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Copyright © 2008 Pyinna Limited. All rights reserved. 1 Pyinna – 20 years CRM pedigree.

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Presentation on theme: "Copyright © 2008 Pyinna Limited. All rights reserved. 1 Pyinna – 20 years CRM pedigree."— Presentation transcript:

1 Copyright © 2008 Pyinna Limited. All rights reserved. 1 Pyinna – 20 years CRM pedigree

2 2 CRM Contents Marketing management Contact Management Opportunity Management Quote Management Discounts/Payment terms management Call Reporting Account Planning Commission Management Management Reporting

3 3 CRM tool in typical customer environment –Web based tool –Functionality developed to fully support business processes –Business processes identical for entire enterprise –Main focus on Account Manager as source for reliable customer and prospect data –Used by Sales, Marketing, Customer Support and Finance organization –Access and user rights depending on function of individual

4 4 Goal of CRM Customer “intimacy” Know everything you need to know about your customers Information rich Able to be pro-active instead of re-active 1 User interface gives access to all customer related information For newly appointed Account Managers –Customer history easily available –No need to go on fact finding mission

5 5 CRM Strategy –Single source of all customer related information –Knowing your customer –Sharing information with your colleagues –You see what I see –Teamwork extremely important for the success of company Growth Initiative –Planning and possibility to report correctly and accurately is key for measuring the progress

6 6 Contact Management – Company details + more

7 7 More Company info

8 8 Opportunity Management

9 9 Saved quote in Pyinna

10 10 Quotation tool

11 11 CTC Tool (commercial terms change tool)

12 12 Call reporting

13 13 Lead Generation our company & products. one of our products is ourselves James Brown Brown

14 14 Account Planning file: Sample Spreadsheet Click to reveal the SBUs per customer Three columns to update with data, one column to review.. 1.Enter ORDER Target here 2.Review ‘Calculated Shipment’ based on the Order value and assumption per SBU – see next page 3.Enter SHIPMENT Target here if ‘calculated shipment not correct For products this will be fixed (blocked) number based on Order Value. Projects/ systems need to be updated. 4.Enter customer potential here Additional explanation at next page

15 15 Commission Mapping

16 16 ACM Mapping Tool

17 17 Non ACM Mapping

18 18 Reports Reports – Excel format for –Opportunity Management (forecast) –Call reporting –Quote reporting –AOP$ report –KPI report All reports available via Cognos

19 19 CRM to SAP Tool is fully compliant with Disciplined Sales Process Tool is compliant with processes defined in SAP CRM Quotation tool will be interfaced to SAP 1 user interface which contains all the customer related data Standard/consistent reporting throughout entire region

20 20 Disciplined Sales Process Sales Performance Performance to Plan Market Share Sales Pipeline Promotion Effectiveness Customer Analysis Customer Retention Customer Penetration Customer Acquisition Commercial Program Analysis Launches Initiatives Programs Product Management Migration Cross-selling Analytics Answers Country Sales Plan Customer Retention Customer Penetration Customer Acquisition Sales Coverage Commercial Plans District Sales Plan Customer Retention Customer Penetration Customer Acquisition Sales Coverage Commercial Plans Key Account Plans Global Accounts Territory Acct Plans Planning Targets Campaign Management Coordinated Launches Tradeshows CAOTM’s Programs Account Management Opportunity Mgmt & Collaboration Customer Centric Selling Segment Management OEM – SI - End User – Distributor Industry Implementation Action Sales Performance Performance to Plan Market Share Sales Pipeline Promotion Effectiveness Customer Retention Growth Acquisition Is planning and implementation effective? Metrics Accountability Business Intelligence used at front end and back end of the sales process:

