Sales College 2009

Global Sales College 2009

'From KPI monitoring to
Performance Management'

Fabio Pavanetto, Commercial Effectiveness Manager

Marlies Bergers, Director Commercial Effectiveness

Objectives

How to increase the performance of your sales team by:

effectively using KPIs applying Management by Objectivessharing KPIsgetting regular and quality input from your sales reps

Workshop Process

15 min Introduction and Presentation15 min DK Showcase15 min UK Showcase25 min Workshop 5 min Country Action Plan

Management by Objectives Cycle

Goal/Target

Measuring

Corrective Action

Objective

Sharing

Selecting KPIs

Rewarding/Appraising

Global Sales KPIs: progress and expectation

All Countries to report 100% of Global Sales KPIs

with a SFA/CRM tool by the end of the year

43%

63%

63%

84%

Chart221/33July '0821/33July '0821/33July '0825/34April '0925/34April '0925/34April '0934/34January'1034/34January'1034/34January'10% of reporting countries% reported KPI against all countries% reported KPI against reporting countries0.63636363640.430.630.73529411760.630.84111Sheet1PeriodReporting Countries% of reporting countries% reported KPI against all countries% reported KPI against reporting countriesJuly '0821/3364%43%63%April '0925/3474%63%84%January'1034/34100%100%100%ReportingNot reportingJuly '082112Sheet1July '08Sheet2% of reporting countries% reported KPI against all countries% reported KPI against reporting countriesSheet3

Goal/Target: Sales Excellence

Ensure that all countries perform the right number of calls, with the right customers, with clear objectives, with the right products and with the right sales people is key for our business.

Reps

Behaviour

Goal

Objective

KPI

Our Objective

Customer ClassificationCall PlanCoaching Plan x RBMs Working with Call and Customer ObjectivesSFA/CRM ToolDeveloping People: Training and Promotion

