1 of 4 KRA UK Handbook

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GB-WFT-FA-L4-01 CONTROLLED L4 000 24 OCT 2016 ALAN SHAND GARY DUNCAN

TABLE OF CONTENTS

Part Description
1.0 Purpose
2.0 Scope
3.0 Requirements
3.1 Revenue Opportunities
4.0 References and Attachments
5.0 Document Change Record

©2016 WEATHERFORD ALL RIGHTS RESERVED PROPRIETARY AND CONFIDENTIAL. THIS DOCUMENT IS COPYRIGHTED AND CONTAINS VALUABLE
PROPRIETARY AND CONFIDENTIAL INFORMATION, WHETHER PATENTABLE OR UNPATENTABLE, OF WEATHERFORD. RECIPIENTS AGREE THE DOCUMENT IS
LOANED WITH CONFIDENTIAL RESTRICTIONS, AND WITH THE UNDERSTANDING THAT NEITHER IT NOR THE INFORMATION CONTAINED THEREIN WILL BE
REPRODUCED, USED OR DISCLOSED IN WHOLE OR IN PART FOR ANY PURPOSE EXCEPT AS MAY BE SPECIFICALLY AUTHORIZED IN WRITING BY
WEATHERFORD.
 2 of 4 KRA UK Handbook
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GB-WFT-FA-L4-01 CONTROLLED L4 000 24 OCT 2016 ALAN SHAND GARY DUNCAN

1.0 Purpose
The purpose of this document is to provide an overview of the use KRA in relation to the UK business, define
certain aspects and terms and outline the responsibilities that will encourage consistent and effective use of
the software.
The KRA dashboard is a series of reports that provides all users an at-a-glance perspective on the current
status of the business in the context of predetermined metrics for that business. It provides users &
management with a quick understanding of the current business posture, without a detailed explanation of the
causes or solutions.

2.0 Scope
The primary function of KRA is for forecasting. Forecasting is a vital part of business planning and is used as a
vital decision making tool. Decisions taken on an inaccurate forecast can have significant detrimental impacts
due to both over and under commitment to resources.
This initial handbook release focusses on the revenue forecasting functionality and how the information
entered into KRA can be used to aid;
Management At a glance information on the outlook of the business
Product Lines At a glance understanding of upcoming requirements, providing justification to
resource requirements
Sales & Marketing Understanding Market Share, PL and Management expectations on revenue
generation and potential risks
Finance Readily available and supported forecast information to meet monthly, quarterly and annual
forecast/budget submissions requirements

3.0 Requirements
3.1 Revenue Opportunities
One of the dashboards available within KRA is for revenue opportunities. The setup of the revenue
opportunities dashboard, and its uses, are outlined below.

3.1.1 Probabilities
Opportunities loaded to KRA are assigned one of the following probabilities based on the
noted criteria
P100 Certain Win Revenue is certain, and will be realized in the listed period e.g.
dedicated crew/equipment or product sales
P90 Certain Win Revenue is not certain Could still be impacted by timing/scope of work
P70 Uncertain, But Likely To Win
P30 Uncertain, But Unlikely To Win
P0 Certain Loss

©2016 WEATHERFORD ALL RIGHTS RESERVED PROPRIETARY AND CONFIDENTIAL. THIS DOCUMENT IS COPYRIGHTED AND CONTAINS VALUABLE
PROPRIETARY AND CONFIDENTIAL INFORMATION, WHETHER PATENTABLE OR UNPATENTABLE, OF WEATHERFORD. RECIPIENTS AGREE THE DOCUMENT IS
LOANED WITH CONFIDENTIAL RESTRICTIONS, AND WITH THE UNDERSTANDING THAT NEITHER IT NOR THE INFORMATION CONTAINED THEREIN WILL BE
REPRODUCED, USED OR DISCLOSED IN WHOLE OR IN PART FOR ANY PURPOSE EXCEPT AS MAY BE SPECIFICALLY AUTHORIZED IN WRITING BY
WEATHERFORD.
 3 of 4 KRA UK Handbook
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GB-WFT-FA-L4-01 CONTROLLED L4 000 24 OCT 2016 ALAN SHAND GARY DUNCAN

3.1.2 Summary Categories

The probabilities assigned to each opportunity define how the information is summarized and
used for analysis
Total Available Market Sum of all possible opportunities, P0 to P100
Total Opportunities Sum of all potential wins, P30 to P100
Total Forecast Sum of all certain wins, P90 & P100. And 50% of those likely to win, P70

