PROJECT ON SALES AND NEGOTIATION MANAGEMENT

Submitted By:

Team D

Lalan Amin

Lavita

Manish

Madhusudhan

Arjun

Submitted To:

Prof. Shilpa Praveen

JKSHIM, Nitte

Date on Submission

28-10-2018

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Content

Sl.No Particulars Pg. No

1 Introduction 3
2 Sales Organization 4
3 Sales Strategy 4-5
4 Sales Force 5-6
5 Recruitment Process 6-7
6 Induction Process 8
7 Territory Allocation Process and Strategy 8-9
8 Reporting Structure and Strategy 9
9 Compensation Structure 10
10 System of Evaluation 10-11
11 Training and Development 11-12
Reference 12

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Reckitt Benckiser is a global consumer goods company headquartered in Slough, United
Kingdom. It is one of the world’s leading manufacturers and marketers of branded products.
It is a producer of health, hygiene and home products. It was formed in 1999 by the merger of
the UK-based Reckitt & Colman plc and the Netherlands-based Benckiser NV.

RB's brands include the antiseptic brand Dettol, the sore throat medicine Strepsils, the hair

removal brand Veet, the immune support supplement Airborne,[6], the indigestion remedy
Gaviscon, the baby food brand Mead Johnson, the air freshener Air Wick, Calgon,
Clearasil, Cillit Bang, Durex, Lysol, Mycil and Vanish. RB is listed on the London Stock
Exchange and is a constituent of the FTSE 100 Index.

POWERBRANDS

Air Wick, Calgon, Cillit Bang, Dettol, Durex, E45 cream, Enfamil, Gaviscon, Harpic,
Lemsip, Lysol (Marketed as Lizol in India), Mortein, Mucinex, Nurofen, Scholl, Strepsils,
Vanish, Veet.

Other

Aerogard, Airborne, Amphyl, Bonjela, Brasso, Cēpacol, Clearasil, d-CON, Finish (Calgonit
in continental Europe), Glass Plus, K-Y, Mr Sheen, Nurofen for Children, Sani Flush,
Woolite.

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 Sales Organization
National sales
Director

Zonal sales Zonal sales Zonal sales Zonal sales Zonal sales
manager manager manager manager manager

Area sales
Manager

Direct
Super Stockist
Distributor
Channel
Channel

Area Sales
Territory
Executive
Sales Incharge

Pilot Sales
Distributor
Representative
sales
Representativ

TWR Town SUBOB

Whole seller
and Retail

Whole seller
Traditional and and Retail
modern Trade

Sales strategy

 Targets Health and Hygiene power brands: Effective power brand strategy continues,
but concentration and investment increased on higher growth, higher margin health
and hygiene in addition to home.

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  Targets quicker growing markets: Priorities 16 “power markets”, mainly emerging, of
disproportionate investment and growth.
 Redistributes resources to emerging markets: Two new emerging market area
structures formed; North America and Europe merged into one area structure.
 Increases investment in brand building: Targets annual cost savings to fuel and
addition investment of 100m Pound in brand equity building.
 Targets steady operating margin expansion: Continues strategy of steady operating
margin enhancement over medium term whilst increasing brand investment.
 Plans to do more for the Swachh India campaign: the aim is to help in spreading
awareness about a cleaner environment by ensuring that the surroundings remain
clean, the company said in a statement.
 Trade promotion: Trade promotion is to boost the wholesaler and retailers for selling
Reckitt Benckiser limited products. The main objective is to increase distribution,
encourage buying and counter competitive pressure.
 Consumer promotion: Consumer promotion is to encourage the consumers for buying
Reckitt Benckiser limited products. The objectives of consumer promotions are to
increase brand awareness, to strengthen brand loyalty, to secure marginal customers
and to induce trail.

Sales Force

The national sales department of RB has divided India in to four zones consisting of four
zonal managers reporting to a National Sales Director. Area sales manager report to Zonal
Sales Managers. Each Area Sales Manager (ASM) has 8 Territory Sales in charge (TSI)
reporting to him. Each of the area Sales Executive supervises about 9 pilot Sales
Representative.

