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Group 8: - Dilan Gowda - Chandreyee Dutta - Ishan Mudgalkar - Abhay Singh - Aishwarya Tirthgirikar - Garima Vaish

The Indian market for Quality Assurance services was worth USD 5 billion in 2015 and was growing at 20% year-over-year. Within the banking sector, new private banks and emerging payment banks focused on quality and customer satisfaction, providing an opportunity for QualityKiosk. The market had niche players offering specialized solutions and MNCs offering premium solutions, while some focused on volume. Specifically for QualityKiosk, old private sector banks, payment banks, and mobile wallets presented good customer opportunities.

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Rashi Vajani
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144 views

Group 8: - Dilan Gowda - Chandreyee Dutta - Ishan Mudgalkar - Abhay Singh - Aishwarya Tirthgirikar - Garima Vaish

The Indian market for Quality Assurance services was worth USD 5 billion in 2015 and was growing at 20% year-over-year. Within the banking sector, new private banks and emerging payment banks focused on quality and customer satisfaction, providing an opportunity for QualityKiosk. The market had niche players offering specialized solutions and MNCs offering premium solutions, while some focused on volume. Specifically for QualityKiosk, old private sector banks, payment banks, and mobile wallets presented good customer opportunities.

Uploaded by

Rashi Vajani
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Group 8

•Dilan Gowda
•Chandreyee Dutta
•Ishan Mudgalkar
•Abhay Singh
•Aishwarya Tirthgirikar
•Garima Vaish
Analyze the Indian market for Quality Assurance services in 2015 specifically for the banking sector and
outline the implications for QualityKiosk.

• Indian market for Quality Assurance services (2015)  USD 5 billion; Growth  20% YOY
• Industry trend moving towards hiring third party for testing rather than developers to test which increased
complexities of business applications, reduced application development cycles and increased quality expectations

Banking sector
• Out of Public sector and Private sector banks (small sized + regional and new private banks), new Private banks
and emerging Payments banks focused on quality, mobile and internet banking, customer satisfaction
(‘Application Performance Monitoring’) providing opportunity for QualityKiosk
• Moved from IT-enabled to IT-dependent
Analyze the Indian market for Quality Assurance services in 2015 specifically for the banking sector and
outline the implications for QualityKiosk.

Niche Players MNCs Commoditized


testing agencies
offered highly specialized offered highly specialized
solutions for complex solutions for complex Focused solely on testing,
applications at premium applications at premium preferred growth and
price price large accounts for volume
of business

• Therefore, Only few players with only ‘banking’, ‘testing’ and ‘production stage testing’ focus
• Great market for QualityKiosk
What specific set of customers within the banking sector would you recommend that Krishna
pursue? Justify your answers.

Old Private Sector Banks


Mobile Wallets
Payment Banks • Out of the potential 12
• Smaller sales cycles(1 month) accounts, only 3 have been • Newer entry into the market
• Expected to pay premium for converted, hence aim for further • Have investments from
Quality penetration. Venture Capitalists and
• Long term partnerships • sales cycles(6 month)-can be
• Decision unit wise, these themselves are investing
accounts are easier to improved with penetration heavily in Technology
manage. • Have larger operations, hence • Can be source of large
• Comfortable to work with. easier to cross-sell and up-sell revenues to QualityKiosk
• More informed about IT in
comparison to Public sector
Banks, hence easier to train or
have a dialogue with
• Decision unit wise, these
accounts are moderate to
manage.
Evaluate the target plan and compensation plan set up by Krishna. Does it meet the requirements of the
organization? Develop a financial model to calculate the sensitivity of important variables. Discuss your findings.

• Present Coverage of banking customers: 30%


• Present coverage of banking customers using all three services is only 4 : 10%
• Potential customers : 8 Payment Banks

Based on the above facts company require more Hunters to tap the untapped markets. Hunters should be given more
incentives compared to Farmers

Hunter Incentives structure Farmer Incentives structure


High New sign up target Low new sign up target
Low revenue target High revenue target

Hence current incentive plan is aligned with the requirements of the organisation
Evaluate the three options drawn up by Krishna and recommend one. Justify your
choice.

Option1: High penetration and medium revenue (3Hunters + 1Farmer)


Option2: Low Penetration and high revenue (1Hunter + 3Farmers)
Option 3: Medium penetration and medium revenue (2Hunters + 2Farmers)

High penetration and medium revenue (3H + 1F)


• With the inclusion of 8 payment banks, there were lots of prospects to cover still
• Out of target space of 40 customers (PSU and private), the current coverage was only 30 percent, so new
customers were in abundance that could be tapped
• Jhawar also convinced that majority of the company’s revenue would be driven by banking sector, which
meant that getting new customers on board was a priority and then we can look into up selling and cross
selling
• Krishna can use his skills and experience to be hunter and help in targeting new customers
Develop a spreadsheet calculator to calculate incentives at different levels of performance. Based on the
same, assess the sensitivity of important variables. Discuss your findings.

QualityKiosk
Incentive Caluculator

Sensitivity Variables Farmer Hunter


New Sign Ups Incentive is very sensitive to Incentive is less sensitive to
number of new sign ups number of new sign ups as
irrespective of the revenue compared to the farmer.
generated by it.

Revenue from new customers Not affected Incentive is sensitive to revenue


generated from new customers

New Services to Existing Incentive is sensitive Incentive is sensitive


customers
Existing services to existing 1.5 times less sensitive than 1.5 times less sensitive than
customers new services new services
Recommendations - additional options for sales force structure

LIMITATIONS OF CURRENT OPTIONS –

 Restricted to Output based goals


 Sales cycle vary from 15 days to 1 year – depending on commercial, customer urgency, function of service
offering
 Salesperson might prefer working on clients which require shorter sales cycle
 PSU clients might get ignored because of longer sales cycle and persistent efforts required. However, these
clients are vital to increase market share and enhance brand equity quotient

Suggested sales force structure

LONG CYCLE - PSUs and Old Private Banks SHORT CYCLE – New Private Banks and Payment Banks

 Focus on Input based goals  Focus on Output based goals


 Number of leads generated  Number of deals closed
 Number of meetings  Revenue generated
 Number of proposals (submission/  Sales volume
presentation)  Profits
 Reward for reaching a certain percentage of
threshold goal can also be considered  Quarterly incentives based on target achieved

 One time bonus for Deals converted

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