CHAPTER I

The TSI - Role, Responsibilities and Daily Routine

The Territory Sale's-In-charge (TSI) is the person who manages the field sales operations in a
designated

geographical

territory

which

is

termed

as

Head

Quarter.

Each Head Quarter consists of a certain number of AWs who in turn cover smaller
geographical territories. The TSE serves as the link between the company and all the
AWs, markets and other customers in his HQ. He is accountable to achieve a predetermined sales
target

that

is

set

by

the

company

s-n

terms

of

volume

and

value

in

his

HQ. He reports in to the territory head of his area. The following are the primary
responsibilities of a TSI.

PRIMARY RESPONSIBILITIES -

1.

To achieve the Primary and Secondary Sales volumes as per budget and
monthly forecasts.

2.

To manage the various AWs of his territory and ensure that their individual
`goals and targets are achieved, and a mutually profitable relationship is maintained.

3.

To follow up on the Primary Sales to each of his AWs and ensure that this is
happening as per the scheduled dates that should have been agreed by him
and the AW at the month beginning. ( Refer Annexure 4)

4.

To ensure that there is an optimum service level in all the markets he covers. This means
the TSI will have to ensure that there are no gaps in the market / poor service to the
market in the form of
b) Uncovered outlets
c) Poor range selling
d) Coverage less than once a week
e) Lack of proper communication about a Trade or Consumer scheme
f) Poor visibility of company's product
g) Old Stocks at retail counters .(Greater.than 2 - 3 months after PKD to be rotated to
outlets with faster off takes, even if expiry date is 3 4 months away)

5.

To work the market with all the AW salesmen and cover all the routes that are in his territory
on a rotational basis. It is also of utmost importance for a TSI to show by example to AW
salesmen at every given opportunity how he can better service levels, improve

merchandising and communicate more effectively to the retailers.

6.

To execute all new products launches right from planning which outlets the
product should be placed in through to reviewing the product upto 2 months

after the launch (A later chapter will deal with this in greater detail).

7.

To be the eyes and ears of the market and report immediately to the company
any competitor information, trends in the market, possible developments in
the trade etc

8.

To assess the market share of the company in his territory on an ongoing basis. (Refer
Annexure 3)

9.

To -monitor the AW claim settlement process closely and to ensure that the pending
claims of` the AW are restricted to the bare minimum. (Refer Annexure 13)

Apart from this Primary Responsibilities, a TSI also has certain secondary responsibilities that are
equally important. These include -

SECONDARY RESPONSIBILITIES

1.

Raising and analysing LCNUA every month. The TSI also needs to keep
a track of it. (This procedure has been explained in detail in a later chapter)

2.
3.
4.
5.

Developing and maintaining a good rapport with all key customers (Big wholesellers, Super Markets, Special Parties etc)
Attending Consumer Complaints on behalf of the company
Conducting market audits as and when necessary
Conversion of non conventional outlets such as medical shops into biscuit
selling outlets

DAILY ROUTINE OF A TSI

The essence of a TSIs job lies in his ability to get a grasp of the market. The TSI
should be in constant touch with the market, as market intelligence is equal to godliness in this line

following
TSI should look like.
of

work.

The

is

description

of

how

an

average

day

of

9:00 - 9.30 AM : AW VISIT

The TSI should be at the AW point by 9 AM sharp. He will use this time to understand the following
1.

If a ready stock unit is going to the market, he can supervise what stocks are
being loaded onto the van

2.

If there are any availability issues at the AW poinf he can get in touch with the depot and

arrange for the same.

3.

He can use this time to brief the AW/AW salesman about any communication
from the company that needs to be given to the market (Trade Promos/Consumer Promos/New Product launches etc)

4.

He can ensure that adequate POP is being taken to the market.

9.30 AM - 3 PM : MARKET WORK

The field sales process in the company involves sales to retailers/wholesalers through
the AW salesmen. The responsibility of servicing the retail customers is a shared
one between the AW, AW salesmen and the TSI. The TSI however is the main link between
the

company

and

the

retailers,

which

makes

it

that

much more

crucial

for

him to be in daily touch with the market. The TSI should ideally make at|east 40 calls
a day and work the market with the following objectives -

1.

To get a feel of the market and understand if it is buoyant or dull and what the
current trends in the market are.

2.

To work with the AW salesmen and ensure that they achieve standards of
selling and professionalism as required by the company through training,
guidance and motivation. He must demonstrate to the AW sales man, on how
orders are booked. He must evaluate the salesmen in the areas of relationship building, selling, stock rotation, merchandising and promotion detailing.

