INTERNATIONAL SCHOOL OF BUSINESS AND MEDIA, PUNE

PROJECT REPORT

ON

RELIANCE JIO INFOCOMM LIMITED

“COLLEGE Wi-Fi ACQUISITION”

In the fulfillment of curriculum of

Post-Graduation program in Marketing

By

Sushant Singh Chauhan

Guided by

Prof. Satish Pai

 Certificate of Originality

This is to certify that the project report entitled as College Wi-Fi Acquisition submitted
to International School of Business and Media in partial fulfillment of the requirement or
the award of the degree of Post-Graduation Diploma in Management (Marketing and
Finance), is the original work carried out by Sushant Singh Chauhan under the
guidance of Prof. Satish Pai.

The matter embodied in the project is the genuine work done by the student to the best of
my knowledge and has not been submitted to this university before or any other
University or Institute for the fulfillment of the requirement of any course of study.

Signature of the student Signature of Area Chair

Aastha Giri Prof. Satish Pai

 ACKNOWLEDGEMENT

The internship opportunity I had with Reliance Jio Infocomm Limited was an invaluable
experience of great learning and professional development. Therefore I consider myself
as a lucky individual as I was provided with an opportunity to be a part of it. I am also
grateful for having a chance to meet so many wonderful people and professionals who led
me through this internship period.

I would like to use this opportunity to express my deepest gratitude and special thanks to
Mr. Tojo Thankachan, who in spite of being very busy with his duties took time out to
hear and guide me on my projects at Reliance Jio.

Next I would like to place my deepest sense of gratitude to Mr. Anand Kharat and every
member of College enterprise segment team for their exceptional guidance which were
extremely valuable for completion of my internship.

In addition, I would like to thank my respected mentor Prof. Satish Pai, Marketing
Faculty at International School of Business and Media and appreciate his efforts in
helping me in my projects. His valuable guidance and suggestions has added to the
successful completion of my projects.

I believe this opportunity as a big milestone in my career development. I will strive to use
gained skills and knowledge in the best possible way, and I will continue to work on their
improvement, in order to obtain desired career objectives.
 1. INTRODUCTION TO FMCG SECTOR

Fast-moving consumer goods (FMCG) sector is the 4th largest sector in the Indian economy with
Household and Personal Care accounting for 50 per cent of FMCG sales in India. Growing
awareness, easier access and changing lifestyles have been the key growth drivers for the sector.
The urban segment (accounts for a revenue share of around 55 per cent) is the largest contributor
to the overall revenue generated by the FMCG sector in India However, in the last few years, the
FMCG market has grown at a faster pace in rural India compared with urban India. Semi-urban
and rural segments are growing at a rapid pace and FMCG products account for 50 per cent of
total rural spending.

1.1 MARKET SIZE

The Retail market in India is estimated to reach US$ 1.1 trillion by 2020 from US$ 840 billion in
2017, with modern trade expected to grow at 20 per cent - 25 per cent per annum, which is likely
to boost revenues of FMCG companies. Revenues of FMCG sector reached Rs 3.4 lakh crore
(US$ 52.75 billion) in FY18 and are estimated to reach US$ 103.7 billion in 2020. The sector
witnessed growth of 16.5 per cent in value terms between July-September 2018; supported by
moderate inflation, increase in private consumption and rural income.

1.2 GOVERNMENT INITIATIVES

Some of the major initiatives taken by the government to promote the FMCG sector in India are
as follows:

 The Government of India has approved 100 per cent Foreign Direct Investment (FDI) in
the cash and carry segment and in single-brand retail along with 51 per cent FDI in multi-
brand retail.
 The Government of India has drafted a new Consumer Protection Bill with special
emphasis on setting up an extensive mechanism to ensure simple, speedy, accessible,
affordable and timely delivery of justice to consumers.
  The Goods and Services Tax (GST) is beneficial for the FMCG industry as many of the
FMCG products such as Soap, Toothpaste and Hair oil now come under 18 per cent tax
bracket against the previous 23-24 per cent rate. Also rates on food products and hygiene
products have been reduced to 0-5 per cent and 12-18 per cent respectively.
 The GST is expected to transform logistics in the FMCG sector into a modern and
efficient model as all major corporations are remodeling their operations into larger
logistics and warehousing.

