competitive analysis of marksen corporation sample report (recognition/award industry)

Competitive Analysis ofMarksen Corporation

Sample Report(Recognition/Award Industry)

Table of Contents

Competitive Analysis Sample Report Slide 2

Executive Summary 3

Landmines 5

Competitive Differentiators 7

Product Differentiators 8

Employee Recognition Programs 11

Solution Capabilities 22

International Options 33

Budget Concerns 40

Executive Summary

Key items to remember when competing against Marksen: Less than half of a company’s employees are reached by their current recognition program. Smithfield’s gift cards

could easily expand the reach of a company’s program. When selecting a rewards program, prospects were generally interested in the requirements and methods of

assigning rewards, the scalability of the program, the variety of merchandise available, the time for delivery, and the provider’s international capabilities.

Respondents were also very concerned with the flexibility and security of global programs. The ability to customize the program was a customer’s primary goal in investigating providers’ technology. Timeliness of information was considered the most important reporting feature by respondents. Respondents mentioned that Marksen’s rewards program was U.S.-based, rather than a true global program, such as

that offered by Smithfield. Prospects also mentioned difficulties in getting Marksen to customize its programs to meet their needs. Smithfield is

much more willing to develop custom programs than Marksen. Customer service was another weak area for Marksen. Customers noted that the vendor was not willing to do much

to help its customers resolve issues that arose with the program. Marksen typically took 6 months or longer to successfully implement its solution. Smithfield completed its

implementation within 4 months. Respondents also noted that there were no obstacles to the implementation with Smithfield.

Marksen charges all implementation fees (as well as consulting fees) up front. Allowing customers to pay some of the fees after the implementation is complete could help make Smithfield a more attractive option for customers.


Executive Summary

Key items to remember when competing against Marksen (cont.): Marksen customers generally select the inventory for their rewards programs. Inventory was often managed at the

local level to ensure that the rewards available were appropriate to the local culture. Respondents noted that Smithfield did an excellent job of selecting merchandise that was culturally appropriate.

Customers stated that Marksen offered a wide variety of merchandise, but often had problems delivering the products on time.

Delivery times for Marksen’s Rapid Rewards program was generally three to five business days. Delivery times for other Marksen programs often took two to three weeks, whereas Smithfield typically delivers all of its programs within one week.

Shipping costs, mark-up, and provider fees with Marksen often consume up to 30 percent of the customer’s recognition budget.

Customers complimented Marksen on the flexibility and tracking capabilities of its reporting system, but added that these reports are only available on request.

Marksen offers a variety of customized reports that are only available on request. Smithfield provides an online dashboard so that customers can generate their own reports as needed.

Both Marksen and Smithfield provide their customers with data transfers for keeping programs up to date on employee eligibility. Marksen also provides quarterly reports on the status of the program, while Smithfield provides updates bi-weekly.

Marksen does not currently integrate with the customer’s payroll systems or budgeting tools. Offering an integration interface could give Smithfield an advantage over the competition.

Companies generally had no interest in going back out to bid in the immediate future, as they were pleased with their current provider. A few respondents noted that they would go out to bid if their system becomes cost prohibitive.


Landmines


LANDMINE BYPASS

Customer service

• Marksen claims to work with its customers to develop programs to best meet their needs.

• Customers felt that Marksen provided little support after the program was up and running.

• Customer service was unresponsive to customers’ complaints.

Custom reports

• Custom reports are available on request only.• Pulling reports is a manual process. • Smithfield offers a dashboard for ad hoc reports.

Global presence

• U.S.-based program being pushed as a global solution.• Lacks regional focus and variety in rewards.• Often is unaware of rewards that are appropriate in underdeveloped countries.

Rewards program

• Rapid Rewards program ships quickly, other items do not.• New merchandise is rarely added to inventory.• Possible high shipping costs.

Online ordering• Nothing that other providers do not offer through their Web sites.• Smithfield offers online ordering with multiple reward tiers which employees

typically do not like.

Win Analysis


CUSTOMER REASON FOR SELECTING Smithfield

Andem Inc.• Smithfield offered a “true global solution,” strong customer

support, multi-language translation services, and greater flexibility.

