MBL "Sales Trainee" Stint- Anik Islam
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Transcript of MBL "Sales Trainee" Stint- Anik Islam
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Sales Trainee Program, 2014
MARICO BANGLADESH LIMITED
Induction:DBSM, SO,
Merchandising, TM Stint
MD. ANIK ISLAM, Sales Trainee
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Induction:
DBSM Stint
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Stint Head-Quarter: At a glanceArea Comilla
TM Head-Quarter MBL Comilla Local
Stint Duration 5 Weeks
Distribution House M/S Shahjalal Traders (DD: MIDAS)
No of DBSMGrade
09 (A7+B1+NA1)
07 (A)
No of Beat 54 36
No of Outlet 1645 1645
Outlet Per Beat 30.46 45.69
Avg BPM TK 61.64 Lacs
Population 1309203 Source: SND Formats 2014-15
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DBSM Stint Outline
Week 1
•Understanding DBSM Sales Activities
Week 2
•Understanding Market
Week 3
•Understanding DBSM Profile
Week 4-5
•Performing Sales Activities
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Week 1: DBSM working
had a preview of DBSM Activities of Sales
had practical understanding of –
June
14-
19: D
BSM
Sal
es A
ctivi
ties
MBL Brands’ SKU Brands’ Price Brands’ USP Cartoon Quantity Role of DBSM Daily Activities of DBSM
Outstanding: DBSM Review of Day Performance,Approached to BP as customer (Livon-KeshKala
Activation)Anik, ST, MBL
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Week 2: DBSM working
understood the ground realities of the market:
Jun
e 2
1-2
6 :
U
nd
ers
tan
din
g M
ark
et
Types of Outlets Outlets’/Markets’ Insights about company &
Brands Challenges faced by all SKUs at different markets Market Sensitivity Market Dynamics
Outstanding: Survey on retailers’ insight, Stock level, competitors availability
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Profile of DBSM Basic selling Skills- PCNOSAF Process of Calling Performance Parameter Incentive Tracker
Outstanding: Role playing as both Trainee & Trainer
Week 3: DBSM workingJu
ne 2
8-J
uly
03 :
DB
SM
P
rofi
lin
g
Things learnt while mentoring DBSM Profile for Selling:
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Week 4-5: DBSM workingJu
ly 0
5-1
8 :
Sale
s
Perf
orm
an
ce Pricing Cascade
L & D Policy Handling Objections Factors affecting DBSM performance Identifying Opportunities MBL Sales Terms
Practically learnt things while performing Sales activities with a DBSM:
Outstanding: Problem solving about Billboard issues
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Primary Sales Secondary Sales Off-take
MBL FactoryDepot
Direct Distributor
Retailer
Final Consumer
Modern Trade Distributor
Modern Trade
Modern Trade Consumer
Super Distributor
Stockiest
Retailer
Final Consumer
MBL Sales Distribution Flow
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Secondary Sales
to Retailers
MBL FactoryDepot
Direct Distributor
Retailer
Final Consumer
Modern Trade Distributor
Modern Trade
Modern Trade Consumer
Super Distributor
Stockist
Retailer
Final Consumer
DBSM Activitie
s of Sales
Who is a DBSM? ( in MBL Sales Distribution Flow)
DBSM = Distributor’s Sales Man
Employee of a distributor. Directly supervised by TM. Main job is to make and collect order from
retailers. Salary, TA/DA is provided by distributor. Incentives provided by the MBL.
