Professional Documents
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Incorporated in 1948, we, Unilever Pakistan Limited, are one of the most prominent multinationals in the country today. We are proud of being a part of Pakistans history, contributing towards the growth and prosperity of the nation, providing 150 million people with a better future, a better tomorrow. Our passion for understanding people's concerns and desires, our ability to create products that fulfill those needs and our skills in getting those products to market drives our growing success - and has made us one of the worlds leading consumer goods companies. Unilever is one of the largest fast-moving consumer goods (FMCG) companies of the world, represented in 150 countries of the world with over 200,000 employees. Unilever Pakistan employees around 1400 people on their payroll and many thousands indirectly, contributing to the economic growth of the nation and catering the daily needs of 173 million people approx. The company had a turnover of Rs. 23.3 bn (Euro 309 mn) in 2007, and enjoys a leading position in most of its core Home and Personal Care and Foods categories, e.g. Personal Wash, Personal Care, Laundry, Beverages (Tea) and Ice Cream. The company operates through 5 regional offices, 4 wholly owned and 6 third party manufacturing sites across Pakistan.
UINLEVER BRANDS
FOOD BRANDS
Unilever is one of the world's leading food companies. Our passion for understanding what people want and need from their food - and what they love about it - makes our brands a popular choice.
BADAMI
"Badami" is Walls response to the traditional kulfi.
BLUE BAND
Blue Band is essential for a familys healthy growth and development and to enjoy a lifestyle full of vitality.
BROOKE BOND A1
Brook Bond A1 is the strong cup of tea that gives the strength to face challenges and stand up for what you believe in.
CORNETTO
The Cornetto experience consists of a delicious, crispy-baked wafer, coated inside fro m top to bottom with a chocolate layer, rich ice cream inside, topped off with sauce and chocolate chips.
ENERGILE
Bringing Vitality to your life.
FRUTTARE
Fruttares mission is to inspire in people the freedom to indulge by providing both pleasure and health through the natural goodness of fruit without the guilt of too many calories.
KNORR
Knorr believes in adding magic to every day meal moments.
LIPTON
Lipton is Tea Tea is Lipton.
MAGNUM
Celebrate pleasure with the tempting Magnum range an irresistible combination of thick, cracking chocolate with creamy vanilla ice cream.
PEARL DUST
Lipton Pearl Dust is the Sindhi soul that imbues intimacy and warmth in a couples relationship
RAFHAN
From the highly nutritious and healthy Corn Oil to the lip smacking Desserts Rafhan today offers a complete meal package with the cherry on top!
UNILEVER
Unilever Food Solutions helps chefs serve tasty, wholesome meals that keep guests coming back for more. We create ingredients that save precious prep time in the kitchen, without compromising on flavor or flair.
WALL'S DESSERTS
At Walls, we like to think we have one of the best jobs in the whole world; making delicious frozen dessert treats for the whole family.
WALL'S HEARTBRAND
The Walls Heart brand stands for a good honest scoop of pleasure.
COMFORT
Comfort fabric conditioner helps your loved ones feel cared for everyday through clothes with amazing shine and fragrance that no detergent alone can deliver.
RIN
Consumer insight shows that one of the leading drivers that indicate a good wash is the level of whiteness and brightness that clothes have after the use of a detergent powder. Rin is formulated to offer whiteness and bring back life in your everyday clothes.
SUNLIGHT
Sunlight aims to transform the chore of washing clothes into a moment of delight for Pakistani housewives by giving them a magical wash experience of lemons and thousands of flowers.
SURF EXCEL
Remember when you were a child? How you were free to explore, returning home covered in dirt and other stains that you wore like the badges of an intrepid discoverer?
VIM
The globally renowned brand with its revolutionary one-wipe degreasing formula, now in Pakistan!
CLEAR
Clear spells confidence for the young Pakistanis of today.
CLOSE UP
Our mouths are our gateway to life. We use them to eat, drink, talk, laugh, smile and what not!