3.

To understand the service levels of the AW in the market .He should ensure
that all the outlets in a particular area are covered but only 40 outlets are
being covered In a beat. The TS! also needs to look Into credit levels. If we
are losing sales in a customer because of credit and any other F.M.C.G Company
distributor is servicing that retailer directly and extending credit, then our
distributor should extend credit.

4.

To implement all national consumer promotions, and manage local trade

promotions in a way that maximizes the sales within the given budget

5.

To get a grasp of what competition is doing in the market and relay this information
to the company at the earliest to hasten the decision making process

6.

To analyze how new products from the company are performing by reviewing
their off takes from select counters as well as through retailer/end consumer
feedback

7.

To analyze how any trade or consumer schemes are performing in the market
and how this can be improved

8.

To look either himself or through the AW salesmen for new outlets in the
routes being covered, or for altogether new routes/ new markets.

9.

To ensure the availability of the optimum stock level at all the retail counters
keeping in mind the of distribution objectives

10.

To ensure visibility of the products on the shelf as well as review merchandiseing

through optimum use of PP and shelf space utilization.

11.

To establish a rapport with the trade so as to reiterate to them that the

company's aim is to maximize service levels

3.00 PM ONWARDS - REVIEW WITH AW

After having worked a particular AWs market, the TS! needs to necessarily review
with the AW the proceedings of the day as well as take him through certain other
issues. All issues discussed with the AW during this period should be recorded by
the TS! in a logbook that is to be maintained at all AW points. This log-book will serve
as a future reference whenever the TS! or any other company official visits the AW
point. !t is this time that the TSI should use to

1. Give Market Feedback on

a)
b)
c)
d)
e)
f)
g)
h)

Which are the uncovered outlets that need to be covered

What the market feedback is on that AWs service levels
How to improve range selling
Which outlets to increase credit to
How to improve communication about the company's schemes to the market
How to improve product "on-shelf visibility"
Analyze and discuss previous day's sales and cumulative sales for
the J.C, SKU wise.
Any issues that may have arisen with regard to old stocks in the
market and how to better stock rotation

2. Take a look at what C!os!ng stocks are available with the AW

c)
So as to ensure neither a nil stock situation nor more than 15 days closing
stock to be present with the AW
d)
It is also important for the TSI to ensure that no old stocks are lying idle at the
AW point
3. Communicate to the AW on
e)
In case the TS! finds there is some stock that is more than 2 months old at the
AW point, it is his duty to instruct the AW as to which outlets to place this stock

f)

g)

in so as to ensure that it will not be lying idle at the AW point and is sold before
the expiry date.
In cases where the TSI finds there is expiry date stock lying at the AW point
(this should be a rare occurrence if the TSI is keeping a keen eye on age of
stocks at the AW point) then the TSI needs to bring it to the notice of his
territory head and get permission to raise it in the next LCA/UCCA.
He also needs to keep the AW informed about the 'directions and policies that
the company has taken or any other information that is relevant to the AWs
working.

4. Review the Cheque Encashment register of the AW so as to ensure that all

cheques have been cleared within 7 - 10 days maximum. It is important here
that the TSI bring it to the notice of the company if any cheque has not been
cleared for more than 15 days. Apart from bringing it to the Companys notice,
the TSI should instruct the AW to take a DD for the same amount and send it
to the company as well as ensure that the AWs bankers are then told to
cancel that cheque. This "alert" mechanism is crucial to a TSIs responsibility.
5. Ensure that there is no excess POSM lying at the AW point and all the POP is being sent to
the market regularly. It is also important for the TSI to ensure that POP is being stored
properly at the AW point.
It is essential for the TSI to build rapport with ALL his AWs since ultimate/y it is only
with their support that he can translate all his plans into action. It is a/so a necessity

for the TSI to be completely aware of all information pertaining to the AW and his

market. This could be information right from what is the geographical span of the
market, what beats there are, what infrastructure he provides etc to what are the
biscuit sales patterns, what is competition in that market and what are the strengths
and weaknesses of the AW Without this kind of in-depth information, a TS/ will be
ab/e to provide no va/ue addition whatsoever to his territory or his team.

THE TSI KIT

The following is a TSI kit that a TSI should have with him at any given point of time.
White he need not carry this entire kit to the market it is mandatory that he atleast
keeps this at the AW point he's working in for that day .The following should be the
contents of the kit.

