Tonight, tomorrow, and Saturday some of the highest paid executives in the world will agonize over the potential impact of adding a few key players to their roster. They will sift through tremendous amounts of data. They will rely on the advice of the brightest minds in their industry. They will use their instinct and they will use their gut to assemble what they believe is the future of their organization.

The results of this draft will play out over the coming weeks, months, and pending NFL season. There will be wins, there will be losses, and there will be a balance sheet measuring the health and profitability of each and every one of the 32 NFL teams.

This past Tuesday in Washington, DC  a group of 12 executives and senior sales leaders in a global information technology firm gathered in a draft room of their own. Using prior year sales numbers, forecasts and pipelines, and their intuition and gut they drafted an Ultimate Sales Team.

For the next seven months these leaders will view sales performance in a way they never imagined. They will compete in monthly head-to-head matchups. They will win and lose based on the real world performance of their sales team. They will add players, they will trade players, and they will drop players. There will be a champion.

For these executives and sales leaders this is more than a game. This is about answering questions.

1. How do I grow sales?
2. How do I monitor sales?
3. How do I add excitement to the sales process?

MotivAction answers these questions utilizing existing sales performance data and the elements of game design.

The patent pending Ultimate Sales League is designed to bring visibility, excitement, and focus to sales performance while driving bottom line results.

• Visibility: Centralized performance stats, analytic tools, message boards, and instant updates drive engagement, pique curiosity, and keep you coming back for more.

• Excitement: Salespeople want to shine when they know everyone is watching, and this creates that dynamic every day… afterall, what salesperson doesn’t want to be the star of the President’s fantasy team?

• Results: The payoff is increased revenue, and a more sales-focused culture throughout the organization.

The Ultimate Sales League isn’t just for executives, it is designed for the entire organization. Top performing companies understand that a direct link exists between the engagement of their employees and the financial success of their company. In fact Gallup has estimated that disengaged employees cost the U.S. economy as much as $350 billion every year. How much are disengaged employees costing your company? What can you do about it?

Imagine if your entire organization was behind your sales efforts. Imagine what it would feel like for your employees if they had visibility into the performance of your sales team. Imagine a culture where employees are proactive in their effort to assist sales in closing business. This is the dynamic that the Ultimate Sale League creates.

Ultimate Sales League leverages technology, the refinement of gamification, and the momentum of fantasy sports to create a workplace where employee engagement drives sales performance.

The impact of gamification and fantasy sports in North America is staggering. Bringing gamification into the workplace has been shown to improve sales between 8% and 12% as reported by LiveOps.

• • 32 million people in the U.S. and Canada play fantasy sports
• • Participation has grown over 60% the past four years
• • Fantasy Sports have a $4–$5 Billion annual economic impact
• • Women (25%) are the fastest growing demographic in fantasy sports

Adopting Ultimate Sales League for your business will help you tap into a formula that is simple, social, and fun. You will experience the benefits of gamification: hiring the best talent, creating community, providing visibility, and adding energy to your workforce.

The season begins now. Contact MotivAction to get in the game. bballin@motivaction.com

Is Gamification really a new approach to marketing?

Gamification continues to be the word pouring out of marketers mouths at every turn. But, is it really any different than what behavioral marketers, loyalty strategists and employee engagement gurus have been espousing for years? Well…yes and no, and here’s why.

When it comes to people buying more product, selling more goods, or engaging with an employer’s culture there are a few truisms of human behavior. To influence them you need to create interest, relevance and personal benefit. Social media, gaming, and the like, are able to do this efficiently and very well. It is similar to what marketers have done in the past, but some of it truly is new. To compare/contrast, let’s look at the fundamentals…

Fundamentals of Behavior Change

• Interest…or Intrigue – Think of the last time you clicked on something that 30 seconds earlier was not even close to top-of-mind for you. What was the reason for your action? One way that games create interest is by challenging the user. A good example is SCVNGR, a fast-growing startup that challenges consumers to try out retailers’ services or products and take specific actions. For example, at a local restaurant members may be asked to take a picture, bump phones (check-in) with friends, or make origami out of a burrito wrapper to earn loyalty points. The benefits of this are a fun user experience that simultaneously builds promotional content for the sponsor, and member insight to make the game more relevant for the user.

