SDM ASSIGNMENT 1

COMPANY: - KAJARIA CEREMICS

LIMITED

SUBMITTED BY: -
TANISHQ KHANDELWAL
BBA 2ND YEAR
3RD SEMESTER
ROLL NO.: - 190BBAHW081
 ABOUT THE COMPANY
Kajaria Ceramics is the largest manufacturer of ceramic/vitrified tiles in India. It
has an annual aggregate capacity of 73 mn. sq. meters distributed across eight
plants - Sikandrabad in Uttar Pradesh, Gailpur & Malootana in Rajasthan,
Vijayawada & Srikalahasti in Andhra Pradesh and three plants in Gujarat.
Kajaria's manufacturing units are equipped with cutting edge modern
technology. Intense automation, robotic car application and a zero chance for
human error are few reasons for Kajaria to be the number 1 in the industry.
Founded 30 years ago, Kajaria has since then grown stronger with its hard
work, innovations and patronage from our discerning customers.
The Indian consumers' rapidly growing appetite for style and aesthetics is the
inspiration behind every design of Kajaria and its pace to keep up with the
customer and market demands has made Kajaria a synonym for quality, service
and innovation - not only in the domestic market but in the international market
too.
Kajaria Ceramics has increased its capacity from 1 mn. sq. mtrs to 73 mn. sq.
mtrs. in last 30 years and offers more than 2800 options in ceramic wall & floor
tiles, vitrified tiles, designer tiles and much more. These tiles come in a wide
range of colours and textures to complement bathrooms, living rooms,
corridors, study rooms & kitchen, born out of an inspired creativity of those
who feel that rooms should be an extension of the beauty reflected. With an
unparalleled commitment towards quality we have strived to adopt technologies
and standards with the changing times.
Be it technology, research, design or quality, Kajaria has set its sight on all
these factors adopting new production techniques in order to enhance the
quality of its products. Due to creativity and design ability of our team, our
design comprises both innovation and exclusivity.
Leveraging the two invaluable assets - the Kajaria brand and unparalleled,
multi-layer distribution network - to expand the product bouquet to cater to the
growing aspirations of the discerning Indian customers.

ABOUT COMPANY’S MANUFACTURING

FACILITIES

Plant Ceramic Tiles Vitrified Tiles Total (MSM)

(MSM) (MSM)
Sikandrabad, - 8.40 8.40
Uttar Pradesh
Gailpur, 25.20 9.10 34.30
Rajasthan
Malootana, - 6.50 6.50
Rajasthan
Srikalahasti, - 5.00 5.00
Andhra Pradesh
Vijaywada, 2.90 - 2.90
Andhra
Pradesh*
Morbi, Gujarat - 15.90 15.90
(3 Plants) *
Total 28.10 44.90 73.00
The company has received the ISO 9001 (for quality management), ISO 14001
(environment management), OHSAS 18001 (for safety and health
management), SA-8000 (for commitment to society), ISO 22000 (Food Safety
Management System) and ISO 50001 (for Energy Management System)
certifications across its plants., These plants also fulfill international norms.
Over the years, Kajaria has become synonymous with innovation. New
techniques are diligently applied to create tiles that stand apart and speak the
language of your soul. Hence every year, we come up with exciting new
concepts that voice new emotions and keep up with current trends.
It is a continuous process, which allows us to express through tiles what words
cannot say and provide our consumers with new and innovative options. The
new range of tiles released this year adds to the already impressive Kajaria
Collection.

SALES MANAGEMENT

WHAT IS SALES MANAGEMENT?

Sales management is the coordination of people and resources to effectively
produce the desired goal. These long-term goals can be wide ranging; however,
they are generally increased sales volume, contribution to profits, and
continuous growth. To achieve these objectives, sales managers have vast
responsibilities including, but not limited to demand/sales forecasting,
establishing quotas/objectives, budgeting, organization, recruitment, training,
compensation, and sales performance evaluation. In the end of the day,
however, the most important role of sales management is not to manage sales,
but to manage the people who make the sales.
WHY IS IT IMPORTANT?
Sales managers have one of the most vital roles in any organization. Without
one, a sales team will most likely become dead in the water. A good manager
organizes and drives their sales team towards achieving their goals of increased
revenue and productivity. The tone and culture of the sales teams, created by
sales management, can help generate passion and boost morale among
individual reps.
The important tasks in sales management:
1. SALES PLANNING
 This area of sales management involves setting the objectives toward
which the sales team will work. Some of the individual tasks involved are
setting overall sales targets, quotas, demand/sales forecasting and
strategy.
2. RECRUITMENT OF SALES STAFF
An integral portion of sales management. Sales managers are tasked with
managing the personnel they have under them. This extends from the
recruitment and hiring of staff, through training and one on one coaching.
When it comes to the recruitment of staff, sales managers must analyze
the open position, create a job description, and qualify the applicants.
3. SALES REPORTING
Sales management is also tasked with developing and analyzing KPI’s for
their sales team. By understanding these indicators, managers are better
able to track and adjust improve productivity. Reports passed up the
ladder allow senior management to evaluate the overall health of sales, as
well as the performance of the sales manager individually.