Competitive Differentiators


Smithfield Marksen

Global Offering

• Unified rewards program.• Strong global presence.• Covers all countries needed.• Offers local representation.• Experience working with global companies.• Clients can add local merchants to rewards program

inventory.• Superior customer service.

• Unified rewards program.• Rewards linked to business strategy.• Collaborates with customers to design custom

programs.• U.S.-centric program used as basis for an

international program.• Service gaps in some countries.• Lacks cultural awareness.• Often lacks local representation.• Rewards received late.• Rarely rotates inventory.

Reporting and Measurement

• Standard and custom reports.• Extensive dashboard reports.• Tracks cost of rewards program.

• Tracks usage.• Reports available on request.• No reporting dashboard.

Product Differentiators


Smithfield Marksen

Global Offering

• Customized rewards programs.• Great flexibility in program design.• Multi-level awards.• Merchant selection program.• Similar rewards offered worldwide.

o Gift cards.o Wide selection of rewards.

• Multi-tiered program available.• Cannot combine points.• Customized rewards programs.• Similar rewards offered worldwide.

o Certificates.o Catalog merchandise.o e-thank you cards.o Gift cards.o Rapid Rewards program for quick shipping.

Nomination Process

• Peer nominations. • Manager nominations for higher-level awards.

• Peer nominations.• Manager nominations for higher-level awards.

Redemption Process• Rewards received within 1 week of order • Rapid Rewards received within 1 week of order.

• Other items take 2-3 weeks for delivery.• Problems with customs delays shipments.

Product Differentiators (cont.)


Smithfield Marksen

Reporting• Standard reports.• Custom reports.• Dashboard reports.

o e-mail notification.

• Custom reports available on request.• Tracks program usage.• Quarterly employee surveys.• No dashboard reports.• No ROI reports.

Languages

• Translation services available in multiple languages. • Translation services available in several languages, including:

o Englisho Mandarino Portugueseo Spanish

Transaction Fees

• Low mark-up and shipping fees. • High mark-up and shipping fees.o 20-25% of budget can be spent on shipping fees.

• Implementation fees due up front.o Consulting fees included in implementation costs.

Product Differentiators (cont.)


Smithfield Marksen

Implementation Process• 4-month implementations. • 6-month implementations.

Data Management• Regular data transfer of eligible employee

information.• Bi-weekly updates on program status.

• Regular data transfer of eligible employee information.

• Quarterly updates on program status.

Budget Management• No direct integration with payroll or budget tools. • No direct integration with payroll or budget tools.

• Manual entry of data required.

Employee Recognition ProgramsCompetitive Analysis: Marksen


Employee Recognition Programs


What Type of Recognition Programs Are You Using?Vendor Program Frequency Percent

Marksen

Years-of-service awards 4 80.0%

Peer-to-peer 3 60.0%

Manager-to-peer 2 40.0%

n=5

SmithfieldManager-to-peer 1 100.0%

Peer-to-peer 1 100.0%

n=1

Percentages may not add to 100 percent, as respondents may have mentioned more than one program.

Highlights• Marksen customers predominately used

the vendor for its years-of-service awards and peer-to-peer recognition programs.

• Three of the Marksen customers recently decided to switch to a new provider (Smithfield, Hinda Incentives, and TharpeRobbins). Reasons for this included the need to streamline operations and standardize the program with a single vendor.

“There are several reasons we went out to bid. What we had at the time was like a 'cottage industry.' We had several different existing programs that were very functionally specific. One group within the company had an American Express gift check program, somebody else was using local gift certificates, and another was doing cash bonuses. There wasn't a universal outside vendor. Each group was going out and purchasing the gifts on their own.” —Director of global compensation, Andem Inc.

Employee Participation


What Percentage of Your Total Employee Population Are You Touching With Your Recognition Program Each Year?

Response Frequency Percent

Less than 25% 1 20.0%

25%-50% 2 40.0%

51-75% 1 20.0%

More than 75% 1 20.0%

n=5

Highlights• In the majority of cases (60.0 percent), less than

half of the employees were involved in the company’s recognition program.

