Part of this complexity comes from the fact that emotions play a large role in workplace behavior. Some emotions, like camaraderie or appreciation, are positive and uplifting. Some are, well, darker.

Envy is a great example of one of these “darker” emotions. When envy crops up in the workplace, it can disrupt teams and allow gossip to fester. It can also curb employee effort. Allowed to grow, it can affect the overall office environment. All of this, in the end, undermines the organization.

The real problem? Envy is difficult to pin down. It is not something that can be easily measured. Few employees admit to feeling it. And even if they did, its impact on an organization can be subtle and indirect.

Even worse, there is little agreement about how to manage it. A great example comes from an article in the Money section of The Guardian. After explaining the need to recognize and tackle envy in the workplace, it gives this advice for managers that become the target of envy: “The best thing is just ignore it. Distance yourself. It’s their problem.” So much for recognizing and tackling.

But recognize and tackle you should. And especially if you have a hand in programs for employee incentives and recognition. After all, these are supposed to encourage good work and good ideas. But one employee’s rewarding experience can end up being another’s fuel for envy. With a few guidelines, though, your incentive program can actually help fight workplace envy:

1. Try to be aware of negative emotions, like envy. These might come across as attempts by employees to undercut one another. Or they might show up as gossip at the water cooler. Or as attempts to pass off others’ accomplishments as being inevitable accidents, not the result of hard work and talent. Be on the lookout for these early warning signs.
2. Keep the bonds tight. A recent study from UBC Sauder School of Business claims that much workplace disruption is caused not just by envy, but by envy fueled by workplace isolation. Make all employees feel that they are part of the team, and valued as such.
3. Monitor competition carefully. Internal competition can be a great tool for pushing employees to work harder. But when hyper-competition leads to envy, that’s when the problems start.
4. Make employee incentives and recognition plentiful. Envy creeps in when people compete for scarce resources. So, if incentives are scarce, or if credit and recognition are hard to come by, employees will undermine each other. But if everyone can work hard and be rewarded, employees will focus on their own efforts. And that’s the goal.
5. Take a hard look at your incentives and recognition. Are you being fair in distributing rewards? Are you finding ways to recognize everyone who works hard? Do you give regular feedback? Regular praise and recognition? Employee incentives and recognition should be both plentiful and fair.

If employees feel envy, it will hamper good work and goodwill if allowed to fester. A mix of awareness, fairness, and generosity with incentives can fight it.

This article is the fifth in our Motivation in Mind series, an in-depth look into the psychology and neuroscience behind employee motivation. It seeks answers to questions about human motivation and how that motivation is shaped by the way people perceive, feel, think, act, and learn. More than a digest, news feed, or “how to” series, Motivation in Mind challenges assumptions about employee goals, conduct, and behavior to arrive at a more sophisticated understanding of corporate/employee relationships.

The post Employee Incentives Can Foster Envy.
Or Fight It. appeared first on InteliSpend Prepaid Solutions.

Sociologists call this “equity theory.” Basically, equity theory says that employees try to keep their work, and the rewards from it, in line with others. So if an employee thinks slacker coworkers are rewarded, that employee will slack off as well. And on the flip side, an employee would work hard for very little return, if that’s what everyone else is doing.

This is where the complications begin. When you look at employee incentives with equity theory in mind, it’s not a simple this-for-that motivation scenario. Modern neuroscience studies show that employee incentives are either more or less motivating, depending on how fairly rewards are distributed.

In one intriguing study, pairs of subjects were given the same “starting pay.” But one subject also received a substantial bonus. (Not exactly fair, is it?) Next, both subjects received more pay for performing a routine task with equal effort. To observe response to fairness, experimenters recorded brain activity while the subjects rated how rewarding each payment was. Findings were unsurprising for the un-bonused subjects: reward-related brain activity was higher when they received a payment.

But here’s the twist: in the bonused subjects, reward-related brain activity was highest not when they personally received a payment, but when the other participant did. In other words, both subjects seemed to be rewarded when pay was equal. Fairness mattered.

What does all this mean? That unfair employee incentives could be discouraging, instead of motivating. Or even the perception of unfair employee incentives. Fortunately, it’s simple to make sure fairness works in your favor. Just keep the following items in mind as you plan and implement your employee incentives:

1. Employees are sensitive to what’s fair. So reward equal effort equally.
2. More highly paid managers might be more motivated by rewarding staff than receiving rewards themselves.
3. Peer-to-peer recognition is doubly rewarding, because it gives employees the power to right perceived imbalances.

