Drive Sales Engagement with Recognition Programs

SALES RECOGNITION DRIVES ENGAGEMENT
RECOGNITION CAN
DRIVE SALESPEOPLE
TO BE MORE ENGAGED
Produce over 20% more revenue
Are 43% more productive
Are 87% less likely to leave
SALES RECOGNITION
TAKES A VARIETY
OF FORMS
Recognize optimal behaviors
through frequent feedback
Recognize accomplishments
through creative programs
and awards
Recognize results
with elite travel
and events
FREQUENCY
REACH
RECOGNIZE RESULTS RECOGNIZE BEHAVIORRECOGNIZE ACCOMPLISHMENTS
Goal-Based
Corporate to Employee
Drives Goal Attainment
Discretionary
Manager to Employee
Reinforces Accomplishments
Motivational
Peer-to-Peer
360° Recognition
Reinforces Core Values
Operational
The more types of recognition you use, the more employees you will reach.

SALES RECOGNITION: TOP PERFORMER PROGRAMS
Sales recognition programs can be a key driver of retention and loyalty when designed correctly. Unfortunately, most annual top
performer programs haven’t changed in years. In an effort to maintain traditions, marketing and sales leaders have relied on existing rules
structures and metrics to determine those who receive rewards and recognition.
Well designed sales recognition programs often combine updated metrics and measures with a creative and compelling name and
artwork. It’s important to create a consistent identity and use that with all program materials so your audience recognizes and pays
attention to each communications piece.
Here are some examples of overall program names and identities:

BEYOND SALES: OTHER TEAM MEMBERS TO RECOGNIZE
Corporate/Support Staff
• Nominations-based
• Unique metrics
• Different rewards such as:
Merchandise packages, weekend
get-aways, Warehouse Windfall,
award points
Inside Sales
• Handled similar to sales reps,
can win as a team or separate
rules/metrics
Distribution Partners
• Usually have their own programs,
but may be included in a
support role

FIVE ELEMENTS OF
EFFECTIVE
PRESIDENT’S CLUB
DESIGN
Top Performer Recognition
STRATEGY
Current Performance
Objectives
Tracking of Actual
IMPACT AND
BUSINESS METRICS
Registrations
Launch Event
Response Tracking
LAUNCH
Communications
Results Tracking
Spurts
ENGAGEMENT
Personal Impact
Public Recognition
Role Modeling
REWARD AND
RECOGNITION PROCESS
01
02
03
04
05

01 STRATEGIC PROGRAM DESIGN
• Prior to planning a President’s Club, articulate your specific strategy
• Different strategies drive different outcomes – and clearly defining a strategy at the beginning will focus your
efforts, designs and executions
RIGHT NUMBER TO RECOGNIZE?
Differing markets and industries vary in the amount of sales reps recognized:
Industry % of Achievers
Telco 2%-5%
Financial 10%-20%
Beverage 5%-35%
Retail 5%-10%
Technology 2%-3%
EXAMPLE RULES
OPEN-ENDED
• Net Sales: Achieve $7.0 million or more in qualifying net revenue
• Hit 101% of quota
• Add $1MM in sales over a period of time
CLOSE-ENDED (STACK-RANK)
• The Top-5 sales reps in each district based on total net revenue; or the top 50 overall
• Appropriate when budget cap is needed
IMPROVEMENT
• Improvement, for example achieve 25% sales improvement over previous year

