What high-performing companies know about incentive travel that you don’t (yet)
In a business landscape dominated by AI disruption, shifting employee expectations, and growing economic and geopolitical uncertainty, top-performing companies are turning to a surprisingly human motivator: experiential rewards.
That’s one of the standout takeaways from the 2025 Top Performer Study released by the Incentive Research Foundation (IRF), which analyzed data across 600 companies in technology, financial services, and manufacturing/automotive sectors. The research identifies what the top 22.5%—those with superior growth, performance, and talent retention—are doing differently when it comes to rewards.
The bottom line? Top-performing companies don’t just offer travel rewards—they engineer them as strategic tools embedded in their broader performance management efforts.
Travel—Not Just a Perk, a Strategy
A staggering 93% of top-performing companies offer incentive travel—outpacing their competitors by eight percentage points. But it’s not just about offering trips; it’s about crafting experiences with intention. These organizations take a more holistic approach to qualifying winners, layering in both performance and customer relationship metrics to determine who earns a spot. That added nuance helps reinforce behaviors that align with long-term brand growth, not just short-term quotas.
They’re also spending more. The study reveals top performers allocate significantly higher-value rewards across both travel and non-travel programs—underscoring the belief that premium rewards yield premium performance.
Executive Buy-In Is a Game-Changer
Support for non-cash rewards at top-performing companies isn’t lip service. The IRF found that 64% of these companies report strong executive backing for their rewards programs—compared to far less in the general population. These organizations don’t just approve budgets; they champion recognition as a core performance lever.
More than half say their incentive programs reflect corporate identity and are tightly aligned with company goals. This strategic alignment makes it easier for planners to gain organizational support and design experiences that reinforce culture.
Flexibility and Personalization Are Key
Another hallmark of top performers: reward relevance. Today’s winners want experiences that feel personal. According to the IRF, 63% of top performers rate “high perceived value” as a key attribute of their reward offerings, while 47% prioritize flexibility.
For incentive travel planners, that means curating programs that balance bucket-list appeal with thoughtful customization—be it through tiered reward structures, “Fast Start” bonuses for new qualifiers, or unique destination-based perks.
The Path is Clear
If you’re building incentive programs in 2025, this study offers a clear mandate: Align your travel rewards with executive goals, employee motivations, and customer-centric KPIs. Make the experience matter—not just as a trip, but as a lever of culture and performance.
As IRF President Stephanie Harris notes, “Businesses are seeking trusted new ways to differentiate themselves and sustain success…Top-performing companies are using incentives to shape culture, strengthen partnerships, and retain top talent.”
And increasingly, travel is the stage where those ambitions come to life.
IRF’s Top 10 Things Top Performing Companies Do Differently white paper and the full 2025 Top Performer Study are available now at www.theirf.org. Industry-specific papers covering the Financial Services, Manufacturing/Automotive, and Technology sectors will follow in September.
Any thoughts, opinions, or news? Please share them with me at vince@meetingsevents.com.
Image generated by AI using OpenAI’s DALL·E
