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UNILEVER SALES MANAGEMENT

REPORT

Submitted To:
Sir Kamran Qureshi

Submitted By:
Sabih Shahid
M Azeem Khan
M Umair Bawany
Rebeykah Welayat
Yusra Rahat

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DECLARATION

Muhammad Umair Bawany

Institute of Business Management (IoBM)
Karachi, Pakistan
Email: std_20948@iobm.edu.pk

Sabih Shahid
Institute of Business Management (IoBM)
Karachi, Pakistan
Email: std_23687@iobm.edu.pk

M Azeem Khan
Institute of Business Management (IoBM)
Karachi, Pakistan
Email: std_23537@iobm.edu..pk

Yusra Rahat
Institute of Business Management (IoBM)
Karachi, Pakistan
Email: std_23899@iobm.edu.pk

Rebeykah Welayat
Institute of Business Management (IoBM)
Karachi, Pakistan
Email: std_23800@iobm.edu..pk

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ACKNOWLEDGEMENT:
All thanks to Allah Subhan ohu Talha for bestowing the strength to begin the task
and resilience to end them. This research would not have been possible without
the help and input of various individuals. My foremost thanks go to Sir Kamran
Qureshi , who steered us all the way in our research to the right points, and most
importantly help us gather ourselves and shake off the dust at the difficult
junctures. We are again grateful to Sir Kamran Qureshi for his timely and always
much needed help. Our deepest gratitude to all for helping us to carry out this
journey.

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April 16, 2019

Sir Kamran Qureshi

Lecturer
Institute of Business Management

Subject: Letter of Transmittal

Dear Sir,
With due respect we, the students of MBA Regular Evening (3Y)
batch have reported on “the research based on Sales Management
process at Unilever” under the course “Sales Management”.

Though we are in learning curve, this report has enabled us to gain

insight of core fact of ‘the selling procedures in Multinationals’. It
has been a challenging and interesting experience. Thank you for
your supportive consideration for formulating an idea. Without
your inspiration this report would have been an incomplete one.

In last, I would be thankful once again if you please give your

judicious advice on effort.

Yours sincerely,
Sabih Shahid
M Azeem Khan
M Umair Bawany
Rebeykah Welayat
Yusra Rahat

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S.No Table of Contents Pg No

1 Executive Summary 6
2 Industry Background 8
3 Mission & Vision 10
4 About Unilever and its Competititon 11
5 Unilever PESTLE Analysis 12
6 Unilever Brands 14
7 Sales Hierarchy 16
8 Marketing & Sales Organization 17
9 Sales Planning Process 18
10 Forecasting Methods 18
11 Structural Division 18
12 Sales Process 18
13 Steps of Call 20
14 Channel Structure & Selling Methods 23
15 Territory Management 24
16 Sales Force Motivation 25
17 Training & Development 26
18 Area of Improvement 26
19 Conclusion 26

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EXECUTIVE SUMMMARY
The Unilever Pakistan Limited, formerly Lever Brothers Pakistan Limited was
established in Pakistan in 1948. The town of Rahim Yar Khan was the site chosen
for setting up a vegetable oil factory.The Company deals in multiple categories
which are:

1. Home Care
2. Food and Drink
3. Personal care

Unilever Pakistan deals in various brands including:

 Surf Excel
 Brookebond Supreme
 Clear
 CloseUp
 Comfort
 Cornetto
 Domex
 Dove
 Fair & Lovely
 Fruttare
 Glaxose-D
 Knorr

Dutch consumer giant Unilever has announced plans to invest $120 million to
expand its operations in Pakistan.
This report is about how UNILEVER Pakistan conducts its overall Sales
Operations of their different categories.

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They have proper setup for Sales Planning Process, Sales Forecasting methods,
Sales structure, Channel Structure, Territory Management, Training and
development of the employees.
Sales are made on the base on certain factors which are Customer relationships,
Previous ordering habits, Sales data analysis, customer pocket.
The DSRs are trained with respect to Product knowledge, technical skills,
competitor knowledge and competitor knowledge. Whether he/she is newly hired
or existing employee has to undergo training. For existing employees is conducted
at least once a year base the lacking factors identified. New hires are provided
training at the time of recruitment, orientation is given to them then they undergo
a training supervised by brand manager and training manager.

