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Article
Managing change isn’t about avoiding discomfort; it’s about guiding people through it. When leaders address the “you go first” mentality with empathy, data, and clear communication, they build trust instead of fear. Change done well isn’t just a process; it’s a cultural advantage.
Article
When organizations recognize both performance and results, they don’t just build stronger teams. They build stronger businesses.
Case Study
A pharmaceutical company needed to quickly educate its field sales team on a new disease state ahead of an upcoming sales meeting. The goal was to deepen understanding of the patient experience—beyond physical symptoms—so reps could better engage healthcare providers around unmet needs and treatment limitations.
Case Study
A large telecommunications client aimed to boost sales of their highest margin product within their call center audience. We designed a three-month travel-themed incentive, awarding game plays and drawing entries for meeting weekly targets. The program included personalized animations and daily scorecards. Discover how this strategy led to impressive productivity improvements and revenue growth in our case study.
Case Study
An automotive company wanted to reward and inspire the top sales performers with an extraordinary, once-in-a-lifetime adventure that combines luxury, excitement, and a deep connection to the company’s brand, all set against the breathtaking backdrop of Jackson Hole, WY.
Case Study
A telecommunications company wanted to improve its new‑hire onboarding experience to boost intent to stay, speed up proficiency, and increase early‑stage satisfaction—while also reducing voluntary attrition and lowering onboarding costs.
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 telecommunications company needed to improve retention among 19,000 U.S.-based call‑center customer service reps. These employees weren’t measured on sales, so the company sought a year‑long performance goal centered on delivering outstanding service and meeting key KPIs.
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.