xim 3 - the ascm

THE ASCMTHE ASCMTHE ASCMTHE ASCM

One Person, Infinite ChallengesOne Person, Infinite ChallengesOne Person, Infinite ChallengesOne Person, Infinite Challenges

SteveSteve

XIMXIM

November 13November 13--14, 200414, 2004

BhubaneswarBhubaneswar

SteveSteve

XIMXIM

November 13November 13--14, 200414, 2004

BhubaneswarBhubaneswar

TALK STRUCTURETALK STRUCTURETALK STRUCTURETALK STRUCTURE

•• Evolution of Sales in IndiaEvolution of Sales in India

•• Emerging ChannelsEmerging Channels

•• The ASCMThe ASCM

–– Some ThoughtsSome Thoughts

•• Evolution of Sales in IndiaEvolution of Sales in India

•• Emerging ChannelsEmerging Channels

•• The ASCMThe ASCM

–– Some ThoughtsSome Thoughts–– Some ThoughtsSome Thoughts

–– InfrastructureInfrastructure

–– ASMDPASMDP

•• The Brand ManagerThe Brand Manager

–– Brand StrategyBrand Strategy

–– Some FrameworksSome Frameworks

•• My Thoughts on LeadershipMy Thoughts on Leadership

–– Some ThoughtsSome Thoughts

–– InfrastructureInfrastructure

–– ASMDPASMDP

•• The Brand ManagerThe Brand Manager

–– Brand StrategyBrand Strategy

–– Some FrameworksSome Frameworks

•• My Thoughts on LeadershipMy Thoughts on Leadership

SOME ICE BREAKERSSOME ICE BREAKERSSOME ICE BREAKERSSOME ICE BREAKERS

And a gentle warning about my And a gentle warning about my autonomous reactions to any sleeping autonomous reactions to any sleeping

beauties...beauties...

And a gentle warning about my And a gentle warning about my autonomous reactions to any sleeping autonomous reactions to any sleeping

beauties...beauties...

WHAT DOES ‘SALES’ MEAN?WHAT DOES ‘SALES’ MEAN?WHAT DOES ‘SALES’ MEAN?WHAT DOES ‘SALES’ MEAN?

Can anyone give me a definition?Can anyone give me a definition?Can anyone give me a definition?Can anyone give me a definition?

SALESMANSHIPSALESMANSHIPSALESMANSHIPSALESMANSHIP

“Ability to get a person to take as much “Ability to get a person to take as much as you want them to take, which in the as you want them to take, which in the normal course of business if they had normal course of business if they had

access to the same information as you access to the same information as you --they are unlikely to take the desired they are unlikely to take the desired

amount”amount”

“Ability to get a person to take as much “Ability to get a person to take as much as you want them to take, which in the as you want them to take, which in the normal course of business if they had normal course of business if they had

access to the same information as you access to the same information as you --they are unlikely to take the desired they are unlikely to take the desired

amount”amount”

SALESSALESSALESSALES

Do We Have An Equation?Do We Have An Equation?Do We Have An Equation?Do We Have An Equation?

•• Sales ?Sales ?

•• Is there a equation which defines and Is there a equation which defines and quantifies the impact of each element?quantifies the impact of each element?

•• Sales ?Sales ?

•• Is there a equation which defines and Is there a equation which defines and quantifies the impact of each element?quantifies the impact of each element?

JC PLANNINGJC PLANNINGUnderstanding the SALES EQUATIONUnderstanding the SALES EQUATION


quantifies the impact of each element?quantifies the impact of each element?quantifies the impact of each element?quantifies the impact of each element?

•• [ Sales = ] per unit time[ Sales = ] per unit time

[[

No. of (bill) * Value / billNo. of (bill) * Value / bill


[[





] per unit time] per unit time




[[

No. of (bill) * lines / bill * Value / lineNo. of (bill) * lines / bill * Value / line


[[









[[


[[



No. of bill * lines / bill * unit / line * Value / unitNo. of bill * lines / bill * unit / line * Value / unit


No. of bill * lines / bill * unit / line * Value / unitNo. of bill * lines / bill * unit / line * Value / unit


No. of bills * Lines / bill * Units / line * Value / Unit

SALES =

Width * Line * Depth * Value




SALES = Productivity Productivity Productivity Productivity

•• Sales per unit time is a product ofSales per unit time is a product of

–– Width ProductivityWidth Productivity

•• Sales per unit time is a product ofSales per unit time is a product of




–– Pack / Line ProductivityPack / Line Productivity

–– Depth ProductivityDepth Productivity

–– Value ProductivityValue Productivity

–– Pack / Line ProductivityPack / Line Productivity



Why do we do this?Why do we do this?Why do we do this?Why do we do this?


