1. Acelerating Sales force Performance
with SAP BI
: M.Sc. Irma Bejarano
04.01.2013

2. Agenda
1.- Company Profile
2.- Business Case
3.- KPI’s
4.- Data Model
5.- SAP Implementation
6.- Reports
7.- Project Management

3. 1. Company Profile

4. Smart Interiors is the leading comapny in USA in:
⁞Sales/consultancy
⁞Supply
⁞Instalation of interior coating products.
More than 20 years of experience in the market.
Heartquarters in Houston, 6 Subsidiaries: North, Center, South
300 employees
€5 Million sales/year
1.1 Company Profile

5. 1.2 Product Line
RUGS
VYNYL AND
CONDUCTIVE FLOORS
BLINDS WOOD/LAMINATES WALLPAPERS
PORCELAIN AND CERAMIC
TILES
POLISHED CONCRET
FLOORS

6. 1.3 Market
InstitutionalResidential
⁞ Arquitects
⁞ Construction companies
⁞ Headquarters
⁞Project design offices
⁞Design Studios
⁞House builders
⁞Gyms and sport club.

7. 2.- Business Case

8. Not a sustainable revenue growth.
Lack of clear definition of market segments and product
competitivenes.
Low performance of the sales force.
Doubt in the correct organization of the sales force.
2.1 Problem Statement

9. 2.2 Historical Sales and Sales Objective
€ Total Sales /year

10. 2.3 Sales Analysis
Total sales € by segment-May 2011

11. 2.3 Sales Analysis
Sales € by Product 2010

12. 2.4 Proposed Solution
To treat sepperately the segments identified as most important:
≡Institutional
⁞Construction companies
⁞Project developers
⁞Arquitectes and design studios
⁞Headquarters
Promote the sales of most profitable products and segments.
Introduction of KPI’s :
≡Monitoring/impulse sales force performance
≡Sales force compensation system.
≡Residentia
l

13. 2.5 Proposed Organizational Structure

14. 3.-Performance
Measurement
and KPI’s

15. 3.1 KPI’s
Identification Description Formula, unit
Periodicit
y
Target
% sales by products
/month
Compare the volume of
sales between different
products from month to
month;
the aim is to increase the %
of sales of more profitable
products
= sales of the identified product,
EUR
/
Total sales of products
*
100%
Monthly
Weekly
At least 50% of
overall sales
should be in
profitable
products
Sales by products
/sales people
/month
Define the level of sales of
certain products by certain
sellers;
the aim is to force
salespeople to increase their
sales of more profitable
products
= sales of the identified product
by the identified seller, EUR
Monthly
Weekly
30,000 EUR
% sales of profitable
products
/sales people
/month
Define the level of
contribution of each seller
to sales of profitable
products
= sales of the identified product
by the identified seller
/
general sales of the identified
product
* 100%
Monthly
Weekly
min. 50%
1
2
3
Product Analysis

16. 3.1 KPI’s
Identification Description Formula, unit Periodicity Target
% sales by segment
/month
Compare the volume of sales
between different segments
from month to month;
the aim is to increase the % of
sales in more profitable
segments
= sales of identified segment,
EUR
/
Total sales month
*
100%
Monthly
Weekly
At least 50% of
overall sales should
be in profitable
segments
Sales
/segment
/sales people
/month
Define the level of sales by
certain sellers in certain
segments;
the aim is to force salespeople to
increase their sales in more
profitable segments
= sales of the identified seller
in the identified segment, EUR
Monthly
Weekly
30,000 EUR
% sales of identified
segments
/sales people
/month
Define the level of contribution
of each seller to sales in
profitable segments
= sales per salesperson in the
identified segment
/
general sales in the identified
segment
*
100%
Monthly
Weekly
min. 50%
4
5
6
Market Segment Analysis

17. 3.2 Key Figures
Key Figure Explanation
Revenue Sales from a certain order;
=price of the product (m2
) * amount sold (m2
)
% Revenue Percentage of revenue of a certain order from
total of orders.
Price Price Per Product (EUR/m2
)
Amount Units (m2
) product sold/order
Products_per_Order Number of products sold/order.

18. 4.-Data Model

19. 4.1 Star Schema
Seller_ID
Seller_Name
Birth_Date
Gender
Seller_ID
Time_ID
Date
Month
Week
Time_ID Product_ID
Product_Name
Product/Service
Product_ID
Segment_ID
Segment_Name
Segment_ID
Filial_ID
Region
State
Filial Name
Filial_ID

20. 4.2 Transactional Data

21. 4.3 Master Data
PRODUCT SELLER
SEGMENT FILIAL

22. 5.-SAP
Implementation

23. 4.1 Master and Transactional Data
Product_ID
Segment_ID
Filial_ID
Seller_ID Key Figures

24. 5.1 Info Area, InfoCatalogs, InfoObjects

25. 5.2 InfoCube

26. 5.3 InfoCube Transformation

27. 5.4 Formula

28. 5.5 Data Flow

29. 5.5 InfoCube Output

30. . Reports

31. 6.1 Query design

32. 6.1 Query design

33. 6.2 Bex Analyzer-Reports

34. 6.2 Bex Analyzer-Reports
REPORT “Revenue by Product and Seller” November 2012

35. REPORT “Revenue by Segment and Seller” November 2012
6.2 Bex Analyzer-Reports

36. 6.3 Bex Analyzer-Dashboards

37. 6.3 Bex Analyzer-Dashboards

38. 6.4 Bex Analyzer-Results
KP1: % sales by products /month

39. 6.4 Bex Analyzer-Results
KP2: Sales by
products/sales
people/month
KP3: % sales of
profitable
products/sales
people/month

40. 6.4 Bex Analyzer-Results
KP2: Sales by
products/sales
people/month
KP3: % sales of
profitable
products/sales
people/month

41. 6.4 Bex Analyzer-Results

42. 6.4 Bex Analyzer-Results

43. . Project
Management

44. 7.1 Work Breakdown Structure

45. D: Römerstraße #50 Floor 1 Suite 10
70180 Stuttgart, Germany
T: (+49)17653937691 W: http://about.me/irmabejarano
M: irma.bejarano@gmail.com
Bejarano & Co. Bejarano & Co.