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Report on

Distributor
Payment
Processing on
GlaxoSmithKli
ne
Bangladesh

Report on Distributor Payment Processing on GlaxoSmithKline


Bangladesh Limited

Course Title: Internship/Project


Course Code: INT 4399

Prepared For
Dr. Md Mohan Uddin
Associate Professor
School of Business and Economics
United International University

Prepared By
Md. Saddam Gazi Joy
ID: 111 122 226
Major: Finance
School of Business and Economics
United International University

Date of Submission
22 August, 2016
United International University

22 August, 2016
Dr. Md Mohan Uddin
Associate Professor
United International University

Subject:

Submission

of

the

Report

on

Distributor Payment Processing on

GlaxoSmithKline Bangladesh Limited.

Dear Sir,
I am very happy to inform you that I have completed my report on the topic of Distributor
Payment Processing on GlaxoSmithKline Bangladesh Limited. I have tried to produce
accurate information throughout the report. However, may be some unwanted mistakes for
which I apologize.
I will be glad if you accept my work. I am expecting your valuable advice and coordination
for my future developments.

Sincerely Yours,

Md. Saddam Gazi Joy


ID: 111 122 226
Major: Finance
BBA Department
United International University

Acknowledgement
I would like to express my humble gratitude to the Almighty Allah for enabling me to
complete the enormous job of this report. This report would not have been possible without
the help, encouragement and appreciation of many individuals. I would like to express my
heartfelt gratitude to my honorable course instructor Dr. Md Mohan Uddin for his guidance
and helpful suggestion during making this report. This report would not have attained its
current shape without his encouragement and support.
I would like to express my deepest gratitude to my parents for their continuous support,
constant inspiration and loving care given and shown to me during my studies.
I would also like to thank the authority of GlaxoSmithKline Bangladesh Limited for giving
me the opportunity to do my internship in their well renowned multinational organization and
supplying me necessary information and published papers.
I also acknowledge to my GSK supervisor Mamata Bashar apu,Md. Nadim Khan and Mr.
Rajib Saha and all of my friends to help me a lot.
I also acknowledge my debt to all who helped me in collecting information about
GlaxoSmithKline Bangladesh Limited.

Table of Contents
1

Introduction.......................................................................................................................2
1.1

Bangladesh Economy................................................................................................2

1.2

Bangladeshi Manufacturing Sector.........................................................................3

1.2.1 Scale of Establishment...........................................................................................3


1.2.2 Establishments by Ownership and Size...............................................................3
1.2.3 Major Industry.......................................................................................................4
1.3

Bangladeshi Pharmaceutics Industry......................................................................5

1.3.1 Multinationals........................................................................................................6
1.3.2 Top 10 Pharmaceutical Companies......................................................................7
1.3.3 Exports by Pharmaceutics Industry....................................................................7
1.4

GlaxoSmithKline Bangladesh Limited....................................................................8

1.4.1 Mission, Vision, Strategy.......................................................................................9


1.5

SWOT Analysis of GSK Bangladesh.......................................................................9

1.5.1 Strength.................................................................................................................10
1.5.2 Weakness...............................................................................................................10
1.5.3 Opportunity..........................................................................................................11
1.5.4 Threats..................................................................................................................11

1.6

Objective of the Report...........................................................................................11

1.7

Significance of the Report.......................................................................................11

Literature Review............................................................................................................14
2.1

Distribution Channel...............................................................................................14

2.2

Types of Distribution Channel................................................................................14

2.2.1 On the Basis of Transportation and Logistical Consideration........................14


2.2.2 On the Basis of Marketing..................................................................................15
2.3

Distribution Channel of Pharmaceutical Company.............................................17

2.3.1 What do we mean by Channel?..........................................................................17


2.4

Distribution Channel of GSK.................................................................................19

2.5

Distributor Claim/ Payment Process.....................................................................20

2.5.1 Definition..............................................................................................................21
2.5.2 Purpose.................................................................................................................21
2.5.3 Excel Spreadsheet or Text File............................................................................21
5

2.5.4 Manufacturings Website....................................................................................22


2.5.5 Electronic Data Interchange (EDI) / IDoc.........................................................22
2.5.6 Fax, Email or Phone............................................................................................22
2.5.7 Claim Packages....................................................................................................22
2.5.8 Claim Resubmission............................................................................................23
3

Validation of Distribution Invoice..................................................................................25


3.1

How This Function is conducted............................................................................25

3.1.1 Step 1.....................................................................................................................25


3.1.2 Step 2.....................................................................................................................25
3.1.3 Step 3.....................................................................................................................25
3.2

Who Conduces This Function................................................................................25

3.2.1 Resources..............................................................................................................27
3.3

Learning...................................................................................................................27

3.3.1 SDR/ QVR............................................................................................................28


3.3.2 Purchase Order (PO) Tracker............................................................................29
3.3.3 Pipeline Analysis..................................................................................................29
3.3.4 Indian Combat Database.....................................................................................29
4

Organizational Experience.............................................................................................32
4.1

Interactions with The Supervisor and The Co-Workers......................................32

4.2

Difficulties Faced and Measures Taken to Solve Them........................................32

4.3

Difference Between My Expectations and My Experience..................................32

4.4

Influence of the Internship on My Career Plans..................................................33

4.5
The Things I Could Have Done Differently If I Had a Chance to Redo the
Internship............................................................................................................................33

4.6

Conclusion................................................................................................................34

4.7

References.................................................................................................................35

Appendices.......................................................................................................................37
5.1

Appendix: Weekly Journal.....................................................................................37

List of Tables
Table 1.1: Ownership and Size..4
Table 1.2: Major Industry..5
Table 1.3: Rank of GlaxoSmithKline Bangladesh Limited6
Table 2.1: Types of Channel and Description16
Table 3.1: Types of GSK Products.37
Table 3.2: Consumer Healthcare Products Category...37

List of Figures
Figure 1.1. Exports of Pharmaceutical Company....8
Figure 2.1. Types of Distribution Channel.14
Figure 2.2. Meaning of Channel..17
Figure 2.3. Distribution Channel of GSK...18
Figure 2.4. Distributor Payment Process19
Figure 3.1. Transparence of Files24

Executive Summary
This internship report is made on distribution channel and its consequences of
GlaxoSmithKline Bangladesh, the report includes the process of evaluating the companys
claim statements. This report helps an organization to understand how their performance was
and it was also helps them to take decisions in future.
I have selected this topic by consulting with my academic supervisor. The beginning part of
my report contains the brief introduction of our countries economic condition, Bangladeshi
Manufacturing sectors, Bangladeshi Pharmaceutical industries and the objective and the
significance of the report.
In the second part, I have covered the some background of the company such as the history,
global network, mission & strategy, the organizational structure, market position and an
overview of its products.
In the third part, I have given the literature reviews of distribution channel, types of
distribution channel, distribution channel of pharmaceutical company and the distribution
claim process.
In the next part, I have discussed the distribution invoice and the SWOT analysis of
GlaxoSmithKline Bangladesh Limited.
Then, I have shared my internship experience at Finance Department of GlaxoSmithKline
Bangladesh Ltd. Here I have presented both my working experience and the departmental job
responsibilities. In this part, I have also described my observation and understanding about
the organization. Lastly, I have given some perception about the organizations overall
performance.
Lastly, I have come with a brief conclusion, necessary references and then presented
appendix.

