COMMUNIQUE RETAIL VISUAL MERCHANDISING PROGRAM

Table of Contents
1. Visual Merchandising

History Meaning Purpose

1.1 1.2 - 1.3 1.4

2. Introduction

Visual Merchandising Program Communique Marketing Solutions Pvt. Ltd.

2.1 2.2

3. Retail Practices

Merchandising Practices

3.1 3.12

4. Customized Information & Reporting Tools

Display White Book Dashboard Report VM Impact Report Retail Activation Report

4.1 4.2 4.3 4.3 4.3

5. KRA & Reporting System

KRA of Visual Merchandiser/ Supervisor KRA of Location Manager/ Territory manager KRA of Program Manager Reporting Processes & Formats

5.1 5.2 5.3 5.4 5.9

Visual Merchandising 1.1

History
Every shopkeeper and merchant's primary objective is to sell merchandise. When the giant nineteenth century dry goods establishments like Marshall Field & Co. shifted their business from wholesale to retail the visual display of goods became necessary to attract the retail customer. The store windows no longer simply allowed natural light to shine in the building or act as storage space for stock; they became important venues to attractively display the store's merchandise. Gradually, the design aesthetic used in window displays moved indoors and became part of the overall interior store design, eventually displacing the importance windows altogether in suburban malls Museums and department stores in America have a shared history of displaying their products, both having come of age in the last quarter of the nineteenth century. Like world's fairs, department stores and museums crowded everything together on shelves or in display cases. Today displays in museums are referred to as exhibitions, while displays in stores are referred to as "Visual Merchandising. Essentially, visual merchandising is the selling of a store's goods through visual means, incorporating advertising, and window displays, and interior sales floor design and display. Throughout the twentieth century, well-known artists such as Salvador Dali and Andy Warhol created window displays, while other artists who are lesser known were commissioned to design unique objects specifically for visual merchandising purposes. 1. Sell by showing and promoting the product. 2. Create an emotional connect between the viewer and the display. 3. Encourage the shopper to enter the store. 4. Get the customer to pause and shop the selling floor. 5. Establish, promote, and enhance the stores visual image. 6. Entertain customers and enhance their shopping experience. 7. Introduce and explain new products.

Visual Merchandising 1.2

Meaning
Visual merchandising is the activity of promoting the sale of goods, especially by their presentation in retail outlets.(New Oxford Dictionary of English, 1999, Oxford University Press). This includes combining products, environments, and spaces into a stimulating and engaging display to encourage the sale of a product or service. It has become such an important element in retailing that a team effort involving the senior management, architects, merchandising managers, buyers, the visual merchandising director, designers, and staff is needed. Visual merchandising starts with the store building itself. The management then decides on the store design to reflect the products the store is going to sell and how to create a warm, friendly, and approachable atmosphere for its potential customers. Many elements can be used by visual merchandisers in creating displays, including colour, lighting, space, product information, sensory inputs such as smell, touch, and sound as well as technologies such as digital displays and interactive installations. Visual merchandising is not a science; there are no absolute rules. It is more like an art in the sense that there are implicit rules but that these also exist to be broken for striking effects. The main principle of visual merchandising is that it is intended to increase sales, which is not the case with a "real" art. Visual merchandising is one of the final stages in trying to set out a store in a way that customers will find attractive and appealing and it should follow and reflect the principles that underpin the stores image. Visual merchandising is the way one displays 'goods for sale' in the most attractive manner with the end purpose of making a sale. "If it does not sell, it is not visual merchandising." Especially in todays challenging economy, people may avoid designers/ visual merchandisers because they fear unmanageable costs. But in reality, visual merchandisers can help economise by avoiding costly mistakes. With guidance of a professional, retailer can eliminate errors, saving time and money. It is important to understand that the visual merchandiser is there, not to impose ideas, but to help clients articulate their own personal style.

Visual Merchandising 1.3

Visual merchandising is the art of implementing effective design ideas to increase store traffic and sales volume. VM is an art and science of displaying merchandise to enable maximum sale. VM is a tool to achieve sales and targets, a tool to enhance merchandise on the floor, and a mechanism to communicate to a customer and influence his decision to buy. VM uses season based displays to introduce new arrivals to customers, and thus increase conversions through a planned and systematic approach by displaying stocks available. Recently visual merchandising has gained in importance as a quick and cost effective way to revamp retail stores.

