This document provides an overview of ITC Limited, an Indian conglomerate company. It discusses ITC's business divisions, vision, mission and diversified product categories. It then outlines the objectives and problems in ITC's sales and distribution management. Specifically, it notes a lack of training for distributors' salesmen and inefficient sales strategies have led to issues like poor product recall and low motivation among sales staff. The document further details ITC's sales hierarchy, recruitment process, training programs, compensation structure and performance evaluations. It maps out ITC's distribution channels and provides recommendations to improve sales management, such as enhancing training and incentivizing adding new outlets.
Distribution & Channel Management, Promotion Decisions OF ITC LimitedReyaz Jafar
ITC Limited or ITC is an Indian conglomerate headquartered in Kolkata, West Bengal. Its diversified business includes five segments: Fast-Moving Consumer Goods, Hotels, Paperboard & Packaging, Agri Business & Information Technology.
In this presentation it is describe their promotion strategy and distribution and channel management system,how ITC Ltd. work with.
Distribution & Channel Management, Promotion Decisions OF ITC LimitedReyaz Jafar
ITC Limited or ITC is an Indian conglomerate headquartered in Kolkata, West Bengal. Its diversified business includes five segments: Fast-Moving Consumer Goods, Hotels, Paperboard & Packaging, Agri Business & Information Technology.
In this presentation it is describe their promotion strategy and distribution and channel management system,how ITC Ltd. work with.
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
2. Company Profile:
ITC was established on August 24, 1910
Indian public conglomerate company headquartered in Kolkata,
West Bengal, India
ITC's gross revenue for FY2013 stood at Rs. 43044 crores and
market capitalization of Rs. 244245 crores
The company is currently headed by Yogesh Chander Deveshwar
(Chairman)
It employs over 25,959 people (as on 31st March 2013) at more
than 60 locations across India.
Among India's Most Valuable Companies by Business Today.
2
3. About ITC Ltd. (Contd.)
Vision
• Sustain ITC’s position as one
of India’s most valuable
corporations through world-
class performance, creating
growing value for the Indian
economy and the
Company’s stakeholders
Mission
• To enhance the wealth
generating capability of the
enterprise in a globalising
environment, delivering
superior and sustainable
stakeholder value
3
4. About ITC Ltd. (Contd.)
FMCG
Hotels
Agri-
Business
Packaging
Paper
Boards
IT
Diversified Product Categories:
4
6. Problem Statement
Causes:
– Lack of proper training to distributor’s salesmen.
– Poor Infrastructural support (TPS software not updated on regular
basis).
– Inefficient sales strategy (territory allotted to salesmen doesn’t
consider sales potential of region).
Effect:
– Problem of product recall by salesmen.
– More focus on sales target rather than business expansion. (Salesman
focuses more on large outlets which purchases in large volume).
– Poor level of motivation among sales staff.
6
8. Background
Sales Management means “the planning, direction, and control
of personal selling including recruiting, selecting, equipping,
assigning, routing, supervising, paying and motivating as
these tasks apply to personal salesforce”. – American
Marketing Association
• The objectives of sales management are sales volume,
contribution to profit and continuing growth.
“We … recognize that selling only works when everything is
right for the customer—when we deliver value.”
– Rick Makos (President, NCR-Canada)
8
9. Strength
Strong brand recognition
Experienced Management
Diversified Product Portfolio
Well established distribution network
Weakness
Dependence on tobacco revenues
Negative Connection of Tobacco
Low export levels
Opportunity
Low per capita consumption of personal
care products
Untapped rural market
Collaboration with foreign players
e-retailing
Threat
Competition both Domestic &
International
Ban on smoking
Competition from unbranded products
High competition from established
companies
SWOT Analysis
9
10. Presence of ITC Ltd..
NORTH
Division
EAST
Division
SOUTH
Division
WEST
Division
10
11. Sales Hierarchy of ITC
Sales Trainee
Area Executive
Area Manager
Assistant Manager
Branch Manager
Regional Branch Manager
Division Manager
11
12. Recruitment
• Assistant under Training (AUT)Top B- Schools
• Sales Trainee
Other
B- schools
• Lateral Recruitment (for the
post of AE) by BM and HRM
Employee
References and
Consultancy
12
13. Level 5
Quality of hire
Level 4
Level 3
Level 2
Recruitment (Contd.)
