There are two options available for the Sales Rep Driven model. Each relies on sales representatives to generate revenue. Both model options use “selling profiles” as a means of quantifying expected sales rep performance over time. Both model options include a sales rep hiring plan which allows for sales reps to be added based on certain (user defined) precedent events. The length of service for each sales rep is also specified, such that sales reps come and sales reps go. Obviously, when sales reps leave, revenue is impacted until such time that a replacement is hired, trained and generating revenue at previous levels.

In the first model (SRD-Rev), each sales representative sells a homogeneous product or service and the revenue driver requirements are monthly revenue per Sales Rep class (this is the type of Sales Rep, i.e. Entry Sales Rep, Sales Rep, Senior Sales Rep etc.). Note that in the model these “Sales Rep classes” are referred to as “Selling Profiles” and represent the basic building blocks of the sales generation process. As sales representatives are included in the plan, another “block” of sales is added, based on the Sales Rep starting date and the shape of the profile “attached” to that particular sales rep. The SRD-Rev model assumes a homogeneous product/service such that the same material margin % is realized during a given time period for the total company. Three material margin options are available to shape financial performance over time.

The second model (SRD-Prod) in the SRD family assumes that sales reps sell distinct product lines, each commanding different unit sale and cost amounts. In this case, the primary sales driver is “units sold”. This is converted into revenue and cost through the inclusion of unit sale and cost amounts, which are variable over time. Thus different margin rates result for different product lines.

Below the “margin line”, both model options are identical in their approach towards department headcount planning. Note that all departments include permanent as well as temporary employees, user defined length of service, precedent events to calculate month of hire and the inclusion of search fees, if necessary.

Methods of handling department expenses should be flexible enough to accommodate most users. If not, you always have the option to add or modify the treatment of certain expenses.

Balance sheet items are sufficient for the needs of most companies. Balance sheet cash is calculated from the Statement of cash flow, which is shown in the Financial Statement report.

Reports generated by the model include a detailed Assumptions Report and a comprehensive Financial Report

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