Training Need Analysis Report

Training Need Analysis Report

Of Bharat Petroleum Corporation Ltd. (Beyond LPG & BMCG)

Done by:
Mr. Suhel Shaikh For Greenhat Consultants, Mumbai

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Training Need Analysis Report

Table Of Contents

Overview ... 3 The Need For TNA & Intervention 4

TNA Participants . 5 TNA Format ... 6 Observations . 8 Challenges Faced by the BPCL Team ...10 Our Understanding of the Gap Areas .. 11 Our Approach to bridge the Gap Areas .. 12 Training Program Outline .. 13 Benefits of the suggested training program .. 14 Recommendations . 17

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Training Need Analysis Report

Overview
Bharat Petroleum Corporation Ltd (BPCL) is a fortune 500 company & is a leading player in the petroleum sector in the country. Over the years, BPCL has successfully met the challenges of rapidly changing environment & has led the changes in the marketing of products & services. - Beyond LPG (BLPG) is an initiative launched by BPCL to provide value added service to Bharatgas customers. This initiative provides considerable potential & opportunities to all involved in the chain. Introduced in October 2003, the initiative envisages BPCL's LPG distributors selling household appliances, kitchen utensils and even tea and pickles, along with gas cylinders using the existing delivery system for LPG cylinders.

The Business Model is:

BPCL negotiates with manufacturers and gets branded goods in bulk for the LPG distributors at lower-than-market prices. It then creates offerings with perceived values to the customers. In the process the company gets 1-2 per cent margin.

- BPCL has made prominent mark in the world of metal cutting by being the first company to launch Bharat Metal Cutting Gas (BMCG) in India. BMCG can cut metal very easily which makes it the ideal choice for metal cutting & brazing application. This product replaces the traditionally used Oxy-Acetylene mixture, which is expensive & has supply constraints.

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Training Need Analysis Report

The Need For TNA & Intervention

BPCL constantly endeavours to energize & equip its people & hence invited Hero Mindmine to share the responsibility to empower & enable the Sales Team Of BLPG & BMCG. BPCL has identified the following roadblocks: 1. Sales Staff people unsure about the model 2. Distributors were not in the marketing mode 3. Alliance partners existing trade channel considered a threat 4. This lead to a Very slow start & progress 5. Inadequate servicing of the customer 6. Business heavily rides on LPG 7. Channel with huge potential that is still untapped 8. Penetration in the market is minimal 9. A growth of 100% year on year for the next 3 years is not unthinkable The Training is to be conducted for the Field sales staff. Equipping them in bringing up the sales of BLPG & BMCG products, through the existing channel of captive distributors. The change needs to be brought about in terms of their thinking about the products. Stress to be laid in terms of managing relationships with the distributors & Institutions. Co-ordinating with the suppliers. Handling end-customer complaints if any and Values. Partnering with BPCL, Hero Mindmine formulated & executed a TNA with the Sales Team in order to identify their Gap Areas to meet the Business Plan challenges of BLPG & BMCG. The Opportunity Untapped: 9 Crore households Rs.100/- per household = Rs 900 Crores Assuming 10 visits per year = Rs1000 per household Result- Business opportunity of Rs. 9000 crores !!!

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Training Need Analysis Report

TNA Participants
Accordingly the TNA was conducted and many Thanks for the understanding & Cooperation from the HR, Managers, Supervisors, Distributors & Sales Officers of BPCL, without which the TNA Intervention would not have been a success:

Job description of the Participants:

Field job. Monitoring & inspecting domestic LPG sales. Curtailing growth of domestic LPG. Looking for growth of Non-domestic LPG. Need to create a market for BMCG. Co-ordinate with suppliers for timely supply to the distributors. Handling end-customer complaints and queries. Liasioning work, compilation of data, co-ordination with distributor, technical services. Motivating distributors, Feasibility/ Financial working for distributors in terms of investing in beyond LPG & Non-domestic LPG. Controlling LPG market while following the guidelines of the company.

