COMMUNIQUE RETAIL VISUAL MERCHANDISING PROGRAM

Table of Contents
1. Visual Merchandising
• • •

History Meaning Purpose

1.1 1.2 - 1.3 1.4

2. Introduction
• •

Visual Merchandising Program Communique Marketing Solutions Pvt. Ltd.

2.1 2.2

3. Retail Practices

Merchandising Practices

3.1 – 3.12

4. Customized Information & Reporting Tools
• • • •

Display White Book Dashboard Report VM Impact Report Retail Activation Report

4.1 – 4.2 4.3 4.3 4.3

5. KRA & Reporting System
• • •

KRA of Visual Merchandiser/ Supervisor KRA of Location Manager/ Territory manager KRA of Program Manager Reporting Processes & Formats

5.1 5.2 5.3 5.4 – 5.9

Visual Merchandising – 1.1

History
Every shopkeeper and merchant's primary objective is to sell merchandise. When the giant nineteenth century dry goods establishments like Marshall Field & Co. shifted their business from wholesale to retail the visual display of goods became necessary to attract the retail customer. The store windows no longer simply allowed natural light to shine in the building or act as storage space for stock; they became important venues to attractively display the store's merchandise. Gradually, the design aesthetic used in window displays moved indoors and became part of the overall interior store design, eventually displacing the importance windows altogether in suburban malls Museums and department stores in America have a shared history of displaying their products, both having come of age in the last quarter of the nineteenth century. Like world's fairs, department stores and museums crowded everything together on shelves or in display cases. Today displays in museums are referred to as exhibitions, while displays in stores are referred to as "Visual Merchandising. Essentially, visual merchandising is the selling of a store's goods through visual means, incorporating advertising, and window displays, and interior sales floor design and display. Throughout the twentieth century, well-known artists such as Salvador Dali and Andy Warhol created window displays, while other artists who are lesser known were commissioned to design unique objects specifically for visual merchandising purposes. 1. Sell by showing and promoting the product. 2. Create an emotional connect between the viewer and the display. 3. Encourage the shopper to enter the store. 4. Get the customer to pause and “shop” the selling floor. 5. Establish, promote, and enhance the store’s visual image. 6. Entertain customers and enhance their shopping experience. 7. Introduce and explain new products.

Visual Merchandising – 1.2

Meaning
Visual merchandising is the activity of promoting the sale of goods, especially by their presentation in retail outlets.(New Oxford Dictionary of English, 1999, Oxford University Press). This includes combining products, environments, and spaces into a stimulating and engaging display to encourage the sale of a product or service. It has become such an important element in retailing that a team effort involving the senior management, architects, merchandising managers, buyers, the visual merchandising director, designers, and staff is needed. Visual merchandising starts with the store building itself. The management then decides on the store design to reflect the products the store is going to sell and how to create a warm, friendly, and approachable atmosphere for its potential customers. Many elements can be used by visual merchandisers in creating displays, including colour, lighting, space, product information, sensory inputs such as smell, touch, and sound as well as technologies such as digital displays and interactive installations. Visual merchandising is not a science; there are no absolute rules. It is more like an art in the sense that there are implicit rules but that these also exist to be broken for striking effects. The main principle of visual merchandising is that it is intended to increase sales, which is not the case with a "real" art. Visual merchandising is one of the final stages in trying to set out a store in a way that customers will find attractive and appealing and it should follow and reflect the principles that underpin the store’s image. Visual merchandising is the way one displays 'goods for sale' in the most attractive manner with the end purpose of making a sale. "If it does not sell, it is not visual merchandising." Especially in today’s challenging economy, people may avoid designers/ visual merchandisers because they fear unmanageable costs. But in reality, visual merchandisers can help economise by avoiding costly mistakes. With guidance of a professional, retailer can eliminate errors, saving time and money. It is important to understand that the visual merchandiser is there, not to impose ideas, but to help clients articulate their own personal style.

and a mechanism to communicate to a customer and influence his decision to buy. and thus increase conversions through a planned and systematic approach by displaying stocks available. VM is an art and science of displaying merchandise to enable maximum sale.3 Visual merchandising is the art of implementing effective design ideas to increase store traffic and sales volume. Visual Merchandising – 1.4 . VM uses season based displays to introduce new arrivals to customers. a tool to enhance merchandise on the floor.Visual Merchandising – 1. Recently visual merchandising has gained in importance as a quick and cost effective way to revamp retail stores. VM is a tool to achieve sales and targets.

