SALES AND DISTRIBUTION

MANAGEMENT
ASSIGNMENT – II

SUBMITTED TO: PROF. HITESH MANOCHA

SUBMITTED BY: AKANKSHA SINGH (047)

ORGANIZATION NAME: BHARTI AIRTEL LIMITED

INTRODUCTION

Bharti Airtel Limited, also known as Airtel, is an Indian telecommunications services

company based in New Delhi, India. It operates in 18 countries across South Asia and Africa,
as well as the Channel Islands. Airtel provides 2G, 4G LTE, 4G+ mobile services, fixed line
broadband and voice services depending upon the country of operation. Airtel had also rolled
out its VoLTE technology across all Indian telecom circles. It is the second largest mobile
network operator in India and the third largest mobile network operator in the world Airtel
was named India's 2nd most valuable brand in the first ever Brands ranking by Millward
Brown and WPP plc.
Airtel is credited with pioneering the business strategy of outsourcing all of its business
operations except marketing, sales and finance and building the 'minutes factory' model of
low cost and high volumes. The strategy has since been adopted by several operators. Airtel's
equipment is provided and maintained by Ericsson, Huawei, and NOKIA networks whereas
IT support is provided by Amdocs. The transmission towers are maintained by subsidiaries
and joint venture companies of Bharti including Bharti Infratel and Indus Towers in
India. Ericsson agreed for the first time to be paid by the minute for installation and
maintenance of their equipment rather than being paid up front, which allowed Airtel to
provide low call rates of ₹1/minute.

NAME OF THE SALES PERSONNEL: ABHISHEK SINGH

DESIGNATION: TERRITORY SALES MANAGER

PHONE NUMBER: 9889009863

ROLES AND
RESPONSIBILITES

While talking to Mr. Abhishek, he denoted himself as the face of the

organization. Here the face means while you are talking to the client you
are representing your organization. According to him a salesperson is the
revenue generator of the organization.
Some key responsibilities he mentioned are as follows:
 Recognize the needs of the consumer and provide detailed
information to the consumer about the technical specifications of the
computer hardware/software offered by the company.
 Investigates new product and provide solutions for purchasing
products.
 Checks inventory to ensure orders are in stock.
  Takes orders over the phone and in person.
 Advises customers on technical matters and recommends appropriate
hardware arrangements.
 Request information about needs from customers.
 Negotiate price for the sale.
 Provide technical support after product is purchased.
 Construct sales pitches and presentations.
 Stay abreast of market trends.
 Assist with the company helpline.
 Serve as a customer service rep for customers who have questions or
difficulties.
 Demonstrate product features before a sale.
 Help customers maximize the use of software features.
 Advise on appropriate user training.
 Ensure quality of service by developing a thorough and detailed
knowledge of technical specifications and other features of
employers' systems and processes.
 Maintain awareness and keep abreast of constantly changing
software, hardware systems and peripherals.

HOW TERRITORIES ARE

ALLOCATED

In his company the allocation is basically based on two ways

through which the salesperson is allocated. There main target are big
companies or colleges and universities who need networking and
security and data centre solutions. So, they allocate accordingly to it.
The first criteria for setting up of the allocation of territories is through
using the characteristics or attributes of the partner organization. The
following things are kept in mind while giving him the territory:
 Primary geographical location of the partner.
  Organization Type of the partner (for example, private, public,
government owned, non-profit).
 Size of the partner organization.
 Three additional dimensions are available for partners based on
the customer, categories and classification.

The second criteria for the selection of territories are based on selection of
partners. Here you must select partners to directly assign to or exclude
from a partner-centric territory.
For example, a channel manager is assigned to a partner/client named AA
Solutions. This channel manager will be assigned to all indirect
opportunities where AA Solutions is the partner. The opportunities for
included partners can be additionally qualified by product and sales
channel.

PERFORMANCE EVALUATION

The evaluation and performance of sales personnel is based on

following factors:

 Personal observation of sales performance of salesforce by

sales supervisors in appraising the salesmen’s effectiveness.

 Branch sales managers do undertake appraisal work with a

view to recognize the good performance based on which they
can decide on employee up-gradation and transfer.

 Sales managers record the progress of salesmen as a guide in

determining promotions, demotions, transfers, counsels,
compensation, and recruitment, selection, training and to boost
the morale of salesforce by considering their performance.
  Sales managers and supervisors get regular comments on
salesmen under their charge through their personal contacts
with consumers and dealers. Those salesmen who work well
with others, command respect and friendship of customers and
is credited with superior performance.

 Salesmen are compared with their present and past salesmen’s

performance with quotas or standards of accomplishment
established for sales volume, profit, expenses and the
activities. 

 Profit performance is measured by profit and loss statements

for his sales territory, details of net sales, cost of goods sold,
gross profit, operating expenses and the net profit.

 Sometimes the appraisal is based on ratio too. Ratio is taken

between sales volume and the sales expenses

RECOMMENDATIONS

I would love to give some suggestion to the organization that to

ensure that your salesforce is focused on the right task at the right
time. If you're exhausting too much of your mental capacity trying to
juggle too many priorities, it's hard to focus on your prospects —
and that's bound to stunt your overall performance.

Most salespeople are assigned a sales quota and activity metrics that
will help them reach it. Some organizations publish these numbers,
so salespeople can compare their results with high performers.

having a sales coach, confidant, or mentor outside of your

organization can help you round out your sales skill repertoire and
put you on the right track when your manager might not be able to.
 Having an outside perspective on your professional development can
also let you see your efforts more objectively.

CONCLUSION

The purpose of sales force training is to make salespeople successful.

Training programs need to change as capability gaps arise. A significant
capability gap exists when a candidate is hired, and so most organizations
have training programs for new salespeople. Changes in selling
environments frequently induce capability gaps that require that a
company modify its selling strategy and selling process. Too many
companies are slow to make this adjustment. The training and
development review process developed in this organization can diagnose
when and what training program change initiatives are necessary for
enhanced sales force effectiveness. Salespeople act as representatives for
other people, including employees who work in other parts of their
companies. Salespeople create value for their customers, manage
relationships, and gather information for their firms. They should be
valued more by giving them proper reward and recognition, maintaining
their fixed quotas, maintaining their incentives.