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TNA Format
The dipstick observations made during the TNA have been broadly classified into two types The Management TNA & -The Participant TNA We will cite both the types of observations in both these divisions

The Management TNA Format

1. What organizational goal is driving this training? 2. What benefit you would like to derive out of this training program for your sales Officers, in grooming them to become future Leaders? 3. What is the skill gap that you see in your employees (Sales Officers) in handling Distributors, Vendors & End customers? 4. What competencies (knowledge, skills, or attitudes) you want this 3-Day program to deliver in terms of handling: a. End-customers b. Vendors c. Distributors d. Institutions 5. What factor or evaluation you use for evaluating the sales officers achievement? 6. What specific things would you like to see your people do, but don't? 7. Are job aids available and if so, are they accurate? Are they being used?

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The Participant TNA Format

1. What is the average years of work experience you have in this Role? 2. What is your job description? 3. What are the various tasks required to be performed in the job? 4. List down your two strengths and two areas of improvement with respect to your job 5. State the required skill set required for managing your team of Distributors efficiently? 6. What are the conflicts that you face with your distributors while selling the product mix? 7. How do you motivate & manage the Distributors for achieving their targets? 8. Incase of any conflict with your distributors, what strategy you adopt to resolve them? 9. What are the challenges that you face when you are dealing with your End-customers, and how do you manage it? 10. What is the process you follow in Institutional sales and what are the challenges you face?

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Observations
Management Expectation: 1. A Sales Officer (SO) needs to manage his relationship with the distributor for more productivity in BLPG 2. The Sales Officer should have the skill set to handle different distributors depending on the different profiles, like Money minded, Ego centric, Business minded, attitudes, etc, for more profitability 3. Be open to change & change management, & further make the distributor, accept change, towards, BLPG & BMCG 4. As BMCG is an innovative product, with little/ No competition, a SO should know how to build value proposition, without giving any/ much discounts to increase profitability. 5. Build trust for BLPG & BMCG by making the distributors see the exponential growth for them (WIIFM) 6. Form good relations with Vendors/ Suppliers, and co-ordinate with them for smooth facilitation of supplies to the end customer through the distributor 7. A SO should be able to handle customer complaints even more professionally. 8. A SO should take the ownership of both BLPG & BMCG, for realization of Organizational goals 9. A sales officer should be able to liaison with new prospects like Builders, to give package deal- E.g. Gas Geysers+ Water purifiers+ Electric chimneys, from the BLPG basket 10. He should be able to come up with Innovative ideas to curb Domestic LPG growth, for E.g. A 20 storey bldg, with 400 flats, require 400*2= 800 Cylinders, but with LPG storage (piped LPG) would require at a time- 50(active)+ 50 (reserve)= 100 cylinders, & there is an inventory saving of 700 cylinders.

Territory Managers view: 1. A SO has to Monitor, Audit, Inspect and curb growth of Domestic LPG, as per guidelines of the company, which includes Reporting at the same time enhance the growth of Non-domestic LPG 2. A SO is responsible to convert the traditional mindset of distributor to sell BLPG & BMCG 3. A SO has to co-ordinate with the management of Metal cutting industries, co-ordinate & communicate with both the Management & the End-user 4. A SO has to Negotiate with corporates and Institutions for growth in commercial LPG/ BMCG 5. He has to manage his relationship with Distributors & Suppliers, to realize operational goals 6. He has to handhold & co-ordinate with vendors so that the product reaches the end customer smoothly. 7. Handle end customer grievances as and when required.