DOVE
To help you enjoy your own brand of beauty, Dove provides an extensive range of cleansing and personal care products.
LIFEBUOY SHAMPOO
Providing healthy hair to all Pakistani consumers.
LIFEBUOY SOAP
Lifebuoy's goal is to provide affordable and accessible hygiene and health solutions.
LUX
Lux brings out the star in you!
POND'S
Making a real difference to women's skin and the way they live their lives.
REXONA
With Rexona you know your deodorant wont let you down.
SUNSILK
Sunsilk provides real solutions to women's everyday hair needs everywhere.
VASELINE
To help you enjoy great, healthy skin everyday.
CHAIRMAN
DIRECTORS
DIRECTORS
DIRECTORS
DIRECTORS
DIRECTORS
HR MANAGERS
MANAGERS
BRAND MANAGERS
SALES MANAGERS
ASSISTANT MANAGERS
ASSISTANT MANAGERS
ASSISTANT MANAGERS
ASSISTANT MANAGERS
JUNIOR MANAGERS
JUNIOR MANAGERS
JUNIOR MANAGERS
JUNIOR MANAGERS
JUNIOR MANAGERS
Customer specialization or Geography specialization. Unilever too uses a combination of Product and Geographic specialization. Because Unilever has a range of products for all of its products, therefore, there are different sales personnel for each of its products. And as evident from the sales structure of the organization, the sales force is also organized by the geographical regions of the country. Strategic decisions have been taken by RSM whereas Administrative decisions have been taken by NSM. They sell based on what they want to sell strategically and what they dont want.
DIVISIONS IN PAKISTAN:
Pakistan is divided in three geographic regions for the sales operations; these divisions are supervised by the General Sales Manager.
Central South North
REGIONS IN PAKISTAN:
ROM
RSM(LHR) RSM(KHI) RSM(MLN) RSM(SUK) RSM(FSD) RSM(ISB) RSM(JHL)
Unilever has 7 regions in Pakistan on where they send a direct sales force. These seven regions include:
Karachi and Hyderabad Lahore Islamabad Sukkur Multan Faisalabad Jhelum
In rest of the regions, Unilever sends its outsourced sales Team which is hired through their distributers.
Product Line. There are about six different Areas in Karachi and for each area they have an individual Area Sales Manager.
SALESPERSON-RELATED Foster motivation Performance Evaluation Lead to less turnover Higher Incentives
TERRITORY BASES:
The Bases for territory formation followed in Unilever Pakistan is Sales Potential. Territories are divided according to the Income groups, the terminology used by the National Sales Manager. When further discussion and as the Interview proceeded, we gathered that the territories are formed according to the sales Potential for each category of products. For the skin Cleansing Products, the territories are formed according to the Income Groups and according to the turnover each Income Group brings in for the company. The accounts are divided in three types of Income Groups:
Income Group A: Income group A, that bring in a business of more than Rs. 25000 in a month, constitute of about 5000 outlets in Karachi Income Group B: Income Group B, that bring in a business of more than Rs. 15000 in a month, constitutes of about 9000 outlets in Karachi Income Group C: Income Group C, that bring in a business of below Rs. 15000 in a month, constitutes of about 11000 outlets in Karachi
An average Sales Person makes about 20-40 calls a day for each Income Group
Calls Made In a week A-Class Outlets B-Class Outlets C-Class Outlets 2-3 times a week 1-2 times a week At least once in Week Outlets In Karachi About 5000 About 9000 About 11,000
ROUTING:
Routing refers to establishing a sequence of locations a salesperson will visit. When asked, the Area Sales Manager replied that for its Skin Cleansing Products, they follow Straight Line Method. This pattern iis often achieved by identifying customer locations that are situated at the outer perimeter of the territory. The sales person begins with a call on a customer located at the outer perimeter and then works back to the home base. Straight line Routing Method
After Sales Rep initial assessment they plan the field coaching days for each sales representative on all his routes. Identify and discuss the potential opportunity with representatives after each full day field contact. Review the situation for all PJPs in the light of skill gaps, market opportunity and brand trends. Sales Rep discusses the market potential with manager with special focus on low margin per person routes. Plan for revised targets, revised outlets and if any support needed for personal development. Based on assessment of available potential allocate the new targets and monitor them closely for each sales representatives. Sales Rep submit the performance results with their PJP improvements plan to their manager. Sign off the coaching sheet with their report for future reference/ record in the training log book.