Visual Merchandising 1.4

Purpose
Retail professionals display to make the shopping experience more comfortable, convenient and customer friendly by:

Making it easier for the shopper to locate the desired category and merchandise. Making it easier for the shopper to self-select. Making it possible for the shopper to co-ordinate & accessorize. Informing about the latest fashion trends by highlighting them at strategic locations.

Merchandise presentation refers to most basic ways of presenting merchandise in an orderly, understandable, easy to shop and find the product format. This easier format is especially implemented in fast fashion retailers. VM helps in:

Educating the customers about the product/service in an effective and creative way. Establishing a creative medium to present merchandise in 3D environment, thereby enabling long lasting impact and recall value. Setting the company apart in an exclusive position. Establishing linkage between fashions, product design and marketing by keeping the product in prime focus. Combining the creative, technical and operational aspects of a product and the business.

Drawing the attention of the customer to enable him to take purchase decision within shortest possible time, and thus augmenting the selling process.

Introduction 2.1

Introduction

Welcome to the Visual merchandising Program!

Visual Merchandisers are a critical part of any organization in the retail channel. We have deployed Visual Merchandisers across nation to bring a new level of customer service to our retail partners. Designed to deliver excellent display and quality merchandising to the dealers. Visual merchandisers are the face of most of the brand at retail.

The launch of Visual Merchandising Program in India marks the first step towards a new success, focused on the success of our partners. With the dedication & enthusiasm of this team, we will succeed in increasing retail recommendation, brand visibility and of course sales. Visual Merchandisers are critical to our success, so move forward and win retail!

Introduction 2.2

Communique Marketing Solution Pvt. Ltd. Who we are?

A full service, single window, BTL Solutions Agency of creative & strategic thinkers backed by a dynamic in-house production and operations team.

Brand Agency Partnerships:

National Geographic, Apollo Tyres, Noritsu, HP, BPCL, Japanese Association, DLF, Times Group and others Reach Corporate Office: Gurgaon Branch Offices: Delhi, Mumbai, Bangalore, Kolkata, Lucknow Associate Network: Chandigarh, Jaipur, Ahmadabad, Pune, Chennai, Hyderabad, Cochin All India Reach across Category A, B & C towns

Retail Practices 3.1

Merchandising Practices
Outline

What is Merchandising/ Visual Merchandising? Why it is Important? How Merchandising creates Consumers Demand? Merchandising Elements (Categorization & Classification). Merchandising description & display guidelines. Planogram Key Mantras of Retail Visibility Program. Key Elements of Retail Visibility Program.

What is Merchandising?
Merchandising is a systematic process of effectively supplying, positioning and presenting goods (Products & Merchandising materials) at Point of Purchase i.e. Retail Outlet. Communication about the Brand & the Product can easily be conveyed to the TAs if the merchandising is done properly at the retail.

What is Visual Merchandising?

Visual presence for a brand/ product/ service Communicating information about brand/ product/ service to consumer

Utilize existing tools (posters, flags, danglers, brochures, etc) to maximize the visual impact of the Samsung brand at retail.

Why Visual Merchandising is important?

Differentiate product with in the retail outlet Create cut-through from competitor products Increase brand awareness Increase brand visibility Establish familiarity with brand Clear communication of key brand messages Product launch Promotional offer

Key benefits

Retail Practices 3.2

Categorization of Merchandising Element

Soft Merchandise Hard Merchandise

These elements were generally placed / installed In-shop and Out-shop.

