K.

Durga Teja
SBMBA21072

Sales Distribution & Retail Management by Capstone Projects

Quality Kiosk
Quality Kiosk's CEO expected the company to see tremendous growth over the next few years. But
there have been some crises and inevitable pressure on earnings. Head of Banking, Krishna realized
that he needed to develop and propose a comprehensive plan to continue Quality Kiosk's expansion into
the banking sector. He also realized that he needed to develop a sales strategy and determine the
structure and composition of the sales force. Some questions that have been raised are First, we needed
to understand where the majority of our sales came from. Either an existing customer or a new customer.
Second, he also had to decide whether to organize field service as hunters, farmers, or both.
The company focused on two broad customer groups: banks and insurance companies. In this context,
the customer refers to the bank or insurance company and the end customer refers to the company's
customer (business or retail customer). Quality Kiosk has become one of the top players in the BFSI
field by providing independent software quality assurance services to its customers. In 2006, we moved
into the field of performance assurance. With great demand for a superior customer experience,
financial services firms began requiring better testing in production to prevent problems. This was a
great opportunity for the company, and they quickly adopted a service called Application Performance
Monitoring. Functional Assurance Service was provided for enterprise and digital domains.
This service ensured that each piece of software or application performed according to its specifications
and worked as intended by the end user. Performance Assurance is the result of increased end customer
demand for application performance. Awareness of performance assurance grew rapidly and accounted
for nearly 40% of the company's revenue. Customer Experience Management helped identify gaps in
the production line environment by continuously monitoring applications, identifying system
downtime, and resolving issues in real time. This prevented the spark from becoming a fire and helped
control the issue while the application was active. The company had developed techniques to manage
the customer experience that were both technically and commercially effective. As a result, almost
every customer subscribed to this service, generating his 10% of the company's revenue.

Competition
Niche players were companies founded by founders or executives of large IT companies such as Infosys
Ltd and Tata Consultancy Services Ltd. These players knew the system environment and the customer's
point of view from experience. There was also an application testing company based in Bengaluru,
which was dominant in the market at the time. The large banking power of these companies confirms
promising fast turnaround times when deploying resources. This resulted in higher overhead costs.
Quality Kiosk saw itself as a niche player and focused solely on testing. The company was always
forward-looking and had a clear roadmap for each service line. This was the main reason behind
customer loyalty across the lifecycle.

Customer base
The company used IT analytics to identify 20 public and 20 private banks in India as potential
customers, and the private banks were able to launch targeted products and services. In addition,
increased customer touchpoints have enabled these banks to resolve customer inquiries and increase
customer satisfaction.
Services such as internet banking, mobile banking, and check trading have revolutionized banking and
caused many customers to switch from old to new banks.
India's central bank, the Reserve Bank of India, has made efforts to increase the penetration of banking
services in unbanked areas. To achieve this, in 2015 he licensed 11 companies. This is a new age bank
called a “payment bank”. The licenses granted included companies such as telecom service providers,
e-commerce players and other players controlling rural areas for the provision of financial services.
Most players actually had customer bases in their respective companies.
The company's current banking customer coverage was only her 30% of the 40 targeted customers,
offering all three services to only her three customers. And most of the company's growth was believed
to come from the banking sector.

Sales cycles and process:

Sales cycles varied from 15 days to a year and were a function of service delivery, customer urgency,
and the deals involved. Performance monitoring for post-production applications required a lot of
product education and extensive commercial negotiations, resulting in longer sales cycles.
The sales cycle to public sector banks was nearly one year, while the sales cycle to other private sector
banks was about six months. New private banks and payment banks had short sales cycles, with an
average sales cycle of about two months and one month, respectively. IT teams were key influencers
and it was essential for companies to keep in touch with them for meeting requirements.

Conclusions and Suggestions

We found that the choice of team structure in the compensation plan and the focus of the team are all
interrelated. Each of these options had an overall purpose, a clear set of objectives, the right structure,
and the most appropriate rewards. This example shows that Quality Kiosk could well have focused on
acquiring new customers or increasing business share with existing customers.