On the other hand, for the channel involving modern trade, the sales force is a centralized
one. The ASMs for modern trade are separate from those for the normal channel. The TSIs
are also different for modern trade.

Filed sales: Enable and provide continuous support for stores of today and tomorrow. Build
relationships, improve strategic thinking and acquire key expertise.

Digital sales: Achieve market leadership in the e-tailing channel. Manage and handle new
emerging channels through a solid understanding of new shopping behaviours.

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Distributor management: Deliver net revenue objectives through problem solving, customer
management and commercial acumen.

Trade marketing: the link between sales and marketing. Understand and own shopper,
customer and store feedback.

Recruitment process:
It is known that each and every organization considers human resource as the most important
resource. In order to get success, they give more importance to recruiting and selecting best
candidates. It focuses on applicant’s skills, talents and experience. The company have to
select best candidate among them. The following is the recruitment and induction process of
Reckitt and Benckiser.

R&B considers their employees as asset and treats them with respect.

Analyzing the requirement of the Job

Attracting Employee to the Job

Screening and selecting applicants

Introducing the new employee to the organization

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Steps of recruitment and selection process
Recruitment and selection process

Need Identification

Requisition

Approval

Recruitment Planning

Selecting source

Internal External

Advertisement

Collecting CV’s

CV Screening

Preliminary Interview

Short Listing

Assessment Cantre

Final Interview

Approval from Authority

Job Offer

Medical Examination

Appointment

Orientation

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Induction Process

RB has established a comprehensive induction programme for new Directors. The

programme covers RB’s business, legal and regulatory requirements of Directors and
includes one-to-one presentations from senior executives across the Group covering topics
such as strategy, investor relations, taxation, internal audit, supply and the Company’s two
business units – Health and Hygiene Home. The induction programme has several aims and
serves multiple purposes. It provides new Directors with an understanding of RB, its
businesses and the markets and controlling environments in which it operates, provides an
overview of the tasks for Non-Executive Directors of RB and builds links to RB’s people and
stakeholders. Incoming Board members will also have legal due diligence meetings and meet
with the Group’s External Auditor. Site visits are arranged to the Group’s operations to gain
an insight into the business, and also form part of the annual Board meeting cycle, with at
least one meeting held at an off-site business location. The Chairman has overall obligation
for ensuring that the Directors receive suitable training to enable them to carry out their
duties. As part of their role, Directors are also expected to personally identify any additional
training necessities they feel would benefit them in performing their duties to the Company.
On-going training arranged by the Company covers a wide variety of sector-specific and
business issues, as well as legal and financial regulatory developments relevant to Company
and the Directors. Training is also provided by way of briefing papers or presentations at each
scheduled Board meeting, as well as meetings with senior executives or other external
sources.

Territory Allocation process and strategy

The eastern zone has been divided into 7 territories based on geographical space and no of
outlets to be covered. The beat plan of RB is thus: 30-40outlets per day, 6 days a week from
Monday to Saturday. However there are about 20-22 calls (average productivity per day)

Measurement of sales force productivity and distribution efficiency at RB

At RB, the appraisal of the sales force is done on the following parameters:
• Sales Force Productivity
• Sticking to Budget
• Accomplishment of Sales Targets

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 • Market Coverage
• Brand Salience
•Other Key Performance Indicators:
Stock outgo
Increase in coverage
Case specific

Reporting structure and Strategy

Managing Director

Commercial Sales & Marketing Human Resource

Logistic Manager
Manager Manager Management

Regional
Manager

Commercial Sales & Logistic

Manager Marketing manager
manager

Area Sales
Manager

Salessales
Territory
Representative
in charge

Recruitment process will be done when:

 A position is created due to promotion or lateral movement.

 A new position is created or approved by the top management.
 A position is relinquished for the reason of resignation, dismissal etc.

