ideationz...a blog from rick s. pulito

Of gift cards and disappearing value…

Posted on June 10, 2013 | 2 Comments

Once again, it appears that purveyors of retail gift cards and vouchers for retail gift cards are at it again… Running around to large organizations touting that the gift cards they peddle deliver “full retail value” to the employees or consumers who receive them as a form of employee recognition or as a consumer reward for purchasing something.

Looks like yours truly is going to have to interrupt this conversation with a timely dose of something the gift card sellers hate to hear: THE TRUTH.

You see, the fact is that retail gift cards are:

Very profitable for the retailer whose name is on them, and
Very profitable for the company that is supplying them (or vouchers which can be redeemed for the gift cards), and a
Really lousy value for the company that is buying them for recognition or reward purchases.

As much as retailers love the money that they make from gift cards, and the interest-free cash-flow that the gift cards afford them, as well as the profits they eventually try to take in before the states lay their hands on the unspent value of non-redeemed gift cards, these little plastic devils really are not a very good reward tool.

And as much as the peddlers love them because they are simple to buy at a consistent discount, easy to fulfill and manage because all the customer service needs shift to the retailer, and extremely profitable (particularly when distributed using a voucher that the recipient must go online and activate in order to claim their specific card), they really are an equally bad deal for the company that is being sold them.

There are simply too many people, making too much money off of things with scary names, like “slippage” and “breakage”…neither of which is very appealing in tone or in reality.

The best way to demonstrate exactly how lousy a value gift cards are for corporate recognition and rewards programs is to use real numbers. Let’s look at exactly how much value is realized, versus how much is spent, when a company gives an employee a voucher good for their choice of a $25.00 (face value) retail gift card.

Bear in mind, the company that is selling these is telling the client that the reason they should want to use the gift card in the first place is because the gift card provides “full retail value” and is the “best, most cost-effective way to recognize your employees”. Okay. Let’s see what really happens here…

An employee of a global manufacturing company stays late one week to help get a project completed on time. Her manager, in wishing to recognize her with some tangible form of appreciation, sends her an e-card which contains a code that may be redeemed online for the employee’s choice of any $25.00 (retail value) gift card. The e-card is sent; the company is billed for the face value of the card ($25.00) plus a 10% handling fee ($2.50) plus a shipping/postage charge of $4.00 for a grand total of $31.50. Note: Paying $31.50 for $25.00 worth of retail value is, in itself, not a very good deal. But hold on, because the ride is just beginning…

What the seller won’t tell the customer is that between 5-15% of vouchers sent to winners (for which the company will be invoiced the full amount, including fees and handling and postage) will NEVER be claimed. The smaller the face value of the gift card, the greater the degree of “slippage” (an industry term that correlates to the value of unredeemed vouchers that are prepaid by the customer, for which no value is ever received). Let’s assume slippage of 10%. This means that the true average cost to the company buying this plan of all the vouchers that are sent and later redeemed is really $31.50 plus 10% of the amount paid (i.e., $31.50 plus $3.15). This total average cost (weighted to reflect slippage) is now $34.65. That gets a $25.00 (face value) gift card into the recipient’s hands.

In order to put $25.00 in retail value in the hands of an award-recipient, the company must expend $34.65. Still sound like a good deal? Wait, there’s more. Here’s some more of what you won’t be told about when you are being “sold” these cards…

A number of research studies have been done in order to determine the percent of retail gift cards that are either: (a) not redeemed at all (in other words, end up in a desk drawer of the bottom of a purse, and are not used), or (b) which are redeemed but for merchandise which costs more than the face value of the gift card (i.e., requiring the consumer to add funds of their own to complete the purchase).

Here is what was found: Between 15-20% of retail gift cards on average are never spent. Again, the lower the face value of the gift card, the higher the rate of non-redemption. The term “breakage” is used by the retail industry to denote cards which are sold but which are not ever spent (or not spent in full). Sticking with our example, the $25.00 face value card given to a top performing employee, the average breakage is, say, 17%. That means that the actual average value realized by recipients of these cards is face value less 17% (to reflect those who received but never spent their gift card). The $25.00 becomes $20.75 (when you back out $4.25 for lost value thru non-redemption).

