Step Smart Case
Teacher write34
StepSmart-Case-Data.xlsxExhibit 1
| Exhibit 1: US Commercial Product Line Sales | |||||||
| Product Line | U.S. 2011 Sales | GM Percent | U.S. 2011 Gross Margin | U.S. 2102 Forecasted Sales | U.S. 1st Half 2012 Forecasted Sales | U.S.1st Half 2012 Actual Sales | New England District 2011 Sales |
| Product | |||||||
| Cardio | $ 84,870,000 | 41% | $ 34,796,700 | $ 96,751,800 | $ 43,538,310 | $ 43,449,600 | $ 3,009,051 |
| Strength | $ 46,125,000 | 31% | $ 14,298,750 | $ 50,737,500 | $ 24,354,000 | $ 22,450,000 | $ 2,581,354 |
| Technology | $ 35,055,000 | 38% | $ 13,320,900 | $ 40,313,250 | $ 20,156,625 | $ 21,984,300 | $ 2,211,506 |
| Small Exercise Equipment | $ 18,450,000 | 32% | $ 5,904,000 | $ 19,557,000 | $ 7,822,800 | $ 9,905,269 | $ 1,681,389 |
| Total | $ 184,500,000 | 37% | $ 68,320,350 | $ 207,359,550 | $ 95,871,735 | $ 97,789,169 | $ 9,483,300 |
Exhibit 3
| Exhibit 3: 2011 Commercial Sales by Individual - New England District | ||||||||
| Product | Ellis | Barrow | Hammond | Foster | Gibbons | Concetta | Avery | Total |
| Cardio | $ 716,937 | $ 409,679 | $ 531,065 | $ 469,423 | $ 398,299 | $ 324,329 | $ 159,319 | $ 3,009,051 |
| Strength | $ 418,214 | $ 580,378 | $ 379,332 | $ 412,524 | $ 411,575 | $ 213,374 | $ 165,958 | $ 2,581,354 |
| Technology | $ 617,363 | $ 204,839 | $ 348,985 | $ 398,299 | $ 318,639 | $ 170,699 | $ 152,681 | $ 2,211,506 |
| Small Exercise Equipment | $ 238,979 | $ 512,098 | $ 257,946 | $ 142,250 | $ 199,149 | $ 145,094 | $ 185,873 | $ 1,681,389 |
| Total | $ 1,991,493 | $ 1,706,994 | $ 1,517,328 | $ 1,422,495 | $ 1,327,662 | $ 853,497 | $ 663,831 | $ 9,483,300 |
Exhibit 4
| Exhibit 4: Individual Sales Performance - New England District, 2011 | ||||||
| Salesperson | 2011 Sales | % of District | 2012 District H1 Sales | % of District | 2011 Active Accounts* | 2011 Calls per year |
| Ellis | $ 1,991,493 | 21% | $ 896,172 | 20% | 215 | 830 |
| Barrow | $ 1,706,994 | 18% | $ 819,357 | 18% | 275 | 1,370 |
| Hammond | $ 1,517,328 | 16% | $ 728,317 | 16% | 230 | 1,400 |
| Foster | $ 1,422,495 | 15% | $ 568,998 | 13% | 230 | 902 |
| Gibbons | $ 1,327,662 | 14% | $ 597,448 | 13% | 140 | 955 |
| Concetta | $ 853,497 | 9% | $ 460,888 | 10% | 210 | 820 |
| Avery | $ 663,831 | 7% | $ 385,022 | 9% | 304 | 1,158 |
| TOTAL | $ 9,483,300 | $ 4,456,203 | 1,604 | 7,435 | ||
| * Active accounts placed orders within the past year | ||||||
Exhibit 5
| Exhibit 5 - Individual Compensation and Expenses, New England District, 2011 | |||||
| Salesperson | Salary | Commissions | Total Compensation | Expenses | Total Compensation and Expenses |
| Ellis | $ 93,753 | $ 76,707 | $ 170,460 | $ 14,800 | $ 185,260 |
| Barrow | $ 57,630 | $ 55,370 | $ 113,000 | $ 23,900 | $ 168,586 |
| Hammond | $ 54,808 | $ 50,592 | $ 105,400 | $ 17,918 | $ 135,290 |
| Foster | $ 48,807 | $ 46,893 | $ 95,700 | $ 27,753 | $ 123,453 |
| Gibbons | $ 48,600 | $ 32,400 | $ 81,000 | $ 10,500 | $ 91,500 |
| Concetta | $ 32,960 | $ 31,040 | $ 64,000 | $ 31,700 | $ 95,700 |
| Avery | $ 30,274 | $ 27,946 | $ 58,220 | $ 29,400 | $ 87,620 |
| Total | $ 366,832 | $ 320,948 | $ 687,780 | $ 155,971 | $ 843,751 |
Exhibit 6
| Exhibit 6: Description of Assigned Territories - New England District | ||||||
| Salesperson | State | Area Covered | # of Potential Accts | Commercial Buying Power Index | Estimated Regional Population (000) | Land Area |
