from kpi monitoring to performance management

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From KPI monitoring to Performance management

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  • 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 sal

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