–– Pack / Line Pack / Line ProductivityProductivity


–– Pack / Line Pack / Line ProductivityProductivity

–– Replenishment at Replenishment at outlet level at lower outlet level at lower value / billvalue / bill

–– Suggested orders by Suggested orders by outletoutlet

–– Replenishment at Replenishment at outlet level at lower outlet level at lower value / billvalue / bill

–– Suggested orders by Suggested orders by outletoutlet





outletoutlet

–– Only in Wholesale / Only in Wholesale / Certain CategoriesCertain Categories

–– More valuable SKUMore valuable SKU

outletoutlet

–– Only in Wholesale / Only in Wholesale / Certain CategoriesCertain Categories

–– More valuable SKUMore valuable SKU

No. of bills * Lines / bill * Units / line * Value / Unit

SALES =


Productivity Productivity Productivity Productivity

Key Influencers

Sales related

-Coverage Increase -Price Increase

Effectiveness of Sales Call / Market Work



-Coverage Increase -Price Increase

-Billing Efficiency -Selling Efficiency -Price Realization

-T/L[2] -T/L[2] -T/L[1] -Nurturing high value

-CP[2] -CP[2] -CP[1] categories

-DI -Driving larger packs

Key Interventions Project STRIP Project STRIP -Primary purpose -Ops on larger packs /

Lines scheme of regular OPS Deo, KCLL, Fal, Bottle

Wholesale loyalty

program

Activation related

-Extending to new -New product ln. -Driving pen. -Driving con. qty. [Shift

markets & geographies -New sku ln. -Driving con. freq.[ larger packs]

-Driving pen. no. packs / unit time] -Extending to higher value

categories

Offtake

CAUTIONCAUTIONCAUTIONCAUTION

“Not everything that counts can be “Not everything that counts can be counted, and not everything that can be counted, and not everything that can be

counted counts”counted counts”

-- Albert EinsteinAlbert Einstein

“Not everything that counts can be “Not everything that counts can be counted, and not everything that can be counted, and not everything that can be

counted counts”counted counts”

-- Albert EinsteinAlbert Einstein

WHAT ARE THE QUALITIES OF WHAT ARE THE QUALITIES OF AN IDEAL SALESMANAN IDEAL SALESMAN

WHAT ARE THE QUALITIES OF WHAT ARE THE QUALITIES OF AN IDEAL SALESMANAN IDEAL SALESMAN

Are you cut out to be an ASCM?Are you cut out to be an ASCM?Are you cut out to be an ASCM?Are you cut out to be an ASCM?

SALESSALESSALESSALES

Tons of TravelTons of Travel

Lots of People SkillsLots of People Skills

Little or no Personal LifeLittle or no Personal Life

Tons of TravelTons of Travel

Lots of People SkillsLots of People Skills

Little or no Personal LifeLittle or no Personal Life

HARRY MOOCK HARRY MOOCK VP Chrysler CorpVP Chrysler CorpHARRY MOOCK HARRY MOOCK VP Chrysler CorpVP Chrysler Corp

Describing the ideal man of a certain Describing the ideal man of a certain profession...profession...

Describing the ideal man of a certain Describing the ideal man of a certain profession...profession...

He should have...He should have...He should have...He should have...

