> INCENTIVES TO INSPIRE
Incentives Inspire
TO
Drive sales and staff performance with a creative, goal-oriented bonus program.
BY LAURIE HERRERA PHOTOGRAPHY BY JANINE FEENEY W
ith Mother’s Day coming up, Herb Rothe is revitalizing a time-tested employee incentive designed to generate more revenue at his Philadelphia flower shop. The plan is straightforward: Pay sales staff a flat bonus for every add-on, such as $1 for a balloon or $2 for a box of chocolates. “I give them a reward for each time they sell something like that,” says
Rothe, owner of Rothe Florists & Flower Delivery in Philadelphia. “It can really help move your add-ons.” Incentives can be a win-win. The shop generates more revenue from the add-ons
and sales staff get paid more. By upselling one or two add-ons per hour, sales staff can effectively increase their hourly wage without impacting the shop’s labor costs. Plus, it gets staff into the habit of suggesting add-ons so the behavior will continue even after the incentive program is over. If it sounds simple, that’s the point. Overly complex incentives often don’t work,
says Dan McManus, founder and president of TeamFloral, a floral marketing and con- sultancy firm. On the other hand, a short-sighted plan can also backfire. McManus
EARNING EXTRA Leila Rosen, an employee at Rothe Florists & Flower Delivery in Philadelphia, earns extra pay every time she sells an add-on.
22 FLORAL MANAGEMENT | March/April 2025 |
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