st presentation- rakib

Md. Rakibul Islam.Sales Trainee

Sales Trainee Program-2014Marico Bngladesh Ltd.

Stint Destination at a GlanceTM Head Quarter: Sylhet LocalArea: 3,452.07 km2

Population: 3,434,188Distribution House: M/S Rafiq Brothers (SD) & M/S. Zain Enterprise (DD).Stockiest Point: 11Monthly Turnover: 1.8 Cr.No. Of O/L:

Local Stockist Total1688 3953 5641

No. Of Beat


No. Of SO


No. Of DBSM


O u t l e t C l a s s i fi c a ti o n : M B L S t ra t e g y

Wholesale: Outlets who contribute more than 50% sale volume to retails.

Cosmetic: Outlets who contribute more than 30% shelf-space towards cosmetics products.

Modern Trade: Super shops who mainly sell to premium customers (i.e. Agora, Swapno etc.)

Others: Rest of the Outlets [Total OLs-(WS+Cosmetics+MTs+Key)]

Key outlet: 70% Business contributors from balance outlets [Total OLs-(WS+Cosmetics+MTs)]

MBL Product

SP(50 ml, 100 ml, 150 ml)

LP(200 ml, 350 ml, 400 ml,

500 ml)Parachute Coconut Oil

VAHO

Parachute Advansed Coconut Oil(150 ml, 300 ml)

Parachute Advansed Baleful(100 ml, 150 ml, 300 ml)Nihar shanti Badam Amla(100 ml, 200 ml, 300 ml)Parachute Cooling Hair Oil

(2.8 ml, 100 ml, 200 ml, 300 ml)Parachute Advanse Enriched Coconut Hair Oil

(150 ml, 300 ml)

MBL Product

Livon Silky Potion(20 ml, 50 ml)

Hair Code Herbal Hair Dye (6 gm)

Hair Code Active (4 gm)

Set Wet Deodorants(Cool, Sexy, Adventurer)

Set Wet Infinity(Cool, Devil)

Hair Code Kesh Kala

Saffola Active(1 ltr., 5 ltr.)

MBL Sales Distribution

Secondary Sale Off TakePrimary Sale

MBL Factory

Depot

Direct Distributor

RetailerW/S

Final Consumer

Super Distributor Stockiest

RetailerW/S

Final Consumer

DBSM Activiti

es

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.

Gets “Incentive” from the MBL.

DBSM + Delivery Man = Unit

Who Is

DBSM?

J o b O p p o r t u n i t yPost: Distributor’s Sales Man (DBSM).Job Nature: Full TimeEducational Requirements: HSC (minimum)Experience Requirements: 1 to 2 Year(s), The applicants should have experience in sales, FMCG is preferable.Additional Job Requirements:

• Age Limit: 18 to 28 Years• Skill: Basic arithmetic skill, excellent communication

skill for salesmanship.• Attitude: SMART (Specific, Measureable, Achievable,

Realistic, Time-bound), honest & Loyal.Language Skill: Good knowledge of local language (written & spoken)Salary Range: Negotiable.

***The company will arrange on job training for selected candidate(s).***

• 9:00am to 9:30am

Log In: DB Point

Taking a look on JC reviewTaking a look on Daily TargetCheck Stock availability.

Attending daily kick off meeting

Bring beat book, sample, product for ready sale, merchandising kitsCovering the beat Credit collection

Preparing order summary for MIDAS Billing

Review of day performance

Keeping & updating all records on Beat book and DBSM FaceBook

Checking Delivery Status

Order calling at Beat Book Prepare KPI Sheet

PC

N

O

S

A

F

Marico Selling Skills (Pre-call)

Planning & Preparation Appearance: Well-groomed, gesture, posture Timeliness: Reach to Beat based on market characteristics Things to carry -

1. Beat Book2. Product Detailer3. Pen & Calculator4. New Product Samples5. Consumer Offers6. DLTL card & Display contract

book7. Merchandising Kits

PC

N

O

S

A

F

Marico Selling Skills (Pre-call)

Planning & PreparationStock Availability POSM Availability Performance Analysis

a) Volume (Compulsory & Focus Brands)

b) Outlet Expansion (2 Brands)c) LPDd) Effective Coveragee) NPLPf) TBTL/DLTL

Day Plan based on previous performance

P

CN

O

S

A

F

Marico Selling Skills (On-the-call)

CallingIntroduction (Greetings) & Shelf-check.

