Utilizing Dashboards in EPBCS: A Closer Look at Radar, Funnel, Gauge, and Bubble Charts to Effectively Manage Profitability Metrics

How easy is it for you to manage your profitability metrics? Would you like to visualize your data and see real time changes? Would you like to quickly and simply drill into performance data without having to scroll through hundreds or thousands of rows of member data? Can you identify the performance of individual employees and sales teams?

For many companies, there are several metrics that might be used to measure their overall profitability as well as performance by individual employees. Visualizing these metrics in different scenarios is a useful tool that is easily done through the Dashboard feature in EPBCS. For this example, we have created a sales scenario in which a company has two sales teams in its corporate structure, one of which sells products while the other sells investments. Each department has several Sales Representatives that are divided into different Sales Teams. The sales and relationship managers have a variety of different forms and data to use to make decisions, but they have difficulty making comparisons using the forms alone. To use the data more effectively, our hypothetical sales manager decides to use a few of the charts offered in EPBCS Dashboards to visualize his data and see real time changes.

Radar Chart

We will first take a look at the Radar Chart. The company would like to determine which sales teams and products are the most profitable. Every month, sales revenue will be calculated based on amount sold and sales price of each product for each Sales Representative. These are then added together to get totals for each sales team.

The figure below is a sample form where the sales manager can input revenue data for each sales representative that will then calculate total values for each team. In our example, the company has 4 Sales Teams, each with 4 Representatives selling 5 Products.

Looking solely at the form, the Sales Manager can see which sales team is producing the most revenue, but it is difficult to understand why they are doing better – are they selling more of all products? Is one product more successful for all teams? It is difficult to make more detailed comparisons across products or individual sales representative using just the form. This would only become increasingly difficult as the company grows! Instead, the Sales Manager is going to use a Radar Chart.

The Sales Manager would like to compare revenue by Product, as well as revenue by Sales Teams. Looking at the figure below, the Sales Manager can see that Sales Team 4 is selling more than any other team, and is primarily selling Products 2, 3, and 5 but is not doing well with Products 1 and 4. This may probe the Sales Manager to look in to these products, and figure out why some are more revenue producing than others.

The Sales Manager then compares sales by Product, to gain a clearer picture of the differences between revenue of each product. Here, it is obvious that Product 4 is not creating much revenue for even the best Sales Teams, but that Product 3 is quite successful.

In order to see why the Sales Teams have so much disparity between amounts of revenue, the manager can also use the dashboards to create charts that look specifically at a team, or that look at just one sales representative and indicates their sales of each product.

Funnel Chart 

Next, we will look at the Funnel Chart. This company measures performance of the Investments Department through conversion rates. Every month, the Sales Representatives input the total number of clients that they (i) had contact with, (ii) could generate interest in, (iii) had follow up meetings with, (iv) opened accounts, and (v) funded those accounts within 90 days of account opening.

The figure below is a sample form where the Sales Manager can input the verified Sales Representative data for clients that were contacted during the January sales cycles for FY17 and FY16 for each of the investment products being sold. The form also aggregates total sales for each of the investment products, as well as investment products for each representative on the team. In our example, the company has 4 Sales Teams, each with 4 Representatives. This form is useful for the Manager to track a specific Representative’s numbers and see numbers across the board.

The Sales Manager can quickly visualize how well a single representative is closing deals, or how the team is performing. The form used for the chart can be modified for any combination of dimensions including the performance of specific investment products. Funnel charts can be a useful comparison and these charts can also be placed side by side on the dashboard to compare several different aspects of the company.

The Sales Manager wants to be able to select which representative he looks at and compare that to the performance of the team. In the figure below we can see that Representative 1 was in contact with 1,911 potential clients for Investment A. For 60% of those initial contacts, he was able to generate interest. Almost 90% of those that indicated interest with Representative 1 scheduled a follow up meeting. Roughly half of those clients opened accounts with Representative 1, but only 36% of those that opened accounts funded the accounts within the company’s allotted period.

Using the dashboard below, the Sales Manager then compares the Representative’s performance against that of the team to better understand whether this might be a result of the investment products or the representative himself. He finds that Representative 1 schedules far more meetings than the team does on average, but has trouble closing the deals with clients he opens accounts with and can use this information to make adjustments to his Sales Team.

The Sales Manager can also select a different Product member and use this chart to check the sales performance of each of the investment products against the average for the investment portfolio and determine whether there might be a product that is performing poorly, which might indicate that a product change might be in order.

