Professional Documents
Culture Documents
to : Prof. Nalin Jain Submitted by : FMG 19 A ( Group 3 ) Tarun Bansal (191016) Jatin Batra (191027) Mahima Gupta (191029) Manan Batra (191030) Nitish Taneja (191038) Pulkit Kaushik (191045)
Table
of
Contents
NESTLES
DISTRIBUTION
CHANNEL
..............................................................................................................
3
CASH
DISTRIBUTORS
.................................................................................................................................................................
4
SUPER
STOCKISTS
......................................................................................................................................................................
4
REDISTRIBUTORS
.......................................................................................................................................................................
4
RETAILERS
..................................................................................................................................................................................
4
SALES
FORCE
AT
CD
POINT
......................................................................................................................................................
4
SALES
OFFICER
...........................................................................................................................................................................
5
ACTIVATION
OFFICER
...............................................................................................................................................................
5
ROUTE-TO-MARKET
OFFICER
.................................................................................................................................................
5
WHY
SUCH
A
CHANNEL?
....................................................................................................................................
6
NESTLES
SALES
FORCE
......................................................................................................................................
7
DISTRIBUTOR
SALESMAN
(DS)
...............................................................................................................................................
7
Tasks
and
Responsibilities
..................................................................................................................................................
7
Salary
and
Incentives
...........................................................................................................................................................
7
Workload
...................................................................................................................................................................................
8
Performance
Evaluation
.....................................................................................................................................................
8
MERCHANDISER
.........................................................................................................................................................................
9
Tasks
and
Responsibilities
..................................................................................................................................................
9
Salary
and
Incentives
........................................................................................................................................................
10
Workload
................................................................................................................................................................................
10
Performance
evaluation
..................................................................................................................................................
10
CHALLENGES
IDENTIFIED
IN
NESTLES
DISTRIBUTION
CHANNEL
...................................................
11
DISTRIBUTOR
SALESMAN
WORKLOAD
................................................................................................................................
11
DISTRIBUTOR
SALESMAN
INCENTIVES
...............................................................................................................................
11
POOR
VISIBILITY
OF
NESTLE
PRODUCTS
AT
CERTAIN
OUTLETS
.....................................................................................
11
COMPLAINTS
FROM
RETAILERS
............................................................................................................................................
12
LOWEST
MARGINS
IN
THE
INDUSTRY
..................................................................................................................................
12
COMPETITOR
:
CADBURY
................................................................................................................................
13
ANNEXURE
...........................................................................................................................................................
14
Nestles
Distribution
Channel
The company has a Regional Sales Manager (RSM) who generally covers one state. There may be more than one RSM in a state depending on the size of the market and state. There is Area Sales Managers (ASM) working under a RSM. They control smaller areas compared to an RSM.
Cash
Distributors
The
company
supplies
goods
to
the
Cash
Distributor
(generally
called
CD
points
in
Nestle).
These
are
exclusive
Nestle
distributors.
They
get
a
margin
of
5.8%.
Cash
distributors
further
supply
the
goods
to
the
retailer
or
the
redistributors.
Super
Stockists
The
cash
distributors
who
also
supply
to
redistributors
are
also
called
as
Super
Stockists
at
Nestle.
Redistributors
Redistributors
(generally
referred
to
as
RD
points
in
Nestle)
are
usually
present
in
smaller
towns
such
as
Manesar
where
it
is
not
feasible
for
the
cash
distributor
to
directly
supply
to
the
retailer.
The
redistributors
supplies
to
the
retailers
in
these
small
towns.
The
margin
for
the
redistributors
is
4%
and
this
1.8%
is
accounted
for
the
transportation
and
other
expenses
for
the
Super
Stockists.
Retailers
Retailers
are
generally
the
outlets
Nestle
sell
to.
At
Nestle,
the
retailers
are
also
classified
under
various
channels
like,
Grocery
Large
outlets,
Grocery
Small
outlets,
Supermarkets,
Convenience
stores,
Pan-Plus
stores
et
cetera.
company has bought some shelf space. He is responsible for the visibility of the product inside the stores. 60% of his salary is paid by Nestle while the rest is paid by the distributor. Nestle has certain employees who are responsible for the proper functioning of the channel.
