# Salespeople Performance Evaluation with Predictive Analytics in B2B
## 3 Background
### Assess Salespeople Performance
#### 3.2.3 Do the Assigned Targets to the Salesperson Follow the Company Guidelines?  
In this company, targets are set to a salesperson based on 3 pillars:  
* Account Base
* Sales roadmap
* Salesperson seniority  
As described previously, the Account Base is composed of the customers that are assigned to the salesperson, and it has a significant impact on the level of the target that can be assigned to the person. If a salesperson has a Customer Base composed by 10 customers and these customers have a possibility of purchase 100 TEU's along the year, the targets assigned to this salesperson should not be a value that is too far from the 100 TEU's, unless the person who defines the targets have information's that may indicate that the customer will have a higher increase.  
Sales roadmap is the document that has the plan for the company sales growth for the long term. This document for the company in question is composed of the main product categories, regions, trade lanes, among other information. Often sales managers set targets just based on the sales roadmap, but this may lead to the definition of \"unrealistic\" targets if the Account Base does not provide the potential needed to achieve the targets. When this happens, CRM Pipeline figures is another ally to set the targets. Usually, to improve target setting, Pipeline figures are added to the Sales Planning process. This way, the salesperson and manager have not only the Customer Base line but also the forecast (assuming good forecasting accuracy).  
The salesperson seniority also has a significant role in how the salesperson works the Customer Base. A junior salesperson may not have the ability to manage complex accounts. Therefore the sales manager, when assigning the Customer Base, has to know the salesperson seniority. Seniority in the company/products has also consequences on managing the Account Base. For instance, if somebody has just joined the company and is also junior (young), he/she will need \"more\" time to start generating results: new company, new products, the need to build an internal network, among other relevant tasks. To mitigate this issue, often sales managers give a new/junior salesperson lower targets in the beginning and then increase the targets year-by-year as the seniority increases.  
The Figure 3 displays an example of target definition for one salesperson (the name was replaced by one randomly generated for data protection), where it's possible to verify a 15% increase from the Account  
Figure 2: Target definition Top Down.  
Base line (Identified as the Full Year Actual Adjusted) that is 283 TEU's, the increase has an impact of 42 more TEU's, and is splitted across 4 quarters by 10 for Q1, 10 for Q2, 11 for Q3, and 11 for Q4.  
Pipeline and seniority are entirely missing in this research, so to judge the targets, a validation is made comparing the targets directly with the Customer Base line in the dataset.  
In this dataset, the evaluation is made by dividing the targets with the Customer Base line as displayed in the Formula (1).  
\[Target\ evaluation=\frac{Target}{AccountBaseline} \tag{1}\]