How Do You Quantify Team Appointments in FMCG Sales KRAs? Seeking Your Insights

Hello all, I'm looking for KRAs pertaining to an FMCG firm I'm working for. Below is what I have devised. Please suggest.

Here the tracking is done weekly...

KRAs for Frontline Sales:

- Volumes: 60
- Coverage: 10
- Productive calls in a day/week: 15
- Attendance: 10
- Reporting: 5

KRAs for Managers Sales:

- Volumes: 60
- Coverage: 10
- Distributor appointment: 15
- Team Appointment: 10
- Attendance: 5
- Reporting: 5

I want to know how team appointment can be quantified?

Thanks,

Tabassum

Dear Tabassum, I conduct the training program on PMS, but I need more details. A person who has worked in FMCG will be able to help with your query. Additionally, apart from attaching weights, you need to devise supporting MIS to capture the performance of the staff.

By the way, the total of all the weights for Managers adds up to 105. Is this acceptable to you?

Thanks,

Dinesh V Divekar

Key Result Areas (KRAs) for Frontline Sales Staff

I have worked in hardcore sales with FMCG during the initial phase of my career and would like to share a few pointers on the KRAs for frontline sales staff:

• Meeting weekly targets
• New retail outlets
• Collection of weekly targets (even if the collection is the responsibility of the distributor, they should contribute towards the same as how the distributor would pay the company)
• Sales promotional activities

Besides this, the company should endeavor to get the following inputs:

• Suggestions to improve market share
• Competition news & movements

Frankly speaking, attendance and reporting don't really matter if the allocated targets are being achieved.

Regards,
Rajat Joshi

Thank you for the prompt reply. Yeah, sorry, the weights for managers are messed up. The correct weights are as follows:

KRA's For Managers Sales: Weights

1. Volumes - 50
2. Coverage - 15
3. Distributor appointment - 15
4. Team Appointment - 10
5. Attendance - 5
6. Reporting - 5

I am attaching all the MIS required for this purpose. Please go through and let me know of any required improvements. I had taken attendance and reporting into consideration because salespeople often take leaves, and being a sales-driven organization, we can't afford to lose revenue due to this reason.

For reporting, we have an ERP system launched with a mobile application as well. People do not feed in data when required. Also, for other daily, weekly, and monthly reports, people are a little sluggish.

Moreover, the tracking is not long-term as in PMS; it's only KRA's taken into account for a 6-week period. The new joiner is put on this task and evaluated accordingly. It is the time period given to new joiners to demonstrate their potential and caliber in the company.

Hello All,

I'm looking for KRAs pertaining to the FMCG firm I'm working for. Below is what I have devised. Please suggest.

KRAs For Frontline Sales:

- Volumes: 60
- Coverage: 10
- Productive calls in a day/week: 15
- Attendance: 10
- Reporting: 5

KRAs For Managers Sales:

- Volumes: 60
- Coverage: 10
- Distributor appointment: 15
- Team Appointment: 10
- Attendance: 5
- Reporting: 5

I want to know how team appointment can be quantified?

Thanks,
Tabassum

As per my understanding, communication and working effectively with people are the competencies required. As of now, I'm not taking competencies into account since it's a short-term tracking plan. The employees are selected through BEI and go through a lengthy procedure. So, I can assure that communication and teamwork are average if rated.

My PMS does have both competencies as well as KRAs...