• Relevance – The convergence of smart phone growth and good marketing algorithms is creating the opportunity for hyper-relevant messaging. So rather than receiving a generic message you’re now asked to take action related to a known interest, at the time you’re open to hearing it, and in a place that makes it very easy to “close the deal”. The payments industry with companies like American Express along with check-in companies like Foursquare and others are making the most of this. For example, a colleague of mine took his child to visit Santa this last Christmas at a neighborhood greenhouse/nursery.  He happened to check in via Foursquare and as he waited for his child an offer appeared on his iPhone for 20% off Christmas trees, only if he paid with his American Express that afternoon. Again, it was a challenge to take advantage of an offer that was very personalized to his need or situation.

• Benefits – Whether you’re trying to engage a customer, partner or employee the concept of participant value is being completely redefined. Who could have predicted five years ago that people would shell out hard-earned cash for a bunch of…well nothing?  Just look at the $1.1 billion of revenue at Zynga, Inc. (ZNGA). This large sum was amassed primarily on the sale of virtual goods like tractors in their Farmville game for Facebook.  Games that work have learned how to tap into the inherent value we place on achievement. Think merit badges, gold stars or professional accreditations and the pride that comes from showing off that accomplishment.

Psychological equity can also be tapped through other soft benefits:

• Gossip – People love to be the first one in the know and have a strong desire to tell others that they knew it first. Program design can capitalize on this natural tendency, and exponentially increase the volume in which people can shout it from the virtual rooftops.  Bringing social components to a program allow participants to talk, share, forward or comment in a stream of dialogue that promotes community. From a gaming standpoint a person can challenge another person in their community to complete an activity. A personal challenge is obviously much more personal and compelling than an anonymous one, just ask Alexander Hamilton.  Think of the potential applications and benefits of personal challenges between participants in a channel incentive, or employee engagement program.

• Achievement – Accomplishments, even in novel ways, have value. Where in the past you may have needed to give somebody a trinket for participating, the actual participation can now be the reward. Consider a promotion MotivAction recently created for a manufacturer. The goal was to educate field salespeople on the differences between four of their product brands which were similar, but had unique attributes that created important distinctions. The Brand Buzz, as it was called, challenged users to learn the unique characteristics of each brand. When they proved their brand prowess though a short quiz they unlocked a barber’s tool in our virtual barbershop. These tools allowed the participant to shave the head of their CEO’s avatar.  In the end, quiz scores determined whether the real CEO, or the VP of Marketing, would get his head shaved on live streaming video for all to watch. The chatter this created in the field, and the value of the game itself, created a very motivational learning environment.

• Connection – We all want to belong to something.  Some of us more than others, but this sense of community has been a driving force since we first gathered around the communal fire pit. Shared experience and connectivity with others online has become a powerful motivator, and can be of significant value itself. Look no further than the success of LinkedIn whose entire model is built around creating connections, and your own personal business community.  Every member wears a “badge” stating how many connections they have, and what other accomplishments they have had.

Is it a new game? Under the surface many of the fundamental motivations are the same.  But the rules, and the mechanics have definitely changed. Technology and game design is making it happen. How are you changing your approaches?  Let me know at mnorquist@motivaction.com.

A) Making the case for loyalty:

• 68% of new sales come from current customers
• The purpose of investing in a loyalty program? (multi-select)
  • - Customer retention — 58%
  • - Profitability/Revenue — 48%
  • - Customer Engagement — 37%
• 47% of surveyed consumers said that loyalty programs modify when and where they shop
• 38% of surveyed consumers said that loyalty programs modify the brands they purchase
• 78% say they have timed purchases, given their card to others, etc., in order to earn more points

B) Particular challenges:

• 28% of companies say their top loyalty challenge is creating differentiation from similar efforts in the marketplace
• 30% of companies running loyalty programs have no results from program analysis
• What reasons are given for not joining loyalty programs? (multi-select)
  • - 90% don’t see meaningful value
  • - 52% find them cumbersome
  • - 46% have privacy concerns
• Only 36% of companies integrate their loyalty data with other customer data

Beyond the stats, here’s what people have to say:

Our economy has moved from agrarian to industrial to service to an experience economy. This economy requires innovation–creating a new level of value that can be replicated across customers–and emotional engagement of its customers (read, Zappos, Warby Parker glasses, or design-your-own Nikes).