| Ellis | MA | Boston suburbs: Northern/Western/Southwestern | 421 | 1.27 | 3,720 | 1,700 |
| Barrow | CT | Entire state | 515 | 1.80 | 2,995 | 5,543 |
| Hammond | MA | City of Boston & South Shore | 250 | 0.8 | 4,703 | 200 |
| Foster | NH | Entire state | 475 | 0.97 | 1,320 | 9,350 |
| Gibbons | MA/RI | Eastern MA/Rhode Island | 450 | 0.63 | 1,662 | 2,817 |
| Concetta | MA/VT | Western Part MA, Entire State of VT | 600 | 1.08 | 1,217 | 12,212 |
| Avery | ME | Entire state | 560 | 0.94 | 599 | 35,385 |
| Total | 3,271 | 7.49 | 16,216 | 67,207 | ||
| Average per sales person | 467 | 1.07 | 2,317 | 9,601 |
Sales Growth US, Reg, District
| StepSmart U.S. Commercial Sales History | |||
| US | Region | District | |
| 2009 | $ 149,628,483 | $ 58,886,424 | $ 8,369,119 |
| 2010 | $ 164,292,075 | $ 66,188,341 | $ 8,954,958 |
| 2011 | $ 184,500,000 | $ 73,800,000 | $ 9,483,300 |
Buying Power Index
| Territory | Buying Power | Actual % of 2011 Sales | |
| Ellis | Boston suburbs | 1.27 | 1.08% |
| Barrow | CT | 1.8 | 1.08% |
| Hammond | City of Boston | 0.8 | 0.82% |
| Foster | NH | 0.97 | 0.77% |
| Gibbons | Eastern MA and RI | 0.63 | 0.72% |
| Concetta | VT and Western MA | 1.08 | 0.46% |
| Avery | ME | 0.94 | 0.36% |
| TOTAL | 7.49 | 5.29% |
TN - 3
| TN - 3: INPUT PERFORMANCE MEASURES | |||
| Number of Calls 2011 | # Potential Accounts | Calls Per # of Potential Accounts | |
| Ellis | 830 | 421 | 1.97 |
| Barrow | 1,370 | 515 | 2.66 |
| Hammond | 1,400 | 250 | 5.60 |
| Foster | 902 | 475 | 1.90 |
| Gibbons | 955 | 450 | 2.12 |
| Concetta | 820 | 600 | 1.37 |
| Avery | 1,158 | 560 | 2.07 |
| Total | 7,435 | 3271 | 2.27 |
| Average | 1,062 | 467 | 2.53 |
TN-4
| TN-4: Output Performance Measures | ||||
| Total Sales | Gross Margin | Gross Margin% | Active Accouts | |
| Ellis | $1,991,493 | $734,662 | 36.9% | 215 |
| Barrow | $1,706,994 | $589,596 | 34.5% | 275 |
| Hammond | $1,517,328 | $550,487 | 36.3% | 230 |
| Foser | $1,422,495 | $517,219 | 36.4% | 230 |
| Gibbons | $1,327,662 | $475,701 | 35.8% | 140 |
| Concetta | $853,497 | $310,417 | 36.4% | 210 |
| Avery | $663,831 | $234,266 | 35.3% | 304 |
| Total | $9,483,300 | $3,412,347 | 36.0% | 1604 |
| Average | $1,354,757 | $487,478 | 36.0% | 229 |
TN-5
| TN-5: Output Adjusted for Expenses | ||||||||
| Total Expense | Total Sales | Expense as % of Sales | Gross Margin | Expenses | Net Margin | Calls | $/Sales Call | |
| Ellis | $185,260 | $1,991,493 | 9.30% | $734,662 | $185,260 | $549,402 | 830 | $2,399 |
| Barrow | $136,900 | $1,706,994 | 8.02% | $589,596 | $136,900 | $452,696 | 1370 | $1,246 |
| Hammond | $123,318 | $1,517,328 | 8.13% | $550,487 | $123,318 | $427,169 | 1400 | $1,084 |
| Foster | $123,453 | $1,422,495 | 8.68% | $517,219 | $123,453 | $393,766 | 902 | $1,577 |
| Gibbons | $91,500 | $1,327,662 | 6.89% | $475,701 | $91,500 | $384,201 | 955 | $1,390 |
| Concetta | $95,700 | $853,497 | 11.21% | $310,417 | $95,700 | $214,717 | 820 | $1,041 |
| Avery | $87,620 | $663,831 | 13.20% | $234,266 | $87,620 | $146,646 | 1158 | $573 |
| Total | $843,751 | $9,483,300 | 8.90% | $3,412,347 | $843,751 | $2,568,596 | 7435 | $1,275 |
| Average | $120,536 | $1,354,757 | 8.90% | $487,478 | $120,536 | $366,942 | 1062 | $1,276 |
TN-6
| TN-6: Output Adjusted for Territory | ||||||