Making it possible for the shopper to co-ordinate & accessorize. Informing about the latest fashion trends by highlighting them at strategic locations. thereby enabling long lasting impact and recall value. technical and operational aspects of a product and the business. Setting the company apart in an exclusive position. VM helps in: • Educating the customers about the product/service in an effective and creative way. Establishing linkage between fashions. convenient and customer friendly by: • • • • Making it easier for the shopper to locate the desired category and merchandise.1 . and thus augmenting the selling process. Combining the creative. • • • • Drawing the attention of the customer to enable him to take purchase decision within shortest possible time. Making it easier for the shopper to self-select. Introduction – 2. ’easy to shop’ and ‘find the product’ format. product design and marketing by keeping the product in prime focus.Purpose Retail professionals display to make the shopping experience more comfortable. This easier format is especially implemented in fast fashion retailers. Merchandise presentation refers to most basic ways of presenting merchandise in an orderly. understandable. Establishing a creative medium to present merchandise in 3D environment.

we will succeed in increasing retail recommendation. focused on the success of our partners. We have deployed Visual Merchandisers across nation to bring a new level of customer service to our retail partners.2 . Designed to deliver excellent display and quality merchandising to the dealers.Introduction Welcome to the Visual merchandising Program! Visual Merchandisers are a critical part of any organization in the retail channel. With the dedication & enthusiasm of this team. Visual merchandisers are the face of most of the brand at retail. brand visibility and of course sales. The launch of Visual Merchandising Program in India marks the first step towards a new success. so move forward and win retail! Introduction –2. Visual Merchandisers are critical to our success.

Brand Agency Partnerships: National Geographic. Japanese Association. BTL Solutions Agency of creative & strategic thinkers backed by a dynamic in-house production and operations team. Apollo Tyres.Communique Marketing Solution Pvt.1 . Cochin All India Reach across Category A. Hyderabad. Kolkata. Ltd. HP. Noritsu. Who we are? A full service. Jaipur. Lucknow Associate Network: Chandigarh. Mumbai. Times Group and others… Reach Corporate Office: Gurgaon Branch Offices: Delhi. Chennai. BPCL. Bangalore. single window. Ahmadabad. Pune. DLF. B & C towns Retail Practices – 3.

What is Merchandising? → Merchandising is a systematic process of effectively supplying. danglers. Communication about the Brand & the Product can easily be conveyed to the TAs if the merchandising is done properly at the retail. flags. Why Visual Merchandising is important? → → → → → → • • Differentiate product with in the retail outlet Create cut-through from competitor products Increase brand awareness Increase brand visibility Establish familiarity with brand Clear communication of key brand messages Product launch Promotional offer • Key benefits .e. brochures. positioning and presenting goods (Products & Merchandising materials) at Point of Purchase i. Planogram Key Mantras of Retail Visibility Program. Merchandising description & display guidelines.Merchandising Practices Outline • • • • • • • • What is Merchandising/ Visual Merchandising? Why it is Important? How Merchandising creates Consumers Demand? Merchandising Elements (Categorization & Classification). What is Visual Merchandising? → → Visual presence for a brand/ product/ service Communicating information about brand/ product/ service to consumer → Utilize existing tools (posters. Key Elements of Retail Visibility Program. Retail Outlet. etc) to maximize the visual impact of the Samsung brand at retail.

2 Categorization of Merchandising Element • • Soft Merchandise Hard Merchandise These elements were generally placed / installed “In-shop” and “Out-shop”. Classification of Merchandising Element Soft Merchandise Soft merchandise is temporary visibility elements which includes all paper made POP / POS to be deployed at retail.e. Hard merchandise can be Standard (universal size for all retailers) or Customized (as per the available counter size)  Permanent Merchandise • • • Glow Sign Boards Awnings Product Display Units  Semi-Permanent Merchandise • • • • • Table-top Dispensers Table-top Standees Flanges Product Dummy Boxes In-shop Sun boards .Retail Practices – 3.  Hard Merchandise: Hard merchandise elements can further be divided into 2 categories basis their longevity i. Permanent & Semi-Permanent. Some commonly used soft merchandise elements are: • • • • • • • Poster Dangler Bunting Shelf Strip Wobblers Pull – Push Stickers Banners Apart from these Leaflets & Booklets were also parts of soft merchandise and are treated as Functional POP as they give complete / required description of a particular product and generally used as a ready reckoned for the TAs for further references.

