Business intelligence as sales analysing tool and source of supportive information in CRM
Martikainen, Riku (2013)
2013
Tietojohtamisen koulutusohjelma
Tuotantotalouden ja rakentamisen tiedekunta - Faculty of Business and Built Environment
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Hyväksymispäivämäärä
2013-08-14
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:tty-201308221304
https://urn.fi/URN:NBN:fi:tty-201308221304
Tiivistelmä
In rapidly changing business environment companies must be able to steer quickly their sales department in to wanted direction. This situation can be achieved with business intelligence and performance management, which enables companies ability to recognize changes in business environment and also street their activities in to right direction .
This research is done for Mepco Oy’s CRM-business division. Its purpose is to recognize what are the main BI-tools for providing better performance for sales departments in medium size companies. Research is executed by creating theoretical framework that enables recognizing of best practices from six researched companies. Framework combines sales management, performance management and business intelligence. In research five main sales management’s issues were identified: sales forecasting and budgeting, time and territory management, sales force motivation, training the sales force and sales force performance evaluation. Empirical research was executed by doing one half structured interview in each company concerning performance measures and decision supportive information needs related on earlier mentioned sales management issues. Best practices could be identified based on interviews’ results.
For sales forecasting and budgeting main BI-tools were: sales pipeline, comparison between current sales, sales budget and last year’s sales, estimation of market potential, competitors’ turnover and profit development compared to own development, balance between lost on won deals for different competitors and newsfeed concerning changes in business area. For time and territory management main BI-tools were: sales activity monitoring by type of activity and territory and statistics of how many different types of activities have caused monthly sells. For sales force motivation main BI-tools were: individual and team activity and sales results based bonus systems. For training the sales force main BI-tools was statistics of purchase decisions. For sales force performance evaluation main BI-tools were: comparison of activity levels and sales results to set goals, and statistics of reason of why customers were or were not satisfied.
This research is done for Mepco Oy’s CRM-business division. Its purpose is to recognize what are the main BI-tools for providing better performance for sales departments in medium size companies. Research is executed by creating theoretical framework that enables recognizing of best practices from six researched companies. Framework combines sales management, performance management and business intelligence. In research five main sales management’s issues were identified: sales forecasting and budgeting, time and territory management, sales force motivation, training the sales force and sales force performance evaluation. Empirical research was executed by doing one half structured interview in each company concerning performance measures and decision supportive information needs related on earlier mentioned sales management issues. Best practices could be identified based on interviews’ results.
For sales forecasting and budgeting main BI-tools were: sales pipeline, comparison between current sales, sales budget and last year’s sales, estimation of market potential, competitors’ turnover and profit development compared to own development, balance between lost on won deals for different competitors and newsfeed concerning changes in business area. For time and territory management main BI-tools were: sales activity monitoring by type of activity and territory and statistics of how many different types of activities have caused monthly sells. For sales force motivation main BI-tools were: individual and team activity and sales results based bonus systems. For training the sales force main BI-tools was statistics of purchase decisions. For sales force performance evaluation main BI-tools were: comparison of activity levels and sales results to set goals, and statistics of reason of why customers were or were not satisfied.