In the end, it takes a deep understanding of your customers to create a value proposition that is meaningful to them.

You can’t be everything to everyone, but you can create value for your customers, learn and analyze their preferences, and use that knowledge to better serve them. In the end, loyal customers will reward you through repeat purchases, expanded purchases, referrals, and resisting the pull of the competition.

A recent article in Forbes magazine attributes Amazon’s success to the fact that it “lives and breathes the customer’s point-of-view. It completely engineers its business practices, its systems, and its people to support it.” Amazon’s customer reviews, FAQs, videos, item recommendations, returns process, and phone support are all built to deliver the experience customers want.

In talking about his vision for the customer experience, Jeff Bezos once said, “Our version of a perfect customer experience is one in which our customer doesn’t want to talk to us. Every time a customer contacts us, we see it as a defect. I’ve been saying for many, many years, people should talk to their friends, not their merchants.” Hear, hear!

As we begin 2012 it’s time to recommit to our end-users—whether sales people, distributors, brokers, or dealers—and ask: What are their needs, requirements, and expectations? What and how do they want to buy? What customer experience do they want today and what will they need in the future?

The results? New discoveries, happier end-users/customers, and more time to talk with friends. Happy New Year!

I am married to a cradle Green Bay Packer fan. What that means is we are currently in a happy place, celebrating an incredible season with the most successful team in the NFL.

But I remember the dark days…when we were watching, cheering, and flinching. There was disappointment for every loss.  But something remarkable happened–week after week the fans were back at it, cheering on their Packers.

Are Packers’ fans crazy? No. They are passionate.

No matter what happens, the team presses on and the fans remain supportive. This team and their fans know their success is built on strategy and execution, with a bit of hope sprinkled in. The legacy of Packers football was formed by Vince Lombardi. Coach Lombardi is one of the most recognized sports figures of all time. He took a lackluster program and turned it into a winning one. He expected greatness. He knew hard work and integrity had to be lived out–on and off the field. Lombardi didn’t give one speech at the beginning of the year and send the team on their way; he truly coached the players and was involved with them every step of the way.

Perhaps that is the secret. Each coach following in the footsteps of Lombardi is accountable to the players, the fans, and to themselves. They expect great performance on and off the field. The players know the drill as well. After all, it’s the legacy they are protecting.

They are in it together for a common goal… to achieve something greater than themselves.

“People who work together will win, whether it be against complex football defenses, or the problems of modern society.” Vince Lombardi

The coach was right.

Thanksgiving can have a way of catching us off-guard. Not the meal—the main purpose. (And I’m not talking the Lions game;) Last year, as we were sitting down for dinner, I was actually surprised to hear Dad’s usual question: “What are you all especially grateful for this year?” (Oh yeah, Thanksgiving.)

This year, I have found the perfect piece of music to accompany this question. My brother sent me this link to 5.5 minutes of bliss: http://www.youtube.com/watch?v=JG0qW9NIrmc.

Happy Thanksgiving! Enjoy!!

I’ve been fortunate to have seen two presentations recently on staying healthy on the road – the first one by the California Health and Longevity Institute (at the Site International Conference) and the second by Dr. Pam Peeke (at the Ritz-Carlton Key Account Event). The following may not be new concepts for you – but hopefully at least helpful reminders:

- Stay hydrated! You know that you need at least 64 ounces of water per day – but that increases with airline travel. Caffeine, sugar and alcohol deplete hydration so be careful with these

- Exercise! Get a pair of running/walking shoes – it’s a fun way to get some fresh air and get acquainted with the local area. It goes without saying to use common sense for safety. If your hotel doesn’t have a fitness center, you can still get a work out in your room. Pushups are the quickest and easiest exercise – six muscle groups! The bicycle (on your back) is a much better core work out than standard situps. Plank is another good way to work your core. Consider a low-cost investment in a band (available at any sports equipment store). Light, easy to pack and provides a great workout. The CHLI has a “Fit to Go” guidebook for a band. Also, try to stay active on the plane. Move around every thirty minutes – even if it’s just up and down the aisle. At minimum, take the stairs (when feasible) and park in the back of the lot for more of a walk. Next time you’re tired and reaching for a soda/candy bar, try some squats with a leg lift and tricep pushups instead – you’ll be amazed at how much better you feel.