at eye level.• • One-way Vision Floor Standees / Cutouts Retail Practices – 3. for better perspective Lasts for 2 – 3 days • • • • Buntings An important merchandise to be tied across the entrance of the retail Provides high visibility before entering the counter Can be used inside the counters as well (tied across the walls.3 Merchandising Description & Display Guidelines • • • • Posters A good communication tool to showcase product images and info Affixed in-shop. should be straight) • • • • Banners One of most effective mode of visibility Can be affixed out-shop & in-shop Durable & Long Lasting .

4 • • • • Danglers An effective and compact tool for visibility Hanged down from the ceilings Looks decent if installed at closer distance • format Cutouts Large size Product / Brand images in a self stand Generally placed out-shop Durable & Long Lasting .Retail Practices – 3.

Retail Practices – 3.5 • • • • Dispensers Branded Portable stand for keeping product brochures Preferably to be placed at Cash counters to provide high visibility Useful & Durable • • • • One – Way Vision Pasted only on Glass surfaces (preferable on entrance doors) Very effective & attractive visibility tool Visible even before entering the outlet (if placed at entrance door) .

• Durable & Long Lasting Retail Practices – 3.6 • Shelf Strip An attractive merchandise element Pasted on Shelves / Glass Surfaces Can be used for indicating partition between shelves or as outline around merchandise/ product corners Durable and Long Lasting • Product Dummy Boxes .

• A unique & useful POS for visibility as retailers hesitate to bring out the product Can be placed in ample quantity at display shelves to create product corners Long Lasting boxes from the drawers • • Retail Practices – 3.7 • • • • • Pull – Push Sticker Very effective and compact tool for visibility Affixed at glass entrance door of outlets Visible even before entering the outlet Long Lasting • In – Shop Sun Boards Standard and Customized in size Gives good visibility if installed at strategic location within in the counter Durable & Long Lasting .

• Long Lasting Flanges A semi-permanent hard merchandise to be fixed on side walls of the counter Retail Practices – 3.8 Wobbler Classification of Market • • • Multi Brand Outlet/ Open Market Branded Retail Modern Trade  Multi Brand Outlet .

Retail Practices – 3.15 DANGLER 10 LEAFLET BUNTING ONE WAY VISION TABLE TOP DISPENSER STANDEE 40 – 50 4-5 1 3-4 3-4 1 8 .  Modern Trade Organized retail outlets where all brands will sell out. For eg. Gold Class & Experience Store. A mobile shop is selling Samsung. A B C L POSM Element Deployment. The main purpose is to support ease of applicability to the merchandiser while also IDEAL QTY increasing selection & enhancing the merchandise display in a neat and organized M POSM PLACEMENT U ELEMENT AREA manner.Criteria: 1 POSTER 5-6 3 4 2– • Affix at Wall at Eye Level Hung from the ceiling Preferably to be placed at cash counter Provide high visibility before entering the store On Glass Door / Glass Façade Preferably to be placed at counter On Counter / Near Products Generally placed outside the store. along with competitions. A ground level collaborated approach between retailer & brand to push sales through authorized retail channels.10 25 . Option. Micromax. for Nokia it is NPD & for Motorola it is Moto Store. SIS. Next. T I Multi Brand Outlet: . It also enables a chain of stores to have the same merchandise displayed in a coherent and similar manner across the chain. etc. For e. Generally it is divided in further 3 categories: A Class (Approx 25% of Retail Universe) B Class (Approx 35% of Retail Universe) C Class (Approx 40% of Retail Universe)  Branded Retail Specialized outlets which showcase a particular brand with defined guidelines from the company. Price points.g.g. For e. Size.9 Planogram A Planogram allows planning of the arrangement of merchandise on a given fixture configuration to support sales through proper placement of merchandise by Style. Spice handsets. for Samsung it is SMPP. The Mobile Store. Croma etc.MBO is an outlet where all brands of a product will sell out. etc. for HP it is HP World. Hotspot. Nokia.35 3-4 1 2 1-2 1 6–8 15 – 25 Min 2 1 1 1 B R A N D O U T L E T .