•• the curiosity of a cat,the curiosity of a cat,

•• the tenacity of a bulldog, the tenacity of a bulldog,

•• the friendship of a little child, the friendship of a little child,

•• the diplomacy of a wayward husband,the diplomacy of a wayward husband,

•• the patience of a selfthe patience of a self--sacrificing wife,sacrificing wife,

•• the curiosity of a cat,the curiosity of a cat,

•• the tenacity of a bulldog, the tenacity of a bulldog,

•• the friendship of a little child, the friendship of a little child,

•• the diplomacy of a wayward husband,the diplomacy of a wayward husband,

•• the patience of a selfthe patience of a self--sacrificing wife,sacrificing wife,•• the patience of a selfthe patience of a self--sacrificing wife,sacrificing wife,

•• the enthusiasm of a Beethoven fan,the enthusiasm of a Beethoven fan,

•• the assurance of a Harvard man, the assurance of a Harvard man,

•• the good humor of a comedian, the good humor of a comedian,

•• the simplicity of a jackass, the simplicity of a jackass,

•• and the tireless energy of a billand the tireless energy of a bill--collectorcollector

•• the patience of a selfthe patience of a self--sacrificing wife,sacrificing wife,

•• the enthusiasm of a Beethoven fan,the enthusiasm of a Beethoven fan,

•• the assurance of a Harvard man, the assurance of a Harvard man,

•• the good humor of a comedian, the good humor of a comedian,

•• the simplicity of a jackass, the simplicity of a jackass,

•• and the tireless energy of a billand the tireless energy of a bill--collectorcollector

StructureStructureStructureStructure

•• The Job (Obvious and Not so Obvious)The Job (Obvious and Not so Obvious)

•• Learning the ropesLearning the ropes

•• The Growth CurveThe Growth Curve

•• The Moments of TruthThe Moments of Truth

•• The Job (Obvious and Not so Obvious)The Job (Obvious and Not so Obvious)

•• Learning the ropesLearning the ropes

•• The Growth CurveThe Growth Curve

•• The Moments of TruthThe Moments of Truth•• The Moments of TruthThe Moments of Truth

•• The JC MeetingThe JC Meeting

•• Planning and DeliveringPlanning and Delivering

•• LeadershipLeadership

•• ConclusionConclusion

•• The Moments of TruthThe Moments of Truth

•• The JC MeetingThe JC Meeting

•• Planning and DeliveringPlanning and Delivering

•• LeadershipLeadership

•• ConclusionConclusion

The Job The Job -- ObviousObviousThe Job The Job -- ObviousObvious

•• Deliver Growth Deliver Growth -- SalesSales

•• Deliver More Growth Deliver More Growth -- BrandsBrands

•• Deliver Even More Growth Deliver Even More Growth -- PeoplePeople

•• Manage a Sales AreaManage a Sales Area

•• Deliver Growth Deliver Growth -- SalesSales

•• Deliver More Growth Deliver More Growth -- BrandsBrands

•• Deliver Even More Growth Deliver Even More Growth -- PeoplePeople

•• Manage a Sales AreaManage a Sales Area•• Manage a Sales AreaManage a Sales Area

•• Keep commitmentsKeep commitments

•• Deliver Quarter EndingsDeliver Quarter Endings

•• Give returns when asked forGive returns when asked for

•• Travel 144 days a yearTravel 144 days a year

•• Manage a Sales AreaManage a Sales Area

•• Keep commitmentsKeep commitments

•• Deliver Quarter EndingsDeliver Quarter Endings

•• Give returns when asked forGive returns when asked for

•• Travel 144 days a yearTravel 144 days a year

The Not So ObviousThe Not So ObviousThe Not So ObviousThe Not So Obvious

•• Lead Lead -- A team of 2/3/4 peopleA team of 2/3/4 people

•• Lead Lead -- A team > 15 peopleA team > 15 people

•• Lead Lead -- A team of > 100 peopleA team of > 100 people


•• Lead Lead -- A team of 2/3/4 peopleA team of 2/3/4 people

•• Lead Lead -- A team > 15 peopleA team > 15 people


•• Lead Lead -- A team of > 300 peopleA team of > 300 people•• Lead Lead -- A team of > 300 peopleA team of > 300 people

•• Change livesChange lives

•• Influence peopleInfluence people

•• See this beautiful countrySee this beautiful country

•• Have funHave fun

•• Party like there is no tomorrowParty like there is no tomorrow


•• Change livesChange lives

•• Influence peopleInfluence people

•• See this beautiful countrySee this beautiful country

•• Have funHave fun

•• Party like there is no tomorrowParty like there is no tomorrow

Learning the RopesLearning the RopesLearning the RopesLearning the Ropes

•• DataData

•• Zone RRZone RR

•• Brand contributions (C+ / DFT / Pep)Brand contributions (C+ / DFT / Pep)

