Incentive - September 2008 - (Page 44) them to exercise choice in what would be awarded and how. They did not want “centralized” to mean “depersonalized,” and with an operation as wide-ranging as CCBCC, a high level of flexibility made plenty of sense. “Some of our locations have very high market share, so it’s more about just maintaining good, solid executional basics,” says Ceravalo. “In others we’re at parity, so fighting for that extra bit of shelf space is more valuable.” A Measurable Impact Ceravalo decided to figure the impact of its programs in what he calls a more “circular” way, working with TharpeRobbins to create a measurement system that frequently assesses and reassesses the effectiveness of each facet of the SPARC program. He cites a few advantages to this style of measurement, not only that the specific incentive can be tracked at different points in time, but also allowing for adjustments to be made if programs are creating unwanted results. When a SPARC Reward program crosses the one-year mark, Ceravalo will prepare a work, Coca-Cola’s leadership formal review of its overall is able to gather informaimpact and recommend possition on a huge range of ble adjustments. To date, behaviors, company-wide. none of the programs have reached that threshold, but “Every piece of data that six-month reviews (see the goes into the program, we chart on the previous page) are can provide metrics back showing good results—though on that,” says Luciano, for Coca-Cola Bottling, merely “whether they want to know being able to tabulate the cost Lab technicians receive points for efficiency, among non-responder rates, or other best practices and results points to the ship dates, who nomiSPARC system’s value. nated whom, reasons for Beyond that, by comparing SPARC pronomination, approvals, the frequency of grams to older ones that have not yet been nominations or whether they are using their added to the SPARC system or discontinued, entire budget.” Ceravalo was able to demonstrate that the Ceravalo credits the deliberateness and older programs were “not showing that the care that went into researching and conincreased performance,” he says. “It’s the structing SPARC for its success. “Build it upfront process of thinking through what it is right, think it through and it might not be that you’re trying to incent. If you’re stuck in one hundred percent, but you’ll end up with the past thinking that we’ve always done it this a much better product than you would if you had just slapped it together and said, way and I just want to give people a hundred ‘Here you go,’ ” says Ceravalo. “You’ve dollars, you’re never going to get to a point of gotta slow down sometimes to go fast.” s providing a return to the organization.” Send comments to alex.palmer@incentivemag.com With this comprehensive incentive frame- A Reward for All Tastes. OSI Restaurant Partners’ family of popular dining concepts offers something for everyone. With one OSI Gift Card your employees or clients can discover juicy hand-cut steaks, classic Italian favorites, market •No expiration dates or fees denominations •FREE standard overnight shipping Purchase OSI Gift Cards by phone 866-551-1666 or email giftcards@outback.com OSI Gift Cards can be redeemed at any of the following restaurants: 44 | Incentive | September 2008 | incentivemag.com http://incentivemag.com
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