IMPLEMENTATION OF SALES MANAGEMENT CONTROL SYSTEM TO IMPROVE SALES PRODUCTIVITY. (A CASE STUDY: BANK CELENGAN)

• Main Author: David
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/46629
• Institution: Institut Teknologi Bandung

In recent years, the business unit of Bank Celengan is facing a challenging business situation, whereby its monthly loan volume declined by 5.5% from early 2016 up until 2019. Those number was also in line with the sales team productivity, which also dropped by 39% in the same period. Those numbers showed a significant decline in sales productivity, increasing employee cost, and lesser revenue as well. Those inefficiencies will decrease the organization’s profitability in the long run. The internal and external business situation analysis was used to assess the current condition and to find the root causes of the business issue. The external analysis utilized PESTLE analysis, Porter’s Five Forces, and Competitor Analysis. While internal analysis leverage structured interviews, day-in-life-observations, and root cause analysis. It can be summarized that from external analysis and internal interview results, Bank Celengan is still as competitive as other competitors in this segment. Moreover, the PESTLE analysis summary and the five of Porter’s forces also do not expressly provide an answer to the declining sales productivity in Bank Celengan. Further internal analysis of Bank Celengan was then carried out, throughout observations and internal organization root cause analysis to gather a more comprehensive view of the organization’s issues. The results of the analysis remark several primary issues in the organization, such as lack of supervision, out of scope activities, capability issues, training issues, and ineffective meetings. A management tool was designed to improve overall sales productivity, which is known as the Management Control System (MCS). The system was established to guide the sales organization to forecast, plan, control, and report in a structured way. The MCS and its tools were designed to eliminate those primary root causes by establishing short interval controls, proper sales planning, weekly meetings with standardizing review subjects, and regular sales training to increase their capability. With those initiatives, the organization expects the increase in sales visits, interactions, and ultimately, the loan disbursed.