A recent New York Times article explains how IBM uses a collaborative approach with its employees.
A pair of articles examines this critical building block of engagement from two different perspectives
This quarterly publication is devoted to frequency marketing and loyalty programs.
By making an in-depth study of several organizations that are successfully implementing knowledge transfer, this book offers insights into how organizational knowledge is created and shared. Provides a competitive edge for all companies involved.
This is for anyone whose business depends on direct marketing. Particularly useful are the chapters concerning the agency/client relationship.
Polly Pearson, Vice President of Employee Brand and Strategy Engagement, discusses how the company helps build a strong brand – internally and externally – by encouraging employees to collaborate via social networking
Clear, creative, continuous. That formula guarantees enthusiasm for any program. And the Internet makes it easier than ever to make communications count.
Study shows that using incentives to boost employee participation in workplace health and wellness programs not only works but pays dividends.
A recent survey of U.S. employees suggests that many will leave their current employer as the economy recovers. Opinion Research Corporation suggests that increasing their engagement levels is one way to keep them in place.
In addition to addressing regional challenges, Compaq was well aware that a soft economy and market speculation regarding the Compaq/HP merger could further impact sales. They needed an incentive program that would ensure that resellers would focus on the Compaq offering. Part of COMPAQ COMmunity, Gold Rush was launched as the 2001 fourth quarter sales incentive program, offering "instant rewards" to those who met their targets in a number of categories. To succeed, the Gold Rush program needed to generate sales without encouraging competition on price, keep the resellers’ attention for the quarter, provide obtainable targets, and offer an incentive that went "over and above" that of any of Compaq’s competitors.
Reseller sales reps earned reward points for sales of Deskpro computers and Proliant service. In addition, management was able to award supplemental points for such goals as increased knowledge retention, add-on sales, and attendance requirements.
Compensating Your Sales Force provides the guidance required to custom-design a compensation package that meets all the particular objectives of your individual firm with emphasis on the bottom line. This book includes a new approach to balanced compensation, new IRS rules for business expenses and new techniques for territorial realignment.
Managers looking for a team approach will find particular satisfaction here. The author looks at the critical issue of aligning an organization's compensation, culture, and strategy, and then delves into the steps involved with designing and implementing team-based reward systems. Chapters cover such issues as incentive compensation, recognition awards, and the architecture of team pay.
Provides a detailed outline for marketers of every aspect of the FTC regulations protecting consumers against telemarketing fraud.
The game positioned Chex as fun for kids and gave it contemporary appeal by taking advantage of the growing number of home computers. The game was designed to be exciting so consumers would continue to play, generating additional brand impressions.
Noted author and management guru Don Peppers discusses the role of engagement – both internally and externally
What could be the optimum method for meeting performance-improvement goals? For Diebold, Inc. the answer was D-ICE, a comprehensive incentive management system designed to motivate every company employee.
Consumer Behavior is a textbook that contains 32 short cases that will discues the many aspects of consumer behavior. This book is good for any business professional looking to learn more about consumers.
A study of loyalty program communications shows that most loyalty reward program communications are irrelevant to consumers needs.
This article looks at the types of consumers and the motivational factors affecting consumer incentive plans.
This item provides a brief look at legal issues related to consumer incentives.
What makes a successful consumer incentive program? Here's a look at how to set goals, track results, and measure ROI.
This article takes a look at the variety of consumer incentives that companies can choose from.
This book makes the case that companies that treat their employees right make more money.
Corporate & Incentive Travel, published monthly since 1983, is edited for corporate meeting planners with the responsibility for staging and planning meetings, incentive travel programs, conferences and conventions. They are also responsible for site selection, specifying accommodations and transportation. Each issue provides in-depth editorial focus on selection of site, accommodations and transportation, current legislation, conference, seminar and training facilities, budget and cost controls, and destination reports. Special columns are written by key industry leaders. Department and regular features highlight industry news and developments, trends and personalities, meeting values, facilities and destinations. Circulation more than 40,000 ABC audited.
Drawing on interviews with 350 companies, this book presents management and technology tools to help manage an organization's shared knowledge. It offers a blueprint for a business which focuses on innovation, not administration.
Corporate Meetings & Incentives (CMI) is part of Prism Business Media's Meetings Group of magazines. It explores trends in meetings and incentives as they relate to companies successfully communicating with employees, dealers, distributors and customers.
Council for Marketing & Opinion Research (CMOR) is a non-profit organization which works on behalf of the survey research industry to improve respondent cooperation in research and to promote positive legislation and prevent restrictive legislation which could impact the survey research industry. CMOR membership is comprised of more than 150 organizations, including industry trade associations, research providers, end users or client companies, academic institutions and individuals. All of these CMOR members work together to protect the integrity of the marketing and opinion research process by improving respondent cooperation, improving the research process, and positively impacting privacy and other legislation related to survey research.
This book, which is based on a three-year study by the consulting firm Arthur Andersen, gives clear, plain-English guidance for helping your organization identify, create, and consolidate the valued assets it needs to vault high above the competition. It examines the gamut of these possible assets (physical, financial, employee-supplier, customer, and those intrinsic to the organization) and, to show them in action, provides plenty of fun, fact- and figure-filled miniprofiles of New Economy dynamos, from robustly reengineered old warhorses like IBM, Coke, Pepsi, and Sara Lee to brash, new digital-age brats: Dell, Compaq, Cisco, idealab!, and Starbucks.
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