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BUILDING UP Changes Strengthen IMA Brand & Operations By Deborah L. Vence This year, the IMA has gone through changes that have helped to strengthen its brand and be a top resource for organizations to help improve their bottom lines.
GET GOING! Motivate Top Performance With Luggage & Travel Goods By Emily Tipping When it comes to trends in travel goods these days, the name of the game is convenience. Find out more about how new features are making it even easier for travelers to navigate.
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COMMUNICATION STRATEGIES TO BOOST PROGRAM PARTICIPATION
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WHY SHOULD ANYONE WANT TO WORK FOR YOU?
By William Schafer Communication strategies and vehicles are changing at warp speed and the ability to fully articulate the program and create engagement must be multi-tiered. So where does a company start for an employee or consumer program?
By Michelle M. Smith, CPIM, CRP Disengagement around the world is a problem. If you focus on positives, can you make a difference? Examining people’s ideal organizations delivers some insights.
HEALTHY MOTIVATIONS How Wellness Initiatives Can Lead to Financial Fitness By Rick Dandes There’s no denying that a lack of attention to wellness can lead to a range of problems, both for individual employees and for companies as a whole. Here’s a look at some of the ins and outs of wellness initiatives.
GAME ON! How Gamification Techniques Can Strengthen Incentive Programs By Rick Dandes Gamification is an increasingly popular strategy for boosting engagement in incentive programs and other company initiatives. Learn more about how to make gamification work for you.
FROM THE EDITOR
Sweet Anticipation
NEWS & NOTES THE INSIDER
ON THIS PAGE Canon – EOS Rebel T6 see page 41 PHOTO COURTESY OF CANON U.S.A. INC. Lobster Gram – Gift Certificate see page 39 PHOTO COURTESY OF LOBSTER GRAM
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Reaping the Benefits: Small Businesses See Success in Merchandise Incentive Programs
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>> from the editor Sweet Anticipation “An intense anticipation itself transforms possibility into reality; our desires being often but precursors of the things which we are capable of performing.” — Samuel Smiles, author
I can hear the mail truck rolling down the street as I’m typing this missive to you, dear readers. And as I type, waiting for it to roll up to my mailbox, I’m laughing a little at myself, because even after 40-mumble years, I still get excited about getting the mail. Even though 99.9 percent of the time, there’s nothing in there but junk and bills. It’s because every once in a while, you’re a winner! A letter from an old friend. A card from Mom and Dad. A magazine or book you can’t wait to read. A favorite artist’s new release that you can’t wait to hear. And then there’s the second half of that anticipation. Before you open the envelope and read the letter. Before you drop the needle on that record (or, OK, for most of you, before you push play on the iPod, I suppose). Lots of the things we do regularly have that little threshold of anticipation. That delightful pause before the Thing really happens. Take an event, for example. Whether it’s a wedding, a holiday, a party, a concert, a conference—all of these have that moment, too. That moment when the possibilities are endless. Before you know what’s going to happen. In the world of incentives and rewards, we’re all about maximizing that moment of anticipation. Some programs can reap that feeling for weeks or months. Others offer an on-the-spot surprise that’s no less enjoyable. One part of running a really exciting and successful program is making the most of everyone’s anticipation. Winners and non-winners alike. That anticipation can be big and grand, or it can be a sweet, tiny enjoyable moment. It all depends. There’s a big difference when you know you’re in the running for an award than when you’re pretty sure you’re not. Anticipation you
feel on your own behalf has a completely different quality than what you might feel for a friend or co-worker. A new release from your favorite author, a new season of your favorite TV series, the third playoff game for your favorite baseball team (Go Cubs!)—all of these have a different quality than more run-of-the-mill events. So I’ll acknowledge that your anticipation as you’re reading my letter, about to turn the page and read another issue of informative content from some of our industry’s top experts is probably not as great as what you might feel before, say, your son or daughter’s wedding. But still, take a second. Relish it. Make the most of it. And when you’re ready to turn the page, I hope you find plenty of great go-to know-how to help you offer the best and most exciting merchandise and other rewards when you put together your best-yet incentive program. Speaking of anticipation, the holidays are almost here, and if you haven’t worked out your gift plan yet, we’ve got some lastminute ideas for you. And if you’d like something exciting to look forward to when the holidays are all over and winter has us in his frosty grip, take a stroll over to expo.ppai.org/brand and sign yourself up to attend one of the industry’s top events. This’ll be your chance to meet with some of the most experienced incentive professionals in the industry—folks who know how to help you harness the anticipation of your audience and deliver something truly spectacular. PPAI brand. at the PPAI Expo will be taking place Jan. 10 to 12 in Las Vegas.
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>> news & notes On the Go A look at who’s moving up, who’s expanding programs, and who’s been recognized for outstanding achievements in the premium/incentive industry.
PPAI/Brand Coming to Las Vegas PPAI’s brand. is the industry’s most highly regarded incentive products showcase, where you can meet with sought-after industry representatives, see the latest branded products and more. The PPAI/brand. show will take place in Las Vegas, Jan. 10 to 12. For more information, visit expo.ppai.org/brand. Zane’s Inc., EXP Group Ltd. Join Forces Zane’s Inc. and EXP Group Ltd. have partnered to provide a consolidated platform of world-class brands and services to the incentive marketplace. The agreement will allow Zane’s to expand its brand portfolio by becoming the national premium/incentive resource for all EXP Group brands. The transition is scheduled to be completed by Jan. 1, 2017. Michael C. Fina Recognition Upgrades Recognition Notes Based on the successful launch of its Recognition Notes product in June, Michael C. Fina Recognition announced upgrades to the no-cost solution. Recognition Notes offers any employee the opportunity to send personalized digital notes to peers. Enhancements include increased social and mobile options that help encourage more frequent, daily recognition among managers and employees. Additionally, a new NotesPlus membership allows users to register their account, making it easier to send and track workplace accolades. IRF Previews 24th Annual Education Invitational The Incentive Research Foundation will host its 24th Annual Education Invitational in June at the Grand Wailea, a Waldorf Astoria Resort, on Maui, Hawaii. Members of the incentive industry had the opportunity to preview both the tropical site and educational content during IMEX America, Oct. 18 to 20 in Las Vegas. Educational content will focus
heavily on IRF research. SITE Foundation Launches Auction 2.0 SITE Foundation has launched Auction 2.0, a fundraising initiative in support of its mission to enhance the awareness and effectiveness of motivational experiences and incentive travel. Dow Recognized as Leader in Appreciation O.C. Tanner, a global leader in recognition and engagement, announced The Dow Chemical Company as its 2016 recipient of the Recognition Leadership Award for its outstanding results in building a culture of communication, collaboration and appreciation of great work. PCNA Launches Online Gift Store Polyconcept North America (PCNA), a leading promotional products supplier, has launched a new sales tool called BrandedPromotions.com to help distributor account executives drive holiday and year-end gift sales.
>> news & notes Attraction, Retention Challenges Plague U.S. Employers U.S. employers continue to experience difficulty with attracting and retaining employees, as increasing hiring and turnover levels show no signs of abating, according to two major surveys conducted by Willis Towers Watson, a leading global advisory, broking and solutions company. The research also reveals three in 10 employees say they are likely to leave their employer within the next two years, adding more pressure on employers’ ability to keep top talent. The Willis Towers Watson Global Talent Management and Rewards Survey, a study of more than 2,000 companies globally, including 441 from the United States, shows labor market activity increasing. More than half of U.S. employers (57 percent) said hiring activity has increased over the past 12 months, while only 14 percent said it decreased. Additionally, more than twice as many employers said turnover has picked up over the past 12 months (37 percent) versus those who indicated it had dropped off (16 percent). According to the survey, this labor market activity is translating into a myriad of attraction and retention challenges. For example, roughly half of U.S. employers are experiencing difficulty attracting critical-skill employees (52 percent), top performers (50 percent) and high-potential employees (48 percent). More than a third of respondents reported challenges in retaining high-potential employees (37 percent), top performers (36 percent) and critical-skill employees (35 percent). “Given today’s shifting workplace and how technology is disrupting jobs and labor markets, the need for employers to successfully attract and retain the best employees has never been greater,” said Laura Sejen managing director, Talent and Rewards, Willis Towers Watson. “We know from our research that employees are looking to work for organizations that offer fair pay, career advancement opportunities and job security. While employers generally understand these priorities, their views diverge from those of employees in a few key areas.” Indeed, the Willis Towers Watson Global Workforce Study, a survey of 31,000 employees worldwide, including 3,105 from the United States, revealed that job security is the second-most frequently cited reason employees join a company and the third-most frequently cited reason they
would choose to leave their organization. Employers, however, did not rank job security among the top five key attraction and retention drivers. Interestingly, employers listed providing challenging work and workers’ ability to have a real impact on the organization’s performance among the top five reasons they believe employees join a company. Conversely, employees rank those reasons eighth and 18th, respectively. The Global Workforce Study identified advancement opportunities as key to attracting and retaining employees. More than one-third (36 percent) of employees cited opportunities to advance as a key reason to join a company and to leave (45 percent). However, only four in 10 (41 percent) indicated their employer does a good job of providing advancement opportunities, while nearly half (47 percent) said they would need to leave their organization to progress in their careers. From the employer perspective, more than half (58 percent) believe they are effective at providing traditional career advancement opportunities, while 42 percent say that compared with last year, career advancement opportunities are improving. “Employers may be painting a more bullish picture on career advancement opportunity than their employees perceive. In many cases, employers’ positive view on these opportunities may be a reflection of an improving economy rather than better career management practices,” Sejen said. “Given the high percentage of employees who say they need to leave their current employer to advance their career, there is a clear misalignment between employers and employees on this question.” The Global Workforce Study also found there is room for improvement in employee engagement in the United States. Roughly one-third (35 percent) of U.S. employees were highly engaged. The survey also identified senior leadership as the top driver of sustainable engagement (i.e., the intensity of employees’ connection to their organization). However, less than half of employees (45 percent) have trust and confidence in their senior leaders. “In addition to attracting and retaining talented employees, employers need to focus on engaging employees in order to achieve better business results. Leadership, including supervisors, managers and senior executives, plays a critical role in driving engagement among their employees,” Sejen said.
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Despite Tech Revolution, Younger Workers Want In-Person Collaboration Despite popular belief, 41 percent of generation Z says corporate offices are their workplace preference, according to a global study released by Future Workplace, an HR executive network and research firm dedicated to the future of learning and working, and Randstad US, one of the largest HR services and staffing companies in the United States. As a follow-up to a previous study conducted in 2014, the Gen Z & Millennials Collide @ Work report focuses on the impact of gen Z entering the workplace for the first time, and how millennials are engaging with them. Consistent with 2014, gen Z and millennials continue to prefer communicating with co-workers and managers in person in lieu of e-mail and phone. This year, gen Z and millennials both said “communication” was the most important quality of a leader, compared to “honesty” in 2014. “One of the most pervasive themes from this year’s global study is gen Z’s propensity and desire for collaboration,” said Jim Link, chief human resources officer at Randstad North America. “Whether it is in a corporate office, at home or in a coffee shop, gen Z workers prefer collaborative work environments. In fact, our study found that global gen Z workers named ‘co-workers who like to collaborate’ as the type of worker who would help them do their best work, second only to co-workers who work as hard as they do. Furthermore, more than half (54 percent) of gen Zs said the people they work with is the top workplace attribute that enables them to do their best work. “Companies seeking to be an employer of choice must leverage the collaborative revolution taking place and provide the technology, tools and processes that facilitate and encourage it.” Some additional findings from the survey include:
They want to work in the technology sector. Both gen Z and millennials are most interested in working in technology (45 percent) and education (17 percent). Both groups are least interested in insurance (3 percent), energy and utilities (3 percent) and telecommunications (4 percent). Almost half (49 percent) of gen Z and millennials said they intend to work in their current industry for their entire career, compared to 31 percent who said they won’t.
