Eureka forbes-ltd
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Eureka Forbes Ltd. (EFL) has a well-organized sales force structure with focused leadership from EuroChamps. Each EuroChamp leads a group of 4 sales representatives. EuroChamps have a strict daily routine including activity reports, collecting payments, and product demonstrations. EFL provides new recruits with training programs like "My First Week at EFL" and manuals translated to local languages. EuroChamps receive close supervision with daily and weekly performance reviews. Compensation is linked to sales targets and completion of stages in the selling process rather than just sales volume.
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Eureka Forbes Limited was founded in 1982 as an entrepreneurial idea that created new product categories and changed how durables were marketed in India. It has several subsidiary brands that operate under different business models focused on consumer products, professional services, and manufacturing. The company culture is centered around empowering its salespeople called "Eurochamps" through extensive leadership development training programs with a focus on caring for people, motivating success, and building future leaders from within.
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Eureka Forbes Ltd is a consumer goods company based in Mumbai, India that was founded in 1982. It uses a direct sales model where employees called "EuroChamps" conduct cold calls and home demonstrations to sell water purifiers, vacuum cleaners, and other products. The document discusses Eureka Forbes' sales organization, recruitment and training of EuroChamps, their daily routines, and compensation structure. It also notes some current issues like territory conflicts and outlines changes the new CEO is making, like formalizing training and revising the compensation plan.
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Ch4: Management of Sales Territories and Quotas
The document discusses managing sales territories, quotas, and performance. It covers designing sales territories, assigning salespeople, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses the different types of sales quotas used, including sales volume, financial, and activity quotas. Finally, it outlines several methods for setting sales quotas, including using total market estimates, territory potential, past sales experience, and executive judgement. Companies should select a few realistic quotas and administer them flexibly.
Sales Force Management Presentation 1
The document discusses sales force management. It covers several topics in 3 sentences or less each: introduction to sales and its reputation; types of sales organizations and sizes; objectives of a sales force like prospecting and selling; strategies for reps to work with customers; common structures like territorial and product based; determining size based on workload and call frequency; recruitment, selection, training, supervision, motivation, evaluation, and compensation of sales forces.
Ckb max july-eng
The document describes the Great Vision company and its CKBMax creative learning system. It discusses the company founder Ms. Rayla Melchor Santos and her work establishing international schools and sharing her knowledge globally. It then outlines CKBMax's interactive learning programs that inspire creativity and develop skills in children. These programs have been successful in many countries. The document also discusses CKBMax's partnerships, outreach programs, and plans to establish Creative Learning Paradise centers. It concludes by covering CKBMax's business plan to go public, including its online marketing angel program and compensation structure to reward sales performance.
Chapter 5 International Compensation Management.pptx
This chapter discusses managing international compensation and the challenges involved. It covers managing compensation packages for expatriates, including base salary, benefits, allowances, incentives, and taxes. Different compensation strategies are explored, such as taking a contingency theory approach and aligning compensation with organizational or national culture. The chapter also compares the balance sheet approach and going rate approach to setting expatriate compensation.