P

C

NO

S

A

F


Availability Shelf checkWhich 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

P

C

N

OS

A

F


Order Making Open Call with New Brands Call the First Brand in Beat Book Introduce the Schemes to the

Retailer Keeping in mind the SHELF CHECK

OUTPUT

P

C

N

O

SA

F


Solving Problems Leakage, Damages & Expiry (LND) Price Disturbance Grievance with Distributor &

Company Dispute settlement

P

C

N

O

S

AF


Acknowledge Wrap up- Repeat ordered SKU’s quantity, values (total) Thanks giving for being with us.

P

C

N

O

S

A

FMarico Selling Skills

(Post-call)

Feedback Update Reports (Incentive Banks)

Review Day Performance1. Volume2. LPD3. EC/PC

DeliveryMan

DBS

M +

Del

iver

y M

an =

U

nit

As per market order all the products have to put into the delivery van.Have to ensure that all the SKU’s are in the delivery van with the free product at right quantity.Deliver the product to the outlet and acknowledge him about the product quantity, free product, gift item.Forward the bill and collect payment.Finalize the daily sales sheet and handover the cash.Return the additional product (If any) into the store.

*** Any kind of delivery related issue, the delivery man communicates with the respective DBSM***

Delivery M

anagement

Employee of a distributor. Directly supervised by Distributor. Main job is to deliver ordered product to the outlet and collect bill against the delivered product.Salary, TA/DA is provided by distributor.

DLT

L Re

port.

DBSM Reporti

ngBlock wise target vs achievement report .

Month wise target vs achievement

report

Compe

titors

activit

ies

report

.NPLP

repo

rt

Consumer complain

report.

Performance Parameter

VolumeKL, Litre, KG

ValueTaka

Non-VolumeKPIEC PCLPD

LPI LPM

Ince

ntive

Tr

acke

r LPM IncentiveNPLP IncentiveOthers

EC ThrustDay Drive IncentiveContest Incentive

Grade

A 11B 8C 0

N.A. 2

A grade DBSMs earn additional 20% incentive Health Insurance coverage both DBSM & his wife is provided by the company for A grade DBSM . Maternity Insurance

DBSM Grading AssessmentAppear to an assessment test developed by the company, DBSMs get the chance in every three month to upgrade their Grading.

Written Test 50Avg. Incentive Earning 50

Total 100

Incentive- MIDAS DBSM Criteria Achievement Incentive

Total Value < 90% Nil90%>= Tk 1500/-

For every +1% from 91% till 110% Tk.100/-

PCNO Volume < 90% Nil 90%>= Tk 1000/-

For every +1% from 91% till 110% Tk 75/-

BELI Volume < 90% Nil 90%>= Tk 1000/-


LPM Target If LPM <1700 Nil

If LPM is in between 1700 - 1900 Tk 500/-

If LPM is > 1900 Tk 1000/- Max Incentive for Midas

DBSM Tk

9,000/-

Incentive-Non- MIDAS DBSM Criteria Achievement Incentive

Total Value

< 90% Nil90%>= Tk 1500/-

For every +1% from 91% till 110% Tk.100/-

PCNO Volume

< 90% Nil 90%>= Tk 1000/-


BELI Volume

< 90% Nil 90%>= Tk 1000/-


Max Incentive for Non Midas DBSM Tk 8,000/-

Incentive August’14

Observation the DBSM

Area of ImprovementCalling the fast moving item first.Inadequate knowledge on solving

problemsLack of knowledge on the features and

benefits of VAHO and non-oil items.Hide own strategy from other DBSMs.

Lack of observation on competitors movement.

Need more calculative to achieve the target

Give up negative perception about the market.Role as a DBSM

Role as a DBSM

Observation the Market

Off take is a great inspiration for retailer to accept a product.Under rate problem.Local brand in VAHO category has a strong loyal consumers (Bonolota, Arnika)Retailers’ and Consumers’ inquiry for Beliphool Light due to new Packaging disturbance of Advanse Beliphool.Retailers seek more offer like TBTL.In case of Livon, consumer prefer Indian product.In cosmetic market, retailers are unwilling to store a slow item rather they supply the customer collecting from the nearest shop.Rumour of hair fall problem due to use of PCNO/VAHO.Convert rate of Cooling sachet users into Rigid is low. In some cases VAHO misplaced which increases the rate of damage.

