From KPI Monitoring to Performance Management
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Transcript of From KPI Monitoring to Performance Management
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Sales College 2009
Global Sales College 2009
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'From KPI monitoring to
Performance Management'Fabio Pavanetto, Commercial Effectiveness Manager
Marlies Bergers, Director Commercial Effectiveness
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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
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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
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Our Objective
Customer ClassificationCall PlanCoaching Plan x RBMs Working with Call and Customer ObjectivesSFA/CRM ToolDeveloping People: Training and PromotionGoal
Objective
KPI
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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 objectivesGoal/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
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Clear & aligned KPI`s
KPIs set and aligned by Nordic teamActivities (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 sharingwith reps
-
Slide from Sales Bullets
Products & campaignsI 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 callsWe 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 insightCalls By Nordic Sales Force
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National Performance Pack
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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 groupsONS 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 groupsGroup 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