Unilever does not include overheads, warehousing costs, capital cost and other related costs as the objective here is to access the economic viability of the routes. A route becomes selfsustained only when its potential has been fully exploited. This is a form where they have to build the territory do the necessary building investments.
Salary of all representatives. Fuel and maintenance cost for all vehicle deployed (driver, patrol, parking Road tax, repairs, regular maintenance etc) and toll.
Communicate gross margin available on all categories as per the product mix estimated territory volume. Gross Margin (3) - Cost (1+2) = margin per person # of Representatives
If the Margin per person is around 50% of the gross revenues for the territory then they have a balanced route.
Channel focused territories would require more travel time as compared to territories based on geographical only. They need to ensure the effectiveness of the coverage plan and ensure sustainability for regular coverage. Channel category focused territory PJPs are required where we have the need and resource to provide the viable added services in the group of selected outlets. Once they have done the analysis based on the above factors, they would be in a position to determine the number of people and vehicles required to service their customer. Based on the estimated volume per route, they can easily estimate territory volume and get a sound basis for forecasting.
ADMINISTRATION TIME
Distributor sales representative has to submit a consolidated report on sales orders and receipts each day in order to ensure smooth operations. (Data on the HHT also needs to downloaded or transmitted to the main system). He needs to communicate the market information and competitive moves to help and update the plans accordingly.
their customer needs. If the frequency is increased from twice a month in once a week than they need to double the human resource in providing coverage to the same number of outlets.
TERRITORY OVERVIEW
Good territory management contributes to the development of:
Strong business partnerships Achievement of growth targets Better use of resources
It is important that you know your territory and have a detailed knowledge on outlet mapping to from manageable clusters. You need to understand your responsibility in managing all the resources available. Managing territory is the role of an ambassador in building long term trade relations for the company. You dont work in isolation and the effectiveness of your work has an impact on the work plan of others. Your efficient execution contributes toward the achievement of broad company objectives.
TERRITORY MANAGEMENT
Ideally sales territories at Unilever are structured in a way that facilitates planning and control of the selling efforts. A strong territory structure has helped Unilever in implementing selling discipline and demarcates the operational span for their distributors.
TERRITORY
Unilever defines territory as a customer base in which they operate. All the current and potential outlets that are counted in a geographical boundary represent a sale territory.
MANAGEMENT
Management refers to planning, setting direction and control of sales team involved in providing basic and value added services. The aim is to ensure the implementation and quality performance of tasks in order to achieve predefined objectives.
TARGETS SETTING
Annual targets are reflected in the targets set for each distributor. The distributor targets would then be allocated to each sales representatives working for that distributor according to his territory potential. Based on their annual targets they set monthly, weekly and even daily distribution targets as per brand and outlet. They need to incorporate the brand cycle activities in their targets be abide to take full advantage of the promotional support and to ensure regular availability of stocks.
Premium products are marked red in the device means Sales Rep has to sell this product. Sales Rep also sell product based on the class i.e. they sell soap to C class accounts, whereas sell body washes to A class accounts. Big SKUs will not be allowed to sell in small outlets.
PERFORMANCE MANAGEMENT
If there are 100 outlets a Sales Rep has to cover according to the given plan then his performance will be measured on completing the atleast 95 outlets. If Sales Rep completes 94 outlets then it will not be counted as an effective coverage. Time Report can be extracted from the system i.e. how much time he spends in one outlet. Approximately 5-6 minutes are required to serve an outlet. Through this, the sales supervisors ensure a minimum of 3% ROI per month.