1.3 ACHIEVEMENTS

Following are the achievements of the government in the past four years:

 Number of mega food parks ready increased from 2 between 2008-14 to 13 between
2014-18.
 Preservation and processing capacity increased from 308,000 during 2008-14 to 1.41
million during 2014-18.
 The number of food labs increased from 31 during 2008-14 to 42 during 2014-18.

1.4 ROAD AHEAD

Rural consumption has increased, led by a combination of increasing incomes and higher
aspiration levels; there is an increased demand for branded products in rural India. The rural
FMCG market in India is expected to grow to US$ 220 billion by 2025 from US$ 23.6 billion in
FY18. In FY18, FMCG’s rural segment contributed an estimated 10 per cent of the total income
and it is forecasted to contribute 15-16 per cent in FY 19. FMCG sector is forecasted to grow at
12-13 per cent between April–June 2019.

On the other hand, with the share of unorganized market in the FMCG sector falling, the
organized sector growth is expected to rise with increased level of brand consciousness, also
augmented by the growth in modern retail.
Another major factor propelling the demand for food services in India is the growing youth
population, primarily in the country’s urban regions. India has a large base of young consumers
who form the majority of the workforce and, due to time constraints, barely get time for cooking.
Online portals are expected to play a key role for companies trying to enter the hinterlands. The
Internet has contributed in a big way, facilitating a cheaper and more convenient means to
increase a company’s reach. It is estimated that 40 per cent of all FMCG consumption in India
will be online by 2020. The online FMCG market is forecasted to reach US$ 45 billion in 2020
from US$ 20 billion in 2017.

It is estimated that India will gain US$ 15 billion a year by implementing the Goods and Services
Tax. GST and demonetization are expected to drive demand, both in the rural and urban areas,
and economic growth in a structured manner in the long term and improve performance of
companies within the sector.

Fast moving consumer goods (FMCG) are the 4th largest sector in the Indian economy. There
are three main segments in the sector – food and beverages which accounts for 19 per cent of the
sector, healthcare which accounts for 31 per cent and household and personal care which
accounts for the remaining 50 per cent.

The FMCG sector has grown from US$ 31.6 billion in 2011 to US$ 52.75 billion in 2017-18.
The sector is further expected to grow at a Compound Annual Growth Rate (CAGR) of 27.86 per
cent to reach US$ 103.7 billion by 2020. The sector is projected to grow 11-12 per cent in 2019.^
It witnessed growth of 16.5 per cent in value terms between June–September 2018; supported by
moderate inflation, increase in private consumption and rural income. It is forecasted to grow at
12-13 per cent between April– June 2019.^ FMCG’s urban segment is expected to have a steady
revenue growth at 8 per cent in FY19 and the rural segment is forecasted to contribute 15-16 per
cent of total income in FY19.* Post GST and demonetization, modern trade share grew to 10 per
cent of the overall FMCG revenue, as of August 2018.

Accounting for a revenue share of around 45 per cent, rural segment is a large contributor to the
overall revenue generated by the FMCG sector in India. Demand for quality goods and services
have been going up in rural areas of India, on the back of improved distribution channels of
manufacturing and FMCG companies. Urban segment accounted for a revenue share of 55 per
cent in the overall revenues recorded by FMCG sector in India.

Growing awareness, easier access, and changing lifestyles are the key growth drivers for the
consumer market. The focus on agriculture, MSMEs, education, healthcare, infrastructure and
tax rebate under the Union Budget 2019-20 is expected to directly impact the FMCG sector.
These initiatives are expected to increase the disposable income in the hands of the common
people, especially in the rural area, which will be beneficial for the sector.
 2. INTRODUCTION TO KELLOGGS

2.1 INTRODUCTION
The Kellogg Company, doing business as Kellogg's, is an American multinational food
manufacturing company headquartered in Battle Creek, Michigan, United States. Kellogg's
produces cereal and convenience foods, including cookies, crackers, and toaster pastries and
markets their products by several well known brands including Corn Flakes, Frosted
Flakes, Keebler, Pringles, Eggo, and Cheez-It. Kellogg's mission statement is "Nourishing
families so they can flourish and thrive."

Kellogg's products are manufactured and marketed in over 180 countries. Kellogg's largest
factory is at Trafford Park in Trafford, Greater Manchester, United Kingdom, which is also the
location of its European headquarters. Other corporate office locations outside of Battle Creek
include Chicago, Dublin, Shanghai, and Querétaro City. Kellogg's holds a Royal
Warrant from Queen Elizabeth II and the Prince of Wales.

