See how our clients have successfully utilized our capabilities to acheive internal and external marketing goals.
Loyalty Program
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Company Overview:
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$2 billion food manufacturer with 5,000 employees
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Strategy:
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The food manufacturer wanted to increase sales and market share of a specific brand in a pre-determined market. By implementing a program in the pre-determined market, the food manufacturer was able to focus more directly on sales.
Research was conducted by a focus group to help determine the objectives and develop an image for the program. Program processes were designed and appropriate products were sourced. A custom database was designed and built to track redemptions.
Creative materials were designed and printed to include program details. These were then distributed to the 30,000 targeted organizations within the pre-determined market.
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Results:
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Of the 30,000 organizations targeted, 6,000 participated (20%). The manufacturer realized an increase in brand awareness and $6.9 million incremental profit. In addition, they received approximately $1.5 million in redemptions. The program ran for 8 years and during this time, it became known as “American’s #1 brand”.
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Years of Service Program
| Company Overview: |
$450 million insurance company with 1,500 sales representatives and 800 employees serving customers in all 50 states |
| Strategy: |
This insurance company wanted to improve employee retention by offering recognition awards for employees to redeem on their anniversary dates. In addition, the company did not want to incur any upfront costs due to the transition from internal administration.
By identifying the needs of the company, appropriate objectives were defined. Once objectives were in place, a demographic study of eligible employees was completed and 60 awards were selected to meet these demographic indicators.
Program materials, the 1st Intranet site, Website redemption and print catalogs were created, designed and developed, and the entire program was in place in 30 days. Custom reports assured that every eligible employee was recognized and awarded. |
| Results: |
Management received positive employee feedback and saw a 12% decrease in turnover. Each direct goal was attained, and internal administrative time was eliminated. Product availability was quicker than in previous years. The program has been ongoing for 3 years. |
Customer Service Improvement
| Company Overview: |
With over 2,200 financial centers and 60,000 employees, this financial holding company is the 4th largest in the United States providing full-service banking. |
| Strategy: |
The main objective was to increase company-wide awareness of customer service and improve customer service performance by 15%. In addition, the company wanted to recognize the financial centers that provided outstanding customer service. They utilized Gallup Poll survey results to determine which financial centers would be recognized.
The company developed methodology to achieve their desired results and implemented processes to ensure accurate, efficient and timely distribution of awards. They incorporated the flexibility to recognize employees on three levels. And finally, recognition awards were determined based on industry statistics.
To minimize costs, awards were packaged by the financial center and sorted by the distribution chain. Then the award packages were bundled together and delivered to minimize freight costs. In addition, custom invoicing procedures were developed to reduce administration by the company. |
| Results: |
The financial centers achieved the desired service level improvements by increasing the performance indices by 18%. Additionally, the turnkey program management minimized the company’s administrative costs, and the comprehensive program reduced award costs by 25%. |
Foster Goodwill
| Category: |
Foster Goodwill |
| Company Overview: |
$2.8 billion trucking company with 379 terminals and 26,100 employees. Carrier of industrial, commercial and retail goods in the two to five day regional and long-haul markets. |
| Strategy: |
The trucking company wanted to purchase products imprinted with their logo, which would be given to their customers to foster goodwill. This purchase needed to ensure consistent brand image as well control logo integrity.
Product ideas were developed & sourced and an e-commerce site was designed. The program process was outlined for complete fulfillment without any excess inventory. The e-commerce order system accumulated exact needs and placed exact order quantities to serve each participant within the budget. Product carryover from year to year was also avoided.
Each year, the company identified innovative product ideas to ensure that the goodwill items are retained by the recipient as well as supported by the on-going brand image. |
| Results: |
This program has continued since 1995, and the trucking company has saved over $352,000 by coordinating the purchasing of imprinted products. In addition to gaining volume purchasing power, they eliminated redundant merchandise set-up costs, which equated to an additional savings of $343,000. |
Employee Incentive
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Category:
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Employee Incentive |
| Company Overview: |
A supply company, employing over 40,000 employees, serves more than 1,200 offices around the country. The $9 billion company is the one of the largest in its industry. |
| Strategy: |
This company wanted a comprehensive rewards and recognition program to incite employee behavior changes. Objectives were defined by identifying the measurements that would drive the desired results.
Their objectives were to improve employee retention and reduce absenteeism. They also developed goals that are quantifiable, measurable and achievable.
To achieve these goals, they designed an incentive program where employees earned points as performance goals were achieved. Points were reported on a monthly basis to both the employees and management. Employees were then able to redeem their points for selected merchandise. |
| Results: |
Employee retention increased 12% and absenteeism declined by 43%. In addition, the supply company realized an increase in average order size from $283 to $317. The program began in January 2001 and has been renewed each year since. |