Role as a DBSM

Outlets Prospective BrandsSaloon HairCodeBeauty Parlor Livon, KeshKala, Nihar Amla,

Advansed, Beliphool

Pharmacy/ Herbal Medicine Store

Cooling, Amla

Tea-stall Cooling Sachet, HairCode

Market potentials for Non-PCNO brands specially for VAHO Covering untapped outlets:

Opportunity Identified

My Performance

* DBSMs Target = My Target

Area of Improvement

• Branding MARICO• Incentive plan/award for Delivery men to

ensure full effort• On/off the Job Training featuring- PCNO&SAF,

products’ features & benefits• Calling in detail (functional benefits) rather

not by brand name & SKU• Starting call with new/focus brands first• Objections handling softly and logically-

price disturbance, delivery system• Caring sample of new and slow moving item.

Merchandising Stint

Associates of Sales’ Field

Force to execute superior

visibility & other

merchandising activities of

MBL brands in the right

markets/outlets.Merchandising

Executed by 3p(Market Express)

Salary Provided by 3p

Incentive Provided by MBL

Area Coordinator

Supervisor

CMMer

chan

disi

ng T

eam

Merchandising

√ Reaching retailers’ counter & shelf√ Growing notion of DBSM that Merchandising

is only CM job√ 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.

Merchandising Challenges

SO Sting

TSO(Territory Sales

Officer)

Employee of 3PSupervised directly by TM Salary & TA/DA provided by MBL Incentives provided by MBL

Number of TSO in MBL Sylhet: 02

TSO’s Role

At MarketWith DBSMWith Stockiest

Restructuring beat/route planning.Visit market with DBSM.Inform TM about market & customer complain.Inform TM about competitors price, programHandle parallel distributionBuilding rapport & negotiation with retailers & wholesalers.

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 Periodic review and plan for achievement.

Check the stock.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 TMRPrepare & manage STK Damage & Secondary claimCalculate & compare STK monthly & quarterly performance with last year’s same month & quarter.Negotiation & market negotiation planningRole of TSO

At Market With DBSMs With Stockiest

•Computer Skill development.•Data management efficiency•Planning skill development.•DBSM training/facilitation skill development.•DBSM review skill improvement.•Manpower management dynamics.

Area of Improvement

TM Sting

TM plays a vital role for managing total sales & distribution and company system & procedure of a territory.

Territory Manager

Role of TM

• Distributor Management• Human Resource Management•Primary and Secondary sales Management•Market Work•Reporting & Planning•Database Management

Distribution System management

Get 4% margin Commission 1.5%Transportation cost 0.55%

Get 4% margin

Depot

DD

R/WS

SD

STK

R/WS

Type of Distributor

Distributor Management

Selection Process

First step of distributor management is to select the right distributor for Marico business who have interest and involvement with the business. For selection of distributor company have a Distributor Selection Instrument (DSI) to judge the distributor. At least three DSI have to fill up against one distributor selection.

Source of information• From the wholesaler.• From other FMCG company personnel. • Bank• Business Organization

Evaluation Criteria Documents Required

• Financial solvency• Experience in DB business• Good reputation in the market• Market knowledge and involvement• Adequate & experienced staff• Infrastructure and logistics• Distributor’s Personal Involvement.

• Application for Distributorship• Distributor Evaluation Form (DSI)• Trade license, TIN certificate• VAT Registration• Bank solvency & bank statement• National ID, 2pp photo• Photography of the DB premise and warehouse.


Distributor's Norms

Investment

• 7 days of floor stock

• 7 days of market credit

• 2 days of claim

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 (DD)

Distributor's InfrastructureGodown: For 1KL stock minimum 100 sq feet space required well structured (Concrete flooring & properly plastered wall) Sufficient light (Proper ventilation system) and electric wiring SKU wise stocking as per stocking 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 POSMOffice & 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. Delivery team and van have to provide which is decided in DSI. Beat wise delivery schedule is fixed & pre planned. Have to fulfill the requirements of electronic devices i.e. Computer with mentioned configuration, Printer, Internet Modem etc.


Return on Investment (ROI)


X 12Ex

pend

iture

•Rento Warehouseo office

• Salaryo DBSMo Delivery mano Computer Operatoro Manager (if any)

•Load/Unload Cost• Stationary Cost• Unit Cost• Utility Costo Electricityo Telephoneo Internet

• Discount for wholesale

Revenue• 4% on Turnover for DD and Stockiest• 1.5% onTournover for SD

Average Investment• 7 days of floor stock•7 days of market credit•2 days of claim

Expe

nditu

re

Standard ROI is 18% - 24% yearly.

