We provide a solution to help our customers transfer product and brand knowledge into their sales channels. There are three aspects to that solution: We offer a set of Web-based technologies that enable them to package and deliver brand and product knowledge to their sales organization; we provide them a turnkey team of experts who take the brand information the company has already created and repackage it for delivery to the selling organization; and we make sure the material around the product and brand are effective and the sales channels truly get it.

How have you seen sales strategies change within your client base?

Our customers, which are mainly large multinational companies, are finding out that they have been spending a tremendous amount of money to build their brand to get consumers to come to the point of sale, whether it is a retail outlet or a business-to-business operation. Advertising gets these customers somewhat interested in wanting to talk.

The problem is there's a disconnect between the brand dialogue they have started with the consumer and the person who is actually at the point of sale. The result is that they are not having the return customer ratio that they would like. Companies need to figure out how to use the success they have had transferring brand information to customers and use it to transfer brand information to the sales channels.

Is there a new philosophy about how to disseminate information?

Our customers are telling us that just putting a lot of information out there on a Web site for employees does not mean information becomes knowledge, and there is no way to measure the impact.

What changes are company leaders making?

Smart companies are looking to do two things: effectively educating their sales representatives about their brands and products, and measuring the results of those efforts. Then they are using this as a way to create accountability within the organization. That's a positive thing.

It is important for companies to have a well-thought-through incentive, reward, and communication program, using both a carrot and a stick strategy. An example of a stick would be notifying employees that if you don't go through this certification or training you will not be qualified for x or y. A number of our clients use a point system as a carrot strategy. The more product and brand knowledge employees can demonstrate, the more points they gain.

Are you seeing any incentive programs that really stand out?

Generally, the companies that we see doing very well are combining positive and negative incentives. The degree of positive is always greater than the degree of negative.