Younger generations want more social media integration at work, but admit it is also their biggest distraction. Globally, the technologies that gen Z and millennials want their employers to incorporate into the workplace include: social media (41 percent), wearables (27 percent) and virtual reality (26 percent). While they want to embrace social media, 46 percent of both generations also agree it is their biggest distraction from getting work done, with text messaging (39 percent) and e-mail (31 percent) following closely.
Millennial managers struggle to navigate the corporate environment. In addition to stress and money, millennials named “corporate politics” as one of the biggest obstacles that could get in the way of performance. Additionally, only 27 percent say they are extremely well prepared to work in a team environment or rate their personal skills as “very good.”
Globally, work flexibility is now more desirable than healthcare coverage. In 2016, work flexibility has become a more desired employee benefit than healthcare for millennials and gen Z, yet only one-third of companies (34 percent) offer it. In 2014, healthcare coverage was the most desired employee benefit by both generations, yet only 50 percent of companies offered it. While most have only worked in one country, they want to work in many. Seventy-one percent of global gen Z and millennials have only worked in one country thus far in their careers, yet 56 percent aspire to work in more than one country in the future. Those wanting to work in more than one country are more likely to say their companies are performing well financially or have better employee satisfaction scores. The annual performance review is vanishing. The annual performance review is coming to an end as more gen Z and millennials are receiving feedback either daily (19 percent), weekly (24 percent) or “regularly” (23 percent) instead of annually (3 percent). In the United States specifically, 28 percent of gen Z and 17 percent of millennials receive feedback regularly.
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>> guest column
By William Schafer William Schafer is National Sales Manager – Solution Sales for Rymax Marketing Services Inc., a full-service loyalty marketing provider in the incentive industry solely focused on creating programs and events to drive ROI through brand name rewards. For 20 years organizations partnered with Rymax have seen an increase in employee performance and retention, customer loyalty and overall revenue. For more information, visit www.rymaxinc.com.
Communication Strategies to Boost Program Participation
C
ommunication is one of the most important business skills to master, no matter what industry or profession you may be in. However, if you think you are “mastering” it, then that is the biggest mistake in developing your program. Communication strategies and vehicles are changing at warp speed and the ability to fully articulate the program and create engagement must be multi-tiered. So where does a company start for an employee or consumer program? We always start with a very simple what/how/who model—specifically starting with a model that defines the messages and experiences you want to create (the “what”), the means of communication you use to create them (the “how”), and the people you need to reach to successfully have them participate (the “who”). This what/how/who model might seem simple, but making it visible to the decision-makers and mapping your initiatives against it shows how complex it can be, and supports the program. “What” do companies want to do? • • • •
Initiate a consumer trial? Increase brand awareness and market share? Reward consumer loyalty? Engage their workforce via peer-to-peer, years-of-service or spot recognition? • All of the above? In today’s complex marketplace, the health of every organization needs to have a program for each of these initiatives. By clearly articulating the “what” for each business unit, we now start to see the programs that will work best. Now we need to address the “how”? We recently brought on a new client for their employee program. The client was a very well-established business, and their program had been in place for years. We needed to accomplish two things immediately: one, to address risk aversion on the part of the client to make a change; and two, to infuse new life into the program with the end users. Risk aversion is the number-one deterrent to change. However with Rymax’s integrated web, smart device and social media programs, we were able to alleviate the concerns of management to change the program. We also defined each communication vehicle by demographic. For the first time in modern history, workplace demographics span four generations. We have 20-year-old new hires working with individuals who are 50-plus years older. It’s crucial to develop incentive programs that fit the needs of all four generations. Brands can be aligned by each of the four generations in the workforce: • Silents (1925-1946): well-established brands such as RCA, Hamilton, Meade, Breitling. • Baby boomers (1946-1964): prestige brands such as Klipsch, Michael Kors, Coach, Coravin.
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• Gen X (1965-1980): tech brands such as Apple, Thule, 808, Nest. • Gen Y (after 1980): trendy brands, such as Furla, Stella McCartney, Rowland, Michael Aram. These brands along with our more than 350 other brands infused new life into the program and delivered items that participants actually wanted. And now the “who.” In the case above, this was an employee program, but now with 90 percent of all companies/brands having some type of consumer loyalty program, the emphasis on what works changes. Some 84 percent of U.S. businesses use non-cash rewards to recognize and reward key audiences in the form of gift cards, merchandise, award points and tangible rewards. This has gone up from 74 percent back in 2013. In 2015, U.S. businesses also spent $90 billion on these non-cash rewards, up from $77 billion in 2013. With the use of social media platforms, the opportunity to communicate and connect with participants has never been greater. The reality is that social media is here to stay and the sooner we accept it, the better it’ll be for us to harness its power. Social media’s real-time immediacy enables us to recognize everyday successes that may have gone unnoticed. It allows you to spread the news with counterparts from across the globe and even get your message out to a large audience in a fast and consistent manner. You can capture the moments with photos and videos of a recognition award, event or announcement where employees can even join in on the conversation and provide your company with feedback. With constant messaging and interactivity, social media is a phenomenal way to keep recognition programs top of participant’s mind throughout the year. Product incentives create trophy value that lasts a lifetime. It is a constant reminder of the task completed, work involved to complete it and recognition back to the corporation. It also provides a social and emotional aspect that motivates and drives performance in an individual. With the use of trophy awards, companies can build effective employee incentive programs that create value for both the organization and its employees. When employees are interested in an incentive program and are more frequently recognized and appreciated for their efforts and achievements, they more clearly understand what is expected and needed from them in their daily work. When effective strategies and excellent communication are put into place, program awareness and employee satisfaction positively affect the success of a company. As the workplace continues to evolve in this new economy, employees are being asked to adapt, learn and readapt in order for companies to retain a competitive edge. Recognizing and appreciating employees is critical for corporate survival and without management buy-in, individuals are less likely to engage. The future is now and leaders around the world are starting to comprehend what a powerful business tool motivation can be for their employees, customers, clients and the longevity and strength of their PIP brands and partnerships.
>> guest column
By Michelle M. Smith, CPIM, CRP Named one of the most influential women in the incentive industry, Michelle M. Smith, CPIM, CRP, is an accomplished international author, speaker and strategist. She’s past-president of the FORUM at Northwestern University, president emeritus of the Incentive Marketing Association, vice president of research for the Business Marketing Association, and vice president of marketing for O.C. Tanner.
Why Should Anyone Want to Work for You?
Difference “I want to work in a place where I can be myself, where I can express the ways in which I’m different and how I see things differently.” For many organizations, accommodating differences translates into this concern with “diversity,” usually defined according to the traditional categories such as gender, race, age and religion. These are, of course, of tremendous importance, but leaders’ goals should be something subtler and harder to achieve—an organization that can accommodate differences in perspective, habits of mind, core assumptions and worldviews, and then go beyond accommodation to
Radical Honesty “I want to know what’s really going on.” Organizations are increasingly recognizing the importance of being transparent and open—both internally and to wider stakeholders. Reputational capital is becoming more and more important for high performance, even as that capital becomes increasingly fragile. And yet, the growth of the communications profession is actually more evidence that companies are taking a superficial approach to disseminating the critical information that people need to do their jobs. Why? Because so many communications professionals remain stubbornly connected to an old-world mindset in which information is power and spin is their key skill. Surely information is power, but companies no longer have control of it. In a world of WikiLeaks, whistleblowing and freedom of information, their imperative should be to tell the truth before someone else does. When they do, they will begin to build long-standing organizational trust—both inside and outside the organization.
Extra Value “I want to work in an organization that magnifies my strengths
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create a place where difference is celebrated and even leveraged to add value. Get difference right and you are rewarded with higher levels of commitment, innovation and creativity.
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odern leadership may be as much about an authenticity of task or place as it is about the person leading and what that leader thinks or does, suggest Rob Goffee and Gareth Jones, in their book, Why Should Anyone Work Here? What It Takes to Create an Authentic Organization. Consider the depressingly low rates of employee engagement around the world. According to a recent AON Hewitt global survey, four in 10 workers report being disengaged. But instead of focusing exclusively on the sources of disengagement and dysfunction, the authors explored people’s positive visions for organizations around the world, asking them what their ideal organization would be like—one in which they could be their best selves. The responses grouped naturally around six broad imperatives, which form a handy ‘DREAMS’ mnemonic:
R WAR
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and adds extra value for me and my personal development.” Elite organizations and professions have been in the business of making great people even better for a long time now. Part of their pact with employees is, “Join us and we will develop you.” Unfortunately, they deal with only a tiny proportion of the workforce. Surely other companies can do more. Research shows that high performance arises when individuals all over the organization feel they can grow through their work—adding value as the organization adds value to them.
But meaning in work is derived from a wider set of issues than those narrowly related to individual occupations. It also emerges from three Cs found in the research:
Authenticity
If these deeper issues are not addressed, faddish efforts at increasing employee engagement will only have fleeting effects.
“I want to work in an organization I’m proud of, one that truly stands for something.” It’s fair to say that the concept of authenticity runs through all of the characteristics of the DREAMS organization—because authentic organizations encourage you to be your best self at work and to perform at your best. But when looking at authenticity as a specific organizational quality, use these three markers: • A company’s identity is consistently rooted in its history. • Employees demonstrate the values the company espouses. • Company leaders are themselves authentic. Where this happens, employees enjoy a sense of purpose, pride in what they do and higher levels of trust. Sadly, rather than rise to the challenge, in many organizations the task of building authenticity has collapsed into the industry of mission-statement writing. This produces not high performance but deep-rooted cynicism.
Meaning “I want my day-to-day work to be meaningful.” The search for meaning in work is not new. There are libraries full of research on how jobs may produce a sense of meaning— and how they can be redesigned in ways that produce engaged employees.
• Connections: employees need to know how their work connects to others’ work. • Community: they need a workplace that promotes a sense of belonging. • Cause: they need to know how their work contributes to a longer-term goal.
Simple Rules “I don’t want to be hindered by stupid rules or rules that apply to some people but not others.” The truly authentic organization has simple rules that are widely agreed upon within the company. Many organizations display a form of rule accretion, where one set of bureaucratic instructions begets another, which seeks to address the problems created by the first set. In response to this, organizations have attempted a kind of radical delayering. This at least attempts to address the problem of losing good ideas and initiatives in a byzantine hierarchical structure. But that, too, is only a superficial fix. The ideal company isn’t a company without rules. It’s a company with clear rules that make sense to the people who follow them, and it remains vigilant about maintaining that clarity and simplicity—a much larger challenge with a far greater payoff. Good rules maximize discretion which, in turn, facilitates problem-solving. They unleash initiative rather than suppress it. These attributes can often run counter to traditional practices and habits in companies, and they’re not easy and simple to realize or implement. Some conflict with one another. Almost all require leaders to carefully balance competing interests and to rethink how they allocate their time and attention. PIP
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Building Up Changes Strengthen IMA Brand & Operations Anyone familiar with the Incentive Marketing Association (IMA) knows that it is the organization to educate companies on the incentive marketplace, as well as promote the use of performance management and measurement tools to help companies improve their business. This year, the IMA has gone through changes that have helped to strengthen its brand and be a top resource for organizations to help improve their bottom lines.
