Challenge : 

 To make an internal sales structure that helps motivate , reflects the strengths of each employee by   providing a fair platform and a structure that works for the company , employees and our customers . 

 There are lot of challenges in the current structure of our business . Our business is divided into Agencies   and Direct clients which constitute to 60 % of the business and 40 % respectively . Our team consist of 9   sales managers who are extremely demotivated as the current sales structure is not fair to all team   members . The current structure has 5 people looking after the agency business and 4 people looking   after the direct sales business . The sales managers who are looking after direct clients are demotivated   from the beginning as they have a smaller portfolio to manage . The 5 managers who are looking after   agency business has been assigned agencies according to the seniority and hence 3 out of 5 sales   managers are the only one ’s happy with the agency that they are handling and the rest 2 of them are   highly demotivated again as they have not been given the high spending agency ! 

 The current structure thus is a breeding ground of unhealthy competition , demotivation , bureaucracy   and is a platform for sales managers to play by a set of rules within their portfolios which is limiting   them from experimenting and creating new opportunities . 

 Selection : 

 I have decided to use the tool of Learning Launch – A prototype , structure that could be used and tried   with all sales managers for at least 1 quarter of the next year . The reason I have selected this tool is   because I have enough data and analytics from my research team regarding spending of my competitors   within the ecosystem of similar businesses , we are in . Additionally , being at the end of the year I have   revenue data for the entire year that I can map to the data given by the research team in order to find   some patterns and brainstorm some mind mapping techniques with my management and propose a   different structure in order for the business to function effectively . 

 Challenge I may find while using this learning launch tool is that the management would be wanting a   success probability to the new structure I am proposing . They would tell me that 1 whole quarter is too   much of a time to “ test ” a new prototype/ new structure and if it fails , we will lose significant revenue   from 1 whole quarter which we wo n’t be able to make it up as the year passes . Additional challenge   would be that nobody has tried this in the market , and we will be the first ones to try this structure . 

 Application : 

 In order to apply the tool effectively , here is how I segregated the data . I decided to segment the whole   ecosystem ( which consists of customers ) into detailed verticals – For eg : Each customer according to the   business/ sector they cater to are divided into verticals like FMCG , Medical & Healthcare , Hospitality ,   Events & Entertainment , Malls , Theme Parks , Education .. etc .. I did this separation of verticals on data   that my research team gave me and also on the data that I have from my spenders/ customers in my   business . The initial rearranging of data is what took me the most amount of time . I believe I was able to   apply the tool effectively as I was already noticing patterns and verticals that I could group together .   This also allowed me to think of sales managers who would be servicing these verticals according to   their interest . I would be able to tap into their emotional needs and not just look at them , merely as   sales professionals but as individuals with varied interests and knowledge in certain verticals . This I   believe would hopefully solve a large part of the demotivation issue in the sales managers as well . 

 Insight : 

 The insights were tremendous . Apart from two big verticals that constituted close to 30 % of the   business , all other verticals where contributing similar percentages to the ecosystem and in a small   number approx . around 4 to 5 % . This Insight however made me realize that in order to be fully fair to   everyone in the system , the two big verticals need to be further categorized into segments where the   number of percentages had to be kept to similar patterns that already emerged earlier ( 4- 5 % ) . I further   had to dwell into exploration tools and use secondary research in order to further segment the data and   towards the end of the exercise I had around 20 verticals of customers that contributed 4 -5 % of their   spends on our ecosystem . This also meant I could easily give out a workable prototype to the   management with each sales manager servicing 2 verticals that contributed significantly to our business .   Additionally , it was a bonus that the sales manager could service verticals according to their interest . We   could ask the sales manager to choose their own verticals keeping them involved in the whole “ cause ”   or building this new prototype , so everyone feels involved as it was a very fair platform for everyone to   work on . 

 Approach : 

 If I must suggest an alternative to the approach , then I would like to use a different selection tool –   Visualization and Mind Mapping tool .   Considering all the challenges we have addressed before ; I would   like to in this new approach , have all sales manager think about their colleagues and would want them   to journal their feedback on what they think about each sales manager in the team by doing a SWOT   analysis . Once I have collected all their feedback , I would have each sales manager ’s picture being put   across in a board and for each team member to clip the SWOT analysis on to the board . Once this   process is done , we will start doing Mind Mapping where in collectively we will have an agreed   consensus on each sales manager ’s strength and weakness . This way we can all collectively agree as to   what is the portfolio that each sales manager should handle which would make the system transparent   and fair and have less friction between the employees . Having to have involved everyone in the process   would have also meant that nothing is imposed on them . The challenge here would be that we are not   sure how this could efficiently help the company as we need a structure that needs to not only be fair   but also workable in a way that it produces great business results . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Challenge : 

 To make an internal sales structure that helps motivate , reflects the strengths of each employee by   providing a fair platform and a structure that works for the company , employees and our customers . 