Kellogg is a global company committed to building long-term growth in volume and profit and
to enhancing its worldwide leadership position by providing nutritious food products of superior
value.

2.2 HISTORY

Will Keith Kellogg once estimated that 42 cereal companies were launched in the breakfast-food
boom during the early years of the 20th century. His own venture, founded as the Battle Creek
Toasted Corn Flake Company, was among the last, but it outlasted most of its early competitors
and has dominated the ready-to-eat cereal industry. The Kellogg Company, as it was ultimately
named, followed a straight and profitable path, avoiding takeovers and diversification, relying
heavily on advertising and promotion, and posting profits nearly every year of its existence.
2.3 FIRM'S OVERVIEW

KELLOGG’S a 1906 established firm, it thoroughly enjoyed the status of top most cereals
companies around the globe. When Will Kellogg accidentally invented a new breakfast food in
Battle Creek, Michigan in 1894, he did not realise that he was on the threshold of forming a
major food manufacturing company. His name would become one of the most instantly
recognized throughout the world. It has four main divisions covering North America, South &
Central America, Asia Pacific, and finally Europe, Africa and Middle East. Today, Kellogg’s is
an American owned organization that has a true global market in the late 1980s, the company
had reached an all-time peak, commanding a staggering 40 per cent of the US ready-to-eat
market from its cereal products alone. By that time, Kellogg’s had over 20 plants in 18 countries
worldwide, with yearly sales reaching above US $6 billion. But with inception of 90’s, the
company started regaining the pressure from its rival, The General Mills. The working force of
the company was accused of being unimaginative. As a result the company started looking at the
other markets rather than US and that of UK’s. As a result, in 1994, three years after the barriers
to international trade had opened in India, Kellogg’s decided to invest more than US $30 million
into launching its number one brand, Corn Flakes. Currently Kellogg is the leading producer of
cereal & convenience food of the world with total revenue in excess of US $ 12 billion. It
currently has 18 plants worldwide which produces more than 50 different brands and sells in
more than 180 countries across the world.

2.4 BREAKING OF STAGNANCY-THE FORAY STORY

With the strategy of the company to break the series of stagnancy in UK and US for a decade, the
alternative to look beyond resulted in foray of Kellogg’s in India. As the Government of India,
open the doors for international trade, new firms found Indian market an interactive enough to
set up their operations here. Kellogg’s was also a part of the series. Kellogg was the wholly
owned Indian subsidiary of the Kellogg Company based in Battle Creek, Michigan in the United
States. But the Indian consumer as habituated, consumed regularly the tradition breakfast
composed of “Paranthas, idli sambar, poha, milk “(Varying from region to region) etc. To make
and create a demand for the people who are already accustomed to their own eating habits was a
mammoth task in front of the company. While this meant that Kellogg’s had few direct
competitors, it also meant that the company had to promote not only its product, but also the very
idea of eating breakfast cereal in the first place. The first sales figures were encouraging, and
indicated that breakfast cereal consumption was on the rise. However, it soon became apparent
that many people had bought Corn Flakes as a one-off, novelty purchase. Even if they liked the
taste, the product was too expensive. A 500- gram box of Corn Flakes cost a third more than its
nearest competitor. However, Kellogg’s remained unwilling to bow to price pressure and decided
to launch other products in India, without doing any further research of the market. Over the next
few years, Indian cereal buyers were introduced to Kellogg’s Wheat Flakes, Frosties, Rice
Flakes, Honey Crunch, All Bran, Special-K and Chocos Chocolate Puffs ± none of which have
managed to replicate the success they have encountered in the West.

2.5 INCEPTION OF THE LAUNCH OF PRODUCTS

When Kellogg Company entered India, the per capita consumption of breakfast cereals was a
low 2 gm per annum against 5 kg per annum globally. The Indian ready-to-eat-cereal market,
clearly, posed several challenges. The Indian sub-continent found the whole concept of eating
breakfast cereal a new one. Indeed, the most common way to start the day in India was with a
traditional regional breakfast. While this meant that Kellogg’s had few direct competitors it also
meant that the company had to promote not only its product, but also the very idea of eating
breakfast cereal in the first place.