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“This past year has brought a lot of change for the IMA that has strengthened our operations and our brand cohesiveness, which ultimately helps us create a stronger, more unified voice for the incentive industry,” said Sean Roark, president of the IMA, CPIM, and vice president of incentive programs, PromoPros/IncentPros Inc. “Our transition to our new management company has gone very well, and we’re delighted with the alignment of our board, volun-
teer leaders and staff,” he said. The IMA came under new management, The Harrington Company, on Jan.1. 2016, which has enabled the IMA to further streamline its administration capabilities and resources. Minneapolis-based The Harrington Company, an association management company founded in 1977, helps associations build strong foundations, and maintain active and stable connections to their industries. “It has been a dream—so fantastic,” Roark said. “We now have a management company managing us,” he said. “… The benefits are evident to us, as we are seeing the decisions we’re making yield results.”
The Latest Developments One operational change this year involves the creation of IMA chapters in addition to streamlining the organization’s Strategic Industry Groups (SIGs). “Chapters will have a geographic rather than channel focus. IMA Europe became a chapter this summer and is thriving and growing. We are also in discussions with representatives from new geographical regions about becoming IMA Chapters,” Roark said. He added that the IMA’s new Incentive & Engagement Solution Providers Strategic Industry Group (SIG), which was created a year ago, is up and running. “They are developing plans to bring forward new content and resources for IMA members and end-users,” said Roark, who is a member of the IESP. “The IMA and our SIGs have been strengthening our relationships with related industry organizations,” he said. “Through education and collaboration, we are increasing understanding of ways to participate in the incentive industry. We’re also providing the research, information on trends and actionable insights to educate businesses on the valuable role of well-designed programs.” He also said that as the use of incentives grows the importance of having well-trained professionals increases, which is evidenced by the growth in the IMA’s certification program. “Thirty-six people have taken certification exams so far this year, which is more than triple last year’s numbers. IMA has now conferred 124 Incentive Professional (IP) certifications and 41 Certified Professional of Incentive Management (CPIMs),” he added.
IMA Benefits The IMA helps promote the use of incentives and recognition to improve business performance, and is the go-to place for expert resources for recognition and incentive programs. “For members, the IMA connects them with resources and opportunities to grow their businesses. The IMA amplifies members’ efforts by championing the use of incentive, engagement and recognition programs with businesses,” said John Hornbogen, executive vice president of the IMA and director of business development for RPG Card Services. “For businesses, the IMA serves as a resource to find professionals with the expertise, top brands and services to help them appreciate, engage and reward employees and customers,” he said. “The incentive industry is constantly changing,” he said. “The IMA helps members stay at the forefront of change by providing data, insights and strategies to be nimble and responsive.
“This past year has brought a lot of change for the IMA that has strengthened our operations and our brand cohesiveness, which ultimately helps us create a stronger, more unified voice for the incentive industry.” — Sean Roark, IMA President Businesses want programs that reinforce corporate culture, deliver on brand value and bring measurable results—and they want it done in real time with the latest technology.” The IMA always has promoted the use of incentives. “We’ve built industry relationships, we’ve produced white papers and publications, but it hasn’t always had the impact we’re looking for,” Hornbogen said. “This year we’ve brought all of our activities into a cohesive marketing and PR plan where the membership and customer marketing activities are linked. This will create a stronger impact for the IMA and across all of the SIGs,” he said. “We launched our new membership marketing strategy at the July IMA Summit in Houston and members are already seeing the connectivity across our websites and our increased social media presence.” Roark added, “IMA’s purpose is to provide a unified voice to speak about the efficacy of incentives to the public.”
Future Goals The IMA continues to make plans for the future, too, with a pursuit toward more externally-focused activities. “Over the past year or two we’ve been talking a lot about transition within IMA. Now that we have a stronger internal structure in place, we can put our energy into pursuing more externally-focused activities to fulfill IMA’s mission of promoting the efficacy of incentives to the public,” Roark said. “We’re focusing on building unity within the industry which helps all of us deliver more value to businesses,” he said. “We’re moving forward with strategies to create new resources and education so members can stay on top of trends. We’re increasing our marketing and promotion of the business benefits of incentives and the value of IMA membership.” The IMA is continuing to expand its partnerships with related industry organizations, such as the Promotional Products Association International (PPAI) and the Advertising Specialty Institute (ASI). “Through these collaborations we’re seeing more commonalities than differences and finding new ways to work together to better serve businesses,” said Ted
PREMIUM INCENTIVE PRODUCTS NOVEMBER/DECEMBER 2016
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The truth is that incentives work, and more data exists now than ever before showing that organizations with engaged employees and customers do better, and well-designed incentive programs can play an important role in creating the desired business results.
term success. By rewarding desired behaviors throughout the year, companies are enhancing engagement and increasing the sustainability of the desired behaviors,” he said. For example, the old style of sales programs often offered rewards only to a limited number of top sellers, and once those programs were maxed out the remainder of the sales team didn’t have the same opportunity to earn a reward. “Today’s programs are more ‘campaign-based’, so sellers have multiple chances of earning rewards throughout the year,” he said. “The same principles are being applied to employee engagement and other reward and recognition programs as well.” In addition, Roark said “one size does not fit all.” The IMA Participant Study showed that nearly all participants had unique award profiles in terms of preferred award, presentation/ceremonial aspects, and more. “Today you’ll often see points programs that offer options for a wide range of rewards so the employee or customer can select something meaningful to them whether it be a gift card, merchandise or perhaps banking the points to earn a larger reward, such as a trip,” he added.
Circle of Excellence Moravec, treasurer of the IMA and vice president of Elite Creations. Recent studies show that corporate America is using incentives to improve business results, and the incentive industry is now at $90 billion and growing. “We’re also seeing a convergence of our segments,” Moravec said. “Businesses are looking for programs that reward in multiple ways throughout the year, and younger generations are looking for experiences rather than stand-alone rewards. This creates opportunities for gift cards, merchandise, travel and all channels to work together.” Roark added that the IMA is poised for growth. “We’re functioning at a higher level of service to our members. We’re developing a better understanding that we are stronger together and we can continue to make the market bigger by working together,” he said. “We’re looking at additional membership categories,” he added, “and we’re seeing increasing international interest that we hope will lead to more chapters.”
Industry Trends The truth is that incentives work, and “more data exists now than ever before showing that organizations with engaged employees and customers do better, and well-designed incentive programs can play an important role in creating the desired business results,” Roark said. The Incentive Federation Marketplace Estimate Research Study, in fact, showed 84 percent of U.S. businesses are spending $90 billion annually on award points, gift cards, trips and travel, and merchandise. While the Incentive Manufacturers & Representatives Alliance (IMRA) Small Business Study revealed that 72 percent of small businesses using merchandise rewards experienced growth in the past year. “This expansion is creating a more sophisticated incentive marketplace with B2C expectations in a B2B environment, new opportunities to expand reward and recognition programs to create sustainable change, and customized rewards and experiences,” Roark said. He also noted that another industry trend has to do with sustainability. “Businesses are focusing on more short-term rewards for longer
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The IMA Circle of Excellence Awards, launched in 2000, identify and recognize outstanding examples of successful customer and employee incentive programs designed to help improve business. Both the company and the incentive marketing partner are recognized. Five IMA member companies and their incentive partners took home awards this year for outstanding successful customer and employee incentive programs designed to help drive business. The Circle of Excellence Awards were presented at the IMA’s Annual Summit in July in Houston. “If you look at the results of this year’s winning programs, it’s not just the right incentive it’s the entire program that contributed to their success. This includes engaging company leaders, developing strategies targeted to the demographics of the employees or sales force and creating a program that offers rewards that are meaningful to the employees and customers,” said Joe Zanone, the 2016 Circle of Excellence Awards chair and president of Zanone Sales, Movado Group/Zanone Sales. “The IMA Circle of Excellence Awards program is one of the strongest ways the IMA conveys the value and importance of welldesigned incentive programs,” he said. “The competition allows members to be recognized by their peers for use of best practices and developing outstanding programs that help customers achieve measurable results. It also creates awareness with businesses that IMA members are the best resources to help them succeed.” This year, several changes were incorporated to enhance the value of the program to participants and members. “We revamped the awards ceremony and introduced a new award statue, designed and contributed by Crystal D. The elegant new statue reflects the growing importance of the expertise and experience IMA members provide to customers,” Zanone said. “For next year we are looking at ways to increase the shared learning with new forums for winners to share their best practices with members and consumers.” The 2016 IMA Circle of Excellence Award Winners are: Power2Motivate, Fusion Marketing, Corporate Rewards, Ciloyalty and Solterbeck. Power2Motivate with Brother International Australia Consumer Offer/Branding Program/Customer Loyalty Power2Motivate was asked to provide an “out of this world” idea for Brother International Australia’s key back-to-school high sales period.
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The Brother $100K Prize Giveaway! Program exceeded all goals for sales, participation, engagement and usage. The program, which increased sales by 28 percent over the previous year, was targeted to printer and hardware resellers across Australia. Travel incentives were selected for the top prizes because of the demographics and location of the business owners, who may not vacation often. For each minimum monthly purchase of Brother hardware, resellers earned points toward a travel grand prize. Additional points and instant wins also were earned through a “Spin to Win” game of chance where resellers earned instant points toward a wide range of rewards. Fusion Marketing with Sprint Dealer Distributor Incentive Participation in the “Sprint Rewards Me” dealer channel incentive program had dwindled to 30 percent since the program’s inception in 2008. In 2014, Fusion Marketing was asked to refresh and rebrand the program, which was relaunched in early 2015. Designed to appeal to Sprint’s primarily millennial dealer demographic, the program was intended to make them feel personally rewarded and featured significant promotions throughout the year. Sales reps were able to redeem points for cash, via a re-loadable Visa debit card, and merchandise via thirdparty integration with a rewards partner. Participation in the revitalized program grew to 78 percent with active, enrolled reps outselling non-enrolled reps three to one. Replacing the outdated technology with new, more sophisticated technology, created many efficiencies, which enhanced the overall success of the program. Corporate Rewards with Wincanton–Recognition Program After introducing a new company vision, mission and core values, Wincanton brought in Corporate Rewards to develop and launch a program to engage employees in the new company culture. Historically, recognition had been inconsistent and employee surveys highlighted the need for change. Corporate Rewards engaged company leaders in defining program goals and involved them in training and communication throughout the development and launch of the online employee engagement system called “Your Recognition”. The new program enabled every employee to send an e-card to an employee who demonstrated one of the company values. A sporting theme incorporated images of sports medals to convey achievements and performance. Senders awarded points to the recipient by selecting a bronze, silver or gold level reward. The successful program exceeded all goals including more than 25 percent more
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Solterbeck/Sensis–Sales Incentive Program and Employee Incentive Program (2 awards) Sensis brought in Solterbeck to help boost employee engagement and drive revenue growth across multiple product lines after the company was acquired by a private equity firm. The existing incentive program, which offered 40 rewards, was often maxed out well before year end, thereby not offering the same chance of reward to all sales staff. Sensis was seeking a fresh approach that focused on performance throughout the year. Solterbeck created “Performance First”. Eligible sales team members participate in six different “Sales Sprints”, receive recognition and have their sales commissions calculated for each Sprint. The program offered large travel, medium and small rewards. The sophisticated program relied on three, fully-integrated software solutions that allowed Sensis to provide a single source for all sales and reward activity information in one place. Sensis significantly increased revenue and program participation while greatly reducing costs, and they received many supportive and appreciative comments from sales team members. Ciloyalty with Bupa Australia – Recognition Program Bupa, a large health insurance and care-home provider with more than 80,000 employees, asked Ciloyalty to help restructure and rebrand its aging “Bupa Sales Academy”. Staff surveys and focus groups had identified that personal recognition was more valued than prizes. The new “Bupa Boost” program focused on creating a culture of recognition and providing a morale boost to Bupa’s employees who work hard to look after the health of others. While the Academy focused on revenue goals, the Boost program put customers first by encouraging better outcomes for clients through smart business practices and strong customer service. Depending on their roles, employees are rewarded monthly, quarterly and yearly. The Boost Reward Team also runs discretionary programs that complement the monthly and quarterly incentives, creating competitions that fill the gaps identified in the business’ capability or performance. Participation in Bupa Boost far surpassed the Academy with more than double the number of PIP participants.