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Compensation structure

Particulars Amount
Senior Business Analyst 1680000
Area Sales Manager 1885000-2422000
Systems Analyst 933000-1653000
Territory in Charge 373000-479000
Project Manger 2293000-3146000
Business Analyst 870000-1552000
Brand Manager 3366000-3670000
Program Manager 3745000-4021000
Senior Territory Sales Executives 587000-635000
Financial Analyst 41000-44000
Marketing manager 4961000-5341000
IT Analyst 246000-267000
IT business Analyst 1641000-1755000
Mechanical Engineer 334000-361000
Management Trainee- Monthly 42000-45000
ASE- Monthly 39000-42000
Graduate Trainee 1117000-1210000
ATL- Monthly 14000-16000
Marketing manager 6639000-7327000
Finance Officer 721000-781000
Associate officer 1849000-1991000
MIS- Monthly 17000-19000
Graduate Trainee- Monthly Contractor 14000-16000
Assistant Manager 2101000-2301000

System of Evaluation

At RB, the appraisal of the sales force is done on the following parameters.

Sales Force Productivity: Sales Force productivity is defined as the percentage of successful
calls out of total calls made in a day by a sales person. On an average, a sales person is
expected to make around 35-40 calls per day with a productivity of about 60-70%.

Sticking to budget: The sales manager is responsible for keeping the costs and expenses of
maintaining the sales force under control. Unjustified budget overruns may have
repercussions in the form of low variable component of salary.

Achievement of sales targets: Every member in the sales force is responsible for the
achievements of personal sales targets. While the ASM and subordinate sales force focus on
increasing the top line, RSMs and people above them focus on bottom line.

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Market coverage: Market coverage and penetration both in terms of types and percentage of
possible retail outlets covered is an important parameter for measuring sales and distribution
efficiency.

Other key performance indicators:

-Stock outgo

-Increase in coverage

-Case specific

Training and development

Quarterly workshops and training sessions are conducted on a regional basis to train the sales
persons with regard to sales pitching, understanding the brand identity and the schemes.
During launch conferences of new products, rehearsal sessions of sales pitching are done
under the guidance of ASM, RSM and ZSM.

RB has developed a code of conduct on which employees must undertake training. In January
2018, a revised code, which updated and integrated the existing RB and MJN codes, was
issued to all employees as a part of 2.0 launch communication materials. Every employee is
required to complete compliance and conduct training and certify their commitment to RB’s
responsibility value and to ‘doing the right thing even when it is hard’. The training consists
of five modules, including Code of Conduct, Anti-Bribery, Competition Law, Data privacy
and Conflicts of Interest training and testing.

Employee training includes reminding employees of the group’s strict policies on the
reporting of any adverse events in relation to its product, as well as the availability of an
independent and anonymous whistleblowing facility. Together they help the employees in
fully understanding RB’s non-negotiable expectations in terms of ethical and responsible
behaviour.

On-going training arranged by the company covers a wide variety of sector specific and
business issues, as well as legal and financial regulatory developments relevant to the
company and the Directors. Training is also provided by way of briefing papers or
presentations at each scheduled board meeting as well as meeting with senior executives or
other external sources.

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RB has an experience-based approach to development, moving its people into new roles
and geographies. RB supports this with appropriate development and training including
leadership skills and coaching. And these are underpinned with formal training. They also
provide site-level, regional, area and global training and awareness programmes on
functional competencies and leadership skills. For example, around the world in 2017, RB’s
Training programme provided courses in leadership, business and organisation, people
management and development, marketing, sales, finance and crisis management. Other
training programmes include health & safety, environment, quality and preventative
maintenance

References:
Detailed Sustainability Performance Report of RB, 2015, 2016, 2017
https://www.rb.com/media/1604/rb-sustainabilty-report-2015.pdf
https://www.rb.com/media/2469/rb-detailed-sustainability-report-2016.pdf
https://www.rb.com/media/3396/rb-detailed-sustainability-report-2017-updated.pdf

RB- Annual Report- 2017

http://annualreport2017.rb.com/

Internship report – Recruitment and selection process of RB

http://dspace.bracu.ac.bd/xmlui/handle/10361/6171

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