Classification of Merchandising Element

Soft Merchandise Soft merchandise is temporary visibility elements which includes all paper made POP / POS to be deployed at retail. Some commonly used soft merchandise elements are:
Poster Dangler Bunting Shelf Strip Wobblers Pull Push Stickers Banners

Apart from these Leaflets & Booklets were also parts of soft merchandise and are treated as Functional POP as they give complete / required description of a particular product and generally used as a ready reckoned for the TAs for further references. Hard Merchandise: Hard merchandise elements can further be divided into 2 categories basis their longevity i.e. Permanent & Semi-Permanent. Hard merchandise can be Standard (universal size for all retailers) or Customized (as per the available counter size) Permanent Merchandise
Glow Sign Boards Awnings Product Display Units

Semi-Permanent Merchandise
Table-top Dispensers Table-top Standees Flanges Product Dummy Boxes In-shop Sun boards

One-way Vision Floor Standees / Cutouts

Retail Practices 3.3

Merchandising Description & Display Guidelines

Posters

A good communication tool to showcase product images and info Affixed in-shop, at eye level, for better perspective Lasts for 2 3 days

Buntings
An important merchandise to be tied across the entrance of the retail Provides high visibility before entering the counter Can be used inside the counters as well (tied across the walls, should be straight)

Banners
One of most effective mode of visibility Can be affixed out-shop & in-shop Durable & Long Lasting

Retail Practices 3.4

Danglers

An effective and compact tool for visibility Hanged down from the ceilings Looks decent if installed at closer distance

format

Cutouts
Large size Product / Brand images in a self stand

Generally placed out-shop Durable & Long Lasting

Retail Practices 3.5

Dispensers
Branded Portable stand for keeping product brochures Preferably to be placed at Cash counters to provide high visibility Useful & Durable

One Way Vision

Pasted only on Glass surfaces (preferable on entrance doors) Very effective & attractive visibility tool Visible even before entering the outlet (if placed at entrance door)

Durable & Long Lasting

Retail Practices 3.6

Shelf Strip

An attractive merchandise element Pasted on Shelves / Glass Surfaces Can be used for indicating partition between shelves or as outline around merchandise/ product corners Durable and Long Lasting

Product Dummy Boxes

A unique & useful POS for visibility as retailers hesitate to bring out the product Can be placed in ample quantity at display shelves to create product corners Long Lasting

boxes from the drawers

Retail Practices 3.7

Pull Push Sticker

Very effective and compact tool for visibility Affixed at glass entrance door of outlets Visible even before entering the outlet Long Lasting

In Shop Sun Boards

Standard and Customized in size Gives good visibility if installed at strategic location within in the counter Durable & Long Lasting


Long Lasting

Flanges

A semi-permanent hard merchandise to be fixed on side walls of the counter

Retail Practices 3.8

Wobbler

Classification of Market

Multi Brand Outlet/ Open Market Branded Retail Modern Trade Multi Brand Outlet

MBO is an outlet where all brands of a product will sell out, along with competitions. For eg. A mobile shop is selling Samsung, Nokia, Micromax, Spice handsets, etc. Generally it is divided in further 3 categories: A Class (Approx 25% of Retail Universe) B Class (Approx 35% of Retail Universe) C Class (Approx 40% of Retail Universe) Branded Retail
Specialized outlets which showcase a particular brand with defined guidelines from the company. A ground level collaborated approach between retailer & brand to push sales through authorized retail channels. For e.g. for Samsung it is SMPP, SIS, Gold Class & Experience Store, for HP it is HP World, for Nokia it is NPD & for Motorola it is Moto Store.

Modern Trade Organized retail outlets where all brands will sell out. For e.g. The Mobile Store, Next, Hotspot, Croma etc.

Retail Practices 3.9

Planogram A Planogram allows planning of the arrangement of merchandise on a given fixture configuration to support sales through proper placement of merchandise by Style, Option, Size, Price points, etc. It also enables a chain of stores to have the same merchandise displayed in a coherent and similar manner across the chain. The main purpose is to support ease of applicability to the merchandiser while also

IDEAL QTYthe merchandise display increasing enhancing in a neat and organized M POSM selection & PLACEMENT U ELEMENT AREA manner. A B C L
POSM Element Deployment POSTER 5-6 3 - Criteria: 4 21

Affix at Wall at Eye Level Hung from the ceiling Preferably to be placed at cash counter Provide high visibility before entering the store On Glass Door / Glass Faade Preferably to be placed at counter On Counter / Near Products Generally placed outside the store.