Sales
Officer
A
sales
officer
is
the
point
of
contact
for
a
distributor.
He
works
along
with
the
distributor
to
ensure
smooth
functioning
of
supply
to
the
retailer.
He
is
also
responsible
for
handling
any
issues
that
might
arise
in
the
channel.
Some
of
the
problems
handled
by
a
sales
officer
are:
Issues
arising
from
delay
in
supply
of
goods
from
the
company
to
the
distributor
Issues
arising
in
delivery
of
goods
to
the
retailer
Issues
with
respect
to
the
beat
plan
of
salesmen
Handling
conflicts
between
retailers
and
salesmen
Issues
with
respect
to
billing
Activation
Officer
The
purpose
of
an
activation
officer
is
to
improve
the
visibility
of
Nestle
in
a
region.
He
handles
brand
activation
by
organizing
various
events.
To
the
person
we
spoke
to,
who
was
handling
the
free
trial
of
Coffee
made
with
coffee
shaker,
he
would
let
the
public
interact
with
the
product
thus
increasing
the
visibility
of
both
Nestle
and
the
new
product.
He
had
also
done
the
promotion
in
schools
for
Maggi
Fun
Aloo.
There
is
generally
one
Activation
Officer
for
a
region
under
an
ASM.
Route-to-Market
Officer
A
Route-to-market
officer
(RTM
officer)
is
the
officer
responsible
for
locating
newer
avenues
where
Nestles
products
can
be
sold.
His
job
is
to
identify
new
markets
and
new
outlets
in
the
region
he
supervises
where
the
Distributor
salesman
can
book
orders.
There
is
generally
one
Route-to-Market
Officer
for
a
region
under
an
ASM.
Nestles
Sales
force
Distributor
Salesman
(DS)
A
DS
is
a
distributor-appointed
salesperson
who
is
on
the
payroll
of
distributor
and
is
responsible
for
servicing
the
retailers.
Workload
Every
day
a
DS
has
to
visit
30-40
shops
in
some
markets,
which
may
not
be
very
close
and
accordingly
require
time
for
commutation
from
one
place
to
another.
At
every
shop
he
is
supposed
to
ask
the
order
for
125
SKU,
which
means
approx.
4375
SKU
orders
per
day.
The
numbers
clearly
show
that
a
DS
has
a
very
heavy
workload.
This
may
lead
to
retailers
asking
for
the
orders
for
selected
SKU
which
they
feel
are
bought
by
the
stores
generally
which
may
lead
to
a
loss
in
sales
for
other
SKU
which
could
have
been
purchased.
Probably,
the
products
which
have
a
good
pull
in
Nestles
portfolio
get
ordered
by
retailers
more.
The
products
which
require
push
by
DS
may
lose
out
due
to
heavy
workload
for
a
DS.
Performance
Evaluation
Performance
evaluation
of
DS
is
done
regularly
by
the
immediate
superior.
Nestle
follows
two
concepts
of
measuring
the
performance
of
DS
i.e.
productivity
and
effectivity
(efficiency).
Productivity
means
how
many
shops
within
a
particular
beat
the
DS
could
visit.
Often,
there
are
times
when
certain
shops
in
a
beat
are
closed
due
to
afternoon
time
or
any
other
reason.
So,
these
shops
are
left
uncovered
by
DS
during
his
market
visit.
Lets
say
a
DS
visited
20
out
of
30
shops
in
a
beat,
so
his
productivity
would
be
66%
for
that
beat
on
a
particular
market
visit.
Effectivity
(Efficiency)
means
from
how
many
shops
he
could
actually
take
the
order
for
supply.
Certain
stores
may
not
place
order
because
of
underlying
inventory,
low
sales
etc.
So,
these
shops
may
order
next
time
when
the
DS
covers
that
beat
again.
The
effectivity
is
dependent
on
how
many
retailers
actually
placed
the
orders
with
the
DS.
So,
if
10
out
of
20
shops
visited
in
a
beat
ordered
for
the
products,
then
effectivity
of
the
DS
will
be
50%
for
the
beat
during
a
particular
market
visit.