EXPECTATIONS
Following is the descriptive objective set for each sale representative for better results; Key elements for managing a territory at Unilever are the basis for running an efficient operation. Effective use of Territory Management Planning Model to clarify, identify and determine the implementation plan for the agreed objectives. To appreciate the process for field implementation through building a Territory operation Plan for eliminating time wastages.
I.T SYSTEMS
Key remedy for a lot of issue is the automation of distribution network. The data is helpful in assessing the customer base coverage and the prioritization of customers for investment of resources. IT has helped Unilever in planning out trade coverage planning in a number of ways, some of them are; In classifying outlets by channel, type and volume In calculating the coverage of each Brand with productivity, activity etc. Building up of territories based on volumes, break-even analysis, focus etc. Implementation of incentive planning through installing commission system, targets achievements reporting system etc. Unilever operates around philosophy of fire preventing approach rather firefighting approach.
SELLING TIME
Since theres less paper work now because of the current technology being used therefore selling time is 90% whereas 10% is on other activities.
The biggest challenge for Unilever in territory formulation is the achievement of optimum coverage levels over a sustainable cost structure. Any deployment of resource would demand a thorough understanding of the opportunity areas and competitive strengths. For a wider coverage, if too many distributors are created/hired, the business base might become fragmented, and in that case Unilever sales force may not be able to provide sufficient after sales service/support to the trade. Also, it may not be economically viable to invest in the growing IT needs that capture valuable POP (Point of Purchase) data in HHT (Hand Held Terminal).
PROFESSIONALISM
Territory management starts with resource planning to make best use of available resources, and for this purpose Unilever must expand its coverage at an optimal level to ensure regular supply to the trade through available routes to the market. The way sales force works in a territory and the outcomes is the direct reflection on the professional approach of Unilever sales team. Each territory is a smaller part of the total market and hence involved all sort of managerial duties required in field operations limited to
scaled down level. An effective and efficient territory management develops the territory and hence builds career growth for the individual working in the territory.
APPENDIX A: QUESTTIONNAIRE
Basic Core Information: 1. Number of sales force In Karachi? 2. Heirarchy model of sales organisation? 3. What are the basis of territionalization ( geography, potential, workload, servicing requirements? 4. How many outlets do they have in Karachi? 5. How are they classified(on what basis are they called major and minor accounts, do they get you more business)? 6. For example how many A category accounts do they have? how many B category accounts and how many of them belong to the C category? which of them are major accounts and why? 7. How many sales call a sales rep does in one day for each account? Territory Design and Building Methods: 8. Who takes decisions related to territory management? 9. What is the type of sales organization (for eg. Geographic specialization, customer specialization, product specialization, combination organizations) 10. What is the model of their territory management? 11. What are the reasons for establishing the current territory model? 12. What are the methods used by them for territorization? 13. What are the routing patterns used by them. 14. Work load basis : Number of sales people, number of accounts frequency of calls (all the requirements to compute work load basis) Territory Management:
15. Have they made any revisions in the territory management? If yes, then what revisions? 16. What were the reasons for revising the territory? 17. Do they have any plan developed for time management for sales force? 18. Any training they conducted for time management skills for sales staff? 19. Any event that the sales manager remembers related to effective territory management that added value to sales efforts or any incident that resulted into loss of sales due to ineffective territory management
20. Do they take any kind of feedback fron their sales reps/ staff for their professional or personal concerns? 21. Please provide us with a copy of the routing schedule or a call schedule that a sales rep follows? 22. What are the initiatives taken by Uniliver to optimize the sales expenses e.g. best utilization of resources? 23. How Uniliver sales executives balance workload and opportunities for their sales force? 24. How are raising fuel costs affecting your sales team? 25. How does your organization manage its sales territories? 26. Does Uniliver use any Territory Mapping Tool/CRM to maximize the revenue?