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By Emily Tipping
Get Going! Moti vate Top Performers With Luggage & Travel Goods When it comes to trends in travel goods these days, the name of the game is convenience. Whether it’s easing passage through the airport with luggage scales that keep you in-the-know before you get charged for an overweight bag and spinner wheels and lighter weights that make it easier to maneuver, or simplifying every other aspect of travel with built-in chargers so you don’t have to fight for an outlet and hardsided cases that protect your gear, the latest features and functions are all about easing the headaches of travel. George Cassius, president of Earth Gear Corp., in Brooklyn, N.Y., which offers a variety of luggage and travel-related accessories to the incentive market, said that the segment is growing, citing a study from
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the Travel Goods Association that shows luggage sales up 94.2 percent in the United States from 2003 to 2015, and adds that “convenience” is what drives most of the developments in the industry. He called out a number of updates and existing features, from smart luggage that incorporates scales, tracking devices and charging capabilities to lighter weights and easier-moving wheels as examples. When you add the latest luggage and travel gear to your incentive program, you will be bound to please both savvy travelers and those who tend to stay close to home. Luxury brands that allow seasoned travelers to upgrade their style, nested sets that expand a family’s packing options, smart gear that lets your sales force charge on-the-
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go—the myriad options combine to create strong appeal. As such, they are an essential piece of your incentive merchandise mix. “Travel goods and luggage continue to show strong sales within premium incentive programs,” said Kenneth Fishman, director of purchasing for Rymax Marketing Services Inc., in Pine Brook, N.J. “The more you travel, the quicker your luggage is bound to wear out. By offering excellent quality luggage brands like Victorinox, Tumi and Hartmann as redeemable rewards, individuals will look to upgrade their travel goods without overspending at the store.” “Integrated weight indicators that are built right into the bag are a nice touch to make sure the traveler doesn’t incur any surprise overweight charges,” said Chad Glamann, marketing manager for Top Brands Inc. in Oshkosh, Wis. “Nothing beats a well-crafted carry-on that features TSA-friendly tech compartments, an increased capacity and smooth-rolling wheels that can make the difference between a trip to remember or a nightmare you want to forget.” Fishman echoed that sentiment: “Traveling can be a joy or pain,” he said, “and the luggage you use to tote your stuff determines that outcome. While manufacturers are continuously making advancements in materials and design, suitcases haven’t changed as much. But luggage is finally getting smarter, and the options for connected suitcases and other related gadgets is growing. Not only are luggage manufacturers continuously striving to produce lighter choices while maintaining product durability, but they have developed built-in scales, GPS trackers and mobile apps that can make your traveling experience less harrowing.” “Professionals are looking for luggage pieces that are not only functional, but are also stylish and refined,” Glamann said. “Travel goods will always be in demand in any incentive program because everybody in the professional world travels, either for business or leisure or both. Luggage is one of those categories that is always evolving, with lighter and lighter materials being used and innovative new features being added all the time. With all of these new developments comes the demand from award-winners to always want the newest and hottest pieces on the market.”
Cassius also called out smart luggage as a new and exciting trend. Earth Gear offers a 21-inch Travelpro bag that allows you to insert your own battery that can then provide power to charge up your devices. “That way, when you’re traveling, instead of fighting everybody at the airport, you can just plug right in,” he said. “I don’t have to depend on the availability of an outlet because if I take my luggage, I can charge my phone.” But charging isn’t the only “smart” feature, he said. “Everything is built in,” Cassius added. “You don’t have to look for anything. This piece has everything built into it: location tracking, remote lock, digital scale—all of this is built in.” Available through Earth Gear, the Travelpro Crew 11 21-inch Expandable Spinner is wired for travelers on PHOTO COURTESY the go. With an external USB port that allows OF EARTH GEAR you to connect any USB device to the Power Bank that is stored in a dedicated pocket, this carry-on also comes wellequipped with multiple patented features. These include MagnaTrac selfaligning spinner wheels, the contour grip and the PowerScope extension handle. Made of a rugged, fashionably textured ballistic nylon fabric with leather carry handles, Crew is offered in Black and Indigo and is backed by a limited lifetime warranty.
Material Matters Hardsided luggage has been trending up for the past several years, and continues to do so, but soft-sided luggage continues to remain a
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PHOTO COURTESY OF TUMI
Get Smart
popular choice. “The most popular luggage choices are between soft-side ballistic nylon and hardside polycarbonate luggage, which offer different levels of protection and weight,” Fishman said. “One of the biggest trends this year is sophisticated and modernlooking hardsided luggage that has split book openings, which provide multiple packing compartments on the inside,” Glamann said. “Hardside is trending,” Cassius agreed. “Lightweight polycarbonate is what you want. Some cases are made of 100 percent polycarbonate and some are a mixture of that and other materials. We do a lot of business in this classification PHOTO both with TravelPro and Zero Halliburton.” COURTESY Since 1938, Zero Halliburton has been designing OF EARTH GEAR iconic luggage, stylish attaches and lightweight polycarbonate travel cases for professionals and serious travelers. Shown here is the newly launched ZRO 22-inch Carry-On 4-Wheel Spinner Travel Case, available through Earth Gear. Each ZRO case is made in the USA, using imported materials, and provides plenty of packing space with an uber-organized and flexible interior. The ZRO Collection is available in four sizes, and comes in gold, gunmetal (shown) or silver. PHOTO COURTESY OF PREMIUM BAG Available through Premium Bag, you can travel in style with the versatile Bob Mackie Four wheeler hard side spinner luggage set. Constructed of sturdy PAP material, a mix of polycarbonate and ABS, this set includes 25-inch and 20-inch wheeling upright Pullmans, each fully lined and featuring retractable handle system and four wheels for easy maneuvering. Each piece has push-button trolley system, durable and smooth four wheels, top and side handles, TSA lock and full lining with zipper compartment and pocket inside. Of course, weight continues to matter, with airlines charging flyers who go over the limit. And with many folks choosing to carry-on, lighter weights make it easier to get bags through the airport and into the overhead compartment. The V3 collection, Tumi’s lightest-ever hardside luggage offering, will raise the bar for design and technology excellence and set a new standard for the future of travel. A clear-cut expression and display of Tumi’s design leadership, V3 showcases a balance between performance, structure, strength and aerodynamics. Designed for travelers who value Tumi for its time-tested endurance, these bags are constructed from a multi-layer polycarbonate shell, engineered to offer unparalleled strength and impact resistance at a very light weight. The flexibility of the material allows for maximum resistance to cold impact cracking and corner crushing, while the contoured exterior ensures resiliency and reduces signs of wear. Raised, molded rubber bumpers placed on either side of the case add additional protection to the exterior, making these wheelaways the consummate travel companion for any adventure. Colorwise, Cassius and Fishman agree that black continues to take the lead. “Colors are still trending upward, but will not overtake the basic colors any time soon,” Fishman said. “Black is still king of the runway,” Glamann agreed, “but vivid colors like teal and fuchsia are really starting to show up a lot more. Texture is playing a really strong role in the overall aesthetic of hardsided pieces, with diamond-shaped grain textures that resist scratching becoming very prevalent. A lot of soft-sided luggage collections are incorporating European sophistication by using faux leather accents and luxurious textures on the inside.”
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Wheels also still continue to make a difference in ease of travel, with four spinner wheels being more maneuverable than a twowheeled case. Some cases, Cassius said, have up to eight wheels, and there are even wheels, he said, that are designed to roll more quietly. “Some people don’t like the noise of the wheels,” he said. Available through Incentive Concepts, the Briggs & Riley BU221SPW-44-BRX Explore Wide-Body Spinner (shown here in Blue) makes navigating those narrow airplane aisles and sharp city turns easier. A lightweight carry-on with four double swivel wheels for effortless 360-degree navigation and in a short-and-wide configuration favored by international travels, the case is backed, like all Briggs & Riley luggage and business case collections, with a “Simple as that” warranty, which even covers damage caused by an airline.
All Together Now Sets continue to be a popular addition in incentive programs. In some cases, sets can be broken up to create a continuity program, or you can simply offer a set so a program participant can meet all their packing needs in one go. Embracing French sophistication with smart organization options, the Delsey Montmartre 3 Piece Set, available through Top Brands, features faux leather accents and a deluxe soft-touch interior. The set includes a carry-on, and 25-inch and 29-inch luggage. The side easyaccess compartment is accessible from both inside and outside the case and is perfect for shoes, a sweater or return-home laundry. A laptop sleeve in the carry-on helps you stay connected while you travel, while the bi-fold suiter in the 25-inch and 29-inch luggage helps keep your clothing wrinkle-free.
Duffels, Backpacks & Briefcases, Oh My!
Accessorize! Travel accessories can offer lower-point options to round out your merchandise offerings in your incentive program. These, also, aim to make travel more comfortable and convenient. Cassius named a range of accessories that fit the mix, from a new agenda book with a built-in charger, to pillows and blankets, scales, trackers and more. He also cited a useful tool called OPI Translate, sure to come in handy for international travelers who don’t speak all 60 languages covered by the app. “Luggage scales, umbrellas, purses and wallets are important, useful and innovative accessories that can be added into an incentive program,” Fishman said. “You want to make the frequent traveler happy by rounding out your assortment with Bluetooth headsets and earbuds like the SkullCandy Smokin’ Buds and the KEF M500 Hi-Fi Headphones. Frequent travelers are the core of many airlines’ business. Knowing what they want and what keeps them happy will have them coming back for more. You want to provide your traveler with first-class rewards in any seat and products that don’t weigh them down when on the move.” “Comfort is very important while traveling, especially during longer flights, so any product that can add a little bit of relaxation is a nice addition,” Glamann said. “Vera Bradley makes a fleece travel blanket that also doubles as a pillow and even includes a trolley sleeve for easy transport through the airport.”
