Case study: Bristol-Myers Squibb
The brief
To create a sales incentive scheme to support the launch of two new high-profile products within two separate divisions of this large pharmaceutical.
The challenge
The scheme needed to be multi-faceted: not only targeting the two sales teams for the two new drugs, to gain a strong foothold in the relevant markets quickly after launch; but also the sales team for the existing drug, to maintain its market share. In essence it was incentivising three competing teams!
A brochure was created for each team, to help launch the scheme
Communication materials included teaser postcards, html emails & SMS messages
The solution
Active created three linked schemes that ran side-by-side; one for each sales team. All the schemes utilised the same communication mechanisms and channels, but each had a different look and feel, different prizes on offer, and reporting on a different range of performance criteria (including call rates, coverage, market share and core behaviours).
The three schemes were linked in a way that each sales team could see and monitor performance, not only within their own team but also across teams.
The execution
Active's online incentive system was used to create three connected incentive microsites for the scheme (one for each team). Participants were assessed on a mix of sales criteria and their resultant positions relative to their colleagues were ranked in online league tables.
A tiered range of prizes was offered, from £6000 star holidays to £400 UK breaks. An individual's final position in the league table determined which level of prize they could claim at the end of the incentive period.
Interest in the scheme was maintained by a comprehensive communication schedule where postcards, html mailers, SMS text messages, and teaser gifts were sent out.
The website included the ability to monitor performance in the other competing teams
Imaginative teaser gifts helped maintain interest and focus
The success
The scheme was heralded as one of the most successful high-profile schemes that the company had seen for many years and was picked up and replicated in a number of other divisions.