DuNova ChemicalsSales Thrills and Spills1It was the hot month of July when Janvi Batra joined as a sales manager at the Chandigarh headquarters for DuNova Chemicals, a leading chemical products company with sales across the globe. Janvi’s predecessor, Aarti, and her team had achieved 103 percent of the sales target in the first six months of the year ( January–June) and earned a handsome incentive of `300,000. Aarti is now the zonal manager for Northern India. All sales representatives achieving 100 percent and more got an incentive of `100,000 and `125,000 respectively. They also won a trip to Singapore with their families as a team incentive for achieving more than 100 percent. Only one team member, Jatin, was not given any incentive as his performance was less than 100 percent. Details of the team performance for the January–June period are as follows: Annual TargetTarget (Jan-June)Achievement (Jan-June) % Achievement Growth %NameTerritory(`000)(`000)(`000)(Jan-June)(Jan-June)MayankJalandhar77154500452510112JatinLudhiana85805000487597.525BrijAmritsar68574000425010616JabrajPatiala81424750480010111TanyaAmbala64293750390010420VisheshChandigarh68604000420010514ManishBathinda51433000340011312Team 497262900029950103151Name of the company and employees are disguisedCritically review the sales performance.Is there an issue with sales targets for the sales representatives?Who is the star performer here?Jatin is considering leaving the organization as he feels overburdened and under- paid. What can the company do to retain him?What could be the territories of future growth?Do you want to revise the annual targets? If yes, do suggest revised targets.

Performance management refers to the process of creating a supportive work environment and…

Answered: Critically review the sales…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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DuNova Chemicals

Sales Thrills and Spills¹

It was the hot month of July when Janvi Batra joined as a sales manager at the Chandigarh headquarters for DuNova Chemicals, a leading chemical products company with sales across the globe. Janvi’s predecessor, Aarti, and her team had achieved 103 percent of the sales target in the first six months of the year ( January–June) and earned a handsome incentive of `300,000. Aarti is now the zonal manager for Northern India. All sales representatives achieving 100 percent and more got an incentive of `100,000 and `125,000 respectively. They also won a trip to Singapore with their families as a team incentive for achieving more than 100 percent. Only one team member, Jatin, was not given any incentive as his performance was less than 100 percent. Details of the team performance for the January–June period are as follows:

		Annual Target	Target (Jan-June)	Achievement (Jan-June)	% Achievement	Growth %
Name	Territory	(`000)	(`000)	(`000)	(Jan-June)	(Jan-June)
Mayank	Jalandhar	7715	4500	4525	101	12
Jatin	Ludhiana	8580	5000	4875	97.5	25
Brij	Amritsar	6857	4000	4250	106	16
Jabraj	Patiala	8142	4750	4800	101	11
Tanya	Ambala	6429	3750	3900	104	20
Vishesh	Chandigarh	6860	4000	4200	105	14
Manish	Bathinda	5143	3000	3400	113	12
Team		49726	29000	29950	103	15

¹Name of the company and employees are disguised

Critically review the sales performance.

Is there an issue with sales targets for the sales representatives?
Who is the star performer here?
Jatin is considering leaving the organization as he feels overburdened and under- paid. What can the company do to retain him?
What could be the territories of future growth?
Do you want to revise the annual targets? If yes, do suggest revised targets.

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