T I

Multi Brand Outlet: DANGLER 10 - 15

LEAFLET BUNTING ONE WAY VISION TABLE TOP DISPENSER STANDEE 40 50 4-5 1 3-4 3-4 1

8 - 10 25 - 35 3-4 1 2 1-2 1

68 15 25 Min 2 1 1 1

B R A N D O U T L E T

Branded Retail: Deployment criteria for ideal quantity & placement area of POSM element at branded retail will differ from brand to brand. Every brand has specific guidelines & criteria for POSM deployment. For e.g., it is differ for HP World, it is differ for Samsung SMPP & SIS.

Modern Trade: Generally in modern trade this POSM element are not allowed, they allowed element like Table Top, Table Top Standee, Leaflets/ Brochures, Fliers, Dispensers, etc.

Retail Practices 3.10

Key Mantra of Retail Visibility Program Responsibility on Self rather than Retailers
POP / POS Display Product Display Key Info Collection

Retailer Relationship

Key space at Outlet Longevity of POP / POS Competition information on POP / POS

Dedicated Product Corners (Economic, Effective & Efficient visibility tool)

Product Box display Creative & Collective Display

Key Elements of Retail Visibility Program

 Retail Data (to be provided by client)

Name Address Location Contact Person Contact Numbers Servicing Distributor Visiting DSE / TSI Category of Outlet must be mentioned Complete list of targeted outlets of the city Complete Detail of retail counter

POP / POS (to be provided by client)

Should be good in terms of type & quality Should be in different varieties to cover up maximum locations of the retail Should have attractive visuals Should be functional / helpful to the retailers (Dummy Boxes, Pull Push stickers, Display Units, etc) Should be in adequate quantity for the city
Retail Practices 3.11

On-ground Execution Team (managed by Agency)

Efficient & Dedicated Self Groomed & Hygienic Well Equipped for execution In Branded Uniform - to be provided by client.

Merchandising Kit for VMs (managed by Agency)

Travelers Bag (of appropriate size) to carry POP / POS Should have all required equipments

DS Tape / Cutter Rope / Thread / Duster etc.

Warehouse for Soft POP / POS (managed by Client / Agency)

Has to be situated within the city limits

Should be accessible by Road & cost should be low Should have sufficient space to keep the Soft POP / POS

Process / Flow of Activity

The flow of activity has 5 phases: Acquiring Retail Data Outline Plan for Visits & POP / POS POP / POS requisition and Dispatch On-Ground Execution Reporting

Acquiring Retail Data

Retail Data to be acquired from client with all required info Data should be shorted out category-wise

Outline Plan
POP/ POS deployment plan: Quantity of POP/ POS to be deployed at any counter, in each visit should be according to their category & requirement. Logical Placement of POP/ POS: POP/ POS should be place at logically at retail on the basis of category of the counter.

POP / POS Requisition & Dispatch

An on-going process to be repeated regularly
Retail Practices 3.12

Requisition for required POP / POS, basis retail coverage, to be sent to client Required POP / POS sent by client to the respective cities Mail to be sent to the agency about the dispatch along with the visuals and details of the Follow-ups to be done for the receipt of the POP / POS at the destination Verification of qty. received to be done and informed to the agency and the client

POP/ POS dispatched.

Inventory Management (POP / POS)

Track record of all POP / POS to be maintained at any point of time:

Stock Received Date & Quantity (for each and every element) Stock Consumed Qty. consumed on daily basis

Stock Available Weekly tracking of the stock available at the stocking point for each

element

Sending alerts to the concerned authorities for refilling of stocks as and when required

On-Ground Execution
Retail data received to be shorted out location-wise and category-wise. LM to make the beat plan for the VMs basis the visit plan and the qty. of VMs Beat plan to be approved by Company officials (ASM / Distributor) VMs to get ready with appropriate merchandising kit before going into the field along VMs to cover each & every outlet of their beat for the day VMs should place / install the POP / POS logically at the retail After doing their job VMs should get the reporting formats, duly filled, signed and

with required number of POP / POS

stamped by the concerned retailers

Photographs of the counters should be taken focusing placement of merchandise rather

than of merchandise elements. Reporting formats for the day to be submitted to LM / Data Manager for compilation and reporting.