2.6 HURDLES IN INDIAN MARKET AS A NOVICE

Cultural factors and eating habits – population not used to processed foods

Kellogg pitched itself as an alternative to the regularly consumed breakfast. The Indian breakfast
is heavy and there is a feeling of fullness at the end of an Indian breakfast. What with oily
Parantas, Puris and Dosas, the feeling of fullness is real and not imagined. Kellogg’s Corn flake
breakfast does not give that feeling of fullness and that went against the grain of having a full
breakfast. In short after having a corn flake based breakfast the Indian consumers were still
hungry. Also Indians have spicy and hot food for breakfast. To ask them to eat the sweet tasting
and cold corn flake breakfast was too much of a sweet breakfast for the Indians to digest.

Easy availability of low-priced traditional breakfast

Indian breakfast is known for its variety. There can be 30 types of Dosas (there is a restaurant in
Hyderabad that offers 99 types of Dosas) or Idlis, Parantas or other types of native Indian
breakfast items. Indians are used to a variety and one item that is eaten will not be on offer for
the next two or three weeks. Asking Indians to have the same type of corn flake based breakfast
was too much of a cultural change for the Indians to accept.

Low awareness about processed foods

Low awareness about processed foods and Calorie requirements about various diet plans to be
followed from health prospective. Also Kellogg in its advertising campaigns hinted that the
Indian breakfast was not nutritious and that Indian breakfast was not very good for health. This
deeply hurt the sentiments of the home maker. The home makers said to themselves “We have
eaten and served the Indian breakfast for decades and centuries. My family is doing fine”. Once
the home maker’s ego was hurt they psychologically turned themselves against the concept of
corn flake based breakfast.

Price sensitive customers

Indian customers are very price sensitive. With Kellogg price a third more than its nearest
competitor it created an image of being a high class product and also pushed it out of reach of
just liberated Indian middle class. Considering all these challenges, Kellogg India required to
come up with a real brand equity and a framework to convince Indian consumer to get out of
from the long following breakfast eating pattern and face to an entirely new range of products
offered by the company.
2.7 INITIAL FAILURE

With so much of global exposure, success and the well renowned value that the company
enjoyed in the world market, the question that stuck in the mind is what is that that led to the
initial failure in Indian market with its foray.

India is a country that has a history that comprises of traditional practices, that also includes the
regular and long followed eating habits.

Kellogg’s believed that it is going to introduce the new breakfast product, heavily on the quality
of its crispy flakes. But pouring hot milk on the flakes made them soggy.

With this it was also failed in understanding the very needs and taste of Indian consumer,
perhaps the HOMEWORK done was not good enough. Kellogg's failure was the fact that the
taste of its products did not suit Indian breakfast habits. Kellogg sources were however quick to
assert that the company was not trying to change these habits; the idea was only to launch its
products on the health platform and make consumers see the benefit of this healthier alternative.

Another reason for the low demand was deemed to be the premium pricing adopted by the
company. The prices of its products were way too much than the nearest competitors like the
Mohan's Cornflakes.

KELLOGG’S BAGRRY’S CORNFLAKES

(comp.)
Prices ₹310 per 800 gm ₹220 per 800 gm
Focused on Affluent consumer Mass consumer
Market competition Premium and middle level Small level consumers
consumers

2.8 STEPS TOWARDS SUCCESS

The failure that the company witnessed with its launch, did not stays for longer. The mistake that
the company did initially in judging the Indian market was revamped as soon as company
realized that the long continued policies is not going to work here. There were several factors
that lead to this progress.

 Prices reduction
 Kellogg’s increase the retail packs of different sizes to cater the needs of different
 Consumers group Kellogg’s repositioned the product as tasty nutritious food Products
were not positioned in premium categories
 Indianizing the products by introducing the sweeter product
 On ground promotion activities like Kellogg health week and free samples distribution in
schools and to housewives.
 Projection of products as ‘fun-filled' brands rather emphasizing only on the “nutrition
value”.

2.9 PROPOSITION & POSITIONING BY KELLOGG

From the day Kellogg’s forayed into INDIAN market, several parameters are taken care of while
launching the product.

When Kellogg’s entered the Indian market in 1994 it positioned itself on the health platform,
highlighting the nutritional values of the brand. This was done keeping in mind the following
fact: The 1991 census had already revealed that 40 per cent of Indians were below the age of18-
its prime target of growing children/ young adults who needed the right nutrition, besides
mothers who needed.

