STEPSMART

FITNESS
Section B, Group - 2
- Anu Bhadu | 044
- Avinash Bansal | 046
- Brinda Damani | 047
- Della Desai | 049
- Divij Jhunjhunwala | 050
- Ishaa Kedia | 053
- Megha Dey | 055
- Radhika Agarwal | 059
- Sanskriti Mandhyan | 064
- Shruti Singh | 067
- Sinchita Deb | 068
- Sujeet Hange | 069
CASE OVERVIEW:
Ben Cooper, a fitness enthusiast, unexpectedly gets promoted to district sales
director for the New England region of StepSmart Fitness.
Cooper's professional and personal goals matched while working at StepSmart due
to his interest in athletics.- Cooper has a quarterly meeting to attend with Caitlin
Sheridan, regional vice president of sales for the North East and report in detail
about the ailing district.
Both Cooper and Caitlin have worked on a treadmill deal last year.
Ben was asked to answer four questions in his meet with Caitlin:

1. Which of your district’s salespeople is underperforming? Should anyone be

terminated or placed on probation?
2. Do you recommend we hire additional salespeople? Why or why not?
3. How might we increase salesperson productivity, if that’s even possible?
4. How we can better evaluate salesperson performance since you mentioned you
felt some of our current metrics aren’t working well?
CASE OVERVIEW:
Cooper felt the need to spend time with each salesperson individually to analyze
their performance and issues.
StepSmart Fitness is a manufacturer. of exercise equipment and held around 18% of
the market share.
They dealt in retail like those retail chains, online buyers for those with a home gym,
private & industrial for offices and commercial products to health gyms, in general.
Their commercial product line included - Cardio Products, Strength Products,
Technology, and Small exercise equipment.
Commercial salesforce roles & responsibilities included: Regional Vice President,
District Sales Directors, and Salespeople.
SalesForce Strategy: No national market, hence salespeople interacted with people
from different segments, face-to-face interaction was preferred, and heavy
investment was done on CRM.
2 parameters on which they were judged-
1.No. of active accounts
2. Number of calls/client visits per year.
PRE JUDGEMENTS PARAMETERS PRESENT TO US

Walter Avery Lucia Concetta Daniel Ellis Grant Foster Matt Gibbons Sophia Barrow Sam Hammond

Rarely Perfect score Continued Female client Invests in local Resists sales
generates in sales physical complained of business coaching
new or training exam setbacks could "inappropiate opportunities due to lack
NONE
innovative in 2008 affect his ability behaviour" and is part of time
ideas to travel to during dinner owner of a
Not client sites and meeting in restaurant
Uninterested interested in perform brief 2009 and where he
in growing a managerial equipment closed the entertains many
business in role demonstrations account of our clients.
the less Unethical?
populated
Northern
region
 POST MEETING JUDGEMENT
Parameters
Names Walter Avery Lucia Concetta Daniel Ellis Grant Foster Matt Gibbons Sophia Barrow Sam Hammond

Experience in former sales

4.5 30 6 10 5 8
Sales (years) employee

strong rapport dissatisfaction Conventional, Caters to clients

Client his clients Professional, but
with established with follow- professional spends a lot of at their
Feedback love him distant
clients up money on clients convenience

Sales 663.83k 853.49k 1.99M 1.42M 1.37M 1.70M 1.51M

Compensation ($) 30.27k 32.96k 93.75k 48.80k 48.60k 67.63k 54.80k

communicates strong people caters to clients non-motivated

non agressive professional
Technique easily with skills and has lethargic, loyal farther away, doesn't put in
sales approach and confident
clients arecurring rate garners attention enough efforts
of lot of clients
does not follow up- continuous drop in sales,
CONS N/A instance- physical personal N/A N/A N/A
on-site training setbacks conflicts
quick and finishes
knows products, knows the experienced, gets
PROS her work with
diligence enters new product and Confident experience his work done
brilliant
prospects tech savy
performance

Quantitative analysis: Excel

 Increase Productivity

Therapy Sessions : Less Travel Time: Training Sessions :

Provide professional help to Provide more area centric Provide interactive training
sales employees to maintain clients to restrict the travel sessions to sales employees
work-life and relationship sanity. time. who can perform better.

Financial training: More incentives : Technology immersion:

Provide financial knowledge to provide incentives to sales Provide technical
sales employees so that they team for reaching their knowledge and latest
make informed monetary targets. gadget knowhow
decisions
 01 ROI = Sales/Cost to Co.

Team synergy - teamwork -

02 senior members helping
juniors

Average revenue made per

03 client - Transaction Ticket

New Metrics
Size.

Motivation levels to expand

04 your skillsets through
orientation/training

Financial consciousness -
05 expense wise and data
famliarity

% of Calls Converted = No.

06 of calls converted/Total
calls
FIN.