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DM – SUG
GGESTED ANSWER
RS
Q#1: Discuss the necessity for compaanies to estab
blish sales terrritories? Brie
efly describe the procedurre for
designing sales territories
Sales territorries are neede
ed …..
• To enhance market coverage—
—too big/ cheeck the working hours reqd
d to meet thee customers
• To
o keep selling costs at a minimum—too much moneyy and time in traveling
• To
o strengthen ccustomer relaations
• efforts with sales opportunities
Matcching selling e
• To e effective sales force— w
o build a more well designed
d territories m
motivate peop
ple to work
• To eevaluate saless force betterr
• T o h
have a more ffocused activiity in generatting business.
Procedure fo
or designing SSales territoriees
• Objeective is to ma
atch the oppo
ortunity of a g
given territoryy to a sales peerson so as to
o have equal w
workload
for eequal opportuunities.
• Ideall goal in territtorial design iis to have all territories eq
qual in both ssales potentia
al & sales rep
ps’
workkload. Tho
ough it is ideaal, it is difficult to achieve
I. Select a Control Unit:
• Control unit – small town/district /Industrial estate consisting of 20 units / state / metros / villages /
major customers etc., . Sales Manager should select a smallest control unit. Control units helps to
adjustments – take one control unit or remove two while designing territories.
II. Find location & potential of customers
• In each control unit, find out sales potential & location of customer
• For Industrial markets, identification of location of customer is desirable & possible………………
but difficult for consumer goods
• Next understand Market potential…then by estimating cos share in the control unit, sales potential is
identified.
If you can categorize customers into A,B,C class.. do it & understand what %age A class customers
constitute and so on…
III. Decide Basic Territories
• Build‐up method
Objective to be achieved is to equalize the workload of sales people.
1. Decide call frequencies – means how many times co’s sales person should visit in a year/month etc.,
2. Factors that determine call frequency are…cost of visiting customers, customer’s potential etc., like A class‐ 6
times a month, B class – 4 per month, C class – 2 per month.
3. Calculate total number of calls per control unit.
Estimate workload capacity of a sales person – avg calls per day‐5; each call‐1 hour; avg travel time‐30 min; 8
hours per day; if in a year 250 working days… ie., 1250 calls per year per sales person
5. Make tentative territories ‐ company should gather adjoining control units until the no. of calls per year
workload of sales person.
6. Develop final territories ‐ In case workload is not equalized, adjustments of tentative control units will try to
provide uniform workload to sales person.
• Break‐down method
Objective is to equalize sales potential of territories.
1. Estimate company sales potential for total market.
2. Forecast sales potential for each control unit & come out with figures for towns or districts …..
(Town A‐ 5 lakh; B‐ 2 lakh; C‐12 lakh)
3. Estimate sales volume expected from each salesperson – here sales mgr to estimate how much each
salesperson must sell, in order to ensure profitable operation.
4. Make tentative sales territories: ‐ by combining adjoining control units so that the sales potential of each
territory is equal or greater than the expected sales volume from each sales person.
5. Develop final territories ‐ Due to geographical considerations, adjustments have to be done.
1. b).
MATRIX LTD is into business of Health care exercise equipment since a decade. In south India, Hyderabad city is a
very important market and so as a part of evaluation exercise, Management wants to understand the sales
people performance. For this exercise, Matrix Ltd deputed one of its senior managers and asked him to rank the
performance of sales people. HYDERABAD city is divided into 5 territories with total sales potential of 1 crore.
Given below is the BPI of respective markets, Number of calls carried out by sales people, Number of active
accounts and Number of total accounts along with Sales recorded in these territories during the year 2013‐14.
Rank Sales people & comment on each sales person’s performance….
