Performance management systems

1. Performance managementsystems SRINIVASAN D RAKESH RL

2. A company based on concept selling • Roles from the sale department • No ads for product promotion • High degree of interdependency Introduction

3. Roles under discussion

4. Responsible for clarifying doubts • Selection of clients for sales presentation • Lead a team of sales consultants • Train and motivate the team • Correct the mistakes of SCs • Closing deals with clients Role description – Take Over Manager

5. Head of venue • Fixing sales targets • Reports to the Area Manager- daily • Responsible for recruitment • Responsible for overseeing the training of new recruits and Tos Role description – Venue Manager

6. First point of contact • Make sales presentation • Conduct surveys • Only explains products • Reports to TO Manager Role description- Sales Consultant

7. Solve client’s query effectively • Make and close a sales deals • Adequately train the consultants • Report to the venue manager • Motivating his team members • Training his team members on how to handle difficult but prospective clients Role Expectation – Take Over Manager

8. Ensuring the venue reaches the sales target • Report daily sales volume to the area manager • Conduct daily meetings with the T.O’s • Train the newly promoted T.O’s • Observe the T.O’s interaction with the clients and consultants • Report to the directors about the performance of the venue once a month Role Expectation - Venue Manager

9. Receive the client in a friendly manner • Establish a good rapport with prospective clients • Make the clients feel comfortable • Make effective presentations • Clearly explain about the company and the concept Role Expectation – Sales Consultant

10. Sales consultants • Solve queries immediately • Should be available as and when needed • Venue Manager • Properly train sales consultants • Select appropriate clients for presentation • Effectively make a deal Role set expectations - TOM

11. 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 - VM

12. Take Over Manager • Should clearly explain the concept • Identify potential clients • Convince the clients to purchase the product • Venue Manager • Should not answer queries • Should not provide information • Not reveal the price of the product • Build credibility to the product Role set expectations - SC

13. Training Sales Consultants • Handling queries KPAs - TOM

14. Effective presentation by SCs • Fully handling client’s queries • Making deals • Achieving team targets KRAs - TOM

15. 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 Performance indicators-TOM

16. Training TO’s on how to close deals • Achieving the daily venue target • Motivating team members to stay with the organization KPAs - VM

17. 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 KRAs - VM

18. 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% Performance indicators - VM

19. Attending the training program regularly • Reading the sales pitch regularly • Using the tools of the trade in the presentation • Calling the T.O’s whenever a query is raised KPAs - SC

20. Thoroughly know the sales pitch • Prospective clients listen the presentation with interest • Prospective clients feel that they are given due importance KRAs - SC

21. 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 to • Intermediate • Explain the concept to prospectives but makes minor mistakes in the sales pitch • Calls the TO for most of the queries • Expert • 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 indicators - SC

22. 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 Facilitating factors

23. 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 – TO Inhibiting Factors

24. 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 – VM Facilitating factors

25. 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 – VMInhibiting Factors

26. 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 consultants • FE • Getting potential prospectives, prospectives from untapped areas • FOS • Consistently send prospectives, additional rewards for top performers Performance analysis – SC Facilitating factors

27. 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 areas • IOS • No proper rewards, delaying of salary payments Performance analysis – SCInhibiting Factors

28. What are the difficulties • What extra support is needed • Suggestions to improve performance • How to rectify the mistakes • Suggestions for changes in the process • Target fixing Performance review

29. Thank you !!