Goal

Objective

KPI

Agreed Global Sales KPIs

Goal

Objective

KPI

Sheet1No.%Comments on ProductivityAverage calls per REP per day ( total and % against target)Calls per month with A and B customers ( total and % against target)Selling days by REP per month (total and % against total of working days)Field days by REP per month (total and % against total of working days)Field days with REP by RBM or SM per month (total and % against total of working days)QualityNo.%Comments on QualityCalls with defined call objectives ( total and % against total calls)Calls with the achieved call objective ( total and % against total calls with defined objective)Average data synchronisations per week per REP ( total and % against target)Category calls: Oral (Independence), total and % against set target)Category calls: Tube (Enhanced Recovery), total and % against set targetCategory calls: Paediatrics (Faltering Growth), total and % against set targetCategory calls: Neocate (Allergy Relief), total and % against set targetCategory calls: Metabolics, total and % against set targetHigh Performing Sales OrganisationNo.%Comments on High Performing Sales OrganisationTraining Days x month Sales Force (off the Job), total and as % of working daysTurnover of vacancies x monthStaff promoted/moved horizontally x monthStaff promoted/moved vertically x monthDanone Medical Nutrition:A call would include: -One on one (Face to Face) to Customer-Product discussed-Full use of Influenced Selling with a clear business objectiveDanone Medical Nutrition:No.= total number of calls FACE to FACE per month with the Key ( A and B) customers %= % of calls with A and B customers per month against the set target for this segment of (A & B) customers (not against total calls x month). Exampe: if you have set 800 calls with A & B customers and you make 800 calls x month, your percentage against target is 100% even if you have 1150 total calls x month with ALL your customersAlthough depending on local country requirements as a guideline your A and B customers would be 20% of your customer universe that are responsible for 80% of your turnover.A customers would be representing 5% and B Customers 15% of your customer universe.Recommendation on criteria and no. of calls when deciding on A and B:A: -Ambassador of Nutricia, products and services -Decision Maker on contract and/or nutritional management-Implements nutritional tools ( Protocols, Screening tools etc..)-High Prescription power-Minimum of 3 calls per yearB:-Positive about medical nutrition in general -Influencer on contract/ nutritional management-Medium to high prescription power-Minimum of 2 calls per yearIf classification is absent in a countryIn such a case a country will need to gain insight asap on the target group and create a classification to improve on the quality of their data and field force effectivenessDanone Medical Nutrition:All activities that include direct " Face to Face" contact with the customers.The % reflects the number of selling days (Face to Face days, Meetings with Customers and Congresses) against total effective working days in a month. This number must be > or at least = to Field daysThis number is the sum of each fields day by reps, should be 300 or 600 depend of the size of your countryf.e. if you have 15 reps and they have each one 15 selling days, total number is 300, if one of them is sick for 15 days the number will be 285Please in the comments on productivity indicate total number of reps in sales forces and if you have vacanciesDanone Medical Nutrition:Total time spent in the field on face to face calls against total nr of working days in a month.Full use of Selling and Influencing with a individual customer business objective to be achieved.This part excludes meeting days with customers, congresses etc. and looks at one on one influenced selling only.This number is total=sum of each rep This number must be < or = to Selling daysDanone Medical Nutrition:Reflects the days spent by RBM( Regional Business Manager) or SM( Sales Manager) on field coaching of sales force.No. is the total number of days spent by RBM or SM could be 30 or 50 depends on the countryf.e. 3 RBM's the 1st works on the field 15 days the 2nd 10 days the 3rd 5 days: you have to fill in with 30if in that month there are 60 working days (20*3) the percentage is 50%Danone Medical Nutrition:All calls require defined SMART objectives which lead to a business results. Objectives must be captured via SFA system.No. is the total number of calls with defined objective in that month (is not an averege NOT by rep NOT per day)% is the total number of calls with defined objective against the total number of calls in that monthDanone Medical Nutrition:A measure of calls which achieve their call objective with a clear sales/business achievement.No. is The total number of calls with achieved objective in a month% is The total number of calls with achieved objective in a month against total number of calls with defined objectiveDanone Medical Nutrition:No. of data synchronisations of the SFA tool with the central server should be monitored to ensure high quality of data captured.Synchronisation without data input in the SFA by the REP (call information) reduces the quality of your SFA data.Therefore synchronisations with data will tell you wether your sales force is entering the essential data.Danone Medical Nutrition: The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved on Oral: 200Target for the month was 250-% against set target would be 80% (200*100% /250)No. is total number in a month (NOTan average By rep NOT x day)Danone Medical Nutrition: The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved on Tube: 200Target for the month was 250-% against set target would be 80% (200*100% /250)Tube includes topic NMD ( formerly CAS)No. is total number in a month (NOT an average by rep NOT x day)Danone Medical Nutrition: The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved on Paediatrics: 200Target for the month was 250-% against set target would be 80% (200*100% /250)No. is total number in a month (NOTan average by rep NOT x day)Danone Medical Nutrition: The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved on Neocate: 200Target for the month was 250-% against set target would be 80% (200*100% /250)No. is total number in a month (NOTan average by rep NOT x day)Danone Medical Nutrition:The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved: 200Target for the month was 250-% against set target would be 80% (200*100% /250)No. is total number in a month (NOTan average by rep NOT x day)Danone Medical Nutrition:The number of training days in that month to strengthen the capabilities of the sales force.This is excluding the time spent by a RBM or SM in the field with the sales force.f.e. 30 reps, 20 working days 1 training day. If all the 30 reps attend the course No. is 30 and % is 5% (30/600%). But if only 15 reps attend the course No is 15 and % is 2.5% (15/600%)Note that is not YTD but number of training days x month.Danone Medical Nutrition:No.: the number of sales representatives that have left the company in that month%= the number of sales representatives that in that month have left/ number of people in sales force. Fe if 3 reps have left the company and you have 30 reps FTE you have to fill in No. is 3% is 10%Danone Medical Nutrition:Provide an overview of how we are actively promoting people in our sales force and providing them with a clear career path.No.: the number of people in that month moved/ promoted horizontally% : the above number against total number of people in sale forceDanone Medical Nutrition:Provide an overview of how we are actively promoting people in our sales force and providing them with a clear career path.No.: the number of people in that month moved/ promoted vertically% : the above number against total number of people in sale force.Sheet2ProductivityNo.