If ROI is bellow standard then have to check the expense elements.


Distributor's Infrastructure

Claim

Cash Claim – If there is any cash discount over any SKU or brand then that is treated as cash claim. Ex : Tk. 5 off with PCNO 200ml.

Kind claim – Kind claim means the free product offer with any SKU, brand or value.Ex : 1 pc 100ml PCNO will be free on purchasing 15 pcs 100ml PCNO

From the starting of any cash or kind scheme distributor pay to the market and then he raises claim to the company. All claim should have proper supporting documents and have to send to company by 10th of every month and have to maintain a claim register.


L & D

- Distributor needs 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 sheet will be in three copies signed by both distributors and TM (1 for

distributor, 1 for depot, 1 for HO)- 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.

In case of leakage >50% oil have to be in the container. Rat or cockroach bitten or burned product is not replaceable. Empty bottle is not replaceable.

Types of L & D: - Manufacturing Defect- Expired Stocks & - Leakage & Damage

Policy

L & D Settlement

DBSM selection is done by the TM & Distributor’s respective person.

1. Application Collection: Done by TM & Distributor’s respective person. Mainly application collected by Local communication & Reference.

2. Written Test : Questioner made & answer sheet evaluate by TM.

3. Interview & Assessment Part: This part is done by the TM & Distributor’s respective person. Where bellow things have to give extra emphasis.

Educational aspect.Working skill & experience.Market relation.Communication skill.Reference.

Human Resource Management

DBSM Selection

• Wholesaler

• Other FMCG company personnel

• Adjacent territory’s Manager.

• Existing DBSM

• Distributor.

Source of Information


DBSM Induction

Induction period: 1 Week.

Induction Content- Product knowledge sharing. Discuss market information and nature. Details process of daily activities have to discuss. Educate related terms, i.e – EC, LPI, LPD, LPM, KPI etc. Competitors product knowledge. Market observation by market work with existing ‘A’ grade DBSM in system. Inform about reporting, do’s & don'ts as a DBSM.


DBSM Grading

A grade DBSM will be Assessed in every Financial Year

B grade DBSM will attend assessment once/year for up gradation

C grade DBSM will attend the next quarter assessment

C Grade DBSM will be terminated if the grade is unchanged Written Test 50

Avg. Incentive Earning 50Total 100


DBSMs’ Performance Monitoring

•Volume Target vs Achievement analysis.• SKU & Brand wise Target vs Achievement analysis.• Coverage Target vs Achievement analysis.• EC, LPI, LPM, PC Target vs Achievement analysis.• Planning for target achievement.• Scheme enrolment status.• Effectiveness analysis.• Merchandising status.• Display & Visibility status analysis.• Order vs delivery status.• Market claim settlement status.

Daily review

Block review

Monthly review

Agen

da

Primary & Secondary Sales Management

Target vs. AchievementReceive

Monthly TgtBreak down by SKU and brand

Split into distributor wise

Breakdown by DBSM wise

Beat wise break down

EC As per EC Thrust

PC Standard 30 Minimum 25

LPD Standard 100 Minimum 75

LPI Standard 4 Minimum 3

LPM > 1900 to >2000Non

Vol

ume

Tgt

Market Work

Objectives of Market Work• Know the market and sales situation.• Understanding the volume drivers of that market.• Understanding the consumer & retailer demand of the market.• Know the picture of availability and visibility in the market.• Observe the competitors and know their situation.• Understand different problems & characteristics of the market.• Buildup long term bond with the customers.• Find out the order & delivery problems and restructure the beat if necessary within norms.• Plan for special activity as per market demand.

PermanentJourneyPlan

1 Manday on every 10 lacs Business

Weightage 50%

1 Manday on every 2 DBSM

Weightage 30%

1 Manday on every 240 OLs

Weightage 20%

Reporting & Planning

Reporting

Daily

•Daily Secondary Sales Report

Weekly

•Weekly reporting to ASM/RSM as required.•Input NPLP at MINET

Block wise

•Likelies (Primary, Secondary)•DBSM performance/ KPI review• Primary & Secondary Planning

Monthly

•Beat wise Brand wise Gr-DGr•DBSM Incentive•Secondary Claim•Manual TMR•MOR•Top 25 outlet•PJP, Expense