21 21 Sales & Marketing Intelligence Commerci al Plan to Action Negotiatio n to Quote Opportuni ty to Solution Configura tion Interest to Lead Territory to District / Country / Channel Plan Account Strategy to Relations hip Content Creation to Reuse Market Identificat ion to Commerci al Strategy Identify markets, with support from all stakeholders Create plan to reach new and existing markets Define Customer coverage strategy (e.g. direct, channel) Declare targets and commercial activities Manage Territories and APRs Agree and approve marketing plan Executed marketing campaigns Understand marketing effectiveness (feedback received) Capture and review customer requirements Configure the solution – product and / or service Present and demonstrate solution Evaluate competitive situation Review historical performance on contract Negotiate discounts, POV’s, T’s & C’s and deliveries (new or contract renewal) Present quotation to Customer Provide customer references or host customer visit Create solutions focused commercial collateral Product Data Syndication (IDW) Define account potential Establish Account Plan and pursuit team Account and Contact Mgmt Qualify Customer Interests and turn over to appropriate party Organize leads into stages Sales works the leads Rolling 1 Year Commercial Plan Price Increase plans Quotation with pricing, POV’s, T’s & C’s, and delivery commitments Pipeline Implementation of Campaigns, Trade Shows, PR, Programs, Advertising, Catalogs, Training, Opportunity documented Solution defined & demonstrated Pipeline District, Country, Channel plan Account Plan Account Projection Accounts and Contacts Information for catalogs, quotations, brochures, web, manuals, etc. Support Channels with Product data Qualified Leads Pipeline Product Mktg Sales Pricing Team Logistics (ATP) ETO Pricing Team Configurator Product Mktg Sales Demand Planning ETO businesses Comm’l Mktg Finance Supply Chain Marketing Sales Channels Marketing Sales Channels Engineering Marketing HR Channels Sales Comm’l Marketing Outcomes Interaction Points Activities = Monitoring / Mgmt processes

22 22 Market to Quote Process

23 23 New customer classification calculated and loaded into Pyinna (no user input required)

24 24 Pyinna info areas

25 25 Pricing Management Tool: CTC – Commercial Terms Change The tool within Pyinna through which every change in Customer commercial terms needs to be entered and approved. 4 Authority Levels in the tool: –Account Owner –In Country Authority –Regional Authority –COE

26 26 Pricing Management The tool holds the authority values for each individual and controls the escalation process There is a direct link between the quotation tool in Pyinna and the CTC tool to speed up the process Whatever has been approved in CTC is put in on the Customer in our business system – Peoplesoft Customer orders are priced according to agreed conditions: discounts, payment terms, delivery terms

27 27 Pricing Management Negotiation possibilities: –Customer Discount Schedule –Specific Project Discount –Fixed Price –Price Freeze –Order Discount –POV/Concession –Rebate –Payment Terms

28 28 Data Warehouse - Data Integration. CRM and Transactional data - Closely integrated. Pyinna CRM Industry Characteristics Account Characteristics Account Mapping/Targets Account Plan, Opportunities Customer Master EMEA Business Intelligence Portal Customer Intelligence D&B Security HR-IS Financials Plan Forecast Non-Regional Sources (Summary Level) Available  In Process Coming Data warehouse 2-Way Products PeopleSoft Item Master other Sources Transactions PeopleSoft Kempen, EJA Propack Data IFS S&D Germany  Comet South Africa  Routeco UK  ControlTech Czech Rep.  Other EMEA Distributors

29 29 Costs involved Pyinna user-license Server from which to run the application Data transfer (including Pyinna assistance) Support from Pyinna IT support User training from Pyinna

30 30 Back up slides giving more details

31 31 Cognos Tools PowerPlay EMEA Sales Cube (pre-selected set of data that can be configured by the user) Cube Reports (Standard.pdf report linked to the Sales Cube) Cube Views (Stored bookmark of a cube configuration) Impromptu IWR – Impromptu Web Reports (can query for any data, but can’t be configured by the user) EMEA Sales Cube (Restaurant) PowerPlay Cube Report (Menu) Impromptu Query (Shopper) Impromptu Report (cooked meal) EMEA Data Warehouse (Grocery Store)

32 32 One Interface: EMEA BI Portal Job Function BizProcess1 Report 1Report 2 BizProcess 2 Report 1Report 2

