Reference no: EM133004208

Question - The company AQUAROND was founded in 1995 by an industrial engineer, Mr. S. He had noticed opportunities to seize in a regional market with strong development potential, especially in real estate. The activity of the company AQUAROND consists in manufacturing swimming pools and offering them to developers of individual houses located in housing estates.

The company's strategy focuses on a few key success factors specific to the product and the market. Mr. S. has designed from the beginning molded and reinforced PVC pool models, which guarantees a longer life than the main competing models. The search for competitive advantages is a must in this very competitive market.

AQUAROND offers several standard pool sizes but can also manufacture custom pools.

Commercially, AQUAROND also distinguishes itself from its competitors: the customer developer is contacted before the construction of the subdivision and contracts before the completion of the individual houses. AQUAROND then commits to precise delivery deadlines.

Faced with a slowdown in sales, AQUAROND has recently sought to diversify its activity, on the one hand, by offering pools built using other technologies to new types of customers and, on the other hand, by marketing a range of products for pool maintenance.

Mr. S. tries to motivate his sales representatives by giving them some freedom to negotiate sales prices. The salesmen have to establish estimates for their potential customers, estimates which they establish on the basis of the production costs (already known for standard size pools or provided by the workshop's design office in the case of customized pools). They are also paid on the basis of a fixed salary and commissions calculated as a percentage of the margin on production costs generated by their sales.

Mr. S. obviously wishes to maintain the profitability of his company, in order to ensure its durability.

A management controller was recently hired to improve knowledge of product costs and to set up supply management tools as well as performance measurement and cost control tools.

Mr. S., wishing to pilot the performance of his company, envisages the implementation of a follow-up of the commercial service and the production unit. He wishes to introduce a management chart reserved for the sales function. More classically, the performance of the production unit will remain analyzed using variances.

1) Draw up a list of 6 to 10 key points (objectives, key success factors, action variables) that you think should be monitored in the sales function's dashboard.

2) Propose 1 or 2 indicators for each key point of the list previously established.