it is differ for Samsung – SMPP & SIS. Leaflets/ Brochures. Every brand has specific guidelines & criteria for POSM deployment. Dispensers.10 Key Mantra of Retail Visibility Program • Responsibility on Self rather than Retailers POP / POS Display Product Display Key Info Collection • Retailer Relationship Key space at Outlet Longevity of POP / POS Competition information on POP / POS • Dedicated Product Corners (Economic.• Branded Retail: Deployment criteria for ideal quantity & placement area of POSM element at branded retail will differ from brand to brand. Fliers. etc.g. For e. • Modern Trade: Generally in modern trade this POSM element are not allowed. Table Top Standee. Effective & Efficient visibility tool) Product Box display Creative & Collective Display Key Elements of Retail Visibility Program . Retail Practices – 3. it is differ for HP World.. they allowed element like Table Top.

etc) Should be in adequate quantity for the city Retail Practices – 3.to be provided by client.11  On-ground Execution Team (managed by Agency) • • • Efficient & Dedicated Self Groomed & Hygienic Well Equipped for execution In Branded Uniform . Pull – Push stickers.  Warehouse for Soft POP / POS (managed by Client / Agency) • Has to be situated within the city limits . Display Units. Retail Data (to be provided by client) • • Name Address Location Contact Person Contact Numbers Servicing Distributor Visiting DSE / TSI • Category of Outlet must be mentioned Complete list of targeted outlets of the city Complete Detail of retail counter  POP / POS (to be provided by client) Should be good in terms of type & quality Should be in different varieties to cover up maximum locations of the retail Should have attractive visuals Should be functional / helpful to the retailers (Dummy Boxes. •  Merchandising Kit for VMs (managed by Agency) • • Travelers Bag (of appropriate size) to carry POP / POS Should have all required equipments DS Tape / Cutter Rope / Thread / Duster etc.

basis retail coverage. • Logical Placement of POP/ POS: POP/ POS should be place at logically at retail on the basis of category of the counter.  POP / POS Requisition & Dispatch • An on-going process to be repeated regularly Retail Practices – 3. to be sent to client Required POP / POS sent by client to the respective cities Mail to be sent to the agency about the dispatch along with the visuals and details of the Follow-ups to be done for the receipt of the POP / POS at the destination Verification of qty.  Inventory Management (POP / POS) • • • Track record of all POP / POS to be maintained at any point of time: Stock Received – Date & Quantity (for each and every element) Stock Consumed – Qty.• • Should be accessible by Road & cost should be low Should have sufficient space to keep the Soft POP / POS  Process / Flow of Activity The flow of activity has 5 phases: • • • • • Acquiring Retail Data Outline Plan for Visits & POP / POS POP / POS requisition and Dispatch On-Ground Execution Reporting  Acquiring Retail Data • • Retail Data to be acquired from client with all required info Data should be shorted out category-wise  Outline Plan • POP/ POS deployment plan: Quantity of POP/ POS to be deployed at any counter. received to be done and informed to the agency and the client POP/ POS dispatched. consumed on daily basis .12 • • • • • Requisition for required POP / POS. in each visit should be according to their category & requirement.

signed and with required number of POP / POS stamped by the concerned retailers • Photographs of the counters should be taken focusing placement of merchandise rather than of merchandise elements. of VMs Beat plan to be approved by Company officials (ASM / Distributor) VMs to get ready with appropriate merchandising kit before going into the field along VMs to cover each & every outlet of their beat for the day VMs should place / install the POP / POS logically at the retail After doing their job VMs should get the reporting formats.1 Display White Book (An innovative tool used as ready reckoned for training of VMs/ Supervisors) . duly filled.in PPT format with outlet names (Weekly) Customized Information & Reporting Tools – 4. Reporting formats for the day to be submitted to LM / Data Manager for compilation and reporting. LM to make the beat plan for the VMs basis the visit plan and the qty. • Required Reports to be submitted to the client: • • Compiled Reports Photographs . Reports made should be clear.• Stock Available – Weekly tracking of the stock available at the stocking point for each element • Sending alerts to the concerned authorities for refilling of stocks as and when required  On-Ground Execution • • • • • • • Retail data received to be shorted out location-wise and category-wise.  Reporting • Reporting is the most important part of any activity carried out in the field. crisp and self explanatory so as to give the correct picture of what’s been done and what’s going on in the market.

