Motivate Team
Experience Demo
Case Studies


A major casino used Sim Awards watch promotion to motivate guest’s to make return trips over a 90 day period.Guest’s were required to earn points in slot play which allowed them to qualify for different tiered level Women and Mens watches. Guest’s registered at the casino to enter the promotion.
At the culmination of the program participating guest’s were notified by mail to come into the casino over a weekend to select from watches in the level they qualified.They had the opportunity to try on the watch to feel its fit.The casino chose to have the watches sent directly to the guest’s home. They had the option to have the watchesshipped to the casino for another return trip but with limited space it was easier to ship to the guest home. The casino saw an increase in coin in and an increase in return trips during the promotion period.

9 Tips to Boost Sales Now
by Tim Houlihan
There are a lot of ways to increase productivity in your sales force. You could threaten your reps or offer them incentives to perform better. Incentives are pretty simple – they are awards offered to someone who can earn them, contingent on that individual’s performance against a specific set of rules – and unlike threats, they’re measurable.Many managers incorrectly believe they use incentives because some portion of their reps’ salary is contingent on their performance. But that’s not using incentives. Incentives are rewards over and above compensation and are usually used for specific, short-term initiatives.These nine tips will help you make the most of your incentive investment and your people as you wade through the murky waters of this economic downturn.
1. Get their commitment. “Do your best” is not a commitment. “Quota” is not a commitment. “Make as much money as I can” is not a commitment. Ask your people to make a commitment to a short-term goal – something that they have control over – and have them write it down. Then measure against their commitment, let them know how they’re doing, manage the process, and reward them generously when they reach their goal. Remember, most people (though not all) will set goals higher for themselves than you would set for them. We have seen this with hundreds of companies and hundreds of thousands of participants and the data is stunning: making a commitment is the most powerful tool we have in managing performance.
2. You get what you measure. Measuring and rewarding for the wrong behaviors is a common mistake. If you’re going to “get what you measure,” then measure what will give you the best results. A medical device manufacturer was giving reps a hefty spiff for selling a hard-to-sell product. Sales were abysmal because, the reps finally admitted they didn’t know how to present it well. So the spiff changed from selling to making presentations. By rewarding for presentations of the product, the reps got their heads around the real issue: What do I need to do to make a successful presentation? Sales increased by 42 percent during the next period.
3. Focus on good performers. Notice I didn’t say “top performers.” Design rules and awards that engage the top 50 percent of your sales team. These reps have the capacity to do more. Don’t limit yourself to rewarding only the top 20 percent. A national financial institution ran a program that saw 52 percent of their sales force performing above their previous run rate and handed out awards to nearly 40 percent. Their ROI was over 9 to 1, in part because they cast a wide net.
4. Reward incremental performance. Give people the chance to beat their own run rates, their own baselines, their own expected performance. Don’t have them compete against generic or impersonal measures such as quota, at least when it comes to incentives. Quota is only meaningful for a small percentage of people who are close to reaching it – the rest are either above and beyond it, or not close enough to matter. A high-tech manufacturer gave their dealers the opportunity to earn incentives if they beat their previous quarter’s performance. Their ROI was 18 to 1, in large part because the dealers felt they could achieve because they were competing against themselves.
5. Don’t use money. The best reward is something somebody wants, but won’t buy for themselves. If you put a dollar value on a reward, you have just communicated to that person that their effort was worth $X. A friend of mine recently told me of getting two movie tickets as a thank-you for a purchase he made. The tickets had no cash value printed on them – they just said, “This certificate entitles two people to see any movie at any theater.” He didn’t see it as $16, he saw it as a night out for he and his wife.
6. Offer Rewards Not Discounts. Don’t confuse discounts with rewards. A reward is something someone earns. Your salespeople put extra time and energy into earning a reward. A discount is something workers get as a benefit of employment.
7. Invest In People. You don’t really manage sales, you manage the people that make sales. While behaviors that drive performance are influenced by a complex mix of expectations, desires and environmental factors, it’s still the people who are going to get your stuff done, not the anonymous “organization.” People make a difference, so communicate with them as people, not as the organization. A friend told me that his company always sent messages about special incentives to his home so his family knew about the initiative and the rewards. He said if it wasn’t for his wife’s encouragement to earn the incentives (lavish trips and things for their home) he wouldn’t have stayed nearly as engaged throughout his 40-year career.
8. Help People Focus. We live in an attention deficit world with thousands of demands on our time. Your salespeople are getting tons of e-mails from clients, colleagues, bosses, etc. Who can keep it all straight? Help them with regular direction and communication that is clearly focused on their tasks at hand. This is not the same as micromanagement; it’s clarity for the purpose of focus. It doesn’t have to be a “Do this!” e-mail; just ask them what they are focused on today. Chris Gardner, the author of “The Pursuit of Happyness,” was so focused on getting his first broker job that he wouldn’t drink water during the day so that he wouldn’t need a bathroom break. Assist your people with regular reminders of what their goals are and ask them what they’re doing to accomplish those goals – right now.
9. Go Public. Let everyone know how everyone is doing. No one likes to be at the bottom of a list. Everyone has a position to jockey for or someone to beat on their team. Notice that major league sports leagues are broken down into divisions and regions and conferences so that lots of teams have the opportunity to be “on top” of something in a public way. Let peer pressure and public success work its magic on the people in your program. Successful sales managers have large boards in their offices with the names of their team members and key stats on work in progress, deals closed, and target prospects. Keep it updated! Make it electronic if your team is more virtual than bricks and mortar, but share who is doing what and everyone will do better.
Don’t let this economic downturn cause you to lose focus. Your salespeople are a great asset to you right now. Good people are still in demand and I see lots of movement among top sales professionals in all industries both in this country and abroad. One way to keep those people on your team is through the use of incentives. Using them wisely will allow you to support the financial model required to keep them going and will enhance the experience your reps have with your company.
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