CUSTOMERSERVICE-TRAINIGPROGRAM 2 TA.docx
CUSTOMER SERVICE- TRAINIG PROGRAM
2
TABLE OF CONTENTS
Introduction ------------------------------------------------------------------------------------------------------------3
Training Needs Analysis ---------------------------------------------------------------------------------------------4
Training Design -------------------------------------------------------------------------------------------------------9
Training Objectives --------------------------------------------------------------------------------------------------10
Training Methods ----------------------------------------------------------------------------------------------------11
Training Development ----------------------------------------------------------------------------------------------13
Training Evaluation -------------------------------------------------------------------------------------------------14
Appendix I ------------------------------------------------------------------------------------------------------------16
References ------------------------------------------------------------------------------------------------------------17
3
INTRODUCTION
Background
In contrast to Walmart’s ability in maintaining leadership as a multinational retail aiming sustainability,
corporate philanthropy and employment opportunity, the company is falling behind in terms of customer
service satisfaction. Despite to the effort of Walmart’s executives throughout these years, in building a better
relationship with their customers, it seems they remain still unsuccessful. This can be measured as their
satisfaction rating levels are still extremely low when compared to other businesses in the same industry. Per
the American Customer Satisfaction Index (ACSI) annual ranking for 2016, Walmart, “still between one of
the 10 companies with the worst customer satisfaction”. (Tim Denman-March 01, 2016)
Since we all recognize the crucial importance that represents to any business keeping their customers happy,
not only with the price of the product but most important with the service provided. I will create a training
plan mainly focused in the delivery of effective customer service practices for all Walmart customer services
associates. This training program will provide to all Walmart’s new hires and current associates the
opportunity of not only learning, but also expanding, reinforcing and creating consistency of their knowledge
on how to deal with customers in different situations. How to improve happiness for the customers while
shopping and how to improve the associate’s customer service attitude and efficiency with the goal of
offering an outstanding service. Ultimately, to achieve delivering an enjoyable shopping experience to all
Walmart’s clients. This training will be presented in five different modules; each module will represent a
fundamental aspect inside of customer service job in order to make the associates.
planning , sales forecasting and budgeting
This chapter discusses strategic planning, sales forecasting, and budgeting. It covers key topics like developing sales strategy from marketing strategy, approaches to sales forecasting, common forecasting methods, and the purpose and process of creating a sales budget. Marketing plays an important role in strategic planning by providing customer insights and developing competitive advantages. Sales forecasts can be created using qualitative methods like executive opinions or quantitative methods like regression analysis. The sales budget estimates sales volumes and expenses to help with planning, coordination, and control.
compplanoverview_us_en
The document outlines WorldVentures' compensation plan which rewards representatives for selling travel products and building a sales organization. Representatives earn commissions from product sales and bonuses for recruiting new representatives and customers. They can earn higher commissions and bonuses by achieving different promotional levels like Director or International Marketing Director which require higher sales volumes and numbers of active customers and representatives in their organization.
Sales force motivation Designing Territories and Allocating Sales Efforts
Sales force motivation Designing Territories and Allocating Sales Efforts ALONG WITH R] factors influencing sales force and how to design sales terriotories
Sales Management - Unit-2.pptx
Sales Organization
Need for Sales Organizations, their structures
Sales Manager’s functions and responsibilities
Planning for major customers and sales budget
Specific characteristics of a successful salesman
Functional Structure
Geographic Structure
Market-Based Structure
Product Sales Force Structure
Skills for Sales Managers
General sales skills
Recruitment skills
People skills
Training and mentoring skills
Communication skills
Forecasting skills
Financial, and general numeracy, skills
Public speaking skills
Leadership skills
Technology skills
Organizational skills
C:\users\randall\desktop\vodaplex comp plan updated
The document summarizes the compensation plan for Vodaplex representatives. It provides incentives for representatives to sell products and build a team, including commissions from 38-63% on personal sales and bonuses from team sales. Higher ranks like National Director provide additional bonuses on generation sales down to 6 levels deep. The fast track programs allow for quick promotion in the first 45-60 days.
Retail sale force management
Sales force is linking between companies and customer. Therefore, companies have to be careful in designing and structuring sales force.
Sales Force Structure at Hindusthan Coca Cola Pvt Ltd
The document describes the organizational structure and sales roles at Hindusthan Coca Cola Pvt Ltd. It outlines the different roles like regional sales manager, area sales manager, sales executives, and presellers. It also discusses objectives, strategies, programs like RED, recruitment and training processes, performance management, and recommendations to improve coverage and address issues.
