Eureka Forbes Case Study

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- The communication through advertisements:

It only emphasized about of visit of EuroChamps and did not focus on projecting multi-utility of the product.

- Comment on the other sales management practices at Eureka Forbes Ltd. What changes would you recommend?

Sales Management Practice

Comments

Recommendations, if any

Organization Structure

- Various hierarchy levels created communication & approachability gaps.

- Roles & responsibilities are well defined at each level.

- Reducing redundant levels if any based on work overlaps.

- Improved and easier communication between leadership and employees.

Recruitment

- Subjectivity in selection process of new recruits.

- High poaching possibilities of Euro-champs across the industry.

- More robust selection through effective competency matching.

- Recruitment clauses to reduce poaching practices by other firms.

Training

- Time constraint to new recruits in the formal training.

- Learning from field visits is ineffective as seniors are busy and some of them lack motivation to coach.

- Formalized training through the new system should be able to counter the pre existing flaws.

Supervision

- Reporting and feedback mechanism of the current system was appropriate.

- Field leaders performance was only measured on retention of recruits.

- Additional parameters like subordinate feedback can be included in evaluation of field leaders.

- Real time connects with the field leaders as and when needed by the euro champs in addition to the regular meetings.

- Going forward keeping market conditions in mind what changes you will suggest in the sales management system?

Objectives:

- Reduce attrition rate:

- Increase in rewards and recognition to enhance motivation

- Better allowances such as food allowance

- Focus on customer retention and referrals:

- Training on customer relationship management

- Design customer loyalty program, with salesperson as the driver of the program

- Increasing sales closure rates:

- Use customer profiling for targeted selling

- Identification of cross sell opportunities among the existing customer

- Increase focus on Process Orientation:

- Component on following sales processes rather than just sales numbers in the salary structure

- Design standard SOP including calling script, sales pitch and demonstration booklet

- Tackling the change in Demographics:

- Sales target figures basis sales potential

- Lack of ‘on field’ training

- Compulsory mentoring to be included in KRA of senior management

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