 10 items of your new product X to an existing customer and receives a reward Z.
Reduce turnover
Programs can also aim to reduce the amount of customers or employees leaving your company. The ROI
of such a program can be as high or even higher than a sales driven program, but the link between a
concrete action and a reward is less direct.
E.g. Resellers that are a selling your products for 5 years in a row get a reward.
Create new markets / Share of market
Programs developed to create new markets or larger the share of market are build to attract new
customers, resellers,… This type of motivation is probably the most difficult to do and requires a
strategic approach where motivational solutions are embedded in a global marketing approach.
This type of goal will not be elaborated in this whitepaper.
Recognition
A last major program type focuses on recognition and feedback, where typically employees receive a
reward from their supervisor when they went ‘the extra mile’.
E.g. Ellen just worked during the weekend to help out the team that had 2 people ill that week.
It is clear that all of these goals require a separate setup.
3
http://en.wiktionary.org/wiki/recognition
3
5. Reward types
We distinguish two types of rewards.
Physical rewards:
• Cash
• Fixed gifts
• Gift catalog
Non-physical rewards:
These gifts take a more social approach on rewarding and are mostly described as ‘praise’. Typical
example is the “Employee of the month trophy’, where the rewards is based on peer recognition
and social status.
Remark: This document focuses on extrinsic motivation. There is plenty of literature available on intrinsic
motivation, but since in a typical business environment, the needs of the
company/stockholders/management by definition cannot be completely aligned with the personal needs
of the individual employee, reseller or customer, the extrinsic motivation is necessary to motivate people
to focus on the overall business goals.
The best type of reward is off course heavily linked to the program objectives, but there are some
general concepts to keep in mind.
Limit cash
If you ask participants what they want from rewards, they will all say: cash. Seems easy. Reality
however, is not that simple. Giving cash might be the most easy solution (however, not the cheapest in
most countries due to tax legislation), but it definitely is not the most efficient one. The main issue with
giving cash as a reward is that it is not linked with your objective. Research4 shows that people who
receive cash rewards see this as a part of their regular wage and hence does not represent a real reward
for special achievement.
Cash is used to do the grocery shopping, whereas a real gift is a constant reminder on the benefits of
going that extra mile.
Make available for whole your organization
Motivational programs should typically apply to a broad participant audience.
A lot of HR-build incentive-structures offer a large sum of money to the 5-10% top performers in the
organization. Whereas these programs can help you to retain the ‘talent’ in your organization, a lot of
the work is done by the vast majority of the 80% mid-performers on your payroll. By communicating
4
The incentive federation survey - 2005
4
6. openly on the rewards all the people in your organization can earn and what they have to do for this,
you unleash a broad motivational opportunity.
Type of target participants and DMU’s
It is important to be aware of your target group and who within your organization will typically be
responsible for the program.
Sales Loyalty Recognition
Sales teams Employees Employees
Target External resellers External resellers
End customers End customers
DMU CMO - CSO CMO – CSO – CHRO CHRO
Communication
A reward program that is not known to and used by the targeted participants is non-existing. Therefore,
targeted communication is key to have a successful motivational program. You probably have already
various communication tools/channels that are used to communicate with your target audience (a
employee newsletter, a sales team emailing list, Intranet home page,…), so you should integrate the
communication program into the existing communication mix.
Individualization & Actionability
A motivational program is just like a carrot: You communicate a specific reward when a specific result
has been generated. As throwing one carrot in the rabbit hole will create chaos, conflict and confusion,
you should make sure that the targets you set are (at least perceived) to be individual. By this we mean
that every individual participant has to be convinced that when he changes his own behavior, he will be
able to get to the reward (regardless of the behavior of other participants or external factors). The
change in behavior also should be actionable.
5
7. Methodology
A motivation program is still too often done in an organic way where not much attention is given to a
detailed strategic embedding of the program in the overall plans of the company, thus giving at best
immeasurable or just straightforward bad results.
A proven methodology should be followed in order to thoroughly reflect on all aspects of the motivation
plan, define goals, participants and roles.
In this paragraph, we elaborate on a basic program development methodology.
Prerequisite: Strategic framework. Your company has a strategy (if not, you should probably focus on
that before starting a motivational program). This should be your starting point to launch a motivational
program. Make sure your motivational program is an integral part of your overall strategy. This might be
a no-brainer, but failing in doing so will generate in unclear objectives for your motivational program, a
lack of focus and resources, miscommunication and confusion.
6
8. Phase 1: Objective definition.
Starting from your overall strategic plan and eventually a GAP analysis, you
define your objective. Here you choose your ballgame. Is it your objective to
boost sales, do you want to reward your employees that go that extra mile or do
you want to motivate your customers to engage in a conversation with your
brand? It is clear that the definition of the objective is vital to have a successful
program (even to define what a successful program is).
Of course, you can have different programs that have different objectives.
In this phase, the program sponsor and program management roles have to be
defined.
The role of the program sponsor is to internally support the program and is most
common also the person who has the lead in objective definition and selection of
the solution supplier.
The program manager will be responsible for the actual setup and running of the
program.
In this phase, a feedback process should also be described: how will we evaluate
and fine tune the program once it is running.
Define also extra opportunities in this phase: Maybe you can use your
motivational program also to gather feedback on other aspects of your
organization.
Regular pitfalls:
• Not framing the motivation program in the overall strategy.
• Unclear program definition.
• Not taking into account the workload to make the program really live.