33 33 Sales Reports in Cognos

34 34 ACM Report in Cognos – Report GP205

35 35 Account Performance

36 36 Sales Commission –The Sales Commission Mapping Tool shows the official assignment of customers and commission SBUs to Account Managers. –The Account Plan Values are assigned to the customer and stay at the customer level independent to the commission mapping –The Order and Shipment values are assigned to the customer based on the “Customer Master” links independent to the commission mapping –With the commission mapping the customer SBU’s values are assigned to the individual ACM –The sum of the FY08 Plan amounts per assigned customers, plus the unidentified Z3 placeholder plan amount, will define each Account Manager's FY08 Target. –Every change in the commission mapping during the FY will change the Account Manager's overall target, because the customer targets and sales values will move with the changed mapping

37 37 Commission Components overview

38 38 Sales Commission Rules Account Managers strategy types are mapped to accounts according to the illustration in the next two slides. –The main strategy is IA, so all other Account Managers will either have their own customers or will share targets with the IA Account Manager. (example: Comp ACM may have his/her own accounts or will share the Comp target with the IA ACM. The Comp ACM will not share customers or targets with SFW, MPS, DSY or HIPOW ACMs. This rule applies to all Strategy ACMs who are not IA) Account Managers are mapped to the SBUs as listed in the Commission SBU Model

39 39 FY08 ACM Commission SBU Model CR=Credit Split, must be requested by ACM

40 Copyright © 2008 Pyinna Limited. All rights reserved. 40 KPI Dashboard Sales Force Effectiveness Management Summary

41 41 KPI dashboard: 3 pages metrics + 1 info tab Page 1: Activity Page 2: Product Page 3: Pipeline Page ‘0’: Info tab

42 42 Page ‘zero’ – Info tab The Info tab informs the user on the date of the source data General rules: –Actuals (monthly and YTD) are always full month values –Opportunities are snapshots as per the moment taken from Pyinna Dates are mentioned in the info tab

43 43 PAGE 1: Activity See page 7 to 15 A B C D F A.Weekly Visits Run Rate = sum of visits with status ‘done’ in current week and 12 past weeks, divided by 13. Target set by Country. B.Actual YTD = average of weekly run rate per each week from start of FY till date of report C.Quotations: Refers only to Quotes where ACM is Author of quote, quotes from others are out of scope D.Opportunity Creation: All Opportunities independently of their “ status ” (In Progress, On Hold, Won, Lost) E.EOY Funnel = Opportunities ‘Won’ and ‘In Progress’ expected in review month till end FY F.EOY Forecast = YTD Orders + (EOY Funnel Full $ Value x Won/Closed Full $ Value) E

44 44 Page 2: Product A.Shipment & Orders: Shipments and Orders Actual and YTD based on customers as the individual is Commission Mapped to. Values are for full months. B.Pipeline : Opportunities based on ‘Project Owner’. Account Owner can be Project Owner for all his customers. Anyone assigned to the Sales Team of a specific customer can update opportunity. C.FY Forecast vs AOP = AOP - Actual year to date orders + Opportunity weighted 30/60/90/ROY D.Coverage % = $weighted opportunities as a % of Orders AOP E.Probability % = $ weighted opportunities as % of $total value opportunities F.Comments/ Actions: Area to add actions to manage/ close gap A B D F E C

45 45 Page 3: Pipeline A.Pipeline projection: series of graphs showing opportunity funnel by Z-type, and YTD actual as basis. Each graph has different threshold for probability %. Coverage%= (YTD actual Orders + weighted opportunities) / Order AOP]. B.Top 20 Accounts: Top 20 based on Orders FY06 and FY07. YTD Growth = YTD FY08/ YTD FY07. Annual Growth = Annualized YTD FY08/ FY07 C.Top 10 Opportunities: Based on Total value (not weighted) D.Active Funnel Level: YTD Won & YTD Created. Weighted & Total p period (do not add these values). Opps Goal $ = Order AOP total IA * 2 + Order AOP total projects * 3 (Opps Goal $ YTD Won = YTD Orders) A B C D ALL PROB% PROB% > 30% PROB% > 50% PROB% > 90%