1. MIS II Statement (Refer Annexure 1)

2. Updated Statistics with respect to
JC Secondary details AW wise/month wise/pack wise/brand wise tons/
for current year and last year, and consolidated HQ top sheet (in units) ( Refer

annexures 5 & 6 )

Planned V/s Actual secondary sales for HQ for the previous month ( is
part of Primary Planning statement )

AW

wise

bottom-fine

tonnages

of

Calendar

Primary/

JC

Secondary/

Closing and No of Days for the current year and previous year. ( Refer
annexures 7 & 8 )

3.
4.
5.
6.
7.
8.
9.

Sales promo6on details records ( Refer annexure 16 )

Current weekly report status ( Refer annexure 9)
Calculator
Merchandising kit- POP, Sticking tape, scissors, a piece of cloth.
AWwise dealer list and HQ dealer list ( Refer annexure 10)
Territory Profi!e( Refer annexure 11)
Product Cata!ogue

PLANNING THE MONTHLY TOUR PLAN

Since the AWs are the most important medium through which a TS! achieves his
targets he needs to plan his month meticulously keeping in mind the following guidelines -

1. JC dates need to be kept in mind since they are already 6xed and a TSI
needs to necessarily be at the AW point during JC closing.
2. Apart from the JC dates, the TSI needs to decide which AWs he will visit on
the other days. This can be planned depending on
a)

Which are the AWs that contribute maximum volume to his business.
These AWs need to be visited atleast twice or thrice in a month

b)Are there any new AWs that have been appointed for which the TS!

c)

Is there a new product launch/Promotion in any particular AW markets

for which the TSI needs to be present
d) Is there any AW whose AW salesmen need special market training
from the TSI since they are new/need direction
e) Are there any other issues in particular AW points that the TSI needs
to address such as slow movement of stocks in the market, numerous
complaints from

retailers on service levels, financial indiscipline,

poor

coverage in the market etc

f)

All in all, the TSI should try and cover all beats in his area, on a rotational basis
(prioritizing in terms of importance). Ideally every beat must be visited at least once

in 3 months.

3. After having decided which AWs /Markets the TSI needs to visit he also needs
to incorporate which days he might be required to attend the month end meeting
'or any other training program etc that might arise.

It is important for the TSI to note that any To~ P/an will be incomplete unless it has
objectives. For every AW/Market that the TSI. plans to visit In a month he needs to
put down the objective of the visit. At the end of the month he shou/d review the
month and evaluate to what extent his tour p/an objectives have been met.

Relevant Annexures (For Chapter 1)

1. MIS II- Daily Call Report - Annexure 1
2. MIS Ill- Daily Market Report - Annexure 2
3. Market Share analysis - Annexure 3
4. Primary Despatch plan - Annexure 4
5. Secondary Sales Statistics- SKU wise - Annexure 5
6. Secondary Sales Statistics- HQ Top sheet - Annexure 6
7. Yearly Analysis Primary Sales Statistics - Annexure 7
8. Yearly Analysis Secondary Safes Statistics - Annexure 8\
9. Weekly Sates Report - Tonnages - Annexure 9
10. Dealer List Summary - Annexure 10
11. Territory Profile - Annexure 11
12. AW wise Visitation Target - Annexure 12
13. Summary of Pending Claims - Annexure 13
14. UCA Analysis - Annexure 14
15. Monthly Tour Plan - Annexure 15
16. Sale Promotion Details - Annexure 16

CHAPTER2

The Interface of the TSI with the Authorized Wholesaler

One of the key interfaces that the TSI has to maintain is with the Authorized Wholesaler that he oversees. The TSI needs to be involved with every aspect of the AW
operation. However the key areas he needs to over look with the AW are listed below
1. SALES PLANNING
a. The TS! shou!d plan a!ong with the AW, the AWs secondary targets
and resultant primary plan for each JC and each calendar month (Refer
annexure 25 and 29)
b. This sales planning should be done variety pack wise and consoli-

dated category wise in tons. If this plan is revised, then the revised
plan needs to be passed on to the AW by the TSI.
c. At the end of each J.C week, the TSI should be aware of where the
AW stands with respect to target achievement,( Refer annexure 26)
2. Track the AWs Sales by looking at the following on every visit -

a.
b.
c.
d.
e.

Wholesale & retail sales (Refer Annexure 23)

Local and Van market sales(Refer Annexure 23)
Beat wise sales (Refer `Annexure 23)
Main Brand Sales ( Refer Annexure 5)
Credit sales vis cash sales

3. Primary and Secondary sales analysis for the AW

a.
b.
c.
d.