Merchandiser
Merchandiser
is
the
person
responsible
for
putting
up
the
displays
in
the
selected
shops
and
maintaining
them.
He
works
six
days
a
week
and
everyday
he
has
a
different
beat
plan
which
is
to
cover
a
certain
number
of
shops
and
ensure
that
displays
are
in
proper
shape.
Though
they
are
at
the
bottom
in
the
designation
pyramid,
they
are
responsible
for
a
very
valuable
activity,
that
is,
in-store
promotional
activities.
Planogram: It is a plan which specifies which product should cover more space and which should less. Suppose if company has decided that visibility of maggi should be 60% and that of everyday should be 40% (considering that these are the only two products available in a particular shop) then merchandiser has to make sure that visibility is according to the planogram.
Workload
A
merchandiser
has
to
cover
around
10-15
outlets
among
30-40
outlets
in
an
area
in
a
given
day.
Generally
new
set
up
takes
around
45-60
min
and
maintaining
an
old
display
takes
15-20
minutes.
Traveling
time
contributes
most
in
the
overall
time
as
outlets
are
not
very
close
to
each
other
also
a
merchandiser
is
suppose
to
have
his
own
vehicle
and
company
dont
pay
for
traveling
so
almost
all
the
merchandisers
have
their
cycles
as
its
most
economical.
Thus
a
merchandiser
works
more
than
8
hours
in
a
day.
Performance
evaluation
There
is
no
strong
mechanism
so
that
the
performance
of
a
merchandiser
could
be
judged
as
its
practically
not
possible
for
a
sales
officer
to
visit
each
outlet
to
see
how
merchandiser
is
carrying
out
his
job.
Though
there
are
occasional
visits
by
the
sales
officer
but
those
dont
show
much.
Poor
visibility
of
Nestle
products
at
certain
outlets
From
our
visits
in
retail
outlets
in
Gurgaon,
we
realized
that
the
displays
bought
by
Nestle
were
not
maintained
properly
and
they
scored
low
on
hygiene
and
adherence
to
planogram.
Merchandiser is the person responsible for putting up the displays and maintaining them, week-in and week-out. As the merchandisers performance is not measurable, it is not possible to make his work accountable which results in slack of work among some merchandisers. Hence, the main challenge lies in the fact that the merchandisers productivity and effectivity is currently not measured hence his performance cannot be measured unlike Distributor Salesman whose turnover is an important input for performance evaluation.
Lowest
margins
in
the
industry
Nestle
gives
out
the
lowest
margins
to
the
distributor
in
the
industry.
Hence,
the
margins
to
the
retailers
are
also
reduced.
Super
Stockist
Sub
Stockist
Total
Perfetti
Cadbury
Nestle
Lotte
Wrigleys
Colgate Palmolive
Reckitt Benckiser
2.5 4 6.5
2 4 6
2 3.8 5.8
2.5 6 8.5
2 5 7
2 5.62 7.62
2 5 7
If we consider the motivation of the retailers to keep Nestles products, the throughput or off take of Nestles products is very high and most retailers would be keen to maintain they baskets of goods, the low margins are a dampening factor, as mentioned by a few retailers in our interactions.
Competitor
:
Cadbury
The
distribution
strategy
of
Cadbury
is
entirely
different
from
Nestle.
The
various
features
of
Cadbury
Distribution
Network
are
mentioned
below
:
Unlike
Nestle,
Cadbury
supplies
its
most
of
the
products
directly
to
the
wholesalers
and
retailers.
This
helps
them
to
reduce
the
time
spent
on
making
the
product
available
from
factory
to
end
user.
Margins
paid
to
wholesalers
and
retailers
are
much
better.
This
network
includes
over
2100
wholesalers
and
450000
retailers.
They
follow
an
intensive
distribution
network.
Annexure
Name
of
Student
Roll
Nos.
1.
Tarun
Bansal
2.
Jatin
Batra
191016
191027
191029
191030
191038
191045
1. Name of Company Visited : Duggal Enterprise Role in Channel (Manufacturer, Distributor etc.) : Distributer Name of Person Contacted : Mr. Rajan Designation/Status : Owner Address : R 505, New Rajinder Nagar, Delhi.