%CommentsAverage calls per REP per day ( total and % against target)Calls per month with A and B customers ( total and % against target)Selling days by REP per month (total and % against total of working days)Field days by REP per month (total and % against total of working days)Field days with REP by RBM or SM per month (total and % against total of working days)QualityNo.%CommentsCalls with defined call objectives ( total and % against total calls)Calls with the achieved call objective ( total and % against total calls with defined objective)Average data synchronisations per week per REP ( total and % against target)Category calls: Fortimel Independence, total and % against set target)Category calls: Nutrison Enhanced Recovery, total and % against set targetCategory calls: Faltering Growth (Paediatrics), total and % against set targetCategory calls: Neocate (Allergy Relief), total and % against set targetCategory calls: Metabolics, total and % against set targetHigh Performing Sales OrganisationNo.%CommentsTraining Days x month Sales Force (off the Job), total and as % of working daysTurnover of vacancies x monthStaff promoted/moved horizontally x monthStaff promoted/moved vertically x monthDanone Medical Nutrition:A call would include: -One on one (Face to Face) to Customer-Product discussed-Full use of Influenced Selling with a clear business objectiveDanone Medical Nutrition:No.= total number of calls FACE to FACE per month with the Key ( A and B) customers %= % of calls with A and B customers per month against the set target for this segment of (A & B) customers (not against total calls x month). Exampe: if you have set 800 calls with A & B customers and you make 800 calls x month, your percentage against target is 100% even if you have 1150 total calls x month with ALL your customersAlthough depending on local country requirements as a guideline your A and B customers would be 20% of your customer universe that are responsible for 80% of your turnover.A customers would be representing 5% and B Customers 15% of your customer universe.Recommendation on criteria and no. of calls when deciding on A and B:A: -Ambassador of Nutricia, products and services -Decision Maker on contract and/or nutritional management-Implements nutritional tools ( Protocols, Screening tools etc..)-High Prescription power-Minimum of 3 calls per yearB:-Positive about medical nutrition in general -Influencer on contract/ nutritional management-Medium to high prescription power-Minimum of 2 calls per yearIf classification is absent in a countryIn such a case a country will need to gain insight asap on the target group and create a classification to improve on the quality of their data and field force effectivenessDanone Medical Nutrition:All activities that include direct " Face to Face" contact with the customers.The % reflects the number of selling days (Face to Face days, Meetings with Customers and Congresses) against total effective working days in a month. This number must be > or at least = to Field daysThis number is the sum of each fields day by reps, should be 300 or 600 depend of the size of your countryf.e. if you have 15 reps and they have each one 15 selling days, total number is 300, if one of them is sick for 15 days the number will be 285Please in the comments on productivity indicate total number of reps in sales forces and if you have vacanciesDanone Medical Nutrition:Total time spent in the field on face to face calls against total nr of working days in a month.Full use of Selling and Influencing with a individual customer business objective to be achieved.This part excludes meeting days with customers, congresses etc. and looks at one on one influenced selling only.This number is total=sum of each rep This number must be < or = to Selling daysDanone Medical Nutrition:Reflects the days spent by RBM( Regional Business Manager) or SM( Sales Manager) on field coaching of sales force.No. is the total number of days spent by RBM or SM could be 30 or 50 depends on the countryf.e. 3 RBM's the 1st works on the field 15 days the 2nd 10 days the 3rd 5 days: you have to fill in with 30if in that month there are 60 working days (20*3) the percentage is 50%Danone Medical Nutrition:All calls require defined SMART objectives which lead to a business results. Objectives must be captured via SFA system.No. is the total number of calls with defined objective in that month (is not an averege NOT by rep NOT per day)% is the total number of calls with defined objective against the total number of calls in that monthDanone Medical Nutrition:A measure of calls which achieve their call objective with a clear sales/business achievement.No. is The total number of calls with achieved objective in a month% is The total number of calls with achieved objective in a month against total number of calls with defined objectiveDanone Medical Nutrition:No. of data synchronisations of the SFA tool with the central server should be monitored to ensure high quality of data captured.Synchronisation without data input in the SFA by the REP (call information) reduces the quality of your SFA data.Therefore synchronisations with data will tell you wether your sales force is entering the essential data.Danone Medical Nutrition: The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved on Oral: 200Target for the month was 250-% against set target would be 80% (200*100% /250)No. is total number in a month (NOTan average By rep NOT x day)Danone Medical Nutrition: The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved on Tube: 200Target for the month was 250-% against set target would be 80% (200*100% /250)Tube includes topic NMD ( formerly CAS)No. is total number in a month (NOT an average by rep NOT x day)Danone Medical Nutrition: The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved on Paediatrics: 200Target for the month was 250-% against set target would be 80% (200*100% /250)No. is total number in a month (NOTan average by rep NOT x day)Danone Medical Nutrition: The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved on Neocate: 200Target for the month was 250-% against set target would be 80% (200*100% /250)No. is total number in a month (NOTan average by rep NOT x day)Danone Medical Nutrition:The number of calls and percentage on a specific product category that is being achieved compared to the targets in the business plan.Example:-No of actuals calls achieved: 200Target for the month was 250-% against set target would be 80% (200*100% /250)No. is total number in a month (NOTan average by rep NOT x day)Danone Medical Nutrition:The number of training days in that month to strengthen the capabilities of the sales force.This is excluding the time spent by a RBM or SM in the field with the sales force.f.e. 30 reps, 20 working days 1 training day. If all the 30 reps attend the course No. is 30 and % is 5% (30/600%). But if only 15 reps attend the course No is 15 and % is 2.5% (15/600%)Note that is not YTD but number of training days x month.Danone Medical Nutrition:No.: the number of sales representatives that have left the company in that month%= the number of sales representatives that in that month have left/ number of people in sales force. Fe if 3 reps have left the company and you have 30 reps FTE you have to fill in No. is 3% is 10%Danone Medical Nutrition:Provide an overview of how we are actively promoting people in our sales force and providing them with a clear career path.No.: the number of people in that month moved/ promoted horizontally% : the above number against total number of people in sale forceDanone Medical Nutrition:Provide an overview of how we are actively promoting people in our sales force and providing them with a clear career path.No.: the number of people in that month moved/ promoted vertically% : the above number against total number of people in sale force.Sheet3