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Sales Officers viewpoint 1. Strength: It was observed that a SO is comfortable & confident in interacting with people, has fair amount of convincing, listening & Technical skills. But then, Areas of Improvement: Tend to drag things, because of which things get delayed. There is a lack of prioritisation & Time Management. 2. Job knowledge is present, but Man management as per situation and experience needs to be developed in a more evolved manner 3. Openness towards change, and the conviction to change the distributors mindset needs to be brought about. 4. To achieve Organizational goals, a SO takes a target oriented approach, whereas the need is to understand the different personality profiles of the distributor, and make them participative, to achieve the same 5. Motivating & Training the distributor staff, for BLPG & BMCG product is done, but then done rarely, because of a vast area & responsibility to cover, by the SO. 6. SOs usually adopt the dominant style in handling conflicts with the distributor, which leads to improper relationship management, which ultimately effects productivity. 7. The SO is unable to train the staff of each & every distributor, because of which the distributor & staff, is not capable to handle customer queries, needs and complaints, regarding BLPG & BMCG 8. Relationship building with Channel partners is a must, especially for BLPG & BMCG for increased sales, which is lacking because of improper Time Management. The Product choice available for end customers, in BLPG is limited, hampering its sale.

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Challenges Faced by the BPCL Team

1. It is difficult for the SO to convince the distributor for BLPG & BMCG, due to the traditional mindset of the distributor 2. The SO should have the know-how to handle different profiles of distributor to convert them for BLPG & BMCG 3. A SO should put in additional efforts to influence and motivate the Distributor & his staff, which he is not able to, because of additional responsibilities 4. The SO is already over burdened with monitoring Godowns, showrooms, follow company norms, etc and around 15 days in a month are utilized for these activities, so planning and execution becomes a challenge, which is required to sell BLPG & BMCG 5. The need, to change from target oriented push selling to consultative selling 6. The SO should be able to come out with new retailing techniques for the distributor, for increased sales in BLPG 7. Goals are set, and planning is done, but then down the line, the applicability is lost, due to inappropriate Time Management.

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Our Understanding of the Gap Areas

The Sales team needs to be open towards change. Proper Role clarification as a SO required, in terms of BLPG & BMCG for increased productivity Situation and experience based Leadership style & adaptability, to handle Distributors, Vendors & End customers, needs to be inculcated A SO needs to bring about improvement in Relationship Management with Distributor & Suppliers, to realize organizational goals Motivation towards increasing sales productivity in BLPG & BMCG, needs to be brought about vastly Managing tasks implementation after planning the same, with Time Management Though Goal setting & planning may be present, but prioritising needs to be worked upon. Though distributors are met and BMCG & BLPG products move, but the approach is Target oriented, leading to the absence of a Win-Win situation Difficulty in tapping Institutions, in terms of BLPG & BMCG sales, because of lack of proper mapping of the territory. The SO as well as Distributor, think its not their job Marketing & Advertisement of BLPG & BMCG is absent, because of absence of right marketing techniques, and initiatives. The SO has to train the distributor & his staff to motivate them for BLPG & BMCG, which is lacking, due to less distributor footfall of the SO, due to vast area serviced and other responsibilities, which needs to improve for the right productivity.

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Our Approach to bridge the Gap Areas

Experiential learning is the key to our training methodology, whether the training initiative is focused on developing functional skills or attitudinal / behavioural programs. By experiential learning we refer to the adult learning process, where the delegates undergo creative and innovative learning techniques, which revolve around: Role-plays Management Games Syndicate Discussions and Group Presentations Self-administered Instruments Case Studies

Unlike typical classroom structure with the lecture approach, our training programs ensure a high degree of interest and participation from the delegates, as well as present a platform to share ideas, and to facilitate practical learning, applicable on the work- front. The delegates are presented with a problem, an issue, or a challenge, and on accomplishing the task (with the above-mentioned list of learning techniques), the trainer analyses and facilitates the key learning, and their application in the real life scenario.