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Of course, suitcases and carry-ons aren’t the only way to tote your gear from place to place. Duffels and backpacks—and even packing trunks—can be useful options. In fact, backpack sales, according to information from the Travel Goods Association, are up 224.9 percent from 2003 to 2015. The Piel Leather Large Buckle-Flap Backpack is handmade in Colombia, South America, with full-grain Colombian cowhide. This genuine leather buckle flapover backpack features an easy thumb release opening to a large drawstring compartment. The main compartment includes an interior zippered pocket and a small zippocket on the flap. Additional features PHOTO COURTESY OF PIEL LEATHER include two front gusseted pockets with hidden buckle thumb clasp, side phone pocket, PHOTO COURTESY OF top handle for easy carrying and adjustable INNOVATIVE padded straps. Sold blank with debossCONCEPTS ing and embroidery imprint options available, this customizable backpack is perfect for your next event. It is available in Saddle Brown, Black or Chocolate Brown. The Briggs & Riley Z150-5Kinzie Street Simple Duffle,
PHOTO COURTESY OF TOP BRANDS
With refined lines, vivid color options and an elegant finish, the Comete collection from Delsey, available through Top Brands, creates a striking look. The Delsey Comete 3 Piece Set features a carryon, as well as 24-inch and 28-inch Spinner luggage. The set is made from durable and lightweight ABS material and features a diamond-shaped grained texture for scratch resistance. The fully lined interior offers two full packing compartments and four spinner wheels provide multidirectional mobility. He added, “As for the most popular option, soft-side luggage wins, being that it is more flexible and expandable than hardside. If you’re traveling and you know you will be bringing back more than what you left with, an expandable case will be your best option rather than buying a second suitcase.” A natural evolution of Tumi’s PHOTO COURTESY iconic Alpha Legacy collecOF TUMI tion, Alpha 2 represents the next generation of intelligent travel. Crafted from Tumi’s patented FXT ballistic nylon, a symbol of durability and quality, Alpha 2 styles boast more than 30 upgrades and 14 patents for a lighter and more spacious design. PHOTO COURTESY OF TOP BRANDS
On the Move
PHOTO COURTESY OF INNOVATIVE CONCEPTS
Travel goods and luggage continue to show strong sales within premium incentive programs.
PHOTO COURTESY OF D&H
available through Incentive Concepts, is the ultimate overnighter. This versatile Simple Duffle is the extended-layover meets casual-weekend-stay. A cavernous main compartment encourages you to pack absolutely everything, plus a little something extra. Briggs & Riley backs its high-quality luggage and business case collections with a “Simple as that” warranty, the most comprehensive lifetime guarantee in the industry, which even covers damage caused by an airline. In addition, briefcases are still a necessity for many travelers. This option, also, has been upgraded with new features. “Most luggage manufacturers offer laptop cases, which meet the TSA checkpoint requirements,” Fishman said. “These cases, like the Tumi Alpha 2 T-Pass laptop brief, allow you to go through security without removing your laptop from the case. The design innovation, engineering, functionality and performance of the Tumi Alpha 2 TPass elevates your travel and business experience to the next level.” Available through D&H, Mobile Edge Sumo The Tech Briefcase is a slim and stylish brief-style case constructed of vegan leather. It provides padded protection for a laptop or tablet. It also offers extra storage space for books, files, work papers, magazines and other items. The padded fur-lined pocket protects an iPad or other tablet from bumps and scratches.
Luggage sets continue to be a popular addition in incentive programs.
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“Today, people are looking at functionality and style,” Fishman said. “Incentive programs need to offer both the individual luggage, as well as sets.” He added, “Travelers are out in the market for quality, durable suitcases that are well-designed and easy to commute with. The frame, fabric and waterproofing are important in the construction of a suitcase that travelers crave. Some brands have a reputation for standing PIP behind the quality of their bags…”
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Healthy Moti How Wellness Initiatives Can Lead to Financial Fitness It’s not surprising that the number of wellness
By Rick Dandes
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incentive programs in America is increasing in businesses of all sizes, given the widespread recognition by executives that driving down the skyrocketing costs of healthcare is critical to their organizations’ financial fitness. There is no longer any question of how or if wellness affects the workplace: Chronic diseases such as depression and hypertension, according to the Centers for Disease Control and Prevention, can lead to a decline in the overall health of employees in a workplace, contribute to an increase in health-related expenses for employers and employees, and lead to lower productivity and more days of work missed. As a result, many businesses have realized the benefits of health promotion, and to curb the costs of rising health care, offer workplace health programs to their employees. “Unfortunately,” noted Mike Ryan, senior vice president of client strategy, Madison Performance Group, New York City, “while these programs have been constructed to contain runaway health-care premiums, and also to foster a more productive workforce by attending to not only the employee’s physical wellbeing, but also their emotional well-being, the result of it all has been that many programs have failed to deliver results on both of those fronts.” The primary issue is participation and awareness, Ryan suggested. There are some wellness programs that have generated millions in returns, he said, but success really is rare. “Employees just don’t have a higher sense of awareness about where these programs are, in terms of finding them, what they are offering, and what they are all about.” Some progressive companies, Ryan
vations explained, have consolidated all of their recognition programs— including wellness—onto a single portal. An employee with access to that portal will find it is personalized, and shows all the programs they are eligible for. The companies that have put those types of programs into that kind of environment have ratcheted up participation rates and are on the pathway for those programs to be more successful. Organizations are also not using positive reinforcement to engage employees in wellness initiatives, he continued. “Many wellness programs still rely on dis-incentives such as charging people a higher premium for smoking, or not having a Body Mass Index (BMI) that is at or above certain acceptable levels. We know from our basic studies of human nature that negative tactics never work, and the punishments and penalties some of those programs introduce cause confusion. They erode trust, they create resentment, and they are really bad for the employer-employee relationship.” What’s good for those relationships, suggested Cord Himelstein, vice president of marketing and communications, Michael C. Fina Recognition, Long Island City, N.Y., are initiatives “related not only to physical health, but other arenas in employees’ lives such as financial planning and mental health counseling.” As a trend, he said, these initiatives are proving most effective. “The other positive trend in the last few years is a general increase in employer compassion and sincerity,” he said. “Today, young people are spoiled for choice and don’t stay at jobs very long. Many organizations woke up to the fact that they needed to make a greater effort to engage and retain every employee, not just the high performers.” Workplace cultures are becoming more social, more transparent, and initiatives that get employees together under a common goal are more prized, Himelstein said. “These programs can improve engage-
There is no longer any question of how or if wellness affects the workplace.
ment, but not directly. Good health and wellness improves pretty much every aspect of a person’s life. The idea is to encourage employees to make positive health choices and have a positive outlook. That improves their overall productivity by consequence. So in that regard, they are still quite effective engagement tools.” Another wellness incentive trend Himelstein mentioned is the establishment of Health Savings Accounts (HSAs). Due to those rising healthcare deductibles, many employers are offering HSAs as a way to help defray out-of-pocket costs, he said. What Incentives Work Best? The use of incentives varies depending on the organization, but cash is more common than the use of tangible merchandise and gift cards, which tend to be used more as promotional elements of the campaign, explained Ira Ozer, founder and president, Engagement Partners, Chappaqua, N.Y. “For example,” he said, “a wellness program launch often includes giving employees shirts or other apparel, water bottles and related fitness items and sometimes gift cards for health and wellness-related merchants for taking basic engagement actions, such as enrolling in the program and attending educational or fitness sessions. But the bigger incentives are given as health insurance premium reductions or actual cash either in the paychecks or on stored-value cards.” Everybody knows there are different types of incentives, said Mark Hall, agreeing with Ozer. Hall, CEO of G8Way, an end-to-end payment solution provider for health care, based in Princeton, N.J., said, “A few years ago there was a trend toward using contributions in benefits design to house savings accounts as an incentive. Basically, giving the employee money that they can then use just to pay for health services as an incentive. In the broader health population, I don’t
effective in driving engagement.” Meanwhile, Ryan, of Madison Performance, has data showing “the participation rates we’ve seen in wellness increases anywhere from 26 all the way up to 90 percent when non-cash incentives are offered. Conversely, when a program uses just cash, generally, the results disappoint. And by cash, that can be a premium rebate or some other type of financial inducement. Human beings just don’t calculate that as being a benefit. So they tend to underperform. That’s a big part of whether people are going to be motivated by them or not.” Here to Stay
believe that is an optimal incentive. Certainly, the use of a gift or aspiring to getting a gadget or a bike can be effective, but at the end of the day, we believe the best incentive is either cash or a representation of money, such as a gift card.” Points are nice, Hall said, “They get us excited. They can keep us engaged. But it is incremental cash incentives administered in a lot of ways that is most effective, in my view. And so at the end of the day we suggest a prepaid card solution administered in an incremental manner. It is not good enough to say, ‘OK, if you do all these things in six months, or at the end of the year, we are going to give you this.’ Incremental incentives, even smaller dollar values, at $25 to $50 can really be motivating.” Hall suggested varying the dollar amount based on what behavior you are trying to drive. If you are giving an incentive for someone to just sign up for a program, maybe that is a $25 incentive. But if you want someone to get diabetic screenings, which could reduce your overall cost of care, you need to increase that incrementally so that a greater component of people are complying and participating in that activity. “As we look at the landscape, particularly in terms of incentive design, where your contribution to your health plan is based on participation and wellness,” he said, “we believe motivational rewards that are incremental in value, rewards that feel like cash and can be used in that manner, and are tied to the brand of the sponsoring organization, is most
The best practices, Ozer said, “are to make sure wellness programs are focused on engaging people in a positive way—to be perceived as helping them achieve their goals as opposed to being judgmental and punitive—and provide incentives and rewards for achieving small steps, such as enrolling and participating in day-today activities, which are ‘leading indicators’ of success, versus just outcomes such as weight loss, which are lagging indicators. Wellness programs also need to be designed as long-term initiatives that become institutionalized and constantly reinforced to change behaviors, not just short-term promotions.” Wellness programs are still a hot topic and will continue to be in the future, Ozer said. “But they remain elusive in their ability to prove engagement and ROI. Health and wellness experts and corporate practitioners are continuously working on linking participation in wellness programs with overall engagement, but few formal studies have been done. Continuing measurement and research studies will prove the effectiveness, benefits and ROI of wellness programs and when this is conclusive, they will really take off.” It is important that a company sponsoring wellness programs finds a partner who really understands it, Ryan added. “Rewards are a critical component of a successful wellness program, but there are other pillars such as biometric assessments, there is communication, and education. All are equally important and if you can deliver all of those things in a cohesive manner, then your program is going to be successful. Otherwise, what you are doing is just throwing a reward at wellness. You are calling it wellness and talking about specific behaviors, but you are not taking that holistic
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approach that I think is so important to making sure that it works.” “As we move forward, incentives will be at the core of everything done in health care,” Hall said. “And it will be people in all situations, those that are pre-diabetic, or those with weight control issues, and specific ailments.” If you can somehow manage the risk around those patients, and engage them in incentive program protocols, you should be able to reduce cost of care. Incentives is one of the leading ways to do that, and the health care system is starting to recognize it.” But wellness incentive data analysis has a ways to go. “I do think the future is that they are administered and managed in a consolidated environment where they become a bigger part of the employee-employer relationship. And I see analytics being attached to them,” Ryan said. When you consider any type of incentive program, make sure you can look at the impact on a very diagnostic level, to understand where the opportunities for improvement might be; to monitor some of the basic measures you are going to get about whether or not people are participating, people are understanding, or dropping out of the program. Is there some type of correlation between the drop-off and their location, and is that consistent with all employees in that location? “The ability to pinpoint activity, to understand its root causes and take it down to a very granular level and to do all that through analytics is really something that the wellness initiatives are going to catch up to,” Ryan predicted. “Right now they are not there because a lot of organizations aren’t taking that kind of approach. They are in the infancy stages, when it comes to managing wellness, and I think if they were to take the same type of deliberate, strategic process bolstered by analytical insights, I think they’d be much more effective.” Hall agreed with Ryan. “We are moving into the world of big data,” he said. “And if you are not starting now getting at that type of data, you need to start thinking about it. Begin by finding ways to capture and understand trends and then leverage it into your program. We need to be smarter not only about how we are administrating it, incrementally, but also track the disbursement of how PIP those funds are used to improve health.”