with their Customized Information & Reporting Tools – 4. furniture & fixtures available at retail Visual directory of updated POS elements Details • Categorization & Classification of Branded retail. • supportive snapshot. Placement guidelines of key VM Elements Visual Directory of Right as well as Wrong Installation / placements Description & Detailing of marketing assets.Contents Detailing & Snapshots of Stores for familiarization of Stores & Store Categories. Brief about focus area of display of Branded Retail.e. SIS.2 wrong display. Experience Store & Gold Class. Brief about GSB (Glow Sign Board) and their snapshot to differentiate right & Brief about Inshop Branding and their snapshot to differentiate right & wrong Brief about counter display type and display criteria as per guidelines. for Nokia – Nokia Priority Dealer(NPD). • display. i. . it is SMPP. for Samsung Mobiles. • • • • Brief details about Branded Retail Snap Shot of Branded Retail. for HP – HP World.

3 .• Brief about Backwall display type and display criteria as per guidelines. How & Where for Branded Retail !” Customized Information & Reporting Tools – 4.e. Brief about process of creative designed for special occasion & festival. • reference creative. • • • “White Book is all about What. Process of Hygiene. supportive snapshot. etc) and their Brief about planogram and their process. Classifiers. with their Brief about customized POSM (i. Feature cards.

 The report will speak about: Coverage of the Week POS Used Competition Launches / Activities / Feedbacks Market / Retailer Feedbacks Monthly “Retail Activation Report”    On 1st of every month “Retail Activation Report” will be shared with client. A report with summary of activations during the month is with client on monthly basis The report will speak about: Coverage of the Month Elements used Scope & Duration Feedback . Dash Board Report will be sent to client.Weekly Dashboard Report    On every week. The report will speak about: Concern areas cum Problem Areas Overall problems occurred in the week Remembrance of Long Term issues Weekly update to Regional & HO Officials Weekly “VM Impact Report”  A report with summary of activations during the week is shared with client on Weekly basis. A report with summary of concerned areas at branded retail will be shared with client.

10:35 a m Tim e taken during m ovem ent to the firs t outlet Greet the dealer Look for the right space to plac e the P OS M 10:35 a m Replace/ Refurbishm ent of old POSM to Tak es feedback from the dealer 6:00 pm Tak e relieving from dealer on form at with sign & seal M ove to the next outlet & repeat the proc ess till the last outlet 06:00 pm . Authentic Acknowledgment from Retailers Collect Additional Information Report Daily to LM’s/ TM’s on activity Co-ordination with LM’s/ TM’s for additional activities • • • • • • Time & Motion Study of Visual Merchandiser/ Supervisor 10:00 a m .06:30 pm 06:00 pm Check all the reporting & fill all of them to M akes sum m ary report of the day 06:45 pm 06:30 pm .KRA & Reporting System – 5. s hare beat plan & disc us s the P OS to be us ed 10:00 a m Collect POSM as per requirem ent to Inform Location M anager 10:35 a m M ark attendanc e & m ove to the m ark et 10:20 a m .06:45 pm Update day 's report & feedback / concerns to Location M anager/ Territory M anager & conc ern sales te .2) on regular basis for maintenance of existing POSM / install new POSM Update LM’s / TM’s for SIS Fixtures Collect competition details & forward it to LM’s / TM’s.1 KRA of Visual Merchandiser/ Supervisor • • • • • • Responsible for brand / product visibility at retail Meeting Distributors regularly for feedbacks & POSM collection Covering 12-15 Outlets per day as per Beat Plan Affix / deploy POSM properly Hygiene check and refurbishment of existing POSM at retail Visit SIS (Min.10:20 a m M eet concerned sales team at distributors point.

