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Organizational Background.............................................................................4
Territory Allocation........................................................................................10
Channel Conflict............................................................................................13
Organization Background..............................................................................15
Product Portfolio for HUL...............................................................................15
Territory Allocation........................................................................................20
Channel Conflict............................................................................................22
Financial Analysis..........................................................................................23
Acknowledgment...........................................................................................26
References....................................................................................................26
Reckitt Benckiser (RB)
Organizational Background
Reckitt Benckiser India Ltd (RBIL) is a fully owned subsidiary of Reckitt
Benckiser Plc., world’s No.1 Company in Household, Health and Personal
Care. Reckitt Benckiser Plc came into being with the merger of Reckitt &
Colman Plc with Benckiser NV in 1999. The company has operations in 60
countries, sales in 180 countries and has had net revenues in excess of $6.6
billion (2008). Reckitt Benckiser India Ltd (RBIL) manufactures and markets a
wide range of products in Personal care, Pest control, Shoe care, Antiseptics,
Surface care, Fabric care and other categories. Amongst its many well-known
brands are Dettol, Mortein, Harpic, Cherry Blossom, Lizol, Disprin, Robin
powder, Colin, etc. Most of these brands are either number 1 or number 2 in
their respective categories in India
The company has sales of over £ 6.6 Billion consistently growing ahead of
the industry due to its leading brands, its operations in over 60 countries and
sales in 180, & its highly motivated multinational management.1
Product Portfolio and Distribution overview for RB
On the other hand, for the channel involving modern trade, the sales force is
a centralized one. The ASMs for modern trade are separate from those for
the normal channel. The TSIs are also different for modern trade.
The fixed component of the salary makes most part of the pay that a person
gets from Reckitt Benckiser. The incentive structure accordingly increases or
decreases as a person moves up or down the hierarchy. The Territory Sales
In-charge gets 85% fixed pay and 15% in the form of incentives. In the same
way, the Area Sales Manager receives salary with 75% of fixed component
and 25% forming the incentives.
2. Database techniques
The productivity can be improved by Breaking down the selling process into
milestone events and then making sure the sales force knows them and
understands their objectives.
Territory Allocation
The eastern zone has been divided into 7 territories based on geographical
space and no of outlets to be covered. The beat plan of RB is thus: 30-40
outlets per day, 6 days a week from Monday to Saturday. However there are
about 20-22 calls ( average productivity per day)
Stock outgo
Increase in coverage
Case specific
Budgeting and Target Setting
In order to bring an objectivity to evaluate the performance of a salesperson,
targets are a must. Targets once set, provide a quantitative standard to
measure the productivity at the same time it helps in achieving better sales
and having a greater control over the expenses. These targets act as a cue
for the salesperson to perform by keeping targets in their mind and try to
outperform or at best achieve them. In this way setting up of targets help in
motivating the sales force and makes them believe that by achieving these
targets they would be performing at the expected level. Targets are set on
the basis of geography or the industry or the products. Some of the ways of
setting up targets are through the following:
• Rupee quotas
• Unit quotas
• Profit quota
• Activity quota
• Credit quota
However these quotas cannot be fixed randomly and they are based on the
estimates of market size and potential and also based on the past
experience of the manager. Again while defining these targets the manager
has to first divide the market to be covered in territories and then sales
person working in each territory would be assigned with a target. The
purpose of dividing the market in territories is to ensure that the coverage of
market is done in the best possible manner at the same time it becomes
easy for the manager to evaluate the salesperson based on its targets
related to a territory he/she is working on. For a salesperson it gives a sense
of belongingness that a particular region of market is his territory and it
increase his morale and helps in improving coordination among salesperson
of different territories.
Channel Conflict
Channel 1:
Channel 2:
Solution
RB has not yet strategized any specific solution to the above problem owing
to the fact that it is very difficult to keep a check on such activities. One
solution can be to strictly restrict the catered areas to separate channels and
monitor them.
Conflict 2: Modern trade selling to retail outlets
Modern trade includes organized retail chains like Big Bazaar, Metro etc.
Because of their higher bargaining power owing to high volume purchases,
modern trade outlets like Metro command a higher discount on the price as
compared to other channels. The final price offered by them is thus lower.
Thus, retailers often prefer to buy from modern outlets in bulk, thereby by-
passing the normal distribution channels.
