where leads come from, which branch receives them, who responds first, whether they convert, and how much revenue each service advisor and CRE generated — the raw inputs for a performance-based incentive package.
the full pipeline over the ~3.5-month window. revenue and gross profit are summed from won leads only.
won 300 · lost 759 · spam 62 · still open 568. conversion = won ÷ non-spam leads. revenue captured on 232 of 300 won leads — 68 wins have no amount logged, so true revenue is understated.
paid acquisition (meta, google, website) drives the most volume but the least revenue. the money sits with existing / footfall channels — passing centre and walk-in convert near-totally.
| source | channel | leads | won | conv. | revenue (aed) | gross profit |
|---|---|---|---|---|---|---|
| Passing Centre | existing | 94 | 94 | 100% | 102,829.70 | 30,910.06 |
| Walk-in | existing | 82 | 71 | 86.6% | 78,096.12 | 25,158.84 |
| inbound | 375 | 50 | 13.3% | 18,536.57 | 7,638.61 | |
| Meta Ads | paid | 803 | 10 | 1.3% | 9,761.00 | 3,042.73 |
| Website | paid | 119 | 15 | 12.9% | 8,975.00 | 464.00 |
| Calls | inbound | 152 | 50 | 32.9% | 7,071.92 | 4,844.54 |
| Google Ads | paid | 54 | 5 | 9.3% | 1,716.20 | 996.13 |
| Unknown / Referral | other | 10 | 5 | — | 6,472.50 | 892.00 |
| total | 1,689 | 300 | 18.4% | 233,459.01 | 73,946.91 | |
read: meta + google + website = 976 leads (58% of volume) but only 30 wins and aed 20,452 (9% of revenue). passing centre + walk-in = 176 leads → aed 180,926 (77% of revenue). paid ads are a top-of-funnel volume engine; cash conversion happens at the branch.
branch values were de-duplicated from free-text entries — muroor & musaffah roll up to abu dhabi; ras al khor to dubai. 517 leads (mostly paid-ad inbound) carry no branch yet.
| branch | leads | won | conv. | revenue (aed) | gross profit |
|---|---|---|---|---|---|
| Abu Dhabi — Muroor | 404 | 196 | 48.5% | 155,805.31 | 53,555.58 |
| Dubai | 371 | 48 | 14.1% | 45,560.50 | 14,463.00 |
| Abu Dhabi — Musaffah | 133 | 26 | 19.5% | 11,552.00 | 2,450.00 |
| Abu Dhabi — general | 176 | 11 | 6.7% | 9,491.00 | 150.00 |
| Dubai — Ras Al Khor | 88 | 11 | 12.5% | 4,616.20 | 858.33 |
| (unassigned) | 517 | 8 | 1.6% | 6,434.00 | 2,470.00 |
read: abu dhabi (muroor + musaffah + general) carries aed 176,848 — 76% of revenue at a far higher conversion than dubai. muroor alone closes nearly half its leads. the data does not contain a muvattupuzha / kerala branch — only the uae branches appear.
revenue attributed to the advisor the won lead was assigned to. this is the core table for an advisor incentive tied to billed revenue and gross profit.
| service advisor | wins | revenue (aed) | gross profit | avg ticket |
|---|---|---|---|---|
| Umesh Prasannan | 89 | 96,969.70 | 27,850.06 | 1,090 |
| Sanu Johnson | 21 | 30,533.00 | 12,610.00 | 1,454 |
| Akhil Babu | 11 | 19,899.00 | 4,390.00 | 1,990 |
| Deepu Babu | 17 | 15,220.00 | 991.00 | 1,171 |
| Sakkeer Kunnol | 15 | 11,081.33 | 6,311.98 | 739 |
| Muhammed Shamnad | 6 | 8,460.00 | 3,560.00 | 1,410 |
| Anuvind Thalanchery | 10 | 6,732.79 | 2,662.86 | 673 |
| Vivek Venu | 3 | 4,402.00 | 0.00 | 1,467 |
| Benny Rappai | 1 | 3,500.00 | 0.00 | 3,500 |
| Rukesh Krishnan | 2 | 500.00 | 395.00 | 250 |
| service advisors | 175 | 197,297.55 | 58,770.90 | — |
read: revenue is highly concentrated — Umesh = 49% of all advisor revenue. an incentive on raw revenue rewards him heavily; a gross-profit or avg-ticket component would surface margin earners like Sanu and Sakkeer.
sales & marketing (cre) staff who closed leads themselves rather than handing to an advisor — the benefit should accrue to the cre. these are mostly lower-ticket inbound conversions.
| cre | leads held | wins | revenue (aed) | gross profit | avg ticket |
|---|---|---|---|---|---|
| Malavika | 827 | 65 | 30,213.71 | 12,614.01 | 687 |
| Ivy | 300 | 37 | 409.98 | 0.00 | 205 |
| Aryan | 178 | 16 | 2,000.00 | 1,500.00 | 222 |
| Akhil Santhosh | 0 | 0 | 0.00 | 0.00 | — |
| cre total | 1,305 | 118 | 32,623.69 | 14,114.01 | — |
read: CREs hold the bulk of inbound volume and convert it at low ticket sizes. Malavika carries the load — 827 leads held, 65 closed. an incentive on cre conversion rate (wins ÷ leads held) and revenue-influenced is fairer here than raw revenue, since their job is qualifying, not billing.
who first attended the lead, taken from the earliest logged interaction per lead. this signal is thin — only ~87 of 1,689 leads have an interaction logged, so treat it as directional, not complete.
| first responder | leads first-touched | of which won |
|---|---|---|
| Malavika | 27 | 5 |
| Sanu Johnson | 23 | 21 |
| Anuvind Thalanchery | 12 | 12 |
| Umesh Prasannan | 9 | 9 |
| Deepu Babu | 8 | 6 |
| Ivy | 3 | 1 |
| Rukesh Krishnan | 2 | 2 |
| Muhammed Shamnad | 1 | 1 |
| Benny Rappai | 1 | 1 |
| Aryan | 1 | 0 |
caveat: first-responder coverage is ~5%. if "speed-to-first-response" is to be an incentive metric, interaction logging needs to be enforced first — otherwise the metric rewards whoever logs, not whoever responds.
advisors bill the work, so reward them on revenue + gross profit. CREs qualify and route, so reward them on conversion rate and revenue influenced, not raw billed amount — they will always look small on a revenue-only board.
revenue concentrates on one advisor and on high-ticket jobs. a gross-profit component rewards margin discipline and stops the package from simply paying out the biggest invoices.
meta & google leads convert at 1–9%. closing a paid-ad lead is harder than closing a walk-in. a source multiplier on converted ad leads rewards the harder yards and pushes the team to work the cheap-but-cold pipeline.