This document summarizes a presentation made by students to Eureka Forbes Limited about managing their selling efforts. It identifies several issues with their current system such as high attrition rates, lack of training for new reps, and reps solely focusing on targets rather than customer relationships. A new system is introduced that bases compensation on completing various sales stages and objectives like improving productivity, customer engagement, and training. Recommendations include setting territory-specific targets, allocating time for training, rewarding reps for training others, and maintaining a customer database. The presentation analyzes the current situation and provides strategies to address issues in Eureka Forbes' salesforce management.

1. Eureka Forbes Limited: Managing
the Selling Effort
Presented by:
• Boinpalli Sushmanth Reddy PGP13018
• Nikhil Kejriwal PGP13099
• Nikita Wankhade PGP13065
• Sherry Singh PGP13053
• Tejpal Gothwal PGP13059

2. Possible Causes
High end “Concept” products, generally not well known to
the consumers
No option to retail as it required extensive presentations,
demos, customer handling
Goklaney found following disconnects: Sales guys missing
easy sales, missing simple cues, unclean & damaged demo
equipment, inability to handle customer objections
Territory conflicts between seniors and juniors
Less attention by EuroChamps on relationship building
Challenges
Improper training from seasoned reps and team leads
This can be due to stringent targets/lack of time to senior reps
Senior reps have no incentive to train new reps who would encroach
on their targets subsequently
Saturation in territories, competition amongst employees
Focus only on targets/sales

3. High Attrition
Period Size (compared
wrt initial)
Attrition (in
%)
0 (initial) 180 -
0 – 6 months 60 33.34%
7 – 12 months 37 20.5%
13 – 24 months 5 3%
Remaining after 24
months
32 16.67%
Possible Causes
Data is inadequate on how much of it is due to natural
sieving process and how much is avoidable
ELF staff a hot target for companies looking for “sales
talent” – owing to their formidable reputation in
direct sales
Due to inadequate support from senior reps
Saturated territories, high targets like minimum 40
sales to go from probation to confirmed

4. Current Situation Analysis
Strengths
Highly result-oriented system where
commission is dependent on Sales
Direct contact with customers as there is
no middle line of distribution
As commission is dependent on the no.
of products sold, there is no limit on the
commission one can earn
Transparent system of compensation as it
was directly related to the products sold
Recognition of High performers. They are
given membership in exclusive clubs,
awards and paid holidays
Weaknesses
Lack of focus on building good customer
relations among the employees as they
were too much focussed on making sales
deal.
Maximum sales was the only objective
and how the objective is achieved was
not important.
Understanding and addressing of
customer concerns was not given much
importance, they were only interested in
completing the task at hand.
No incentive given to those employees
who are not able to sell products, hence
their morale and future performance is
likely to deteriorate.

5. Steps taken by Eureka Forbes
• New system was
introduced
• Compensation was
dependent on successful
completion of various
stages of selling
• Objectives of the new
system were:
I. Improving productivity
II. Enhancing customer
engagement time
III. Increasing daily demos
IV. Providing a diagnostic
tool for HCRC
Boosted employee
morale
Better training
systems with proper
support from senior
managers
Better
understanding of
components of
sales
Pros
2-3 hours of extra
paper work
Resistance to
computer training
Extra time taken to
fill activity reports
Cons

6. Recommendations
• The new system will give equal weightage to various components of sales.
• Targets should be set territory-wise for each component as each territory is different.
• Time for each component should be considered again and some changes should be made, for
example some time component of seasoned reps and leads should be set apart for training.
• Seasoned reps and team leaders should get reward and points for every new rep who stays for
more than six months.
• Salesmen would start increasing their points by performing easier activities like cold calling.
• Ratios like call conversion should be analyzed territory-wise and weights should be adjusted
accordingly.
• High chances were there that these points would be inflated, therefore a strong code of conduct
should be in place to avoid malpractices.
• A proper feedback mechanism for seasonal reps and team leads should be there to ensure the
quality of training for Eurochamps.
• Maintenance of customer database to be included in the new system:
• It would help EFL maintain relations with customers even after the reps leave EFL
• It would help understand the potential and other demographics in each territory
• OYBC scheme has a very low attrition rate, therefore possible reasons must be explored if it
enhances salesforce effectiveness

7. THANK YOU