SALES ORGANIZATION
Sales organization is a department in company within logistics that designs the
company as per the sales requirements. Sales organization is held responsible
for the sales and distribution of goods and services.
The selling unit is represented as a legal unit. The salesperson plays a crucial
role in the sales company because he/she is answerable for many activities in
the company. Some of those activities can be listed below.
1. SETTING SELLING AND PROFIT OBJECTIVES − The salesperson
is involved in setting the objectives of selling the product and generating
the profit.
2. MARKETING POLICIES − The salesperson must set the marketing
policies and plan accordingly.
3. DESIGNING PERSONAL SELLING STRATEGIES − They also
must set up their own strategy to generate sales and to target and retain
the customers.
They co-ordinate with other departments as well, for example, advertising, sales
promotion and distribution, to chalk out a sales programme, which helps in
generating sales. It also helps to find any loopholes and fix the issues.
CHARACTERISTICS OF A SALES ORGANIZATION
 A sales organization subsists of a group of people who handle different
activities like distribution, advertising selling etc.
It works to achieve the sales objectives, like increasing sales volume and
maximizing profit and market share of the company.
It specifies the responsibilities and duties of the salesperson and co-
ordinates their activities with other departments.
It helps to develop a relationship with the other personnel in the
organization by setting up a sales programme.
Thus, sales organizations help the company in achieving targets and building
coordination with sales personnel. Now we shall see the importance of sales
organization.
SIGNIFICANCE OF SALES ORGANIZATION
Let us now understand the significance of sales organization.
TO PLAN PURCHASE
The sales of the company depend on the sales anticipation. The sales will
increase only when the consumer purchases the goods or services.
Therefore, the company must plan the sales according to the consumer
need and want, meaning where they want the product, what they want etc.
The planning and development are done accordingly to satisfy the need of
consumer.
TO CREATE PATTERN OF DEMANDS FOR PRODUCTS
The demand of the product is created to lead to sell in the market. When a
product is manufactured in the factory, it is not sold automatically.
Salespersons push the product to consumers. But even they cannot force
the consumer to buy the product. The sale depends on the consumer’s
need and perception. This need is created by the selling skills, promotions
through advertisements, etc., which in turn help in creating demand in
market.
TO HANDLE THE ORDERS RECEIVED
This is an important step where the salesperson must answer the calls and
queries of the customers, receive orders and make the product ready as
per the demand of consumers.
Finally, the products are packed and dispatched as per the expectation of
consumer; all these are imperative and effective tasks.
TO COLLECT THE DUES
Sales cannot always be done for cash. Bulk sales are made on credit. It is
exceedingly difficult for an organization to perform only based on cash
sales; in this competitive market, credit sales play a crucial role.
 After the credit sales have been done, the organization must collect dues.
It is a challenging task as the salesperson must retain the business and
still get the task done.
TO HANDLE THE TASK OF PERSONNEL MANAGEMENT
Every organization wants best sales personnel to enhance the sales. This
depends on training. The organization must select, train, motivate,
monitor and control its sales personnel. Here the company must make an
investment in sales personal.
In summary, we can conclude that there is an immense impact of sales
organization on a company.