So here is the bottom line on a $25.00 face value gift card:

The company buying the card pays an average of $34.65 for each retail gift card that finds its way into the hands of the employees they are recognizing.
The actual value of the $25.00 gift cards that are put into the hands of employees only translate into a net retail spend of $20.75.
The difference between what is spent ($34.65) and the average retail value received ($20.75) equals $13.90 in lost value or waste. Over 40% of the average amount spent to get the $25.00 face value gift card into the hands of a reward winner and used to make a purchase is wasted. Gone. No value received.

The seller of the gift card loves this. The seller buys the card for an average of 10% below face value, say $22.50 for a $25.00 face value gift card, and realizes an average weighted profit margin on the sale of the vouchers of $34.65 less $22.50, or $12.15 on every card sold. Not bad. And they don’t have to provide any customer service to the award winner. It is a low-cost, high profit-margin model if there ever was one.

If you want to take this example to its logical conclusion, you will look at the net purchasing power of a $25.00 gift card, which becomes $20.75 after allowing for breakage. From the $20.75 that ends up being spent, the consumer pays 6-8% on average for state/local sales tax, plus shipping (if redeemed from an online ecommerce site). If shipping averages say, $4.00, and sales tax is 7%, the $25.00 gift card will only net around $15.66 in terms of retail price (doing the math: $20.65 less $4.00 shipping = $16.65 less 7% for sales tax = $15.66).

Moral of the story: The next time someone tells you that retail gift cards are “the best value you can buy for employee or consumer rewards”, run, don’t walk, in the opposite direction. It may sound enticing, but the hideous truth lies not far beneath the veneer of the story.

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Posted in Consumerism, Emotional Engagement, Employee Development, Employee Engagement, Human Behavior, Incentives, Marketing, Organizational Change, Recognition, Retail, Rewards, Rewards and Recognition, Talent Management

Tagged Employee engagement, employee recognition, employee rewards, gift cards, marketing, performance rewards, recognition, retail git cards, retail value, rewards, value

Your most important organizational asset…

Posted on April 8, 2013 | 1 Comment

Your company’s most important asset….

Google “your company’s most important asset” and you will find a preponderance of articles, posts, and books with answers such as:

Your employees (who hasn’t read that in the CEO’s letter to the shareholders?)
Your intellectual capital (alternatively referred to as your intellectual property)
Your reputation (within the community of whom? Employees? Investors? Consumers? All three?)
Your brands, your brand promise(s), your brand messaging… (to some “it’s all about the brand”)
Something termed “Tribal Knowledge” (this one sounds way too trendy…I’m thinking someone got carried away with the cave writings of Seth Godin)

It is very hard to argue with any of these (I could probably take the one who preaches on “tribal knowledge” to the mat). But while employees are key, they can be replaced, and often times upgraded to meet a fast moving marketplace. Intellectual capital or intellectual property is a rapidly depreciating asset at best. Your reputation, when taken across multiple stakeholder groups, is such a big one to tackle that it seems akin to solving world hunger by “feeding everyone”.

In my humble opinion, it is your organizational culture that is your most valuable, irreplaceable asset. It is what tempers the beast of change, feeds the marketplace what your customers are demanding (even when they don’t realize that they are), and what makes the whole “branding thing” possible. I suspect that your organizational culture is also important across all your tribe, whoever they are…

The care and feeding of your company culture is the most important role an executive leader plays. A culture doesn’t begin or end with one person, but if that individual is the Chief Executive Officer, she or he can most assuredly define, declare, displace or derail it. It takes a compelling effort, sustained and reinforced at all levels of the organization, to raise the cultural values across diverse social, generational, and geographic audiences. It also takes time to build…less time to destroy, but a long time to become a viable corporate life force.

A strong, positive culture demands the best of those who are tasked with putting values into action, and to create a favorable environment in which they can take root and grow. Values are not just words to those who truly grasp the potential they hold for building a common cause among all associates. It is far easier to be cynical these days than it ever has been in the history of commerce. It is hard enough to gain buy-in to traditional beliefs, even as simple as, “do unto others…”

Your company culture has no chance to exist without clearly demonstrated beliefs, put in practice, and hiding in plain sight at every opportunity. Failing to reinforce the values, letting moments of truth slip by with no recognition of an associate caught in the act of doing something positive, will create an unnecessarily perilous future for the culture you wish to instill. Communicating, demonstrating, reinforcing, articulating, recognizing, celebrating, commiserating…these are all terribly important to nurturing the culture of your firm.