A REPORT ON
DISTRIBUTOR PAYMENT
PROCESSING ON
GLAXOSMITHKLINE
BANGLADESH LIMITED
Chapter-1

1 |Page

1 INTRODUCTION
1.1 BANGLADESH ECONOMY
The economy of Bangladesh is the 32nd largest in the world by purchasing power parity and is
among Next Eleven emerging market economies in the world. According to IMF,
Bangladeshs economy is the second fastest growing major economy of 2016, with a rate of
7.1%. Bangladesh have seen a major surge in textile industry, second largest in the world,
along with emerging Pharmaceutical, Defense, Telecommunication and IT industry.
Agriculture also plays a crucial role. In recent years, Bangladesh has seen a drastic
improvement in its energy infrastructure, which is required to implement. The GDP growth of
Bangladesh is 7.1% and the population below poverty line 13% and unemployment rate is
4.5%. The observation found (IMF Research Dept (2013).
Bangladesh, the worlds eighth largest country by population, offers opportunities for
investment, especially in the energy, power, pharmaceutical, information technology,
telecommunications, and infrastructure sectors as well as in labor- intensive industries such as
readymade garments, household textiles, and leather processing. It offers a range of
investment incentives under its industrial policy and export-oriented growth strategy, with
few formal distinctions between foreign and domestic private investors. According to the
central bank of Bangladesh, the country received USD 1.5 billion in foreign direct investment
(FDI). Corruption has been identified as one of the major impediments that increase the risk
and cost of doing business, and it is estimated to reduce growth of GDP by as much as two to
three percent. The culture of settling political scores on the streets through agitation, violence
and blockades increase costs and productivity losses for foreign firms. Despite receiving
US$1.5 billion as FDI in 2013-14, a 50 percent jump from the previous fiscal, it is a paltry
amount when taking into account the total foreign investment that South Asia attracted during
the same time period.

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Bangladesh capital market is one of the smallest in Asia but the third largest in the south Asia
region. It has two full-fledged automated stock exchanges namely Dhaka Stock Exchange
(DSE) and Chittagong Stock Exchange (CSE) and an over-the counter exchange operated by
CSE. It also consists of a dedicated regulator, the Securities and Exchange Commission
(SEC), since, it implements rules and regulations, monitors their implications to operate and
develop the capital market. It consists of Central Depository Bangladesh Limited (CDBL),
the only Central Depository in Bangladesh that provides facilities for the settlement of
transactions of dematerialized securities in CSE and DSE. The observation found (Foreign
direct investment.(2013)

1.2 BANGLADESHI MANUFACTURING SECTOR


Manufacturing is defined as the mechanical or chemical transformation of organic or
inorganic substances into new products, whether the work is performed by power driven
machines or by hand, whether it is done in a factory or in a premise based location and
whether the products are sold wholesale or retail.
Establishments have been stratified into four size class namely Large, Medium, Small and
Micro industries. Total estimated sample size was 8,429 manufacturing establishments.
SMI 2012 data reveal that of the total number of establishments, 41% was micro type
manufacturing industries, 37% small type, 14% medium type and only 8% large type.
Total persons engaged were 5.4% in Micro type of industries, 14.7% in small, 20.8% in
medium and 59.1% in large type of industries. The large industries constituted only 8% of the
total, claimed 59.1% of the total persons engaged.
Estimates show that majority of the employees were male in micro (84%) and small (83%)
industries. The female proportion was quite good in large (48%) industries followed by
medium industries (35%) and small industries (17%). Percentage distribution of production &
related worker was relatively high and that was 82%. (Bangladesh. Parisam?khya?na Bibha?ga, 2013)

1.2.1 Scale of Establishment


Large-scale establishment means and includes those establishments, which have at least 250
workers.
Medium scale establishment means and includes those establishments, which have more than
100 workers and less than 250 workers.
Small establishment means and includes those establishments, which have more than 24
workers and less than 100 workers.
Micro establishment means and includes those establishments, which have more than 9
workers and less than 25 workers.
3 |Page

1.2.2 Establishments by Ownership and Size


Of total 42,792 establishments, only private ownership claimed 42,231 establishments in
which micro type had 17,384, small had 15,666, medium had 5,877 and large had 3,305
establishments. There were 263 foreign establishments in which 174 were large and 89 were
medium type. Apart from these, 103 establishments were under government ownership and
160 were joint venture (local & foreign) and only 35 were government & private jointly
ownership type establishments.
Table 1.1: Ownership and Size

Source: Bangladesh Bureau of Statistics.

1.2.3 Major Industry

The following table shows the distribution of the manufacturing establishments by major
industry and size class. Major three leading manufacturing establishments were Manufacture
of textiles 10, 983 (25%), Manufacture of food products 8,441 (20%) and Manufacture of
wearing apparel (Readymade garments) 6984 (16%) respectively.

Table 1.2 Major Industry

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Source: Survey of Manufacturing Industries 2012, Bangladesh Bureau of Statistics.

1.3 BANGLADESHI PHARMACEUTICS INDUSTRY


Pharmaceutical is the core of Bangladeshs Healthcare sector, and serves as one of the most
important manufacturing industry.
The pharmaceutical sector is one of the thrust sectors in Bangladesh. Before Liberation, there
was hardly any pharmaceutical enterprise in Bangladesh (then East Pakistan). After several
years of liberation, the government could not increase budgetary allocations for the
improvement of health sector. At that time, most of the people had little access to the essential
lifesaving medicines. This sector started to improve from 1980s. The pharmaceutical industry
has grown in the last two decades at a considerable rate.

5 |Page

The pharmaceutical industry in Bangladesh is one of the most developed hi-tech sectors
within the country's economy. In 2000, there were 210 licensed allopathic drugmanufacturing units in the country, out of which only 173 were in active production; others
were either closed down on their own or suspended by the licensing authority for drugs due to
non-compliance to good manufacturing practices or drug laws. Now about 300
pharmaceutical companies are operating at the moment. The industry manufactured about
5,600 brands of medicines in different dosage forms. There were, however, 1,495 wholesale
drug license holders and about 37,700 retail drug license holders in Bangladesh. After the
promulgation of Drug Control Ordinance -1982, the development of this sector was
accelerated. The professional knowledge, thoughts and innovative ideas of the
pharmaceutical professionals working in this sector are the key factors for this development.
Due to recent development of this sector, the industry is exporting medicines to global
markets, including the European market. This sector is also providing 97%
(Hassan, M. A.,Akhter, S., & Shahjahan, M. argrued.) (2016) of the total medicine
requirement of the local market. Some of the companies produce insulin, hormones, and
anticancer drugs, which were not previously produced in Bangladesh. Leading
pharmaceutical companies are expanding their business with the aim to expand into the
export market. Recently, a few new industries have been established with high tech
equipment and professionals to enhance the strength of this sector.
The top 12 leading pharmaceuticals company in Bangladesh including local and MNCs are Square, Incepta Pharma, Beximco, Opsonin Pharma, Eskayef, Renata, A.C.I.,
Aristopharma, Drug International, Sanofi Aventis, GlaxoSmithKline.