“We strive for around 35 percent as a benchmark. Some areas will do more than that, but some will do less. We know that we want to spread the culture to as many people as possible, and that's why we've re-designed our whole program to do things like the 100 day milestone program which recognizes employees who have been certified as international training specialists and employed for 100 days. We're searching for ways to get everybody involved in the recognition experience.” —Director of corporate HR services, MDT Express

Desired Rewards


When Selecting a Provider, What Would You Like to Know About Their Rewards Program?Response Frequency Percent

Delivery time 2 40.0%

International capabilities 2 40.0%

Recognition methods and requirements 2 40.0%

Scalability of program 2 40.0%

Variety of merchandise 2 40.0%

Availability of merchandise 1 20.0%

Customization of program 1 20.0%

Quality of merchandise 1 20.0%

Variety of awards 1 20.0%

Value of program 1 20.0%

Unsure/no response 1 20.0%

n=5Percentages may not add to 100 percent, as respondents may have mentioned more than one feature.

Highlights• Respondents were often interested with a rewards

program’s methods of awarding points, the selection of merchandise, and delivery times.

• Customer’s considering programs for the long-term were also concerned with the provider’s international experience, delivery capabilities, and the scalability of the program.

“One thing I looked at was the quality and what we could get for the price. The second was the ability to service internationally for when we're ready to do that. The third was to be able to transition from an anniversary program to a recognition program that is more based on behaviors. We wanted to know how we could shift and be able to do that.” —Senior director of HR operations, Hipson Services Inc.

Rewards Package


Please Specify What Was Included in the Rewards PackageVendor Rewards Frequency Percent

Marksen

Catalog merchandise 2 40.0%

Multi-level rewards program 2 40.0%

e-Thank you cards 1 20.0%

Gift cards 1 20.0%

Rapid Rewards program 1 20.0%

n=5

SmithfieldCustomized program 1 100.0%

Gift cards 1 100.0%

n=1

Percentages may not add to 100 percent, as respondents may have mentioned more than one feature.

Highlights• Respondents often noted that Marksen

offered tiered programs that tied rewards to business related accomplishments.

“We also have the Above and Beyond gold, silver, and bronze awards for more business-related accomplishments.” —Director of corporate HR services, MDT Express

Unique Features


What Is Unique About the Following Providers’ Global Offerings?Vendor Feature Frequency Percent

Marksen


Customer service 1 20.0%

Lack of cultural awareness 1 20.0%

Partnership attitude 1 20.0%

Project management 1 20.0%

Promotes clients 1 20.0%

Scalability 1 20.0%

n=5

Smithfield


Customer service 1 100.0%

Flexibility 1 100.0%

Increased merchant selection 1 100.0%

n=1


Highlights• Respondents complemented Marksen on

its international programs. However, one respondent noted that Marksen’s program was a U.S. program promoted as a global program, and another mentioned problems with Marksen’s shipping program.

“We also felt in a sense that [Marksen] was very U.S.- centric. It didn't have the variety of custom merchants in each location to make things appealing to employees. Rather than a global program, we felt it was a U.S. program trying to be made global, whereas, Smithfield was a true global solution.” —Director of global compensation, Andem Inc.

Gift Card Availability


Highlights• Only one of Marksen’s customers had gift

cards available in every country. That customer generally issues $20 AMEX gift cards.

• Other customers explained that they preferred rewards tied to their company rather than generic gift cards.

“We don't do gift cards. We don't feel that it links back to the company brand. We always want to make sure that when someone gets a gift that it's linked to the company.” —Director of corporate HR services, MDT Express

Are Gift Cards or Reloadable Debit Cards Available in Every Country?

Vendor Response Frequency Percent

Marksen

Yes 1 20.0%

No 2 40.0%


n=5

Smithfield

Yes 0 0.0%

No 0 0.0%


n=1

Rotate Inventory


How Many Times Annually Does Marksen Rotate Inventory?


Less than one time per year 0 0.0%

One time per year 0 0.0%

Two times per year 0 0.0%

Three times per year 0 0.0%

Four or more times per year 1 20.0%

Never rotates inventory 1 20.0%


n=5

Highlights• Customers were split on how often Marksen

rotated its inventory. Responses ranged from “monthly” to “never.” However, most respondents were unsure and added that that vendor could have introduced new products that they were not aware of.

