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Whitepapers
| Communication | General | Talent Branding |
| Customer Loyalty | Leadership | Technology |
| External Branding | Rewards and Recognition | Training |
Whitepapers by Topicclear search
The Role of Gift Certificates and Gift Cards In Corporate Recognition and Incentive ProgramsThis paper looks at the types and applications of gift cards and gift certificates and reviews the research that points to the efficacy of gift certificates and cards in achieving business results. Gift certificates and cards have been shown to increase sales, improve employee performance and build loyalty, foster teamwork, and create new markets, among others. |
Measuring the ROI of Sales Incentive ProgramsThis report presents a series of cases involving companies that implemented sales incentive programs. It makes a case for the use of post-hoc or post-program measurement of ROI to demonstrate the impact of the programs on sales performance. |
Performance Management & Incentives in the Era of Sarbanes-OxleyFederal legislators in 2002 enacted the Sarbanes-Oxley Act (SOX), which was designed to improve the accountability of corporate managers to shareholders and to improve public confidence in publicly traded companies. This white paper is an outline of the potential impact of SOX on the use of performance improvement and incentive programs. |
Internal Marketing Best PracticesThis study analyzed attempts by a dozen diverse companies to integrate their external and internal marketing practices. |
The Path to Employee EngagementThis study, a follow up by Prof. James Oakley, identified key internal levers that affect employee satisfaction and, more importantly, the level of engagement. |
Employee Engagement, Customer Satisfaction and ProfitabilityThis study, by Prof. James Oakley of Ohio State University, found a clear link between employee engagement and customer satisfaction, and customer satisfaction and profitability. |
Federation Study 2003: Incentive Federation Survey of Motivation and Incentive ApplicationsThe Incentive Federation Inc. has commissioned a survey involving current users of merchandise and travel items for motivational applications. The Center for Concept Development (CCD) was asked to analyze the data collected in this survey and to prepare this report on the survey findings. |
Federation Study 2005: Incentive Federation Survey of Motivation and Incentive ApplicationsThe Incentive Federation Inc. has commissioned a survey involving current users of merchandise and travel items for motivational applications. The Center for Concept Development (CCD) was asked to analyze the data collected in this survey and to prepare this report on the survey findings. |
Finding the Right MixDetermining the right mix of compensation, benefits, training, and rewards & recognition |
The Economic Case for People Performance Management and MeasurementCompelling research links financial results and customer satisfaction to engaged employees and channel partners. |
Federation Study 2007: A Study of the Incentive Merchandise and Travel MarketplaceThe Incentive Federation contracted with GfK, an international market research company, to develop and conduct a market sizing study of the U.S. marketplace for incentive travel and merchandise. Results showed that, overall, 34% of companies used either incentive travel or merchandise incentives in 2006, spending a total of $46.1 billion on incentive programs. Breaking down that total, the study finds that companies spent $13.4 billion on incentive travel and 32.7 billion on merchandise incentives. In addition, more than half of the study participants expect their future spending on incentive programs to increase. |
Why Incentive Programs Endure RecessionsHistorically, incentive programs, unlike other sales and marketing strategies, have endured economic downturns. In fact, according to a review of past Incentive Federation and industry studies, the incentive industry managed to grow following the recessions that occurred in the late 1980s, after September 11, 2001, and during the downturn of the late 1990s, following the dot-com collapse. In fact, there is no evidence that the industry suffered serious declines following the recession in the late 1970s/early 1980s, and the industry continued to prosper even during the Great Depression when the industry’s trade magazine at the time, Premium Practice, was filled with advertising pages. |
The Economics of EngagementThe cost of employee disengagement to U.S. companies in terms of lost productivity, accidents, theft, and turnover is estimated to be as much as $350 billion per year. Disengaged workers are often absent (even when they are at work), disconnected, and often pessimistic about change and new ideas. They have high rates of absenteeism and tend to negatively influence those around them. Engaged workers, on the other hand, are significantly more productive, interact more positively with other employees and new hires, and are much more likely when they interact with customers to create relationships that generate loyalty and increased business. This white paper looks at the best measures available for building engagement among employees along with looking at the ROI for investing in those measures as a way for managers to demonstrate the economics of engagement to top executives. |
The Economics of EngagementIn today's economic environment, employers are struggling to find every advantage possible to thrive, grow or simply to stay in business. For most US based organizations payroll represents the largest expense. Advantages therefore, come first and foremost through better talent management. |
Seven Steps to Performance Through PeoplePresents an overview of the essential elements involved with performance improvement strategies. Breaking new ground, "people performance management" takes familiar disciplines and integrates them across functional lines to maximize results. |
Incentives, Motivation, & Workplace PerformanceA summary of research by the ISPI (International Society of Performance Improvement) on the impact of incentive programs and the essential implementation steps necessary for success. Shows how helpful incentive and motivation programs can be in terms of engaging employees and improving performance. |
The Birth of a Needed New Profession: People Performance ManagementThis paper introduces the discipline of "People Performance Management" as developed by the Forum for People Performance Management and Measurement, a unit of the Integrated Marketing Communications Department of the Medill School of Journalism at Northwestern University. People Performance Management refers to an integrated process designed to help firms maximize long-term financial performance through a strategic focus on their most valuable asset -- human capital. |
The Economics of RetentionImproving economic conditions, an impending skilled labor shortage, and the proven link between low turnover and profitability are forcing organizations to take a new look at employee retention. This paper suggests that sound retention strategies can not only head off a future problem, they can save money and improve sales today. |
Motivation In The Hospitality IndustryA study on employee motivation and performance in the hospitality industry that looks at strategies for reducing employee turnover. |
Performance Management & Incentives in the Era of Sarbanes-OxleyFederal legislators in 2002 enacted the Sarbanes-Oxley Act (SOX), which was designed to improve the accountability of corporate managers to shareholders and to improve public confidence in publicly traded companies. This white paper is an outline of the potential impact of SOX on the use of performance improvement and incentive programs. |
Making the Case for Sales Incentives to the Tune of 10 Percent ROIThis white paper delves into the mechanics of sales incentive programs, providing managers with useful information to design successful sales initiatives at their own companies and providing their corporate decision makers with hard evidence. |
The Path to Employee EngagementThis study, a follow up by Prof. James Oakley, identified key internal levers that affect employee satisfaction and, more importantly, the level of engagement. |
Employee Engagement, Customer Satisfaction and ProfitabilityThis study, by Prof. James Oakley of Ohio State University, found a clear link between employee engagement and customer satisfaction, and customer satisfaction and profitability. |
Match Employee Awards to Specific Organizational Objectives for Optimal SuccessResults from the study Awards Selection: Insights from Managers, conducted by the Forum for People Performance Management and Measurement, sheds light on the efficacy of 12 distinct motivational tactics used by HR and marketing managers across many industries to achieve 10 specific organizational objectives. |
Defining a Strategic Meetings Management Program: How Meetings Drive Business in Partnership-Focused CompaniesThis position paper from Meetiing Professionals International (MPI) examines a partnership business model, identifies critical ways in which meetings drive business, and looks at the key components and objectives of a thriving strategic meetings management program. |