01 STRATEGIC PROGRAM DESIGN
• Prior to planning a President’s Club, articulate your specific strategy
• Different strategies drive different outcomes – and clearly defining a strategy at the beginning will focus your
efforts, designs and executions
QUALIFIERS & ALLOCATIONS
PROFIT QUALIFIER
Gross or Net Profit for example achieve 30% gross profit on sales
TEAM OBJECTIVE
Must achieve business group or team objective for individuals to qualify
CUSTOMER SATISFACTION QUALIFIER
Maintain 95% customer satisfaction based on customer surveys
REGIONAL ALLOCATIONS
Allocating winners by region or area, for example Midwest vs. South
SALES ROLE ALLOCATIONS
Allocating winners by role type, for example Inside Sales vs. Outside Sales
ELIGIBILITY/EARNING AWARD
REVENUE ACCOUNTABILITY
• Eligibility reserved for individuals with ‘at risk’ compensation based on revenue generation objectives
BY NOMINATION
• Designated support roles (not revenue accountable). Includes a review & approval process
• Examples: Marketing, R&D, corporate
DISTRIBUTION PARTNERS
• May include principals of 1st line dealer/distributor/rep firms based on achievement of volume
growth objectives
WILD CARD
• Winners chosen based not on total sales, but on sales of strategic products or specific
accomplishments. Winners chosen by sales leaders or CEO.

02 MEASUREMENT APPROACH • Impact Measures reflect the impact President’s Club has on your people.
• Business Measures quantify the results of the impact measures… ”How much was it worth?”
Current results should be analyzed and provide the baseline for planning and target setting.
Targeted results should be articulated in the planning process to focus the design on specific
and measurable desired Impact and business outcomes.
Actual results should be tracked during the program to provide information for course correction
and optimization, and analyzed afterwards for continuous improvement efforts.
Visual scorecards engage participants and leaders and can help participants set goals
and stay engaged for longer periods of time.
DIMENSION OF INCENTIVE MEASUREMENT DATA VISUALIZATION
Measurement Elements
Impact
Measures
Current Targeted Actual
Business
Measures
Current Targeted Actual

CASE STUDY
Transportation
This automotive manufacturer wanted to recognize and reward its highest achieving sales managers who met their stretch
sales objectives in addition to meeting customer satisfaction and training qualifiers.
Challenge
Design a program that would engage dealerships of all sizes with a travel destination that would appeal and accommo-
date over 550 couples while driving motivation and improvement for sales managers.
Solution
BI WORLDWIDE(BIW) designed a 3½ month wholesale competition that grouped dealers in like-size competitive groups.
The program was supported with web-based reporting, including personalized standings and frequent electronic commu-
nication. EngageNGo, a BIW communication portal, engaged the audience during the contest by using video and other
media to promote the destination, an exclusive resort in Cancun, Mexico.
Results
Sales Managers were awarded the trip to Mexico by achieving an average. With 60% of dealers enrolled, winning dealers
attained 140% of the pre-determined objective. Enrolled dealers also increased their sales 32% over the previous year.

CASE STUDY
Transportation
A major automotive manufacturer wanted to design an annual premier recognition program event for their “best of the
best” dealers, as well as senior management. A message and recognition platform was needed within the body of this
program to ensure maximum involvement.
Challenge
Develop an event to appeal to participants with unique experiences not available to the general public while integrating a
platform for Senior Executives to communicate and recognize their top dealers.
Solution
BI WORLDWIDE decided to show participants a New York experience like nothing they had ever seen before. The event
started with a cocktail hour where each guest received a personal invitation to join a senior executive at some of the fin-
est restaurants New York has to offer. A morning recognition meeting was followed by key note speakers Toni Dungy and
Sean Hannity. Cigars and Scotch, private lecturer guided tours, personal shopping experiences, private cars and drivers or
spa session were afternoon options that participants could choose from. The final gala event included New York’s
top caterer serving an amazing dinner with a private concert by Elton John.
Results
BIW met and exceeded all customer and participant expectations as indicated by the post event surveys
with participants claiming the event was an “Absolute Home Run”.

03 PROGRAM LAUNCH • Statistically the highest engagement with any program happens at launch.
• Using measurable elements – at launch – assure that programs gain commitment and buy-in.
LIVE OR VIRTUAL LAUNCH EVENT
Track participation for in-person launch meetings or via web-enabled virtual meetings

03 PROGRAM LAUNCH • Statistically the highest engagement with any program happens at launch.
• Using measurable elements – at launch – assure that programs gain commitment and buy-in.
WEBSITE USAGE TRACKING
Communicate Presidents Club information online and track access to gauge awareness
BEHAVIORAL ECONOMICS INSIGHT
Vividness Effect
Be visual. People tend to remember
your message when you use
memorable images, sounds or stories.

