Context
Within Indonesia’s largest telco group ecosystem, the modern channel is a distribution engine whose performance is measured tightly — and KPI attainment consistently below 100% means lost revenue that can be counted by the day.
Challenge
- Average sales KPI attainment held at 92% — close enough to target to look like “almost”, far enough to cost incentives and confidence.
- Channel performance only surfaced at month end — too late to correct. Without daily visibility, management was driving by the rear-view mirror.
- The root causes were spread out: target allocation across channels, monitoring rhythm, and daily execution discipline.
Approach
- Recalibrated target allocation based on real capacity per channel — instead of an even split that made targets impossible for some channels and too easy for others.
- Built a sales performance dashboard (transactions, sales value, ARPU, gross revenue, performance by channel) at daily granularity — turning a monthly review into a daily correction.
- Established an operating rhythm: a daily stand-up on dashboard numbers, weekly escalation for lagging channels, and a monthly review that discusses decisions rather than reading out reports.
Impact
- Average KPI attainment rose from 92% to 103% — from consistently below target to consistently above it.
- A monitoring system still in use after the engagement — the ability to see a problem today, not next month.
- The same pattern is now part of our standard methodology for sales operations: realistic targets + daily visibility + a correction rhythm = consistent attainment.