Submitted by: Bhoomika Mansharamani, H17133 | Karan Madangeri, H17142 | Kushagra Saxena,

H17144 | Meghna Gupta, H17147 | Sanjana Deotale, H17164 | Shivam Sangani, H17171

1. Identify the pros & cons of “bettering the best” program

The existing rewards mechanism focused on sales volume, and did not consider the
shortcomings (if any) of the sales representatives or their skills/method followed.
“Bettering the best” program was not just focused on the end but the means to achieve the
end.

Pros Cons
Focus on improving the productivity of Focus on point system might hinder
low performers by identifying the cause actual number of sales
and providing appropriate training

Focus on building relationship with Difficult for managers to keep track of

customers real efforts put in by Eurochamps on the
field
Splitting bigger target into smaller ones Time consuming and complex exercise
would help sales rep improve at every of filling activity reports would decrease
stage of the sales process time available for actual sales.
Better training mechanism, giving No consideration for territory wise
clarity about the sales process to newly targets thereby ignoring the disparity
inducted people caused by the point system
Daily recognition would boost the No system for making senior sales rep
confidence of Eurochamps accountable towards the guidance
provided by them to new sales rep
Increase in daily demos and better sales
process would increase EFL’s
productivity
Monthly reward and recognition would
improve morale and spirit of
Eurochamps

2. Critique the recruitment, training, supervision and compensation at EFL?

Recruitment: Absence of guidelines and framework to test competencies of the candidate

made the process highly subjective. The use of Own Your Own Bike Scheme rather than
talent development did not favor the employee value proposition. This resulted in lack of
KPIs and thereby an increase in attrition

Training: Lack of a diagnostic tool to determine the weakness of a sales rep who weren’t
able to perform well led to low productivity. The focus was not on SOPs or improving
customer relations to convert sales but only on achieving targets. This resulted in sales rep
not picking clues during cold calls. Even the demo equipment were damaged or not clean

Supervision: The EFL managers were busy managing quotas and sales volumes that they
did not pay heed to the supervisory support, which should be extended by them towards
the EFL Eurochamps. The regional managers and the field managers were not accountable
and hence supervision was not up to the mark.

Compensation: Rewards and compensation was driven by sales volume. This led to
multiple EuroChamps calling on the same prospects. This resulted in an inefficient sales
process. Lured by higher compensation, senior reps poached lucrative authorities from new
reps affecting the morale of new reps. Moreover the incentives one received on being part
of the elite Silver Circle Club, Club 100, increased performance pressure on EuroChamps.
All this decreased focus from sales process and made the activity highly driven by volumes,
thus lowering the morale of employees. It also promoted poaching by other companies, as
the talented people preferred moving to other organizations on account of this
compensation system and the pressure it caused.