“One of the complaints from our employees was that it didn't look like Marksen ever rotated a lot of inventory through the levels. They may have, but it was apparent that it was not done frequently enough.” —Manager of communication and motivation, Ebersol Products Corporation

Time to Receive Rewards


How Long Does an Employee Have to Wait From the Time of Order to the Actual Receipt of Their Reward?

Vendor Program Frequency Percent

Marksen

Less than 1 week 2 40.0%

1-2 weeks 1 20.0%

3-4 weeks 1 20.0%

More than 4 weeks 0 0.0%

Unsure 1 20.0%

n=5

Smithfield

Less than 1 week 1 100.0%

1-2 weeks 0 0.0%

3-4 weeks 0 0.0%

More than 4 weeks 0 0.0%

Unsure 0 0.0%

n=1

Highlights• Recipients normally received their

rewards within two weeks of their order. Delays were generally attributed to shipping rather than to the vendor running the program.

• Respondents also mentioned that they usually received gift checks from Smithfield within a week of placing an order.

“[Delivery time] really just depends on how long the postal service takes to deliver, which is usually three to five business days.” —Director of corporate HR services, MDT Express

Business Objectives


Are Your Rewards Tied to Any Business Objectives or Values?


Yes 4 80.0%

No 1 20.0%

Unsure 0 0.0%

n=5

Highlights• The majority of companies tie their rewards

programs to their business values, and some require nominations to identify the particular value for a reward.

• The one company that did not tie its rewards to its values plans to do so in the future.

“The first part of any nomination requires an employee to tie the nomination into a value. The awards are also tied to annual enterprise priorities, which change every year. … The nominators also have to select one of those priorities and provide an explanation.” —Manager of communication and motivation, Ebersol Products Corporation

Future Purchase Plans


When Do Your Expect Your Next Bid To Occur?Response Frequency Percent

No immediate plans for future bids 4 80.0%

1-2 years 1 20.0%

3 years or more 0 0.0%

Nothing/no response 0 0.0%

n=5

Highlights• The majority of respondents are satisfied with their

current employee recognition program and have no plans to take the program out to bid. However, respondents also noted that things could change depending on future needs.

“I don't think we'll be putting it out to bid for a little bit...we have no intention of looking, but we talk to other vendors and are not rude because we are constantly trying to find out what else is available out there…it is so early in the process that it is tough to say when we would be looking again.” —Manager of communication and motivation, Ebersol Products Corporation

Solution CapabilitiesCompetitive Analysis: Marksen


Technology Capabilities


When Selecting a Provider, What Would You Like to Know About Their Technology Capabilities?


Customization capabilities 3 60.0%

Data security 1 20.0%

Ease of use 1 20.0%

Online access 1 20.0%

Reporting features 1 20.0%

Response times 1 20.0%

Scalability 1 20.0%

Tracking capabilities 1 20.0%



Highlights• Companies were primarily interested in the

vendor’s ability to customize its solution to meet their particular needs.

• Customers also wanted a program that was easy to use, secure, scalable, and could track awards received.

“Data privacy encryption, scalability, and customization. With technology, you always want something extra that you can customize.” —HR business partner, Sonnet Systems

Prepackaged Solutions


Did You Select a Pre-Packaged Rewards Solution or a Customized One?

Vendor Program Frequency Percent

Marksen

Customized rewards solution 4 80.0%

Pre-packaged rewards solution 1 20.0%


n=5

Smithfield

Customized rewards solution 1 100.0%

Pre-packaged rewards solution 0 0.0%


n=1

Highlights• Customers usually preferred a

customized rewards solution over a packaged product.

• The one respondent that selected a pre-packaged rewards solution noted that the product needed some customization to meet his company’s needs.

“With both vendors there was probably a small amount of customization, of course, with our certificates and some of the other things. We had to customize those, but really it was a program that Marksen already had. We used whatever Marksen's standard catalog was.” —Senior director of HR operations, Hipson Services Inc.

Hosted Model


Highlights• None of the Marksen customers selected an on-

premise solution. All preferred a hosted solution, with the vendor handling the system administration.