| Actual Sales | Territory Revenue Goal (using BPI as basis for calculation) | % of BPI Territory Revenue Goal Achieved | % Active Accounts in Territory | Actual Sales $ per Number of Potential Accounts | Actual Sales $ per Number of Active Accounts | |
| Ellis | $ 1,991,493 | $ 2,343,150 | 85% | 51% | $ 4,730 | $ 9,263 |
| Barrow | $ 1,706,994 | $ 3,321,000 | 51% | 53% | $ 3,315 | $ 6,207 |
| Hammond | $ 1,517,328 | $ 1,476,000 | 103% | 92% | $ 6,069 | $ 6,597 |
| Foster | $ 1,422,495 | $ 1,789,650 | 79% | 48% | $ 2,995 | $ 6,185 |
| Gibbons | $ 1,327,662 | $ 1,162,350 | 114% | 31% | $ 2,950 | $ 9,483 |
| Concetta | $ 853,497 | $ 1,992,600 | 43% | 35% | $ 1,422 | $ 4,064 |
| Avery | $ 663,831 | $ 1,734,300 | 38% | 54% | $ 1,185 | $ 2,184 |
| Total | $ 9,483,300 | $ 13,819,050 | 69% | |||
| Average | $ 1,354,757 | $ 1,974,150 | 73% | 52% | $ 3,238 | $ 6,283 |
TN-7
| TN-7: Territory/Account Description | ||||
| Territory Revenue Goal (using BPI as basis for calculation) | BPI Revenue Goal Per Potential Account | Number of Potential Accounts per 10 Square Miles | BPI Revenue Goal Per Square Mile | |
| Ellis | $ 2,343,150 | $ 5,566 | 2.48 | $ 1,378 |
| Barrow | $ 3,321,000 | $ 6,449 | 0.93 | $ 599 |
| Hammond | $ 1,476,000 | $ 5,904 | 12.50 | $ 7,380 |
| Foster | $ 1,789,650 | $ 3,768 | 0.51 | $ 191 |
| Gibbons | $ 1,162,350 | $ 2,583 | 1.60 | $ 413 |
| Concetta | $ 1,992,600 | $ 3,321 | 0.49 | $ 163 |
| Avery | $ 1,734,300 | $ 3,097 | 0.16 | $ 49 |
| Average | $ 1,974,150 | $ 4,384 | 2.67 | $ 1,453 |
TN-8
| Calls/Potential Account | Actual Sales/Potential Accounts | |
| Ellis | 1.97 | $ 4,730.39 |
| Barrow | 2.66 | $ 3,314.55 |
| Hammond | 5.60 | $ 6,069.31 |
| Foster | 1.90 | $ 2,994.73 |
| Gibbons | 2.12 | $ 2,950.36 |
| Concetta | 1.37 | $ 1,422.50 |
| Avery | 2.07 | $ 1,185.41 |
| Shows more calls --> higher sales/account |
TN-9
| TN-9:Deployment Graph | ||
| Sales Potential | % Penetration | |
| Ellis | $ 2,343,150.00 | 51% |
| Barrow | $ 3,321,000.00 | 53% |
| Hammond | $ 1,476,000.00 | 92% |
| Foster | $ 1,789,650.00 | 48% |
| Gibbons | $ 1,162,350.00 | 31% |
| Concetta | $ 1,992,600.00 | 35% |
| Avery | $ 1,734,300.00 | 54% |
Penetration vs. Potential
% Penetration 2343150 3321000.0000000005 1476000 1789650 1162350 1992600 1734299.9999999998 0.5106888361045131 0.53398058252427183 0.92 0.48421052631578948 0.31111111111111112 0.35 0.54285714285714282
TN-13
| TN-13: Compensation Analysis | |||||||
| Salary | Commission | Salary/.Total Compensation | Calls Made | Compensation/call | Gross Margin | Compensation/Gross Margin | |
| Ellis | $93,753 | $76,707 | 55% | 830 | $205.37 | $734,662 | 23.2% |
| Barrow | $57,630 | $55,370 | 51% | 1370 | $82.48 | $589,596 | 19.2% |
| Hammond | $54,808 | $50,592 | 52% | 1400 | $75.29 | $550,487 | 19.1% |
| Foster | $48,807 | $46,893 | 51% | 902 | $106.10 | $517,219 | 18.5% |
| Gibbons | $48,600 | $32,400 | 60% | 955 | $84.82 | $475,701 | 17.0% |
| Concetta | $32,960 | $31,040 | 52% | 820 | $78.05 | $310,417 | 20.6% |
| Avery | $30,274 | $27,946 | 52% | 1158 | $50.28 | $234,266 | 24.9% |
| Total | $366,832 | $320,948 | 53% | 7435 | $92.51 | $3,412,347 | 20.2% |
| Average | $52,405 | $45,850 | 53% | 1062 | $92.51 | $487,478 | 20.2% |
Blank
| Ellis | 85% |
| Barrow | 51% |
| Hammond | 103% |
| Foster | 79% |
| Gibbons | 114% |
| Concetta | 43% |
| Avery | 38% |
| 73% | |