KRA & Reporting System – 5.2 KRA of Location Manager/ Territory Manager • • • • • • Regular meetings with Distributors and Local officials to take updates Proper & Smoother execution in respective cities / territory Maintaining records Make authentic beat plan for VMs Supervise the VMs Management & Maintenance of SMPP/ SIS Hygiene Check of Collaterals & Fixtures Refurbishing of Collaterals / installation of new Dummies ♦ Escalate issues related to fixtures to Samsung HO. Local Officials & agency HO Take photographs of VM activity Co-ordinate with agency HO & Local officials for VIP visits Tracking of POSM received / available Regular reporting to Local officials and agency HO Provide market and competition feedback .

Dummy inventory management. feedback & take further Instructions. Move to the next outlet & repeat the process till the last outlet 06:00 pm . Provide instructions to their respective execution teams. Coordinate / follow-up with vendors for dimensioning / installation of GSB. Coordinate / execute other marketing activities. Send Daily Activity Reports to respective client officials. Inshop etc.    Escalate Market Issues to client.9:00 am Mark his attendance through SMS 10:00 am 10:00 am to 11:00 am to Coordination with Team (either physically or telephonic) 11:00 am Coordination with local client official. competition & concerns.       Proper & smoother execution of Program. Regular meetings with client officials to share activity.3 KRA of Program Manager   Program Manager is one point contact.Time & Motion Study of Location Manager/ Territory Manager 8:00 am to 9:00 am 8:00 am . . POSM inventory management. RDS and sales team 11:00 am .07:00 pm Update days report & feedback/ concerns to Program manager & concern local sales team 09:00 pm 09:00 pm -10:00 pm to 10:00 pm Send VM coverage report through SMS KRA & Reporting System – 5. Send weekly reports & monthly to respective client officials.06:30 pm 06:00 pm Take feedback & reports from the VM/ supervisors to Make summary report of the day 07:00 pm 06:30 pm .06:00 pm Greet the Dealer 11:00 am Take the feedback of market & competition to Take the feedback of VM/ Supervisor 06:00 pm Share about the new things Take photographs of deployed POSM.

KRA & Reporting System – 5.4 Reporting Processes & Formats Daily Reports • • Tracking of Location Manager/ Territory Manager VM/ Supervisor Coverage Report Weekly Reports • • • • • • • POSM Tracking Report POSM Availability Report at RDS point Dummy Availability Report Electrical Rectification Report Dashboard Report PPT of SMPP & SIS PPT of Open Market Daily Report .

VM Coverage Report Location Manager/ Territory Manager should send one SMS to a dedicated mobile no. B-4. If there are 6 VMs/ Supervisor under a LM/ TM. SMS Format. is to inform about their VMs/ Supervisor day coverage report. Allahabad. Tracking of LM/ TM Location Manager/ Territory Manager should send one SMS to a dedicated mobile no. and his Current City.5 Weekly Report 1. then he have to send 6 SMS (1 SMS / VM) • Contents of SMS should contain the Date. between 9 pm to 10 pm on daily basis. B. Purpose of SMS. C-4. Mirzapur & Ghazipur) • SMS Format: “1-May / Naval Sharma / Varanasi” • LM/ TM failed to send SMS. • Communique MIS Executive updates their attendance on daily basis and keep updates on both soft and hard copy. Outlet Covered – 15 (A-5. between 8:00 am to 9:00 am on daily basis. and his Current City • Eg. • Communique MIS Executive updates their attendance on daily basis and keep updates on both soft and hard copy. SMS should contain the Date. Anurag. • • • • • KRA & Reporting System – 5. of Naval Sharma (LM/ TM –Varanasi. SMPP-2)” Do this exercise on regular basis and never forget to send the SMS. Varanasi. VM/ Supervisor Name. “2 May. Outlets Covered (A. POSM Tracking Report . LM/ TM Name. C. 2. Gorakhpur. will be marked ABSENT for the day.1. SIS & SMPP).