1.3.1 Multinationals

Of the total pharmaceutical market, local companies are enjoying a market share reaching
around 90%, while the multinationals are having a 10% share of the medicine-market. Out of
the top fifteen pharmaceutical companies in Bangladesh only two are MNCs. Among the
MNCs Sanofi has the highest market share while Novartis had the highest growth last year
(2014).
Table 1.3: Rank of GlaxoSmithKline Bangladesh Limited

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Source: Bangladesh Association of Pharmaceutical Industries.

1.3.2 Top 10 Pharmaceutical Companies


Depending on the job satisfaction of employees, the top 10 pharmaceutical companies in
Bangladesh 2015-2016

1. Novartis Bangladesh
2. GlaxoSmithKline Bangladesh
3. Square Pharmaceuticals Ltd.
4. Eskayef Bangladesh Ltd.
5. Beximco Pharmaceuticals Ltd.
6. Incepta Pharmaceuticals Ltd.
7. Renata Ltd.
8. ACI Ltd.
9. Radiant Pharmaceuticals Ltd.
10. Healthcare Pharmaceuticals

1.3.3 Exports by Pharmaceutics Industry

Bangladesh Pharmaceutical Industry exports a wide range of products covering all major
therapeutic classes and dosage forms to 92 countries. The major destinations for Bangladeshi
medicines are now Myanmar, Sri Lanka and Kenya while nearly 50 countries import
Bangladeshi Pharmacy products regularly.

Figure 1.1: Exports of Pharmaceutical Company

7 |Page

Source: Bangladesh Export Promotion Bureau


Beside regular forms like; Tablets, Capsules & Syrups, Bangladesh is also exporting hightech specialized products like HFA Inhalers, CFC Inhalers, Suppositories, Nasal Sprays,
Injectable, IV Infusions, etc. and have been well accepted by the Medical Practitioners,
Chemists, Patients and the Regulatory Bodies of all the importing nations. The packaging and
the presentation of the products of Bangladesh are equivalent to any international standard
and have been accepted by them. While drug exports posted double-digit growth from 2010
fiscal through 2014, overseas sales began to decline in the last few months. The sector made
$41.17 million worth of shipments, registering a 2.8% decline compared to that of FY'14
mark worth $42.4 million in the first seven months (July-January) of the current financial
year.

1.4 GLAXOSMITHKLINE BANGLADESH LIMITED


GlaxoSmithKline (GSK) is one of the worlds leading research based pharmaceutical and
healthcare companies which is committed to improve the standard of human life through
enabling them to do more, feel better and live longer.
GlaxoSmithKline is the leading and largest pharmaceutical company in Bangladesh. After
independence of Bangladesh, it was a Glaxo subsidiary and in 1974 Glaxo Bangladesh
limited was established as a Company. In 1969 a supporting factory of Glaxo Laboratories
(Pakistan) Ltd. was formed in Chittagong.
In the year 1951, Glaxo Laboratories (Pakistan) Ltd. started its sales office at Chittagong.
Later on Branch sales office were started in Dhaka and Khulna respectively.
The construction of Chittagong Factory Building was started in 1958 and completed in 1965.
Factory started its production in 1967 with foods and pharmaceuticals.
The factory of the company is situated at Chittagong and its marketing Directorate is based in
the capital city of Dhaka.
8 |Page

At the beginning of the factory there were around 250 workers / employees in the company.
At present the employee strength of the company is about 1000. It has 12 sales deports
("GlaxoSmithKline, Bangladesh," n.d.) in different district towns of the country covering
most of the areas of the country. It facilitated the customers to get the company products as
their premises within shortest possible time at the company cost.
In 1996 it has been incorporated as GlaxoWellcome Bangladesh Limited and in October 2002
it has been incorporated as GlaxoSmithKline Bangladesh Limited. The corporate office and
Marketing division shifted to Dhaka in 1998. The factory is in a two storied building on
67000 sq. meter of land. 82% of its share belongs to group and the remaining 18% belong to
the Bangladeshi companies and various individuals. ("GlaxoSmithKline, Bangladesh," n.d.)

1.4.1 Mission, Vision, Strategy


Mission
Its global quest is to improve the quality of human life by enabling people do more, feel
better, and live longer.
Strategy
GSK lays down its strategies with the intention of being the Indisputable leader in the
pharmaceutical sector. Indisputable in the sense of quality of the product, price, attainment of
administrative operational excellence, selling and distribution network, more precisely in
every sphere of its activities. ("GlaxoSmithKline, Bangladesh," n.d.)
Our strategic intent states our business goal - They want to become the indisputable leader
in their industry.

Spirit
Our company spirit describes how we need to behave if we are to achieve our goal They
undertake their quest with the enthusiasm of entrepreneurs, excited by the constant search for
innovation. They value performance achieved with integrity. They will attain success as a
world class global leader with each and every one of their people contributing with passion
and unmatched sense of urgency. ("GlaxoSmithKline, Bangladesh," n.d.)

1.5 SWOT ANALYSIS OF GSK BANGLADESH


SWOT is the short form for Strengths, Weaknesses, Opportunities and Threats. It is an
analytical
Construction to help summarize in a quick and concise way the risk and opportunities for any
Corporation across the value chain.
9 |Page

A good SWOT should consider both internal and external factors that influence the
organizational operations.
Factors pertaining to the internal environment of the company. These are usually
Expressed as Strengths (S) or Weaknesses (W)
Factors that pertaining to the external environment of the company. These are expressed as
Opportunities (O) or Threats (T).

1.5.1 Strength

GSK is considered as world's one of the leading pharmaceutical companies because of


its performance.
Efficient, capable and honest workforce in the office as I saw.
GSK has intense demand of their product nationally and internationally which helps
them to inflate their business.
Considerable financial resources to grow the business in our country as well as other
countries as I saw in their financial report.
Proprietary technology and importance patents because they have a strong IT
Department.
Ability to take advantage of economies of scale because they are the one of the
leading pharmaceutical companies.
Better product quality relative to rivals in their all SKU as I saw in their QVR.
Goodwill of the company in our country.
Follows Good Manufacturing Practice in every steps.

1.5.2 Weakness
Manual based internal control system as they have done all the report as manually
rather than using a software.
Underutilized plant capacity
Higher unit cost relative to key competitors in all SKU.
Group compliance due to group policy the company has to import raw materials form
UK rather from neighbor countries (other than those which are produces locally)
resulting in higher cost of production.
Lack of variety in products
Low pack size
Lack of sufficient promotional effort as they use intermediaries for give an
advertisement.

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GSK has weaker distribution network and sales force are relatively low compare to
competitors.

1.5.3 Opportunity
GSK as a multinational company has opportunity for expand its investment and has
potential growth in Bangladeshi market.
Expanding the companys product line to meet a broader range of customer reeds.
Target and acquire an untapped marketing for vaccines
Market is significantly large and growing
Proper utilization of vaccines may result in higher profit.
Availability of natural resources is the most lucrative opportunity for GSK to work
with Bangladesh.
In Bangladesh, GSK can get labors at a very cheap cost.
High confidence brand name and quality

1.5.4 Threats
Adverse shifts in foreign exchange rates and trade policies of government
Aggressive movement of rivals
Slowdown in market growth
Growing bargaining power of the end consumers, thus high priced medicine are
inconvenient for them
Costly new regulatory requirements
Competitors lower prices
Increasing threats from local competitors.