Yes, commonly accepted beliefs about incentives might overlook the complexity of the human brain. No, it doesn’t have to be complicated to address the problem. But doing so can have a big impact on results. Will you be re-evaluating with this in mind soon?

This article is the fourth in our Motivation in Mind series, an in-depth look into the psychology and neuroscience behind employee motivation. It seeks answers to questions about human motivation and how that motivation is shaped by the way people perceive, feel, think, act, and learn. More than a digest, news feed, or “how to” series, Motivation in Mind challenges assumptions about employee goals, conduct, and behavior to arrive at a more sophisticated understanding of corporate/employee relationships.

The post Employee Incentives: Be Fair or Risk Demotivation appeared first on InteliSpend Prepaid Solutions.

In response, companies are trying everything to make their wellness programs work. One survey from the National Business Group on Health found that 86% of employers are planning to use financial incentives in their wellness programs in 2013. But the surprising finding here is the number of employers turning to penalties, such as higher premiums, to urge screenings and change health habits. This same group found that the percentage of employers planning to impose penalties is likely to double to 36% in 2014.

The post Wellness Programs: Should it Cost You to be Unhealthy? appeared first on InteliSpend Prepaid Solutions.

“Incentives must be genuine, meaningful, and important.”

Statements like this are extremely common in the employee incentives industry. In fact, they’ve become like proverbs: often repeated, readily agreed to, but sometimes lacking in the details.

This is likely due to an unspoken assumption that personal gifts are meaningful, while other incentives are less so.  And so much of the industry focuses on the rewards themselves: what the reward is, its dollar value, etc.

These are important considerations, no doubt. But at InteliSpend, we also recognize that for rewards to be meaningful, you need to pay close attention to the reward and the context.

Why context? We know from cognitive psychology that people are always interpreting the world around them. We attach meaning to things as we perceive them. Though perhaps obvious, these facts tend to make us think of the mind as being organized like a computer: our senses provide “input” to our brains, which then process the incoming information, and in turn produce an “output,” or behavior.

The real, full story from cognitive psychology shows us that the mind is a bit more complicated than that. Though information comes in from the senses to be processed, it flows in the other direction as well. Thus, our perceptions are influenced by what we think, how we feel, and what we remember. In other words, context.

You probably read the words “The Cat.” Good! That’s how 99% of the reading population would read those words.

But now, focus on just the “H” and the “A” above. Notice anything? You probably have, namely, that they are actually the very same shape.

Whether or when you noticed this does not matter. What’s intriguing here is that everyone can read these words clearly and easily, without delay. This is because we don’t just see the shape of the letters as they are in themselves. We actually see them as different shapes depending on which word the letter is in. Surprisingly, our brains figure out what the word is first and then this influences how we see each letter.

The effect is pretty pervasive: almost all perception works like this. And so, if meaning is a matter of perception, and perception is heavily influenced by context, meaning is, in part, a matter of context.

How does this apply to incentives and rewards? Whether or not your employees find an incentive meaningful will depend, in part, on the context in which they are earned and given. For example:

1. Rewards for specific behaviors will work better than rewards given for a vague “job well done.” If you reward for a specific behavior, your employee will see the reward as recognition for her contribution. If you reward just for a job well done, without mentioning specific behaviors, you risk the employee seeing the reward as a mere afterthought. What the reward means depends on how the employee sees the purpose and goal of the reward.
2. If incentives are given to individuals and teams that earn them, employees will associate them with high performance. They will see those rewards as something attainable, though with effort. In other words, your rewards become trophies.  If instead rewards are given to everyone regardless of performance, they will be seen as entitlements. (Even worse, if they are given to the employee with the most inside connections, they will be seen as “pet” gifts.) The social context of who gets the rewards, and why, influences their meaningfulness.
3. Rewards work better when they are memorable. The same reward can have a brief effect when simply handed out at the end of the day, but have a lasting effect on behavior when given publicly, with recognition from management and peers. So the context of how the reward is given can influence how long its effect lasts.

As much as we’re partial to reward cards at InteliSpend, we also recognize that our solutions do not work in a vacuum. How people perceive their rewards is rooted in certain truths about how our brains work. And our brains are always sensitive to context. So: are your rewards as meaningful as they could potentially be?