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Case in Point: Weight & Win IncentaHealth, a Denver-based wellness incentive company that focuses on weight loss, obesity and related disorders such as diabetes, provides a complete system including training and weight measurement via a patented scale that shows participants their visual progress throughout the program. In conjunction with G8Way Payment Solutions, participants are provided with debit cards that can only be spent at wellness-related merchants. “Having started wellness incentives 13 years ago,” said Jack Rule, CEO and founder, incentaHealth, “we feel a lot of incentives have been misplaced, meaning they are paying incentives for participation. We pay our incentives just for measurable results, a big difference.” If you pay for people to participate, unless it is an unusual feature that you are trying to promote, Rule said, “a lot of money is being wasted because people sign up, take the gift or the money and then pay no attention to what they were doing. So, over time, we have moved toward more performance-based incentives.” Rule does not believe incentives cause people to lose weight. The incentives, he said, do two things: They drive enrollment, and they motivate participants to come back to the program’s kiosk, which is how they are measured. “We have a patent on a kiosk and the patent relates to the fact that we can take a full length picture of the individual at the time they are weighing in,” Rule explained. “From an audit standpoint, we know we have the right person on the scale, we know they have both feet on the scale so they can’t game the system. But the value to the participant is huge because they get to see each one of their weigh-ins in chronological order. They can see their appearance improve as they lose weight.” All the time the data is captured, so incentaHealth knows whether people are performing in the program. Absolutely there is a return on investment, Rule said. “If you can get people to lose meaningful amounts of weight, you reduce their direct health care costs, you reduce their absenteeism, you reduce their prescription drug costs and you increase their productivity. Those four areas will cause you to have a positive ROI.”
By Rick Dandes
Game On! How Gamification Techniques Can Strengthen Incentive Programs Making work, or typically mundane tasks, more interesting and even fun by using the principles and tactics of game theory and mechanics has proven over the past few years to be one of the more effective strategies used by incentive program designers to drive and improve employee engagement. Not that the idea of “gamifying” an incentive and reward program is anything new, said Ira Ozer, president and CEO of Engagement Partners, Chappaqua, N.Y. “Game mechanics and dynamics have been used in the incentive industry for more than 100 years. They just weren’t defined that way. More recently, many brands today give premium items away free when a purchase is made, often for a limited period of time; others provide them for continuity of purchases, such as gas stations giving away dishes with the ability to collect the
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whole set over time. Most companies run sales and employee incentive programs that use points, badges, leaderboards, recognition and rewards and have done so from the earliest days of the industry.” But just because you’ve set up a leaderboard doesn’t mean your incentive program can generate the same results as it might if that program adhered to the best principles inherent in a well-thoughtout, scientifically designed gamification model. “If you don’t do it right,” warned Rodger Stotz, chief research officer of the Incentive Research Foundation, “it will fail.” An understanding of basic game mechanics and dynamics helps, Ozer said. Game mechanics relate to elements including giving people “points” for participating in various activities, using “leaderboards” as a form of social recognition and competition to rank peo-
ple against one another, “badges” to recognize accomplishments, and “awards” as a way to reward participants for their efforts. Awards can be intangible, such as the joy and sense of accomplishment people feel by playing the game, as well as tangible awards, which includes merchandise, gift cards and other items for value. Game dynamics relate to the process by which the sponsoring organization wants participants to play the game—in other words, the specific path they want them to follow, such as: A) enroll in the program, B) watch a short video, and C) take a quiz. The dynamics of the game often change over time and often with the input and progress of the participants. Gamification, in summary, applies the “coolest” elements of games that make them engaging to drive interaction, competition and other gaming behaviors in a non-game context, Stotz said. “Those nongame contexts can be anything from work, learning, health and fitness, civic engagement and meetings, to incentive program participation and more.” The true elegance of the idea, in conjunction with several poster children of gamification success (such as FourSquare) have popularized this concept. Startups from every industry are building gamified apps, and consultancies—big and small—are helping companies implement gamification strategies.
Successful Strategies Gamification is great at getting people to care, said Greg Greunke, vice president, partners and customer success, Think Smart One, San Francisco. “Competition, the element of surprise, all those elements can make an incentive program more interesting.” The ability of participants to invite others to join in the game and play with them is a huge contributor to engagement. Continual promotions and rule changes are also important ways to keep the program fresh and exciting for participants. But the program is even more successful when participants are already passionate about the topic being gamified, added Stephen Baer, managing partner, The Game Agency, Los Angeles. “For exam-
The ability of participants to invite others to join in the game and play with them is a huge contributor to engagement.
ple, last year, in support of the launch of Rock Band 4, we worked with videogame publisher Harmonix to roll out a gamified brand ambassador program called the Rock Band Road Crew. This program encouraged fans of the game to participate in gigs, earn points and redeem rewards. Gigs included spreading the word about the games (tweeting, instagramming), taking polls and quizzes, and hosting game parties.” Participation was off the charts for the eight weeks that the campaign ran, Baer said. “Why? Because the program simply formalized things that people were already doing and incentivizing them to do it even more.” Technology, in general, has made gamification more applicable to senior executives who want to see hard data and results, Greunke suggested. Although gamification is mostly about psychology, not technology, behavior tracking is where technology can really help. “If one of the key benefits of gamification is to provide an environment where you can measure behavior, that’s where software is really effective,” Greunke said. “You assign something with points, you give it a value for certain behavior. Then, when you add that to social media it creates competition and bragging rights. “Here’s the trouble with just having a leaderboard posted on a wall, though,” he added. “It’s only those people in the office that can play
it. But when you gamify something on a website, and you make it layered into a platform they are using, like a salesforce, then it becomes much more interesting for the participant and for the person who is running the game.”
For Example… The most engaging tool in a gamification campaign is a game itself. If properly designed, games are completely immersive and as a result require a significant amount of attention. Points, badges, leaderboard status and prizes alone simply don’t move the needle. Effective design does, Baer said. One of the most successful large-scale gamification programs now is from Starbucks, Ozer said. Starbucks revamped its loyalty program in May. Here’s how it works: Participants are given “Starpoints” for a variety of activities, for purchases with different point values depending on type of product, time of day and other factors and also for using their auto-reload payment feature, mobile app and other actions. Participants also earn the Gold level, with a variety of benefits, for their ongoing loyalty. Over the past few years, The Game Agency has worked with one of the world’s leading pharmaceutical companies to train their sales force across a number of products. Specifically, the company was engaged to support sales meetings ranging from 250 to 4,000 people. These meetings run a few days and include a myriad of details about their drugs, overcoming buyer objections and selling techniques for sales reps. All events are structured like this: The trainers give 45 minutes of presentation on huge monitors and sales reps are told that after each session, they will be required to play a game on that session’s topic. This keeps everyone actively listening. During the session break, teams of sales reps huddle around a touch-screen monitor at their table and play a 3- to 5-minute game or activity. The games and activities were seamlessly integrated into the presentation through an event management tool called Motivate Live. By playing a contextually relevant game, the sales reps were actively participating in their learning; and, in immediately using the information to play the game, the data was being driven into the long-term memory areas of their brains to help them better retain and access this information in the future. In addition to improved learning, the games also produced a treasure trove of data for the trainer. For example, by analyzing the incorrect answers and the length of time required to answer each question, the trainers could determine which material was not well understood and quickly follow up with additional information on the topic. If improved learning and retention and data analytics weren’t enough, there was no doubt that the combination of games, points, badges and prizes made learning more fun.
What Can Go Wrong? Your gamification program should not come across as manipulation, but rather as an authentic way to help participants achieve objectives or experience a brand’s products or services. It has to be a win/win program. Unfortunately, a lot of companies are attracted to the buzzword, gamification, “and apply it like lipstick on a pig,” Baer said. Just seeing a leaderboard and believing that is gamification is backwards thinking, Stotz said, agreeing with Baer. Don’t gamify your program without really understanding the nuances of how to design it. “One of the critical aspects that you need to be concerned with is defining exactly the behavior and the activity that you want,” Stotz
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said. “Many times I hear people say, ‘Well, it is simple. I want more sales.’ If you just want that, establish an incentive program with appropriate rewards. But when you are looking at gamification, you are really trying to engage people in some behavior that is going to move in the direction of supporting sales. Some people who have not been involved in gamification do not take the extra effort to look at the specific behaviors that they need and then how to focus and engage people in that, through the use of these game mechanics.” Stotz urges program designers to understand what might be the unintended consequences of a poorly designed game. “As with anything else,” he said, “we can get tunnel vision in looking just at what we are trying to do. And there are examples of organizations that have tried to do something and found out that it causes unintended consequences. You have to realize that with any game, people can be gaming the system. So what you try to do is design it, think about unintended consequences and try to minimize the opportunity for people to game the system.” Stotz described a system that rewards people for doing something, a specific task, but there was an individual who realized he could sit at a computer and repeat the same action and earn points, which was not the goal of the game. The goal was to do something in concert with the overall objective of sales or engagement. Building stop points in the game can help mitigate these kinds of obsessive behaviors. An example would be to limit a specific behavior by setting a daily maximum number of points for that activity, he said. When you gamify a program, you need to incorporate the whole science and art of gamification and look at how you engage people through a series of activities that builds over time. The focus should be on the desired behavior for a longer duration.
The Creative Process Don’t think of gamification as that final coat of paint on your incentive program. Gamification is really a process, and it has to be creative. Try something out and see how people respond. Use feedback to make it more interesting, because if it is not interesting, it is not a game. With gamification, you have to create excitement. The game can’t be predictable, in terms of who is going to be the winner, or in terms of what is going to happen. “But it also has to be fair,” Greunke emphasized. “It has to be surprising. If it is boring, it is not fun. The same person can’t win all the time. Or you can’t cheat in order to make that person win, otherwise it is no fun. And, most importantly, it has to be repeatable. Think of a game, a baseball or football game. The World Series happens every year; all the games that lead up to it happen every year, so you reset every year. It is interesting because there are different winners. You can’t predict who is going to be the champion. That is what makes gamification fun.” A successful gamification strategy requires a clear understanding of your business objectives and the motivations of your audience. If your audience isn’t intrinsically motivated by the topic you want to gamify, Baer noted, then you are better off trying something else. “Take my employees as an example,” he said. “They are all gamers and all competitive by nature. Some of them don’t want to fill in their time-sheets, no matter how many points, badges or prizes I offer them. Solving this business problem requires more than a cookie-cutter gamification solution. On the flip side, these same employees are fitness enthusiasts and actively use Fitbit, a gamified fitness device, because it enhances something they already love to do. They can’t get enough of the competition, socialization, regular feedback and PIP rewards.”
