Sales Performance Management Maturity Study

- among Mobile Operators with focus on consumer segment -

Matching Sales Performance Management (SPM) to the market environment

SPM Maturity

Intensity of Competition

Benefits
Individual Feedback - You will receive individual cockpits assessing your SPM Maturity and action lines on how to improve your position Drive Decisions - You can utilize the results to back up and drive internal decisions Exclusive Study - This benchmark study will be made available exclusively to participants

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Your privacy is our concern All information collected in this survey will be kept confidentially. The data obtained will be made anonymous and evaluated statistically. It will thus be published in a way making certain any possibility of inferences about you or your organization is eliminated.

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Contact: sales-performance-management@detecon.com

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I. What are your organization's primary sales objectives for the next year?
Importance none Acquisition focus - We want to significantly grow the number of subscribers and market share Profitable growth - We want to further grow the subscriber base while trying to reduce Sales Acquisition Costs (SAC) Retain market share and increase profitability - We want to reduce churn and focus on acquiring/retaining customers profitably Value creation - We want to attract, retain and develop valuable customers to optimize Return-on-Investment (ROI) low med high very high

II. How do you utilize the following performance measures? 1. Relevance for decision-making:
not measured Gross Adds Retained Subscribers Migrations Churn Rate Net Adds Total Sales Revenues

2. Instant level of availability:

3. Influences amount of:

staff incentives partner commissions

low

med

high

L1 - Total Company
L1 - Total Company please select L1 - Total Company L1 - Total Company

L1 - Total Company

15 %

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II. How do you utilize the following performance measures? 1. Relevance for decision-making:
not measured ARPU - Gross Add ARPU - Retained Subscribers ARPU Direct Cost SAC per Gross Add SRC per Retained Subscriber Contribution Margin Fix Cost Sales Operating Profit EBITDA Contribution Gross Add Quality Retained Subscribers Quality Lifetime / Contract Duration Active / Inactive Subscribers

2. Instant level of availability:

3. Influences amount of:

staff incentives partner commissions

low

med

high

L1 - Total Company please select please select L1 - Total Company please select please select please select please select
please select please select please select please select please select please select

30 %

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II. How do you utilize the following performance measures? 1. Relevance for decision-making:
not measured Early Forced Churn Late Forced Churn Payback Period Customer Equity Customer Cash Flow Average Customer Lifetime Value Return-on-Market-Invest Other: Other: Other: Other:

2. Instant level of availability:

3. Influences amount of:

staff incentives partner commissions

low

med

high

please select please select please select please select please select please select please select please select
please select please select please select

45 %

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III. How do you incentivize your sales force (direct channels)? 1. Which financial performance measures have the greatest impact on the payout amount of sales incentives in your company?
Volume-driven performance measures - e.g. Gross Adds, Retentions, Churn Revenue-driven performance measures - e.g. Revenue, ARPU Profit-driven performance measures - e.g. Sales Operating Profit, EBITDA, Contribution Margin, NOPAT Value-driven performance measures - e.g. Customer Lifetime Value, Return-on-Investment Impact none low med high very high

2. Do you feel that your compensation plans for different hierarchies are aligned with your current sales strategy?
Sales director directors Regional sales directors Channel managers Sales team leaders Sales representatives

Degree of alignement none low med high

very high

3. Where do you see major roadblocks on the way to further developing your sales incentive system?
none Internal knowledge base not sufficient for adjustment of sales incentive scheme Data availability and quality not sufficient to consistently gather and accurately link measures with sales force performance Sales force does not accept changes in incentive scheme, risk of losing top performers Other: low

Impediment med high

very high

60 %

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III. How do you incentivize your sales force (direct channels)? 4a. How would you describe the structure of your incentive scheme for your middle management? Base salary with capped variable pay up to 150% of target achievement Base salary with capped variable pay between 150% and 200% of target achievement Base salary with capped variable pay more than 200% of target achievement Base salary with uncapped variable pay No base salary only variable pay 4b. How would you describe the structure of your incentive scheme for your sales representatives? Base salary with capped variable pay up to 150% of target achievement Base salary with capped variable pay between 150% and 200% of target achievement Base salary with capped variable pay more than 200% of target achievement Base salary with uncapped variable pay No base salary only variable pay

IV. How do you incentivize your sales force (indirect channels)? 1. Which financial performance measures have the greatest impact on the payout amount of sales incentives in your indirect channels?
Volume-driven performance measures - e.g. Gross Adds, Retentions, Churn Revenue-driven performance measures - e.g. Revenue, ARPU Profit-driven performance measures - e.g. Sales Operating Profit, Profit, EBITDA, Contribution Margin, NOPAT Value-driven performance measures - e.g. Customer Lifetime Value, Return-on-Investment Impact none low med high very high

75 %

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V. How is sales performance management anchored in your organization? 1. How do you utilize/apply sales performance data and KPIs? (multiple answers possible) None - e.g. do not manage with KPIs Reporting of results to management Course correction (e.g. deviation from target) Planning directions (e.g sales channel portfolio) Future-oriented profitability analysis and what-if scenarios

2. How frequent do you report sales performance data and KPIs? None - we do not review sales performance data Irregular or annual measurement and reporting Monthly measurement and reporting Weekly measurement and reporting Continuous or event-based - available on demand, reporting daily/weekly or monthly

3. How satisfied are you with the quality of sales data and KPIs? Not at all satisfied - low data quality is often blocking or delaying further processes Not satisfied - but can work with the data provided Somewhat satisfied - but improvements would definitely sharpen the picture Satisfied - but can still think of some improvement Very satisfied - could not imagine any room for improvement

90 %

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V. How is sales performance management anchored in your organization? 4. What is the level of automation of generating sales data and KPIs? None Data manually compiled and processed (e.g. Excel) System supported data collection with some automated static reports (e.g. PowerPoint dashboard) Fully automated data collection, automated reports with basic interaction (e.g. sorting ability) Fully automated data collection, self-service reports with ability for real-time analysis

5. How satisfied are you with the systems support for accessing sales data? Not at all satisfied - e.g. no system supported access to sales data, only through prepared reports Not satisfied - e.g. independent data stores for each sales channel, hard to get the overall picture Somewhat satisfied - e.g. standard data stores and systems across all sales channels, but not user-friendly Satisfied - e.g. integrated and user-friendly technology facilitates comparison across channels Very satisfied - e.g. interactive cockpit charts with convenient drill-down to disaggregate values

Contact details for the survey results: Company: Comments: e-mail address:

Thank you very much for completing this questionnaire!

a. Directly submit with e-mail client (e.g. Outlook, Lotus): Submit

or
b. Submit via webmail (copy destination e-mail and save pdf):
sales-performance-management@detecon.com

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