 

This article is the third in our Motivation in Mind series, an in-depth look into the psychology and neuroscience behind employee motivation. It seeks answers to questions about human motivation and how that motivation is shaped by the way people perceive, feel, think, act, and learn. More than a digest, news feed, or “how to” series, Motivation in Mind challenges assumptions about employee goals, conduct, and behavior to arrive at a more sophisticated understanding of corporate/employee relationships.

The post Making It Meaningful: Employee Incentives and the Power of Context appeared first on InteliSpend Prepaid Solutions.

As a whole, businesses have tried everything when it comes to safety incentives, and by now some “best practices” have emerged. These best practices are not complicated.  But without them, you could actually be putting employees at risk. The 8 most critical:

1. Successful safety incentives reward behaviors, not outcomes.  Rewarding an outcome, such as fewer reported injuries, can have a reverse effect: it might discourage reporting, instead of encouraging safe behaviors. So focus instead on what people must do to be safe.
2. Rewards should be issued immediately, or as soon as possible. This creates a more immediate emotional tie with the behavior, which in turn maximizes reinforcement.
3. Along with rewards, use recognition. Rewards become more meaningful when there is positive feedback. Recognition also makes rewards public, which shows other employees that the program works, and that the safety incentives themselves are attainable.
4. Get management involved. Not only should management get behind the campaign, it should actively be promoting and encouraging participation. When employees see their supervisors are serious about a new program, they are more likely to participate.
5. Repetition, repetition, repetition: Reporting and recognition might not be habit for your employees at first. Consistently remind them to report behaviors. And in return, you should consistently reward your employees for safe behaviors as well.
6. Don’t forget the other stuff, either. Safety incentives are a great management tool for encouraging safe behaviors. But they can’t replace training sessions and safety seminars. These are needed to give your employees the tools they need to succeed.
7. Don’t make it too complicated. “Thank goodness we have such a complex and nuanced safety initiative in place at this company,” said no one. Ever.
8. Don’t use cash rewards as safety incentives. Money gets put into a bank account or wallet, where it’s indistinguishable from any other income (and thus quickly forgotten). Think instead of something that has “trophy value”, that is, something that feels like a prize or a privilege.

The revamped safety program at Producers Assistance Corporation (PAC) is a good example of these 8 critical elements at work. This company provides contract personnel to the oil and gas industry, an area where employee safety is critical. To breathe new life into their safety program, PAC used reloadable reward cards to reinforce safe behaviors. These behaviors were things like attending a safety seminar, or addressing a possible safety issue. The overall format was that of a game were employees could earn, collect, and redeem points.

Management got on board early to promote the “game,” and successes were formally recognized by management as well. All in all, the program was simple yet exciting. It was also very successful: participation increased dramatically, and there was a significant decline in the incident rate.

So PAC’s program is a first-rate example of using these 8 critical elements (for more details, you can read the extended case study here). And they’ve had tons of success.  So the question for your organization: are you hitting all 8 critical elements in your company’s safety program? If you are, we’d love to hear your success story.  If not, consider incorporating them.  When it comes to safety, your employees are worth it.

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What makes the pyramid a hierarchy is that the needs must be met in order. A person cannot successfully meet the needs at one level until the needs at all the levels below it have been successfully met. Going up the hierarchy is like completing a series of challenges in a game before going on to the next level.

Maslow’s hierarchy has been an influential theory in HR, particularly when crafting employee incentives. This isn’t too surprising: the theory is simple, understandable, and makes some sense of human motivation. The important question is: are businesses actually using it correctly?

Maybe not. Hidden assumptions come along for the ride whenever businesses trot out Maslow’s hierarchy. A good example of the kind of assumptions I want to explore can be found in this appealing Forbes article. Without wasting words, we can see at least one of those assumptions in their main graphic:

So what assumptions are taken for granted here? Here’s one to consider. It’s true that, for employees, basic needs come first, then safety needs, then love/belonging needs, and so on up the hierarchy. The assumption, though, is that management should focus on the “lower” needs first, then move on to higher ones, using specific tools at each step. But why should this be true?

Sure, people aren’t going to focus on esteem and self-actualization if other basic needs are not met. But personal needs are not the same as company policies. In terms of company policy, then, focus on the top first. If your company provides challenge, opportunity, and the potential to grow and learn, your employee incentives and recognition programs will have a much greater effect.