Activity wise

•Offtake report•NPLP•DLTL enrolment/ update•Display Update

Quarterly

•Distributor ROI•TM, So incentive•Quarter Performance

Yearly

•S & D planning

Reporting & Planning

Planning

Sales and Distribution Planning (S&D)

Contents•Urban and rural coverage•Urban Infra-Planning•Distributor Index •Vol-BPM review•Distributors Working Capital analysis•Network Health

•TM PJP•DBSM Profiling •Volume plan-BPM and PCNO vol•Volume plan for other brands•ROI growth calculation •Merchandiser Plan

Price Cascade

Database Management

MIDAS = Marico Industries Distribution Application Software

Total important MIDAS usage is given bellow with brief discussion :

MIDAS - System

Distributors JC calendar: Distributor yearly JC calendar have to fixed at the start of the year.

Accounts Calendar: Year end calendar also have to enter into MIDAS for get the periodic data.

Export Trigger: Export trigger have to run at every day after completing all the daily activities.

Backup / Restore database: After completed the task of Export trigger database have to be in backup for further usage on daily basis.

MIDAS

Database Management

MIDAS

MIDAS - Distribution - Master

At distribution part first have create a code and details against every SKU where the pack size, packaging details, pcs / KL and other infos.

Then retailer code have to create where the retailer name, address, contract no, channel name, beat name, credit limit stands.

Company send a sanction letter when new scheme start. Without sanction letter scheme cant be enroll.

Batch scheme is also have to set against SKU.

MIDAS - Distribution

Transaction• Billing• Van allocation• Delivery process• Sales return• Collection register• Stock movement

Planning[

• Target analysis• DB health Card• TBTL• TMR• Top 25 O/L

Database Management

MIDAS

In planning part TM can do the target analysis over beat, DBSM, SKU etc.TMR report generation and top 25 outlet data can get from there.

Database Management

MIDASMIDAS - Reports –MIS Report

Distributors JC review (Consolidated) report : One of the most important report of a TM is Distributors JC review report and that can be done by beat or overall to find out the total scenario of a distributor and DBSM performance at a glance.

TM can make planning about the overall better performance by this report.

TOP outlet : All outlet wise monthly BPM and value can find from this report. Top outlet report is to find out the top selling outlet.

Dead outlet: If any of the outlet don’t purchase the Marico product of a month then the description of the outlets can get from this report and plan for convert into active outlet for next month.

New outlet : No. of new outlet which are purchasing Marico products can find out by this report on every month. And can able to know the channel extension by adding new outlets.Outlet BPM : Outlet wise monthly BPM of all Marico and volume can get by this report.

Database Management

MIDASMIDAS - Reports

Outlet performance: Outlet performance report is the only way to find out the outlet performance . TM can find out and know the reason behind the growth or de growth status and plan as per performance.

Avg stock holding: In a distributor point what is the avg stock in a day can calculate by this report and can advice distributor to follow the norms. This report helps to figure out the distributors ROI.

Avg investment in claim: Distributors avg claim can calculate by this report which helps to figure out the distributors ROI.

Database Management

MIDASMIDAS - Reports

W/S – Retail Contribution: Whole sale & Retail outlet contribution on overall BPM can easily find out as contribution percentage & value both form.

Claim Report: All kinds of claim can get from this report. And by this report distributor submit the claim to company.

EC, LPD & LPI : DBSM, Beat & All Marico EC, LPM, LPI can get in MIDAS from MIS report portal.

OL Report: By OL report TM can get the monthly DBSM wise, Beat wise, Channel wise, outlet wise Volume and BPM.

Database Management

MINETMINET is a web-based system of Marico which allows TMs to review a number of data for further BPM analysis.

Primary sales

•Reports•Dispatch plan distribution•Invoice•Brand wise report•Claims

Secondary sales

•Volume-TMR•Channel data•Leading Indicator•Performance monitoring•Peer performance•Trend•DSR daily LPD•NPLP•Outlet target and volume•Update done on the day of the sales report

My Office

•PJP•Create and Modify

•Distributor ROI•Distributor Log•Reports

Database Management

MINET

MOR•Beat review•JC review•Travel claim.

Marketing

•Competitor info

Factors affecting Performance

Market Under-rate

Parallel Distribution

Distributors’ Cooperation

Involvement/ cooperation

High Load of Manual Report

Target Overload

Performance as a TM

Nov

embe

r 24

to 3

0, 2

014

THANK YOU