1.6 OBJECTIVE OF THE REPORT


The main objectives of this report were1. To understand the real life work of GlaxoSmithKline in Finance department.
2. To learn how to do work practically from the knowledge gained so far as a business
student

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My objective behind doing this internee is to fulfill my internship requirement and gather
knowledge.

1.7 SIGNIFICANCE OF THE REPORT


This report based on Pharmaceutical Company. After reading this report, people can gain
insight into the role of distribution channels, understand the methods used in organizing
channels, comprehend the elements of channel strategy, understand the tasks assigned to
various channel institutions verification of distribution invoice, and understand the
pharmaceutical market and its products category. Besides this, people can learn how to do
work practically from the knowledge gained so far as a business student.

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Chapter-2

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2 LITERATURE REVIEW
2.1 DISTRIBUTION CHANNEL
Distribution Channel is the path through which goods and services travel from the vendor to
the consumer or payments for those products travel from the consumer to the vendor. A
distribution channel can be as short as a direct transaction from the vendor to the consumer,
or may include several interconnected intermediaries along the way such as wholesalers,
distributers, agents and retailers. Each intermediary receives the item at one pricing point and
movies it to the next higher pricing point until it reaches the final buyer. ("What is
distribution channel? definition and meaning," n.d., p. xx)

2.2 TYPES OF DISTRIBUTION CHANNEL


Goods can be distributed on the basis of two main types of channels.

2.2.1 On the Basis of Transportation and Logistical Consideration


2.2.1.1 Business-to-Business (B2B) Distribution
Business-to-Business (B2B) distribution occurs between a producer and industrial users of
raw materials needed for the manufacture of finished products.

2.2.1.2 Business-to-Customer (B2C) Distribution


Business-to-Customer (B2C) distribution occurs between the producer and the final user.
B2B and B2C companies can sell through a single distribution channel or through multiple
channels that may include:
Wholesaler/Distributor
Direct/Internet
Direct/Catalog
Direct/Sales Team

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Value-Added Reseller (VAR)


Consultant
Dealer
Retail
Sales Agent/Manufacturers Rep

2.2.2 On the Basis of Marketing


There are two primary channels which are direct and indirect, but there are different subchannels within those categories.

2.2.2.1 Direct Channel


Direct Channel means the vendor of a product or service sells directly to the customer. The
vendor may maintain its own sales force to close deals with clients or sell its products or
services through an e- commerce website. The direct sales approach requires vendors to take
on the expense of hiring and training a sales team or building and hosting an e-commerce
operation.

2.2.2.2 Indirect Channel


A marketing channel where intermediaries such as wholesalers and retailers are utilized to
make a product available to the customer is called an indirect channel.
When a manufacturer gets the help of one or more middlemen to move goods from the
production place to the place of consumption, the distribution channel is called indirect
channel.
The most indirect channel we can use (Producer/manufacturer > agent > wholesaler > retailer
> consumer) is used when there are many small manufacturers and many small retailers and
an agent is used to help coordinate a large supply of the product.

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Figure 2.1: Types of Distribution Channel

Following are the sub channels of it

2.2.2.3 Single-Tier Distribution Channel


In this method an intermediary is used. Here a manufacturer sells the goods directly to the
retailer instead of selling it to agents or wholesalers. This method is used for expensive
watches and other like products. This method is also useful for selling FMCG (Fast Moving
Consumer Goods).

2.2.2.4 The Two-Tier Distribution Channel


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In this method a manufacturer sells the material to a wholesaler, the wholesaler to the retailer
and then the retailer to the consumer. Here, the wholesaler after purchasing the material in
large quantity from the manufacturer sells it in small quantity to the retailer.
Then the retailers make the products available to the consumers. This medium is mainly used
to sell soap, tea, salt, cigarette, sugar, ghee etc. This channel is more clarified in the above
diagram.

2.2.2.5 Three-Tier Distribution Channel


Under this one more level is added to Two Level Channel in the form of agent. An agent
facilitates to reduce the distance between the manufacturer and the wholesaler. Some big
companies who cannot directly contact the wholesaler, they take the help of agents. Such
companies appoint their agents in every region and sell the material to them.
Then the agents sell the material to the wholesalers, the wholesaler to the retailer and in the
end the retailer sells the material to the consumers.

2.3 DISTRIBUTION CHANNEL OF PHARMACEUTICAL


COMPANY
At a time when the need to differentiate products beyond purely clinical arguments is greater
than ever and the risks of failure are high, no stone can be left unturned. Channel strategy is a
means by which some key elements of the overall marketing strategy can be deployed
properly.

2.3.1 What do we mean by Channel?


In pharma, 'channel' is often used broadly to signify the routes to communicate with
customers. A more accurate definition includes the management of three key components:
1. The logistics to deliver products and services to the customer; including the channels
through which the company sells and delivers products
2. The design of value-added services that augment the product (patient compliance,
diagnostics)
3. Information flow through the channel, both inwards and outwards (how you gather
sales data, but also the route through which patient-related data might be gathered).

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A channel strategy is a systematic, well-thought-through and integrated approach to these


elements, considering channel components as a whole, and thinking through how they link to
achieve an end goal.
In many companies, individual teams plan and organize channel activities but with a tactical
focus, in isolation of overall brand goals and other tactics. ("What is distribution channel? Definition from WhatIs.com," n.d.)

Make no mistake; this is not always an easy area. If it were, every pharma company would be
fighting and competing here. The good news is that for those companies able and willing to
develop their capabilities and plans, channel strategy could be a 'stone unturned' in the battle
to win customer loyalty.
Table 2.1: Types of Channel and Description

Supply or Service
Description and Features Relevant
Channel

Wholesaler

Company sells to wholesaler at set price/fixed discount. Wholesaler


sells to its customers in market on their terms. Little scope for
company to decide end customer choice. No onward visibility or
ownership of data except via third-party data providers. Products can
be sold to hospitals, retail pharmacy. Wholesalers tend not to offer
added services for manufacturers.

Company sells and delivers to hospitals directly. Obtains higher data


Direct to
visibility and can manage pricing on individual products. Company
Hospital/Pharmacy
bears logistics costs and can also decide which customers to sell.

Bespoke agreement between a company and a chosen supplier.


Specialty Supplier Services can include logistics, delivery to hospital, patients services
and defined data reports.

Direct to Patient

Supply typically involves the company selling to an intermediary (eg,


hospital or home delivery pharmacy), which in turn dispenses and
delivers to the end-user at home. Although often cold-chain, this is
now more often used for ambient products and devices, since this

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route provides good inventory control.

Homecare

Sponsorship of activity directly interfacing with the patient, this may


include nurse support to help patients with home administration of IV
drugs. Can be coupled with home delivery of medicines/devices.

Mail Order

Independent pharmacy, supplied either via wholesaler or direct from


manufacturer, but dispensing medicines directly to patient via
dedicated website and mail delivery. May involve contract with
manufacturer on specific product initiatives.

Operated completely separately to product supply/logistics.