RECRUITMENT PROCESS
Recruitment refers to the overall process of identifying, attracting, screening,
shortlisting, and interviewing, suitable candidates for jobs within an
organization. Recruitment can also refer to processes involved in choosing
individuals for unpaid roles.
The process of recruitment is as follows: -
1. DETERMINE YOUR IDEAL SALESPERSON CRITERIA
What skills, habits, strengths, and motivations do you need? What do top
salespeople who sell to your ideal customers do?
2. ATTRACT TOP SALESPEOPLE
The major online job sites are a good place to start. Write an ad that
describes the top salesperson, their experiences and their
accomplishments; you want top salespeople to say, “that’s me”. For
example, “You must have successfully sold services like ____… to
people like____. You have earned at least _____. You are good at ___,
____, and _____. You’re looking for a company that ___, ___, and ___.”
3. ASSESS ALL CANDIDATES
Consider letting a well validated and predictive assessment perform your
first screen. Do not look at the resumes of candidates. Many potentially
top performing salespeople are screened out with this flawed process. A
good assessment not only saves time, but also delivers more qualified
candidates! A validated and predictive assessment is critical to getting
more of your sales hires to be in your “A” category.
4. QUALIFY
Conduct your first interview by phone if possible, make it a brief, tough,
interview to further qualify your sales rep candidates.
5. FULL INTERVIEW
 This longer, recommended, in-person interview needs to challenge each
candidate to confirm that they are qualified and a fit for your company.
Have at least two people participated in this step to minimize your
personal bias. Make sure these people have the necessary skills to
interview effectively.
6. PERSUADE
Here is where you go from being purposely tough on the candidate to
being a top salesperson. After you have made the decision they are the
candidate you want to hire, now is your opportunity to sell your candidate
on their very important role, their potential rewards, sell them on the
organization, and on the organizations’ leadership.
7. ONBOARDING
Prepare a comprehensive plan for your new salesperson’s first 90 days.
Reach beyond product training and organizational orientation and
develop a Quick Start plan that includes goal setting, sales training,
coaching, accountability and other actions. A well prepared and executed
90-day training plan can improve your success rate with your new “top”
salespeople from over 90% to near 100%.

INDUCTION PROCESS
It is the responsibility of the Supervisor to ensure that each new staff member is
provided with an induction. A supervisor may provide all the information him
or herself or may have other key people in the Area assist with this. However,
the mode in which induction is delivered to the new staff member, the
supervisor must monitor and ensure it has been provided.
WHAT IS AN INDUCTION?
Induction is a structured and supportive method of introducing a new staff
member to the organisation.
It should communicate the University's strategic directions, policies and
procedures to new staff and include an introduction to their role and their
immediate work area. It is also a means by which information and resources are
provided to new staff in a timely manner.
Induction should provide the new staff member with:
a thorough explanation of their role and responsibilities (referring to their
position description)
an understanding of their supervisor's expectations (using the Supporting
our Staff framework)
 an understanding of where their job fits into their immediate work area
an explanation of the probation process
attendance at orientation and induction programs and events
occupational health and safety information (including identification of
any OHS training required for the role)
an introduction to key colleagues in the work area
an introduction to colleagues who can provide support and advice (i.e.
administrative staff, HR staff, mentor)
an appreciation of the company's expectations with respect to
professional Behaviour
guidance on where to find company’s policies.

TERRITORY ALLOCATION PROCESS

Allocation of sales territories to a salesman is one of the important duties of the
sales manager. The allocation of sales territories must be given serious thought
by the sales manager as it is one of the important tools of control.
FACTORS DETERMINING ALLOCATION OF SALES TERRITORIES
Nature of the product
Demand for product
Transport facilities
Competition and Frequency of Contact
Population
Distribution System
Advertising and Sales Promotion Activities
Ability and Experience of Salesman

