+31% Without Increasing the Promo Budget
Every commercial director in FMCG knows this situation. Reps are on the road, promotions are running on schedule, the merchandising budget is being spent. But the shelf looks exactly the same as it did six months ago — because a competitor simply brought more money.
New SKUs don't get through. The store associate sees no reason to recommend an unfamiliar product — there is nothing in it for them. The sales rep connected the outlet, dropped the product on the shelf, and moved on. After that — silence.
The objective was concrete.
The manufacturer didn't come asking for a loyalty program. They came with a problem: new lines aren't selling, we're losing shelf space, the budget is disappearing. We needed to motivate not just the people moving the product, but the people selling it to the end customer every day.
And the system had to be simple enough that a store associate in a small shop wouldn't see it as extra work.
What we did.
We built a two-tier motivation structure — separate tracks for sales representatives and for in-store retail staff.
Reps were rewarded for three things: sales volume, enrolling new outlets into the program, and — critically — training store staff on how to use the reporting system. This turned them from couriers with a price list into people with a stake in making each outlet actually perform.
Store associates were rewarded for each unit sold from the target matrix, for confirming shelf placement via photo in the app, and for participating in new product promotions. But the key wasn't the mechanics — it was how the system was built technically.
Associates chose when to report — daily, weekly, or monthly. Money arrived immediately after a sale was confirmed — directly to a card or phone. No paperwork, no approval chains, no waiting for payroll. Sell — get paid.
89% of participants chose the daily reporting format. Voluntarily. That is the clearest sign the system was designed correctly — people wanted to be part of it.
Result.
Over the program period, sales of the target product group grew by 31%. The assortment matrix in enrolled outlets expanded by 27%. Over 360 new retail outlets joined the program. Payback period: 4 months.