Sales
person Buying Number Number Number
power of Calls of Active of total Actual Sales
Territory index 2013‐14 Accounts Accounts 2013‐14
Suresh Hyd 1 1.27 830 215 421 Rs. 1991493
Rakesh
Hyd 2 1.8 1,370 275 515 Rs. 1706994
Lalith Hyd 3 0.8 1,400 230 250 Rs. 1517328
Mohan Hyd 4 0.97 902 230 475 Rs. 1422495
Javid Hyd 5 0.63 955 140 450 Rs. 1327662
a. Average calls per account
b. Percentage of Active accounts
c. % of BPI target achievement
Answer:
First the calculations required have to be carried out & based on the calculations, comments to be made across
for each question.
a). c).
Avg % of
calls Ran BPI Rank
per k As Territory target As
accoun per Potential as per achvm per
t calls BPI Actual sales BPI t calls
Suresh 1.97 4 Suresh 1.27 1991493 2321755.03 85.78 3
Rakesh 2.66 2 Rakesh 1.8 1706994 3290676.42 51.87 5
103.7
Lalith 5.6 1 Lalith 0.8 1517328 1462522.85 5 2
Mohan 1.89 5 Mohan 0.97 1422495 1773308.96 80.22 4
115.2
Javid 2.12 3 Javid 0.63 1327662 1151736.75 7 1
2.848 5.47 7965972 10000000 87.38
b).
% of Ran
active k As
accoun per
ts calls
suresh ‐ not very good at calls, less than avg active accounts, 85% Bpi
Suresh 51.06 3 acvmt
Rakesh 53.39 2
Lalith 92 1
Mohan 48.42 4
Javid 31.11 5
55.196
2. Explain why is it important for a sales manager to set quotas for salespeople? Describe briefly
the common type of quotas set by companies for salespeople with suitable examples (choose
at least any three sectors/industries). (15 marks)
Setting quotas is an important activity for a sales manager because….
1. Quotas communicate the firm’s goals and set standard for the sales person’s performance
2. Quotas helps sales people to prove their capabilities and help them grow in the organization
3. Quotas gives direction to the sales people in estimating sales opportunity
4. Quotas help management to evaluate the performance of sales people and provide compensation as well
as career growth accordingly.
5. Quotas helps in identifying sales people strengths and weaknesses which can help in sales training etc.,
Types of Quotas to be explained taking atleast 3 industries
(ex: fmcg, Durable and Industrial or Pharma or any three)
Sales quota –explain sales volume quota, sales value quota, point system quota in detail
Budget quota –explain profit / gross margin quotas and expenses quota in detail
Activity quota –explain what kind of activity quotas exist in detail
Combination quota – explain in detail
3. As a Sales Manager, how do you handle when you encounter with problems mentioned below.
i) Sales people are not spending adequate time to develop new customers.
Once you identify those sales people who are not focusing on developing new customers, try to analyse
the history of daily call sheets and their customer base. Once analyzed and found potential among new
customer base, sales manager can take the following steps….
• Design Quotas to add of new customers
• Higher Incentives or Reward system to the business from new customers
• Travel plan or itinerary keeping in view new customer base
• Train the sales personnel guiding how to tap new customers exhibiting examples
ii) Sales people are selling profitable products in fewer volumes than non‐profitable & easy –to‐
sell products to achieve their sales volume quotas. Suggest a suitable tradeoff to overcome
this issue.
• Design point system quota providing more points to the sales of profitable products
• Incentive system preparation to consider higher incentive to sales of profitable products
• Categorize non‐profitable and profitable products & specify minimum sales or Quotas of each
• Variable component linked with the sales of profitable products.
iii). One of the Sales people is dumping stocks on the dealers without their consent which is leading to
many stock‐returns & cheque bounces
This is unfair for the sales person to dump stock to the dealer without their consent. This can be checked
by the sales order processing department with few practices as indicated below
• All the orders by Dealer to be given only in the order form with Dealer’s signature and counter
signed by the sales person
• Dealer feedback to be considered for sales person’s performance evaluation
• Stock returns and cheque bounces to be taken as a serious offence and management have to
communicate both to the dealer and sales people that such practice would lead to disciplinary
action.