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Role of DBSM: Achieving Sales Target
4 key Focus Areas:
DBSM
Order Making Networking &
Influencing
MerchandisingResolving
Retailer Issues
Checking Delivery Status & ShelfAnik, ST, MBL
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DBSM Daily Work-Flow
Log In
DB Point
8:30am-9:00am
Market9:00am-4:30pm
DB Point4:30pm-5:30pm
Log Out
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DBSM Sales Activities
•Planning & PreparationP•CallingC•Availability N VisibilityN•Order MakingO•Solving ProblemsS•AcknowledgeA•FeedbackF
MARICO
SELLING SKILLS
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Planning at Distributor Point
Stock Availability POSM Availability Performance Analysis
a) Volume (Compulsory & Focus Brands)b) Outlet Expansionc) LPDd) Effective Coveragee) NPLPf) DLTL
Day Plan based on previous performance
Basic Selling Skills: Pre-call
P
C
N
O
S
A
F
Preparation before Approaching the Customer
Appearance: Well-groomed, gesture, posture
Timeliness: Reach to Beat based on market characteristics
Things to carry -
1. Beat Book/PDA
2. Product Detailer
3. Pen & Calculator
4. New Product Samples
5. Consumer Offers
6. DLTL card & Display contract book
7. Merchandising KitsAnik, ST, MBL
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Calling- starts with…
Introduction (Greetings) & Shelf-check
Availability Shelf check Which SKU? (Range check) How much? (Depth/quantity)
Visibility Shelf check (Merchandising) Product Location Product Facing Product cleanliness Product FMFO Paid visibility (displays)- maintenance POS visibility
Basic Selling Skills: At-Market
P
C
N
O
S
A
F
PCNOSAF
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Order Making
Open Call with New Brands/products Call the First Brand in Beat Book Introduce the Schemes to the Retailer Keeping in mind the SHELF CHECK OUTPUT
Basic Selling Skills: At-Market
Solving Problems Leakage, Damages & Expiry (LND) Price Disturbance Grievance with Distributor & Company Dispute settlement- DLTL, Gift issue
P
C
N
O
S
A
F
P
C
N
O
S
A
FAnik, ST, MBL
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Basic Selling Skills:
Acknowledge (At-Market)
Wrap up- Repeat ordered sku’s quantity, values (total) thanks giving for being with us.
Feedback (Post-Market/OL)
Update Reports (Incentive Banks) Review outlet/Day Performance
1. Volume
2. LPD
3. EC/PC
P
C
N
O
S
A
F
P
C
N
O
S
A
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CHANNEL Classification: MBL Category
1. Wholesale: Outlets who contribute more than 50% sale volume to retails
2. Cosmetic: Outlets who contribute more than 30% shelf-space towards cosmetics products
3. Modern Trade: Super shops who mainly sell to premium customers (i.e. Agora, Swapno, Meenabazar, etc.)
4. Key outlet: 70% Business contributors from balance outlets [Total OLs-(WS+Cosmetics+MTs)]For example, Total Business= 500 Tk.
WS contribution= 100 Tk.Cosmetics contribution= 75 Tk.MT contribution= 25 Tk.
So, Key Outlet Contribution= [500-(100+75+25)]= 300*70%= 210 Tk.
5. Others: Rest of the Outlets [Total OLs-(WS+Cosmetics+MTs+Key)]
Channels are the categories of outlets through which products are delivered to customer or ultimate consumers.
HQ WS Key OL Cos Others Pharmacy Total
Comilla Local 29 542 131 936 7 1645
Outlet Category
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What is BEAT?
• Usually a Beat consists of 40 Outlets. • Each DBSM usually covers 6 individual Beat in a week.• Beat Compliance & structure varies based on MBL policy &
Geographical positioning. • Coverage to a Beat:
• Bi-weekly (6 beats @Comilla Local)
• Weekly (30 beats @Comilla Local)
• Forth Nightly• Monthly
A Beat consists a number of shops/outlets of a Town/Market
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MBL Sales Terms
EC = Effective Coverage PC = Productive Call LPC = Lines Per Call LPD = Lines Per Day LPM = Lines Per Month LPI = Lines Per Invoice KPI = Key Performance Indicator SKU = Stock Keeping Unit TLO = Trade Load Offer TBTL = Time Bound Trade Load DLTL = Display Linked Trade Load NPLP = New Product Launch Process CO = Consumer Offer L&D = Leakage And Damage
PCNO = Pure Coconut Oil VAHO = Value Added Hair Oil DD = Direct Distributor SD = Super Distributor ST = Stockiest JC = Journey Cycle TMR = Town Market Report Primary Discount Secondary Discount Cash Discount Kind Discount Numeric Distribution Weighted Distribution Parallel Distribution
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DBSM Performance Parameter
Incentive
Tracker:
EC Thrust
Day Drive
Incentive
Contest Incentive
LPM Incentive
NPLP Incentive
Others
KPI EC PC LPD LPI LPM
Parameter
Volume Value Non-Volume
KL KG
Liter Ton
MANDAYS LOSS
TAKA
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DBSM Incentive: July’14
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Observation: DBSM
Strength Scope of Improvement
Long-term Work experience in the same market (Years: Min 2, Max 7, Avg 4)
Market understanding Excellent relations with 7-8 key
retailers/wholesalers per beat on an avg.
9 member team having good mutual understanding
Very encouraged to achieve target Able to cope up with changes Able to come up with ideas to reach
target Loyal to MBL
DBSM Stint.xls (DBSM profiling)
Lapse in Beat book use- delivery status, other records
Improper starts of calling- what, how much required?