Patient Support Companies can sponsor a range of patient support programs directly
Program Suppliers (ego, telephone helplines supporting compliance), through which
information can be reported back to the company.
("Distribution Channels in Marketing: Definition, Types & Examples - Video & Lesson
Transcript | Study.com," n.d.)

Figure 2.2: Meaning of Channel

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2.4 DISTRIBUTION CHANNEL OF GSK


GSK BD sells all their products to their distributors and all distributors sell products to a
large numbers of retailers. Then all the retailers sell the products to different store or
departmental store. They sell goods to the final customers. If any products are defective, then
all customers back it to its previous persons.

Figure 2.3: Distribution Channel of GSK

Retailers
Retailers
Distributor
-1
GSK BD
Ltd.

Distributor
-2

Distributor
-3

Retailers
Retailers
Retailers
Retailers

Retailers

Retailers

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2.5 DISTRIBUTOR CLAIM/ PAYMENT PROCESS


A bill back is the process of a manufacturer validating claims for compensation from one of
its channel partners. One main example is the amount paid by a manufacturer or vendor to a
distributor for the difference between the distributors initial acquisition price and the actual
agreed upon price for products/services sold to a specific end customer or partner. Another
example is a claim for performed activities, such as a marketing event or sales to an end
customer.

Figure 2.41: Distributor Payment Process

2.5.1 Definition
Claims can be used to recover costs from vendors, to record deductions when the distributor
short pays an invoice with the claim, and consequently to resolve disputes when
reconciliation takes place. Marketing program claims can be submitted before or after
payment.

2.5.2 Purpose
Consumer product manufacturers engage in contracts with distributors to offer special or
discounted pricing to specific end customers or end customer groups (retailers, operators).
This special pricing creates bigger market share, product recognition, and customer loyalty
for both the manufacturer and the distributer.
Since distributors do not normally procure special stock or inventory for specific end
customers and because they must provide documented proof to the manufacturer that they
actually sold the product to an end customer that qualified for the discount, the distributor

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ends up selling the product at or below their normal acquisition price and must then file a
claim with the manufacturer to recoup the money for the difference.
The Bill back application enables manufacturers to execute the claim process efficiently and
comprehensively.
The bill back lifecycle is initiated when two parties, typically a manufacturer and distributor,
enter into an agreement for advertisement in a marketing event, markdowns, or for end
customer contract pricing. When the distributor submits a claim for cost recoveries, it must be
recorded in the manufacturer's ERP system. The bill back lifecycle takes the perspective of
the manufacturers receipt and processing the distributors claim(s).
A claim can be received in a flat file such as an Excel spreadsheet or text file, directly on the
manufacturers website, through electronic data interchange (EDI), fax, email, or
phone. When the claim is submitted using a flat file, fax, email, or phone, the claim must be
entered in the manufacturers system.
Although this help documentation often refers to the partners involved in a claim as a
manufacturer and distributor, the partners may also be known by other names such as a
vendor and wholesaler.
A claim can be transmitted in the following ways:

2.5.3 Excel Spreadsheet or Text File


When a distributor submits a claim as a spreadsheet or text file, the file can be uploaded to
the ERP system using the Upload Claim transaction (/IRM/GCRUPL) or the Claim
Workbench transaction (/IRM/GCRM). The Upload Claim transaction can use a configured
document template to create the claim documents from the uploaded data or can be used
manually to dynamically create the claim document.

2.5.4 Manufacturings Website


The distributor can submit a claim using the manufacturers website by entering all the
information online. After the claim is entered, the distributor may also use the website to
review the status of the submitted claim.

2.5.5 Electronic Data Interchange (EDI) / IDoc


If the distributor and manufacturer are using different computer systems, the distributor can
submit a claim using EDI to create a claim in the ERP system. If both the distributor and
manufacturer use SAP, the claim can be submitted using an IDoc type.

2.5.6 Fax, Email or Phone

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If the distributor faxes the claim, then the claim must be created manually by entering all the
information in the Claim Workbench transaction (/IRM/GCRM).
Once a claim is created in the system, the claim is checked to ensure the authenticity of the
submitted data. If the claim contains errors or an invalid material, a rejection reason should
be entered on the corresponding line item(s) before the claim is posted. A posted claim is
eligible to be used as a source document for bill back document creation. The claim is further
validated to ensure that the claim amounts are correct, and within or outside a configured
tolerance. A bill back document is then created using the claim as a source document, and the
bill back document is accrued and settled in order to credit the distributor for the submitted
claim.

2.5.7 Claim Packages


If a claim contains so many line items that processing time is slowed, the claim can be
divided into a parent claim and a series of packages (child claims). The parent claim is the
source document used to create the IP document.
In configuration of the claim type, activate packages and set the package size. The package
size is configured to specify the number of line items that will appear in each package. For
example, a claim with 50,000 lines on it can be broken up into packages containing 5,000
lines on each. In the Parameters transaction (Customer: /IRM/IPBBCSP or Vendor:
/IRM/IPBBVSP), select the Settle by Source Document checkbox to ensure that all packages
are settled on the same settlement document. Settlement transaction selection must select all
child claims. Packages can accrue separately and can settle separately. A claim package can
only be created with EDI or the Upload Claim transaction (/IRM/GCRUPL). The parent
claim contains header information only. Line items are added to the packages, which are
listed in the Package tab of the parent claim. The Package tab only appears on claims that
contain packages. Click a package number to view its details in the item grid.
Whenever claims are searched by either the parent claim or the child claims, only the parent
claim appears in the results.

2.5.8 Claim Resubmission


The resubmission of a claim may be necessary when a previously denied or short-paid claim
is returned by the distributor back to the manufacturer. The manufacturer may then choose to
payout additional amounts while referencing the original claim.
Lines for resubmission must be highlighted using the original claim. Resubmission creates a
new claim that contains only the line items being resubmitted, and uses a pre-delivered
formula to calculate changed line item values. The new claim references the original claim
and determines the already settled amount on the line item.

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Resubmissions also may be created manually, from a file that includes line item detail, from a
file with header and line item detail, from an IDoc, or using Automated Document
Maintenance (ADM).

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Chapter-3

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3 VALIDATION OF DISTRIBUTION INVOICE


3.1 HOW THIS FUNCTION IS CONDUCTED

3.1.1 Step 1
First of all, separate all the files into their categories or branches. Then we Cheek all the files
whether the file is correct or not.

3.1.2 Step 2
We inputs all the files in the Excel Spreadsheets and give a code for every file.

3.1.3 Step 3
The upper class employee analysis all the files and keep record in their laptop.

3.2 WHO CONDUCES THIS FUNCTION


Finance department controls the finance works. The Pharmaceutics department controls the
pharmaceutics works. The audit department audits all the files. The accounting department
prepared the annual report. AS a Finance Department, first I cheek the following bills. Then I
send them to my upper supervisor. If I get any wrong information or any mismatches from
the Top Sheet to all the supportings Sheets, then I must give a sticky in the top sheets. Then
my upper supervisor again cheek the bills whether the bills is corrects or not. After checking
all the bills, he sends the bills to my Manager. He send the bills to the Head of Finance.
Sometimes my Supervisor calls the people who send the file to us and correct the file if
possible.