Plus, effective incentives and recognition can be used to shape employee behaviors, which can help meet needs all the way down the hierarchy. For example, team bonding can be enhanced through a peer-to-peer recognition program. Physical safety can be enhanced when there is a good workplace safety program that rewards safe practices. Economic safety is secured when a sales team is motivated to hit its sales numbers.

Every time we unearth an assumption, we create an opportunity to revisit and improve our existing programs. Companies need to focus first on employee self-actualization and esteem, drawing on as many resources as possible to meet these needs in its workforce. And those resources should revolve around recognition and reward, not just compensation, even if one is focusing further down the hierarchy.

This article is the second in our Motivation in Mind series, an in-depth look into the psychology and neuroscience behind employee motivation. It seeks answers to questions about human motivation and how that motivation is shaped by the way people perceive, feel, think, act, and learn. More than a digest, news feed, or “how to” series, Motivation in Mind challenges assumptions about employee goals, conduct, and behavior to arrive at a more sophisticated understanding of corporate/employee relationships.

The post Using Maslow’s Hierarchy for
Employee Incentives:
Chances Are, You’re Doing It Wrong appeared first on InteliSpend Prepaid Solutions.

“You can check out any time you like, but you can never leave.”

The other day, as I was driving, this song came on and that final line hit me.  Not because of the social or political message, but because it so aptly described an employee motivation problem I’ve seen firsthand.

A little background: way, way back in the day I used to work at a small copy and print shop.  The owner (let’s call him “Adams”) was a nice enough man. But he had some mistaken views about how to manage his employees.  Starting out, he aimed to do what any good manager would do: attract and retain talent.  A good copy and print shop needs talented designers, a capable customer service team, knowledgeable press operators, and an energized sales team.  Furthermore, high employee turnover could be a problem for such a small shop.

But what Adams used to attract and retain talent was something he called “The Golden Handcuffs.”  Adams offered strikingly good salaries to his employees, well above market standard.  This attracted some high-level talent.  It also retained that talent: employees that Adams hired stayed for years.

But after a year of operation, something was still missing.  The shop was often behind schedule.  Instead of mistakes being handled swiftly, there was a lot of finger-pointing until someone was forced to deal with the problem.  Employees were often frustrated, and morale was low.

Successful shops are able to manage these things.  But for some reason, Adams’s talented, well-paid, and well-trained team was struggling.

The question is: why?

The short answer is that Adams only had half of the equation.  He was successful at using cash to attract and retain talent.  But he wasn’t properly addressing employee motivation.

True, his employees never left: The Golden Handcuffs kept them “chained” to his shop.  But they also had another ironic effect:  as soon as employees realized what was happening, they began to see themselves as “there only for the money.”  The sluggish pace of work, the careless mistakes, and the tendency to blame were all symptoms of one underlying issue: poor employee motivation.  Employees were talented enough to run a good shop, but not yet motivated enough to create an excellent shop.

To his credit, Adams recognized this, to an extent.  But while Adams thought he was buying his employees’ loyalty, in truth he was only buying their presence.  Like the decadent Hotel California, employees worked within the system to rake in the money, but no longer put their heart and soul into it.

So what’s the lesson here?  Don’t just throw cash at your employees.  Money might fix an immediate problem (for example, employees leaving).  But, paradoxically, cash without any other additional incentives can create a team of disengaged employees who only stay for the paycheck.  Remember, people tend to ask for cash when they can’t imagine any other meaningful rewards.  Imagine the loyalty that could have been created if Adams had restructured his incentives program, perhaps incorporating behavior-based awards and peer-to-peer recognition.

What Adams couldn’t see (and what I hope good managers will take to heart) is that a workplace can increase productivity simply by having happier, more engaged employees.  Adams could have done this, and at a fraction of what he was paying in salaries.  The real challenge for HR is not just attracting and retaining talent.  It’s getting employees to “check in” and stay checked in.

The post The Eagles Got It: Employee Motivation is More than Retaining Talent appeared first on InteliSpend Prepaid Solutions.

But, oddly enough, Skinner’s brand of behaviorism has largely fallen out of favor in scientific circles.  Even Skinner’s theory of motivation, the crown jewel of his scientific contribution, is seen as inadequate by today’s standards.  This is not because Skinner’s theories were wrong, or because his research was bad.  It was merely incomplete.