•• Best Ever JC on Key SKU (C+ 8 / DFT 100)Best Ever JC on Key SKU (C+ 8 / DFT 100)

•• DataData

•• Zone RRZone RR

•• Brand contributions (C+ / DFT / Pep)Brand contributions (C+ / DFT / Pep)

•• Best Ever JC on Key SKU (C+ 8 / DFT 100)Best Ever JC on Key SKU (C+ 8 / DFT 100)•• Best Ever JC on Key SKU (C+ 8 / DFT 100)Best Ever JC on Key SKU (C+ 8 / DFT 100)

•• Contribution to branch T/OContribution to branch T/O

•• SKU with higher contributionSKU with higher contribution

•• SKU with lower contributionSKU with lower contribution

•• PDP structure across depotsPDP structure across depots

•• Previous CRM DocketPrevious CRM Docket

•• Best Ever JC on Key SKU (C+ 8 / DFT 100)Best Ever JC on Key SKU (C+ 8 / DFT 100)

•• Contribution to branch T/OContribution to branch T/O

•• SKU with higher contributionSKU with higher contribution

•• SKU with lower contributionSKU with lower contribution

•• PDP structure across depotsPDP structure across depots

•• Previous CRM DocketPrevious CRM Docket

Learning the RopesLearning the RopesLearning the RopesLearning the Ropes

•• PeoplePeople

–– Area Steno Area Steno -- Continuity in the Job!Continuity in the Job!•• ReliabilityReliability

•• Data warehousing skillsData warehousing skills

–– SOSO

•• PeoplePeople

–– Area Steno Area Steno -- Continuity in the Job!Continuity in the Job!•• ReliabilityReliability

•• Data warehousing skillsData warehousing skills

–– SOSO–– SOSO•• Previous appraisals / reputation / requestsPrevious appraisals / reputation / requests

–– TSITSI•• Previous appraisals / reputationPrevious appraisals / reputation

•• Time in current HQTime in current HQ

•• EnthusiasmEnthusiasm

–– SOSO•• Previous appraisals / reputation / requestsPrevious appraisals / reputation / requests

–– TSITSI•• Previous appraisals / reputationPrevious appraisals / reputation

•• Time in current HQTime in current HQ

•• EnthusiasmEnthusiasm

The Growth CurveThe Growth CurveThe Growth CurveThe Growth Curve

•• GrowthGrowth

–– From EfficiencyFrom Efficiency•• From Day OneFrom Day One

–– From MotivationFrom Motivation•• One JCOne JC

•• GrowthGrowth

–– From EfficiencyFrom Efficiency•• From Day OneFrom Day One

–– From MotivationFrom Motivation•• One JCOne JC•• One JCOne JC

–– From InfrastructureFrom Infrastructure•• One QuarterOne Quarter

–– From StrategyFrom Strategy•• One YearOne Year

•• One JCOne JC

–– From InfrastructureFrom Infrastructure•• One QuarterOne Quarter

–– From StrategyFrom Strategy•• One YearOne Year

The Growth CurveThe Growth CurveThe Growth CurveThe Growth Curve

Strategy

Growth

Efficiency

Motivation

Infrastructure

ASCM Stint

Growth from EfficiencyGrowth from EfficiencyGrowth from EfficiencyGrowth from Efficiency

•• DisciplineDiscipline

–– Random calls to RS point at 9:00 a.m.Random calls to RS point at 9:00 a.m.

•• Back of Control Statement DataBack of Control Statement Data

–– Letters to TSI who make wrong entriesLetters to TSI who make wrong entries

•• DisciplineDiscipline

–– Random calls to RS point at 9:00 a.m.Random calls to RS point at 9:00 a.m.

