Mobile Services Phase II

Airtel and Spice

Sales and Distribution Management
Submitted By: Group 5
Ankit Choudhary 221024
Anupam Sharma 221030
Aman Rawat 073004
Ankit Gupta - 073006
Zaid Ahmed 073008
Devina Jain 073015







Table of Contents

Organization Structure ....................................................................................... 1
Sales Organization ............................................................................................. 2
Territory Design ................................................................................................. 4
Skill Set Required for Sales Staff......................................................................... 5
Recruitment and Selection Process .................................................................... 6
Training Methods............................................................................................... 7
Compensation Structure .................................................................................... 8
Prospecting and Reporting with Degree of Sales Force Automation .................. 9
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Organization Structure
Airtel

Mobile Services looks at B2C type of clientele. For Airtel, apart from individual retail segment
small and medium enterprises also come into B2C category.
B2B category looks after the B2B business for all lines of business including Mobile Service.
Only the large enterprises are catered through the Enterprise Division which is centrally
driven from the corporate office in Gurgaon.
Idea

In case of Idea, the organisation structure at the top level is divided by function and not by
business units as in the case of Airtel.
Chairman &
Managing
Director
CEO (India &
South Asia)
President -
Mobile Services
President -
Enterprise
Division
President -
Telemedia
Services
Business
Director - DTH
Services
Director -
Network
Services Group
Directors -
Other Support
Groups
JMD & CEO
(International
Business Group)
Managing
Director
Director
Operations
COO
Assistant Vice
President -
Service
Delivery
Assistant Vice
President -
Network
Services
Assistant Vice
President -
Finance
Sales Head
Assistant Vice
President -
Markting
Assistant Vice
President -
HR
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Sales Organization
Airtel

Circle CEO
Sales Head
Zonal Business
Manager -
Mobile Services
Zonal Sales
Managers -
Prepaid
Territory
Managers
Sales Officers
Zonal Sales
Manager -
Postpaid
Territory
Managers
Sales Officers
Zonal Business
Manager - DTH
Zonal Business
Manager -
Network
Services Group
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Idea


Sales Head
Postpaid
Sales Head -
Region
Zonal
Business
Manager
Area Sales
Manager
Territory
Sales
Manager
Sales
Executive
Prepaid
Sales Head -
Region
Zonal
Business
Manager
Area Sales
Manager
Territory
Sales
Manager
Sales
Executive
Customer
Interaction
Management
Service
Excellence
Service
Centre
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Territory Design
Airtel
India has 22 telecom circles which have been created by Department of Telecommunications.
To operate in these circles, license is issued by Department of Telecommunications.
Airtel has a presence in each of the circles. Internally Airtel has redefined these circles into 13
circles instead of 22. These circles are further divided into zones and zones are further
subdivided into territories.
These territories are defined on the basis of geographic area and the market potential.
Idea
Idea also has a presence across all the 22 circles. These circles are divided into zones and
further subdivided into territories. The sub division is of circles into zones is on the basis of
geography.

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Skill Set Required for Sales Staff
Airtel
Sales staff supervisors and managers consider various skills as must have for their sales
executives. Most of these skills are also the skills which sales executive consider to be
important but there lies a difference in the priorities.
SKILL SET REQUIRED FOR SALES STAFF
(SUPERVISORS VIEW)
SKILL SET REQUIRED FOR SALES STAFF
(SALES EXECUTIVES VIEW)
Ethical Assertive nature
Good Communicator Perseverance
Relationship Oriented Conviction
Patience And Perseverance Communication Skills
Product Knowledge Product Knowledge
Knowledge Of Market Knowledge of Market
Competitors Knowledge Competitors Knowledge
Conviction Patience
Empathy Enthusiasm
Analytical Skills Self Confidence