- Get your required sleep! Try to get on your current time zone as quickly as possible. Remember that caffeine, sugar and alcohol inhibit quality sleep.

-Eat healthy! There are some healthy choices at the airport – but it’s a good practice to bring your own fruit and snacks. I bring a small container of raw almonds and dried cranberries. Healthy, filling and yummy. See Brad’s blog as to what Fairmont is doing for healthy dining choices at their hotels and resorts.

It’s easy to forego a healthy lifestyle when you are on the road – but it’s even easier to stay on track with hydration, exercise, sleep and healthy food/beverage choices.

Vijay Govindarajan and Chris Trimble wrote “The Other Side of Innovation: Solving the Execution Challenge.” They put forward a simple formula to quantify the impact of innovation by claiming that an organization’s capacity for innovation is CREATIVITY [the idea] x EXECUTION.

I put their math to the test:

- If an idea is a 10 and the execution is a 1, the idea has a value of 10 (e.g., the “other guys” at Harvard who had the idea for Facebook).

- If an idea is a 10 and the execution is a 10, the same idea has a value of 100 (e.g., Mark Zuckerberg’s zillion dollar version of Facebook).

It works the other way too …

- If an idea is a 3 but the execution is an 8, the execution gave new life to the idea.

- Conversely, an idea could be an 8 but poor execution kills it or waters it down.

I think you get the point that innovation is multi-dimensional. All ideas have potential … and execution makes or breaks that potential.  In a recent post on emerging recognition practices, I suggested that organizations should place as much emphasis on innovation as they do on employee retention and years of service. If programs are structured around ideas alone, however, the potential of an organization’s innovation may not be fully realized.

In the era of innovation, organizations that value innovation holistically and understand how to systematically factor innovation into their recognition programs will have an edge. How much of an edge? Just ask Mark Zuckerberg.

“Discuss the evolution of the motivational experiences industry and how your professional growth will be shaped by the progression you have witnessed.”

I stumbled into the motivational experiences industry fresh out of college in late 2007.  I have held my position on our Meetings & Events team for almost four years.  In that short time this industry has continuously evolved and changed faster than a program can be planned and operated. Major contributing factors to the most recent changes to the motivational industry that I have witnessed include; the collapse of the economy, natural disasters and global events and the new technology that appears overnight and is craved to be implemented the next day.

The CEO of our company told me after I had been there for a year and a half: “if you make it through this economy, the rest of your career will be a breeze.” I sure hope he is right.  By the time I learned my job and had a brief understanding of this industry the economy had caved.  Panic arose and immediate changes were made.   Changes that included doing more with less, those little extras built into a program seemed to vanish, and a “Give Back” experience was virtually mandatory on all programs.  Client logos were eliminated from public view, top of the line resorts were replaced with nice hotels. Creativity sold, creative budget management that is. Being just a few years into my career, I have never known a “good” economy.  I have only experienced what seasoned colleagues have told me is the worst economy of their career.  If the down economy we have had in recent years occurs only once in a career than perhaps my CEO will be right and the next 40 plus years of my career will be a breeze.  This type of economy may happen once in a career but natural disasters are far more common.

I didn’t even know the definition of force majeure until the swine flu scare in Mexico.  A new first for me: a program cancelling due to the threat of contracting this illness in Mexico. A four hundred person program cancelled 8 days before travelling.  This changed things.  Force Majeure is definitely something to review in contracts as to how it relates to wide spread plagues.  Although that doesn’t necessarily classify as a natural disaster (and thus the argument in regards to Force Majeure and the swine flu), the volcanic ash cloud that spewed out from Iceland and stranded participants post extending throughout Europe sure does.  The tsunami that hit Japan and caused radiation scares for participants traveling to Hawaii, also classifies as a natural disaster. Other global events leading to the evolution of planning our programs include strikes in Greece, violence in Mexico and the AIG effect.  Natural disasters or global events cannot be forecasted but they can to some extent be worked around.  And as each occurrence occurs it pushes us to rapidly change and evolve, create a new plan and execute it flawlessly. The forge of technology has aided in quick communication to get in front of participant’s concerns.