Calling by only brand name & SKU Calling the market hot cake/fast moving
brand first Taking objections for granted and
remaining silent Less sharing about one’s strategy to
another No interest about competitors strategies Inadequate knowledge about
Non-PCNO/VAHO- features & benefits. Limited time given at the market Less focus, planning & merchandising Holding own assumptions(negative)
tightly Lack of focus on Target vs Achievement in
the market
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Observation: Market Retailers’ concern about PCNO for frequent price increase Rainfall, Hartal & Ramadan affects secondary Retailers’ seemed not to treat kind discount as discount, only value cash discount Retailers’ strong attractions to gifts (TBTL), CO vs. Non-CO impacts Under-rate affects Secondary at wholesale, derailed by Dhaka Market DBSM Dependency on Wholesale Retailers’ concern for Beliphool due to new Packaging disturbance & complains for
Advansed Beliphool Competitors’ availability:MBL Competitors
PCNO - Indian Parachute- similar size container, lower amount, lower rate (i.e., 175ml-62tk., 38ml-18tk., 1l- 350tk., 2l-510tk.), also available as loose oil- New Entrants: Shalimar (lower rate), Colombo oil (tin container)- 1litre- 190tk. Source: Retailers
VAHO - Kumarica holds strong market position, high trade load- High Trade load and low off-take of Dabur Amla affects Nihar Amla- Cute has also impacts due to lower price, not significant DBSM Stint.xls (Market Insights)SetWet-KeshKala Inshop
Feedback
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Trade Load: Competition
Copy at its Best
Kumarica Dabur: Amla- Vatika
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Opportunities Identified
Market potentials for Non-PCNO brands specially for VAHO Covering untapped outlets:
Outlets Prospective Brands
Saloon HairCode
Beauty Parlor,Wed-item OL
Livon, KeshKala, Nihar Amla, Advansed, Beliphool
Pharmacy Cooling, Nihar Shanti Amla
Tea-stall Cooling Sachet, HairCode
*** Saloon & Beauty Parlor, Wed-item OL need Direct Coverage & Trade Promotions
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L & D Policy
Types of L & D: - Manufacturing Defect- Expired Stocks & - Leakage
In case of leakage >70% oil have to be in the container.
Rat or cockroach bitten or burned product is not replaceable.
Empty bottle is not replaceable.
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Pricing Cascade
PCNO 350 ml FT:SKU 350 ml
MRP Tk. 190.00
Less: Retail Margin 10.00
Less: Primary Disc 6.00
Retail Landing (TP) 174.00
Less: Dist Margin 4% 6.69
Dist Landing (DP) 167.31
Less: VAT 21.82
GR 145.48
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Performance of Sales Activities as a DBSM
* When DBSM Target = My Target
DBSM Stint.xls (My Target)
Date Beat OL TGT ACH ACH % TGT ACH ACH % TGT ACH ACH % Actual TGT% ACH %5-Jul-14 Bisnopur 32 25 22 88% 100 61 61% 30,000 26900 90% 19898 66% 74%7-Jul-14 Chawkbazar 4 30 25 24 96% 100 72 72% 100000 110160 110% 28812 29% 26%8-Jul-14 Choara 30 25 21 84% 100 63 63% 70000 31000 44% 27617 39% 89%9-Jul-14 Tomsom Bridge 2 30 25 24 96% 100 80 80% 50000 65000 130% 54158 108% 83%
10-Jul-14 Bijoypur 27 25 23 92% 100 85 85% 90000 62000 69% 52205 58% 84%11-Jul-14 Bisnopur 32 25 21 84% 100 68 68% 20000 23665 118% 12199 61% 52%13-Jul-14 Muradpur 1 28 25 22 88% 100 75 75% 75000 38758 52% 17747 24% 46%18-Jul-14 Durgapur 30 25 35 140% 100 93 93% 45000 48963 109% 49082 109% 100%19-Jul-14 Chawkbazar 3 30 25 23 92% 100 79 79% 45000 45225 101% 65416 145% 145%20-Jul-14 Dharmapur 1 30 25 20 80% 100 59 59% 30000 17203 57% 12077 40% 70%21-Jul-14 Dharmapur 2 29 25 24 96% 100 77 77% 25000 26209 105% 8856 35% 34%22-Jul-14 Policeline 2 30 25 23 92% 100 85 85% 35000 28809 82% 15764 45% 55%23-Jul-14 Rajgonj 3 31 25 25 100% 100 73 73% 30000 42345 141% 40800 136% 96%24-Jul-14 Courtbari 1 31 25 22 88% 100 81 81% 90000 80000 89% 33448 37% 42%25-Jul-14 Muradpur 1 28 25 21 84% 100 61 61% 40000 17702 44% 13802 35% 78%
448 375 350 93% 1500 1112 74% 775000 663939 89% 451881 58% 72%124960
375 350 93% 1500 1112 74% 775000 663939 89% 576841 74% 87%GRAND TOTAL(+) Adjustment
PC LPD Value Delivery
TOTAL
- Only retail beat- Cross Beat coverage for WS value
- No WS by DBSM- Double beat delivery impact