“I assume it is hosted because Marksen has a Web site and everything is done through that site. I don’t know of any Marksen person on site.” —HR business partner, Sonnet Systems

Is Your Solution an On-Premise or Hosted Model?Vendor Response Frequency Percent

Marksen

Hosted model 4 80.0%

On-premise solution 0 0.0%


n=5

Smithfield

Hosted model 1 100.0%

On-premise solution 0 0.0%


n=1

Data Access


How Does Your Recognition Solution Receive Data on Your Employees and Awards They Are Eligible for?

Vendor Feature Frequency Percent

Marksen

Data transfers 4 80.0%

Quarterly updates 2 40.0%

Web site for program 1 20.0%


n=5

SmithfieldBi-weekly updates 1 100.0%

Data transfers 1 100.0%

n=1


Highlights• Companies typically set up an

automated data feed to transfer information on eligible employees to their program provider.

• A few respondents added that the information was sent every two weeks or on a quarterly basis.

• A few respondents also mentioned problems properly updating employee information with Marksen.

“I know we had a lot more problems with Marksen updating employee information, so I don't think the process was as formal and timed out as it is now. We've learned a little bit from our mistakes, because Marksen was with us for three or four years. The system wasn't broken, but it was time to enhance and revive it. Marksen knew what their shortcomings were, and they have contacted me to tell me how they're moving forward on things we were looking for. I give them credit for that.” —Manager of communication and motivation, Ebersol Products Corporation

Solution Integration


How Does Your Solution Integrate to Your Payroll Systems?Vendor Response Frequency Percent

MarksenNo integration with payroll 2 40.0%


n=5

Smithfield Unsure/no response 1 100.0%

n=1

Highlights• Respondents often noted that they were

not interested in having their recognition solution integrated with their payroll system.

• There was also no integration with the company’s budgeting tools, unless users entered the data manually.

“We don't particularly want it to integrate to our payroll systems because it's not cash-based programs.” —Director of corporate HR services, MDT Express

How Does Your Solution Integrate to Your Budgeting Tools?Vendor Response Frequency Percent

Marksen

No integration 3 60.0%

Manual entry of data 1 20.0%


n=5

Smithfield Unsure/no response 1 100.0%

n=1

Percentages may not add to 100 percent, as respondents may have mentioned more than one method.

Implementation Time


How Long Did Your Implementation Take?Vendor Timeframe Frequency Percent

Marksen

Less than 4 months 0 0.0%

4 months 0 0.0%

5 months 0 0.0%

6 months 1 20.0%

More than 6 months 2 40.0%


n=5

Smithfield

Less than 4 months 0 0.0%

4 months 1 100.0%

5 months 0 0.0%

6 months 0 0.0%

More than 6 months 0 0.0%


n=1

Highlights• Marksen generally took six months or

more to complete the implementation of its system.

• The one respondent using Smithfield noted that its implementation took less than four months.

“I don't know about years-of-service, but in terms of the reward program [with Marksen] that we put together in IT, implementation was about six to eight months.” —HR business partner, Sonnet Systems

“The [Smithfield] implementation was speedy… having spoken with the implementation folks and with Smithfield, there weren't any huge roadblocks in the process, which I think again spoke to the fact that Smithfield had obviously implemented these types of global programs with large companies before.” —Director of global compensation, Andem Inc.

Desired Reporting Capabilities


When Selecting a Provider, What Would You Like to Know About Their Reporting Capabilities?


Timeliness of reports 2 40.0%

Basic reporting features 1 20.0%

Comprehensiveness of reports 1 20.0%

Customization capabilities 1 20.0%

Data accuracy 1 20.0%


Demographics 1 20.0%

End of year reports 1 20.0%

Graphics available 1 20.0%

Identify potential legal issues 1 20.0%

Scalability 1 20.0%

Tracking capabilities 1 20.0%

Nothing/no response 1 20.0%

n=5

Highlights• Timeliness of information was generally considered

the most important reporting feature.• Other desired features included encryption to

ensure data security and the ability to track the level of employees receiving awards.

