Quality Kiosk

NAME PG ID

Team Aravind Kumar Poleboina 2001019

Avinash Reddy Nandikonda 2002003

Ashish Pandey 2001022

K. Akshith Kumar 2001011

Vaibhav kedia 2001103

Overview • To overcome the challenges indicated by Maneesh
Jhawar (CEO), who plans to accomplish
extraordinary growth of 5 times in 5 years, Anuroop
Krishna, the head of Quality Kiosk's banking vertical,
had to draught and propose a full strategy for
extending Quality Kiosk's entrance into the banking
industry.
Key Actions for Krishna
 Key Actions
• Prepare sales strategy ( Keeping New or Old customer is mind)
• Compensation Structure for Sales Force
• Compensation plan for the Team
Analyze the Indian market for quality assurance services in 2016, specifically
for the banking sector, and outline the implications for QualityKiosk.

Quality assurance
market:

As of 2015 market Lot of issues due to

Quality kiosk had security reasons and Revenues are growing
stood at $5 billion and
opportunity to provide there is no functional aggressively by 5
growing rate was 20%
end to end offerings. assurance from the times in next 5 years.
YOY.
companies.
Recurring revenue in
Quality Kiosk banking
Lot of competition but the banking vertical Damage to clients due
vertical contributed
no niche area in for 2016 was projected to hackers and
40% then insurance
banking sector. to be around 60 per downtimes.
vertical.
cent of 2015 revenues.
 • After analyzing the above table, following
What specific set of recommendations can be given: Krishna should
pursue payment banks largely as Sales cycle was
customers within the around1 month and they were easier to work with.
banking sector would you Another segment they could focus on: Old Private
recommend Krishna Banks
pursue? Justify your
• As Jhawar had pointed out, the ability to learn from a
answers. customer is crucial in order to build capabilities in
Quality Kiosk. New Private Banks and payment
banks were far more likely to offer learning
opportunities unlike public sector banks which were
still trying to catch up. Older private banks in this
respect, were somewhere in between
  High penetration and medium revenue 3 hunters 1
farmer.
 low penetration and high revenue 1 hunter 3 farmer.
Evaluate the three options
 Medium penetration and medium revenue2 hunter 2
drawn up by Krishna and farmer.
recommend one. Justify
your choice  I will go with second option high penetration and
medium revenue. because if we increase the hunter
automatically our market size will grow, and the
revenue part will also follow by. First, I will
concentrate on the market penetration because it will
makes stand out from our competitors. I will try to
makes a greater number of hunters and try to make
more up-selling or cross-selling to the farmers. there
we can generate good revenue.
 As explained by Krishna he talked about three option about sales force.
 Option 1 was based on the overall objective of “high penetration and
Recommend your own medium revenue” and comprised three hunters and one farmer.

options beyond the three  Option 2 was based on the overall objective of “low penetration and
high revenue” and comprised one hunter and three farmers.
options for sales force  The final option was a compromise, with an overall objective of
structure detailed by “medium penetration–medium revenue,” comprising two hunters and
Krishna. two farmers. 
 But here I want to recommend the 4th option and which quality kiosk
can use and I feel. If you’re a Hunter, develop your farming abilities,
and if you’re a Farmer, learn how to hunt. Whatever your selling style
is, understand your weaknesses and learn to capitalize on your
strengths and along with this you can also establish a hunting day. It is
easy to fall back on old habits. So, establish one day in the week when
the entire sales force is expected to be hunting for new business. This
is particularly important right after the transition to establish a new
expectation – over time perhaps less structure can be employed.