Acelerating Sales force PerformanceGroup 11

: Irma Bejarano González: Maria Avraleva

04.01.2013

Agenda1.- Company Profile

2.- Business Case

3.- KPI’s

4.- Data Model

5.- SAP Implementation

6.- Reports

7.- Project Management

1. Company Profile

Smart Interiors is the leading comapny in USA in:

⁞ Sales/consultancy

⁞ Supply

⁞ Instalation of interior coating products.

More than 20 years of experience in the market.

Heartquarters in Houston, 6 Subsidiaries: North, Center, South

300 employees

€5 Million sales/year

1.1 Company Profile

1.2 Product Line

RUGS

VYNYL AND CONDUCTIVE FLOORS

BLINDS WOOD/LAMINATES WALLPAPERS

PORCELAIN AND CERAMIC TILES

POLISHED CONCRET FLOORS

1.3 Market

InstitutionalResidential

⁞ Arquitects

⁞ Construction

companies

⁞ Headquarters

⁞Project design offices

⁞Design Studios

⁞House builders

⁞Gyms and sport club.

2.- Business Case

Not a sustainable revenue growth.

Lack of clear definition of market segments and product competitivenes.

Low performance of the sales force.

Doubt in the correct organization of the sales force.

2.1 Problem Statement

2.2 Historical Sales and Sales Objective

€ Total Sales /year

2.3 Sales Analysis

Total sales € by segment-May 2011

2.3 Sales Analysis Sales € by Product 2010

2.4 Proposed Solution

To treat sepperately the segments identified as most

important:

≡ Institutional

⁞Construction companies

⁞Project developers

⁞Arquitectes and design studios

⁞Headquarters

Promote the sales of most profitable products and

segments.

Introduction of KPI’s :

≡Monitoring/impulse sales force performance

≡Sales force compensation system.

≡Residenti

al

2.5 Proposed Organizational Structure

3.-Performance Measurement and KPI’s

3.1 KPI’s

Identification Description Formula, unitPeriodicit

yTarget

% sales by products /month

Compare the volume of sales between different products from month to month;

the aim is to increase the % of sales of more profitable products

= sales of the identified product, EUR / Total sales of products *100%

MonthlyWeekly

At least 50% of overall sales should be in profitable products

Sales by products /sales people/month

Define the level of sales of certain products by certain sellers;

the aim is to force salespeople to increase their sales of more profitable products

= sales of the identified product by the identified seller, EUR

MonthlyWeekly

30,000 EUR

% sales of profitable products/sales people/month

Define the level of contribution of each seller to sales of profitable products

= sales of the identified product by the identified seller/general sales of the identified product * 100%

MonthlyWeekly

min. 50%

1

2

3

Product Analysis

3.1 KPI’s

Identification Description Formula, unitPeriodicit

yTarget

% sales by segment/month

Compare the volume of sales between different segments from month to month;

the aim is to increase the % of sales in more profitable segments

= sales of identified segment, EUR / Total sales month *100%

MonthlyWeekly

At least 50% of overall sales should be in profitable segments

Sales /segment/sales people/month

Define the level of sales by certain sellers in certain segments;

the aim is to force salespeople to increase their sales in more profitable segments

= sales of the identified seller in the identified segment, EUR

MonthlyWeekly

30,000 EUR

% sales of identified segments/sales people/month

Define the level of contribution of each seller to sales in profitable segments

= sales per salesperson in the identified segment /general sales in the identified segment* 100%

MonthlyWeekly

min. 50%

4

5

6

Market Segment Analysis

3.2 Key Figures

Key Figure ExplanationRevenue Sales from a certain order;

=price of the product (m2) * amount sold (m2)

% Revenue Percentage of revenue of a certain order from total of orders.

Price Price Per Product (EUR/m2)Amount Units (m2) product sold/orderProducts_per_Order Number of products sold/order.

4.-Data Model

4.1 Star Schema

Seller_ID

Seller_NameBirth_DateGender

Seller_ID

Time_ID

DateMonthWeek

Time_ID Product_ID

Product_NameProduct/Service

Product_ID

Segment_ID

Segment_Name

Segment_ID

Filial_ID

RegionStateFilial Name

Filial_ID

4.2 Transactional Data

4.3 Master Data

PRODUCT SELLER

SEGMENT FILIAL

5.-SAP Implementation

4.1 Master and Transactional DataProduct_ID

Segment_ID Filial_ID

Seller_ID Key Figures

5.1 Info Area, InfoCatalogs, InfoObjects

5.2 InfoCube

5.3 InfoCube Transformation

5.4 Formula

5.5 Data Flow

5.5 InfoCube Output

6. Reports

6.1 Query design

6.1 Query design

6.2 Bex Analyzer-Reports

6.2 Bex Analyzer-Reports

REPORT “Revenue by Product and Seller” November 2012

REPORT “Revenue by Segment and Seller” November 2012

6.2 Bex Analyzer-Reports

6.3 Bex Analyzer-Dashboards

6.3 Bex Analyzer-Dashboards

6.4 Bex Analyzer-Results

KP1: % sales by products /month

6.4 Bex Analyzer-Results

KP2: Sales by products/sales people/month

KP3: % sales of profitable products/sales people/month

6.4 Bex Analyzer-Results

KP2: Sales by products/sales people/month

KP3: % sales of profitable products/sales people/month

6.4 Bex Analyzer-Results

6.4 Bex Analyzer-Results

7. Project Management

7.1 Work Breakdown Structure

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