Professional Documents
Culture Documents
Flow of Presentation
Company Overview Product Specifications Business Model Market Classification, Segmentation Sales Organization Structure Sales Force Motivation Forecasting, Distribution Model Coke vs. Pepsi Logistics, Product Flow Performance Management Promotional Schemes Margins & Financials Recommendations
Company Overview
Coke re-entered India in 1993 Coke India comprises of:
Coca-Cola India Hindustan Coca-Cola Beverages Franchisee bottling operations
Coke globally serves 500 brands in 200 countries @ 1.7 billion servings per day Operates a franchised distribution system 1889 Market Cap: $167.25 Billion (Global) Revenues: $46.542 Billion (Global) Employees = 25K direct & 150K indirect (India)
Product Specifications
Contd.
Promotional Schemes
Soft drinks:
600ml 1case + 2x500ml soda free
600ml 2case + 5x500ml soda free 2 litre 1case + 2x500ml soda free 1.25litre 1case + 1.25litre Limca free (1.5litre out of stock)
Juice:
1.25litre 1case Mazaa + 1.25litre Mazaa free
Water:
5box (15x5) + 1box free
Energy drink:
1box (24pcs) + 4pcs free
Business Model
Manufactures & distributes
Concentrates Syrups
Each bottler has an exclusive territory Actual formulations are tightly held trade secrets
Business Model
Coca-Cola India Manufactures Concentrate, Beverage base and Syrup
Customers
Consumers
Market Classification
Market Classification
Geographical Area
Competition
Geographical
Internationally Coke segments its product
Country & region wise Variations as per tastes & income
Competition
Presence of players such as:
Pepsi RC Cola
Segmentation Model
Outlet Type Channel Clustering Based on Consumption Occasion
Grocery
Outlet Volume
<200
200-499
500-799
>800
Consumer Choice
Organizational Structure
Chair Person G.M. Marketing Manager Factory Manager Marketing Manager Production Manager Accounting Dept. Shipping Deptt.
Quality Control
Sales Manager O/S Sales Officer Sales Supervisor Sales Man Sales Manager (Base) Sales Officer Sales Supervisor Sales Man
Mechanical Engineer
Shipping Manager Shipping Officer Shipping
Personnel Manager
Distribution Officer
Sales Manager
Sales Executives
Training
Coca-Cola India partners with Indian School of Business (ISB) to launch the Coca-Cola ISB Retail Academy
Performance Ratings
Exceptional performance EP Contributions significantly exceed the stated objectives in terms of quality, quantity and timeliness Successful performance SP Contributions meet and sometimes exceed the objectives, which are based on challenging goals Developing performance DP Contributions meet some / most but not all of the objectives and performance improvement is necessary No Performance NP
Rewards at Coke
Yearly Basis
Employee salary increment Grade Jump, Designation change Annual incentive Plan (AIP) (for business performance, but fixed) Personal Progress report (PPR) (Annual Appraisal)
Monthly Basis
Making the move (MTM, sales target achieve) Monthly turn hall (extraordinary performance)
Quarterly Basis
Employee of the Quarter (EOQ, non sales) Sales Dangle context Gold Context
Forecasting
Combination of top down and bottom up approach
Seasonal variation
Festivals, ceremonies, etc. Weekly reviews to adjust monthly forecasts
Forecasts are region-wise, they are further broken down into cities, towns and villages by sales managers
Distribution
Distribution Routes
Key Accounts Examples: Clubs, fine dine restaurants, hotels, Corporate houses etc. Future Consumption Examples: Departmental stores, Super markets etc. Immediate Consumption Examples: Small sized bars and restaurants, educational institutions etc. General
Distribution
Area wise distribution & promotion schemes Focus on high traffic locations
Railway stations Bus stand
Direct Route
Market
Plant
Cont.
3 COBO Regions 27 COBO units 1 FOBO Region 12 FOBO units
COBO
Distribution Structure
Direct
Indirect
Manufacturing Plant Primary Company Owned Depot On Order & Ready Stock
(Diamond / Gold / Bronze)
COBO
Direct
FIFO
Secondary Retailers
Tertiary Customers
Distribution Structure
Direct
Indirect
Manufacturing Plant
FOBO
Indirect
Secondary Distributors cover: 500-600 outlets
Distributors
Secondary Retailers
Tertiary
Customers
Pepsi India
COBO
COMPANY
FOBO
WAREHOUSE
C&F
DISTRIBUTOR
SALESMEN
SALESMEN
WHOLESALER
SLUMS
RETAILER
RETAILER
CUSTOMER
CUSTOMER
Delhi-NCR
Distributors Functions
PARAMETER Bulk Breaking Warehousing Transportation Market Information Sourcing Maintaining
a) Visual Merchandising b) Banners, posters, etc. Depends upon location Storage & safety Distributor to retailer
Customer Intelligence Competitor Intelligence Consumer tastes & preferences a) Signage b) Interior ambience c) Overall environment
Logistics
PARAMETERS
1) Average order size
Based on Demand, Season
2) Order placement
a) Distributor to company b) Retailer to distributer
Logistics
PARAMETERS 5) Inventory Maintained 6) Unsold/Damaged Merchandise
1 day Replaced a) A/C Keeping b) Stock keeping c) Complaint Handling Company vehicle
7) Technology
8) Mode of Transportation
(company to distributor)
9) Transportation Expenses
a) Company to Distributor b) Distributor to retailer
10)Warehousing
a) Storage Capacity b) Ownership
On a tablet or Blackberry
Contd.
First vehicles leaves at 6am All vehicles leave by 9.30am Trucks return to depot Unloading takes place
Performance Management
RED Strategy Right Execution Daily Tool to measure the performance of the distributor in the outlet by setting some standard or parameter of execution. RED
Check Visi-Cooler Management Availability of the product in the outlet Check the activation in the outlet
Market Developer checks 25 outlets a day and report to HCCBL on the score of 100.
Margins
Margins per crate (comprising 24 bottles of 300 ml each) is Rs 20. On the 200 ml pack size, margin is Rs 16 per crate. Sales of the more affordable 200 ml pack size account for about 60 per cent of its total carbonated soft drink (CSD) sales. Non-CSD business accounts for 15 per cent. Outsourced distribution so that trucks and other equipment needed for the purpose are no longer owned by the company.
Financials
Coco-Cola
Profit Margin a) To distributors b) To retailers a) to company b) for refrigerators 1-1.5% 2-3% Advance payment 1,00,000 5,000
Credit terms and policies i) Credit amount a)Company to distributor N/A b)Distributor to retailer Can provide. ii) Credit period One month(for retailers)
Learnings
The real time order processing system through use of technology helps reduce the lead time 24hrs working i.e. the loading cases in the night saves valuable time
Recommendations
Pre-sellers shouldnt be looked at as an extra cost. On the contrary, since their inception sales have risen
Order devices at Diamond outlets can facilitate quicker order placement
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