Solution
The schemes are different in case of modern trade and other channels. Thus,
RB often plays upon these schemes to lure retail outlets to the conventional
distribution channels.
Organization Background
Formerly known as Hindustan Lever Limited (renamed in late June 2007) HUL
is India's largest Fast Moving Consumer Goods. HUL's brands, are spread
across 20 distinct consumer categories, touch the lives of two out of three
Indians.
35 Power Brands
Channel Design
Hindustan Lever Limited (HUL) has two types of channel selling ‐
i. Regular (traditional) retail channel,
ii. Direct Selling Channel in the name of Hindustan Lever Network
(HLN).
HUL has a robust distribution model which comprises of C&FAs,
Redistribution Stockists, wholesalers and retailers (as shown earlier). One of
the biggest strengths of HUL is its distribution strength and
Source: Primary Data from Omkare, ratified and checked with data available on the net as well
Channel Structure
The goods produced in each of the HUL's 45 (approx)) factories are sent to a
depot with the help of a carrying and forwarding agent (C&FA). The company
has its depot in almost every state of the country. The C&FA is a third party
and gets servicing fee for stock and delivery of the products. In each town,
there redistribution stockist (RS) who takes the goods from the C&FA and
sells them to retail outlets. However gradually HUL realized that this model
of sales channel was not a viable one for smaller towns and villages and it is
also expensive to appoint one stockist exclusively for each town. Morever the
retail revolution is changing the pattern and the way the customers shop.
Hence HUL being the mammoth that it is, redesigned its sales and
distribution channel and the new system is as “diamond model”
At the top end of the diamond, there are the self service retail stores
which constitute 10% of the total FMCG market. The middle part of the
diamond represents the profit‐center based sales team. In the bottom of
the pyramid is the rural marketing and distribution which accounts for
20% of the business. As a result of the new distribution plan the
company has planned to reduce the number of RS (Redistribution Stockists)
in small towns.
The channel flow for HUL is
Territory Allocation
The Orissa region is divided in to district wise territories. Within each territory
the beat plan for an average sales person is to cover 20 retail shops per day.
However the number of SKUs carried /order booked are as much as 3-4 times
the no of SKUs carried by any of the competitor.
HUL also has annual reward process under which it recognizes the top
performers. This recognition leads to reward in the form of both career
advancement options and non-financial compensation.
• Infrastructure expansion
• First the field person is freed from the tedious task of maintaining the
records and hence can concentrate more on the job which is selling.
Channel Conflict
The are some outlets which are not classified by HUL whether they would
come under modern trade or traditional trade. These are the stores where
the channel conflicts occur for HUL. The major drive at HUL these days is to
have clearly defined outlets under Modern trade category or Traditional trade
category.
Automation in Sales Force
The use of palmtops in various regions by the ground level sales force at HUL
is probably one of the few instances where such automation has taken place
in an FMCG company. The orders are fed into the palmtops and then fed into
the computer database at the distribution centres. A major advantage of
using palmtops is that the sales force has all the information about the
buying patterns of the retailer and the past sales pattern of the retailer. In
this way, even if the retailer is not aware of his fast selling items and his past
ordered SKUs the sales force can suggest him and give the complete sales
data to the retailer.
Financial Analysis
We have taken financial data from the capitalline database and CMIE
database to analyze the marketing and sales distribution functions of RB and
HUL. We have also looked into the advertising expenditure of these
companies to find the possible link between advertisement expenses and
distribution expenses.
a) Rebates
b) Commissions
c) Sales Promotions
d) Discounts
The following graph shows the marketing expenditure of the two companies
in comparison
The distribution expenses of HUL and RB as a percentage of sales stack
up as shown below.
From the graphs we observe that RB spends more percentage value of its
sales on advertising and marketing, where as HUL spends a significant chunk
of its sales in boosting its distribution channel. HUL strength is its distribution
and HUL spends money on it more to constantly update it and reach out to
newer and newer customers. RB on the other hand is using both branding,
advertising and marketing exercises and as well as boosting its distribution
channel to compete with the behemoth HUL.
Acknowledgment
We acknowledge the help of the following individuals. We had telephonic
interviews with Mr Omkare, Mr.Sumeshwar as they are located outside
Orissa.
Contact No : 09577375410
References