04 PROGRAM ENGAGEMENT • After launch, maintaining engagement and focus can be difficult. Simply sending out occasional email reminders is not enough.
• Best-in-class programs frequently communicate progress, share ideas, reward behaviors, and celebrate success along the way.
ONGOING CAMPAIGN
Availability Bias
Communicate frequently. People tend
to remember and take action on the
most recent information received.

Relativity Bias
Share progress using leaderboards.
People regularly compare themselves
to others and want to “keep up with
the Joneses.”
04 PROGRAM ENGAGEMENT • After launch, maintaining engagement and focus can be difficult. Simply sending out occasional email reminders is not enough.
• Best-in-class programs frequently communicate progress, share ideas, reward behaviors, and celebrate success along the way.
PROGRESS TRACKING
Provide simple and personalized progress to goal meters
Thanks to all who participated in our recent President’s Club Event.
For those who were not able to attend, I strongly encourage you to
connect with someone from your dealership who attended or your
RSM to understand the information that was presented and the
plans we have for the future.
Michael David, Vice President Sales

05
REWARD &
RECOGNITION PROCESS
• The final step, and arguably the most critical, is the point at which awards are achieved or recognition is given.
• If the award is not tied back to the overall goals and objectives of the program and the winner doesn’t make that
connection – your efforts will have been wasted
OPTIMIZING THE REWARD & RECOGNITION PROCESS
INVOLVE THE MANAGER
Ensure achievers’ managers are aware and involved in
recognizing the achievement
MARKET YOUR ACHIEVERS
Publicizing your achievers acknowledges their contributions
and creates role models in your organization

05
REWARD &
RECOGNITION PROCESS
OPTIMIZING THE REWARD & RECOGNITION PROCESS
CREATE “BRAGGING RIGHTS”
Recognition certificates, emblematic items, and tangible awards
provide substantial non-monetary value
MAKE IT AN EVENT
Whether local, national, or virtual, look for opportunities
to publicly recognize contributors

05
REWARD &
RECOGNITION PROCESS
RECOGNITION PURL
Recognition PURL is a patented, social way to recognize
top reps, dealers and team members for their milestones and
achievements.
REDEEM FOR AWARD
SEND THANK YOU EMAIL
SHARE ON SOCIAL MEDIA
VIEW CONTRIBUTORS
COMMENTS, PHOTOS, VIDEOS

05
REWARD &
RECOGNITION PROCESS
REWARD IDEAS
GROUP TRAVEL (Most Prevalent)
• High profile destination
• Frequently includes spouse or guest
• Cash for Misc. expense
RECOGNITION COMPONENT (TANGIBLE)
• Publicly recognize top performers, including symbolic awards
TEAM-BUILDING COMPONENT
• Event within event
VALUE TIERING AT EVENT
• Based on business role (direct Vs. support)
• Master agenda with sub-agendas based on role
• Upgraded accommodations
• Separate events (Example: Distribution Partners)

BEHAVIOR
CHANGE
CAMPAIGN DESIGN
IDIOSYNCRATIC
FIT
DETERMINISTIC/
PROBABALISTIC
CHOICE
ARCHITECTURE
RELATIVITY
BIAS
AVAILABILITY
BIAS
SPOTLIGHT
EFFECT
HEDONIC
MOTIVATION
VIVIDNESS
SAY-DO GAP
ILLUSIONARY GOAL
PROGRESS & GOAL
GRADIENT THEORY
REWARDSENGAGEMENT STRATEGY
NEXT STEP: APPLIED BEHAVIORAL ECONOMICS
Research in the area of behavioral economics can add a dimension to your President’s Club
program design, your engagement strategy, and making your reward stand out.

Drive Sales Engagement with Recognition Programs

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