What is the most important asset of your company? I would say it is the one thing that your company cannot exist without, and cannot be replaced if it’s lost, damaged or stolen. When you look around your company, whether you have fifteen or fifteen thousand associates, consider what is being done to create and support a culture that values each individual in accordance with a consistently defined purpose, vision and set of principles. If you find a more valuable asset than that, I would love to hear about it.

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Posted in Change, Corporate Culture, Employee Engagement, Human Behavior, Innovation, Leadership, Organizational Change, Recognition, Social Issues, Talent Management, Trust

Tagged culture change, Employee engagement, most valued asset, organizational culture

Is engagement enough..?

Posted on March 6, 2013 | 1 Comment

Everyone it seems is focused on engaging some group as a way to perpetuate and grow their business. HR wants to engage the employees, Marketing wants to engage the consumer, Sales wants to engage the channel. But is that enough? I’m not sure it is.

I would offer up the notion that engagement is a table stake. It may help you to stay in business, but it won’t necessarily help your company or brand or product category to grow. If every one of your competitors is successful in “engaging” their employees, consumers and channel, then who wins?

In my estimation, the leading players in any space will not settle for engagement, they will be the ones that mobilize their employees, their consumers and their channels. A mobilized employee will go above and beyond his or her own standards for active participation in supporting the organizational strategy and goals. The mobilized channel will become visible, contributory advocates to the products or brands they truly believe in. Example: I may sell both Samsung and Apple smartphones, and I could be fully engaged with both of the brands and products, as well as the retailer that employs me. But at the end of the day, which am I more likely to tell my friends and neighbors about, post online about, become a passionate defender of? There is a difference, you see between engagement and mobilization.

Engagement is, after all, a fairly passive word. Companies (and brands) used to look at loyalty as the end zone. If you could engender a loyal customer, you felt you had scored an ongoing revenue stream. But it has since been proven that loyalty alone is not enough. There is an emotional element that links an individual with a company or product or brand. If I am emotionally committed, and if I am willing to go above and beyond, compared to others who are less vehement about their dedication, then I am of greater value as an employee or a customer or a consumer.

All things being equal, and they often are, how does one acquire a horde of passionate zealots, individuals who not only aspire to the goals and values of a brand or company, but are driven to take that brand or company to new heights? This is, in my opinion, where marketplace and organizational innovation often occurs – it is the holy grail of crowdsourcing.

A key difference is that a mobilized employee or customer or channel is willing to take personal risk to advance the values of their employer, or increase market acceptance and advocacy of a product, or become a public champion of a brand.

It takes a lot to move from loyalty to engagement to mobilization. You can’t do it on your own. Loyal employees (or customers) are the foundation for engaged employees (or customers). Mobilized employee and/or customers will be culled from those who are engaged. These are your most critical influencers. What are you doing to identify these VIPs and to harness their tremendous passion for your company or your brand or your products?

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Posted in Branding, Channel Engagement, Consumer Loyalty, Emotional Engagement, Employee Engagement, Innovation, Marketing, Retail, Social Media

Tagged channel, channel loyalty, consumer engagement, consumer loyalty, employee loyalty, Engagement, growth, innovation, loyalty, mobilization, mobilize

A collaborative model for employee engagement initiatives…

Posted on January 15, 2013 | 1 Comment

One of the most talked-about challenges in business today centers on more fully engaging your employees. We have discussed this need on ideationz a number of times, and from a variety of perspectives. From increasing key productivity metrics, to reducing unwanted terminations, to improving the customer experience, to building a more nimble, innovative organization, there are myriad ways to measure the benefits of an engaged workforce.