Reporting
Reporting is the most important part of any activity carried out in the field. Reports made should be clear, crisp and self explanatory so as to give the correct picture of whats been done and whats going on in the market. Required Reports to be submitted to the client:

Compiled Reports Photographs - in PPT format with outlet names (Weekly)

Customized Information & Reporting Tools 4.1

Display White Book

(An innovative tool used as ready reckoned for training of VMs/ Supervisors)

Contents
Detailing & Snapshots of Stores for familiarization of Stores & Store Categories. Placement guidelines of key VM Elements Visual Directory of Right as well as Wrong Installation / placements Description & Detailing of marketing assets, furniture & fixtures available at retail Visual directory of updated POS elements

Details

Categorization & Classification of Branded retail, i.e. for Samsung Mobiles, it is

SMPP, SIS, Experience Store & Gold Class, for HP HP World, for Nokia Nokia Priority Dealer(NPD).

Brief details about Branded Retail Snap Shot of Branded Retail. Brief about focus area of display of Branded Retail. Brief about GSB (Glow Sign Board) and their snapshot to differentiate right & Brief about Inshop Branding and their snapshot to differentiate right & wrong Brief about counter display type and display criteria as per guidelines, with their
Customized Information & Reporting Tools 4.2

wrong display.

display.

supportive snapshot.

Brief about Backwall display type and display criteria as per guidelines, with their Brief about customized POSM (i.e. Feature cards, Classifiers, etc) and their Brief about planogram and their process. Brief about process of creative designed for special occasion & festival. Process of Hygiene.

supportive snapshot.

reference creative.

White Book is all about What, How & Where for Branded Retail !

Customized Information & Reporting Tools 4.3

Weekly Dashboard Report

On every week, Dash Board Report will be sent to client. A report with summary of concerned areas at branded retail will be shared with client. The report will speak about: Concern areas cum Problem Areas Overall problems occurred in the week Remembrance of Long Term issues Weekly update to Regional & HO Officials

Weekly VM Impact Report

A report with summary of activations during the week is shared with client on Weekly basis. The report will speak about: Coverage of the Week POS Used Competition Launches / Activities / Feedbacks Market / Retailer Feedbacks

Monthly Retail Activation Report

On 1st of every month Retail Activation Report will be shared with client. A report with summary of activations during the month is with client on monthly basis The report will speak about: Coverage of the Month Elements used Scope & Duration Feedback

KRA & Reporting System 5.1

KRA of Visual Merchandiser/ Supervisor

Responsible for brand / product visibility at retail Meeting Distributors regularly for feedbacks & POSM collection Covering 12-15 Outlets per day as per Beat Plan Affix / deploy POSM properly Hygiene check and refurbishment of existing POSM at retail Visit SIS (Min.2) on regular basis for maintenance of existing POSM / install new POSM Update LMs / TMs for SIS Fixtures Collect competition details & forward it to LMs / TMs. Authentic Acknowledgment from Retailers Collect Additional Information Report Daily to LMs/ TMs on activity Co-ordination with LMs/ TMs for additional activities

Time & Motion Study of Visual Merchandiser/ Supervisor

10:00 a m - 10:20 a m M eet concerned sales team at distributors point, s hare beat plan & disc us s the P OS to be us ed 10:00 a m Collect POSM as per requirem ent to Inform Location M anager 10:35 a m M ark attendanc e & m ove to the m ark et 10:20 a m - 10:35 a m Tim e taken during m ovem ent to the firs t outlet Greet the dealer Look for the right space to plac e the P OS M 10:35 a m Replace/ Refurbishm ent of old POSM to Tak es feedback from the dealer 6:00 pm Tak e relieving from dealer on form at with sign & seal M ove to the next outlet & repeat the proc ess till the last outlet

06:00 pm - 06:30 pm 06:00 pm Check all the reporting & fill all of them to M akes sum m ary report of the day 06:45 pm 06:30 pm - 06:45 pm Update day 's report & feedback / concerns to Location M anager/ Territory M anager & conc ern sales te

KRA & Reporting System 5.2

KRA of Location Manager/ Territory Manager

Regular meetings with Distributors and Local officials to take updates Proper & Smoother execution in respective cities / territory Maintaining records Make authentic beat plan for VMs Supervise the VMs Management & Maintenance of SMPP/ SIS Hygiene Check of Collaterals & Fixtures Refurbishing of Collaterals / installation of new Dummies