46 Copyright © 2008 Pyinna Limited. All rights reserved. 46 KPI Dashboard Sales Force Effectiveness User Guide PAGE 1: ACTIVITY

47 47 PAGE 1: SFE Activity Value Chain KPI’s

48 48 KPI Name: Weekly Visit Run Rate Definition: This is an indicator of the sales visit activity showing the “current speed” at which an ACM visits the customer base using a 13 week rolling average. 1.Actual - Is the overall (fiscal) YTD weekly visit run rate for a given Account Manager. 2.Target – The target value will be defined by ACM at a local level. 3.Graph - Shows the trend of the weekly visit run rate values for a specific ACM since the beginning of the year vs. a target (in this case is the YTD average of the ACM group). Calculation: The weekly run rate is the sum of all the visits done in a 13 week window (12 past weeks + current week visits), divided by 13 on a rolling period basis. The YTD actual is the sum of all the individual weekly run rates divided by the number of weeks YTD.  13 week period represents a quarter of activities and is used to smother out the seasonality peaks.  Only the visits with a status “ Done ” are taken into account (visits with status “Scheduled” or “Missed” are excluded – refer to Pyinna example snapshot).  To allocate a visit to an Account Manager, we use the name that appears in the field “ Action for ” (the Account Owner name is not used). Data Source: A ll data is subtracted from Pyinna 123 Pyinna Visit Page Snapshot Example

49 49 Definition: This is an indicator of the total sales visit activity volume since fiscal year start showing the “distance” covered to date by an ACM, segmented by Z customer type visited. 1.Actual YTD - Is the total number of visits done to date for a given Account Manager since the beginning of the fiscal year. 2.Target YTD – The year to date target value will be defined by ACM at a local level. 3.Graph - Shows the weekly trend of cumulated visits for a specific ACM since the beginning of the fiscal year vs. his ACM group average performance. 4.Z Type - Shows the % segmentation of the total visit volume by customer type visited. Actual is the measured ACM performance. The year to date target value will be defined by ACM at a local level. Calculation: On a weekly basis, we sum of all visits with status “DONE” since the beginning of the fiscal year per ACM.  Only the visits with a status “ Done ” are taken into account (visits with status “Scheduled” or “Missed” are excluded – refer to Pyinna example snapshot previous page).  To allocate a visit to an Account Manager, we use the name that appears in the field “ Action for ” (the Account Owner name is not used).  Z customer type segmentation is done based on the information provided in Pyinna Data Source: A ll data is subtracted from Pyinna KPI Name: YTD Visit Volume

50 50 KPI Name: New Opportunity Creation Definition: As a result of the sales visit activity, the goal is to shows the capacity to identify & generate new opportunities and build a short/medium/long term funnel within the customer base (Z segmentation). 1.No Opp./Full $ Value - Is the total number & full $ value of the opportunities created into Pyinna by the measured ACM since fiscal year start to date. 2.Targets –The target value for new opportunities per ACM is depending on the number of full year target of number of visits for that ACM. These targets are set at local level. 3.Graph -Shows the weekly cumulated trend of new opportunities created in the system since fiscal year start – The columns show the cumulated number of opportunities YTD. The line shows the cumulated full $ value of the opportunities created YTD. 4.Z Type is the % segmentation by customer type of the total number of opportunities and full $ value YTD created by the measured Account manager. Calculation: On a weekly basis, sum taken of the number & full $ value of all the new opportunities created since the beginning of the fiscal year per ACM. Pyinna “ creation date ” is used to identify the new opportunities. All Opportunities independently of their “ status ” are counted for (In-progress On- Hold, Won, Lost) and the “ full $ value ” is used for funnel volume assessment. To allocate an opportunity to an Account Manager, we use the name that appears in the field “ Project Owner ” Z customer type segmentation is done based on the information in Pyinna Data Source: All data is subtracted from Pyinna

