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Home Case Studies Three’s a crowd
A scientist in a lab coat and gloves examines a petri dish at a laboratory workstation, keeping her focus sharp amidst the bustling environment. With a microscope and various lab equipment surrounding her, she calmly navigates the labs vibrant scene where sometimes, threes a crowd.

Three’s a crowd

A biotech client was administering three different programs from three different suppliers: a recognition site, a sales incentive program, 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.

Impact

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

Industry

Life sciences and healthcare

Problem space

Employee engagement

Services

Recognition

Contests and incentives

Product launch

Special recognition incentives

Technology

DayMaker

Too many programs

A biotech client was administering three different programs from three different suppliers: a recognition site, a sales incentive program, 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 the DayMaker employee recognition program. 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 its sales compensation model, we helped them move from individual compensation to a more collaborative ecosystem model focused on long-term customer support behaviours 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.

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