•• Back of Control Statement DataBack of Control Statement Data

–– Letters to TSI who make wrong entriesLetters to TSI who make wrong entries

•• Launch Scorecard ReviewsLaunch Scorecard Reviews

–– ECO parameters have to be metECO parameters have to be met

•• One Page FOCUSOne Page FOCUS

–– Severe consequences for the lack of focusSevere consequences for the lack of focus

•• JC Meeting JC Meeting -- One DayOne Day

•• Launch Scorecard ReviewsLaunch Scorecard Reviews

–– ECO parameters have to be metECO parameters have to be met

•• One Page FOCUSOne Page FOCUS

–– Severe consequences for the lack of focusSevere consequences for the lack of focus

•• JC Meeting JC Meeting -- One DayOne Day

Growth from MotivationGrowth from MotivationGrowth from MotivationGrowth from Motivation

•• RSRS

–– Unnati / Newsletter / Regular Meets / VisitsUnnati / Newsletter / Regular Meets / Visits

•• RSSMRSSM

–– LEAD RSSM / Letter from ASCM / GiftsLEAD RSSM / Letter from ASCM / Gifts

•• RSRS

–– Unnati / Newsletter / Regular Meets / VisitsUnnati / Newsletter / Regular Meets / Visits

•• RSSMRSSM

–– LEAD RSSM / Letter from ASCM / GiftsLEAD RSSM / Letter from ASCM / Gifts

•• TSITSI

–– Purple Cow / Moving Ratings / BirthdaysPurple Cow / Moving Ratings / Birthdays

•• SOSO

–– Leadership Challenge / Quarterly Career Review / Leadership Challenge / Quarterly Career Review / Family GreetingsFamily Greetings

•• TSITSI

–– Purple Cow / Moving Ratings / BirthdaysPurple Cow / Moving Ratings / Birthdays

•• SOSO

–– Leadership Challenge / Quarterly Career Review / Leadership Challenge / Quarterly Career Review / Family GreetingsFamily Greetings

Growth from InfrastructureGrowth from InfrastructureGrowth from InfrastructureGrowth from Infrastructure

•• CoverageCoverage

–– 300 o/l per lac of population300 o/l per lac of population

•• Frequency of CoverageFrequency of Coverage

–– Twice a weekTwice a week

•• CoverageCoverage

–– 300 o/l per lac of population300 o/l per lac of population

•• Frequency of CoverageFrequency of Coverage

–– Twice a weekTwice a week

•• Quality of CoverageQuality of Coverage

–– Split beatsSplit beats

•• Cutting edge coverageCutting edge coverage

–– Hari Bhari / Shop Score / HHTHari Bhari / Shop Score / HHT

•• Quality of CoverageQuality of Coverage

–– Split beatsSplit beats

•• Cutting edge coverageCutting edge coverage

–– Hari Bhari / Shop Score / HHTHari Bhari / Shop Score / HHT

Growth from StrategyGrowth from StrategyGrowth from StrategyGrowth from Strategy

•• FOCUSFOCUS

–– ChannelChannel

–– CategoryCategory

–– GeographyGeography

–– BrandsBrands

•• FOCUSFOCUS

–– ChannelChannel

–– CategoryCategory

–– GeographyGeography

–– BrandsBrands–– BrandsBrands

•• ENABLERSENABLERS

–– OPSOPS

–– CPSCPS

–– Trade ActivationTrade Activation

–– BrandsBrands

•• ENABLERSENABLERS

–– OPSOPS

–– CPSCPS

–– Trade ActivationTrade Activation

Growth from StrategyGrowth from StrategyGrowth from StrategyGrowth from Strategy2001 Nature of Expected Share of

Opportunity Growth Growth

Dental 32 23 Share Gain 20 25

Hair Oils 6 11.6 Penetration 24 6

Hair Wash 25 14.6 Visibility 13 16

Skin 33 14.5 Penetration 20 27

Rural 8 18 48 15

96 81.7 73

Size of

Opportunity

2001 Plan

5L+ Towns

No. of RSSM 93 142

RSSM Remuneration 2200 3960

ENABLERS / SALES THRUSTS

Focus Categories

2001 Size of Nature of Expected Share of

Opportunity Opportunity Growth Growth

Cu 740 850 Anti CDC 15 11

Pep 750 920 Anti CDC 22 14

Nihar 550 700 Penetration 27 6

FAL 520 750 Penetration 44 27

Lux 550 630 Anti Chik 15 16

FOCUS BRANDS

2001 2002 Contr. to Share of

Expected Sales Growth

10L+ 60 52 72.6 49 48

Rural 15 13 22 15 27

FOCUS GEOGRAPHIES

Contr. to

Sales

Dental Hair Oils Skin

W/S

Key Retail

Grocers/Pr.

