Travel Incentives

Case Study: Lenovo Heroes Experience, Rome

Travel incentive programs are incredibly motivating for many employees, but how do you level the playing field to make participation possible for the whole team? Traditionally, many incentive programs are targeted at sales representatives either internally or within the channel, where a certain quota must be met in order to qualify. Numbers-based performance is often simple to track and produces quantifiable results for companies and participants, understandably making it a popular incentive option. However, it can be discouraging for employees not in sales to feel like their hard work goes unnoticed without a proper way to incentivize and recognize their contributions. Merit-based incentive programs are on the rise as a way to provide meaningful recognition to these audiences, increasing loyalty and job satisfaction while serving as motivation for future participants.

Case Study: DCG President’s Club, Monaco

What makes people feel rewarded? A good place to start is with meaningful, in-person interactions with executives who are fully present and engaged during your incentive program. After that, it’s about thanking participants sincerely, showing them that their efforts do not go unnoticed, and that they have a direct hand in your company’s success. In the case of DCG President’s Club, public recognition of top performers by executives, amidst successful peers, in a beautiful international city, ticked all those boxes and more.

The benefit of face-to-face interaction with company executives is multi-faceted. It demonstrates mutual investment between leadership and program participants in each other’s successes. It creates a personal bond where many people are putting names to faces for the first time. Plus, it’s a chance to sincerely convey appreciation and acknowledgement of top performers’ hard work, increasing loyalty in the future.

Case Study: Global Grand Getaway 2018

Worldwide companies wishing to distinguish themselves must have unique traits that set them apart; an effective travel incentive program is a great place to start. Motivating employees via an incentive program is an essential part of a company’s success, but so is incentivizing dealers and partners. In the highly competitive business-to-business (B2B) environment, it is necessary to stand out from competitors. Channel incentive programs for partners are a prime opportunity to show the people with which you do business that you value the professional relationship. Global’s Grand Getaway 2018 program is an excellent example of how a stellar incentive program can build lasting and lucrative business relationships year after year.


Case Study: DCG President’s Club Maui

Two Harvard Business School professors, Nitin Nohria and Paul Lawrence, developed a framework in 2002 called the “Four Drive Model of Employee Motivation.” They identified four pairs of drivers that motivate employees: acquire and achieve; bond and belong; create and challenge; and define and defend.

The importance of using drivers such as these to incentivize sales staff is well-known, as are the benefits. Proper incentives motivate sales representatives to sell more, sell the precise products the company wants sold, and provides both them and the company with a means of measuring their success (or lack thereof).

Less well-known, however, is the exponential effect that providing all of these drivers to employees can have. It has been found that providing employees with any single one of those pairs yields a 3 percent increase in performance. Providing them with all four pairs, however, yields a 36 percent increase in employee performance. Despite this, most companies provide incentives in only one category – or none of the categories – to their employees.

ESG Incentives helps companies provide all four primary drivers of motivation to their sales representatives, ensuring that they can capture an exponentially greater return on their incentive program investment. To that end, ESG Incentives created a travel incentive trip hosted by Lenovo for their top 3 percent of sales performers. The trip, called DCG President’s Club, took place in Maui, Hawaii, in June 2018.

Case Study: Global Grand Getaway

Many people dream of traveling to an exotic location, but few can afford the time and money necessary to fulfill that dream. Imagine if you could make this dream come true for your top-performing dealers, while reaping long-term benefits for them and for your business.

Many manufacturers rely on their dealers to give their product priority. A manufacturing company’s success depends on highly motivated, driven, loyal and well-versed dealers. After all, the dealers are the first impression the public has of your company. You want that first impression to be as positive as possible to grow sales and ensure your continued success.

When your company arms your dealers with knowledge of your product and establishes their brand loyalty with an effective incentive program, it creates a strong, mutually beneficial partnership. These distributors become the perfect push for customers who are on the fence regarding which product they should choose to purchase.

In order to develop partners like this, you need an incentive program that educates them and makes them want to give your product top billing. You want a program that is so well-executed and enjoyable that participants returning home are eager to engender additional product support from their colleagues, causing them to want to participate in the next event, starting a virtuous cycle.

But how do you even begin to create an incentive trip to an exotic location? Your specialty is manufacturing, not hotel accommodations, flights and special event planning. That is where ESG Incentives comes in.

Case Study: Champions League

Who wouldn’t want to offer an extravagant performance incentive to your channel marketing partners? Just think what a reward that would be for your top-performing distributors!

Unfortunately, your company probably cannot afford to reward all your partner’s champion sales representatives quite so lavishly, but you could afford to give them a memorable experience that will keep the sales coming!

Designing such a program can be challenging. You want to align your channel partners with your brand, increase their engagement with your brand, and instill loyalty among both channel partners and end users.

The Lenovo Champions League met all of these goals while remaining an enticing but affordable program.

Case Study: Heroes Shanghai

Today’s corporations must continually update and upgrade their processes in response to market demands to remain competitive in the global market. Research reveals that the companies that are most successful at making those adaptations are those with the most engaged workforce. That “human capital” represents both the company’s biggest and best asset as well as its most significant operations center, regardless of its location or function. Consequently, companies that affirmatively engage and incentivize their employees to perform better, higher, and faster are more likely to achieve much more than just enterprise goals. Lenovo’s Heroes Shanghai project is an example of how to motivate and reward these exceptionally valuable employees.

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