Sales Performance

Management in KRC
Sales and Distribution Management
Term V
Group A3
Priyanka
Kritika
Suman

Qualitative:

Quick learner, smart, energetic, pleasant mannered and an enthusiastic person

Friendly relation with the dealers to achieve the sales target
Super salesman for the years 1997 to 2002
In the initial years he performed exceptionally well in achieving sales more than the targets
given
The % target achievement from 2006 is decreasing when compared to other branch
Coverage might be more than other branches but the figures are gradually decreasing every
year when compared to the other branch
He should change according to the change in market scenario but still he is not able to cover or
target the new dealers due to the old dealers relation yet they are dropping out their orders
He always waited for one good season to give a big shot
% target achievement
coverage
He was persistent to the market
120
50
situation
45
100
Different approach from April 2009
40
Not able change himself from 35
80
30
relation to transactional market 25
60

20
40

15
10

20

5
0

10 11 12 13 14

Branch

10 11 12 13 14

RDs territory

Quantitative:

Dealer Network Coverage

No. of
Univ of
KRC
Univ of tyre
KRC
tyre dealer dealers %
dealer in
dealers in %coverag in RDs
in RDs coverag
Year
punjab
punjab
e
territory
territory e
29.16666
1998
120
35
67
40
18
45
28.68852
1999
122
35
46
40
18
45
2000
125
35
28
40
18
45
26.92307
2001
130
35
69
40
18
45
25.92592
41.8604
2002
135
35
59
43
18
7
26.42857
2003
140
37
14
45
18
40
26.42857
2004
140
37
14
45
18
40
38.2978
2005
160
40
25
47
18
7
33.3333
2006
180
45
25
60
20
3
29.8507
2007
200
50
25
67
20
5
24.44444
2008
225
55
44
80
20
25
23.91304
24.7058
2009
230
55
35
85
21
8
23.91304
24.7058
2010
230
55
35
85
21
8
29.16666

Sales Performance tracker

Total tyre market in

punjab
Actual sales in INR
Million

Annual Target
RDs
Branch territory

Actual
Achievement
RDs
Branch territory

4200

900

370

900

4500

1000

420

1000

5000

1100

480

1120

5750

1250

540

1250

6250
6500

1400
1450

600
640

1380
1450

7500

1600

700

1600

9000

1750

750

1700

9500

1900

800

1800

10500

1900

800

1750

12000

1800

750

1650

14000

1900

800

1680

% target
achievement
RDs
Branch territory
108.10810
400
100
81
104.76190
440
100
48
101.818
540
2
112.5
105.55555
570
100
56
98.5714
600
3
100
650
100 101.5625
102.85714
720
100
29
97.1428
750
6
100
94.7368
750
4
93.75
92.1052
720
6
90
91.6666 90.666666
680
7
67
88.4210
650
5
81.25
89.4736

2. Alternatives:
Given one more
chance with the
same target when
transferred

Transfer him to
some other place

Task of developing
a new territory or
dealer expansion
with a new team

He established
the best network
in his territory

Being known
about Ronit this
act would create
an impact among
the rest of the
employees

Market Research
would be done to
find new dealers

He is still left with

some good will
among the
dealers

Dealers started
thinking that RD is
not as aggressive
as the
competitors who
offer better deals

Strong relation
might revive his
earlier situation

Productivity costs
increases by
transferring and
replacing RD

Will have an
impulsive impact
of fear among the
employees of
getting
transferred or
demoted

Morale improves
as he believes
Ronit has still faith
in him

Moral gets down

and things may
change
materialistic

Reward/
Incentives for the
team

Assigning him the task to

establish a new territory to
develop new dealers would
decrease their research costs
as well as this act would
increase the employee morale
and would work comfortably
without any hierarchical
pressure

3. Is RD loyal to KRC
Yes RD was loyal to KRC
In KRC there should be a difference in taking decision on the loyal employees
- On the revenue side of the balance sheet loyal and committed employees are more
likely to go "above and beyond" to meet customer needs and are highly motivated
- On the cost side, loyal employees stay longer , resist competitive job offers, do not
actively look for other employment and recommend the company to others as a good
place to work which decreases the replacing costs
- The decision which was taken by Ronit was against the prevalent sentiment of the
Punjab Branch
- The main department which should never let their morale down is the sales and that
too a veteran who was a superstar in his job
4. What would be the impact on the different branches

Employee morale gets down

Things may change materialistic
There wont be any loyalty left towards the industry
Insecurity among the veterans getting fired or transferred or may be ill treated
Fear factor increases among the sales department which may lead to employee
switching to other industries or even with their competitors

5. What would you do in case you took over the territory in place
of RD?

Market research to find the new dealers

Establishing a good rapport to build a strong relationship
Timely sales department review system
Incentive sharing among the team

Thank you