 There are lot of challenges in the current structure of our business . Our business is divided into Agencies   and Direct clients which constitute to 60 % of the business and 40 % respectively . Our team consist of 9   sales managers who are extremely demotivated as the current sales structure is not fair to all team   members . The current structure has 5 people looking after the agency business and 4 people looking   after the direct sales business . The sales managers who are looking after direct clients are demotivated   from the beginning as they have a smaller portfolio to manage . The 5 managers who are looking after   agency business has been assigned agencies according to the seniority and hence 3 out of 5 sales   managers are the only one ’s happy with the agency that they are handling and the rest 2 of them are   highly demotivated again as they have not been given the high spending agency ! 

 The current structure thus is a breeding ground of unhealthy competition , demotivation , bureaucracy   and is a platform for sales managers to play by a set of rules within their portfolios which is limiting   them from experimenting and creating new opportunities . 

 Selection : 

 I have decided to use the tool of Learning Launch – A prototype , structure that could be used and tried   with all sales managers for at least 1 quarter of the next year . The reason I have selected this tool is   because I have enough data and analytics from my research team regarding spending of my competitors   within the ecosystem of similar businesses , we are in . Additionally , being at the end of the year I have   revenue data for the entire year that I can map to the data given by the research team in order to find   some patterns and brainstorm some mind mapping techniques with my management and propose a   different structure in order for the business to function effectively . 

 Challenge I may find while using this learning launch tool is that the management would be wanting a   success probability to the new structure I am proposing . They would tell me that 1 whole quarter is too   much of a time to “ test ” a new prototype/ new structure and if it fails , we will lose significant revenue   from 1 whole quarter which we wo n’t be able to make it up as the year passes . Additional challenge   would be that nobody has tried this in the market , and we will be the first ones to try this structure . 

 Application : 

 In order to apply the tool effectively , here is how I segregated the data . I decided to segment the whole   ecosystem ( which consists of customers ) into detailed verticals – For eg : Each customer according to the   business/ sector they cater to are divided into verticals like FMCG , Medical & Healthcare , Hospitality ,   Events & Entertainment , Malls , Theme Parks , Education .. etc .. I did this separation of verticals on data   that my research team gave me and also on the data that I have from my spenders/ customers in my   business . The initial rearranging of data is what took me the most amount of time . I believe I was able to   apply the tool effectively as I was already noticing patterns and verticals that I could group together .   This also allowed me to think of sales managers who would be servicing these verticals according to   their interest . I would be able to tap into their emotional needs and not just look at them , merely as   sales professionals but as individuals with varied interests and knowledge in certain verticals . This I   believe would hopefully solve a large part of the demotivation issue in the sales managers as well . 

 Insight : 

 The insights were tremendous . Apart from two big verticals that constituted close to 30 % of the   business , all other verticals where contributing similar percentages to the ecosystem and in a small   number approx . around 4 to 5 % . This Insight however made me realize that in order to be fully fair to   everyone in the system , the two big verticals need to be further categorized into segments where the   number of percentages had to be kept to similar patterns that already emerged earlier ( 4- 5 % ) . I further   had to dwell into exploration tools and use secondary research in order to further segment the data and   towards the end of the exercise I had around 20 verticals of customers that contributed 4 -5 % of their   spends on our ecosystem . This also meant I could easily give out a workable prototype to the   management with each sales manager servicing 2 verticals that contributed significantly to our business .   Additionally , it was a bonus that the sales manager could service verticals according to their interest . We   could ask the sales manager to choose their own verticals keeping them involved in the whole “ cause ”   or building this new prototype , so everyone feels involved as it was a very fair platform for everyone to   work on . 

 Approach : 

 If I must suggest an alternative to the approach , then I would like to use a different selection tool –   Visualization and Mind Mapping tool .   Considering all the challenges we have addressed before ; I would   like to in this new approach , have all sales manager think about their colleagues and would want them   to journal their feedback on what they think about each sales manager in the team by doing a SWOT   analysis . Once I have collected all their feedback , I would have each sales manager ’s picture being put   across in a board and for each team member to clip the SWOT analysis on to the board . Once this   process is done , we will start doing Mind Mapping where in collectively we will have an agreed   consensus on each sales manager ’s strength and weakness . This way we can all collectively agree as to   what is the portfolio that each sales manager should handle which would make the system transparent   and fair and have less friction between the employees . Having to have involved everyone in the process   would have also meant that nothing is imposed on them . The challenge here would be that we are not   sure how this could efficiently help the company as we need a structure that needs to not only be fair   but also workable in a way that it produces great business results .
### Output: 