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    Rohan, an area sales manager, was struggling to grow sales and increase assortment in general trade outlets, where most business came from only two brands; after analyzing the issue with consultant Trupti, they identified gaps in sales representatives' understanding of assortment selling and lack of ways to track it in outlets. Rohan's research found sales reps had limited time in outlets, outlets were constrained by bill values, and most brands contributed little to overall sales, so he worked with his regional head Rohit to develop solutions like changing sales incentives to increase assortment selling across more brands.

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    MAroci case study

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    overthewall2017 (1)

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    Rohan, an area sales manager, was struggling to grow sales and increase assortment in general trade outlets, where most business came from only two brands; after analyzing the issue with consultant Trupti, they identified gaps in sales representatives' understanding of assortment selling and lack of ways to track it in outlets. Rohan's research found sales reps had limited time in outlets, outlets were constrained by bill values, and most brands contributed little to overall sales, so he worked with his regional head Rohit to develop solutions like changing sales incentives to increase assortment selling across more brands.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    25 views8 pages

    Sales Case Study

    Uploaded by

    yaswanthbhu
    Rohan, an area sales manager, was struggling to grow sales and increase assortment in general trade outlets, where most business came from only two brands; after analyzing the issue with consultant Trupti, they identified gaps in sales representatives' understanding of assortment selling and lack of ways to track it in outlets. Rohan's research found sales reps had limited time in outlets, outlets were constrained by bill values, and most brands contributed little to overall sales, so he worked with his regional head Rohit to develop solutions like changing sales incentives to increase assortment selling across more brands.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 8

    Sales Case Study

    Casestudy

    Sales
    Parties Involved
    RohanAreaSalesManager

    RohitRegionalSalesHead

    TruptiSalesConsultant

    Introduction
    RohanwantedtogrowhisbusinessintheGeneralTradeoutlets,andinspiteofalleffortstobuildbusiness,hewas
    unabletoachievethegrowthnumbers.Hecollateddataatalllevelstounderstandthereasonforthesameandrealised
    thatthedependencyonbusinessinMaricoinGToutletsrestedprimarilyon2brands.Thislegacyofbrandsaliencewas
    leadingtoatunnelvision,whereinthesalespersonsonthefieldwereputtingalloftheireffortsintotheTop2brandsand
    deprioritizingtheremainingbrandswhereinthecategorywasgrowingmuchfasterthanthatofthelegacybrands.Rohan
    realisedthatheneededthebestpossiblesolutiontodriveAssortmentsellinginoutlets,andwiththisobjectivereached
    outtoTrupti.
    Initial Approach

    RohanquotedtoTruptithatAssortmentsellinginGeneraltradeOutletsisachallengeforhisorganisationleadingto
    growthconcerns.OndwellingoveritfurtherandthroughsomeresearchRohanrealisedthatitsaproblemthatlotof
    FMCGOrganisationsaregrapplingwith.Theprimarycauseofthiswasorganizationsfocusingontheirbreadandbutter
    brandsmoreandhencelesserimportancetootherbrands,unlessthereisanewlaunchortrade/consumeroffer.

    TheSalesOrderingstructure,whereRohanworkedwasasfollows:
    TheDSR(DistributorSalesRepresentative)tookordersfromOutletsonSmartHandhelddevicescalledPDA
    (PersonalDigitalAssistant)
    EachDSRcovered30outletsinadayandworkedfrom10amto6pmincludinglunchtime
    DSRscoveredallkindofoutlets(Channelagnostic)andtookordersforallMaricoproducts

    Truptiworkedinaconsultancyfirmandunderstoodtheabovestructurebutwonderedwhyassortmentsellingwasan
    issue.ShelistedthefollowingquestionsforRohan
    DoestheDSRunderstandthemeaningofAssortmentselling?
    IsthereanyparameterviawhichwecantrackAssortmentsellinginanoutlettoday?
    WhatisthetimespentineachOutletandifthetimeprovidedissufficient?
    HowdoestheDSRknowthepotentialoftheoutlet?
    Research & Analysis

    RohanwasintriguedbywhatTruptiaskedandwantedtofindanswerstothesequestionsinthemarketplace.Rohan
    reachedouttoadistributorinMumbaiandpreparedaquestionnairetogetasampledatafortheabovequeries.The
    datawascollectedbythedistributorDSRswhoearnedRs10000Salaryonanaverageandwere10 thpass.

    Postanalysisofthedata,RohanrealisedthattheanswerstoTruptisquestionswasmanifold.However,healsoknew
    that,atanypointoftime,hecouldonlyprioritizeandfocusononecriticalelementthatwouldeventuallyimpact
    Assortmentselling.RohanlistedhisfindingsandsharedthefollowingfindingswithhisimmediatesupervisorRohit:

    TherewasacapabilityGAPintheDSRsregardingassortmentsales
    TherewasnomechanismfortheDSRtogaugeassortmentperoutlet
    LimitedinstoretimefortheDSRtobillmorelines
    OutletswereconstrainedbyBILLVALUEleadingtolimitingtheirpurchase

    RohitsuggestedRohanshouldhireaSalesTraineeanddeepdiveontheissuestoresolvethesame.Hewasalsoofthe
    opinionthatBenchmarkingshouldbedonetounderstandifAssortmentwasaconcerninotherorganisationsaswell,and
    ifyes,thenhowwasitgettingresolvedthere.Rohanstartedhisanalysisonthebusiness,wherein,healsotookalookat
    thesplitofchannelsandbrandsinthecurrentscenario.
    The Channel Mix

    The Channel Mixisasfollow

    Channel % Business

    Grocer 35%

    Wholesale 45%

    Chemist 18%

    Cosmetic 2%
    The Brand Mix

    Also74%ofthebusinessiscontributedby2Brands(BrandAcontributes39%andBrandBcontributes35%)leadingto
    highskewofbusiness.Theother11brandscontributeabout26%ofthebusinesswitheachbrandscontributionbeing
    largelyequal.AveragebillvalueofanoutletisapproximatelyRs4400inMumbai.
    Also,thereare7categoriesinMarico,whichconstitutesof26Brandsandanaverageof150-170SKUsperDSR.Thisleads
    toahugecomplexity&timeconstraintintermsofselectingtherightSKUfortherightOutletandalsoenablingtheDSRto
    maketherightsellintheoutlet,inthelimitedtimeavailable.

    Solutions

    Consideringtheabovedatapoints,RohitlaidthefollowingqueriestoberesolvedbyRohan:
    What are the possible ASSORTMENT Selling solutions that can help in selling the Right set of SKUs in an Outlet?
    (You need to itemize the different solutions for assortment selling in an outlet)

    What are the various ways in which ASSORTMENT (Line) selling can be driven?
    (You need to come up with mechanisms for implementing Assortment selling in Outlets, basis the information & data
    provided and also basis the Benchmarking exercise)
    Solutions

    What is the cost benefit analysis for each of the above options?
    (You need to make a SWOT analysis for each of the solutions keeping in mind the execution of the same basis Cost and
    ease of execution)

    What are the operational challenges (Delivery of Product / frequency of delivery) in each of the suggestions?
    (List down the roadblocks that can be present in each of the solutions and what can be a work around for the same)

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