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Training Program Outline

Day-1 Introduction Ice Breaker Self audit- Akrasia Change Management Circle of Concern & Control Control Vs Impact Matrix Role ClarificationManager Vs Leader Leadership- Sit Lead (2 Instruments) Developing subordinates (Distributor & their staff) Dealing with Difficult Behaviour/ Distributor

Day-2 Recap Coaching Skills (Coaching Distributor & staff) Conflict Management (Managing Distributor/ Institutions/ Instrument Influencing Tactics (Influencing Distributor/ Institutions/ Instrument Time Management Matrix (Time & Territory Management) Goal setting & planning (Effort Vs Yield Matrix)

Vendors)Vendors)-

Day-3 Recap Channel sales- Sales questionnaire-Instrument Targets- Market share, Collection, Operational norms Distributor/ Institution development Distributor/ Vendor Management Distributor/ Institution Oriented Communication Profitable partner Motivation Application Role-plays

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Benefits of the suggested training program

Day 1 Akrasia (Self Audit) To explores existing mindsets, and situations To examine current working styles & behaviour & identify the problem areas. To develop an openness towards newer ways of doing things thereby increasing productivity with in the given constraints

Change Management To understand the paradigm of Business To adapt to new environment of change To understand the period of change To understand the different stages of change, and how to manage it successfully.

Role Clarification To understand the demands and role of a Manager Main purpose of the job Key Responsibilities Key Activities Key Skills Key Performance parameters Key Reports Authority To clearly define managers qualitative and quantitative standards of performance. Bridge the gulf between one's own perception about self and the job being performed. Be sensitive to what they have to do and think like in order to do justice to their roles as "Managers". What is a Leader? Different between Manager and leader Role of a Leader Leadership Skills To understand the present style of leadership in handling distributors/ Vendors/ Customers Understand and analyze different styles of leadership. Develop an insight into one's own style of leadership, Style range and style adaptability. Create a greater appreciation on your role as Leader in the existing environment and initiate activities in line with your role. Understand Key Team Management Process and how you can apply them effectively in your day-to-day working. Understand and analyze different styles and adaptability of a Leader Page 14

Training Need Analysis Report

Develop leadership styles in day-to-day situations and their implications for self development and development of Subordinates. Focus on important Team Building inputs to make you more effective in your functional job. Understand and address Key issues that you consider important in this forum and evolve guidelines / approach to tackle the same. Develop an Action Plan to implement the learning evolved during the workshop.

Developing Distributors Ways to Developing Distributors & his staff Dealing with Difficult Behaviors / Distributors Understanding personal profile as well as Subordinates profile Basic Steps for Managing Difficult interactions Handling different types of Subordinates and ways to handle them

Day 2 Coaching and Mentoring Understand the steps in the coaching process How to coach and develop subordinates/ Distributors Conflict Management Introduction to conflict Management Understand different Sources of Conflict Understand the Types of conflict and there handling styles Conflict - an essential in growth Develop an understanding and skills to handle conflicts with their distributors Understand the Importance of Building relationships to improve performance Influencing Styles As a leader become aware of the various influencing parameters, such as authority, negotiation, empathy, sanction, reason that are used during interactions with Distributors, Vendors, Institutions, End-customers Time & Territory Management To help participants understand how to manage their behavior with respect to time. Recognize their strengths and weaknesses in managing time to be better leaders. List the key activities to be successful in time management Understand how to set goals and targets for self and subordinates by planning and be more productive in a stipulated time

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Day 3 CHANNEL SALES 1. Role clarification Focus on acting as a manager profile building territory. Identify the scope of function and activities as a territory manager, while managing dealers

2. Distributor Management Discuss the concept, elements and processes in Dealer management. Case lets to highlights some of the important business implications on various types of channels. Also relate the above to the companys objective and goals

3. Distributor Development Discuss the basic concept and dealer management distinction between dealer development and management activities. Identify various dealer development activities.

4. Distributor Oriented Communication Influencing strategies that communication can be used while communicating with the dealers. Assess the individual influencing styles and their implications. Give practice through role plays on the applications of influencing strategies.

5. Creating entrepreneur ship at the distributor level Motivation Develop a sense of Ownership towards people and tasks Imbibe an attitude of Can do and focus the Subordinates strength on Why not rather than Why Build mechanisms to motivate subordinates and drive them to achieve results Application Role-plays PAP, Feedback & Close

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Further Recommendations
Negotiation skills Problem solving Decision-making Time management Creativity

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