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Sales Performance
Submitted by – Archit Garg
Geet SawhneyMohit Sharma
Siddharth Kumar
Performance ChartCriteria 2008 2009 2010 2011
net sales of pdct A 251300 253200 270000 263100
net sales of pdct B 423200 439200 553900 561900
total 674500 692400 823900 825000
% of quota for a 95.6 92 88 84.7
% quota for b 120.4 122.3 134.9 130.8
Gross Profit for A 50260 50640 54000 52620
Gross Profit For B 42320 43920 53390 56190
Total 92580 94560 107390 108810
Sales Expense 10200 11100 11600 13200
Net Profit 82380 83460 95790 95610
Number of calls 1675 1700 1680 1660
cost/call 6.09 6.53 6.9 7.95
avg no of customers 320 324 328 334
New Added 13 14 15 20
Lost customers 8 10 11 14
avg sales per customer 2108 2137 2512 2470
avg gross profit per customer 289 292 334 326
management need to develop and communicate specific standards for evaluating performance.
salespeople get valuable feedback needed to improve future performance.
salespeople are motivated to perform satisfactorily as they know that they will have to explain their performance to management.
This method is transparent and leaves no discrepancy on anyone’s mind
This also serves as a guideline for future actions to be taken by the company and the sales person.
Provides information for compensation decisions.
Benefits Of Formal Evaluation
Important criteria For Evaluation
Gross and net Profit Sales target Customer satisfaction New accounts Calls , cost per call
Most important criteria For Evaluation
Profit
Gross Profit for A 50260 50640 54000 52620
Gross Profit For B 42320 43920 53390 56190
Total 92580 94560 107390 108810
Sales Expense 10200 11100 11600 13200
Net Profit 82380 83460 95790 95610
1 2 3 4
Gross Profit for A 50260 50640 54000 52620
Gross Profit For B
42320 43920 53390 56190
Total 92580 94560 107390 108810
Net Profit 82380 83460 95790 95610
10000
30000
50000
70000
90000
110000
Chart Title
Net Sales
Criteria 2008 2009 2010 2011
net sales of pdct A 251300 253200 270000 263100
net sales of pdct B 423200 439200 553900 561900
total 674500 692400 823900 825000
1 2 3 4
net sales of pdct A 251300 253200 270000 263100
net sales of pdct B 423200 439200 553900 561900
total 674500 692400 823900 825000
50000
150000
250000
350000
450000
550000
650000
750000
850000
Chart Title
Sales Quota
1 2 3 4
% of quota for a 95.6 92 88 84.7
% quota for b 120.4 122.3 134.9 130.8
10
30
50
70
90
110
130
150
Chart Title
Sale
s M
et
Sales for B are compensating for the lack of targets met for A
Customers
1 2 3 4
avg no of customers 320 324 328 334
New Added 13 14 15 20
Lost customers 8 10 11 14
25
75
125
175
225
275
325
375
Total Number of customers are almost constant
1 2 3 4
Total SALES 674500 692400 823900 825000
total SALES Quota
614361.125397907 634334.316897153 917566.884560954 941359.682852594
50000
150000
250000
350000
450000
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650000
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950000
Sale
s
StrengthProduct BSales expense is lowAverage number of customers are not
dropping WeaknessOverall Sales Product AGetting less New CustomersNot keeping old customers
Strengths and weakness
Compliment on his exceedingly well performance for product B, his low expenses and high sales calls.
Show concern about the performance in product A
Show him the graphs of his performance in past years
Show him the profits and sales he would have made had the customers not left him and new would have added
Train him in customer acquisition techniques Train him in product A(technical)
Feedback
Looking at his overall performance, especially for product B, he is ready for promotion.
But that does not translate into leadership skills, managerial skills and team handling.
Final call can be taken only when all that is taken into account.
Do you think he is ready for next managerial level?
Total Market Demand of product A. Total Market Demand of Product B Performance of his peers on product A. Performance of his peers on product B. Competition practices and quality regarding
A. Leadership, Managerial and people skills. Feedback from customers.
Additional data required?
Increase the percentage of incentive over and above the quota
Reward system