Chemists

Rural

FOCUS CHANNELS

No. of Merchandisers 27 134

No. of O/L 14925 20168

<5L Towns

RS Consolidation 88 83

No. of O/L 11207 16000

RSMM Remuneration 1800 2200

TSI's

TLSD 190 240

Productivity 76% 85%

No. of TSI's 12 13

GROWTH

Focus Channels

Focus Geographies

Focus Brands

The Moments of TruthThe Moments of TruthThe Moments of TruthThe Moments of Truth

•• First JC MeetingFirst JC Meeting

•• First Market VisitFirst Market Visit

•• First RS ConfrontationFirst RS Confrontation

•• First FF Mistake DetectedFirst FF Mistake Detected

•• First JC MeetingFirst JC Meeting

•• First Market VisitFirst Market Visit

•• First RS ConfrontationFirst RS Confrontation

•• First FF Mistake DetectedFirst FF Mistake Detected•• First FF Mistake DetectedFirst FF Mistake Detected

•• First PresentationFirst Presentation

•• First FiringFirst Firing

•• First ForgivenessFirst Forgiveness

•• First Promotion You EngineerFirst Promotion You Engineer

•• First CelebrationFirst Celebration

•• First FF Mistake DetectedFirst FF Mistake Detected

•• First PresentationFirst Presentation

•• First FiringFirst Firing

•• First ForgivenessFirst Forgiveness

•• First Promotion You EngineerFirst Promotion You Engineer

•• First CelebrationFirst Celebration

The JC MeetingThe JC MeetingThe JC MeetingThe JC Meeting

•• 13 in a year13 in a year

•• One day and you have 13 more in the One day and you have 13 more in the market market -- 13/365 = 3% growth13/365 = 3% growth

•• ReviewReview

•• 13 in a year13 in a year

•• One day and you have 13 more in the One day and you have 13 more in the market market -- 13/365 = 3% growth13/365 = 3% growth

•• ReviewReview•• ReviewReview

–– long enough to make it lingerlong enough to make it linger

–– short enough to ensure it doesn’t festershort enough to ensure it doesn’t fester

•• MotivateMotivate

–– long and constantlong and constant

–– it needs to last 28 daysit needs to last 28 days

•• ReviewReview

–– long enough to make it lingerlong enough to make it linger

–– short enough to ensure it doesn’t festershort enough to ensure it doesn’t fester

•• MotivateMotivate

–– long and constantlong and constant

–– it needs to last 28 daysit needs to last 28 days

JC MeetingJC MeetingJC MeetingJC Meeting

•• AgendaAgenda

•• Review of JC NReview of JC N--11

•• Flash Back JC N YRFlash Back JC N YR--11

•• Task at Hand / JC StoryTask at Hand / JC Story

•• OPS PlanOPS Plan

•• AgendaAgenda

•• Review of JC NReview of JC N--11

•• Flash Back JC N YRFlash Back JC N YR--11

•• Task at Hand / JC StoryTask at Hand / JC Story


•• Fun CapsuleFun Capsule

•• LUNCHLUNCH

•• Development SectionDevelopment Section

•• LEAD RSSM ReviewLEAD RSSM Review

•• Tour PlanningTour Planning

•• Fun CapsuleFun Capsule

•• LUNCHLUNCH

•• Development SectionDevelopment Section

•• LEAD RSSM ReviewLEAD RSSM Review

•• Tour PlanningTour Planning•• OPS PlanOPS Plan

•• JC Plan JC Plan -- NUMBERSNUMBERS

•• FOCUS FOCUS -- One PageOne Page

•• FFIS / 1FFIS / 1--22--kaka--44


•• JC Plan JC Plan -- NUMBERSNUMBERS

•• FOCUS FOCUS -- One PageOne Page

•• FFIS / 1FFIS / 1--22--kaka--44


•• Birthday CelebrationBirthday Celebration

•• Motivational CapsuleMotivational Capsule

•• Concluding RemarksConcluding Remarks

•• Send Off GameSend Off Game


•• Birthday CelebrationBirthday Celebration

•• Motivational CapsuleMotivational Capsule

•• Concluding RemarksConcluding Remarks

•• Send Off GameSend Off Game

Planning & DeliveringPlanning & DeliveringPlanning & DeliveringPlanning & Delivering