It’s about time, then, that the business research on employee motivation got an update.  If we look at some of the ways in which Skinner’s behaviorism was incomplete, we might be able to find new ways to craft employee incentive programs that perform even better.

Take, for example, the work Marian Breland (later, Bailey) and her colleagues did with trained animals, particularly performing animals.  Her research uncovered two facts.  One, animals could be trained to do some very sophisticated sequences of behaviors.  But, two, there were some strange roadblocks in any given animal’s training.

Perhaps the most famous examples were the raccoons she trained.  The task was for the raccoon to open a toy treasure chest, remove two fake coins from the chest, walk over to a small toy bank, and then deposit the coins.  What Breland found was that with the right reinforcement and training, the raccoon could quickly learn to perform all of the steps of this trick, save for one: the raccoons absolutely refused to deposit the coins into the toy bank.

This was strange, given that the other steps in the trick were more physically and mentally demanding.  What was even more weird were the behaviors that the raccoons did instead: they spent a lot of time rubbing the two coins together in front of the bank.  They also “dipped” the coins in the bank, never releasing them.

The key to understanding the raccoon’s behavior is knowing how raccoons naturally behave in the wild.  Raccoons are mostly scavengers, very adept at opening things in order to find and carry off food.  Reinforcing that kind of behavior was no problem.  But, after raccoons find food, their instinct is to wash the food before consuming it.  In other words, it was completely natural for the raccoons to try and “wash” the coins by rubbing and dipping them.  It was totally unnatural for them to willingly give up what they had found.  These “natural” behaviors later became known as species-specific behaviors, and it was found that they routinely interfered with the animals’ training.

In Breland’s own words, “After 14 years of continuous conditioning and observation of thousands of animals, it is our reluctant conclusion that the behavior of any species cannot be adequately understood, predicted, or controlled without knowledge of its instinctive patterns, evolutionary history, and ecological niche.”

Breland’s raccoons can tell us something about about human motivation too.  Although human beings do have some “species-specific behaviors,” we also have much more variety and flexibility in our behavior.  Still, there is a parallel.  Every person comes to a task with certain default behaviors that have been honed by many, many factors.

Think of these default behaviors as “employee-specific behaviors.”  The exact behaviors might, of course, vary with company culture and the demographic niche of each individual employee.  But those behaviors, whatever they are, still act as defaults for employees when faced with new tasks and goals.

So what does the existence of employee-specific behaviors mean for employee motivation programs?  There are 3 important take-aways:

1. Incentive programs are good for getting an employee to do more of what they’re already doing.  For example, if your goal is to increase cold calls made in a month by 20%, motivation programs can potentially help.  But incentive programs won’t necessarily drive new behavior. That is, not unless you provide, in detail, the new behavior that is expected.
2. The right company culture has to be in place at the start.  If your employees’ default behaviors include doing the bare minimum of work to get by, or inflating sales numbers, or any other devious practices, your incentive program is going to fail.  Or worse, it will reinforce the exact opposite of the behaviors that you want to reward.
3. Reinforcing an abstract goal will do little, unless your employees can see a clear way to that goal and, importantly, that the way to the goal makes sense.  A trained raccoon just can’t imagine how giving up a couple of shiny objects will get it fed, much less why the trainer would want that.  So don’t just make a goal, for example, to increase third quarter sales by 10% or to reduce workplace accidents significantly.  Show employees the concrete steps for getting there, and how those steps will actually accomplish the goal.

This article is the first in our Motivation in Mind series, an in-depth look into the psychology and neuroscience behind employee motivation.  It seeks answers to questions about human motivation and how that motivation is shaped by the way people perceive, feel, think, act, and learn.  More than a digest, news feed, or “how to” series, Motivation in Mind challenges assumptions about employee goals, conduct, and behavior to arrive at a more sophisticated understanding of corporate/employee relationships.

The post Skinner’s Silence: What Raccoons Teach us about Employee Motivation and Behavior appeared first on InteliSpend Prepaid Solutions.

The sad fact remains, however, that some programs fail to meet this goal.  On the surface, these programs fail either because they don’t really reward, or they fail to reward the right things, or the rewards don’t really match what the employees find valuable.  In other words, there’s a lack of “fit” somewhere.

