Sales Performance at KRC

Submitted By Group 5
Anupam Mishra 27NMP 06
Manush Maken 27NMP 19
Swati Gupta 27NMP 31
Komal Tagra 27 NMP 51

Background
Krishna Rubber Company is a Tyre manufacturer with declining
market share. Ronit has taken over as Regional Sales Manager of
North Zone.
Reshuffling of sales people and their associated territories after
appraisal - RD, Chandigarh Sales executive is being shifted to
Rajasthan territory after his appraisal.

How would you evaluate RDs performance? Give quantitative as

well as qualitative justification

Actu
al
Targ Sale
Year et
s
%

Perfor
mance
Apprais
al
RDs
Criteria O/S
1
Days

Perfor
mance
Apprai
Branch sal
Total RDs
O/S
Criteri Deale Deal Performance
Days
a2
rs
ers Appraisal Criteria 3
Number of dealers
increased from
47(2005) to 60
(2006) but RD was
able to add only two
new dealers.(18 to
38
36
-2
60
20 20)

200
93.7
6 800 750
5Fair
200
90.0
7 800 720
0Fair
44
42
-2
67
20Constant
200
90.6
Able to add one more
8 750 680
7Fair
48
45
-3
80
21 dealer
Not
200
81.2 Accepta
9 800 650
5 ble
47
46
-1
85
21Constant
Not
RD
wants
to
keep
everybody happy and is not an aggressive
201
83.7 Accepta
Salesperson.
target between
0 800 670 He 5has
ble performed
50 fairly
48keeping
-2 his
85sales
21Constant

90-94%. He has tried to take a hit on his performance and keeping his
dealers happy by keeping O/S days 1-2 days above branch target. He
has barely managed to add new dealers to his territory which was third

As a Regional Manager, what alternatives you would consider if you were

to decide on RDs future in KRC. Give reasons to select the best
alternative

Shifting him to a new territory is the best alternative in this case. It

would allow him to build relationships from scratch which he is
genuinely good at.
A constant push/reminder is required from RDs boss to check him on
outstanding days
RD needs to be constantly monitored to achieve his sales taget as he
tends to be complacent after achieving 90-94% of his target.

Is RD loyal to KRC? For KRC, should there be a

difference in taking decision on loyal employees?

As indicated earlier, outstanding figures seem to be manipulative

to keep dealers happy.

What would be the impact of this decision of Ronit on

the different branches across the region?
Objectivity in performance appraisal will be highlighted across
different branches
Individuals will be shuffled across territories as per their calibre.

What would you do in case you take over the territory

in place of RD?
Highlight and communicate the issues being faced in territory to
Regional Manager
Ask for help from RM to work on weakness in this case adding new
dealers
Ask for demonstrations from peers
Accompany peers to gather experience for handling meetings