Written Test - 3 sections. Total of 55
questions. Numerical - 15, Analytical
- 20, Verbal - 20 questions.
Group Discussions / Business Plan
Competition
Interview round 1st Round
Level 1
CV Short listing
Interview round 2
13
16. Training and Development
(Contd.)
Process
Training
Through NIS
New Sales
Personnel
On Job Training
Distributor’s Sales
Person &
Supervisor
Top distributors
3 Salesman are
selected
New Entrant
(S. Trainee & AUT)
Duration: 3
days
On Job Training:
16
18. Branch Manager
recommends AE and AM
for training
Location: Head Office
Duration: 6 Days
Training and Development
(Contd.)
Competency Training:
18
19. Compensation (Contd.)
Position CTC (in Rs. Lakhs
annually)
Variable
Branch Manager 18 - 20 20% of CTC
Assistant Manager 12 - 14 20% of CTC
Area Manager 8 - 8.5 20% 0f CTC
Area Executive 5.5 - 6.5 20% of CTC
Sales Trainee 2.5 - 2.6 20% of CTC
Variable salary is decided on the basis of performance and
target met by sales personnel
19
20. Performance evaluation of sales
personnel
• Monthly Sales Target
• Visibility Target
Monthly
Target
• Sales Volume for each
product category
• Market share growth rate
Performance
of the
branch
20
23. WD employees: Recruitment
and Compensation
• Their fixed salary is paid by the distributor but
is reimbursed by the company.
• The variable salary of salesmen is decided on
his meeting of sales target.
Recruitment:
The salespersons of distributors are appointed
by the distributor himself in consultation with
ITC officials
Compensation:
23
24. Salesmen Evaluation and Compensation
• The compensation received by salesmen
depends upon the target achieved by them
• Targets under consideration:
1. Monthly sales target
2. Product wise sales target
3. Category wise
WD employees: Recruitment
and Compensation
24
25. Control mechanism:
• The performance and work of WD employees is evaluated by
company’s officials weekly.
• Their daily sales order is monitored by Area Executive.
• The salesmen is given a geographical territory which doesn’t
consider sales potential.
• Salesmen has to cover 30 outlets each day.
• They are given a beat plan for each day.
• If a WD employee is not performing then the company can
sack him.
WD employees: Recruitment and
Compensation
25
26. Role of Salesmen:
• Prospecting- Searching for new outlets
• Targeting- Visiting potential outlets
• Communicating- Informing about products and offers
• An order taker- As per requirement in retail and
convenience outlet
• Selling to retailers and convenience outlet
• Servicing- Removal of damaged/expired(DND)products
• Information gathering- About needs/ preferences of
customers
• Allocating- Fixed time to each outlets
• Cash collection
WD employees: Recruitment and
Compensation
26
32. Effective Working of Channel
Members
32
Performance is measured on
following broad parameters:
Distribution Health
(Outlet coverage,
availability, visibility
levels, etc)
Business Health (Sales
Performance
benchmarked to
relevant Circle)
33. Effective Working of Channel
Members (Contd.)
Score card for Measurement of WD Performance:
Bands Score
Platinum > 95%
Gold 85-95%
Silver 80-85%
Bronze Star 75-80%
Bronze 60-65%
Non Performing < 60%
33
34. Essentials Check Bands Follow up action
Not Qualified Non Performing Replace
Not Qualified Bronze On Notice
Not Qualified Bronze Star/ Silver On Notice
BM to revert with follow
up plan
Qualified Non Performing On Notice
Qualified Bronze On Notice
Time bound action plan
Qualified Bronze Star/ Silver Encouragement for further
improvement
Actionable basis for WD evaluation:
Effective Working of Channel
Members (Contd.)
34
36. Improve Management
• Proper training should be provided to salesmen.
• Salesmen should be regularly informed about the changing offers and
schemes on the products.
• Territory allotted to salesmen should consider the sales potential and
concentration of outlets in that area
• Salesmen should be provided incentive for adding new outlets.
• TPS should be updated regularly to show current stock details.
• The incentive of the salesmen should be based on the number of outlets
served by them too rather than merely on sales volume .
36