Download - 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
Local Stockist Total42 88 130
No. Of SO
Local Stockist Total0 2 2
No. Of DBSM
Local Stockist Total7 14 21
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
Marico Selling Skills (On-the-call)
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
Marico Selling Skills (On-the-call)
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
Marico Selling Skills (On-the-call)
Solving Problems Leakage, Damages & Expiry (LND) Price Disturbance Grievance with Distributor &
Company Dispute settlement
P
C
N
O
S
AF
Marico Selling Skills (On-the-call)
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/-
For every +1% from 91% till 110% Tk 50/-
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/-
For every +1% from 91% till 110% Tk 75/-
BELI Volume
< 90% Nil 90%>= Tk 1000/-
For every +1% from 91% till 110% Tk 50/-
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 Management
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.
Distributor Management
Return on Investment (ROI)
Distributor Management
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 Management
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.
Distributor Management
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
Human Resource Management
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.
Human Resource Management
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
Human Resource Management
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
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014
THANK YOU