The document summarizes the sales organization and distribution process of ITC Limited, an Indian conglomerate company. It outlines ITC's product lines and some of its premier brands. It then describes the sales organization structure, distribution channels, territory alignment, roles and responsibilities of salespeople, and the sales process. It also discusses sales force training and development programs as well as performance management and challenges faced.
2. About the Organization
• ITC was established on August 24, 1910
• Indian public conglomerate company headquartered
in Kolkata, West Bengal, India
• Among India's Most Valuable Companies by Business
Today.
• ITC also features as one of world's largest sustainable
value creator in the consumer goods industry in a
study by the Boston Consulting Group.
• ITC also ranks among Asia's 50 best performing
companies compiled by Business Week.
8. Sales Target……
• Quarterly basis(According to population)
Below OLP 1 Distributor
OLP 1 Distributor
FLP 2 Distributor
TLP 2-3 Distributor
• Sales target decided on past track
9. Territory Alignment
(Jaipur)
• Per Salesman- cover 210 outlets
• 1 Market- 35 outlets
• 6 working days- 6 market
• Timings (Jaipur)- 10-4:30
• Area Executive- 12 Salesman
• All clear and detailed information by Area
Executive
11. Role of Salesman
• 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
12. Functions of Sales Force
• To prepare the marketing plan at the beginning of
every year, taking into consideration the demand,
sales, production capacity and customer performance.
• To promote the products through media and
advertisement.
• To study the market, competitors’ products and their
strategies.
• To make the product available at right time.
13. Reporting Norms
• Daily Basis or Weekly Reporting
Salesman Team Leader Area Executive
Area ManagerAnd So on..
14. Sales-force Information
(Jaipur)
Number of sales-force required
Personal Care:- 30 Salesman
Food :- 80 Salesman
Cigarettes :- Different routes
Wheat flour and Biscuits have different
salesman apart from those who are in food
16. Performance Appraisal
• To Salesman
Incentives (in value)
Operation Vistar
• To Area Executives
Upon % of growth in sales
Apple iphone7
17. • On the basis of Targets
• Monthly Sales Target
• Visibility Target
Monthly
Target
• Sales Volume for each
product category
• Market share growth rate
Performance
of the
branch
18. Training & Development
Salesman Training
• 45 days training
• Verbal Training
• 7 days training by going in market along with
experienced person
• Then person goes alone
• Then decides whether to select that or not
19. Sales Trainee Training
• Work under Area Executive
• Visit to small towns & villages
• Training Period- 6 months
Others
Induction
Training
On Job
Training
Internal
Training
Competency
Development
23. Territory Distribution
• 1 Distributor- 15-20 km
• For rural area- 1 village per 1 distributor
Supply through van in small villages
Known as PSR (Personal Sales Representative)
24. Challenges Or Issues
• Issues regarding credit
• Over stock
• If no salesman in any of the sector then target
remains uncompleted
• High price of some of products as compare to
competitor's price of same kind of product
• High competition
• Shortage of product when high demand
25. Some More Insights….
• Highest competitor- HUL
• Second rank in FMCG in India
• 0% effect of Demonetization on Company’s
growth
• Best Management
• No single credit in market i.e no debtors
26. Turnover
(Jaipur)
• Cigarettes- 20-25 cr p.m
• Food- 8-9 cr Avg p.m
• Personal Care- 1.5-2 cr p.m
Rajasthan’s monthly turnover
from Personal Care is 25-30 cr
27. Some of Negative Aspects
• Not having proper margins at outlets
• Sometimes stock does not made available at
right time at right place
• 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.