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Considering the discontinuance of the Opera product by 2013 Q1 and the decline of Gross Profit for the Dante product, the remaining two product Revenue increases more than made up for the downward effects. In 2013 Q1 the Bella and Capri product Revenue increases more than offset other decreases and drove the Gross Profit for the product group noticeably higher.
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Revenue decline for the Dante product in 2012 Q1 did not impact its Gross Profit. The Gross Profit increase helped offset Gross Profit decreases from other products, but did not prevent overall Gross Profit from declining in 2012 Q1.
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The Dante product generates the greatest Revenue and Gross Profit. It started off well with increased sales. Something happened in 2012 Q1 with a Revenue decrease - but Gross Profit still increased a little. However, something dramatic impacted Revenue and Gross Profit in 2013 Q1. Management needs to understand what happened while Revenue from other products increased then.
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The Opera product is under performing. Product Sales and Gross Profit have not increased adequately. Some action had to be taken to generate greater Revenue or to eliminate the low performer. By 2013 Q1 the Opera product was discontinued and resources focused on the other three products.
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Revenue from two products (Bella and Capri) declined noticeably in 2012 Q1. The products should have continued growing in that period. The Capri product decline contributed the greatest impact on Revenue and Gross Profit.
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The decline in Gross Profit and Revenue for the 'Blue Steel' product are of concern. Of greater concern is the rate of decline of the combined Gross Profit. If the trend continues, profit should be halved in the next Q1. Consideration should also be given to numbers from the other quarters. One influence could be greater than normal quarterly sales in Q4 that carry into decreased Q1 sales because of unsold stocks combined with high number of product returns.
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Gross Profit for the 'Blue Steel' product tracked Revenue numbers. Gross profit for the 'Blue Steel Max' product unexpectedly declined when Revenue was increasing. Factors other than Revenue decline are influencing the combined Gross Profit. These factors should be investigated and corrected to restore Gross Profit margins.
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Revenue from the 'Blue Steel Max' product seemed to track in an unusual manner. The first year was good, but the second year experienced a decline. This even though the 'Blue Steel' product Revenue increased. Following the 2011 Q1 setback, the 'Blue Steel Max' product Revenue was on track with annual increases. Revenue should be increasing at a greater rate.
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Overall Revenue from the 'Blue Steel' product is essentially level. The 'Blue Steel' product shows Revenues increased, then decreased in 2013 Q1. Product Revenues are expected to keep increasing annually. The latest quarterly results need to be analyzed and some corrective action taken.
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Gross Profit for the product 'Natural' tracked Revenue numbers. Factors other than Revenue decline are influencing the combined Gross Profit. These factors should be investigated and corrected to restore Gross Profit margins.
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Each product is contributing reduced Gross Profit annually in Q1. The decline is steady and the combined Gross Profit closely tracks that of individual products.
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The year-to-year Q1 Gross Profit is in sharp decline. While other quarters might be making up for these declines in Revenue, the overall Q1 market should be more robust.
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Significant decline in both Revenue and Gross Profit means management will be examining the viability of this product group. The Sales Managers and Product Managers will need to carefully examine all aspects of the product group and present recommendations to management - either to take corrective, bold action or to discontinue the products.
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Gross Profit for the Aloe product was negative in 2012 Q1. The following year Q1 results improved moderately. The reasons for this must be investigated carefully. It is possible that an oversupply to customers for the previous quarter, Q4 resulted in an excess of returns and thus related expenses.
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The impact of the Revenue decline for the two products responsible for the greatest portion of the product group Revenue is significant. While Revenue for all products is declining, these two products have the greatest impact. Reversing the trend for these two products could save the product group, at least for a while.
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Gross Profit for the product group is declining sharply. Gross Profit for the two products generating the greatest Revenue are declining steadily.
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Gross Profit has increased steadily and well. Introduction of the Retro product has contributed to overall results. Gross Profit can be increased further if profit for each of the Legend and Retro products can be brought back to the levels where they should be.
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Two products (Inferno and Infinity) are performing well in 2012 Q1 and 2013 Q1 while the other two products (Legend and Retro) are not. Even with Revenue declines for two products, overall Revenue has increased. Perhaps the reasons why Inferno and Infinity are succeeding can be applied to Legend and Retro to increase Revenue.
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The Retro product was introduced before 2012 Q1. Revenue in 2013 Q1 declined compared with 2012 Q1 Revenue. Questions regarding Revenue decline need to be addressed such as: Was the target market missed? Did the market change? Do we have a problem with product quality? Are general economic conditions the reason? Is Revenue lower only in a few regions or countries while other areas are increasing Revenue?