How to increase performance levels

Introduce EN into

ICU, increasing

usage of EN from

0% to 10% of total

clinical nutrition

usage in 1 year

Visit 1: build credential of Nutricia & rep with customer A

Visit 2: understand needs and usage pattern of clinical nutrition and identify product fit for Nutrison

Visit 3: present medical evidence that the needs can be satisfied by Nutrison

Visit 4: generate interest in symposium that targets the identified needs

Visit 5: debrief practioner on symposium and recommend trial on 2 patients

Goal(s)

Customer objective(s)

Call objectives

Hospital/ward specific Customer specific Customer specific

Select target customers

Plan calls

Begin prescription

of Nutrison in at

least 2 beds in 2

months for

customer A

Need for measurable goals&objectives, messaging customer oriented rather than product

Today

Proposed

Goals

Customer objectives

Call objectives

Story

To increase share of Nutricia in EN in this department.

None

To introduce Peptisorb

This product is pre-digested and provides peptides that can be absorbed faster

To increase share of Nutricia in EN in this department by 10% in 6 months.

Doctor A: Have 2 out of 20 beds under Dr. A use Nutricia EN product instead of Fresenius in 3 m.

Getting agreement on hosting sym-posium for whole ward next week to highlight how peptide products can help patients recover faster

You told me last time that fast recovery is key for patients in your ward: I found a way to help your patients recover faster

Not measurable

Currently missing

Not measurable

Product driven

Selecting KPIs

The challenge and key to success in deciding on KPIs is getting them aligned with your goals and objectives

Goal/Target

Measuring

Corrective Action

Objective

Sharing

Selecting

KPIs

Rewarding/appraising

Other KPIs at country level x channel

Other KPIs at country level x Role

RBM

Sales Rep

SM

Measuring/Analyzing

Consistent and reliable data is necessaryDo you receive complete reports from your Sales Force?

Goal/Target

Measuring

And

Analyzing

Corrective Action

Objective

Sharing

Selecting

KPI

Rewarding/appraising

Results from analyzing call report
comment fields

Sharing KPIs

Do your Reps receive KPI reports?

Do they work with them?

Report accessible for Reps?

Email?

Newsletter?

Performance review meeting?

Goal/Target

Measuring

And

Analyzing

Corrective Action

Objective

Sharing

Selecting

KPI

Rewarding/appraising

Performance Management in Denmark

NORDIC SALES

NORDIC SALES

Nordic sales performance management concept

Nordic Sales

Performance Management Concept

Clear & aligned KPI`s

KPIs set and aligned by Nordic team

Activities (calls) by Product Group

Visited ABC customers

Quality Measure

Sales

Based on budget figuresTarget set by mgt team

Sharing KPIs

Sales force effectiveness is discussed on all level in our organization.We have three ways of sharing

with reps

Slide from Sales Bullets

Products & campaigns

I comment on deltas and whats good and bad.

