Staff Training Incentive

Client Background

Lyra Components is a car parts manufacturer and distributor who produces bespoke performance parts for some of the top auto brands and for freight vehicles, motorbikes, armed forces vehicles and other sectors.


The high volume of parts produced, and the nature of some of their customers meant specifications could change on a regular basis. This meant they needed the staff of their retail partners to maintain their product knowledge to ensure parts sold or fitted to vehicles were always correct.

To support and build their retail partner relationships, Lyra offered staff training for new recruits free of charge which took place remotely via webinar.

While attendance of the initial training sessions was high and seemed to be appreciated by their retail partners, take up of ongoing training and change bulletins were extremely low. Staff were expected to read through specification sheets and fitting guides before taking quizzes and tests. On average, each module, which covers between 3 – 5 products, can take over 20 minutes. Change bulletins were created to inform retail staff of changes to part specifications.

As top-up training take up is low, Lyra were having issues with incorrect parts being fitted or parts being fitted incorrectly. Customer satisfaction was dropping and Lyra’s retail partners were struggling to consume all the information they were receiving.


The staff within Lyra’s retail partner network fitted into three main categories:


  • Management – predominantly over 40 and male. Who were focused on high work turnover rates to keep profit margins high. While they appeared to appreciate Lyra’s initial training package, they provided feedback advising that ongoing information was time-consuming and unclear.
  • Long term staff – over 35 and male. These staff members had either worked in the industry for over 15 years, been with one retail partner for 10 years, or both. Most did not want to take personal time to read information and complete tests, especially as incentives were not in place. Often known to imply ‘they know best’ when it came to part selections.
  • New staff – under 35 and male. These staff were not in the motor parts industry for more than 5 years. Most were happy to access training or information but did not want to use personal time to do so.


Agency Process

In search of employee motivation techniques which would work, focus groups and retail branch drop-ins were undertaken across 32% of the audience to gather full feedback and idea suggestions. The main points raised were:

  • Information too lengthy
  • Expected to review information in own time
  • Lack of incentive to self-train
  • Lack of clarity on which items have bulletins
  • Lack of notification when bulletins posted
  • Bulletins were showing out of order causing confusion
  • Lack of support from Lyra when unclear
  • Staff happy to use personal devices to access information
  • Managers happy to help communicate information if clearer & more concise
  • Managers happy to allocate small portion of time for self-training – can’t do this currently as training is too lengthy

Following on from these sessions, the agency worked with a small group of retail partner staff to create a new bulletin format that would allow Lyra to communicate changes to parts by highlighting key information, recalls, or fitting instructions by colour coding information, while removing information that is not a change.

These documents reduced content by 50% which made them significantly easier to follow.

Additionally, an app was created that housed two main functionalities:

  • A ‘point & shoot’ app that allows staff to point their camera at a vehicle parts packaging. This would then load the spec sheet and fitting guide for ease of reference.
  • The reduced change bulletins were now in date order, searchable by part number, part type, and vehicle type. New bulletin postings triggered push notifications to users.
  • Bulletins could now be ‘printed’, this converts the bulletin to PDF and opened an email allowing managers to send work to a computer to print and display for staff message boards.
  • Staff were informed that there would be spot prizes for app usage, with each use of the app exceeding 2 minutes having a chance of an instant win. Prize headlines ranged from cinema tickets or experience events to the delivery of sweet treats for their retail branch or a team night out all delivered via a fully branded prepaid card, saving on postage and despatch costs (which can be costly for merchandise delivery).


  • The staff training incentive brought huge success:
  • 78% of the audience downloaded the app and created logins
  • 93% of the audience used the app at least three times a week consistently for the first 6 months
  • 76% of managers have used the print bulletin function
  • Customer satisfaction has increased by 4 points in 6 months
  • £22,850 of reward was issued via prepaid cards meaning every penny of reward spent by staff reminded them of where their reward came from with the brand in their wallets! This encouraged repeat behaviour.

See more Usage Models below:
*for illustrative purposes only