Escalate issues related to fixtures to Samsung HO, Local Officials & agency HO Take photographs of VM activity Co-ordinate with agency HO & Local officials for VIP visits Tracking of POSM received / available Regular reporting to Local officials and agency HO Provide market and competition feedback

Time & Motion Study of Location Manager/ Territory Manager

8:00 am to 9:00 am 8:00 am - 9:00 am Mark his attendance through SMS

10:00 am 10:00 am to 11:00 am to Coordination with Team (either physically or telephonic) 11:00 am Coordination with local client official, RDS and sales team 11:00 am - 06:00 pm Greet the Dealer 11:00 am Take the feedback of market & competition to Take the feedback of VM/ Supervisor 06:00 pm Share about the new things Take photographs of deployed POSM, competition & concerns. Move to the next outlet & repeat the process till the last outlet 06:00 pm - 06:30 pm 06:00 pm Take feedback & reports from the VM/ supervisors to Make summary report of the day 07:00 pm 06:30 pm - 07:00 pm Update days report & feedback/ concerns to Program manager & concern local sales team 09:00 pm 09:00 pm -10:00 pm to 10:00 pm Send VM coverage report through SMS

KRA & Reporting System 5.3

KRA of Program Manager

Program Manager is one point contact. Regular meetings with client officials to share activity, feedback & take further Instructions. Proper & smoother execution of Program. Provide instructions to their respective execution teams. POSM inventory management. Dummy inventory management. Coordinate / execute other marketing activities. Coordinate / follow-up with vendors for dimensioning / installation of GSB, Inshop etc. Escalate Market Issues to client. Send Daily Activity Reports to respective client officials. Send weekly reports & monthly to respective client officials.

KRA & Reporting System 5.4

Reporting Processes & Formats

Daily Reports

Tracking of Location Manager/ Territory Manager VM/ Supervisor Coverage Report Weekly Reports

POSM Tracking Report POSM Availability Report at RDS point Dummy Availability Report Electrical Rectification Report Dashboard Report PPT of SMPP & SIS PPT of Open Market Daily Report

1. Tracking of LM/ TM Location Manager/ Territory Manager should send one SMS to a dedicated mobile no. between 8:00 am to 9:00 am on daily basis. SMS should contain the Date, LM/ TM Name, and his Current City Eg. of Naval Sharma (LM/ TM Varanasi, Allahabad, Gorakhpur, Mirzapur & Ghazipur) SMS Format: 1-May / Naval Sharma / Varanasi LM/ TM failed to send SMS, will be marked ABSENT for the day. Communique MIS Executive updates their attendance on daily basis and keep updates on both soft and hard copy. 2. VM Coverage Report Location Manager/ Territory Manager should send one SMS to a dedicated mobile no. between 9 pm to 10 pm on daily basis. Purpose of SMS, is to inform about their VMs/ Supervisor day coverage report. If there are 6 VMs/ Supervisor under a LM/ TM, then he have to send 6 SMS (1 SMS / VM) Contents of SMS should contain the Date, VM/ Supervisor Name, and his Current City, Outlets Covered (A, B, C, SIS & SMPP). SMS Format. 2 May, Anurag, Varanasi, Outlet Covered 15 (A-5, B-4, C-4, SMPP-2) Do this exercise on regular basis and never forget to send the SMS. Communique MIS Executive updates their attendance on daily basis and keep updates on both soft and hard copy.

KRA & Reporting System 5.5

Weekly Report
1. POSM Tracking Report

PO SMTra ck ingForm a t Re t a il M a na ge m e ntProgra m

Man ag ed By :-

Com m u n iq u eM a rk e t in g Solu t ion Priva t eLim it e d

LM /T MN A M E: PERIO D: to CIT Y: W EEK :

ZO N E M O N T H: (A ) Re gula r PO SM S. N o 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 PO SMEle m e nts Poste r Le a fle t Ra ngeBookle t D a ngle r Bunting Sta nde e Ba nne r She lf Strip Ra ngeShe e t D um m y Box W obble r T a bleT op

M ode lN o.

M ode lN o.

M ode lN o.

M ode lN o.

M ode lN o.

(B) Spe cia l PO SM/ Re giona l PO SM S. N o 1 2 3 4 5 PO SMEle m e nts M ode lN o. M ode lN o. M ode lN o. M ode lN o. M ode lN o.