- Only retail market- Cross Beat
coverage for WS value
- Double beat delivery impact
Reasons for variance
Backed by High TLO, CO (PCNO-200ml, 500ml, Beli-150ml) NPLP- PCNO 350ml, Milon Mela- Special kicker 20%, DLTL
last month-Pre EidAnik, ST, MBL
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Factors Affecting DBSM Performances
Internal Factors
Salary, TA/DA Incentives Job Environment: Distributor, HQ Market Credit Team Dynamics Delivery System Training & Development MIDAS: Performance tracking,
updates Contract Merchandisers’ activities
External Factors
Market Sensitivity Market Dynamics Trade Relations Competitors’ strategy Weather Socio-cultural diversity Political
Performance
Enabling
Disabling
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DBSM Salary Sheet
DBSM Year of Ed Quali Assessment * Present Salary Salary Grid Salary Proposed Gap Avg Incentive ActionNAME J oining <12/ 12+/ Grad+ (A/ B/ C) 13-14 Benchmark earned p.m PlanAlAmin 2010 <12 A 4600 6325 6325 1725 3227Atik 2011 <12 A 4600 6325 6325 1725 3200Peal 2013 Grad+ A 5000 5500 6325 500 3009Monir 2008 Grad+ A 5000 6325 6325 1325 3627Younus 2008 12+ A 5000 6325 6325 1325 511Mim 2011 12+ A 4600 6325 6325 1725 3081Khorshed 2012 12+ A 6200 6325 6325 125 4273
- Lower Salary/TA-DA forces them to leave the market mostly after 2 pm- DBSM getting de-motivated, defocused some times
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Suggestions to improve DBSM performance:1. Train the proper use of Beat Book & its benefits-tracking & planning on outlet
basis, Order vs. Delivery status, display register etc.2. On/off the Job Training featuring- PCNO&SAF, products’ features & benefits
a. Strategic/Gain ground Calling: Offering this one (brand), this much (quantity) for these win-win (retailer-consumer) benefits (quality, scheme, off-take pattern.
b. Calling in detail (functional benefits) rather not by brand name & skuc. Starting call with new/focus brands firstd. Objections handling softly and logically- price disturbance, delivery systeme. Closing call with brief order review- ordered brand, quantity, total value
3. Rapport building- special focus on retails, on day plan basis, TM accompaniment4. Adding & leveraging on motivational factors- Salary Increase, internal contest,
performance appraisal (i.e. recognition-in JC, introducing “Wall of Fame” at DB point)5. Adding a DBSM Supervisory Role from Distributor end: (can be an extra role of A
grade DBSM)6. Incentive plan/award for Delivery men to ensure full effort7. Branding MARICO
*** Visual Score Boards of Performance & Plans for individual DBSM: charting on White Board
*** Increasing Delivery men: Currently 6 Delivery men for 9 Beat per day
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DBSM Profiling
Primary Selection Criteria
Age Limit: 18-28 years Educational Qualification: HSC (minimum) Experience: 1-2 years in an FMCG is preferable Language Skill: Good knowledge of local language (written & spoken)
Additional Qualities
Skill: Basic arithmetic skill, excellent communication skill for salesmanship Knowledge: Marico policy, products’ quality & functional benefits, Industry &
Competitors’ up-t0-date strategies Attitude: SMART (Specific, Measureable, Achievable, Realistic, Time-bound), honest &
Loyal
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Methods:
Resource mobilization Transformation
Reflection
Process:
Step 1: Finding out the drawbacks of Non-achiever/B grade DBSM- Comparing with PCNOSAF & Achievers’ performance-strategy
Step 2: Giving corrective inputs to Non-achiever- Pin-pointing mistakes/weakness on DBSM notebook, Sharing others’ strategy,
demonstrating standard calling, Target vs. Achievement tracking in the market, tracking KPI & Incentives, Merchandising, Category Display, Retail focus
Step 3: Tracking Progress based on performance & feedback- Comparing with previous performances, taking feedbacks about their areas of
improvement
DBSM Profiling
Mentoring: My Role playing as both Trainee & Trainer
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Induction:
SO Stint
Super Distributor M/S Shah Gazipuri Enterprise
No of DBSM 11
Avg BPM TK 64.68 Lacs
Duration 1 Week
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Working with SO: Who is a SO?
