Performance Performance managementmanagement

systemssystems

SRINIVASAN DRAKESH RL

Introduction Introduction

A company based on concept sellingRoles from the sale departmentNo ads for product promotionHigh degree of interdependency

Roles under discussionRoles under discussion

Role description – Take Over Role description – Take Over ManagerManager

Responsible for clarifying doubtsSelection of clients for sales

presentationLead a team of sales consultantsTrain and motivate the teamCorrect the mistakes of SCsClosing deals with clients

Role description – Venue ManagerRole description – Venue Manager

Head of venueFixing sales targetsReports to the Area Manager- dailyResponsible for recruitmentResponsible for overseeing the

training of new recruits and Tos

Role description- Sales ConsultantRole description- Sales Consultant

First point of contactMake sales presentationConduct surveysOnly explains productsReports to TO Manager

Role Expectation – Take Over Role Expectation – Take Over ManagerManager

Solve client’s query effectivelyMake and close a sales deals Adequately train the consultantsReport to the venue managerMotivating his team membersTraining his team members on

how to handle difficult but prospective clients

Role Expectation - Venue Role Expectation - Venue ManagerManager

Ensuring the venue reaches the sales target

Report daily sales volume to the area manager

Conduct daily meetings with the T.O’sTrain the newly promoted T.O’sObserve the T.O’s interaction with the

clients and consultantsReport to the directors about the

performance of the venue once a month

Role Expectation – Sales Role Expectation – Sales ConsultantConsultant

Receive the client in a friendly manner

Establish a good rapport with prospective clients

Make the clients feel comfortableMake effective presentationsClearly explain about the

company and the concept

Role set expectations - TOMRole set expectations - TOM

Sales consultants Solve queries immediately Should be available as and when

neededVenue Manager

Properly train sales consultants Select appropriate clients for

presentation Effectively make a deal

Role set expectations - VMRole set expectations - VM

Take Over Manager Provide adequate team members Help identify prospective clients Help clarify difficult issues Proper guidance in handling clients

Sales Consultants Adequate prospectives for sales Give the right amount of targets and

responsibilities

Role set expectations - SCRole set expectations - SC

Take Over Manager Should clearly explain the concept Identify potential clients Convince the clients to purchase the

productVenue Manager

Should not answer queries Should not provide information Not reveal the price of the product Build credibility to the product

KPAs - TOMKPAs - TOM

Training Sales ConsultantsHandling queries

KRAs - TOMKRAs - TOM

Effective presentation by SCsFully handling client’s queriesMaking dealsAchieving team targets

Performance indicators-TOMPerformance indicators-TOM

Beginner Solve at least some of the customer queries Close deals rate at 25% of the prospective clients Guide fresh recruits but for senior consultants in only some

issues Intermediate

Resolve 90% of the customer queries and depends on the Venue Manager only for difficult queries

Close deals at the rate of 40% of the prospectives attended Provides guidance to all consultants but rely on Venue

Manager for very difficult issues Expert

Able to solve all customer queries including the complicated ones and does not rely on venue manager

Close deals at the rate of 60% Provide complete guidance to all consultants in the team

KPAs - VMKPAs - VM

Training TO’s on how to close deals

Achieving the daily venue targetMotivating team members to stay

with the organization

KRAs - VMKRAs - VM

Ensuring atleast 40% of the prospectives become customers

Achieving the monthly sales volume

Arresting attrition so that the venue can achieve the target sales volume

Performance indicators - VMPerformance indicators - VM

Beginner Maintain daily sales volume at 75% of the projected

rate Motivation among team members is average Attrition rate is more than 30% per month

Intermediate 90 % of the projected daily sales volume is

achieved Motivation among team members is high Attrition rate is 10 to 25%

Expert Achieves 100% of the sales volume daily and

sometimes surpasses it Extraordinary motivation among team members Attrition rate is less than 10%

KPAs - SCKPAs - SC

Attending the training program regularly

Reading the sales pitch regularlyUsing the tools of the trade in the

presentationCalling the T.O’s whenever a

query is raised

KRAs - SCKRAs - SC

Thoroughly know the sales pitchProspective clients listen the

presentation with interest Prospective clients feel that they

are given due importance

Performance indicators - SCPerformance indicators - SC

Beginner Able to tell the sale pitch but make mistakes

in it and is nervous while giving presentation Calls the TO for very few queries and answers

queries which they are not supposed toIntermediate

Explain the concept to prospectives but makes minor mistakes in the sales pitch

Calls the TO for most of the queriesExpert

Confidently explains the concept to the prospectives and able to tell the sales pitch- word perfect

Calls the TO for all the queries and not answers on their own

Performance analysis – TO Performance analysis – TO Facilitating factorsFacilitating factors

FI◦ Assertive nature, ability to convince prospectives,

ability to motivate consultants, timely decision making, clarity in communication

FRO◦ Venue manager appreciates when T.O’s achieve daily

targets, closing a big deal, provides proper training to consultants

FS◦ Consultants excellently doing their job

FE◦ Getting potential clients, prospectives from untapped

areas FOS

◦ Consistently identify and send prospectives, additional rewards for top performers

Performance analysis – TO Performance analysis – TO Inhibiting Factors Inhibiting Factors

II◦ Not able to close deals with clients who are highly

potential, very soft natured, language problems IRO

◦ Venue manager very critical about whatever the T.O does, not appreciating the good work, not giving enough consultants

IS◦ Consultants not doing proper job even after sufficient

training IE

◦ Not getting potential prospectives, getting people from saturated areas

IOS◦ No proper rewards, delay in salary payments

Performance analysis – VM Performance analysis – VM Facilitating factorsFacilitating factors

FI◦ Aggressive and Assertive nature, can close deals

which T.O’s find it difficult, motivate members of the venue, judging people and allotting prospectives to appropriate consultants

FRO◦ Area manager appreciates when Venue Mangers are

achieving the daily targets and shows consistent performance

FS◦ Having a team of excellent T.O’s

FE◦ Getting potential prospectives, prospectives from

untapped areas FOS

◦ Consistently send prospectives, additional rewards for top performers

Performance analysis – VMPerformance analysis – VMInhibiting Factors Inhibiting Factors

II◦ Not able to close deals with clients who are

highly potential, very soft natured, language problems

IRO◦ Area manager does not appreciate the good

work done by the Venue Manager IS

◦ Having a team of underperforming T.O’s IE

◦ Not getting potential prospectives, getting people from saturated areas

IOS◦ No proper rewards, delaying of salary payments

Performance analysis – SC Performance analysis – SC Facilitating factorsFacilitating factors

FI◦ Assertive nature, ability to communicate the

concept clearly, ability to build a good rapport with prospectives

FRO◦ T.O’s provide additional personal rewards,

provides proper training to consultantsFE

◦ Getting potential prospectives, prospectives from untapped areas

FOS◦ Consistently send prospectives, additional

rewards for top performers

Performance analysis – SCPerformance analysis – SCInhibiting Factors Inhibiting Factors

II◦ feels inferior when handling highly potential

prospectives, taking presentation with a negative attitude

IRO◦ Venue manager and T.O does not appreciate

the good work, not providing proper training, not providing enough prospectives

IE◦ Not getting potential prospectives, getting

people from saturated areasIOS

◦ No proper rewards, delaying of salary payments

Performance reviewPerformance review

What are the difficultiesWhat extra support is neededSuggestions to improve

performanceHow to rectify the mistakesSuggestions for changes in the

processTarget fixing

Thank you !!Thank you !!