Achievement vs. Target for the current month (Refer Annexure 26)
Current month vs. previous month sales (Refer Annexure 24)
Current month sales vs. average LY/ average qtr sales Refer Annexure 24)
Current month sales vs. Budget

4. AW Infrastructure

The TSI should ensure that the AW is at all times providing the infrastructural
support that he rightfully should provide to BIL in terms of adequate godown
space, delivery vehicles, salesmen, computers etc.` The required infrastructure for
an AW is elaborated in the chapter on AW Appointment.
5. Business practices of the AW

The TS! is responsible in keeping a close tab on his distributors way of carrying on
his business The distributors should not indulge in unfair practices such as
undercutting or overpricing of prices specified by the company , selling in areas that
are assigned to another distributor and so on.

6. Weekly Sales Reporting

At the end of every JC week, the TS! should ensure that the JC weekly secondary sales figure of each AW is given to the depot. ( Refer Annexure 26)
The details of reporting to depot are: `
JC first week - 6m (for 7 days)
JC second week - 13th (for 7 days)
JC third week - 20th (for 7 days)
JC fourth week - 29th (for 9/10 days)
7. Stocks at the Godown
The TSI should keep a tab on the.-

a. Stock levels maintained by the AW ( no of days should be agreed for

each SKU),
b. The PKD of stocks in the godown Cold stocks) ,
c. The availability of all variety packs at the godown
d. The stack height of the stocks. For round biscuits max 6 and for Rectangular max
7 is permissible.
e. Housekeeping and hygiene of the godown
f. Daily stock register: should be updated by the AW .
g. POSM remaining at the AW (should be kept properly in a designated
place). (Refer annexure 39)
8. Primary Follow UP

The TSI should keep track of the pending orders to the AW from the depot,
and follow up the same as required. He should ensure at all points of time
that the stocks are reaching the AW as per their primary despatch plan. (Refer.
annex 4)
9. Debit notes
a. He has to ensure every month that all the debit notes related to any promotions or
activities run on behalf of the company, that need to be raised in favour of the AW,
have been collected and subsequently submitted to the territory head.
b. All Sales promotion activities need to be evaluated and put on record
for future reference. (Refer Annexure 34)
c. While collecting debit notes, the claims need to be randomly verified
from the market (take a few random bill nos. and check from the outlets)
`
d. He also needs to monitor the AWs pending claims closely, and follow
up with the Territory Head in case if he feels some claim of the AW is N
not getting cleared after two months of submission of the claim. (Refer
Annexure 13)
10. Communicate on of promotions to AW
a. All Consumer / Trade Promotions that the company plans to operate
should be clearly discussed and communicated to the AW in a timely

manner.
b. This could be done through a letter from the territory head or can be
written in the logbook. (Refer Annexure 27)
c. The TSI should also ensure that the AW communicates and operates
the scheme in the market.
11. Records to be maintained by the Authorised Wholesalers
i)
AW Profile (Refer Annexure 17)
ii)
Market Coverage Details - Beat plan (Refer Annexure 18)
iii)
Retailer wise Dealer List - updated(Refer Annexure 19)
iv)
Beat wise Dealer List(Refer Annexure 20)
v)
Daily Stock & Sales Register(Refr Annexure 21)
vi)
Week wise Primary Receipts Tracking(Refer Annexure 22)
vii)
Beat wise Rupee Value Sales (Refer Annexure 23)
viii)
Salesman wise Daily Rupee Value sales(Refer Annexure 23)
ix)
Salesman wise Weekly Rupee Value Sales(Refer Annexure 23)
x)
Daily Cumm Rupee value sales- Month wise (Refer Annexure 24)
xi)
Key Brands Secondary Sales(Refer Annexure 5)
xii)
Calendar Month Stock and Sales Statement(Refer Annexure 27)
xiii)
Journey Cycle Statement(Refer Annexure 25)
xiv)
Planned Vs. Actual Secondary Sales for the Last Month (Refer
Annexure 29)
xv)
Brand-Pack wise, Month wise Secondary Sales for 3 Years(Refer
Annexure 5)
xvi)
Gold Account Sales (Refer Annexure 28)
xvii)
Primary Sales Planning Statements(Refer Annexure 29)
xviii)
LCNUCCA Salesman wise Records(Refer Annexure 30 & 31)
xix)
Filed copies of LCNUCCA claims
xx)
Market return notebook
xxi)
Market Complaint Settlement Statement (MOSS)
xxii)
Market Share Analysis (Refer Annexure 32)
xxiii)
New Product Monitor(Refer Annexure 33)
xxiv)
Log Book (Refer Annexure 37)
xxv)
Cheque Encashment Statement(Refer Annexure 38)
xxvi)
Account of POP received and sent out to market(Refer Annexure 39)
xxvii)
Claims file/ Debit notes for promotions
xxviii) Price List File
12. ROI calculation
Commonly used Terms

