We know that it costs a lot less to promote to repeat prospects than acquire new ones—that’s why manufacturers invest in loyalty and rewards programs. There is growing evidence to support the concept that well-bei

We know that it costs a lot less to promote to repeat prospects than acquire new ones—that’s why manufacturers invest in loyalty and rewards programs. There is growing evidence to support the concept that well-being drives performance. Yet despite elevated corporate attention and investment in well-being, our research indicates that companies must do a better job connecting well-being applications with employee expectations.