“In addition to data privacy encryption, scalability, and customizability, we would want to know if the vendor could report on any potential legal issues, demographic information, and what level of employees are getting awards.” —HR business partner, Sonnet Systems

Provider’s Reporting Capabilities


Please Describe How the Provider’s Solution Provides Reports on All Program Activity.


Marksen

Reports available on request 3 60.0%

Customized reports 2 40.0%

Manual process 1 20.0%

Quarterly employee surveys 1 20.0%


n=5

Smithfielde-mail notifications 1 100.0%

Online dashboard 1 100.0%

n=1

Percentages may not add to 100 percent, as respondents may have mentioned more than one reporting feature.

Highlights• Marksen can provide a variety of custom

and standard reports; however, specific reports must be requested by the customer.

• Smithfield provides its customers with an online reporting dashboard that enables customers to generate their own reports as desired.

“Reports for the satellite programs have to be customized. Marksen provides the reports, but you have to ask for it; it's not a standard service that they provide…reporting is a manual process that is usually coupled with some of our other manual process.” —HR business partner, Sonnet Systems

ROI Reports


Does the Provider Have Standard ROI Reports?Vendor Feature Frequency Percent

Marksen

Yes 0 0.0%

No 3 60.0%


n=5

Smithfield

Yes 0 0.0%

No 0 0.0%


n=1

Highlights• Respondents were often unaware of a

vendor’s ability to provide ROI reports.• Respondents also questioned how ROI

would be determined in an employee recognition program.

“I am not sure what ROI would be and I don't know what we would be looking for; perhaps that our engagement scores include a recognition aspect on it and those scores are going up, so that's telling us that our recognition program is working.” —Manager of communication and motivation, Ebersol Products Corporation

Dashboard Reports


Does the Provider Have Standard Dashboard Reports?Vendor Feature Frequency Percent

Marksen

Yes 0 0.0%

No 3 60.0%


n=5

Smithfield

Yes 1 100.0%

No 0 0.0%


n=1

Highlights• Smithfield offers its customers

dashboard reports while Marksen does not.

• Marksen does provide reports on request, but does not offer its customers the option of dashboard reports.

“You have to ask [Marksen] for the reports because they are customized.” —HR business partner, Sonnet Systems

International OptionsCompetitive Analysis: Marksen


Desired Global Capabilities


When Selecting a Provider, What Would You Like to Know About Their Global Capabilities?



Flexibility 2 40.0%

Administration fees 1 20.0%

Cultural awareness 1 20.0%

Scalability 1 20.0%

Shipping capabilities 1 20.0%

Tax compliance 1 20.0%



Highlights• Prospects were primarily interested in the flexibility

of the program and in maintaining data security.• Other issues included fees, shipping, taxes, and the

provider’s understanding of the local culture.

“For global capabilities, our biggest worry was about tax, shipping, customs, cultural sensitivity, and administration fees. We just didn't want to be surprised by anything.” —Senior director of HR operations, Hipson Services Inc.

Reward Types


What Types of Rewards Are Available to Employees in Each Country?


Same programs worldwide 2 40.0%

Certificates 1 20.0%

Charity donations 1 20.0%

Gift cards 1 20.0%

Regionally available products 1 20.0%

Retail merchandise 1 20.0%


n=5Percentages may not add to 100 percent, as respondents may have mentioned more than one type of reward.

Highlights• Gift cards, certificates, and retail merchandise were

the most common types of rewards offered.• Most companies offered the same rewards

worldwide. However, at least one company preferred to offer country specific rewards.

“There will be an online catalog that [employees] can shop through or they can choose a certificate. If we were going to go to more of a recognition program, employees would need to earn credit and then apply those towards different things based on their country. They could combine the credits for a larger gift, or even donate it to charity.” —Senior director of HR operations, Hipson Services Inc.

Country Access


Does the Provider’s Global Offerings Include All the Countries in Which You Currently do Business?


Marksen

Yes 3 60.0%

No 1 20.0%


n=5

Smithfield

Yes 1 100.0%

No 0 0.0%


n=1

Highlights• Providers generally reached all the

countries that customers needed. However, there were a few gaps in Marksen’s service.