Return on Investment (ROI): it is the average Net Profit % the AW makes

on his investment. (A 25% to 30% ROI is considered a very healthy ROI,
especially with Bank rates declining.) Refer annexure 35 for a detailed example for calculating the ROI of an AW
a. Investment
It is the capital that the AW has blocked for the business, at any given time.

Some of heads under which the investments of the AW are made

Physical closing stock: it is the investment of the AW on the stock

bought by him from the company. It is the value of Avg. physical stock.
Though a healthy closing stock is a must at the AW point to ensure
minimal loss of sales on account of stock outs, care should also taken
to ensure that closing stocks do not rise beyond a certain level, as it
results in aging of stock

Cheque Encashment Time: This is the time taken for AWs cheque
to get debited to his bank A/c from the time he receives the consignment.
Therefore it reduces the investment of the AW. Hence the average credit
that he enjoys is equal to the average cheque encashment time X average
daily Re, value sales. This has to be reduced from his Investment on
Physical stock to arrive at , what Is called the Paid up stock Paid up stock
is the actual net investm.ent of the AW on Stocks.

Avg. Market Outstanding: It is the investm.ent of the AW in market

credit. It is calculated by taking the avg. daily market outstanding, over a
period of time. It is a very important component as it can directly increase
sales. It should be given to all credit worthy outlets where the TSI thinks,
the sales can clearly improve by taking share from competition. Here too
one has to tread with caution, as giving credit, where customers are
content with cash purchase can sometimes prove counterproductive.

Infrastructure: investments on Fixtures, Autos, Vans, Computer etc.

come under this head. They have to be depreciated every year. The net
investments will thus reflect only the depreciated value, whereas the
depreciation will be put as an expense for the year. The depreciation for
computer is as high as 35% pa, while for autos it is around 1520%, while for furniture is around 1O%.

Avg. Pending Claims with the Company: This head covers his capital blocked against the various expenditures that he has undertaken
on carrying out activities on behalf of the company, which still have not
been reimbursed by the company to him. This is an idle investment, as
it does nothing to enhance the sales. All measures must be undertaken to reduce this head to a minimum.

Deposits etc: all deposits against AACO, sales tax,'Godown Rent etc
would come under this head.
b. Expenses
Expenses deals with various costs incurred while doing business. The various
heads of expenses are as follows

Unit Running Expenses: Expenditure on running the autos , vans

come under this head. The expenses happen on account of Petrol,
Oil, Daily allowance of the salesmen, maintenance. The average mileage
of an auto comes to 13 Kms per litre and a van gives 7 Kms per
litre in city conditions.

Salaries: This again is a big expense head for an AW. He spends for
the salaries of Salesmen, Drivers, Helpers, Godown Incharges, Computer
operators etc.

Discounts: This is an expense of an AW, which he incurs for giving

cash discounts to select parties.

Godown rent: Is what the AW actually pays or if the AW owns the

Godown, then take a notional value as the rent and add to his expenses.
Electricity & Phone Expenses: Check actual bills and apportion the
costs on the basis of ifs usage for other businesses, if any.
Stationary expenses: are expenses on account of computer stationary,
bill books, Order books, Files etc. You can check it against bills.
Insurance, registration of units etc
Other Expenses: take care of other miscellaneous expenditures like
Police Challans , Audit fee etc

c. Income
Income is the head that deals with the revenue aspect of the business. The heads
of income for an AW are as follows.

AW commission: It is the commission that the AW earns in the bargain for providing service to the customers. It is 5% on the AW landing
price.
Interest on AACO: calculated at 8% pa on the AACO for the AW. It is
subject to change if interest rates fluctuate.

ROI % =

(Monthly Income- Monthly Expenses) X 12 X 100

(Total Investment)

13. AW Evaluation
It is very essential that the TSI be aware of the caliber of the distributors he
handles and for this, he should constantly evaluate them. A system has been
developed where in all distributors are banded as A, B or C band and their
banding reflects their quality, performance and result orientation.