3.1.3 Probability & Category Use

Total Available Market is used to understand both market share and identify opportunities
that will materialize over time.
Understanding contracts held by our customers and, importantly, the revenue generated by
those contracts, allows us to understand our position in the market. This information can allow
us to define, with quick understanding and without detailed explanation of the causes or
solutions, areas of strength for our competitors, either by PL or by client.
No provision of service will be evergreen so no P0 should be considered a certain loss
forever. By knowing the length of contract our competitors have we can understand the point
at which this P0 can move to a P30.
Total Opportunities is used to understand what opportunities we are currently working with
the client on.
These should reflect anything that is considered a Salesforce opportunity, that we have either
already bid, or are anticipating to bid for.
Total Forecast is used as the number that is communicated as actual revenue targets,
whether that is through monthly forecast, quarterly forecast or annual budget. These numbers
are loaded to Hyperion by Finance.
The Forecast is calculated by taking 100% of all P100 and P90 opportunities, and 50% of P70
opportunities.
Overall, KRA Bridges the gap between Salesforce and Hyperion it allows us to align the
sales pipeline with ongoing operations to understand exactly where our revenue is coming
from.

3.1.4 Roles & Responsibilities

The goal is to increase market share through a staged progression of increasing the
probability of opportunities, converting P0 to P30 to P70 to P90 through a structured sales
strategy, while defending P90 and P100 positions through best in class service quality.
Given the matrix nature of account management, opportunity management, the bid process
and managing ongoing operations, it is obvious that there will be multiple stakeholders
involved in maintaining accurate and up to date information in KRA.
The following information defines the scope and roles for entering and updating information
into KRA for revenue opportunities.

©2016 WEATHERFORD ALL RIGHTS RESERVED PROPRIETARY AND CONFIDENTIAL. THIS DOCUMENT IS COPYRIGHTED AND CONTAINS VALUABLE
PROPRIETARY AND CONFIDENTIAL INFORMATION, WHETHER PATENTABLE OR UNPATENTABLE, OF WEATHERFORD. RECIPIENTS AGREE THE DOCUMENT IS
LOANED WITH CONFIDENTIAL RESTRICTIONS, AND WITH THE UNDERSTANDING THAT NEITHER IT NOR THE INFORMATION CONTAINED THEREIN WILL BE
REPRODUCED, USED OR DISCLOSED IN WHOLE OR IN PART FOR ANY PURPOSE EXCEPT AS MAY BE SPECIFICALLY AUTHORIZED IN WRITING BY
WEATHERFORD.
 4 of 4 KRA UK Handbook
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GB-WFT-FA-L4-01 CONTROLLED L4 000 24 OCT 2016 ALAN SHAND GARY DUNCAN

Table 1;
This table outlines two areas of focus that aim to define and segregate the management of
a more short term perspective and sales/account management,
from a more medium to long term perspective
While there is no definitive definition of either section, the aim is to emphasise the varying
nature of opportunities and operations and can be loosely defined as below;
Section A delivering on current contracts and agreed scopes of work.
Section B a wider and less specific scope for; Up selling on current contracts, Understanding
client schedules and increasing probability of P0 and P30 opportunities
Current Month
Month 0 Month 1 Month 2 Month 3 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
P100
P90 Section A Section B
P70
P30
P0

Table 2;
Roles and Responsibilities in line with the above defined sections, the following RASCI chart
outlines the roles played by various stakeholders.
R Responsible for completing the task
A Accountable for the task
S Secondary support for completing the task
C Consulted in completion of the task
I Informed in the process this is provided via the KRA dashboard itself.

Operations Co- Technical Account

Task CPLM / FOM Management Finance
ordinators Sales Management
Section A R S C A I S
Section B S R R A I I

4.0 References and Attachments

4.1 Reference Source
KRA User Manual - http://usdckraappuk001/kra/kra_user_manual.pdf

4.2 Attachments
N/A

5.0 Document Change Record

Revision Effective
Responsible Parts Affected Change Description
Number Date
TH
000 24 OCT 16 Gary Duncan All Initial issue.

©2016 WEATHERFORD ALL RIGHTS RESERVED PROPRIETARY AND CONFIDENTIAL. THIS DOCUMENT IS COPYRIGHTED AND CONTAINS VALUABLE
PROPRIETARY AND CONFIDENTIAL INFORMATION, WHETHER PATENTABLE OR UNPATENTABLE, OF WEATHERFORD. RECIPIENTS AGREE THE DOCUMENT IS
LOANED WITH CONFIDENTIAL RESTRICTIONS, AND WITH THE UNDERSTANDING THAT NEITHER IT NOR THE INFORMATION CONTAINED THEREIN WILL BE
REPRODUCED, USED OR DISCLOSED IN WHOLE OR IN PART FOR ANY PURPOSE EXCEPT AS MAY BE SPECIFICALLY AUTHORIZED IN WRITING BY
WEATHERFORD.