But there are usually underlying causes of these failures of fit.  For example, some programs are not properly designed.  Other programs have failed to change and adapt to a dynamic business environment. And some simply lose their novelty.  Pretty soon, such programs either become an entitlement or are simply disregarded, like elevator music.

So it’s time for a little introspection here.  Do you feel like your corporate incentive program might not be living up to its potential?  Here are 4 simple questions to help you unearth potential problems:

1. Are you just rewarding tenure, or are you actually rewarding positive, constructive behavior? Incentives should be incentives to perform.  Not only that, they should reward performance that is over and above the average.  While employee loyalty is a good thing, truly effective corporate incentive programs track employee progress towards goals and rewards the behaviors that give rise to those goals.  (Solution: ditch the end-of-career gifts and look into the next generation of corporate employee incentive programs.)
2. Have employees simply come to expect their “bonuses” and “awards”?  Bonuses should be just that: bonuses.  They are meant to recognize extra effort on top of a job already well done.  Unfortunately, if a corporate incentive program hasn’t changed for a long time, employees begin to feel entitlement: they see the bonuses as something they have a right to, not something that they’ve earned.  (Solution: shake your program up a little by tying reward to performance and making the connection extremely clear to your employees.)
3. Are your incentives tailored to what your employees really want?  A bonus isn’t really a bonus if you give them a day at the spa, but what they really wanted was a night out.  Or you give them a gas gift card… but they take the train to work.  By definition, an incentive has to be something a person is excited about earning!  (Solution: find out what your employees want, or better yet, give them a customized corporate reward card that allows them to choose the reward that will be most memorable and meaningful to them.)
4. Are your incentives tied to your company and its goals?  Let’s face it: any company can sign a bonus check or give an employee the day off.  But are your rewards something that employees can only get from your company?  Do your employees think of your company and what it stands for when they enjoy that reward?  Or are your incentives just another “whatever” for doing “whatever”? (Solution: customize your rewards and make them part of a “brand experience” for your employees.)

There are multiple reasons why corporate incentive programs fail.  The first step towards getting them to work is simply asking the rights sorts of questions.  Does your corporate incentive program need an overhaul?

The post 4 Questions to Ask About Your
Corporate Incentive Program appeared first on InteliSpend Prepaid Solutions.

But what exactly is a consumer loyalty program?  And how can something as simple and common as a prepaid reward card actually create and reinforce loyalty?

Let’s start with what consumer loyalty is.  From a business standpoint, consumer loyalty is about attracting the right kind of customers, and then getting those customers to buy more, buy more often, and then (hopefully) spread the word about your products or services. Because it costs almost five times more to attract a new customer than to retain an existing one, programs that enhance consumer loyalty are a very profitable way to do business.

From a consumer standpoint, however, things look very different.  Loyalty is not a matter of increasing raw numbers; it’s about having a series of positive customer experiences.  Those experiences are composed of a  mix of specific thoughts, feelings, and perceptions that customers have throughout the sales cycle.  . So long as those positive experiences continue, so will loyalty.

This leads to our second question: how exactly do direct marketing pieces with prepaid reward cards foster these positive experiences?

True, a prepaid reward card can’t answer your phone, welcome your customers, or make your establishment smell like fresh-baked cookies.  But it can do the following:

• Keep top-of-mind awareness.  Every time a consumer sees your card, they are reminded of your brand.  They are also reminded to take action.
• Make them feel valued and cared for.  One hotel chain created a reward card redeemable at all hotels, not just the ones in their franchise. Customers felt that the card was a true gift, not just a promotion.  And so, paradoxically, the majority of redemption stayed within the franchise.
• Make them feel part of something new, hip, or exclusive.  Anyone can pay cash at a Starbucks, an IHOP, a Trader Joe’s, or an H&M.  But having a card says something about their lifestyle, since every card is like having a membership.  Just imagine how the lucky few with a Starbucks Metal Card feel!
• Keep them coming back.  Unlike coupons, cards can be loaded with value over time, giving customers another reason to come back again and again.

Consumer loyalty is all about creating unique and pleasurable customer experiences.  The promise of those experiences, not to mention their exclusivity, are what turn ordinary direct marketing campaigns into full-on consumer loyalty programs.

The post What’s the Key to Turning Direct Marketing into Consumer Loyalty Programs? Customer Experience appeared first on InteliSpend Prepaid Solutions.