51 51 Definition: This is an indicator on the sales force historical capacity to close & win identified opportunities from the existing funnel. 1.Closed - Is the total number & full $ value of the opportunities having an order date within the past 12 months that are currently closed into Pyinna (status: won or lost) by the measured ACM. 2.Won - Is the total number & full $ value of the opportunities having an order date within the past 12 months that are currently won into Pyinna (status: won) by the measured ACM. 3.Won/Closed - Shows the won to closed ratio in terms of number of opportunities & full $ value for the measured ACM. 4.Target – The target value will be defined by ACM at a local level. Calculation: The total number & full $ value of opportunities Won divided by the total number & full $ value of opportunities Closed (Won + Lost). We look at all opportunity lines in Pyinna with an “ Order date ” as old as 12 months backwards as from today. Only the opportunities having a “ Status: Won, Lost ” are counted per ACM. To allocate a “ Closed ” opportunity to an Account Manager, we use the name that appears in the field “ Project Owner ” (the Account Owner name is not used). Data Source: An automated Pyinna extract is generated on a weekly basis that include all opportunities entered into the system by the Account Managers. The report includes opportunities having an “Order date” as old as 12 months as from the day of extraction – All data modification/updates are taken in account. KPI Name: Won/Closed Ratio 1423

52 52 KPI Name: Opportunity Funnel Value+Age Definition: The goal is to look at the opportunity funnel in progress, estimate future potential revenue per ACM & identify the risk to not reach AOP. Funnel Types: 1.EOY Funnel – End of year funnel is looking at all open opportunities having an order date expiring within the current fiscal year, so includes expired. Status: “In Progress” or - if expected order date after or at first day of the review month than also the “Won” are included. 2.Expired – All open opportunities (status: In Progress) part of the EOY funnel having an order date in the past as from today – Update from ACM is needed. 3.Up to 12 Month - All open opportunities having an order date expiring within the 12 coming months as from today (rolling period – the 12 month funnel contains the EOY funnel values). Status: “In Progress” or - if expected order date after or at first day of the review month than also the “Won” are included. 4.No. Opp. - Is the total number of the opportunities currently open (status: In Progress or On Hold) entered by the measured ACM. 5.Full $ Value – The full $ value of the opportunities currently open (status: In Progress or On Hold) entered by the measured ACM. 6.Weighted $ Value - The full $ value of the opportunities currently open (status: In Progress or On Hold) multiplied by the probability % entered by the measured ACM. 7.Funnel Age Definition: Statistical view of the EOY Opportunity funnel age distribution from “Creation date” to current date per ACM (in days). The goal is to look at the “health” of the funnel & identify opportunities at risk. 7.P25 - Represents the age of the 25 th percentile of the opportunity population in EOY funnel. 8.Median – Represents the age of the 50 th percentile of the opportunity population in EOY funnel. 9.P75 – Represents the age of 75 th percentile of the opportunity population in the EOY funnel. 7 Funnel Value Types: 89 Calculation: Funnel age = Today minus Opportunity Creation Date Aging percentiles are determined by sorting all Funnel Ages from low to high, and take respectively the 25 th, 50 th, 75 th percentile (data point)  To allocate an “ Open ” opportunity to an Account Manager, we use the name that appears in the field “ Project Owner ” (the Account Owner name is not used). Data Source: A ll data is subtracted from Pyinna EOY Funnel Age data: -