4. a. Explain the channel design process
1. Defining customer needs, wants & Segmentation
• Desired customer service expected from channel
• Lot size, waiting time, Choice of the consumer, Place utility, Service support
2. Defining Channel Objectives & constraints
• Channel objectives need to be defined carefully.
• In terms of Market reach, Profitability, Availability, Service outputs etc.,
• Examples like… Frozen desserts/ice creams , Fertilizers, Archies cards, Baskin & Robins,
3. Idenfitying Channel Alternatives
Companies will Scan for….
• Intermediaries currently available
• Number and type of intermediaries required – selective, intensive, exclusive
• Roles/functions of each channel member
• Terms and responsibilities of channel members – Margins, Transportation, Order Booking and
execution, Stock returns / Expired stocks, Reverse distribution / logistics
4. Evaluating alternatives
• Evaluate alternatives keeping in view the Ideal Channel system.
• Based on Economic criteria & Control
• Finally select the channel system that…..
Cost – satisfies customer needs – manageable conflict – builds Brand reputation
b. M/s. SARAS Dairy in India sells products like Curd, Butter milk, flavored milk etc., and has a strong
presence in North India. SARAS dairy wants to strengthen its distribution in Southern cities of India, especially
Bangalore to start with and with just one product ‘curd’. Curd is available in 2 skus…. namely 500 ml and 200 ml
with manufacturing costs at Rs. 30/‐ and Rs. 15/‐ respectively. Company has two options to enter the retail space
in Bangalore.
Option #1: Launch Large pack of 500ml into MODERN TRADE (15 Supermarkets chains).
Option#2: Launch small pack of 200ml into General Retail Outlets (numerous kirana & general stores).
• PACK • Expected
• Conditions of TRADE
SIZE Sales per year
• Slotting fee of 20,000/‐ per super market chain ‐ as an one • 15,00,000
time entry fee units
• 500 ML • Display allowance – Rs. 10,000/‐ per Super market chain per
year
•
•
50,00,000
• Trade scheme of 2% of sales
• 200 ML units
• Visibility allowance – 1% of the sales
Channel employed for servicing modern trade looks like… (Company – Distributor – Supermarket) & Margins
enjoyed by supermarket was 17%; by distributor, it was 4%; and MRP was Rs. 50/‐
Channel employed for servicing general trade looks like….(Company – Distributor – Retail outlet) & Margins
enjoyed by Retail outlet was 12%; by distributor, it was 6%; and MRP was Rs. 25/‐
Evaluate both the options for the first year and suggest the better one with profit being the important criteria.
for Modern Trade
Option 1 S/M chain cost price selling price
units forecasted 30 Company‐11.1 / 37% 41.1
1500000 Revenues 61650000
Gross Margin 16650000 41.1 Distributor ‐ 4% 42.744
Expenses 450000
Profit 16200000 42.743 Supermkt ‐ 17% 50.00931
for general retail
Option 2 General Trade cost price selling price
units forecasted 15 Company‐6.07 / 40.44% 21.07
5000000 Revenues 105330000
Gross Margin 30350000 21.06 Distributor ‐ 4% 22.32
Expenses 3159900
Profit 27190100 22.32 Supermkt ‐ 17% 25.00
One has to use Mark dow wn approach tto calculate th
he margins, cost price and selling price for each chan
nnel
member and d arrive at com
mpany’s turnoover and proffit.
better as it is ggiving a profitt of around Rs. 27190100 ccompared to the first option profit of
Option 2 is b
Rs. 16200000 0
Write Shortt notes on….
a. Sales forecaasting
Will be for…
….