“I recall there were some gaps in [Marksen’s] offering, although they obviously spoke to being able to provide that if they were selected. I can't remember any time when they said they would never be able to do something in a particular country.” —Director of global compensation, Andem Inc.

Local Representation


Do the Providers Have Local Representation in All of the Countries in Which You do Business?


Marksen

Yes 1 20.0%

No 2 40.0%


n=5

Smithfield

Yes 0 0.0%

No 0 0.0%


n=1

Highlights• Respondents often noted that

recognition programs were run through a central office when there were no local vendor representatives.

• When providers did have local representation, customers were uncertain if it was provided by the vendor or a partnership with a third party.

“I don't think [they had local representation]. It was one point of contact. A lot of the issues would come through the program manager for that R&R program, and then that person would work with an Marksen representative who handled global events.” —HR business partner, Sonnet Systems

Language Translations


Does Your Recognition Solution Have the Ability for Language Translations?


Marksen

Yes 0 0.0%

No 0 0.0%


n=5

Smithfield

Yes 1 100.0%

No 0 0.0%


n=1

Highlights• Respondents noted that Smithfield

offered language translation services, but were unsure about Marksen.

• Respondents mentioned that Marksen offered programs in English, Mandarin, Portuguese, and Spanish.

“I imagine Marksen must have that ability, but I would just be guessing. We're a global company and don't assume everybody would speak English. I'm sure Marksen has at least a few major languages that they offer.” —HR business partner, Sonnet Systems

Inventory Selection


Who is Responsible for Selecting the Inventory Your Employees Have Access to in Each Location?


Corporate management 3 60.0%

Local management 1 20.0%

Individual program administrator 1 20.0%

Vendor providing inventory 1 20.0%

n=5Percentages may not add to 100 percent, as respondents may have mentioned more than one responsible individual.

Highlights• Inventory was most often selected at the corporate level

for global programs, but a few customers preferred to have it managed at the local level or by the program administrator.

• One respondent noted that the program provider selected the inventory.

“That is done through Smithfield. I feel like their selections have been appropriate culturally. The feedback loop is very strong. If one of our employees has an issue with one of the merchants, such as a gift check not showing up, then we obviously report that back to Smithfield immediately. Similarly, if employees come forward and say a bookstore would be really great to add to the list, then we subsequently submit that to Smithfield and a large percent of the time they are successful at being able to add that merchant.” —Director of global compensation, Andem Inc.

Budget ConcernsCompetitive Analysis: Marksen


Provider Fees


What Percentage of Your Overall Recognition Budget do Your Spend on Shipping, Mark-Up and Other Provider fees?


Marksen

Less than 10% 1 20.0%

10%-20% 1 20.0%

21%-30% 1 20.0%

31%-40% 0 0.0%

41%-50% 0 0.0%

More than 50% 0 0.0%


n=5

Smithfield

Less than 10% 0 0.0%

10%-20% 0 0.0%

21%-30% 0 0.0%

31%-40% 0 0.0%

41%-50% 0 0.0%

More than 50% 0 0.0%


n=1

Highlights• Shipping charges, mark-up, and other

provider fees with Marksen ranged from less than 10 percent of the client’s recognition budget to over 20 percent.

“Probably 20 to 25 percent. Shipping [with Marksen] is very expensive.” —Senior director of HR operations, Hipson Services Inc.

Implementation Fees


Did the Provider Charge an Up-Front Implementation Fee?Vendor Feature Frequency Percent

Marksen

Yes 2 40.0%

No 0 0.0%


n=5

Smithfield

Yes 0 0.0%

No 0 0.0%


n=1

Highlights• Less than half of the respondents said that

their provider charged an implementation fee.

• When the provider charged an implementation fee, it also charged a consulting fee.

“[Marksen] charged an implementation fee that included the consulting fee as well.” —Manager of communication and motivation, Ebersol Products Corporation

Did You Pay for Consulting Services as Part of the Implementation?Vendor Feature Frequency Percent

Marksen

Yes 2 40.0%

No 1 20.0%


n=5

Smithfield

Yes 0 0.0%

No 0 0.0%


n=1

competitive analysis of marksen corporation sample report (recognition/award industry)

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