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The Inferno product Revenue increased slightly for 2011 Q1 over 2010 Q1. Then the product Revenue increased very well for 2012 Q1 and 2013 Q1. It became the largest Revenue generator in the product group. The Infinity product might catch on and overtake the Inferno product sometime as it too is experiencing steady growth.
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Management had decided to discontinue some products and by 2012 Q1 had discontinued two low performing products. The other low performer was given longer to show results, but none came. That product was discontinued by 2013 Q1. Even with lost Revenue from these, the remaining two products contributed to increased Revenue and Gross Profit.
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Three products are low performers. Their contribution to the company is small and their future performance is questionable. Two are in a stable but level state while one is in a decline. Management must look at the conditions surrounding these three products and make a decision regarding their future.
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Of the two products with the greatest revenue, one is an outstanding performer with increasing Revenue and Gross Profit. The other one provides greater revenues than any of the remaining three. However, product group Revenue and Gross Profit are essentially level when they should be increasing
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Total amounts are shown for each product ordered along with order tax, shipping, and order total. This information gives the manager a good appreciation for the total order.
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The report shows product name, product number, quantity, and unit price for each product ordered. It is information that can be useful to a manager reviewing orders.
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The report shows important information that a customer needs in order to pay the invoice. It also shows key information for the manager to understand the invoice and any potential issue that might arise.
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The employee is progressing well toward the maximum salary for this position. One could assume they were employed at closer to an entry level with corresponding salary and are applying good skills and are learning much on the job.
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The employee has earned a bonus each year. The size of the bonus has increased each year. Would this employee be someone who could train other Customer Service Coordinators and possibly Customer Service Representatives?
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The employee has earned good increases in pay over these three years.
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The manager considered the increased maximum salary for the higher level position and expects to earn more in a few years than that as a Level 3 Sales Representative. Corresponding to the decrease in pay, entry level for the new position, the benefits amount is lower. These should increase with the new position.
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There is a noticeable difference between the maximum salary levels for the old and new jobs. The manager was looking to take on more responsibilities in return for greater compensation.
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The manager has moved to a higher level in the organization with increased responsibilities. The promotion took place late in 2011. Note the split in pay between the two jobs for 2011. The manager has started the new position at an entry level pay rate and will progress toward the maximum.
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The pay and total compensation of this manager has decreased significantly over the three year period. What are the reasons for this? Has this employee become dissatisfied and will potentially soon leave the company soon?
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Examining the areas of greatest spending for all regions, it could be easier to focus on the areas of Personal Development and Management Development if cutbacks are required.
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The expenses for the first three quarters already exceed the Training Expense Plan for all regions. Either the training can continue as planned for each area if the company sales and profits are in a state to support this training spending or training cutbacks must be imposed.
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The report provides selection of any combination of quarter periods within the selected year. This example shows all four quarters selected.
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Customer Service department employee rankings are comparable to other departments. With the high rate of terminations, management needs to take action to correct problems.
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Almost all surveyed employees well satisfied with Career Development - Customer Service department excepted.
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Is the high rate of employee terminations in the Customer Service department negatively affecting service provided to customers? Terminations are 2 to 10 times that of other departments. Management action is needed immediately.
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Communication and Feedback topic score needs attention by management to generate improvement in future Topic Scores.
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Customer Service department score is well below other departments and shows significant problems.
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Looking further into returns, Defective product is the third largest return factor under company control. Returns for one customer - 1 for 1 Sports shop - involved only defective product returns. Improving product quality would eliminate all product returns for some customers and improve customer satisfaction.
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Two reasons for high levels of returns - Incomplete product and Wrong product shipped - contribute to two-thirds of all returns. These are under company control. Correcting problems related to these will contribute to increased customer satisfaction and reduce company expenses.
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Two categories of measurement of Customer Satisfaction - Returns and refunds and Overall satisfaction - are at the company-wide average. However, three categories - Customer service, Warranties, and Sales support - are below company average and need to be improved. Management needs to take action with this.
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There are reasons for returned goods that are well within the control of the company. Managing these returns is easier when one can see the major factors affecting returns. Reduce the return rate and improve customer satisfaction with the additional benefit of reducing company expenses.*The highlighted areas show the product returns that are under corporate control
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S a m p l e s T e l l a S t o r y
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Customer Satisfaction - Asia Pacific
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Employee Satisfaction - By Department 2012
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Employee Training - 2013
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Manager Profile - Compensation 1
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Manager Profile - Compensation 2
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Invoice
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Revenue - Discontinued Products
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Gross Profit - Up
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Gross Profit - In Jeopardy
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Profit/Revenue - Sharp Decline
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Total Revenue - Steady
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Gross Profit - Up, Down, Up
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