Recently, I authored a White Paper, “A model for collaborative design, definition and implementation of an effective initiative to drive and sustain employee engagement.” That’s a long title! But there are a number of key factors that must be addressed, including:

Where do I start the process?
How will I set benchmarks for the current situation?
What are the “New Rules” of engagement?
How do I approach the definition and design process?
What are the most important variables that make up an effective plan?
What about implementation? How do I approach that?
Where should I measure the effort and how?

You will find all these questions discussed in the White Paper. Would you like to receive a copy? Simple enough. Please just complete the form below and I will send you a .pdf. All I ask is that should you desire to republish it, that you ask for my permission and acknowledge the origin of the piece.

In 2013, virtually all of the biggest marketing and organizational challenges we face tie back, on some level, to the willingness and ability of our employees to create and deliver new value in the marketplace, and innovation within our firm. Failing that, it will be awfully hard to maximize our potential, and, in some cases, even assure the sustainability of the company over the long-term.

I hope to hear from you, and look forward to hearing your thoughts on the subject!

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Posted in Change, Corporate Culture, Employee Development, Employee Engagement, Human Behavior, Innovation, Leadership, Marketing, Measurement, Organizational Change, Recognition, Retail, Rewards, Rewards and Recognition, Sales Force Effectiveness, Talent Management

Tagged collaboration, definition, design, Employee engagement, employee initiatives, employees, HR, marketing, White Paper

Always, never and the 99% rule…

Posted on December 26, 2012 | 2 Comments

Not sure what is expected of you? Receiving mixed signals as to what to do next? By my estimate roughly 99% of all of these are the result of one simple fact: We are really not that great at communicating expectations.

How about if we make a simple New Year Resolution that we all can live with? One that will eliminate 99% of our mutual frustrations, disagreements, and disappointments? It’s really quite simple. If we resolve to both listen better, and express ourselves with greater clarity, the vast majority of problems we deal with can be eliminated. Imagine how wonderful our lives will be…

I don’t have to go into when, how or why these disconnects occur. They just do. We either don’t say what we mean or we don’t listen carefully enough to what we are told so that we can understand what the other person really means. The result is painfully obvious. And completely avoidable.

One idea to think about is to maintain an “Always / Never” list. It is a simple list of all those things that we need to either always or never do. That will knock off at least half of our frustrating experiences right there. Everyone has certain inviolable patterns. Whether we are talking about your customers, your boss, your spouse, your family, your friends or acquaintances, we know that there are certain, specific, words, acts or perceptions that will bring functional communications to an end.

For example, ask yourself: “What are the things that my customer always expects of me? Alternatively, what are the things that my customer never wants to see or hear from me? If you get these right, you are already ahead of the game.

If you are in business, you need to pay close attention to the “Always/Never” list of your best customers. You’d be crazy not to. Same is true for those people in your life who you interact with most frequently. This approach will take care of all the black and white issues. But since most of life is neither black nor white, you need to focus on what you say, and how you say it, if you want to take care of all the other chances for miscommunication.

Too often we say what we think the other person wants to hear, or we tell them exactly what they don’t want to hear in order to serve our own agenda. In either case, we are not necessarily communicating what is real, or what is true, or what needs to be said. If we don’t understand or if we don’t listen carefully, we will readily miss or misinterpret what others tell us. My advice: Don’t count on the other person to be a particularly concise or accurate communicator. Instead, make it a point to really listen, and then help them to find the real message. Sometimes it can take some digging or prodding. But in the end, it can save you a lot of heartbreak or confusion.

Effective communication is becoming a lost art. Text messaging, email, voicemail, headline news, and the all the rest of the ways we collapse what we take in, makes for plenty of chances to say or hear the “wrong thing”. The results range from mildly annoying to catastrophic. Step up to the situation, grab the proverbial “thistle” and say what you mean…make it more difficult for the other party to misinterpret you.

Simple enough, right? Let’s give it a go. It can’t possibly hurt. And who knows, the angst you save just may be your own.

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Posted in Change, Human Behavior, Leadership, Personal Development, Trust

Tagged always, Communication, never

Just give me a gift card and leave me alone…

Posted on November 15, 2012 | 3 Comments

One of the more significant generational differences between our legacy Gen X and Boomer workforce and the Gen Y / Millenials is how they view their relationship with the company (i.e., leadership, values and culture) they work for. In the past, there was a longer view on commitment, and more focus on the ongoing relationship over an extended period of time. Inconsistencies in the workplace, disappointment with regard to the decisions or actions of management were seen in a balance with individual and collective victories. There was a dominant sense of “taking the good with the bad”, given the accepted reality of both.