TERRITORY ALLOCATION STRATEGY

1. SEGMENT YOUR CUSTOMERS
Place your clients into different categories for easier organization and
divide the territories accordingly. Each territory should have good
potential, be of reasonable size, and have minimal obstacles. A good way
to segment clients is by buyer personas- group clients have the same
product and similar needs all together. Some people also segment
according the size of the retailer. Once categorized, you can sort and filter
clients by territory, making it easier to draw territory lines and
redistribute field rep assignments as needed.
2. COMMIT TO TERRITORY PLANNING
 By looking at your retail execution strategy, you can devise a plan based
around your core objectives, but you should also define your objectives
by client as well. By breaking down your objectives by customer, you can
construct a more detailed plan of how much time you should allocate to
each client. It will be helpful if you include your field reps in this
process- if they helped to develop the plan, then they will be more likely
to follow it. While creating a strategy, you should be keeping three things
in mind- you want to maintain current clients, reach out to potential
clients, and obtain new clients from your competitors. Your plan should
help you accomplish each of these three things.
3. SCHEDULE YOUR VISITS AND PLAN YOUR ROUTE
Once you have decided how much time you want to spend on each client
visit, schedule your visits so that you can plan the most effective route
from one client to another based on proximity. Again, using data points
here can help you create a realistic schedule for your reps. If you know
that visits to one specific location tend to take up more time than others,
you’ll know to assign that rep fewer visits in a day so they are able to do
their job well without feeling rushed.
4. DELEGATE
Assign each field rep a territory to cover. By making this clear, you can
avoid territory overlap. Take into consideration the specific capabilities of
the reps you have and try and match them to the territory you believe
would be most suitable. For instance, if one rep can visit more clients in a
day than most of your other reps, then you can assign this rep a territory
that has more clients. Be sure to consider your reps’ personal connections
and strengths as well. If they have built strong relationships with one
client, then you should keep them in that client’s territory.
5. IMPLEMENT AND EVALUATE
Implementation and evaluation are key to running a better business. As
you implement your territory management strategy based on data-backed
decisions, you will create new data points to help you refine your
approach over time. See what issues come up, evaluate how to best
overcome them, and address them accordingly. Do not be afraid to
experiment a little- try different things and evaluate the results of each
change. You may find that an idea that seems a little bizarre at first may
be the most effective one.
Through a well-thought out territory management plan, you can ensure
that you are maximizing the efficiency of your field reps’ client visits.
Good territory management practices will not only save you time, but it
should improve your field reps’ coverage, build deeper relationships
 between clients and field reps, and add revenue. It can also give you a leg
up on the competition if you are more efficient than they are. By
decreasing travel time and other transportation expenses, each visit will
cost you less. Your field reps will ultimately be happier - they can now be
at their most productive, especially with an even distribution of clients in
each territory.

REPORTING STRUCTURE
The reporting structure they use is Product-Based Divisional Structure
A divisional organizational structure is comprised of multiple, smaller
functional structures (i.e. each division within a divisional structure can have its
own marketing team, its own sales team, and so on). In this case -- a product-
based divisional structure -- each division within the organization is dedicated
to a particular product line.
Green diagram of product-based divisional organizational structure

REPORTING SYSTEM
It is a structured and scheduled set of reports designed for specific stakeholders
that allows the organization to track performance, identify trends, analyze data
and align performance to overall goals.
The reporting system provides the data to identify non-performing areas and
leads to the following benefits:
Increase communication
Improves productivity, accuracy and timeliness
Improves decision-making and efficiency within organization
Identifying potential problems early when you still have time to act on
them
 Cost efficiency
Customer focus

COMPENSATION STRUCTURE
The company is following grades and ranges method. Grades are a set of ranges
that are mathematically aligned to one another. Similar jobs are grouped
together within grades based on their market rate, level of responsibility, and
value to the organization. At a time when employees seek advancement,
recognition, and mobility, grades and ranges can help align various levels of
positions relative to one another.
JOB TITLE MONTHLY SALARY RANGE
Area Sales Executive Rs. 25k-27k
Regional Manager Rs 133k-166k
Senior Account Executive Rs. 27k-30k
AGM Marketing Rs. 57k-62k
Sales Rs. 33k-37k
Assistant Design Manager Rs. 58k-72k

TRAINING AND DEVELOPMENT

Training and development refer to educational activities within a company
created to enhance the knowledge and skills of employees while providing
information and instruction on how to better perform specific tasks.
IMPORTANCE
Offers optimum utilization of Human resources
Enhances skill development
Increases productivity
Improves organizational culture
Improve quality and safety
Increase profitability
Improves the company's morale and corporate image
Methods followed by the company is as follows: -
1. UNDERSTUDY
In this the employee is trained by his or her supervisor. The trainee is
attached with his or her senior and called understudy or assistant. For
example, a future manager might spend few months as assistant to the
present manager.
2. JOB ROTATION
This refers to shifting/movement of an employee from one job to another
on regular intervals.
3. SPECIAL PROJECTS
The trainees may ask to work on special projects related with
departmental objectives. By this, the trainees will acquire the knowledge
of the assigned work and learn how to work with others.
4. EXPERIENCE
It refers to learning by doing. This is one of the oldest methods of on-the-
job training. Although this is highly effective method but it also very
time-consuming and wasteful. Thus, it should be followed by other
training methods.
5. BRAINSTORMING
This is creativity-training technique, it helps people to solve problems in
a new and different way. In this technique, the trainees are given the
opportunity to generate ideas openly and without any fear of judgement.
Criticism of any idea is not allowed to reduce inhibiting forces. Once a lot
of ideas are generated then they are evaluated for their cost and
feasibility.