SO = Sales OfficerMain job: supervise
SD/DD, Stockist’s targets &
DBSM
Employee of CFA
Salary & TA/DA
provided by MBL
Incentives provided by
MBL
Supervised directly by TM
Number of SO in MBL Comilla = 03
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Market End• Restructuring beat/route planning.• Visit market with DBSM.• Inform TM about market & customer complain.• Inform TM about competitors price, program• Handle parallel distribution• Building rapport & negotiation with retailers & wholesalers
DBSM End• Inform & remind DBSM about latest program/TLO, value, volume & KPI
target.• Contact/monitor DBSM at the market based on PCNOSAF. • Analyze performance. • Identify the reasons & give reminder to non-achiever.• Recruit, Train & manage DBSM
Stockist End• Check the stock availability.• Check that the sales invoice of STK is entered into MIDAS at SD point.• Set & manage primary target for STK.• Send daily secondary sales report to TM. • Maintaining manual TMR• Prepare & manage STK Damage & Secondary claim• Calculate & compare STK monthly & quarterly performance with last year’s
same month & quarter.• Negotiation & market negotiation planning
Working with SO: Role of a SO?
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- Computer Skill development: specially on MS Excel, E-mailing- Data management (MIDAS) efficiency: Reports, sources- Planning skill development: forecasting, executing- DBSM training/facilitation skill development: PCNOSAF- DBSM review skill improvement: Volume, Non-volume Parameter- Manpower management dynamics: team building, influencing
Working with SO: Improvement Areas
Classroom Training
Field Training
Role playing
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Induction:
Merchandising Stint
Distributor M/S Shahjalal Traders
No of Merchandiser 04
Agency Market Express
Duration 1 Week
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Working with Merchandising Team
Main job: implement
visibility agenda of MBL
Employee of 3P: (Market
Express)
Salary provided
by 3P
Incentive provided by MBL
Contract Merchandiser (CM)
Supervisor
Area Coordinator
Associates of Sales’ Field Force to execute superior visibility & other merchandising
activities of MBL brands in the right markets/outlets.
Team Consists:
Contract & maintain display, put on POSM & display, perform hygiene activities, pay regular market visit
as per call planSupervise CM activities & performance at a DB point
Coordinate a merchandising team at each ASM area, collect market
feedback & competitors’ info
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Working with Merchandising Team: Challenges
Sabotage
Rivalry
- Reaching retailers’ counter & shelf- growing notion of DBSM that Merchandising is only
CM job- lack of cooperation from DBSM in few cases- finding right & sustainable places for POSM- ensuring category display due to retailers’
reluctance- retailers don’t/can’t understand the differences
between PCNO & Parachute Advansed
Parachute Advansed
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Induction:
TM Stint
Distributor M/S Shahjalal Traders
No of DBDM 7 (Grade-A)
Duration 03 Months
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Distributor Management-Distributor Selection Instrument (DSI)-Ensure infrastructure/logistics-Ensure capital investment as per norms-Ensure primaries as per plan-Manage ROI-Handling claim
HR Management-DBSM recruitment-On the job/classroom/field training-Performance monitoring-Induction-On the job/classroom training for SO-Salary & Incentive disbursement
Report & Database Management
-Secondary sales data-MINET & MIDAS management-NPLP reporting- Permanent journey plan-Distributor’s Claim ,Expense claim
Market Work
- Accompany call for better productivity- Maintain trade relation with retail & WS-Ensure TLO & ATLO execution-Shelf space and POSM utilization-Competition activity monitoring-PJP maintenance
Planning & Review
-Sales target & follow up-Primary planning-Monthly like lies planning-S & D planning-Distributor JC review
Implementation of Marico policies
-TLO offload-NPLP execution-L&D management-Trade scheme claim as par-Expense claim as par
Role of a TM
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Financial solvency
- Existing Distributors of other MNCs- DBSMs- Wholesalers/Key business contributors- Banks- Trade Association/Samity
- Bank Statement (at least last 6 Months)- Total Business Portfolio- Other Companies’ feedback
Distributor Selection & Appointment
Selection Process
Evaluation Criteria
Look for experienced DB
Evaluation on suggested criteriaShortlist the DB candidates
Finalize through interview with ASM Experience in DB business
Good reputation in the market
Adequate & experienced staff
Infrastructure and logistics
Market knowledge and involvement
Distributor’s Personal InvolvementRequired Documents
Documents Required
Application for
Distributorship
Distributor Evaluation
Form (DSI)
Code Creation Format
Trade license, TIN
certificate
VAT Registration
Bank solvency & bank
statement
National ID, 2pp photo
Photographs of the DB
premise
Collect information of potential DBs
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Investment
• 7 days of floor stock• 7 days of market credit• 2 days of claim• Total 16 days stock
Schemes
• 100% distribution of TLO• DB is not allowed to participate in trade
schemes
Business Discipline• No discrepancy between MIDAS and warehouse
stock• No illegal claim• No forward sales• Business Discipline-100% Bill Print
DSI Measures: Financial strength of a DB.Business involvement with other
company.Monthly business turnover.Membership of business
associates. Infrastructure allocation plan. Investment coverage.