D O 's
Every LM's/ TM's should fill this form aton w eekly basis. Model no. ofPOSM elem entused should be m ent ioned
againsteach elem ent s.

D O N T's
Details ofPOSM used in pastweeks should notbe m ent ioned in
case notused during t he w eek.

No LM's/TM's should take this tasklighty

LM's/ TM's should fill the form atproperly w it h com plet e det ail
of POSM used during t he w eek (Eg. : POSM Elem ent- Poste r/ Model No - Corby / Model No. - Je t2 ).

LM's/TM's should notdelay in sending the reportfromthe given

t im eline.

For Special / Regional POSM m ent ion t he POS Elem ent

(along w it h det ails) received f romHO and POSM m ade by branch.

This form atshould be m ailed t o Progra mM a na ge r on every

Sat urday by 3:00 PM.
KRA & Reporting System 5.6

2.

POSM Availability Report at Storage Point

PO SMAva ila b lea t Stora g ePoint

Re tail M a n a g e m en tProg ra m
Ma n ag edBy :-

Com m un iq u eM a rk e t in g Solu t ion Priva t e Lim it e d

CITY: W EEK :
M ode lN o. Q ty. M ode lN o. Q ty. M ode lN o. Q ty. M ode lN o. Q ty.

Z O N E: D A TE :
S. N o 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 P O SMEle m e nts P oste r Le a fle t Ra ngeBook le t D a ngle r Bunting Sta nde e Ba nne r She lf Strip Ra ngeShe e t D um m y Box W obble r T a bleT op M ode lN o.

LM / TMN A M E: R D SN A M E:
Q ty.

(B) P le a seP a ste4Photogra ph of PO SMStock A va ila blea t Rds fromdiffe re nt a ngle .

Paste Storage point POSM Photograph

Paste Storage point POSM Photograph

Paste Storage point POSM Photograph

Paste Storage point POSM Photograph

D O 's
Every LM's/ TM's/ VM's/ Supervisor will arrange the POSM m at erial in Proper
m anner and he will click t he phot ograph ofavailable POSM from4 angle and past et he phot ograph as per t he form at

D O N T's
No LM should take this tasklighty

Every LM's/TM's should be fill on weekly basis(on every Saturday). LM's/ TM's should fill the form atproperly w it h com plet e det ail ofPOSM Available at
St orage Pointand he will m ent ion t he Quant it y ofPart icular Model (Eg. : POSM Elem entP oste r / Model No - Corby /Qt t y-432)

LM's/ TM's shouldnotdelay in sendingthe reportfromthe given deadline. POSM should notbe in scattered form . POSM quantity should notbe im ganary.

LM's/ TM's/ VM's/ Supervisor will physically countthe POSM available atrds point
and he w ill m ent ion t he quant it y of POSM in form at

Old POSM should be crushed outas per the Instruction ofLocal ClientOfficial. This form atshould be m ailed t o Progra mM a na ge r on every Sat urday by 3:00 PM.

KRA & Reporting System 5.7

3.

Dashboard Report

A report in which LM will mention the Problem area (with pictures) of outlet is called Dashboard Report. Process of Dashboard Report is as follows: a. Dashboard Report PPT should be prepared on Master Slide. If LM dont have master slide, then they can take from Program Manager. LM will send dashboard report on Saturday by evening. Problems which was not rectifying from long time For example 1. 2. 3. 4. Fixture Problem GSB (Glow Sign Board) Inshop Branding Branding Kindly follow the following format for making good Dashboard Report. First Slide

Second Slide

KRA & Reporting System 5.8

Third Slide

S .N o .

C it y

O u t le tN a m e

C a t e g o ry

C o n c e rn

Fourth Slide

F ix t u r eC o n G S BC o n c e InS h o pB r B r a n d in gC

S .N o .

C it y

O u t le tN a m e

C a t e g o ry

C o n c e rn

Fifth Slide

S .N o .

C it y

O u t le tN a m e

C a t e g o ry

C o n c e rn

5KRA & Reporting System 5.9

Sixth Slide

S .N o .

C it y

O u t le tN a m e

C a t e g o ry

C o n c e rn

Seventh Slide