The point of view of our newest generational group is far more transactional. The prevailing wisdom is “I do this for you, you do that for me.” The longer term perspective is less important, as the day-to-day has taken on a new level of significance. Loyalty is fading, and mobility is seen as a given. If I don’t like what happened today at work, and if it doesn’t change really quickly, I believe I can go find something else to do that will give me more immediate gratification.

As leadership, we exacerbate this transactional nature of employee relationships when we construct an employee recognition process that emphasizes the individual transaction, at the expense of focusing on the bigger picture. Consider how every day, managers acknowledge a subordinate’s activity or behavior with a $5, $10 or $20 gift card. What does that really tell the employee?

For one, it communicates that “what you did today was worth $5, $10 or $20.” In effect, individual performance has been sublimated to a concrete dollar-value. Is the effort expended worth a $5 or $10 valuation? I don’t know. But the simple act of putting a dollar value on it, defines the economic value of going “above and beyond”.

Next, ponder the collateral impact of monetizing acts of exceptionalism. By assigning monetary value to the employees’ performance, you are reinforcing that performance is transactional. In fact, you are making a statement to the employee that there is a quantitative relationship between behaviors and worth to the company. In other words, it is the equivalent of telling the employee, “if you choose to do better than expected, you will be paid $5 or $10 or $20 via a retail gift card.” That is always going to be a losing proposition. The next time the employee is faced with a similar situation, s/he will make the subconscious calculation of effort vs value. Will they make the same decision in view of the precedent that doing so is worth $10 or so to the company? What is it “worth” to them (the employee)?

Finally, there is the aspect of the ongoing versus transactional. We have known for years that transactional relationships are more volatile than established, ongoing relationships. Instead of reinforcing a transactional connection between employer/employees, a more appropriate acknowledgement of is a measure of reward that accrues over time, gaining in value and providing an extrinsic, visible complement to the intrinsic and often unseen drivers behind effort, performance and results. Under this approach, the individual acts of exceptionalism are linked to more enduring, sustained value over an extended period of time.

An effective system for engaging employees in order to engender a heightened sense of loyalty to a company or brand is based on a number of factors occurring in combination, generating synergy with multiple, interconnected points of reinforcement.

The days of one-time, transaction-based recognition are not only gone, the mindset can be very dangerous to the health and culture of your organization. You need to win the hearts and minds of your employees, and that means gaining alignment with the mission and vision of the company, providing a real basis for expanding individual competencies and opportunity to grow, leveraging an ongoing reward and recognition platform that delivers ongoing appreciation by accruing the value of individual (transactional) behaviors via a tangible, and non-cash (or equivalent) rewards, and one that measures what is important in terms of behaviors as well as outcomes.

Gift cards may be fine for your nephew’s birthday. But they could be the undoing of your company’s defined need to build long lasting employee engagement.

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Posted in Change, Corporate Culture, Emotional Engagement, Employee Development, Employee Engagement, Human Behavior, Loyalty, Recognition, Rewards and Recognition

Tagged customer loyalty, Employee engagement, employee loyalty, employee recognition, employee rewards, generational differences, gift cards, Millenials, organizational culture, recognition, rewards

Your employees are not engaged. Now what..?

Posted on November 8, 2012 | 2 Comments

There is a huge and growing interest in determining the level of employee engagement in companies of every size and scope. Organizations such as Gallup, Mercer, AON Hewitt, and others in the Employee Satisfaction, Compensation & Benefits, and Human Capital Management arenas are deeply involved in helping clients define needs, identify gaps and assess the organizational landscape. Given all this focus and attention, one thing is clear: Globally there is a significant deficit of engaged, committed employees who are willing to go the extra mile in serving the mission of the company they work for.