Slide from Sales Bullets

I comment on deltas and whats good and bad.

Slide from Sales Bullets

Slide from Sales Bullets

Score output from calls

We have set targets for the score.

Part of bonus for sales manager.

Will be improved.

Planning tool

Sales KPIs integrated in Outlook

One click away CRM Live KPIs SharePoint

Reports made in Excel

FlexibleFancyEasy Instantly updated!

Specific reports - Other

Point system: Focus on more value added activities TimeMeasure overall time with customersMapsInsight in location of customers, where activities take place

Sharepoint

Demo

Live demo by Hidde Hoogcarspel

Results so far... and expectations

QUANTITY

Increased number of activities: + 12% first 5 months 2009 Vs 5 last months LY From 4 to 2 office days pr month.

QUALITY

75% less problem solving 5 first months 2009 Vs 5 last months LY 91% less pump meetings 5 first months 2009 Vs 5 last months LYImproving in targets on campaigns/products.

COACHING & SUPERVISION

Improved coaching & supervision due to robust insight

Calls By Nordic Sales Force

National Performance Pack

National Performance Pack

Objectives & Rationale:

To provide a national to PCT performance pack combining:

Sales performance

Activity & messaging

To enable the business to:

Monitor performance vs expectations/benchmarks

Measure activity to sales outcomes

Highlight issues/high performance

Make informed decisions based on in field performance

Information Sources:

IMS Community channel sales

Consolidated hospital and homecare channel sales

Oracle call reporting data

Introduction - National Performance Pack (NPP)

NPP is developed with a view to combine all the sales/call activity reports that are currently being distributed to the sales force & marketing.

To help sales force to visualise its ongoing sales/call activity across regions.

To help RBMs & marketing in making strategies and decisions based on sales & call activity information.

It is to be delivered monthly.

It uses IMS data and so has a 2 month data latency.

Overview to the Performance pack

Sections:

Introduction Intention and audienceRaw Data Sources Data used in the NPPExcel Functionality Excel tools used for filtering & selectionKey Functionalities Extra functionalities built into NPPAuthentication & Security Access controlReport Tabs Describes content of the various report tabsSupport Where to get support information.Glossary of TermsKnown Issues Immediate & obvious issues.

Raw Data Sources

CD065 ddmmyy.txt Latest Product Hierarchy file produced by BI

BIP551.txt Reps Activity file received monthly from Dendrite.

Faz Data.xls Attendance data taken from FAZ, produced by BI monthly.

ims_rsa_sales_extract.csv IMS Sales file produced monthly by David Wrigley.

ConsSales_yyyymm.csv 2 files, containing data of 12 months each, produced by BI monthly from Wholesaler database.

Tab - Regional Comparison

Select time period: Last 12 months, 2008 & 2009

Filter Value vs Volume

Filter Actual vs Growth YOY

Filter Channels

Filter Product Categories

Filter Nutricia vs Competitor

Filter Sales, Budget or Sales vs Budget

Tab - Regional Performance

Visible to everyone.Shows the regional and territorial level view of sales/budgets.Shows the actual performance vs target.Shows the sales/budget figures for All OR a particular channel.Shows the sales/budget figures for All OR a particular product hierarchy.Compares the current performance with last year for the same period.Gives Takes to Make information to help meeting the performance to the target for the current year.

Tab - Quadrant Performance

Visible to everyoneShows Quadrant based sales and market share for 4 product groups

ONS CORE,

ONS Specialised Calogen,

Paediatric Gut Market (CORE)

Paediatric Infant Feeds.

Shows Target PCO Non Target PCO Information for ONS CORE.Shows Primary care (PCE), Account Executives (AE) and Paediatrics reps (PR) time proportion in each quadrants.Quadrant information will differ based on the product selected. E.g. Grow Quadrant information differs for ONS CORE & ONS Specialised Calogen.