Role of a TM: Distributor’s Norms
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Distributor’s Infrastructure
Godown: For 1KL (500k) stock minimum 100 sq feet space required well structured (Concrete flooring & properly plastered wall) Sufficient light (Proper ventilation system) and electric wiring SKU wise stacking as per stacking norms. Use of necessary insecticide to prevent from insects/rats etc Well security system with fire extinguisher (1 for every 100 sq
feet space) Separate place for highly combustible item (SetWet) Separate place for expired/L&D products Separate place for POSM
Capacity of Delivery Van:Motorized Tempo- 40 cs (Tk 2.4o Lacs)Rickshaw Van- 20 cs (Tk 1.2 Lacs)
Office & Equipments: TM room for day to day work. DBSM meeting room and sufficient working blocks Deploy no. of DBSM based on total number & nature
of beat. Beat wise delivery schedule is fixed & pre planned. Electronic devices i.e. Computer with mentioned
configuration, Printer, Internet Modem etc. Space for Toilet
Proximity to high volume market
Accessibility (Depot Vehicle)
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Primary Sales Secondary Sales Off-take
MBL FactoryDepot
Direct Distributor
Retailer
Final Consumer
Modern Trade Distributor
Modern Trade
Modern Trade Consumer
Super Distributor
Stockiest
Retailer
Final Consumer
Role of a TM: Distributor Type
Get 4% Margin
Get 2% Margin(including Freight
0.5%) Get 4% Margin
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Role of a TM: Distributor’s ROI
ROI
TURNOVER PER MONTHMargin on Sales 254525 3.86%TOTAL GROSS INCOME 254525 3.86%Market Discounts 11448 0.2%Salary 113021 1.7%Merchandiser SalaryInfra Cost 14988 0.23%Rent 11000 0.17%Administration 31638 0.48%TOTAL EXPENSES 182095 2.76%Average Stock Holding 2340942 10.7Average Market Credit 1807459 8.2Average Investment in Claims 568415 2.6TOTAL GROSS INVESTMENT 4716816 21.5
ROI 18%Subsidy
Primary Incentive 7379TOTAL SUBSIDY 7379
ROI 20%Take Home 79809
Particulars14-15
Shahjalal Traders2nd Cover
6593919
÷
_
ROI
Revenue - Expenditure
Net investment
Margin on sales + ROI
subsidy
Market Discount, Unit
Expenses, Salaries, Rent,
Admin
Avg stock holding, Avg
market credit, Avg
investment in claims
Avg company credit
_
Standard ROI: 18% - 24% yearly (monthly 1.5%-2%)
X 12
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DBSM Management
DBSM Life-cycle
Recruitment
Age
Experience
Education
Fitness
Attitude
Training
6 Days Training –field/classroom initially
Assessment
Grade A(>=75%)
Grade B(>=60%)
Grade C(<60%)
A grade DBSM will get 20% extra incentive
Insurance coverage (Incl Wife)
Maternity Coverage
Marks Allocation6 month Incentive Earned-
50%Written Test- 50%
Phase Tentative Perioud A B C Non Ass.
