Slide 1
Sales Performance at KRCSubmitted By Group 5Anupam Mishra 27NMP
06Manush Maken 27NMP 19Swati Gupta 27NMP 31Komal Tagra 27 NMP
51
BackgroundKrishna Rubber Company is a Tyre manufacturer with
declining market share. Ronit has taken over as Regional Sales
Manager of North Zone. Reshuffling of sales people and their
associated territories after appraisal - RD, Chandigarh Sales
executive is being shifted to Rajasthan territory after his
appraisal.
How would you evaluate RDs performance? Give quantitative as
well as qualitative justification
YearTargetActual Sales%Performance Appraisal Criteria 1RDs O/S
DaysBranch O/S DaysPerformance Appraisal Criteria 2Total DealersRDs
DealersPerformance Appraisal Criteria
3200680075093.75Fair3836-26020Number of dealers increased from
47(2005) to 60 (2006) but RD was able to add only two new
dealers.(18 to
20)200780072090.00Fair4442-26720Constant200875068090.67Fair4845-38021Able
to add one more dealer200980065081.25Not
Acceptable4746-18521Constant201080067083.75Not
Acceptable5048-28521Constant
RD wants to keep everybody happy and is not an aggressive
Salesperson. He has performed fairly keeping his sales target
between 90-94%. He has tried to take a hit on his performance and
keeping his dealers happy by keeping O/S days 1-2 days above branch
target. He has barely managed to add new dealers to his territory
which was third criteria. FAIR Performer for 2006,2007,2008. O/S
figures seem manipulative.
As a Regional Manager, what alternatives you would consider if
you were to decide on RDs future in KRC. Give reasons to select the
best alternative
Shifting him to a new territory is the best alternative in this
case. It would allow him to build relationships from scratch which
he is genuinely good at.A constant push/reminder is required from
RDs boss to check him on outstanding daysRD needs to be constantly
monitored to achieve his sales taget as he tends to be complacent
after achieving 90-94% of his target.Is RD loyal to KRC? For KRC,
should there be a difference in taking decision on loyal
employees?
As indicated earlier, outstanding figures seem to be
manipulative to keep dealers happy.
What would be the impact of this decision of Ronit on the
different branches across the region?
Objectivity in performance appraisal will be highlighted across
different branchesIndividuals will be shuffled across territories
as per their calibre.What would you do in case you take over the
territory in place of RD?
Highlight and communicate the issues being faced in territory to
Regional ManagerAsk for help from RM to work on weakness in this
case adding new dealersAsk for demonstrations from peersAccompany
peers to gather experience for handling meetings
