Answer 1 Sales Performance Metrics 1. 2. 3. 4. 5. 6. Overall Revenue Overall Profitability. Calls, Leads, Prospects. Pipeline Management.

New Account Growth. Existing Account Growth. Marketing Cost Analysis The analysis of the costs that affect sales volume with the purpose of determining the profitability (measure of efficiency determined by sales volume associated with cost and expenses) of different segment operations. Also called distribution cost analysis. AN ANALYSIS OF SALES PERFORMANCE OF CHENNAI AND MUMBAI TERRITORIES I analyzed the Sales Performance of Chennai and Mumbai Territories of Philips popup toasters. The chief source of data for Marketing Cost Analysis and financials was the Monthly Salesperson Report .I interpreted the report based on the parameters listed below: Sales revenue. Profitability. Sales Calls Made. Orders procured. Expenses Incurred. Travel Criteria. REASONS TABULATED AS PER PARAMETERS Parameters Sales Revenue Description Chennai Territory has generated Sales Revenue of Rs 64 Lakhs, which is Rs 4.1 Lakhs higher than the Sales Revenue of Mumbais Salesperson over the same assessment period. It is observed that this has come about primarily due to the sale of higher numbers of Metal Toasters in Chennai Territory. Chennais salesperson thus outperformed his Mumbai counterpart in the crucial parameter of Sales Revenue. I calculated profitability after deducting all the Expense Groups from the Sales Revenue. Profitability of Chennais Salesperson is Rs and Mumbais Salesperson is Rs .At a glance, it is apparent that, over the assessment period, Chennais Salesperson has displayed better profitability and proved himself of greater value than the Mumbai Salesperson.

Profitability

Sales Calls Made

Orders Procured

Sales Calls made by Chennais Salesperson were 100 as compared with 120 calls made by Mumbais Salesperson. He has contributed to Profit Improvement by generating higher Sales Revenue with fewer Sales calls. Regular Orders procured by Chennais Salesperson are 145.These Outnumber Mumbais Salespersons figures by 20 orders. The conclusion drawn is that the Sales Performance of Chennais Salesperson on the criterion of regular orders procured is better than Mumbais Salesperson. Special Orders procured by Chennais Salesperson are 15, which is a considerably higher number than Mumbai Salespersons 5.This leads to the conclusion that even in this parameter, the performance of Chennais Salesperson out excels that of Mumbais Salesperson. Separable Expenses incurred by Chennais Salesperson are Rs 42090/- and by Mumbais Salesperson are Rs 41480/-.The negligible difference in Separable Expenses (of Rs 610/-) is more than adequately compensated by the appreciable difference in Sales Revenue generated by Chennais Salesperson. Allocatable Expenses incurred by Chennais Salesperson are Rs 51867/- and of Mumbais Salesperson are Rs 49200/-. The nominal difference of Rs 2000/- is within the Budgeted Amount of Rs 52,000/- but greater than the Allocatable Expenses incurred by Mumbais Salesperson. This is compensated by Sales of higher numbers of Profit Making Units, namely Metal Toasters. The higher Allocatable Expenses of Chennais Salesperson being slightly higher in sales promotion of regular orders and special orders is justifiable because Chennai has procured more numbers of Regular Orders and Special Orders than Mumbais Salesperson. It may be observed that whereas the differences in expenses is nominal, Chennais Salesperson has more than compensated for the additional expense by bringing better profitability to the firm. This highlights the fact that greater costs do not necessarily imply loss of profitability when viewed in the overall context. To generate Sales Numbers of 4000 Units each, Chennais Salesperson has covered 2800 Kms compared to Mumbais Salesperson with 3200 Kms covered. Chennais Salesperson has therefore shown better Sales Performance by saving both travel kms covered and travel time spent for the same number of units as sold by Mumbais Salesperson.

Expenses Incurred

Kms Covered

CONCLUSION
I evaluate Chennai Territorys performance as better than Mumbai Territory. Chennais Salesperson has outperformed Mumbais Salesperson on the critical criterion of Sales Revenue, as also selling the Metallic Toaster Product in higher numbers than Mumbai, which had higher profit margins than the other product. On almost all the other major sales performance metrics, Chennais Salesperson has been more valuable to the overall cost minimizing exercise, while enhancing the existing and new Customer Base. The increase in cost of Separable Expenses is negligible and offset by the significant enhancement of Customer Base and the resultant Sales Revenue generated. I therefore rate Chennai Territorys performance better than that of the Mumbai Territory.