Figure 3.1: Transparence of Files


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All the
Files

Manager

Finance
Officer

Intern

I Cheek the following Bills1. CM Salary


2. DSR Incentive
3. RSR/RSA Salary
4. SDR
5. Display
6. Trade Scheme
7. PD Bill
8. Joint Business Plan
9. Gondola Rent
10. Additional Margin
11. Indian Combat
Besides this, I have to cheek and handle the following thinks Updating and analyzing the reliability of stock destruction reports and Qualitative
variance report sent from different parts of the countries.
Also handled other tasks as well like updating the financial cost various Schemes
consists of
Trade Scheme
PD Bill
Institutional promotion
Incentives
Advertising & Promotion.
I also handled the Purchase Order (PO) Tracker & checking relevant supporting
documents.
I also handled checking transparency of VAT and media related documents with
supporting documents provided.
I also handled Pipeline Analysis
Different Bills Photocopy
Cheek Indian Combat Bills

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3.2.1 Resources
Key resources is the most important assets needed to make a business work. Every business
requires them and it is only through them that companies generate value propositions and
revenues. These resources are following

Financial Resources
Human Resources
Physical Resources
Information Technology

EDUCATIL RESOURCES

3.3 LEARNING
I cheek different bills and find out whether the VAT Chalan Form are attested or not, relevant
documents are correct or not. If I found any wrong then I have to give streaky in the front
page of the document. Besides this, the major job task I handled was Updating and analyzing the reliability of stock destruction reports and Qualitative
variance report sent from different parts of the countries.
Also handled other tasks as well like updating the financial cost various Schemes.
I also handled the Purchase Order (PO) Tracker & checking relevant supporting
documents.
I also handled checking transparency of VAT and media related documents with
supporting documents provided.
I also handled Pipeline Analysis
Different Bills Photocopy
Cheek & update Indian Combat Bills

Table 3.1: Types of GSK Products

GSK BD
Ltd.

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Cx

Rx

Consumer Healthcare
Products

Pharmaceutical & Vaccine


Products

GSK have two types of products. One is Cx (Cx means Consumer Healthcare Department)
and another is Rx (Rx means Pharmaceutical & Vaccine Products).

Table 3.2: Consumer Healthcare Products Category

Cx

Health Foods
Oral Health
Instant Power
Drinks
Care
Drinks

Foods

Cx belongs four types of products like Health Foods Drinks (HFD), Instant Power Drinks
(IPD), Foods and Oral Health Care (OHC).

3.3.1 SDR/ QVR


SDR means Stock Destruction report. The SDR is a document prepared by the GSK BD Ltd.
field force to record goods to transit breakage, expiry of self-life or have been spoiled due to

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damage. I cheek whether the products are expired or not, amount calculation and update the
report. QVR means Quality Variant Report. This is also same as SDR.

3.3.2 Purchase Order (PO) Tracker


A purchase order (PO) Tracker is a commercial document and first official offer issued by a
buyer to a seller, indicating types, quantities, and agreed prices for products or services. It is
used to control the purchasing of products and services from external suppliers. Acceptance
of a purchase order by a seller forms a contract between the buyer and seller, and no contract
exists until the purchase order is accepted.

3.3.3 Pipeline Analysis


Pipeline Analysis is a closing Stock database. This understood the design mechanism of
closing Stock database which helps managers to know how much closing stock have in the
company. I learnt about different SKU based closing Stock and Vlookup formula.

3.3.4 Indian Combat Database


Indian Combat is a document which contains the wholesale and retail claim. I analyzed the
nature and patterns of wholesale and retail claims and identified the key information to
include in the database. I compared the monthly sales target and actual sales and checked
whether the appropriate percentage of discounts were claimed or not.
Being in a department of Finance, it is hard to talk about the numbers or the reasoning I have
gone through. Plus, mostly these are company information which should be kept confidential
as per their organization compliance.
From my point of view, the minimum requirement for any Accounting and Finance intern
should be an excellent in Microsoft Excel. It is not only the calculations but the formulas as
well. In this age, we are still taught to do financial calculation manually; whereas it could be
done on Excel quite easily. However, for accounting and finance major, it is necessary to
know the financial terms along with a key business terms which is another essential as an
intern. Last important factor, I required was critical analysis and working under pressure;
which was very well executed by me due to the training I got it during my days in UIU as a
student.

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Chapter-4

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4 ORGANIZATIONAL EXPERIENCE
4.1 INTERACTIONS WITH THE SUPERVISOR AND THE
CO-WORKERS
Supervisor is a representation of the organization. Therefore, a good relationship between the
employee and the supervisor can present a good relationship between the company and the
employees, so that employees feel attached to the organization and want to be involved in the
organization.
I have a good relationship with my supervisor and Finance officer. They help me a lot. If I
have a problem, they solve it and gives directions.

4.2 DIFFICULTIES FACED AND MEASURES TAKEN TO


SOLVE THEM
There were certain difficulties I faced. Firstly my work was confidential and I wasnt allowed
to talk about it except my supervisor and some finance people. So, there is nothing much to
write about the issues I faced. But, I definitely had some difficulties.
Firstly, I knew the basics of Microsoft Excel only and some formulas only. Dealing with
advanced formulas was a challenge.
The second difficulty I faced was completing my work in given time. Normally GSK
received their trade schemes, bills, VAT and media related documents in the middle of every
month and we have to update, check and return them to other finance department within 10
days so these is another challenge I have face.
Thirdly adapting to their work culture and completes my work just in time. The surrounding,
the unknown faces made me uncomfortable for quite a time. Plus, it took me a while to
understand the norms of the organization.

4.3 DIFFERENCE BETWEEN MY EXPECTATIONS AND


MY EXPERIENCE
My views for the organization definitely changed from the time I joined and in a good way.
When I first joined, I viewed the organization as an unwelcoming one for an intern with
people being busy among them. However, once I fit in, my views for the organization
changed to a welcoming and friendly place to work for.

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4.4 INFLUENCE OF THE INTERNSHIP ON MY CAREER


PLANS
Transitioning from University to career can be intimidating. Many graduates struggle to
identify the right career path or find themselves getting lost in the competitive job market.
Employers increasingly hire students with internship experience over students who have
none.
These opportunities enable me to enrich my education with high-impact experiences and to
apply classroom lessons in professional settings. Internships polish my job search skills and
professional
abilities.
Fifty percent of the time, interns report that my professional experiences affirm my career
aspirations. However, learning what I dislike in a position, organization, or field is equally
valuable. So too is developing new skills, expanding my list of achievements, and building
relationships with professionals.
The more internship experience I have, the more qualified I will find myself for future
internships and jobs. Therefore, my internship will help me explore a wide variety of
opportunities and launch me into my future career.
If I excel in my position, I can expect to walk away with tangible work samples, positive
recommendations, and polished interpersonal skills. Perhaps I may even receive a job offer at
the conclusion of your internship.

4.5 THE THINGS I COULD HAVE DONE DIFFERENTLY


IF I HAD A CHANCE TO REDO THE INTERNSHIP
I never knew what to expect in real work life as an intern and whatever, I heard from others I
made it my own expectation. If I was to say whether it lived up to my expectation, I think I
got more than I expected. Before, I heard that interns are given petty tasks. So, I was
expecting for worst. But, the task I was given was valued, appreciated and most importantly, I
learnt from that experience.

