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Introduction

TABLE OF CONTENTS ABBREVIATIONS 3 Chapter 1: AIM OF THE PROJECT 4 OBJECTIVE 4 METHODOLOGY 4 Chapter 2: INTRODUCTION 5 FOODS BUSINESS DIVISION OF I T C 5 Chapter 3 : 7 OUTLETS CLASSIFICATION OF STUDIED Cos. 7 OUTLET CLASSIFICATION NORMS: 7 PARLE 7 PERFETTI 8 BRITANNIA 8 HLL 9 Chapter 4: TM&D STRATEGIES 11 PARLE 11 PERFETTI 11 BRITANNIA 12 HLL 12 Chapter 5: 13 ORDER CAPTURE AND DELIVERY SYSTEMS 13 PARLE 13 BRITANNIA 14 PERFETTI 14 HLL 14 Chapter 6: 16 ADMINISTRATION OF TRADE SCHEMES 16 PARLE 16 PERFETTI 17 BRITANNIA 18 HLL 18 Chaper : 7 20 WORKING NORMS FOR TERRITORY - IN - CHARGE. 20 PARLE 20 PERFETTI 20 BRITANNIA 21 HLL 21 Chapter 8: MERCHANDISING 23 PARLE 24 PERFETTI 24 BRITANNIA 25 HLL 25 Chapter 9: TRAINING & DEVELOPMENT INPUTS 26 PARLE 27 PERFETTI 28 BRITANNIA 28 HLL 28 Chapter 10: TRADE RELATIONSHIPS: 30 Chapter 11: ANALYSIS OF THE QUESTIONNAIRE 31 Chapter 12: 36 RECOMMENDATIONS FOR SALES FORCE 36 Chapter 13: 40 PLANS FOR INCREASING THE SALES 40 1. POP MATERIALS & ADVERTISINGS 40 2. DISPLAYS 41 Chapter 14: MODEL FOR INCREASING SALES 46 1. TRADE SCHEMES 46 A. OFFERS IN SLABS. 46 B. LINKAGE OF VISIBILITY WITH CASH DISCOUNT 46 C. INCENTIVIZATION OF TRADE ON LAST MONTH SALES 46 2. INCENTIVISATION OF THE DS 47 PRODUCTIVE CALLS 47 RANGE SELLING 47 QUANTITY WISE TARGETS 48 VALUE WISE TARGETS 48 Chapter 15: CONCLUSION 50 Chapter 16: BIBLIOGRAPHY 51 ABBREVIATIONS WD :- WHOLESALE DEALER SWD :- SEMI WHOLESALE DEALER DS :- DISTRIBUTION SALESMAN TM & D :- TRADE MARKETTING AND DISTRIBUTION TMR :- TRADE MARKETING REPRESNTATIVE O/Ls :- OUTLETS FIFO :- FIRST IN FIRST OUT AE :- AREA EXECUTIVE AM :- AREA MANAGER BM :- BRANCH MANAGER TSI :- TERRITORY SALES INCHARGE POSM : - PURCHASE OF SALES MATERIAL POP :- POINT OF PURCHASE MATERIALS FOD :- FACE ON DISPLAYS GSB :- GLOW SIGN BOARDS RSB :- RETAIL SIGN BOARDS Chapter 1: AIM OF THE PROJECT OBJECTIVE > To study the work practices of the major competition companies of I T C in confectionary and biscuits category. ...read more.

Middle

In addition to facings and POP, permanent merchandising is also done in the form of Glow - signboards at Exclusive Parle Shops for which they pay a rental not exceeding Rs. 200 per month. However these are very limited in number. In the case of confectionaries, since facings are not possible because of the nature of the product, the merchandiser tries to maximize the no. of jars in the shop used for the confectionaries by transferring the confectionaries kept in poly bags to jars. The objective of the merchandiser, the pilot salesman or TSI is to add one extra jar for the Parle on each visit to the O/L. Further, in the process of jar capturing the company has started Jar packs for its confectionary brands instead of poly bags. PERFETTI Perfetti does not have an exclusive Merchandiser for performing the task of merchandising. It is the salesman who performs these functions. Since Perfetti's only products are confectionaries, merchandising is done in the form of Jar capturing which is similar in process to that of parle. The company to a large extent packages its products in jars in order to aid the process of Jar Capturing. In addition to POSM, permanent merchandising is done in the form of Glow- sign boards which is given out maximizing visibility. The rationale for putting up GSBs is quite similar to the one used by ITC. BRITANNIA There is no exclusive merchandiser in Britannia. It is the salesman's job to put a POP at the O/L. However a lot of emphasis is given on the shop based merchandising activities. It is in the form of Glow signboards and dispensers. The rent of these glow signboard is in the rang of Rs. 200-400 depending upon the O/L. profile and size of glow sign. Unlit on shops are also put up as a part of merchandising. Displays are not the regular practice in Britannia. ...read more.

Conclusion

This will motivate the DS to increase the sell ins. Utmost care should be taken in giving incentives for achieving quantity wise targets. Fixed amount of incentives should be set at the end of the month beyond which even if the DS sells the additional quantity of any particular brand, he will not be allocated on proportional basis, i.e. the upper limit for the incentives should be fixed. That means his target is to sell 100 units of any particular brand and if by his skill or market pull of that brand, he is able to sell 400 units, then he will not be given 4 times incentives on that product and the incentives are given keeping in mind the upper limit of the incentives because that will be ambiguous and we have to avoid all these ambiguities VALUE WISE TARGETS In certain cases the DS is not required to sell any fixed quantity of a particular brand of products, but he is required to sell the products in terms of values, i.e. the DS has to make the turnover of certain amount. Generally this type of practice is not done because different products have different margins and company is not interested to sell only a particular product but on an average the performance should be good in all the products selling. Therefore these types of targets are generally not given to the DS. As mentioned above in quantity wise targets, care should be taken to limit the incentives given to the DS. If the DS sells more than the set value of the targets, he should not be given on proportionate basis. MODUS OPERANDI Two routes can be taken in order to study the effect of this model. First route can be taken as the test route on which we will implement the practices of said model. And on other route we will not implement the practices. We will simply observe the route as the work is done in the normal course of time. ...read more.

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