The Company also look after the motivation factor of sales teams by rewarding
them with the achievement of targets. The sales teams are offered paid foreign
trips and sent to conferences for enhancing their skills and ultimately leading to
overall better performance to their work.

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INDUSTRY BACKGROUND:
Surging demand for fast moving consumer goods (FMCG) in Pakistan is
attracting hundreds of millions of dollars of new investments. Expanding middle
class, particularly millennials with rising disposable incomes, is demanding
branded and packaged consumer goods ranging from personal and baby care
items to food and beverage products. (Rapid growth in sales of consumer products
and services is driving other sectors, including retail, e-commerce, paper and
packaging, advertising, media, sports and entertainment.) Planet Retail estimates
Pakistan's current retail market size at $152 billion. It is forecast to expand 8.2% a
year through 2016-2021 as average disposable income has doubled since 2010,
according to research group Euromonitor International as reported by Bloomberg
News.

New FMCG Investments:

Dutch consumer giant Unilever has announced plans to invest $120 million to
expand its operations in Pakistan. Turkish multinational Hayat Kimya has said it
will invest $150 million to manufacture consumer products in the country. Earlier
in 2016, Dutch dairy giant Friesland Company acquired 51 % of Karachi-based
Engro Foods Limited for $220 million. Pakistan's $152 billion retail market is the
fastest growing in the world, according to Euro monitor. Expanding middle class,
particularly millennials with rising disposable incomes, is demanding branded and
packaged consumer goods ranging from personal and baby care items to food and
beverage products. Strong demand for fast moving consumer goods is drawing
large new investments of hundreds of millions of dollars. Rapid growth in sales of
consumer products and services is driving other sectors, including retail, e-
commerce, paper and packaging, advertising, media, sports and entertainment.
Potential downsides of soaring consumption include increased amount of solid
waste and decline in domestic savings and investment rates.

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According to a report by analysts at Pakistan's Topline Securities that examined

25 consumer firms in various sectors, the 2012 sales of the FMCG firms increased
by 17% to Rs. 334 billion while profits grew by 40% to Rs. 24 billion. In the five
years between 2008 and 2012, sales of these companies showed a compounded
average growth rate (CAGR) of 18%, while profits grew at a CAGR of 20%.

COMPANY PROFILE:
The Unilever Pakistan Limited, formerly Lever Brothers Pakistan Limited was
established in Pakistan in 1948. The town of Rahim Yar Khan was the site chosen
for setting up a vegetable oil factory.

Subsidiaries of Unilever Pakistan Limited

 Lever Chemicals (Private) Limited (Dormant)

 Levers Associated Pakistan Trust (Private) Limited (Non-operational)
 Sadiq (Private) Limited (Non-operational)

Legal Advisors
UPL – Vellani and Vellani
UPFL – Muhammad Muzaffar
LCL (Lever Chemicals (Private) Limited) – Khawaja Mansoor (Vellani and
Vellani)

Auditors
Messers KPMG Taseer Hadi & Co.
Chartered Accountants
Sheikh Sultan Trust Building No. 2
Beaumont Road Karachi – 75530
Pakistan.

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MISSION:
Vitality is at the heart of everything we do. It's in our brands, our people and our
approach to business.

VISION:
Our vision is to grow our business, while decoupling our environmental footprint
from our growth and increasing our positive social impact.

Strategy
We’ve built a strategy to help us achieve our purpose of making sustainable living
commonplace.

Strategic Focus
To realize our vision we have invested in a long-term strategy of categories and
brands that deliver growth to the benefit of all stakeholders.

Business Model
Unilever believes profitable growth should also be responsible growth. That
approach lies at the heart of our business model, driven by sustainable living and
the USLP. It guides our approach to how we do business and how we meet the
growing consumer demand for brands that act responsibly in a world of finite
resources. Our business model begins with consumer insight that informs brand
innovation, often with partners in our supply chain, to create products we take to
market supported by marketing and advertising across a range of distribution
channels.

Sense of purpose
Our business has always been driven by a sense of purpose, a thread that connects
us to our founding companies and their social missions to improve health, hygiene
and livelihoods in their communities.