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4.6 CONCLUSION

GlaxoSmithKline carries good branding image all over the world. Their brand building
strategies are more well defined then others. To enhance the market share maintaining and
market leadership, the company can focus on the above-mentioned issues. If the business can
utilize such propositions, then it is going to become an uncontended category in the most
diversified Consumer Healthcare of Bangladesh. The quality of product must be maintained
and promotional strategies must be modifying day by day.
Thats why GSKs values are not optional. In every decision they make, they must put their
patients and consumers first, act with integrity, treat people with respect and operate with
transparency. Throughout my analysis, I have realized that GSK is performing well, it is
financially solvents but there some threats which are increasing recently. If the risks or threats
can be handled properly then definitely GSK can survive successfully as like the previous
years. Affiliation report helps us to more efficient and more active to gather practical
knowledge it efficient for practical life.

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4.7

REFERENCES

1. About us | GSK. (n.d.). Retrieved from http://www.gsk.com/en-gb/about-us


2. Bangladesh Bank. Department of Off-site Supervision. (2010). Financial stability report.
Dhaka: Dept. of Printing and Publications, Bangladesh Bank.
3. Bangladesh. Silva Mantran. Metropolitan Chamber of Commerce and Industry, Dacca.
(1986). Industry in Bangladesh. Dhaka: Ministry of Industries, Govt. of Bangladesh.
4. Global Financial Stability Report, April 2016. (2016). doi:10.5089/9781513506777.082
5. IMF. Research Dept. (2013). World Economic Outlook, October 2013: Transition and
Tensions. World Economic Outlook. doi:10.5089/9781484329603.081
6. Langan, J. (2011). College writing skills with readings.
7. Blumberg, B., Cooper, D. R., & Schindler, P. S. (2005). Business research methods.
London: McGraw-Hill.
8. Cooper, D. R., & Schindler, P. S. (2005). Marketing research. Princeton, NJ: Recording
for the Blind & Dyslexic
9. Harmachi, A. R., & Fardaus, F. (2016, January 24). bdnews24.com
[Dhaka].
10. Javed, B., Meer, A. R., Nazir, S., Mirza, M., Jamal, F., Laghari, A. Spectrum Series.
(2012).
11. Types of Marketing Channels. (2016, May 26). Boundless [Dhaka].
Retrieved from
http:////www.boundless.com/marketing/textbooks/boundless-marketingtextbook/marketing-channels-11/marketing-channels-in-the-supplychain-76/types-of-marketing-channels-387-4051
12. Hassan, M. A., Akhter, S., & Shahjahan, M. (2010). Current populationbased public health workforces in Bangladesh. Bangladesh Medical
Research Council Bulletin, 35(3). doi:10.3329/bmrcb.v35i3.4082
13. Archer, S. H., & D'Ambrosio, C. A. (1983). The Theory of business
finance: A book of readings. New York: Macmillan.
14. What is distribution channel? Definition and meaning. (n.d.). In
BusinessDictionary.com. Retrieved from
http://www.businessdictionary.com/definition/distributionchannel.html#ixzz4HPyAMoUs
15. Distribution Channels in Marketing: Definition, Types & Examples Video & Lesson Transcript. (n.d.). In Study.com. Retrieved from
http://study.com/academy/lesson/distribution-channels-in-marketingdefinition-types-examples.html
16. WHO. (n.d.). In World Health Organization. Retrieved from
http://www.who.int/gho/en/
17. "Bangladesh world's 2nd most pro-free market country". (2014,
November 1). Dhaka Tribune.

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18. Bangladesh Home. (n.d.). In World Bank Group. Retrieved from


http://www.worldbank.org/en/country/bangladesh
19. Asia Pharma Expo (4th: 2009: Dhaka, Bangladesh). (2009). Asia Pharma Expo-2009,
Dhaka, Bangladesh: 22-24 January 2009, Bangladesh China Friendship Conference
Center: International Exhibition on Asian Pharma Industry. Dhaka: Bangladesh
Association of Pharmaceutical Industries.
20. Bangladesh. Parisam?khya?na Byuro. Capacity Building of BBS Project (Bangladesh).
(2009). Bangladesh standard industrial classification of all economic activities, 2009 =:
BSIC, 2009. Dhaka: Bangladesh Bureau of Statistics, Planning Division, Ministry of
Planning, Govt. of the People's Republic of Bangladesh.
21. Bangladesh. Parisam?khya?na Byuro. Statistics and Informatics Division, issuing body.
(2013). National strategy for the development of statistics (NSDS).
22. Bangladesh. Task Force on the Review of National Accounts of BBS. (2013). Report of
the Task Force on the Review of National Accounts of BBS. Dhaka: Bangladesh Bureau
of Statistics, Statistics Division, Ministry of Planning, Govt. of the People's Republic of
Bangladesh.
23. GlaxoSmithKline, Bangladesh. (n.d.). Retrieved from http://gsk.com.bd/
24. What are the Different Types of Channel of Distribution? (n.d.). In
YourArticleLibrary.com: The Next Generation Library. Retrieved from
http://www.yourarticlelibrary.com/production/what-are-the-different-types-of-channelof-distribution/1097/
25. Foreign direct investment. (2013). doi:10.1787/eco_surveys-grc2013-graph29-en

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5 APPENDICES
5.1 APPENDIX: WEEKLY JOURNAL
Weekly Journal No. 01
Name: Md. Saddam Gazi Joy
ID: 111 122 226
Work Week: Thursday May 12, 2016

Being a registered intern for summer 2016 I started my first day at GlaxoSmithKline
Bangladesh Limited (GSK) on the 12th May, 2016. I reported to the HR department on time
and one of the HR officers guided me to my internship supervisor at GSK Mr. Rajib Kumar
Saha, the Marketing and Trade Finance Manager of Finance Department. I was formally
introduced to Ms. Mamata M. Bashar and Nadim Khan, who worked in the Marketing and
Trade Finance Team. Ms. Mamata M. Bashar took me through the overview of the teams day
to day tasks and key responsibilities. She also explained the nature of my work that I would
be doing as an intern. I was also made aware of the office hours, code of conducts at GSK.

Work Done:
1. Checked the claims Files of Digital Cost for different brands
2. Checked the Google Edward and Facebook cost
3. Top Sheet cost exactly match with Supporting Sheets which comes from Facebook
and Google Edward

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Weekly Journal No. 02


Name: Saddam Gazi Joy
ID: 111 122 226
Work Week: Sunday, June 5, 2016 to Thursday June 9, 2016

During this week of my internship I was assigned to design a number of wholesale and retail
claims database. The aim of this task was to identify whether target sales had been achieved
by different distributors. Accordingly different discount and rewards were given.
Work Done:
4.
5.
6.
7.

Analyzed the nature and patterns of wholesale and retail claims


Identified the key information to include in the database
Compared the monthly sales target and actual sales
Checked whether the appropriate percentage of discounts were claimed

Learning and Achievements:


1. Understood the design mechanism of claims database which helps managers to track
and release different bills and claims.
2. Learnt about different discount and reward schemes based on the achievement of sales
target.
Observations:
In some cases distributors were given GSK products equivalent to their claimed discounts or
rewards. This was also included in the claims database. A separate database was created to
track the quarterly claims.