53 53 KPI Name: Opportunity Funnel Forecast Definition: The purpose is allow a quick ACM assessment & identify the risk of reaching the individual & mixed target (where applicable) when comparing YTD orders + EOY funnel forecast vs. AOP. Performance Views: 1. Mapped Account – Included are all accounts that the ACM is commission mapped to. 2. Owned Account – Included are all accounts for which the ACM is the Project Owner (often the Account Owner is the Project Owner. The Account Owner can be the Project Owner for all his customers. Updating of the opportunity can be done by anyone assigned to the Sales Team of a specific customer) 3. Total ACM/ Segment – For individual dashboards this is same as the ACM. For groups of people (Segment) the 4. YTD Orders - Total year to date order value in US$ as it appears in Pyinna (full month value). 5. Order Target FY – Order AOP for Fiscal Year in US$ per ACM as it appears in Pyinna 6. EOY Forecast - Calculated value using YTD Orders and EOY Funnel times Won/Closed ratio to estimate potential orders by end of the current fiscal year. 7. V to AOP – Shows the full year Under/Overrun of YTD orders + EOY Forecast vs. AOP. 8. V% – Shows the full year Under/Overrun value as % of AOP. Calculation: EOY Forecast (6) is a calculated estimate: A + (B x C) YTD Orders + (EOY Funnel Full $ Value x Won/Closed Full $ Value) The V to AOP (7) calculation is: (6)-(5)= Order Target FY - EOY Forecast Data Source: All data is subtracted from Pyinna Forecast Data Values: 8 A B C

54 54 KPI Name: ACM Quote Activity Definition: This indicator shows the activity spend by the direct sales force to generate customer quotes. The goal is to minimize the activity of an ACM in this task. 1.YTD Actual - Represents the total number, $ value and average quote value created by a given Account Manager since the beginning of the fiscal year. 2.Targets – The target value will be defined by ACM at a local level. 3.Graph - Shows the YTD quote volume and price segmentation done by the measured ACM. 4.Z Type - Shows the % segmentation of the number of quotes and $ quoted values done by the measured ACM YTD per Z customer type. Calculation: Sum of the number and $ value of quotes done by ACM since fiscal year start.  To allocate a quote to an Account Manager, we use the name that appears in the field “ Author ” (the Account Owner name is not used)  Z customer type segmentation is done based on the information provided in Pyinna Data Source: All data is subtracted from Pyinna

55 Copyright © 2008 Pyinna Limited. All rights reserved. 55 KPI Dashboard Sales Force Effectiveness User Guide PAGE 2: PRODUCT

56 56 Page 2 – Product Data Source: For complete page: all data is subtracted from Pyinna

57 57 Page 2 - Scope Definition: Scope Pull down menu contains Account Manager detail, and also summaries for Branch/ Country/ Region/ EMEA Scope of individuals to include are people with direct sales activities. NOTE: You can hide/ unhide SBU detail below the grouped product views via a click on the higher level view (S)BU

58 58 Page 2 - Shipments YTD Definition: This indicator shows the actual year to date SHIPMENTS versus the year to date SHIPMENT target. Actual YTD is the field [Ships YTD 08] from AOP$ report "Individual ACM performance" for the CMT 1 ACM and from the report "CMT2 ACM performance" for the other ACM. Values are for full months. Ship Target YTD is the field [Ship Target FY08] from AOP$ report "Individual ACM performance" for the CMT 1 ACM and from the report "CMT2 ACM performance "for the other ACM. This value is divided by 12 and multiplied by the number of months under review

59 59 Page 2 - Orders Definition: This indicator shows the actual year to date ORDERS versus the full year ORDER target. Actual YTD is the field [Order YTD 08] from AOP$ report "Individual ACM performance" for the CMT 1 ACM and from the report "CMT2 ACM performance" for the other ACM. Values are for full months. AOP full year is the field [Order Target FY08] from AOP$ report "Individual ACM performance" for the CMT 1 ACM and from the report "CMT2 ACM performance” for the other ACM

60 60 Page 2 – Pipeline - opportunities total value Definition: Funnel (opportunities total value) Opportunities for each of the ACM (region, country) under review when he is project owner Opportunities full value = Full $ value of opportunities (so no probability % taken into account) Opportunities have status [in progress or Won] 30 days = expected order date in current month under review, 60 and 90 days are next two months, Rest = rest of FY