Phase-1 1st Month 1st Qtr
Phase-2 2nd Month 2nd Qtr
Phase-3 1st Month 4th Qtr
1 Times 1 Times 3 Times 3 Times
DBSM Assessment Cycle
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DBSM Recruitment Process
Primary Selection Criteria
Age Limit: 18-28 years Educational Qualification: HSC (minimum) Experience: 1-2 years in an FMCG is
preferable Language Skill: Good knowledge of local
language (written & spoken)
Additional Qualities
Skill: Basic arithmetic skill, excellent communication skill for salesmanship
Knowledge: Marico policy, products’ quality & functional benefits, Industry & Competitors’ up-t0-date strategies
Attitude: Positive, honest & Loyal
Potential DBSM List
Circulation: Newspaper/Poster
Market Survey Report: Wholesalers, DBSM
Selection
Shortlist through Written Test: Arithmetic, General Knowledge
Final Recruitment through Interview
Training
Classroom Induction
Field Training
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Role of a TM: Sales Target Management
Company DD SD HQ
DBSMStockiest
DBSM
TGT in Kl/ltr/Kg
SKU contribution
Beat contribution
DBSM contribution
- Tracking the Target vs Achievement on daily, block wise and plan for rest - Monitoring KPI (EC, PC, LPI, LPM) & Volume.
- Take special initiative for achieving the monthly target.
** Existing demand: database** Created demand: Eid-Puja festival, seasonal impact, ATLO, Retail/WS program etc.
Anik, ST, MBL
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Role of a TM: Database Management
MIDAS = Marico Industries Distribution Application Software
Distributors JC calendar
Export Trigger.
Backup / Restore database
Upload & Download
System :
Configuration :
Beat
DBSM Maintenance
Master (Item master,
Retailer master, Sanction
letter, Scheme register, Batch
scheme)
Billing, Van allocation,
Delivery process, Collection
registrar, Purchase receipt,
Payment registrar
Transaction :Retailer master (Outlet summary, Retailer master)Daily Sales report (Bill wise item wise report, Secondary Sales report)Stock details report MIS report ( Outlet; “Top outlet, Dead outlet report, outlet BPM”, Average stock holding, Distributor JC review Consolidated)Effective coverage & LPD
Report :
Target Analysis
Month TMR
Planning :
Distribution :
Anik, ST, MBL
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Role of a TM: Database Management
MINET = Marico Industries Network
Stock (Check stock
availability)
Invoice (View invoice,
Secondary coverage status)
Reports (Dispatch plan
distributor)
Primary sales :
Volume (TMR- view TMR,
Secondary sales card ,M & NM
Secondary Sales)
Leading indicator (Performance
monitoring, Peer performance-
don’t show actual, Trend, DSR
daily LPD)
NPLP
Secondary :
PJP
Distributor ROI
Distributor Log
Reports (Outlet Listing Data
Report)
Non Midas PDA Reports (PDA Log)
My Office :
Distributor BPM trend
Brand wise BPM
Beat review
Enter travel claim
Print travel claim
MOR :
Enter competitor
info
Marketing :Anik, ST, MBL
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Role of a TM: PJP Maintenance
Permanent Journey Plan (PJP) weightage: BPM (50%), DBSM (30%) & Outlet (20%)
- 1 Manday on every 10 lacs Business- 1 Manday on every 2 DBSM- 1 Manday on every 240 OLs
Anik, ST, MBL
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Daily
Block wise
Monthly
Activity wise
Quarterly
Yearly
Role of a TM: Reports, Review & Planning
• Secondary Sales Report
• Any report as par initiative/ requirement
• Likelies (Primary, Secondary)
• DBSM performance/ KPI review
• Beat wise Brand wise Gr-DGr
• DBSM Incentive
• Secondary Claim
• Manual TMR• MOR• Top 25 outlet• Competitors’
activity report• PJP, Expense
• Offtake report
• NPLP• DLTL
enrolment/ update
• Distributor ROI
• TM, So incentive
• Quarter Performance
• S & D planning
TM ways of working (TM reports & formats)
Anik, ST, MBL
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Role of a TM: Claim Settlement
L&D Claims:- Distributor need to claim L&D in MBL prescribed format only
- Claim need to be verified by TM and without TM sign claim will not be accepted at depot.
- Claim need to prepared by 10th and damage materials need to reach depot by 15th.
- Claim sheet will be in three copies signed by both distributors and TM (1 for distributor, 1 for depot, 1 for HO)
- In claim settlement detail need to write down including MRP of the stock.
- claim will be finalized by depot and will be made accordingly (not more than .5% of Month Primary).