Rodd Wagner, a noted author and expert in the field of Employee Engagement makes a terrific point (which I am paraphrasing here). If your company is satisfied receiving a “4 on a 5-point scale” in terms of employee loyalty and engagement, you have to question whether you are aiming high enough. For example, if someone asked your mom how much she loved you and she answered “4” on a similar scale, you would likely be devastated. Why should you be much less disappointed if your employees answer similarly about your company? One reason this matters is that there are tremendous performance differences between those who respond at a 4 (or less) compared to those who answer with a 5 in the scaling of employee engagement.

There is no silver bullet when it comes to engaging a workforce. Every study will tell you that. There is no single answer as to why your employees are not fully engaged with the company they work for. This is also to be expected. Everyone finds their own reasons to love (or not) the company they work for to an extent that they will act consistently in the shared best interests of the employer and themselves, and devote themselves to an extraordinary degree in contributing to the mission of the company.

There are some very important aspects that companies with above average levels of engagement share. Here is just a sampling:

They have a culture that empowers the employee, supports and encourages intelligent risk-taking, engenders personal development, and deploys multiple, interactive listening posts across the hierarchy of the organization;
They have a compensation and benefits package for the worker that is seen as competitive, and generally slightly more so than many others in their industry. It doesn’t take a lot to be seen as generous, particularly in an environment that addresses so many non-compensation related elements.
The organization is typically flatter, with opportunities for individuals to lattice into new areas for further personal and career development. Employees feel less “invisible” and sense a greater degree of accountability and transparency for their role and those around/above them.
There is a real sense of spirit de corps, and a value placed on giving back to the community in which the company resides. This engenders pride, and a passion for the work being done within their geographic home to benefit others and the environment.
Leadership is visible, and seen as honest, caring, and open to innovation, no matter where the ideas emanate in the company. The quality of being heard is essential to employees using their individual and collective voices in a positive manner.

The days of platitudes like “our employees are our greatest asset” having any meaning is past. Words won’t get it done in an age where line of sight extends to the farthest reaches of an organization. Every employee pretty much can know everything that is going on in your global firm simply by doing some elementary research. Disconnects between what is said and what is witnessed or experienced will surface quickly and universally.

A simplified approach to finding a preferred course of action should be based on some fundamental constructs:

Treat consistency as a core value in your communications with, and your responses to, those who work for the company. Candor, honesty, accountability are all vital to gaining alignment among those from the front-line all the way up to the executive suite. In the absence of an aligned workforce, you will find it increasingly difficult to deliver a common message of what is important and valued.
Push, hard, on the need for each employee to have a continuous learning and development plan that helps them to remain relevant, and that keeps them challenged to continue growing. This won’t be hard with your Gen Y and Millennials, they grew up knowing this. The Boomers and Gen X counterparts may need some reinforcement in this regard. The future belongs to the innovators, including your company’s future.
Acknowledgement of individual effort and contribution is critical. Employees know the difference between authentic recognition and disingenuous pandering. It is key that first and second level management be connected to their reports sufficient to be able to reinforce those who are delivering above-and-beyond the norm. Remember, accountability is key.
If you wrap all this up in a performance measurement system that measures what is important, gives real-time data into what is being done, by whom, and where the exceptionalism is coming from, you will be in a unique place for providing kudos, added resources or corrective action. Measuring behavioral performance is as important as tracking outcomes. You need to be on top of both.

Is this an expensive process? I don’t know, how expensive is going out of business or falling to the bottom ranks of your industry? Engagement is no longer a “nice idea”. It is a business imperative as your competitive set has expanded and accelerated globally. There is no longer the option of being “good enough”. Good enough for today is already halfway down the slippery slope to irrelevance. Time to listen, lead and motivate the troops. No matter what business you are in, it’s a war out there.

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Posted in Change, Corporate Culture, Emotional Engagement, Employee Development, Employee Engagement, Human Behavior, Innovation, Leadership, Learning, Organizational Change, Personal Development, Recognition, Rewards and Recognition, Talent Management, Trust

Tagged Accountability, AON Hewitt, BI Worldwide, Gallup, Mercer, Millenials, Rodd Wagner, talent management

ideationz…a blog from rick s. pulito

Of gift cards and disappearing value…

A collaborative model for employee engagement initiatives…

Always, never and the 99% rule…

Just give me a gift card and leave me alone…

Your employees are not engaged. Now what..?

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