Tab - Quadrant Performance

MAT & YTD Sales Growth for Nutricia, biggest competitor & market in this Quadrant, for the product selected

Num. Target & Non Target PCOs for the area selected for ONS - CORE

% PCE Time, AE Time & PR time in this Quadrant

Tab - Activity

Visible to everyone.Shows Call Activity for the current year & TargetsShows Call Activity by Call Type, Campaign Type & Customer Type & their targets.Shows Call FrequencyShows Attendance.Drill down to PCO level available.Drill down to individual campaign & customer type available.Drill down to individual months vs YTD available.Target vs Non Target PCO based information available.Individual Team activity information available.

KPIs

Performance: Month

Target for last month / # contacts in previous month

Performance: YTD

YTD Target / # contacts YTD

Tab - Activity

( More charts available on the Tab.)

Tab - Activity

Chart 2 - Contact Type (Based on Contacts Count)

Face to Face contacts made based on the period selected

Meetings count based on the period selected

% of FTF contacts vs Total Contacts

FTF & Meetings are decided by the Call Type field given in BIP551, an extract from Oracle

Tab - Activity

Chart 3 Campaign (Based on Details)

Campaigns listed for the team selected

% of time Target for each campaign

Actual No. of Details for each campaign

Actual % of time for each campaign

Note, Data Input Error indicates the data received from Oracle was blank or did not contain a valid Campaign Type.

Note, The data represented in this chart is independent of the Customer Type chart This chart does not discriminate between valid and invalid data based on what is seen in the Customer Type chart (specifically Data Input Error values seen in that chart).

Summary

Provides a national to PCT performance pack combining:

Sales performance

Activity & messaging

Enables the business to:

Monitor performance Vs expectations/benchmarks

Measure activity to sales outcomes

Highlight issues/high performance

Make informed decisions based on in field performance

Drive Representative engagement on Performance benchmarks with accurate recording of activity and link to performance

Support the RBM in aligning Regional ROI on Sales activity

Performance Manage

Lets look at an AE in the NW Region

Lets zoom in to our AE representative, A091

Well focus on a particular LHE

Looking a channel view, we see sustained growth since November 08 for two channels and were out performing the national average growth YOY

There is a noticeable dip for Jan, Feb & Apr 09 so lets look at activity for this LHE

Lets check o/a activity for this Rep

Look in more detail in how they are working the LHE

Workshop

Break into 2 groups

Group 1: How to stimulate SF in reporting

Group 2 : How to share KPIs with SF

Nominate 1 spokes person for your group Group discussion Key conclusions & Best practices from discussion on flip chart 10 min. per group walk by summary

For discussion in your group

How do you currently stimulate sales reps to accurately report? (pro & cons of rewarding, show usefulness of their report etc.)How do you communicate objectives?Are the objectives measurable through KPIs?How do you currently share KPIs (pros & cons, i.e. sales reps will be more motivated to improve their performance if they see themselves classified)Performance meeting frequency?

From KPI Monitoring to Performance Management Action Planning

TOPICKEY TAKE AWAYSOPPORTUNITIES TO WORK ONACTION STEPSOWNERTIMINGClosing Global Sales KPI reporting gaps & SFA tool gapsLocal KPI implementationSharing KPIs with the Sales ForceStimulating Sales RepsTo report

Sales College 2009

Global Sales College 2009

Productivity

No.%Comments

Average calls per REP per day ( total and % against target)

Calls per month with A and B customers ( total and % against target)

Selling days by REP per month (total and % against total of working days)

Field days by REP per month (total and % against total of working days)

Field days with REP by RBM or SM per month (total and % against total of working days)

Quality

No.%Comments

Calls with defined call objectives ( total and % against total calls)

Calls with the achieved call objective ( total and % against total calls with defined objective)

Average data synchronisations per week per REP ( total and % against target)

Category calls: Fortimel Independence, total and % against set target)

Category calls: Nutrison Enhanced Recovery, total and % against set target

Category calls: Faltering Growth (Paediatrics), total and % against set target

Category calls: Neocate (Allergy Relief), total and % against set target

Category calls: Metabolics, total and % against set target

High Performing Sales Organisation

No.%Comments

Training Days x month Sales Force (off the Job), total and as % of working days

Turnover of vacancies x month

Staff promoted/moved horizontally x month

Staff promoted/moved vertically x month

64%

43%

63%

74%

63%

84%

100%100%100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

21/3325/3434/34

July '08April '09January'10

% of reporting countries

% reported KPI against all

countries

% reported KPI against

reporting countries