- Claim will be settled through credit notes.Get bill wise item wise bill from
MIDAS
Check cash/kind scheme
Claim Check back
Prepare the top sheet supported by TMR & cost memo
Signed by distributor, TM,
ASM
Trade Scheme Claim:
Anik, ST, MBL
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Contents of S&D: Urban and rural coverage plan Urban Infra-Planning Distributor Index Volume-BPM review Distributors Working Capital analysis Network Health TM, SO PJP DBSM Profiling Volume plan-BPM and PCNO volume Volume plan for other brands ROI growth calculation Merchandiser Plan
Role of a TM: S & D Planning
Sales & Distribution:
Where we are? Where we want to be?Based on current scenario & potentiality
Anik, ST, MBL
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My Performance as TM: October’14
Brand Target Achievement %SP 1.32 1.66 126%LP 11.73 7.22 62%PCNO 13.05 8.87 68%Beli 0.96 0.99 103%Advansed 0.08 0.13 153%Cooling 0.08 0.08 102%Nihar-Amla 0.07 0.27 390%VAHO 1.20 1.47 123%HC 76.27 71.47 94%KeshKala 0.06 0.06 87%SetWet 127.68 40.14 31%Livon 11.75 2.72 23%Total Value 77.76 55.74 72%
- Shahjalal Traders- MIDAS- Ayshi Enterprise- Non-Midas
PDA- September a big Month (PCNO: TGT-16.76 kl,
ACH 106%)
- Lower Scheme on PCNO 200ml, 500ml (LP con:
90% )
- Wholesale Con- Avg 40%
- Focused on Retailers
- Focused on VAHO successfully
- Sep VAHO record [TGT- 8.54 KL, ACH-10.58
(124%)]
Anik, ST, MBL
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Role of a TM: Factors affecting Performance
Enabling Factors
Financial Incentives;
AwardsInternal
competition
Respect and recognition from peers, ASM, RSM
Company ownership
culture
Target achieveme
nt
Training & Career Growth
System Automation-
MIDAS, MINET
Disabling Factors
High Load of Manual
Report
Non-performing
DBSM
Distributors’ Limited
involvement/ cooperation
Parallel Distributio
n
Market Under-rate
Target Overload
Anik, ST, MBL
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Loophole in the System
Delivery System- Existing delivery system fails to ensure 100% delivery as par order due to lack of motivations
(incentives/awards), there may have dozens of reasons for deliverymen to excuse.
[Competitive environment can be created among deliverymen by offering incentive & close inspection]
EC/LPD target Parameter- In Midas billing 1 piece any SKU allows 1 EC/LPD.
[minimum drop size per outlet can be set in MIDAS Billing for few brands (specially HC-S, Cooling-S)]
LPD Limits Brands- LPD limits other prospective brands to be called and thus confines the efforts of DBSM only to hotcake brands.
[Brands Per Call, Brands Per Invoice, Brands Per Day can be included as Leading Indicators]
Anik, ST, MBL
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My initiative:
- Order vs Delivery Tracking- Frequent monitoring- KPI, Volume- Branding Marico (Logo) on Price List, TLO, Incentive criteria
- Poster design to enhance TM’s initiative
- Team buildingAnik, ST, MBL
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Idea Generated (for Cover Meet Presentation)
To Introduce “HairCode Dispenser Box”
Anik, ST, MBL
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Ways to work out for the Territory
- Potentiality of Ayshi Enterprise (Laksham) to be MIDAS DD (Avg BPM- Tk 30.52)
- Increase DBSM capability/skill to handle multiple brands through training or talent
recruitment
- Increase SO capability/skill on Data Management, planning & computer literacy
- Special focus on VAHO brands, HIGHLY POTENTIAL MARKET
- Special initiative to reduce Order return (Delivery man incentive)
- Split off the territory (if possible) as S&D (2014-15) proposed TM PJP 28 mandays
Anik, ST, MBL
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???
DBSM NAME OL HC TGT EC TGT Disribution Gap 90% EC TGT Gap-90% TGT/OLAl Amin 269 6.62 191 78 172 97 71%
Atik 226 5.68 176 50 158 68 78%Khorshed 194 10.51 149 45 134 60 77%
Mim 290 5.97 176 114 158 132 61%Monir 264 8.44 185 79 167 98 70%Peal 189 9.02 135 54 122 68 71%
Younos 213 11.25 169 44 152 61 79%Shahjalal Traders 1645 57.490 1181 464 1063 582 72%
HC EC Target?
Branding VAHO on Depot & Distributors’ Vehicle?
Anik, ST, MBL
READY To…?
Anik, ST, MBL