Deliverables:
• Program charter
o Objective definition (in strategic terms).
o Feedback loop definition.
o Opportunities identification.
• Role description of program manager.
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9. Phase 2: Objective definition
In the next phase, we will segment the groups of people that will be participating
in the motivation program. The best approach is to see your program
participants as your market and take the time to do a thorough segmentation.
You should not only make sure that you can bring a relevant story to every
individual participant, but also take care that you only target those participants
that are relevant for your overall objective (defined in the previous phase).
A good definition and segmentation of your target group allows you to:
• reduce the overall cost of the motivation program.
• focus your resources on the most vital participants.
• make your program tangible for all participants.
• optimize your communication mix.
For each segment, we will define the actual motivational actions.
Since the idea is to link a reward to a participants’ behavior/objective, you
should make sure this link is clear and the requested behavior/objective is
SMART:
Specific: Giving clear objectives and a 1-to-1 link to rewards to make sure
your participants get a clear view on what they can earn.
“Sell 10 items of our new product and get reward X”.
Measurable: A specific objective is meaningless if you cannot measure its value
for each individual participant. If you do not have the individual
sales volumes on a regular basis, do not use them in your program.
Achievable: A carrot that is miles away is not worth the effort.
Relevant: To your bottom line as well as to the participants day to day job.
Timely: Not only should you try to make the time between the effort and
the reward limited, you should also clearly communicate on the
timeframe to get to an objective.
“Get 3 new customers during the Christmas holiday and get one
Christmas tree”.
Regular pitfalls:
• Making no segmentation.
• Building a segmentation based on company variables instead of participants variables.
• Complicate action definition.
• Continuously changing action definition.
• Too much actions running at the same time.
Deliverables:
• Participant segmentation.
• Action definition.
o Define participants (individual) objectives.
o Award definition.
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10. Phase 3: Communication Plan
In this phase of the program development, we build a communication plan that
will allow us to translate the program strategy to the participants who will
eventually be in the program and have to do the work.
Even the best designed program will fail completely if nobody knows it exists and
is not excited about it.
As for traditional marketing communication, you will want to make the message
as personal and relevant for each individual participant without making your
communication effort too big. Since you already have a segmented audience,
you should be able to swiftly apply a communication strategy based on these
segments.
Plan your communication mix upfront, clearly defining:
• Your message.
• Specific targets.
• The communication channel.
• The timing and frequency.
Since you probably have already various communication tools available, make
sure to integrate the communication for the loyalty program into the global
communication plan.
When you communicate with your participants, you might as well capture their
feedback. Try to create a dialog. Maybe it turns out that the objectives you put
forward for years are not working with your sales force.
Regular pitfalls:
• Forget this phase.
• Not integrating the loyalty communication into the overall communication.
• Make communication not linked to action.
• Not using the added value of this communication to capture feedback.
Deliverables:
• Communication plan.
9
11. Phase 4: Feedback loop
You should take the time to measure the impact of your program. Defining upfront your KPIs enables
you to clearly calculate and communicate the Return on Investment of your program.
Feedback should be captured in both ways:
• Top-down: Measure the outcome of your program, define standard KPI’s and adapt your
program as necessary.
• Bottom-up: Capture the feedback you receive from your participants and use this to challenge
your own program objectives.
Link the feedback to HR and training & development. If people do not gain their target, maybe
they need a specific training.
The best developed program is nothing if the execution is not handled correctly (this is also why it is
very important to clearly define roles already in the development stage), so make sure you pass on the
good vibe when going ‘live’.
10
12. Key Success Factors
• Clear program definition:
o What do I want to accomplish with the Motivational program?
o In what timeframe?
o Who do I want to target? Is this target group in line with my overall objective?
o Is the budget (both financial as FTE) in line with the program objectives?
o Who will be responsible for the program execution?
• Define in detail the program tracks:
o What reward will I give for which behavior/target.
o Can my targets be clearly identified and communicated?
o Are these targets linked to the overall objective?
o Is there a clear perception for the participants between effort/result and rewards.
o Do all the participants have access to the reward solution?
• Communicate the program:
o Do all participants know of the programs existence?
o Do I have enough action entertainment to keep participants interested in checking their
status?
o Do I also combine rewards with feedback gathering?
o Link the appraisal to the rewards (combine extrinsic and intrinsic rewards).
• Measure, capture feedback & adapt:
o Calculate the ROI of your program.
o Capture your participants’ feedback.
o Adapt the program or your complete strategy.
One last note.
Make sure that the rewards are not only focused on hard selling targets, but also on creative tasks. This
is highly linked to the objective and program definition, but it is overlooked in many cases. The
responsible for reward programs should take into account that even the most sales oriented job
descriptions need some kind of creative approach. By focusing solely on pure sales linked rewards, you
risk that your employees only focus on the short term gain.
Here the link with idea generation, innovation, R&D, HR (on boarding, referrals,…) can be very relevant.
Get motivated by motivation your people!
11
13. About Sodexo Web Motivation Center
The Sodexo Web Motivation Center is responsible for the online motivational solutions of Sodexo.
About Sodexo (www.sodexo.com)
Sodexo designs, manages and delivers comprehensive service solutions through On-site Service
Solutions and Motivation Solutions.
About the author:
Filip Modderie is working as International Project Manager for Sodexo’s
Web Motivation Center.
He loves to hear your feedback.
Contact information:
Filip.modderie@sodexo.com
http://be.linkedin.com/in/modderie
@Young_Marketeer
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