Corby / Model No. M lN ode o.Je 2 t ).PO Tra ingForm t SM ck a Rea M na m ntProgra t il a ge e m Man ed By :ag Com u iq eM rk t g Solu ion PrivaeLim e m n u a ein t t it d LM T N M : / M A E PERIO : D to CIT : Y W EEK : ZO E N M N H: OT (A Re ) gula PO r SM S. M lN ode o.6 2. This form should be m to ProgramManageron every at ailed Sat urday by 3:00 PM. ofPOSM elem used should be m ioned ent ent againsteach elem s. at Model no. : POSM Elem .  LM's/TM's should notdelay in sending the reportfromthe given t eline. M lN ode o. M lN ode o. M lN ode o. M lN ode o. KRA & Reporting System – 5. im For Special / Regional POSM m ion the POS Elem ent ent (along w h det received f HO and POSM m by it ails) rom ade branch. N o 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 PO Ele e SM m nts Poste r Le fle a t Ra ngeBookle t D ngle a r Bunting Sta e nde Ba r nne She Strip lf Ra ngeShe t e D m Box um y W obble r T bleT a op M lN ode o. POSM Availability Report at Storage Point . M lN ode o. M lN ode o. .  No LM's/TM's should take this tasklighty  LM's/ TM's should fill the form properly with com e detail at plet of POSM used during t w he eek (Eg. N o 1 2 3 4 5 PO Ele e SM m nts M lN ode o. ent DN O T's  Details ofPOSM used in pastweeks should notbe m ioned in ent case notused during t w he eek.Poste / ent r Model No . (B) Spe l PO / Re cia SM giona PO l SM S. D 's O Every LM's/ TM's should fill this form on weekly basis.

ZN : OE D TE : A S. Q ty. This form should be m to ProgramManager on every Saturday by 3:00 PM. at ailed KRA & Reporting System – 5. M lN ode o. Paste Storage point POSM Photograph Paste Storage point POSM Photograph Paste Storage point POSM Photograph Paste Storage point POSM Photograph D 's O Every LM's/ TM's/ VM's/ Supervisor will arrange the POSM m erial in Proper at m anner and he will click t phot he ograph ofavailable POSM from4 angle and past t e he phot ograph as per t form he at DN O T's  No LM should take this tasklighty Every LM's/TM's should be fill on weekly basis(on every Saturday). M lN ode o.  POSM should notbe in scattered form .  LM's/ TM's should fill the form properly with com e detail ofPOSM Available at at plet St orage Pointand he will m ion t Quant y ofPart ent he it icular Model (Eg. Q ty.  LM's/ TM's/ VM's/ Supervisor will physically countthe POSM available atrds point and he w m ion t quant y of POSM in form ill ent he it at  Old POSM should be crushed outas per the Instruction ofLocal ClientOfficial. : POSM Elem ent P oste / Model No . Dashboard Report . LM TMN M : / A E R SN M : D A E Q ty.  POSM quantity should notbe im ganary. (B) P a P ste4Photogra of PO Stock A ila a Rds fromdiffe nt a le se a ph SM va ble t re ngle . Q ty.7 3. N o 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 P SMEle e O m nts P oste r Le fle a t Ra ngeBook t le D ngle a r Bunting Sta e nde Ba r nne She Strip lf Ra ngeShe t e D m Box um y W obble r T bleT a op M lN ode o.PO Ava b a Stora ePoint SM ila le t g Re M n g m tProg m tail a a e en ra Ma ag By :n ed Com un u M rk t g Solu ion Privae Lim e m iq e a e in t t it d CITY: W EEK : M lN ode o. Q ty.Corby /Qty-432) r t  LM's/ TM's shouldnotdelay in sendingthe reportfromthe given deadline. M lN ode o.

Fixture Problem GSB (Glow Sign Board) Inshop Branding Branding Kindly follow the following format for making good Dashboard Report.A report in which LM will mention the Problem area (with pictures) of outlet is called Dashboard Report. 4. Dashboard Report PPT should be prepared on Master Slide. 3. Process of Dashboard Report is as follows: a. • • LM will send dashboard report on Saturday by evening. First Slide Second Slide . If LM don’t have master slide. 2. then they can take from Program Manager. Problems which was not rectifying from long time For example 1.

KRA & Reporting System – 5.N . Cy it O t tN m ule a e Ct g ry ae o C ne o c rn  Fourth Slide    F t r Cn ixue o GBC n e S oc InS o B hp r Ba d gC r n in .8 Third Slide S o .

9 Sixth Slide .S o . Cy it O t tN m ule a e Ct g ry ae o C ne o c rn 5KRA & Reporting System – 5.N . Cy it O t tN m ule a e Ct g ry ae o C ne o c rn Fifth Slide S o .N .

N . Cy it O t tN m ule a e Ct g ry ae o C ne o c rn Seventh Slide .S o .

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