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Weekly Journal No. 03


Name: Md. Saddam Gazi Joy
ID: 111 122 226
Work Week: Sunday, June 5, 2016 to Thursday June 9, 2016

This week I work with Nadim Vhai and also cheek the different files as assigned me.
Work Done:
8. Checked the claims with respect to total claim values and supporting documents
9. Reported the discrepancies in terms of calculation errors, absence of authorized
signatures by designated officials and lack of supporting documents.
10. Cross-checked Preferred Dealers bills, Contract Merchandisers salary and
incentives, Purchase Schemes.
Learning and Achievements:
1. Learnt how to look for various accounting errors and reporting them
2. Kept attention to detail
3. Maintained specific time frame to meet deadline
Observations:
1. Internal financial control requires extensive monitoring and supervising efforts.
2. Each and every claim has to be supported by relevant vouchers, memos or any other
structured documents.
3. GSK has been following meticulous rules to establish checks and balance in trade
finance.

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Weekly Journal No. 04


Name: Md. Saddam Gazi Joy
ID: 111 122 226
Work Week: Sunday, June19, 2016 to Thursday June 23, 2016

During the second week of the month at GSK, I was introduced to Market Returns Database
of different consumer healthcare products such as Horlicks, Glaxose D, Sensodyne
Toothpaste and Toothbrush. This database is a crucial tool to track the expired products that
were returned from the retailers through their respective distributors. The key purpose of this
database is to prepare the Stock Destruction Report. It also helps identify whether any
unexpired product is returned and distributors charge higher claims.
Work Done:
11. Updated the Market Returns Database of Dhaka Metro 1, Dhaka Metro 2, Dhaka
Outer and Sylhet areas for the month of June, 2016.
12. Filtered data based on specific value of claims in order to check any higher Price to
Distributors occurred.
13. Checked whether any unexpired products were returned from the distributors

Learning and Achievements:


4. Learnt different patterns of codes which are used to identify different varieties of
products manufactured and marketed by GSK in consumer healthcare business unit.
5. Applied different Filtering in excel spreadsheet to verify market returns data accuracy.
Observations:
Preparing and updating Stock Destruction Report makes me understand how monitor and
control mechanism works. It also helps tracking sales and returns trend.

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Weekly Journal No. 05


Name: Md. Saddam Gazi Joy
ID: 1130169030
Work Week: Sunday, June 26, 2016 to Thursday June 30, 2016

This was the last work week of the month and before the upcoming Eid vacation. Therefore I
was engaged mostly in final cross-checking and processing the claims from various
distributors of GSK.
Work Done:
14. Cross-checked the salary claims of MDOs with different vouchers and memos
15. Updated the IFRS Claim Tracker with respect to the claim values.
16. Checked the bills from a number of marketing communication agencies
17. Checked whether the VAT challans were attested with respective bills

Learning and Achievements:


3. Learnt that the salary claims of MDOs have to be supported with vouchers and
memos of expenses incurred during their sales visits
4. Learnt that claims above certain amounts require approval and supported by
authorization.
Observations:
At the end of the month there has to be coordination among different departments and teams
to settle and clear the bills. Suppliers, vendors and distributors are usually eager to get their
payment before the Eid vacations; therefore, the respective departments have to work in tight
schedule during this time. In the Marketing and Trade Finance Department of Consumer
Health Care Division at GSK we worked really hard to meet the deadlines and successfully
achieve them.
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Weekly Journal No. 06


Name: Md. Saddam Gazi Joy
ID: 111 122 226
Work Week: Sunday, July 3, 2016 to Thursday July 7, 2016
Notable Incident:
As this was the last week before Eid vacation the employees were in a festive mood despite
having deadlines to complete work assignments. The week ended with greeting each other.

During this week of my internship I was assigned to design a number of RSA/RSR/DSR/EID


Bonus and RSD Incentive claims database and HFD Gondola Bills. The aim of this task was
to identify whether the different distributor invoice will match with organix top sheets or not.
Accordingly different rewards were given.
Work Done:
18. Analyzed the total received
19. Identified the total claim amount
20. Checked DSRS Total Payout
Learning and Achievements:
5. Understood the design mechanism of claims database which helps managers to track
and release different bills and claims.
6. Learnt about different discount and reward schemes based on the achievement of sales
target.
Observations:
In some cases distributors were given GSK products equivalent to their claimed discounts or
rewards. This was also included in the claims database. A separate database was created to
track the quarterly claims.

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Weekly Journal No. 07


Name: Md. Saddam Gazi Joy
ID: 111 122 226
Work Week: Sunday, July 10, 2016 to Thursday July 14, 2016

During this week of my internship I was assigned to design a number of wholesale and retail
claims database. The aim of this task was to identify whether target sales had been achieved
by different distributors. Accordingly different discount and rewards were given.
Work Done:
21. Analyzed the nature and patterns of wholesale and retail claims
22. Identified the key information to include in the database
23. Compared the monthly sales target and actual sales
24. Checked whether the appropriate percentage of discounts were claimed
Learning and Achievements:
7. Understood the design mechanism of claims database which helps managers to track
and release different bills and claims.
8. Learnt about different discount and reward schemes based on the achievement of sales
target.
Observations:
In some cases distributors were given GSK products equivalent to their claimed discounts or
rewards. This was also included in the claims database. A separate database was created to
track the quarterly claims.

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Weekly Journal No. 08


Name: Md. Saddam Gazi Joy
ID: 111 122 226
Work Week: Sunday, July 17, 2016 to Thursday July 21, 2016
During this week of my internship I was assigned to use the vlookup formula. I cheek the
Pipeline Analysis. The aim of this task was to cheek whether the different distributor invoice
will match with the closing stock or not accordingly the SKU.
Work Done:
25. Cheek the closing Stock
26. Identified the total claim amount according to SKU
Learning and Achievements:
9. Understood the design mechanism of closing Stock database which helps managers to
know how much closing stock have in the company.
10. Learnt about different SKU based closing Stock and Vlookup formula.

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Weekly Journal No. 09


Md. Saddam Gazi Joy
ID: 111 122 226
Work Week: Sunday, July 24, 2016 to Thursday July 28, 2016

This was the 1st busy work week of the month after the Eid vacation. Therefore I was engaged
mostly in final cross-checking and processing the claims from various distributors of GSK.
This week, I cheek Modern Trade such as MT SR Incentive, TMO Eid Bonus, TMO Salary
Merchandising Tools, and SDR
Work Done:
27. Checked the salary claims of TMOs with different vouchers and memos
28. Updated the SDR Claim Tracker with respect to the claim values.
29. Checked the bills of Sales Statement Report from Mutual Foods Products Ltd.
30. Checked whether they were attested with respective bills
Learning and Achievements:
11. Learnt that the salary claims of TMOs have to be supported with vouchers and memos
of expenses incurred during their sales visits
12. Learnt that claims above certain amounts require approval and supported by
authorization.
Observations:
At the end of the month there has to be coordination among different departments and teams
to settle and clear the bills. Suppliers, vendors and distributors are usually eager to get their
payment; therefore, the respective departments have to work in tight schedule during this
time. In the Marketing and Trade Finance Department of Consumer Health Care Division at
GSK we worked really hard to meet the deadlines and successfully achieve them.

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