We continue to believe that business must make a positive contribution to

addressing the challenges the world faces and that this is the only way a business

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will succeed. In 2009, we launched The Compass – our strategy for sustainable
growth, setting out our determination to build a sustainable business for the long
term.

Sustainability targets
The Unilever Sustainable Living Plan, launched in 2010, laid the blueprint for
achieving this strategy. We continue to work towards the ambitious targets we
have set ourselves for halving our environmental impact, improving the health
and wellbeing of 1 billion people, and enhancing the livelihoods of millions.

We will grow our business by building on our strengths – combining our scale
and expertise with our understanding of consumers in diverse markets to continue
providing brands and services that people want and need. Our sustainable
business model is making a difference to millions of people’s lives and to our
environmental impact, and we will keep working to make these contributions
greater. We’re also already seeing evidence that it is strengthening our business
by helping to drive growth and trust, and reduce risk and cost.

ABOUT UNILEVER:
On any day, 2.5 billion people use Unilever products to look good, feel good and
get more out of life – giving us a unique opportunity to build a brighter future.

COMPETITION:

The main competitors of Uniliver are P&G, Nestle and Kraft.

Unilever believes in vigorous yet fair competition and supports the development
of appropriate competition laws. Unilever companies and employees will conduct
their operations in accordance with the principles of fair competition and all
applicable regulations.

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UNILEVER’S PESTLE ANALYSIS

Political Factors Affecting Unilever’s Business

The following political external factors are significant in Unilever’s consumer
goods business:
1. Political stability of most countries (opportunity)
2. Political issues in the European Union (threat)
3. Growing free trade relations (opportunity)

Economic Factors Important to Unilever

The following economic external factors are determinants of Unilever’s
performance in the consumer goods industry:
1. Increasing wages in developing countries (opportunity & threat)
2. High growth of developing countries (opportunity)
3. Economic stability of developed countries (opportunity)

Social/Sociocultural Factors Influencing Unilever’s Business

Environment
The sociocultural external factors significant in Unilever’s consumer goods
business are as follows:
1. Rising health consciousness (opportunity)
2. Rising environmentalist behaviors (opportunity)
3. Gradual dismantling of the gender divide (opportunity)

Technological Factors in Unilever’s Business

The following technological external factors are significant:
1. Rising business automation (opportunity & threat)
2. Rising R&D investments (threat)
3. Decreasing cost of transportation based on technological efficiencies
(opportunity & threat)

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Legal Factors Facing Unilever

Unilever must satisfy the issues based on the following legal external factors:
1. Increasing complexity of environmental regulations (opportunity)
2. Strengthening international patent laws (opportunity)
3. Strengthening consumer rights laws (opportunity)

Environmental Factors Affecting Unilever

The following ecological external factors significantly affect Unilever’s consumer
goods business:

1. Rising interest in business environmentalism (opportunity)

2. Increasing business efforts on sustainability (opportunity)
3. Increasing complexity of environmental programs (opportunity)

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BRANDS
We make some of the world’s best-known brands – all are on a journey to
reducing their environmental footprint and increasing their positive social impact.

 Brookebond Supreme
 Clear
 CloseUp
 Comfort
 Cornetto
 Domex
 Dove
 Fair & Lovely
 Fruttare
 Glaxose-D
 Knorr
 Surf Excel

THE UNILEVER SUSTAINABLE LIVING PLAN

 Health & hygiene

 Improving nutrition
 Greenhouse gases
 Water use
 Waste & packaging
 Sustainable sourcing
 Fairness in the workplace
 Opportunities for women
 Inclusive business

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SALES HIERARCHY

Sales Vice President

Sales Director
Unilever Team

Regional/Geography
Sales Manager

Geography
Excellence Manager

Area Manager

Territory Manager

Distribution Sales
Outsourced
Rep

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MARKETING & SALES ORGANIZATION

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SALES PLANNING PROCESS:

