1. Performance management systems SRINIVASAN D RAKESH RL

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

3. Roles under discussion

4. Role description – Take Over Manager 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

5. Role description – Venue Manager 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

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

7. Role Expectation – Take Over Manager 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

8. Role Expectation - Venue Manager 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

9. Role Expectation – Sales Consultant 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

10. Role set expectations - TOM 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

11. Role 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

12. Role set expectations - SC 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

13. KPAs - TOM Training Sales Consultants Handling queries

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

15. Performance 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

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

17. KRAs - 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

18. Performance 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%

19. KPAs - SC 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

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

21. Performance 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 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

22. Performance analysis – TO Facilitating 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

23. Performance analysis – TO 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

24. Performance analysis – VM Facilitating 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

25. Performance analysis – VM 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

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

27. Performance analysis – SC 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 areas IOS ◦No proper rewards, delaying of salary payments

28. Performance review 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

29. Thank you !!