TIEMPO LIBRE A TRAVÉS DEL CICLO VITAL DEL SER

Participants were asked whether their organisations or their dealers had in place a framework for measuring sales performance. In the interviews with the district managers, the S.B.I. framework appeared to be a possible framework for measuring sales performance in their organisation.

All Participants were asked whether they had already developed any tool, framework or model for measuring sales performance in their organisations as wholesale business or any of their retailers. Their responds were recorded and later transcripts were produced. Based on their responds, the following table was developed mirroring a data structure presented in Table 6:21. For a positive answer for each of the categories a “Yes” was allocated and for a negative response a “No”. The first category dealt with whether there was a model or framework in place for measuring sales performance. The second category focussed on the existence of tools or models for measuring sales performance. Third and fourth categories focussed on the level of the implementations wholesale or retail.

Table 6:21. Sample of data records

Participant Level

Model or

framework Value1

Any

Tool Value2

Participant1 Wholesale Yes 1 Yes 1 Answer Value

Participant1 Retail Yes 1 Yes 1 Yes 1

Participant2 Wholesale No 2 No 2 No 2

Participant2 Retail No 2 No 2

Participant3 Wholesale No 2 Yes 1

Participant3 Retail No 2 No 2

Participant4 Wholesale No 2 Yes 1

Participant4 Retail No 2 No 2

Participant5 Wholesale No 2 Yes 1

Participant5 Retail No 2 No 2

Participant6 Wholesale No 2 No 2

Participant6 Retail No 2 No 2

Microsoft Excel© was used to analyse the above data with the pivot table’s statistical analysis. Their feedback was taken in writing notes; a positive answer was given a dummy variable of 1 and a negative answer was given a dummy variable of 2. According to Table 6:22, only 16,67% of the markets were using similar frameworks or

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models for measuring sales performance at wholesale and retailer lever accordingly. Only one of the markets had developed a performance management system for evaluating the overall performance of its network. Most of the markets 66,67% were using some tools for measuring sales performance at the wholesale level. The results found that for using any tool for measuring sales performance in retailer level was significantly lower with 16.67%. The reasons given were numerous; for example dealers are independent companies which have their ownership with different management approaches. Further to this, another reason was the lack of any information system for collecting and analysing the necessary data. A lack of connection of the performance results and the action plans was also identified. The majority of participants used process tools, without any structure. Several reports lacked strategic insights.

Table 6:22 Using a model or framework for measuring and managing sales performance

% Value Level Model or

framework Retail Wholesale

No 83,33% 83,33%

Yes 16,67% 16,67%

% Value Level Any Tool Retail Wholesale

No 83,33% 33,33%

Yes 16,67% 66,67%

“…In Romania we do not have a conceptual framework but we are using a similar balanced scorecard approach. We have about 10 KPIs which are measuring the sales performance for every dealer in Romania. These KPIs belong in the four different categories of the Balanced Score Card. This balanced score card is analysed every month. This framework would be useful as we are using a very similar one tool…”

Participant 1

“…We do not follow up the actions of a dealer with the same performance tool. We have other reports for this…”

Participant 4

The second research question examined issues related to a potential implementation of the S.B.I. framework in their organisation. It was acknowledged that some representatives were concerned that they may not have enough available time to produce the monthly results keeping in mind the pressure for preparing several reports for the Daimler A.G. Due to the financial crisis, the volume of the performance and financial reports significantly increased. Some of the participants stated that they had

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been asked to produce several reports in the past with failing results regarding the sales performance. It was suggested that the reports, which were reported to Daimler A.G could be reused.

“…We have not implemented something like this in our organisation. It is important first to implement an accurate information system which can support the necessary data sources…”

Participant 2

“…It is not an additional report but it will help to have an overall understanding of the sales performance of the organisation. It can offer a ‘common language’ of different departments of the organisation for example sales department and marketing department aligned with the strategic of the organisation…”

Participant 3

The third research question examined who might be responsible for implementing and running this framework. It was relatively clear from the response that district managers could have the main responsibility of this framework. However, difficulties were identified due to the fact that many dealers were independent from Daimler A.G. These dealerships followed their management approach but always aligned with Daimler A.G. In order to achieve, this district managers needed to engage fully with these dealers to ensure a commitment to develop this framework.

“…Most of my dealers in the network are owners….they have their way to manage their business…we have to find ways to give them to understand how they can support this framework….”

Participant 3

“…I believe that our job is to support our dealers to improve their organisations. In this difficult time, a performance management system can help them to take better decisions…”

Participant 4

In conclusion, participants sought a solution for measuring and managing sales performance for their sales network. The explanation for this view would be the fact that interviewees had the responsibility of network development in their organisations. It was relatively clear from their response that district managers were concerned with difficulties deriving from the implementation process of this framework as there were dealers who did not belong to Daimler A.G in their markets. Those dealers had their own managing procedures, making it difficult to undergo the change process of the S.B.I. framework. Based on the above issues, it was highlighted that district managers had to develop a structured process including training and clear implementation steps for developing this framework in their network.

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