Case Study
A major telecommunications company needed to increase call center sales. Their long‑standing approach—cash rewards tied to a basic tiered structure—wasn’t driving performance. They wanted to test whether GoalQuest® could outperform the tiered model and whether experiences and merchandise would inspire stronger results than cash.
Case Study
A major telecommunications company needed a high‑impact incentive to motivate inbound call center reps, boost sales, and keep energy high throughout the year. Traditional rewards weren’t delivering the excitement needed to sustain performance across top, mid‑level, and newer reps.
Case Study
A call center organization needed to support a national product roll‑out while motivating representatives to perform beyond regional, center, and individual goals in a fast‑moving, high‑volume environment.
Case Study
A major telecommunications company wanted to motivate 50,000 consumer‑facing employees with a sales incentive that could support multiple channels, drive measurable revenue lift, and boost engagement. Each group needed a simple, tailored structure that aligned directly with their priorities.
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.