Let's Connect

* indicates required fields

By entering your name and email you agree to the processing of your personal data as described within the Privacy Notice.
Home Case Studies Three’s a crowd
Two people stand at a table with a laptop displaying graphs. Papers with sketches and a calculator are on the table. One person is holding a notebook, and the other a coffee cup. The left side of the image features a yellow geometric shape.

Three’s a crowd

A biotech client was administering three different programs from three different suppliers: a recognition site, a sales incentive platform, and a service anniversary plateau program. Each was managed by a different area of the company, making it difficult to have any synergy for their 100,000+ employees across 100 countries.

Results

After combining three different programs into one cohesive ecosystem, the biotech client saw increased recognition activity and revenue.

Industry

Life sciences

Problem space

Employee engagement

Services

Recognition

Sales incentives

Product launch

Special recognition incentives

Technology

Engagement platform

Too many programs

A biotech client was administering three different programs from three different suppliers: a recognition site, a sales incentive platform, and a service anniversary plateau program. Each was managed by a different area of the company, making it difficult to have any synergy for their 100,000+ employees across 100 countries. They needed a more effective, simpler solution for not only these key initiatives, but also to run special programs, deliver training, support product launches and promote wellbeing.

One ecosystem

We built a relationship and started to bring things together under one umbrella using an engagement platform. In the first six months of operation, recognition activity doubled from the original program. As the relationship progressed, we converted their subsidiary division’s sales reward programs as well as their worldwide service anniversary program. Now, individual unit leaders can run audience-smart promotions specific to their groups’ core business objectives and employees benefit from earning points from all the programs versus receiving disparate awards.

As the business unit transitioned their sales compensation model, we helped them move from individual compensation to a more-collaborative ecosystem model focused on long-term customer support behaviors supported by rewarding qualitative and quantitative performance.

The numbers tell the story

  • Recognition activity increased by 66% in year-over-year utilization and had 70% global engagement in year one.
  • Over 25 special programs have been implemented across the globe.
  • The client’s overall revenue increased from $64.36B to $72.04B in the first two full years of operation.

The journey of consolidation has not only delivered results but has also increased collaboration across the organization.

Thought Leadership

Learn from the best. BIW thought leaders bring you a deeper look at the business of inspiration.

  • Four people work at a table with laptops in a modern office. Digital network graphics overlay the image. Text reads: “Use data for HR leaders to shape company culture and strategy.”.

    Article

    3 ways to drive culture and strategy with HR leaders

    In today’s dynamic work environment, HR professionals often find themselves managing complaints and culture clashes rather than shaping company culture and strategy. But how can HR leaders get back to focusing their influence on both short- and long-term company goals effectively? The answer lies in data.

  • A woman raises her hand in a classroom setting, seen from behind. She is wearing a red sweater. In front is a blurry instructor speaking to the group, with a whiteboard and windows in the background.

    Article

    Encourage speak up culture

    Speaking up is essential to bringing an inspired idea to life. Innovation requires doing something completely differently than in the past. At some point, someone went against the status quo.

  • Smiling person in an orange sweater points forward against a blue background. Text reads, Leaders have a prime opportunity to demonstrate their appreciation to all employees.

    Article

    Bridging the gap: strengthening leader-employee connections on Employee Appreciation Day

    The disconnect between leaders and employees has become increasingly evident. According to The New Rules of Engagement® research from BI WORLDWIDE, a staggering 38% of U.S. employees feel their leaders don’t understand the typical employee.

Share this resource

Related research

View all thought leadership
Four people work at a table with laptops in a modern office. Digital network graphics overlay the image. Text reads: “Use data for HR leaders to shape company culture and strategy.”.

Article

3 ways to drive culture and strategy with HR leaders

In today’s dynamic work environment, HR professionals often find themselves managing complaints and culture clashes rather than shaping company culture and strategy. But how can HR leaders get back to focusing their influence on both short- and long-term company goals effectively? The answer lies in data.

A woman raises her hand in a classroom setting, seen from behind. She is wearing a red sweater. In front is a blurry instructor speaking to the group, with a whiteboard and windows in the background.

Article

Encourage speak up culture

Speaking up is essential to bringing an inspired idea to life. Innovation requires doing something completely differently than in the past. At some point, someone went against the status quo.

Smiling person in an orange sweater points forward against a blue background. Text reads, Leaders have a prime opportunity to demonstrate their appreciation to all employees.

Article

Bridging the gap: strengthening leader-employee connections on Employee Appreciation Day

The disconnect between leaders and employees has become increasingly evident. According to The New Rules of Engagement® research from BI WORLDWIDE, a staggering 38% of U.S. employees feel their leaders don’t understand the typical employee.