Later the company emphasized on more fun filled flavours with the nutrition value.
In 1996 the Chocos brand was heavily advertised.- 50% of the money allocated for advertising
was spent on promotions and- 50% of Money allocated was spent on thematic Advertising- All
the Advertisements were Brand driven- Initially to encourage the consumer to try the product
various sales promotion techniques were used.
Kellogg’s advertising has admittedly not been very compelling thus far. A long-term thematic
line has not been developed in the campaign. Apart from `Jago Jaise bhi, to Kellogg’s hi”.
Getting the brand on the breakfast table really appears to be the main motive behind all the
promotions. Earlier this year, posters with the line `Naye saal ki sahi shuruat, lo Kellogg’s se hi”,
were put up at strategic points.

Later Kellogg’s India shifted its Positioning from nutrition to fun-filled flavours, consumer
promotions that accompanied a Rs.25 crore media-spend. Constant free sampling exercises and
an on-going process of developing price volume packages.

Then the company is attempted to indianize its campaigns instead of simply copying its
international promotions. In the staples campaign, a cross section of individuals ranging from a
yoga instructor to a Kath Kali dancer attribute their morning energy and fitness to Kellogg’s,
suggesting accompaniments as varied as curds, honey, pistachio and bananas. The commercial
ends with line `Jaago jaise bhi, lo Kellogg’s hi’.

But conspicuous in its absence from print and TV advertising, is the famous `cock’ identity,
which symbolizes the morning association the world over. Later the CHOCOS BRAND has been
positioned as “THE IRRESISTIBLE TASTE OF CHOCOLATE”. The Media spend by
Kellogg’s on Chocos brand was distributed equally between Chocos flakes and Chocos Biscuits.
 PRODUCT PROFILE

1. KELLOGG’S CHOCOS FILLS

SKU WEIGHT MRP CASE QTY.

17 gm 10 192
Kellogg’s Chocos Fills 35 gm 20 192
180 gm 99 48
250 gm 170 16
Kellogg’s Choco Fills (Choco vanilla) 35 gm 20 192
180 gm 99 48

2. KELLOGG’S CHOCOS

SKU WEIGHT MRP CASE QTY.

125 gm 55 36
Kellogg’s Chocos 250 gm 120 16
375 gm 165 16
700gm 290 12
1200 gm 455 8

3. KELLOGG’S CHOCOS MOONS & STARS

SKU WEIGHT MRP CASE QTY.

140 gm 70 36
Kellogg’s Chocos Moons & Stars 375 gm 175 16
 680 gm 300 12
1200 gm 500 8

4. KELLOGG’S CHOCOS CRUNCHY BITES, CHOCOS DUET, CHHOTA

LADDOO & RAGI CHOCOS

SKU WEIGHT MRP CASE QTY.

375 gm 175 16
Kellogg’s chocos Crunchy bites

375 gm 175 16
Kellogg’s chocos duet

375 m 175 16
Kellogg’s chocos chhota laddoo

350 gm 175 16
Kellogg’s ragi chocos

5. KELLOGG’S CORN FLAKES, CHOCOS, ALMOND CORN FLAKES

SKU WEIGHT MRP CASE QTY

70 gm 20 96
Kellogg’s corn flakes
60 gm 20 96
Kellogg’s chocos
50 gm 20 108
Kellogg’s almond corn flakes
6. KELLOGG’S CORN FLAKES

SKU WEIGHT MRP CASE QTY.

100 gm 40 36
Kellogg’s corn flakes
250 gm 95 16
290 gm 99 15
475 gm 180 12
875 gm 310 8
2000 gm 520 4

7. KELLOGG’S SPECIAL K

SKU WEIGHT MRP CASE QTY.

140 gm 60 36
Kellogg’s special K
290 gm 135 16
435 gm 195 16
900 gm 380 12
Kellogg’s Special K multigrain and 435 gm 199 16
honey
Kellogg’s Special K protein and fibre 445 gm 199 16

8. KELLOGG’S MUESLI

SKU WEIGHT MRP CASE QTY.

160 gm 99 24
Kellogg’s Muesli nuts delight
240 gm 150 36
500 gm 285 16
750 gm 395 14
1250 gm 699 6
Kellogg’s Muesli fruit magic 500 gm 300 16
 160 gm 99 24
Kellogg’s Muesli crunchy fruits and
nuts 240 gm 150 36
500 gm 300 16
750 gm 415 14
1250 gm 699 6
Kellogg’s Muesli no added sugar 500 gm 295 16

9. KELLOGG’S ALL BRAN WHEAT FLAKES

SKU WEIGHT MRP CASE QTY.