Since the beginning of this year, I have joined LinkedIn and Twitter.  I have started a blog.  I have purchased an Ipad 2 and download a number of apps to my smartphone.  As instantly as I wanted to engage in the new technology that became increasingly prevalent, so did our clients.  A mobile app for a travel program is becoming the norm. It is essential to my career to first keep on top of the latest trends, then to learn and discover how they can be applied into motivational experience, and finally utilize them to increase the positive experience for the participant.

This industry is ever changing and I am sure in no time we will experience other factors that will evolve the way our industry is run and the way we do business.  But in my short few years within the industry, the economy, natural disasters and the prevalence of new technology has contributed to my professional growth.

My professional growth has been shaped by the above mentioned occurrences in the last few years by providing lessons and challenging myself to remain competitive by adapting and growing as changes occur.  This easily begins with there is no norm.  What works for one client may not work for another.  I have also grown professionally by acknowledging that it does not matter how well a program is planned, it will change whether it be from a natural disaster or other source.  My reaction and commitment to delivering a successful experience is more important than the challenges that arise. 

In and amongst all the occurrences that have taken place over the last four years, the one thing that has remained consistent is that clients and participants appreciate good service.  Anyone can offer motivational experiences; it is how we do it that sets ourselves apart from our competition.  Something as simple as a phone call or follow up email showing your level of service can set you aside from your competitors.  One reason I have come to really enjoy this industry is that we give participants a once in a lifetime motivational experience.  You can see the value of performance improvement in participants’ faces coming off a seven day Mediterranean cruise.  The participants are wide-eyed and ready to surpass their goals to achieve the status next year.  The value of motivational experiences has increased as a result of the less desirable economic times.

As I grow professionally, it is in fact the relationships in this industry that can make the difference in your career.  The first side is the relationships you hold with clients and participants.  The second side is the relationships you hold with suppliers and partners.  This industry is small and one way I continue to grow professionally is by constantly networking with those in the industry.  You never know where a client or program will take you. Having a solid relationship with a supplier or industry partner can make a big difference in the execution of one’s program.  I aim to continue to grow professionally by making a reputable name for myself in the industry, by displaying integrity and outstanding service

*The David Riddell Scholarship is awarded to one person selected from a global audience of people interested in advancing their career in the incentive travel industry. The purpose of the scholarship is to provide an opportunity for worthy individuals to participate in Site educational programs and ensure the future growth of Site. As the winner, Christine will attend the Site International Conference in Las Vegas next month to network with others and learn more about our industry through the valuable educational sessions.

Even if you’ve never seen the film, The Godfather, you’ve probably heard one of its iconic lines: “It’s not personal, it’s strictly business.” (Never mind that the character was talking about taking out a policeman at the time.)  It’s been quoted in meetings and conversations as a justification for moving forward with a particular plan.

Is it really possible to remove the personal from business?

In talking with people who live and die by their channel—manufacturers, distributors, dealers or dealer salespeople—common topics emerge:

- Manufacturers are concerned with customer loyalty, market coverage, getting mindshare, increasing product knowledge, and making sure that new products get focus and fair representation. (Sounds personal to me.)

- Distributors need timely deliveries, quality products, favorable terms, and responsive customer service from the manufacturer. (Largely personal.)

- Dealers desire the latitude to run their own businesses, quality products, favorable terms, support from and access to the manufacturer. (Largely personal.)

- Dealer salespeople hope for solutions that meet customers’ needs, promotional support, easy to digest product/application knowledge, and a reason (incentive) to learn and sell a new product line. (Ditto.)

At the end of the day, even impersonal sounding items—like contracts and terms—are all crafted by people. Personal relationships matter and the trust that underlies them is key.

In the words of the heroine of You’ve Got Mail: “You keep saying it’s not personal, it’s business. What is that supposed to mean? I am so sick of that. All that means is that it wasn’t personal to you. But it was personal to me…Whatever else anything is, it ought to begin by being personal.”  Touché.