Case Study
Segmented stretch goals drive growth
Four sales channels were tasked with selling mobile lines to existing customers. Diverse performance levels required custom segmentation and relevant goal paths.

Case Study
Four sales channels were tasked with selling mobile lines to existing customers. Diverse performance levels required custom segmentation and relevant goal paths.

Case Study
350 sales reps needed to grow a core product line over one slow summer month. Leadership needed a simple, motivating structure to lift performance quickly.

Case Study
A call center team was measured only on outreach attempts, not customer retention. Leadership needed to shift behavior from “more calls” to higher‑quality, retention‑focused conversations.

Case Study
Global reps needed to increase new business sales revenue based on average performance from the prior three quarters. Some reps required arbitrary baselines due to insufficient history.

Case Study
Technicians rarely sold recommended products or services during calls, resulting in low average sales per ticket.

Case Study
A manufacturer shifted from Visa gift cards to non‑cash and travel awards. Dealers needed personalized stretch goals and a reason to engage early to avoid unproductive spend.

Case Study
A manufacturer needed dealers to stock a new product and sales reps to sell and claim those units. A 90‑day push/pull structure was required to motivate both audiences simultaneously.

Case Study
A retail HVAC sales organization faced major year‑end stretch goals tied to a high‑value “Warehouse Windfall” shopping spree. Leadership needed to motivate reps to commit to aggressive goals and achieve meaningful lift.

Case Study
Customer service reps needed to increase upsell and cross‑sell offer rates during calls. Offer activity was extremely low at program start.

Case Study
An insurance company wanted to test whether cash or points incentives were more effective than offering no incentive.