 Sales Vice President makes the big strategy and sets the numbers, for
example we have to achieve certain number this year or this quarter,
everything is compared with last year, if we have received 10 % growth
last year, the current year percentage of growth is set by SVP.
 Sales Director makes strategy with team and Geography Sales Manager.
Unilever has five geographies Faisalabad, Karachi, Islamabad, Peshawar
and Hyderabad. They decide percentage by brand, category and SKU.
Different SKU is given different targets and has its own market share.
For example, Sunsilk long & thick will have certain amount of volume.
Targets are set by volume.
 Geography sales manager then forward it to GEMs, GEMs forward it to
AMs and they forward it to TMs.
 On ground strategies are planned by Area managers & territory managers
(because they know their territory and customers well)
 DSR’s are outsourced but control guide and trained by Unilever
Imtiaz, Metro, Chaseup etc are direct lines, whereas shops are considered as
distributers or customers.

FORECASTING METHODS:
1. Higher Ups & Regional Manager discuss the forecasting, they sit with
AMs & TMs and decide on quantity based on last year
2. Sales planning is based on numbers only
3. Only HOD say about theory strategy but sales only follow numbers
4. Unilever has market Goodwill so customers are willing to buy. DSR just
need to pitch and make them available on shelves.

STRUCTURE DIVISION:

By Brand – There are a lot of brands and Unilever has Brand Manager for each
brand

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By Category

 Laundry – In laundry Surf Excel Is no 1, Sunlight is 2nd and Vim is 3rd

(Direct competition is Ariel & Unilever is leading with surf excel but max
is leading from Unilever vim)
 Food – In food custard is leading, noodles
 Refreshment – Supreme Lipton
 Skin Care – Ponds
 Hair - Sunsilk
Sales Vice President (SVP) set annual targets and then director and others decide
and distribute targets quarterly, monthly and weekly.

AM’s sets monthly targets. They set targets in tons, Volume & weightage. Targets
are measure in Volume.

RABTA

 RABTA was the project by Unilever, old call center to clarify doubts of all
products.
 To check counter fiats of product. (To identify me too products)
 Identity number is mentioned on each product and can be confirmed
through call.

SALES PROCESS:
1. DSRs visit shops daily or twice a day and have a good relationship with
him
2. Cost to sell: Only PR doesn’t work so Unilever pay certain amount for
positioning that’s why he will listen. First Unilever Goodwill then DSR
Relationship and finally cost to sell that makes it successful.
3. Cannot Dump:
 Branch down targets are decided so one cannot excel over limit
 There is also a software called IQCS who predicts sales/PO based on
parts received

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 DSR also check IQCS standard available on devices and on mobile

apps that what products shopkeeper purchase every month, weekly or
daily and the number of quantities.

1. Unilever manufactures
2. Sells it to distributor
3. Distributor has their sales force called DSR (distributor sales
representative)
4. IQ is software which is installed on their hand based devised based on
which they recommend retailers what should they buy based on their
buying history and season.

STEPS OF CALL:

1. Preparation Prior to Sales Call

i. Research the account prior to the call?
ii. Learn something about the person and their business before the meeting?
iii. Send an outline of the agenda to the client before the meeting?
iv. Have three value-added points prepared?
v. Bring all materials, brochures, contracts, etc.?
vi. Answer the three important pre-call questions:
A. What is the goal of the call?
B. What do I need to find out during the call?
C. What's the next step after the call?

2. Greeting and Introduction

i. Listen more than I spoke? (Ideally, spend 80 percent of your time

listening and only 20 percent talking.)
ii. Ask the customer about their business goals?
iii. Ask the customer what challenges they are facing?

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3. Surveying

i. Ask open-ended questions (who, what, where, when, why, how, how
much, tell me about it, describe for me)?
ii. Ask what risks they perceive?
iii. Ask how we can help solve their problems?
iv. Ask what they think about our company?
v. Ask how industry trends are affecting them?
vi. Ask "what if?" questions?
vii. Ask what they would like to see from a vendor and salesperson in the area
of support after the sale?
viii. Ask what their short-term and long-term goals are?
ix. Ask how I can become their most valued vendor?
x. Establish a specific follow-up schedule?
xi. Parrot the prospect to encourage him to expand, elaborate and go into
detail about each answer?