The following is a simple evaluation that needs to be objectively undertaken

by the TSI every quarter so as to determine which band each of his AWs fall
in. The company will obviously consider which band each AW faIIs in while
making any policy decisions

Quantitative Parameters

Points

Achievement against budget - volume in tonnes 10 points; value in Rs. Lacs-20

points

30

Growth over SLY

20

LCNUCCA

15

Outlets per Beat/Salesman

10

Cheque Bouncing

Total Quantitative

80

Qualitative Parameters

Visibility

Market Intelligence

Salesman Quality Index

Hygiene and Housekeeping

Total Qualitative

20

Total Points

100

The method of evaluating each AW is as follows:

a.

The TSI in conjunction with his Sales Officer / Territory Head will set targets
for each of the parameters in the _Quantitative' section of the evaluation sheet.

b.

At the end of each quarter, the AWs achievements would be recorded against
each parameter and % age achievement needs to be arrived at.

c. The AW will earn points on the basis of the following slabs

Percentage Achievement of Targets

Points Earned

O to

Nil

90% of the target

91% to 97% of the target

Same %age of max points

98% to 100%

100% of points

every 5% above target

10 bonus points

d.This evaluation of the AW will be conducted once a quarter and every AW will
earn total points as a result of the same. On the basis of this, a forced ranking
will be done where all AWs would be arranged from TOP to BOTTOM on the
basis of the total no. of points earned by them and a Percentile would be
calculated for each AW (Refer Annexure 36)
e.

In the Percentile system the AW with the maximum points will be referred to
as 100% and the other AWs will be graded (or given percentiles) with reference to this
AW.

For

e.g.:

the

Top

scoring

AW

gets

97

out

of

maximum

100

points, then his percentile score is 100. While for another AW whose score
was 67 out of 100, get a percentile score of 67/ 97 X 100 = 69 percentile.

On the basis of the percentile the AW has earned, he will fall in one of the clubs as
below:
(a) Diamond Club

Top 3 AWs in the ASM/TH Territory

(b) Gold Club

AWs between 91 and 99 Percentile Points

(c) Silver Club

AWs between 61 and 90 Percentile Points

(d) Bronze Club

AWs below 60 Percentile Points

REASONS FOR EVALUATION

The basic purpose behind the evaluation of AWs on a quarterly basis is:
i) To enable the company to assess the calibre of its distributors
ii) To enable the distributors to understand where they stand vis a vis the
company's expectations as well as vis a vis other distributors
iii) To motivate and bring about a desire in AWs in _B' and _C' bands to
improve their performance and jump ,to A band as well as motivate A
band distributors to attempt to consistently retain their position
iv) To help the TSI identify his weak and strong distributors so he can plan
their course of action accordingly
v) To differentiate between performers and non-performers by recognizing and

rewarding performers
It is therefore essential for a TSI to ensure that this evaluation of ALL his distributors is done
meticulously every quarter. It is not enough to only evaluate the AWs but also analyze their
shortcomings that might arise during the evaluation process and set directions for them to
improve in the future. A TSI needs to understand that a strong distribution set up is the
biggest asset he can create in his HQ and only constant and consistent evaluation will make
it conducive to establish such a set up.

Relevant Annexure for Chapter 2

AW Profile Annexure

17

Market Coverage Details - Beat plan - Annexure

18

Dealer List - Retailer wise - Annexure

19

Dealer List - Beat wise - Annexure

20

Daily Stock & Sales Register - Annexure

21

Primary Receipts Tracking - Annexure

22

Beat wise Rupee Value Sales - Annexure

23

Daily Cumm. Re Value Sales- Month wise - Annexure

24

SKU wise Secondary Sales Comparison - Annexure

05

Journey Cycle Statement - Annexure

25

Weekly Stock & Sale Report - Annexure

26

Calendar Month Stock and Sales statement - Annexure

27

-Gold Account Sales - Annexure

28

Primary Sales Planning Statement - Annexure

29

LCA/UCCA Route wise Records - Annexure

30

LCA/UCCA Salesman wise Records - Annexure

31

Market Share Analysis - Annexure

32

New Product Launch offtake Monitor - Annexure

33

Sales Promotion Activity Tracking Format - Annexure

34

ROI-Example - Annexure

35

AW Evaluation Format - Annexure

36

Log Sock-Format - Annexure

37

Cheque Encashment Statement - Annexure

38

POSM Tracking Register -Annexure

39