IRF Releases Research on Channel Incentives, Driving Pipeline

Washington, DC (April 28, 2026): The Incentive Research Foundation announces the release of Using Incentives to Drive Pipeline, a new study examining the strategic use of incentives to drive B2B customer acquisition, engagement, and conversions within the sales pipeline. With a particular emphasis on channel programs, the study explores methods for attracting new buyers, maximizing those partnerships, advancing opportunities through the funnel, and evaluating incentive effectiveness. Using Incentives to Drive Pipeline is accompanied by a companion website that provides content summaries and interactive tools.

“Channel incentive programs exist at the intersection of marketing, sales enablement, and partner management,” said Stephanie Harris, IRF President. “Using Incentives to Drive Pipeline shows why a full-pipeline approach can build capability and create more durable growth. The research explains the importance of rewarding behaviors like education, deal registration, and demonstrations in channel incentive programs.”

Using Incentives to Drive Pipeline provides actionable frameworks for program design, measurement, and ROI estimation. The report synthesizes findings from a comprehensive literature review, expert roundtable sessions, and interviews with channel incentive program experts spanning manufacturing, technology, automotive, agricultural products, and incentive services. Key insights from Using Incentives to Drive Pipeline include:

• Channel programs compete in a crowded marketplace: Partners often navigate 10–50 incentive programs but actively participate in only about half. Clarity, simplicity, and perceived value are essential.
• Full-pipeline incentives drive stronger outcomes: Best-in-class programs reward behaviors beyond final sales (e.g., training, enablement tool usage, deal registration, demos), often allocating 40–50% of budget to pre-sale actions.
• Strategic segmentation improves impact: Different roles (dealer principals, sales reps, technical teams) and performance tiers (top 20%, middle 60%, bottom 20%) respond to different levers.
• Data integration is the top structural challenge: Programs should incentivize only what organizations can verify with adequate integrity, reducing gaming risk and strengthening ROI confidence.
• “Continuation” requires proof of incrementality: Once performance improves, leadership may treat the lift as the new baseline, so program owners must show ongoing incremental impact to sustain funding.
• Moving the middle may deliver the best ROI: While top performers drive outsized revenue, tier progression in the middle segment can produce measurable growth without premium reward costs.

To download a copy of the report, please visit the Using Incentives to Drive Pipeline webpage.

Thank you to our Research Advocacy Partner

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