Similar to Eureka forbes-ltd (20)
Chapter 5 International Compensation Management.pptx
Chapter 5 International Compensation Management.pptx
Sales force motivation Designing Territories and Allocating Sales Efforts
Sales force motivation Designing Territories and Allocating Sales Efforts
C:\users\randall\desktop\vodaplex comp plan updated
C:\users\randall\desktop\vodaplex comp plan updated
Sales Force Structure at Hindusthan Coca Cola Pvt Ltd
Sales Force Structure at Hindusthan Coca Cola Pvt Ltd
Eureka forbes-ltd
- 1. Eureka Forbes Ltd. -A Sales Territory case study By- Neil D’Souza (4912)
- 5. ORGANIZATION
- 7. The EFL Sales Organization EFL is split into 3 geographical regions, each led by a COO. Common central functions of finance, HR, marketing, SCM, IT and BD support all 3 divisions. The EuroChamp, who is the customer sales specialist takes the product to the customers’ homes, demonstrates it, and closes the sale. Four EuroChamps make up a group led by a group customer sales specialist who functions as group leader.
- 11. Time Estimates for Euro Champ Daily Tasks
- 18. EFL Compensation Scheme: Front Line, (Rs. per month, approximate figures
- 19. EFL Compensation Scheme: Front Line, (Rs. per month, approximate figures
- 21. Sample of Daily Activity Form
Editor's Notes
- Notes: a. For confirmed EuroChamps. b. At sales executive level. Friend Chain: Applicable for Metros and mini-Metros only; 10% of the team’s earnings on friendship chain–maximum Rs. 600. Assumptions: Petrol @ Rs. 50/ per liter. For EuroChamps: EuroChamps confirmed level; productivity = 10 sales. For Group Leader: Productivity = 8; personal sales = 11; group sales = 43. For Team Leader: 1. Assistant Team Manager level; per person productivity = 8-9 sales; team sales = 82 (own group 42 + 40). For HCRC: Team Manager level; Head of Location–Team Manager level; single product Head of Location; 100% achievement of budget; own team sales = 150; own group = 38. Glossary of components: Holiday Bonus : paid on the average commission earned during the year. Leave Travel Concession : paid on a yearly basis subject to availing of annual leave. Medical Reimbursement : non taxable reimbursement. Contingency Compensation : paid on achievement of consistent productivity, against contingencies such as medical emergency. Friendship Chain : to enhance customer satisfaction, paid on customer contact. Petrol Reimbursement : paid on maximum territory coverage and tax free income. Consistency Reward : paid to maintain consistent performance over a period of 3 months. House Rent Allowance : linked to basic salary as a percentage and increases as the person grows in the organization. Provident Fund : statutory requirement that provides for annuity and pension on superannuation. Performance Incentive : paid linked to achievement of KRAs. Superannuation & Gratuity : statutory funds. Job Related Expense : Tax free reimbursement.
- Notes: a. For confirmed EuroChamps. b. At sales executive level. Friend Chain: Applicable for Metros and mini-Metros only; 10% of the team’s earnings on friendship chain–maximum Rs. 600. Assumptions: Petrol @ Rs. 50/ per liter. For EuroChamps: EuroChamps confirmed level; productivity = 10 sales. For Group Leader: Productivity = 8; personal sales = 11; group sales = 43. For Team Leader: 1. Assistant Team Manager level; per person productivity = 8-9 sales; team sales = 82 (own group 42 + 40). For HCRC: Team Manager level; Head of Location–Team Manager level; single product Head of Location; 100% achievement of budget; own team sales = 150; own group = 38. Glossary of components: Holiday Bonus : paid on the average commission earned during the year. Leave Travel Concession : paid on a yearly basis subject to availing of annual leave. Medical Reimbursement : non taxable reimbursement. Contingency Compensation : paid on achievement of consistent productivity, against contingencies such as medical emergency. Friendship Chain : to enhance customer satisfaction, paid on customer contact. Petrol Reimbursement : paid on maximum territory coverage and tax free income. Consistency Reward : paid to maintain consistent performance over a period of 3 months. House Rent Allowance : linked to basic salary as a percentage and increases as the person grows in the organization. Provident Fund : statutory requirement that provides for annuity and pension on superannuation. Performance Incentive : paid linked to achievement of KRAs. Superannuation & Gratuity : statutory funds. Job Related Expense : Tax free reimbursement.