61 61 Page 2 - Pipeline- opportunities weighted value Definition: Funnel (opportunities weighted value) Opportunities for each of the ACM (region, country) under review when he is Project Owner Opportunities weighted value = Sum of each opportunity which is multiplied by the probability% Probability % as indicated by the account manager in Pyinna Opportunities have status [in progress or Won] 30 days = expected order date in current month under review, 60 and 90 days are next two months, Rest = rest of FY

62 62 Page 2 – Pipeline - Full year forecast Definition: This indicator shows the delta of [full year order forecast] versus [full year order target], based on weighted values Calculation: [Full year forecast ]= Actual year to date orders A + Opportunity weighted B Full year order target= C Delta full year forecast versus order target = A + B – C = D ABCD

63 63 Page 2 - Coverage % Definition: Coverage %, Probability % Coverage:Shows if the weighted opportunities are sufficient to reach the monthly order target. The % shown is the % that the weighted opportunities covers of the monthly order target. For example 72 % Coverage means that the monthly weighted opportunities covers 72 % of the monthly order target. Coverage % = Opportunities weighted in a specific month divided by the order target for the same month Probability% = Opportunities weighted in a specific month divided by the full value of opportunities for the same month

64 Copyright © 2008 Pyinna Limited. All rights reserved. 64 KPI Dashboard Sales Force Effectiveness User Guide PAGE 3: PIPELINE

65 65 Page 3 - Pipeline management Definition: Scope Pull down menu contains Account Manager detail, and also summaries for Branch/ Country/ Region/ EMEA. Scope of individuals to include are people with direct sales activities Data Source: For complete page all data is subtracted from Pyinna 1 1

66 66 Page 3 - Fiscal year pipeline projection Definition: Fiscal Year Pipeline Projection in ‘000 USD - Shows full year forecast cumulative per fiscal month - (all prob%) YTD Actual Orders, repeated for future months. Full month values. Z1/Z2/Z3 Opportunities weighted based on probability % per opportunity as logged in Pyinna by the Project Owner, with status [Won or In Progress] Ship AOP line is individual account manager Order target phased (or the aggregate of that depending on the territory level). Coverage % is calculated as [(YTD actual Orders plus weighted opportunities) / divided by Order AOP]

67 67 Page 3 – Fiscal year pipeline projection This indicator shows the full year forecast cumulative per fiscal month- - including opportunities with probability >30%. This indicator shows the full year forecast cumulative per fiscal month- - including opportunities with probability >50%. This indicator shows the full year forecast cumulative per fiscal month- - including opportunities with probability >90%.

68 68 Page 3 - Active Funnel Level Definition: Active Funnel Level Opportunities with status [Won or In Progress], except for YTD created for which all statuses are included (also: Lost+On Hold) Weighted (based on probability % entered by Project Owner) and full $ value of the opportunities. The bars overlap (do not add) Goal $ (horizontal grey bars): Goal YTD Won equals YTD Orders. All other goals are based on [(Order AOP total IA * 2) + (Order AOP total projects * 3)] for the applicable period. Quarters target also based on this rule with full year/ 4. Number of Opportunities counted at opportunity level (not eg customer level)

69 69 Page 3 - Top 20 accounts Definition: Top 20 largest accounts based on a two-year average of Orders value. 2 Year Sales Average is Orders value of [(FY06+FY07)/ 2] FY07, FY07 YTD, FY08 YTD are all Order values for full months % Growth YTD based on Order value of [(FY08 YTD / FY07 YTD) -1], and color coded based on performance % Annualized Growth based on [(linear extrapolation of FY08 YTD / FY07)-1], and color coded based on performance “Other” is sum of the rest of the account manager’s accounts

70 70 Page 3 - Top 10 opportunities Definition: Top 10 opportunities (based on the full value) in Pyinna Total amount is of the specific opportunity (not weighted) Prob% is the probability % provided by the Project Owner in Pyinna. Opportunities with 0% probability are excluded. Order Date is the expected order date as entered in Pyinna by the sales person. Days in Cycle (to be added) will be the difference between the creation date of the opportunity in Pyinna and the reporting date


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