4. Handling Objections

i. Restate the objection to make sure we agreed (communication)?

ii. Answer the objection?
iii. Complete the six-step process?
 Listen
 Define
 Rephrase
 Isolate
 Present solution
 Close (or next step)

5. Presentation

i. Prioritize the prospect's needs?

ii. Talk about benefits to the customer?
iii. Use layman's terms?

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iv. Link the benefit to the prospect's needs?

v. Verify each need before moving on?
vi. Present myself, company and product in a positive light?
vii. Re-establish rapport?
viii. Ask if anything changed since our last meeting?
ix. Pre-commit the prospect?
x. Give a general overview of the product or service?
xi. Keep the presentation focused on the customer's needs?
xii. Involve the customer in the presentation?
xiii. Summarize the prospect's needs and how our product or service meets
those needs?

6. Closing

i. Get the customer to identify all possible problems that might be solved by
my product or service?
ii. Get the customer to identify the value of solving the identified problems?
iii. Get agreement that the proposed solution provides the values identified?
iv. Ask for the order?

7. Customer Maintenance

i. Establish a schedule for follow-up calls and customer visits

ii. Send thank you notes to lost accounts
iii. Ask what are three important things we can do as a vendor to keep our
relationship strong

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CHANNEL STRUCTURE:
Sales is divided into different channels

1. IMT – International Modern Trade – METRO / CARRREFORE

2. LMT – Local Modern Trade
3. Super Markets
4. Mohallah Kiryana
5. Cosmetic
6. Pharmacy

SELLING METHODS:
1. Spot Selling Method: is mostly done in rural areas and Unilever use a
selling method with the name of Guddi Baji. In this program Unilever
hires ladies of rural areas to sell in the native places. The reason for this
program is to promote women empowerment; ladies understand the
culture/language and people trust them. There was a rumor spread that
Unilever is a Jewish company and people from rural area were not
comfortable to buy Unilever product. This program helped us to overcome
this. Secondly there is no intermediary expense, no distribution Expense
involved. This program or method has been more economically beneficial
for us

2. Product Sales
3. Walls Carts
4. Rural Carts
5. Dead Area and Rural areas are covered by Guddi Baji. (local products like
lifebuoy and vim is more successful)
6. There is a program for Guddi baji every 6 months & visit door to door for
awareness.

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TERRITARY MANAGEMENT OF UNILEVER PAKISTAN

There are 7 territories in Pakistan which are divided on the geographical basis

Khi

Hyd Lhr

Unilever
Pak
Peshawar Isb

Multan Fsd

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KARACHI

Key
AREAS
Accounts

PECHS/KDA Gulshan
Carrefour METRO IMTIAZ DHA/Clifton Malir/Korangi
Scheme /Johar

These areas are distributed on the basis on distributors with every channel having
its own:

 Area Manager
 Territory Manager

SALES FORCE MOTIVATION:

1. TMs set meeting with DSRs every morning at 8:30 and give boost to start
up the day by motivational speech and appreciation for the work done.
2. Different awards are given to best performing geography. Such as a visit
to Thailand or Dubai etc.
3. Every or alternate year there is a three days’ sales conference, where sales
community from all Pakistan gather under one platform and there is some
entertainment for them too.
4. There were no Saturday offs before but now alternate Saturdays are off
5. No late sitting but in exceptional case.

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TRAINING & DEVELOPMENT:

1. All alternate year customer development Dept train sales staff in LUMS
2. We have separate specialized sales team training Dep. With the name of
Sales Capability Department.
3. Lagan Program: DSR continuously gets training and some capable DSRs
also get hired by Unilever as TMs through proper scoring and evaluation.

AREA OF IMPROVEMENT:
1. Improvement in sales
2. Ways of working can improve
3. Office standards can improve
4. Market GAAP: consumer education is a challenge for Unilever (hand
wash concept, conditioner, body wash). Majority revenue is generated
from semi Urban Areas so it’s challenging to educate them, reach them,
educate them about mushroom brands and counter field
5. You cannot stay to one role more than 20 months to utilize other expertise
too and they get cross functional experience and get the holistic picture of
Unilever.

CONCLUSION:
Though it can be seen that Unilever is one of the top most Multinational Company
that has excellent sales management processed which has been benefitting the
company from a decade.

UNILEVER PAKISTAN