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PRINT & SHARE Introducing Fujifilm’s latest Instax SP-2 Share Printer. Building on the strength of the previous SP-1 printer, this new model continues to produce 2x3-inch prints from any iOS or Android smartphone. Simply load the app onto your phone, and you are now able to wirelessly send images to your phone for prints in seconds. Improved features include 800x600 pixel resolution for better image quality, faster 10-second print time and custom brightness and contrast filters. Includes 20-exposure pack of film and photo album. FujiFilm: 800-869-8600 EXT. 535809 www.fujifilmincentives.com
GORGEOUS CURVES From the new CURV Collection, the world’s first curved chronograph movement features high-performance quartz technology with 262 kHz vibrational frequency for precise accuracy. Five-hand chronograph in titanium and stainless steel case with black bezel, dark gray exhibition dial with rose gold-tone accents, exhibition screw-back case, curved sapphire glass, black rubber three-piece buckle closure and water resistance to 30 meters.
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ALL IN GOOD TIME The Men’s Movado TC chronograph features an ultra-thin 44-millimeter two-toned solid and yellow gold PVD-finished stainless steel case, round silver soleil dial with three silver-toned timing subdials, yellow gold-toned signature dot, skeleton hands and applied stick markers, printed black subdial numerals and minute track, and date display, two-toned solid and yellow gold PVD-finished stainless steel link bracelet with deployment clasp, sapphire crystal, Swiss quartz chronograph movement, and water resistance to 30 meters.
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SO PRECISE SIMPLY ELEGANT Introduced in 2016, the Waterford Elegance Collection is uniquely contemporary in design with clear, delicate bowls, crisp rims, pulled stems and a flawlessly modern profile for and appreciation of fine wine and quality spirits that only comes with crystal. Items in the collection range from $35 to $195 suggested retail and consist of a single wine tasting glass, pairs of stemware, barware, pitchers, decanters, carafes and ice bucket. The collection was further enhanced with the dramatic Tempo decanter (shown). WWrD: 800-933-3370
The bold Seiko Coutura Radio Sync Solar Chronograph is designed with a two-tone stainless steel case and bracelet and a cabochon crown. The bold black dial features lumibrite hands and markers, a date calendar and three subdials with gold highlights. The gray bezel includes a world time function featuring 25 time zones. Radio-controlled, Radio Sync Solar Chronograph automatically receives radio signals to precisely adjust the time and calendar signal reception and result indicator. The chronograph measures up to 60 minutes in 1/5-second increments with a split time measurement function and a date calendar. Powered by any light energy, its Solar Cell is energy efficient with a six-month power reserve once fully charged.
$899 sEiko: 800-545-2783 www.seikousa.com
STAY CONNECTED The Kaito Voyager XL Digital Media Center, Emergency Tool & Power Station is the ultimate, portable communications and emergency tool. With multiple power sources, the Kaito Voyager XL keeps you connected to your world during emergencies, in the great outdoors, at home, in the office or on the road. Power sources include hand-crank motor, rechargeable battery (included), built-in rotating solar panel, USB or AC (optional adapter). It packs digital AM/FM, 24/7 NOAA National Weather Service with ‘Weather Alert.’ MP3 music player, micro SD card slot, built-in Bluetooth, digital radio recorder, digital voice recorder, 3-LED flashlight, 5LED reading lamp, clock/alarm, backlit LCD display and a portable USB recharging station for phones and other devices. kaiTo usa: 732-925-6937
[email protected]
PREMIUM INCENTIVE PRODUCTS NOVEMBER/DECEMBER 2016
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Last-Minute Gift Ideas A CLASSIC TOUCH The Movado Men’s Museum Classic watch features a 40-millimeter stainless steel case, blue Museum dial with tone-on-tone outer ring and silver-toned dot and hands, stainless steel link bracelet with deployment clasp, sapphire crystal, Swiss quartz movement, and water resistance to 30 meters.
$795 movado: 201-981-0348 www.movadoincentives.com
FRAGRANT GIFT Packaged and ready to gift with beautiful décor, the Yankee Candle Holiday Memories Gift Set includes one Emperor Penguin Votive Holder and two Samplers Votive Candles of each of these popular holiday fragrances: Balsam & Cedar; Sparkling Cinnamon; Christmas Cookie, Red Apple Wreath; North Pole; and Mistletoe. top bRands: 800-431-2127 www.top-brands.com
MIX IT UP
COMPASS JEWEL This exquisite desktop accessory is a 13inch diameter blue lapis-ocean globe beautifully inlaid with more than 25 different semi-precious gemstones. Available in silver or bright brass plates stand brought to you by Replogle Globes. Since 1930, Replogle Globes has become one of the world’s largest manufacturers of globes. From handcrafted masterpieces to educational globes, Replogle has taken pride in manufacturing the finest globes in the world. RepLogLe gLobes: 855-264-7246
Still the No. 1 item on the home chef’s holiday wish list—the KitchenAid Professional Series Stand Mixer. Its highperformance, professional-level motor powers through the toughest of jobs, and its 14-cup capacity means double and triple batches of cookies are whipped up with ease. Features 10 mixing speeds, electronic speed sensors, 67-planetary mixing action and a wide variety of accessories for more than just baking. Available in 10 stunning colors to match any décor. pmC: 262-203-5440 www.pmcusa.com
www.replogleglobes.com
AUDIO IN, AUDIO OUT Amazon Echo is designed around your voice. It’s hands-free and always on. With seven microphones and beam-forming technology, Echo can hear you from across the room—even while music is playing. Echo is also an expertly tuned speaker that can fill any room with immersive sound. Ask about Decoration! Links UnLimited: 866-465-4657 www.linksunlimited.com
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RAISE A GLASS The Brady Collection is available in sets of four: Goblet, White Wine, Flute, HiBall and DOF. Finishing flourishes to the Brady Collection include a handsome square Spirit Decanter and a too-good-to-miss Decanter and DOF Pair Gift Set. ($200 retail). WWRd: 800-933-3370
UNFORGETTABLE TREAT
WINE TIME
Lobster Gram features Maine Live Lobster, Lobster Tails and other gourmet delights. Do you want to send a Lobster Gram, but are unsure of your client’s or employee’s plans? Send them a gift certificate! Your recipient chooses what items they want and the day they want it delivered. Gift certificates can be mailed or e-mailed, and never expire or depreciate in value. Send a unique, unforgettable Lobster Experience today! LobsteR gRam: 800-366-3864
You love a glass of wine in the evening, and now you don’t need to worry about drinking the entire bottle or limiting yourself to one kind of wine. Whether you’re craving red or white (or both), CORAVIN™ Model One Wine System gives you complete freedom to enjoy wine on your own terms. Utilizing proven Coravin technology and featuring a friendly and functional design, the Coravin Model One Wine System lets you pour wine effortlessly without removing the cork, so you can enjoy the rest of the bottle another day. RymaX: 866-889-4795 www.rymaxinc.com
www.lobstergram.com/corporate-gifts
CLEAN & CONTEMPORARY Introducing DRIVE from Citizen, defined by contemporary styling and clean, modern detailing. Ladies’ style featured here in gold-tone stainless steel case and Milanese mesh bracelet. Using Eco-Drive technology, each DRIVE from Citizen timepiece is powered by light and never needs a battery change. With a 5-year warranty, Citizen delivers a unique combination of style, quality and reliability. Citizen: 800-321-1023 eXt. 8144
SWEET LOGOS When customization is key, check out Sweet Innovations’ molded milk or dark chocolate bars, surrounded by their famous chocolate truffles. Your logo is featured not only on the molded chocolate piece, but also on the four-color process band. With your logo inside and out, you’ll be unforgettable. sWeet innovations: 800-969-3500 www.sweetinnovations.com
www.citizenpremium.com
MAKE SOME NOISE GET COMFY Cabela’s classic Snake River Fleece Jacket is constructed of ultrasoft, machine-washable polyester Polarfleece® fleece that delivers maximum warmth without the bulk. Zipper extends all the way up the stand-up collar to seal in warmth. Interior chin guard with fold-over zipper garage. Zip-up handwarmer pockets. Cord lock at the hem. Embroidered Cabela’s logo. inCentive ConCepts: 888-862-9283 www.incentiveconcepts.com
With Model E-200 “Chopin” Portable Multi-Room Wi-Fi and Bluetooth Speaker, you can control music with a free app on your phone, tablet or computer, and connect directly to your home’s Wi-Fi network wireless or wired. Stream your music library or favorite online services and fill your home with music overtime by adding more speakers. Features include: flexible EQ control with left and right channel; aux-in, Ethernet, Bluetooth and USB; Spotify Connect, Pandora, Google Cast, iHeart Radio, supports Android 4.0 or above and iOS 6.0 or above; and a rechargeable battery with up to four hours with max sound. QFX: 213-458-4480 www.qfxusa.com
FORM & FUNCTION Formed freely by hand without the help of any molds by Riedel master glass blowers, Riedel’s Ayam decanter makes a unique gift in the form of a high-functioning wine tool. True to Riedel’s guiding philosophy of form follows function, this piece maximizes space while still efficiently double decanting when wine is poured into and from the decanter, greatly reducing the time needed to aerate the wine. RiedeL: 800-4-RiedeL (474-3335) www.riedel.com
RENEW YOUR FREE SUBSCRIPTION ONLINE! You can now renew your FREE subscription to Premium Incentive Products online. It’s quick ... it’s easy ... and it will ensure that you continue to receive the magazine for another 12 months.