Along with the above mentioned, the following competencies are also assessed during
appraisal and promotions
Resource Management
Rational Decision Making
Ability to Influence
Creative Thinking
Ability to Develop Business
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Idea
The skill set requirement for Airtel and Idea sales executives remains the same. There is a
mismatch in requirement viewed by sales staff against the requirements viewed by
supervisors as was also seen in case of Airtel.
Recruitment and Selection Process
Airtel
For recruitment, Airtel tries generating a pool of applicants. This pool is created through
various sources like
Applications obtained from the data bank of Airtel where direct application are
received from time to time
Recommendations from Consultancy firms
Recruitment drives in various colleges
References
Internal recruitment for higher positions
Idea
In case of higher positions in sales domain, Idea gives more importance to Job Sites and
Campus Recruitments whereas for field executives method of direct applications is used.
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Training Methods
Airtel
Once any employee is inducted in the organisation, he/she goes through an orientation
program. The aim of this program is to familiarise and employee with different aspects of the
organization and also to inform the employee about the basic mission, vision and core values
of the company. This program also focusses on inculcating a sense of oneness amongst all its
employees. The orientation program depending on the level at which the employee has been
employed at can vary from a week to a month.
After the orientation program various sales stints are organised. In these stints, the employee
shadows a sales executive to learn what actually happens in the field and see the kind of
challenges one faces. During this time, there are no targets that have to be met. These stints
again vary from 2 weeks to 3 months.
After such stints, the employee is sent to a particular division which might not necessarily be
the division the employee will eventually be working in. Here the employee gets on the job
training by working on a level lower than the level he/she has been employed for. This process
happens in a neutral territory. After On the Job Training, employee is sent to his/her own
business unit and territory at the position for which he/she has been employed.
Other training methods are used to continuously train the employees throughout the year.
Such methods include
Special Training Sessions
Team Building Activities
Problem Specific Trainings
Product Knowledge Sharing Sessions
Idea
Idea has two Training Centres in Delhi/ NCR Region based in Sarita Vihar and Noida
respectively where training sessions are conducted on monthly basis. Training sessions are
conducted for New Joinees for one month Training sessions and a 5 days Refresher training
for current employees are conducted regularly. Moreover, the Employees could register
themselves for Training session whenever they feel the need for training sessions.
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Compensation Structure
Airtel
Airtel follows a fixed + variable type of compensation structure. Variable component varies
from 20% to 30% of the CTC and the remaining is the fixed component. Apart from the CTC,
Airtel also has sales incentive plans. These are short term in nature and are often aimed at
few parameters, typically 5 in number.
Bigger fixed component instils a sense of stability and variable component motivates the
employees to give in their best and achieve the maximum sales possible. Incentive plans bring
in a sense of competition and because of them being short term in nature also increases
motivation in these times. Focus is not lost due to these incentive plans as they normally have
3-5 parameters on which the performance is judged.
The variable pay and sales incentives are based on achievement of sales targets. There is a
cap of on achievement of 150% of sales target till which the variable pay keeps increasing but
beyond 150% no additional amount is paid.
It is the Zonal Business Managers responsibility to set targets in such a way that achievement
should be between 90-110% of sales target. In case there is under achievement or over
achievement the Zonal Business Manager has to relook at the targets.
Idea
Idea follows the same structure of Fixed + Variable Pay. In case of Idea variable pay is more
or less in the form of compensation where it is dependent on the number of sales.
Variable pay can be earned by achieving sales in different segments like
Sim Activation
Retailer Targets
Porting
Recharge and Coupon Collection
The variable component is between 20-25% of CTC.
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Prospecting and Reporting with Degree of Sales Force Automation
Products and services are available directly to customers via various retail stores and Airtel
stores. The primary work in terms of prospecting is to choose the right kind of distributors
and retailers and to keep a track of the kind of sales they do on daily basis.
The sales staff is supposed to create daily activation, suspension and deactivation reports.
Continuous validation of activation, suspension and deactivation reports take place to ensure
accuracy in reporting.
Channel reporting is another important aspect to understand which channels of sales are
performing better and the kind of products to be pushed through.
Sales and customer tracking software are used for sales force automation and improvement
of lead generation. Sales reporting systems are used to analyse the market trends and buying
behaviour of customers. This in turn helps to promote the right products and plans in various
zones.