•• The Right BalanceThe Right Balance

–– Not down to 200+ SKUsNot down to 200+ SKUs

–– Not as general as a Category NumberNot as general as a Category Number

•• The HorizonThe Horizon

•• The Right BalanceThe Right Balance

–– Not down to 200+ SKUsNot down to 200+ SKUs

–– Not as general as a Category NumberNot as general as a Category Number

•• The HorizonThe Horizon

–– Not too long ( A year !!!)Not too long ( A year !!!)

–– Not too short ( A day’s phasing)Not too short ( A day’s phasing)

•• The RigorThe Rigor

–– Intellectual, yetIntellectual, yet

–– Practical at the field levelPractical at the field level

–– Not too long ( A year !!!)Not too long ( A year !!!)

–– Not too short ( A day’s phasing)Not too short ( A day’s phasing)

•• The RigorThe Rigor

–– Intellectual, yetIntellectual, yet

–– Practical at the field levelPractical at the field level

On LeadershipOn LeadershipOn LeadershipOn Leadership

Three Quotes I LoveThree Quotes I LoveThree Quotes I LoveThree Quotes I Love

Mike VanceMike VanceMike VanceMike Vance

"Leadership is the ability to establish "Leadership is the ability to establish standards and manage a creative climate standards and manage a creative climate

where people are selfwhere people are self--motivated toward the motivated toward the mastery of long term constructive goals, in a mastery of long term constructive goals, in a

"Leadership is the ability to establish "Leadership is the ability to establish standards and manage a creative climate standards and manage a creative climate

where people are selfwhere people are self--motivated toward the motivated toward the mastery of long term constructive goals, in a mastery of long term constructive goals, in a mastery of long term constructive goals, in a mastery of long term constructive goals, in a participatory environment of mutual respect, participatory environment of mutual respect,

compatible with personal values.”compatible with personal values.”

mastery of long term constructive goals, in a mastery of long term constructive goals, in a participatory environment of mutual respect, participatory environment of mutual respect,

compatible with personal values.”compatible with personal values.”

Stephen R CoveyStephen R CoveyStephen R CoveyStephen R Covey

"Management is efficiency in climbing the "Management is efficiency in climbing the ladder of success; leadership determines ladder of success; leadership determines whether the ladder is leaning against the whether the ladder is leaning against the

right wall."right wall."

"Management is efficiency in climbing the "Management is efficiency in climbing the ladder of success; leadership determines ladder of success; leadership determines whether the ladder is leaning against the whether the ladder is leaning against the

right wall."right wall."right wall."right wall."right wall."right wall."

Peter F DruckerPeter F DruckerPeter F DruckerPeter F Drucker

"Leadership is not magnetic personality, that "Leadership is not magnetic personality, that can just as well be a glib tongue. It is not can just as well be a glib tongue. It is not

"making friends and influencing people", that "making friends and influencing people", that is flattery. Leadership is lifting a person's is flattery. Leadership is lifting a person's

"Leadership is not magnetic personality, that "Leadership is not magnetic personality, that can just as well be a glib tongue. It is not can just as well be a glib tongue. It is not

"making friends and influencing people", that "making friends and influencing people", that is flattery. Leadership is lifting a person's is flattery. Leadership is lifting a person's is flattery. Leadership is lifting a person's is flattery. Leadership is lifting a person's vision to higher sights, the raising of a vision to higher sights, the raising of a

person's performance to a higher standard, person's performance to a higher standard, the building of a personality beyond its the building of a personality beyond its

normal limitations."normal limitations."

is flattery. Leadership is lifting a person's is flattery. Leadership is lifting a person's vision to higher sights, the raising of a vision to higher sights, the raising of a

person's performance to a higher standard, person's performance to a higher standard, the building of a personality beyond its the building of a personality beyond its

normal limitations."normal limitations."

INFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTURE

Reach is EverythingReach is EverythingReach is EverythingReach is Everything

HOW MUCH IS GOOD ENOUGH?HOW MUCH IS GOOD ENOUGH?HOW MUCH IS GOOD ENOUGH?HOW MUCH IS GOOD ENOUGH?

•• How many outlets in India?How many outlets in India?

–– Population * 300Population * 300

•• How do you cover them?How do you cover them?

–– Direct vs IndirectDirect vs Indirect

•• How many outlets in India?How many outlets in India?

–– Population * 300Population * 300

•• How do you cover them?How do you cover them?

–– Direct vs IndirectDirect vs Indirect

•• How often do you cover them?How often do you cover them?

–– FrequencyFrequency

•• How much time to you spend at an outlet?How much time to you spend at an outlet?

–– QualityQuality

•• What returns do you give the retailer?What returns do you give the retailer?

–– Margin and CreditMargin and Credit

•• How often do you cover them?How often do you cover them?

–– FrequencyFrequency

•• How much time to you spend at an outlet?How much time to you spend at an outlet?

–– QualityQuality

•• What returns do you give the retailer?What returns do you give the retailer?

–– Margin and CreditMargin and Credit

SOME METRICSSOME METRICSSOME METRICSSOME METRICS

•• OLP: OLP: Outlets per Lac of PopulationOutlets per Lac of Population

•• LPC: LPC: Lines per CallLines per Call

•• LPPC:LPPC: Lines per Productive CallLines per Productive Call

•• TLSD:TLSD: Total lines sold in a DayTotal lines sold in a Day

•• OLP: OLP: Outlets per Lac of PopulationOutlets per Lac of Population

•• LPC: LPC: Lines per CallLines per Call

•• LPPC:LPPC: Lines per Productive CallLines per Productive Call

•• TLSD:TLSD: Total lines sold in a DayTotal lines sold in a Day•• TLSD:TLSD: Total lines sold in a DayTotal lines sold in a Day

•• BP:BP: Bill ProductivityBill Productivity

•• TLSD:TLSD: Total lines sold in a DayTotal lines sold in a Day

•• BP:BP: Bill ProductivityBill Productivity

MR. TOMMR. TOMMR. TOMMR. TOM

The Case of the Troubled ASMThe Case of the Troubled ASM

Sleep over it, we will begin our Next Sleep over it, we will begin our Next Session with it.Session with it.

The Case of the Troubled ASMThe Case of the Troubled ASM

Sleep over it, we will begin our Next Sleep over it, we will begin our Next Session with it.Session with it.

IN SUMMARYIN SUMMARYIN SUMMARYIN SUMMARY

•• Sales in a lot of FUNSales in a lot of FUN

•• The People Challenges are the BIGGEST and The People Challenges are the BIGGEST and TOUGHEST onesTOUGHEST ones

•• Sales in a lot of FUNSales in a lot of FUN

•• The People Challenges are the BIGGEST and The People Challenges are the BIGGEST and TOUGHEST onesTOUGHEST onesTOUGHEST onesTOUGHEST ones

•• You can make if DIFFERENCE if you CARE to.You can make if DIFFERENCE if you CARE to.

•• Sales builds LEADERSHIP CAPABILITYSales builds LEADERSHIP CAPABILITY

•• The Case of Mr. Tom is due tomorrowThe Case of Mr. Tom is due tomorrow

TOUGHEST onesTOUGHEST ones

•• You can make if DIFFERENCE if you CARE to.You can make if DIFFERENCE if you CARE to.

•• Sales builds LEADERSHIP CAPABILITYSales builds LEADERSHIP CAPABILITY

•• The Case of Mr. Tom is due tomorrowThe Case of Mr. Tom is due tomorrow

THANKS FOR LISTENINGTHANKS FOR LISTENINGTHANKS FOR LISTENINGTHANKS FOR LISTENING

SteveSteveSteveSteve

xim 3 - the ascm

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Transcript of xim 3 - the ascm