Kellogg’s All bran wheat flakes 425 GM 199 16

10. KELLOGG’S OATS

SKU WEIGHT MRP CASE QTY.

200 gm 45 36
Kellogg’s Oats 500 gm 95 24
1000 gm 185 12
Oats Jar 1000 gm 190 6

11. PRINGLES

SKU WEIGHT MRP CASE QTY.

Pringles Original 110 99 12
Pringles Sour Cream & Onion 110 99 12
Pringles Fusion Chutney 110 99 12
Pringles Peri Peri 110 99 12
Pringles Pizza 110 99 12
Pringles Jalapeno Cheese 110 99 12
 3. OBJECTIVES OF THE PROJECT

 To get an insight on the launch of a new product in the Market.

 To understand the use of new product development to grow the brand.
 To understand the Marketing Mix
 To understand the theory behind cultural and other differences in the markets
 To study the buying behavior of the consumers keeping in mind the various
attributes of the products.
 To achieve the given target.
 4. TASKS PERFORMED

Sales

The important role in internship was to reach sales target. Hardcore sales, full of
excitement, experience and applying theoretical knowledge into practical life. One
salesperson was assigned with me and my job was to increase his efficiency,
productivity, working style and help him to reach his target. For 6 working days, 6
different areas were assigned, on Monday- Aundh, Tuesday- Baner, Wednesday-
Balewadi, Thursday- Pashan gaon, Friday- Sus gaon and sataurday- khadki.

For every month different target was assigned for sales volume, billcut, eco, sales of
target product and in both the month we reached our target as well as in billcut we
reached 120% for 2nd month. Everyday, we used to visit 40-45 stores and convert
minimum of 30 stores. There were around 5-6 KPC outlet in every area and my job was
to anyhow put as much as possible product in those stores. Throughout 2 month I was on
field doing hardcore sales and sometimes he used to be on off-duty and on that day I used
to carry all the sales activities. Apart from that one of the key role was to monitor that
salesperson is following POOSPOCA. It is a sales technique followed by Kellogg’s.
POOSPOCA stands for:-

P- Preparation stands for all the homework includes packing bag, keeping all the
documents, checking out next day store. As it is first but very much required for a
salesperson to be effective.

O- Objective starts with outside the store when salesperson checks the retail detail to
which he is visiting and deciding how much amount of product have to pitch at this
particular store and all the objective to be achieved for particular day and working
according to that.
O- Opening, It starts with greeting the retailer and waiting for him to get free and the
personality shown by salesperson at that moment. It is the time of building relationship
with retailer and makes first impression.

S- Store checking, It includes checking the product already available at the store as well
as checking the competitor product, allying the product in good manner and discussing
with retailer about demand of various product.

P- Presentation, after checking the store, its time for salesperson to present the products
and scheme to retailer and take order.

O- Obstacles, after taking order it’s time to discuss any problem faced by retailer or not.
It should be small as every problem can’t be resolved

C- Closing, after discussing obstacles its time to reconfirm the order and close the sales.

A- Analysis, It is aftersales activities in which salesperson identify and think wheather

the objective have been reached or not.

Mapping

As to reach sales target, company used to have details about every retail stores in every
area but during internship it was found that data is outdated and many stores do not exist
now. So to be effective and proper utilizing it. I carried out the whole mapping process
alone and cut out the non-existing store and added new potential store which in return
gave the high output in terms of volume. It took me 2-3 days but it was so needed and
effective that, now company is considering that data and all the targets are being set
according to it. It gives the company idea to proper understand the market and evaluate
the salesperson. It was so appreciated that my mentor asked me to do it for other area
also.
Display

Company invests handsome money for display purpose, so to improve visibility at the
stores and attract the customer. It is done in KPC store only , in this 1 separated rack for
Kellogg’s product is taken at store with high range between 4-6 feet along with the
stickers of company around it and apart from it 1 trolley rack is provided so to carry
target product for every month in it. And for that 1000-2000 is given to the retailer, but
the toughest part of it was to push trolley rack as generally retailer avoid to give
additional space to any company for that much of money and one thing more as there that
other company like nestle used to give around 5000 bucks for it. So it was little tough to
convince retailer but in my area i convinced almost 90% of KPC outlet to have rack.

Explaining the monthly target to all salesperson under my mentor

For every month different target and scheme was given to every salesperson and in
starting of month sales officer used to narrate these things to every salesman but for those
2 month I was given responsibility to explain each and every schemes to them which was
given by higher authority.