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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 :

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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

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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

make a difference

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

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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