THE SALES GURU?

Ahmed Fareed 23010006

Kanwar Siddique 23010058
Muhammad Ehtisham 23010062
Nabeera Ali Naqvi 23010066
Sana Saeed 23010068
Walya Sadiq 22010031
 1 Introduction

2 The Organization Business Model/Sale Model

TODAY'S 3
Recruitment Process and Evaluation

AGENDA
4 Quantitative Analysis

5 Compensation and Benefits

6 Ethical Challenges (SWOT)

7 Recommendations
 INTRODUCTION
• BPO Company I.e. they provide astute digital
marketing, online acquisition technologies, and
comprehensive customer engagement solutions​
• Active in more than 7 nations across continents. ​
• 25000+ Global Employees with a team of more than
1000 workmen in the Lahore office alone​
SALES MODEL
HUNTER VS FARMER ANALYSIS
 RECRUITMENT PROCESS
ELIGIBILITY RECRUITMENT CLASSROOM
ABAY PERIOD
CRITERIA PROCESS TRAINING

• Education – minimum • Round 1 – Telephonic • Initial 3 weeks ​ • Also referred to as

one degree completed Screening​ • Learning is the only On Job Training ​
​ • Round 2 – Walk-in objective ​ • Real world setting
• Fluency in English​ Interviews ​ • Training provided under supervision
• Confidence​ • Round 3 – Operations based on product from coaches ​
• Convincing Skills Manager selection ​
RECRUITMENT PROCESS
BREAKEVEN
ANALYSIS
PERFORMANCE
EVALUATION
Key performance indicators used to gauge productivity are
PERFORMANCE
IMPROVEMENT • Sale professional move to PIP if they
PLAN are unable to maintain 45% close
rate​
• Duration of improvement plan is 4
weeks​
• Performance evaluated every week​
• Minimum of 8 RGU's closed per
shift
DIGITALIZATION • Cutting-edge CRM technology ​
IN SALES​ • SATMAP​for agent profiling and
call routing
• AI-based virtual assistants​
• SALEFORCE reporting
• Use of technology to identify
customer pain points​
AGENT KPI
• Adherence 10%​
• Call Outs 10%​
• Tardy 10%​
• Quality 20%​
• Sales Performance 50%
COMPENSATION • Basic + Revenue Share Model (RGU Per
AND BENEFITS​ Hour) which is uncapped​
• Targets Assigned as per agent’s previous
performance (Dependent Commission)​
• Recognition in the Annual Conference ​
• Spiff​
• Steller calls ​
• Team of the month ​
• Gifts (Smart Phones, LED, 600cc Car
every quarter)​
 STRENGTHS AND WEAKNESSES

• Highly SOPs oriented for ​talent • Managing Loopholes​

acquisition • Preventing Unethical practices​
• Rotational hiring • Handling Threat of bots​
• Workforce Scheduling • Improving Reduced retention​
• Training and Development​ • Marketing vs Sales
• Compensation Plan​
• Selection of KPIs for performance
appraisal
ETHICAL
• Forced Sales​
CHALLENGES • Personal Relationships​
• Personal Vendetta​(excessive targets
assigned)
• Data Leakage​
• False Information
RECOMMENDATIONS
• Quality of Sales​
• Compliance​
• Repercussions of Misquotations​
• Improved Recruitment Cycle​
• Reducing ramp-up time​
• Transparency in Revenue Sharing Model​
THANK YOU