For a produuct/categoryy/product‐linne/brand
For a speciffic period & for geographical area
Top Mgmt w will be conceerned aboutt total firm forecasts
Sales Mgrs will be interrested to forrecast for specific region
ns, areas, etcc.,
Quantitattive
• Movving average e; Exponentiaal smoothen ning; Decomposition
Regrression; Naïvve / Ratio Method
Qualitative
Q
• Jury of executivee opinion; DDelphi methood
• Sales force composite; Survey of custom mer’s buyingg intentions
b. Personal se elling
One should explain in d
detail the pro
ocess of selliing process
c. Role of Sales manager
• Organization
o Territory/Sales force alignments, paperwork
• Planning
o New product selling, expanding sales territories
• Coaching
o Specific constructive feedback, appreciation/recognition, best practice sharing, good
rapport with selling team, supports team
• Team builder
o Hires, rewards team players, creates team environment for success, uses specific
individuals skills to enhance teams
• Self Manager
o Integrity and ethical behavior, accepts responsibility, risk taker, ambition for team/org,
ongoing learner
• Global Thinker
o Informed, well read, cultural sensitivity, adjusts own behavior
• Technology skills
o Experience with new technology, willing to use it
d. Channel Conflict
Channel conflict is a situation in which one channel member perceives another channel
member(s) to be engaged in behaviour that prevents it from achieving its goals.
Explaining Types of channel conflict – vertical, horizontal and multi channel conflict in detail.
Remedies to handle conflict – collaboration, avoidance, compromise, accommodation and
aggression.
e. Types of Distribution Channels
Explanation of Direct and Indirect distribution, Super stockiest system, online channel, 0
level /one level/ 2 level channels, etc., in detail
CASE STUDY:
RK Paper Company is into paper printing business and is located in an agricultural belt, 300 kilometers
away from a metro city. Its primary raw material is wheat straw. Last year the company had a turnover
of Rs.134 Cr on a volume of 45,000 tons of paper. While preparing the business plan for the current
year, the top management was concerned with the following distribution issues that they want to
resolve at the earliest.
• The paper industry was dominated by selling agents who connect the manufacturers like
RK Paper with the buyers like publishing companies, note book makers etc., and these agents
make a commission of about 5% on all transactions.
• RK Paper depends on about 10 different agents to canvass its business for among buyers.
• The company sells 23% of its paper directly to some government organizations.
• The agent arranges for the buyer to pay the company for its produce by advance demand draft.
It is expected that the agent provides the credit support to the buyer.
• Agents are not exclusive for RK Paper and work for all the mills. They have a grip on the business
and are reluctant to put the paper mill directly in touch with the buyers.
• There is always an uncertainty on the orders and the price. The company cannot plan its profit
properly nor offer the best price to the end users, which is troubling players like RK Paper a lot.
Suggest the top management of RK Paper with a plan of action that can provide better solution
in handling their business. Also, Suggest how to plan the issues related to customer service.
CASE can be discussed on these lines……
Understanding the prevailing situation, RK paper can take few of the following measures.
1. Stay with Existing channel & Grow:
Motivate agents with more commission for new business where the reach of company is
not feasible.
Enter into contracts with agents on business volumes, price and review them annually.
Nurture the government customers carefully
Open new segment of customers…preferably institutional customers who may purchase
in bulk
2. Reduce dependency on Agents:
• RK paper should slowly shift a part of the business away from agents to start with by
approaching customers directly. RK paper can initiate this practice to start with for
new customers with the help of company’s own sales force. This will not trouble the
existing business as Agents business is not lost.
• Over a period, RK paper can build up the expertise of handling customers directly.
This will help RK paper save 5% commission that they were providing it to agents.
• Provide credit facility selectively, if required directly to customers so that they are
motivated to bypass agents.
• Understand the customers’ demand and streamline the ordering process.
3. Eliminating uncertainty in price and order:
• Either you deal with agents or deal directly with customers, having some consistency
in price and order quantities will help RK paper plan its operations well. For this, either
with the customers or Agents, RK paper should enter into contract that specifies
varied discounts for the committed business from customers.
4. Enhancing Customer service:
• Invest on online technology system where the sales person’s effort is supplemented
with online ordering and customer support processes.
• Transparency in customer interaction will help build trust and can eliminate agents’
role in the business.