Go to:
www.PipMag.com/renew
PREMIUM INCENTIVE PRODUCTS NOVEMBER/DECEMBER 2016
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Picture-Perfect Performance: Camera Incentives PACK A PUNCH Introducing Fujifilm’s latest X-A3 consumer digital camera. It’s half the size and weight of most DSLR cameras but packs the same punch. Features 24megapixel APS-C CMOS sensor for superior image resolution. Includes a wide 16mm-50mm lens and offers a 3-inch tilt-able touchscreen LCD panel. Has Wi-Fi capability and comes in a Caramel Brown leather wrapped body with a distinct retro look. Includes camera bag, high-performance 16GB SD card and one-year limited warranty. FujiFilM: 800-869-8600 ext. 535809 www.fujif ilmincentives.com
SNAP & GO This next-generation instant print camera integrates an ink-free printer that produces full-color, 2x3-inch waterproof prints—automatically when an image is captured or at any other time. A 3.5-inch LCD viewfinder and function screen let shutterbugs compose their shots, add filters and borders to their photos, create photo booth-style collages and decorate their photos with digital stickers. With Bluetooth connectivity and the free Polaroid print app, users can edit and further enhance their photos with a number of creative options right from their phone or tablet. The camera takes 13MP photos and 1080p/720p video, accommodates a MicroSD card up to 128 GB and features a timer, built-in selfie mirror, mic and speaker. CA MArketing: 201-563-6724 www.camarketing.com
STYLISH SHOTS The slim and stylish PowerShot ELPH 190 IS camera is ideal for those wishing to capture the beauty of life’s everyday adventures with a camera that fits easily in a pocket or purse. A 10x optical zoom with a 20megapixel CCD sensor and DIGIC 4+ image processor help ensure detailed images with minimal noise. For ease of use, builtin Wi-Fi and NFC make it easy to share unforgettable moments of friends and family. CAnon: 866-50-CAnon (502-2666)
FULL FEATURED The Nikon Coolpix S3700 offers an amazing number of features: highresolution photos and HD videos, plenty of zoom, fun features and even connectivity. Share exceptional images to a compatible smartphone wirelessly in a snap using Nikon snapbridge and NFC technology. Pull the Coolpix S3700 out, zoom in with an 8x optical zoom that goes from wide-angle all the way to telephoto and capture a special moment as a great 20-megapixel photo. Then use your smartphone to quickly share it with friends. You get the memories you love and the “likes.” nikon: 631-547-4343 www.nikonusa.com/rewards
www.usa.canon.com/corporategifts
PORTABLE POWER The Polaroid Bridge Camera holds powerful SLR-style features in an everyday, portable design. Built-in Wi-Fi lets you transmit your photos from wherever you are to anywhere globally so you can share them instantly or upload without any cables. The powerful 50x optical zoom lets you bring distant images up close with ultimate clarity and 18.1 megapixels ensure crisp, colorful shots. A jumbo 3-inch LCD color screen lets you easily frame your shots, review your work and watch your videos. Pop-up flash lets you shoot in low light or at night. HD resolution ensures professional-quality pictures. SD memory card slot lets you expand memory capacity up to 32 GB. ViVitAr SAkAr: 732-925-6937
[email protected]
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NOVEMBER/DECEMBER 2016 PREMIUM INCENTIVE PRODUCTS
TOP QUALITY
GET IN ON THE ACTION
The camera with the quality your photos deserve, the EOS Rebel T6 can be ideal for smartphone or digital pointand-shoot camera users looking to step up their imaging game. It’s equipped with an 18megapixel CMOS image sensor and the DIGIC 4+ image processor for highly detailed, vibrant photos and videos even in low light. Easy to use and simple to share with, the EOS Rebel T6 delivers high image quality that’s sure to catch the audience’s eye. CAnon: 866-50-CAnon (502-2666)
The TomTom Bandit Action Camera is the first ever 4k HD action camera with a built-in media server, letting users edit their videos without having to download first. This unit is waterproof up to 165 feet without an additional case. D&H: 800-340-1007 www.dandh.com
www.usa.canon.com/corporategifts
GO FOR IT! SHARE THE MOMENT The Nikon D3300 makes it fun and easy to capture and share life’s meaningful moments in all the beauty they deserve: stunning 24.2-megapixel photos and 1080p full HD videos with tack-sharp details, vibrant colors and softly blurred backgrounds. The D3300 even features a step-by-step guide mode to help teach people how to create stunning photos. An optional wireless adapter allows for easy sharing to any compatible smartphone or tablet. Included in the two lens kit is the ultra-compact AF-S DX NIKKOR 18-55mm f/3.5-5.6G VR II zoom lens—small, lightweight, easy to use and perfect for just about everyone. Also included is the AF-S NIKKOR 55-200mm f/4-5.6 ED VR II. Its versatile focal length range offers the zoom power needed to get close from afar. nikon: 631-547-4343
Vivitar’s 360-Degree 1080p HD Action Camera gives you unlimited panoramic video and photos. From surfing and skydiving to biking and snowboarding, now you can document your adventures in 360-degree full panorama. Two 12.1-megapixel lenses, one on each side, for allaround 360 capture. Built-in video stitching software integrates two views seamlessly into one. Built-in Wi-Fi streaming for instant peer-topeer sharing of photos and videos, and a 2-inch color LCD and built-in mic reproduces it all with cinema quality. Includes wireless remote control, helmet mount and handlebar mount. ViVitAr SAkAr: 732-925-6937
[email protected]
www.nikonusa.com/rewards
LEGAL NOTICE STATEMENT OF OWNERSHIP, MANAGEMENT AND CIRCULATION (Required by 39 U.S.C. 3685)
INSTANT GRATIFICATION Great for any type of meeting, event or recognition award, the Mini 70 Instax Camera is sure to please. Within seconds this compact camera produces 2x3-inch prints that develop in as little as 90 seconds. Major features include auto focus, auto flash, self-timer, Selfie mode and Macro mode for close-up photography. The camera comes in three different colors and includes a 20-exposure pack of film, lithium batteries, camera strap and one-year limited warranty. FujiFilM: 800-869-8600 ext. 535809 www.fujif ilmincentives.com
1. Publication title: Premium Incentive Products 2. Publication number: 34963. Filing date: September 26, 2016 4. Issue frequency: Bi-Monthly 5. No. issues published annually: 6 6. Annual subscription price: $50 7. Complete mailing address of known office of publication: Hennessy Communications, LLC, 800 E. Northwest Highway, Suite 111, Palatine, IL 60074 8. Complete mailing address of headquarters or general business office of publisher: Hennessy Communications, LLC, 800 E. Northwest Highway, Suite 111, Palatine, IL 60074 9. Full names and complete mailing addresses of publisher, editor and managing editor: Paul Hennessy, Publisher, Hennessy Communications, LLC, 800 E. Northwest Highway, Suite 111, Palatine, IL 60074, Emily Tipping, Editorial Director, Hennessy Communications, LLC, 800 E. Northwest Highway, Suite 111, Palatine, IL 60074, 10. Owner: Hennessy Communications, LLC, 800 E. Northwest Highway, Suite 111, Palatine, IL 60074 11. Known bondholders, mortgages and other security holders owning or holding 1 percent or more of total amount of bonds, mortgages or other securities: None 12. Not applicable 13. Publication title: Premium Incentive Products 14. Issue date of circulation data below: September/October 2016 15. Extent and nature of circulation:
a. Total No. copies (net press run) b. 1. Individual Paid/Requested Mail Subscriptions c. Total Paid and/or Requested Circulation d. Nonrequested Distribution 1. Outside-County as Stated on Form 3541 4. Nonrequested Copies outside the mail e. Total Nonrequested Distribution f. Total Distribution g. Copies not Distributed h. Total (Sum of f & g) i. Percent paid and/or requeste
Average No. Copies Each Issue During Preceding 12 Months
Average No. Copies of Single Issue Published Nearest to Filing Date
41,333
41,250
30,292 30,292
30,414 30,414
10,301 192 10,493 40,785 548 41,333 74.27%
10,164 200 10,364 40,778 472 41,250 74.58%
This statement of ownership will be printed in the Nov./Dec. 2016 issue of this publication. I certify that all information furnished on this form is true and complete. Paul Hennessy, President and Publisher
PREMIUM INCENTIVE PRODUCTS NOVEMBER/DECEMBER 2016
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>> the insider
By Deborah L. Vence
Reaping the Benefits Small Businesses See Success in Merchandise Incentive Programs
S
mall businesses are seeing the benefits of merchandise incentive programs, according to results of a recent study by the Incentive Manufacturers and Representatives Alliance (IMRA), a strategic industry group within the Incentive Marketing Association (IMA). The IMRA Small Business Merchandise Study was produced by IMRA through a grant to the Incentive Research Foundation (IRF), an organization which funds and promotes research to advance the science and enhance the awareness and appropriate application of motivation and incentives in business and industry globally. “This study is important because it highlights the special place merchandise already has in reward and recognition in small businesses,” said Melissa Van Dyke, president of the IRF. Ted Moravec, president of IMRA, said the study is important because it was “an eye-opener in terms of both how extensive the use of merchandise incentives is in this segment and how large the annual spend is for them. “It clearly indicated that potential new sales exist to those who can devise the most effective way of connecting the buyer with the merchandise,” he said. Results from the study revealed that small businesses believe that merchandise incentives, including apparel, food and beverage and electronics, improve morale (82 percent), are an effective motivator (80 percent) and are more memorable than cash rewards (61 percent). The study also took a look at how the small business market used merchandise reward incentive programs for sales people, employees, distributors and customers. Small businesses were defined as companies with between $1 million and $50 million in annual sales, which represented more than $16 billion in merchandise spend. Small business owners generally are unfamiliar with the services and advantages a merchandise representative can provide, such as below MSRP pricing, according to the study. “Incentive merchandise representatives have traditionally focused on resellers such as incentive solution providers and promotional products distributors,” Moravec said. “It is not a surprise that most small business owners would be unaware of merchandise reps as the reps have never really targeted this market. The small business owner is an end user and the market is evolving to where reps increasingly call on end users,” he said. “The other reason this market has not been targeted is the perception that wasn’t worth the effort to do so. This is still a challenge to figure out how to economically reach potential buyers.” Making small businesses aware of the services merchandise representatives can offer really is a function of education, Van Dyke noted.
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“Most often, broad information and education on this topic has been available through industry platforms, such as IMA or SHRM, etc. Oftentimes, small businesses do not have the luxury of being a part of these forums,” she said. Intellective Group was chosen to conduct an online survey of small business merchandise decision-makers in April 2015. The idea behind the study was to better understand the incidence of various types of programs (sales, employee, channel, customer); use of merchandise; the types of merchandise used; sourcing for merchandise; buying behaviors; awareness of other options for sourcing merchandise; merchandise purchase criteria; and size of this market opportunity. Findings from the study include the following: • The vast majority of small businesses reported using merchandise for reward/recognition of employees (89 percent), salespeople (87 percent), distributors (83 percent) and customers (80 percent). • Small businesses provide top merchandise rewards for a variety of objectives, including customer gifts (60 percent), top performers (59 percent) and sales quotas (53 percent). • Small businesses using merchandise to motivate key partners tend to be in good health: 72 percent report growth in the past year. • Nearly half (47 percent) of small businesses using merchandise have budgets of $10,000 or more, and many report their budgets are increasing. • Many different types of merchandise are used, and the top types of merchandise used by small businesses are apparel (76 percent), food and beverage (70 percent), electronics (58 percent), writing instruments (57 percent) and sporting goods (53 percent). • Personalization is key to small business rewards. In-person presentation of merchandise rewards (at company meetings/functions, or on the spot) are most preferred (70 percent). • Most small businesses often source the merchandise they use for rewards online (76 percent) and/or from retailers (61 percent). “The research demonstrates that merchandise incentive programs are an effective business practice for small businesses,” Van Dyke stated in a September press release. “Both IRF and IMRA have a wealth of research, benchmarks and best practices that can help small businesses create new incentive programs or enhance existing programs.” To boot, the study indicated that activities reported by these smaller companies look in many ways like their larger counterparts, with the exceptions that their budgets are smaller; and they use online and retail for merchandise
NOVEMBER/DECEMBER 2016 PREMIUM INCENTIVE PRODUCTS
more than they do representatives of manufacturers. Merchandise reward sourcing, merchandisepurchasing small businesses source items online or from retailers more often than they do via sales representatives. And, results show that they use multiple channels to source their merchandise. Among those who purchase merchandise from sales representative(s), it is equal from those selling promotional products and those focused on brand name merchandise. And, many firms use both types of representatives. In addition, merchandise purchasers who work with sales representatives also are likely to source items online or from retail. The opposite (that those who source online or from retail PIP also work with reps) is less likely.
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CANON U.S.A. INC.
11
CITIZEN WATCH CO.
19
COAST FULFILLMENT
15
D & H DISTRIBUTING
COVER 4
FOOT LOCKER
29
FUJIFILM
25
HAMILTON BEACH BRANDS
14
INCENTIVE CONCEPTS
27
LINKS UNLIMITED LOBSTER GRAM MOVADO GROUP, INC.
10, 30 8 COVER 2-3
NIKON
23
PMC
31
RIEDEL RYMAX MARKETING SERVICES, INC SEIKO WATCH CORP.
7 COVER 3 9
VIVITAR SAKAR
33
WATERFORD WEDGWOOD ROYAL DOULTON
21
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Contact us today for the business gifts that are sure to make an impression.
866.RYMAX.11 • www.rymaxinc.com/pip
Incentive Solutions Delivered. Worldwide.
Copyright © 2016 Rymax Marketing Services, Inc. All rights reserved.
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Sierre 27" Rolling Upright Bag 12435
Leather Carry Case for 17.3" Notebook CLRS117
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Radiant Lux Women's Tote C5750
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