Subject category:
Marketing
Originally published in:
2020
Version: 16-Jun-2020
Abstract
Atomic Sales Pvt Ltd (ASPL), a pan India company based in Mumbai, specialized in the manufacture and sale of branded soya bean nuggets. The company conducts annual sales meet to motivate and reward its sales team and key distribution partners. The meet also provides the sales personnel an opportunity to network, share experiences, review business plans, and upgrade their skills and capabilities. One of the biggest highlights of the meet was the zone-wise distribution of the bonus. And herein lay the crux of the dilemma. Rahul Chavan, Vice-President, Sales, was undecided on how to split the bonus amongst the four zones. He wasn’t happy with the metrics currently being used to judge performance and wanted to come up with new metrics that would make the bonus distribution process more fair, transparent, and justifiable.
Teaching and learning
This item is suitable for postgraduate and executive education courses.Time period
The events covered by this case took place in 2019-2020.Geographical setting
Region:
Asia
Country:
India
Location:
Mumbai
Featured company
Atomic Sales
Employees:
201-500
Turnover:
INR 40.1 million
Type:
Privately held
Industry:
FMCG - food sector
Featured protagonist
- Rahul Chavan (male), Vice President (Sales)
Subject category:
Marketing
Originally published in:
2020
Version: 16-Jun-2020
Length: 10 pages
Data source: Generalised experience
Subject category:
Marketing
Originally published in:
2020
Version: 16-Jun-2020
Format:
.xlsx
Data source: Generalised experience
Subject category:
Marketing
Originally published in:
2020
Version: 22-Jul-2020
About
Abstract
Atomic Sales Pvt Ltd (ASPL), a pan India company based in Mumbai, specialized in the manufacture and sale of branded soya bean nuggets. The company conducts annual sales meet to motivate and reward its sales team and key distribution partners. The meet also provides the sales personnel an opportunity to network, share experiences, review business plans, and upgrade their skills and capabilities. One of the biggest highlights of the meet was the zone-wise distribution of the bonus. And herein lay the crux of the dilemma. Rahul Chavan, Vice-President, Sales, was undecided on how to split the bonus amongst the four zones. He wasn’t happy with the metrics currently being used to judge performance and wanted to come up with new metrics that would make the bonus distribution process more fair, transparent, and justifiable.
Teaching and learning
This item is suitable for postgraduate and executive education courses.Settings
Time period
The events covered by this case took place in 2019-2020.Geographical setting
Region:
Asia
Country:
India
Location:
Mumbai
Featured company
Atomic Sales
Employees:
201-500
Turnover:
INR 40.1 million
Type:
Privately held
Industry:
FMCG - food sector
Featured protagonist
- Rahul Chavan (male), Vice President (Sales)
Related
Subject category:
Marketing
Originally published in:
2020
Version: 16-Jun-2020
Length: 10 pages
Data source: Generalised experience
Subject category:
Marketing
Originally published in:
2020
Version: 16-Jun-2020
Format:
.xlsx
Data source: Generalised experience
Subject category:
Marketing
Originally published in:
2020
Version: 22-Jul-2020