Gauge Chart

The Sales Manager would also like to see this data in comparison to previously set targets. He will use the Gauge Chart offered in the Dashboards to track metrics such as the progress made towards a particular target, tracking performance of multiple entities in real time and even analyzing historic data.

The company will use the Gauge chart for three purposes to:

  • Assess the performance of its various sales teams in comparison to one another for a particular period in real time.
  • Compare the performance of one or more sales team over several periods of time.
  • Analyze the performance of a single sales team, including an analysis of the sales representatives that make up the team. This can be useful in identifying the sources of above or below average performance.

First, the Sales Manager uses a form to input sales data and set targets for each Sales Representative. The form also aggregates these into their respective Sales Teams. This can make it easy to analyze the performance of any individual Sales Representative or any Sales Team.

The form also calculates what percentage of the sales target has been met. It is critical to create a unified metric, as the Gauge chart allows only one target to be set for all the gauges in the dashboard. This would make it difficult to assess the performance of various Sales Teams with different sales targets without first converting the data into relative values such as the account member “% of Sales Target” we have created.

The Gauge chart allows the user to create up to three different thresholds. The Sales Manager creates a red threshold with a maximum of 40% to represent poor performance, a yellow threshold capped at 70%, and a green one capped at 100% to represent okay, and good performance respectively. This color coding can be seen below, showing the thresholds being set.

Due to the way in which data is input into the Gauge chart dashboard, another form is needed. Above shows a form that compares the performance of the various sales teams for the month of January. The dashboard will automatically input any value found in the form, so it is crucial to limit the forms being linked to these dashboards to the few intersections that are needed. The Sales Manager in this case want to compare the current progress of each team in reaching its sales goals.

Below is another a form is created that allows the Sales Manager to compare the performance of all four sales teams throughout all Q1. One reason for doing this could be to assess the feasibility of the targets being set. If the Sales Manager notices a particular team continues to fail to reach its target for multiple periods, it may be worth considering lowering the targets, or providing additional support or training.

Below shows the current performance of Sales Team 1 along with its representatives. In this case, the Sales Manager may have realized that the team may be under performing as a whole, but it is possible that there are individual members within the team who are over or under performing. The Sales Manager can easily identify which Sales Representatives deserve to be awarded, and which may need to either be reprimanded or provided with more training.

Finally, it is also possible to create a substitution variable for the current period you are tracking. This allows the user to track performance in real time. In doing so, whenever the Sales Representatives input any new sales, the chart will immediately update to reflect this. Thus, the Sales Manager can track the most updated statistics at a glance.

Example Gauge charts based on targets set:

Bubble Chart

In this scenario, one of the Relationship Managers has been contacted by a client to follow up and check in regarding her portfolio. The client is asking several questions regarding the distribution of the investments she has made with firm. To answer some of these questions, the Relationship Manager pulls up this client’s information in his EPBCS Dashboard. The Relationship Manager thought ahead and created a Bubble chart, which allows the visualization of data through a 2-axis environment with the addition of a grid and member size element.

Shown below, the image depicts an example of an input form for the Bubble chart used in the dashboard. This data is shown for the individual client and each of the investments in her portfolio. Different clients can be selected, or the aggregate returns and equity contributions for a set of clients can be used to visualize the distirbution of funds throughout the Company’s product group.

As seen below, the relationship manager can see that the client has invested significant equity in investment products D and E, both of which are expected to yield relatively high returns due to the higher risk nature of the investments. Investment C is in line with the client’s risk-return profile, but the client has not invested much of her asset base in that product. The RM can use this information to follow up with the client and give feedback on which investments might help the client increase her income from investments given the projected returns for each of the products. He can also use this information to recommend additional products, that line up with her investment objectives. After a prompt response to all of these questions, the client schedules a follow up meeting with the Manager so she can discuss in more detail the investment that interested her.

Conclusion

Utilizing these dashboards is a quick and simple way to drill into performance data without having to scroll through hundreds or thousands of rows of member data. Sales Managers can identify more quickly where resources might be dedicated to adjust some of his team’s processes, which sales team members to focus on, and which products to focus on selling; Relationship Managers can quickly show their clients how their investments are doing without the hassle of flipping through different forms of data. The dashboards introduce a unique way of looking at data that makes making decisions easier and more efficient for all involved.

Blog Post by Ali Khaled, David Rengpraphun, and Bathool Syed of Key Performance Ideas.


 

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