PRESENTATION

RASNA ON
PVT
LTD.
SUPER STOCKIEST
NETWORK
INTRODUCTION
The company was incorporated in 1992 and is based in
Ahmedabad, India. The 275 crore, Ahmedabad based
company, has made Rasna, into one of the most
recognized brands in India. Rasna has 6 regional offices
and a strong distribution network including, 4, 00,000
direct retailers and 7, 00,000 in-direct retailers. It
has 24 warehouses and 2000 stockiests across the
country. Apart from an extensive network in India,
Rasna also has offices in USA, Dubai and Bangladesh
and a manufacturing base in U.A.E and exports to more
than 40 countries across the world.
OBJECTIVE
 Segmentation

 Targeting

 Positioning
 LIMITATION

Lack of inventory management

 Lack of time

 Change in demand with the

fluctuation in weather
MARKET DIMENSIONS

Rasna Pvt. Ltd. as one of the fmcg

company in India has its own way of doing
the business. Rasna has divided the
market into two dimensions. One
dimension is the MODERN TRADE and
other dimension is the SECONDARY
MARKET.
WORKING PROCEDURE
Rasna identifies the key territory of business in a city.
After identifying the key territory they recruit TSM
(Territory Sales Manager), who are given the
responsibility of that key territory and may be more
than one key territory and given the target in order to
generate sales for Rasna. In order to generate sales,
TSM recruits TI (Territory In-charge) who is given the
responsibility of any of the one territory which comes
under his TSM. The job of the TI is to visit the shops
which come under the territory assign to that TI and
get the orders from those shops. Now the question
arises that after getting the order from different
shops how they will fulfil their demands. So both the
TSM and TI appoint a stockiest. The TI after getting
the order approaches the stockiest and informs the
stockiest about the order and the stockiest thereby
fulfils the orders.
 
 STOCKIEST
Stockiest is an intermediary or third person who
purchases the goods from the depot of the company
and with the help of the company representative such
as TSM or TI, sells the goods to the retail shops,
wholesaler or retail outlets.
TYPES OF
STOCKIEST

Super Stockiest

Sub Stockiest
 RESPONSIBILITIES OF
TRAINING IN-
CHARGE(TI)


Preparing daily sales report

 Preparing closing stock

 
 HANDLING SALES IN
REGIONAL TERRITORY

WEEK 1 & WEEK 3

DAYS ROUTE
Monday Uppal
Tuesday Mallapur
Wednesday Lalapet
Thursday Shitafalmandi
Friday AS Rao Nagar
Saturday Malkajgiri
WEEK 2 & WEEK 4

DAYS ROUTE
Monday Nacharam
Tuesday Neredmet
Wednesday Sainikpuri
Thursday Tarnaka
Friday Habsiguda
Saturday Moula Ali
SALES IN DIFFERENT ROUTES
Adopting the sales pattern of the Rasna, the
following sales was generated in terms of Rupees
from the period 18th March 2010 to 31st May 2010
from the 12 different routes.

ROUTES AMOUNT OF SALES

AS RAONAGAR 50387.4
HABSIGUDA 57763.85
LALAPET 46236.54
MALKAJGIRI 39031.65
MALLAPUR 44471.93
MOULA ALI 49521.48
 ROUTES SALES
NACHARAM 49206.79
NEREDMET 39809.16
SAINIKPURI 35099.23
SHITAFALMANDI 45532.07
TARNAKA 76940.95
UPPAL 34786.12
ANALYSIS OF SALES
Route Wise Sales

Uppal; 34786.12; 6%
As Rao Nagar; 50387.4; 9%
Tarnaka; 76940.95; 14% Habsiguda; 57763.85; 10%

Shitafalmandi; 45532.07; 8% Lalapet; 46236.54; 8%

Sainikpuri; 35099.23; 6% Malkajgiri; 39031.65; 7%

Neredmet; 39809.16; 7% Mallapur; 44471.93; 8%

Nacharam; 49206.79; 9%
Moula Ali; 49521.48; 9%
SWOT ANALYSIS
OF RASNA
STRENGTH
 Different Varieties
 Rasna at low Price

Weakness

 Unsolved DGR
Unavailability of stocks at
depot
OPPORTUNITY
 Launch of new product
 More Routes

Threats

 Competition
 Loss of Stockiest
 CONCLUSION
With the end of SIP at Rasna, I arrive at the
conclusion that Rasna as one of the fmcg companies has
its own way of doing the business as compare to other
fmcg companies. Doing training at Rasna was an
challenging task because as Rasna is a seasonal product
and the demand for the product prevails during the
summer only, so the employees of Rasna have to work
very hard for 4 months that is from February to May,
in order to get the sales generated. Through this
project I came to conclude that how Rasna does its
business through the distribution channel, I came to
conclude that how Rasna divides the work among their
employees and how the sales target is set for them.
Through this project I came to learn that how to
generate the sales of seasonal product and how to
liquidate old stocks.
RECOMMENDATION
Retailer margin should be increased in order to
encourage the retailers to keep the stock of
Rasna in large volume and sell that stock.

There should be enough stock in the depot so that

there is no scarcity of stock and as a result the
stockiest gets the required stock when demanded.
 
The representative of the company such as TSM
and TI should prepare the DGR in time and
thereby, should make the settlement of the
damage goods in time.