SWAT Bhubaneshwar Action plan for doubling

sales in Bhubaneshwar area.

A Summer Internship Report

Submitted in Partial Fulfilment of the Requirements for the

Award of degree of PGDM (2015-2017)

Submitted by Guided by

Pedada Satish Kumar Mr. Shesashish Acharya

 Certificate from the Company/Organization

This is to certify that Pedada Satish Kumar, Pursuing PGDM from INDIAN INSTITUTE OF
MANAGEMENT SAMBALPUR has successfully completed the Summer Internship in
our organization on the topic titled, SWAT Bhubaneshwar Action plan for doubling
sales in Bhubaneshwar area. from 15th April 2016 to 18th June 2016. During his project
tenure in the organization/company, we found him hard working, sincere and diligent person
and his behaviour and conduct was good. We wish him all the best for his future endeavours.

Signature

Shesashish Acharya (Chief Commercial Officer)

Name and Designation of the Guide

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 Certificate of Originality

This is to certify that the project report entitled SWAT Bhubaneshwar Action plan for
doubling sales in Bhubaneshwar area. Submitted to Milk Mantra Dairy Private limited, in
partial fulfilment of the requirement for the award of the degree of PGDM is an original work
carried out by Pedada Satish Kumar, under the guidance of Mr. Shesashish Acharya. The
matter embodied in this project is a genuine work done by Pedada Satish Kumar to the best of
my knowledge and belief and has not been submitted before, neither to this University nor to
any other University for the fulfilment of the requirement of any course of study.

Signature of the Student Signature of the Guide

Designation

3|Page
 Certificate

This is to certify that the project titled SWAT Bhubaneshwar Action plan for doubling
sales in Bhubaneshwar area is an academic work done by Pedada Satish Kumar
submitted in the partial fulfilment of the requirement for the award of the Degree in PGDM
from INDIAN INSTITUTE OF MANAGEMENT SAMBALPUR. It has been completed
under the guidance of Mr. Shesashish Acharya (Corporate Mentor). We are thankful to Milk
Mantra Dairy Private Limited for having allowed our student to undergo project work
training.

PGP Office IIM Sambalpur

4|Page
 ACKNOWLEDGEMENT

The satiation and euphoria that accompany the successful completion of the project would be
incomplete without the mention of the people who made it possible.

I would like to take the opportunity to thank and express my deep sense of gratitude to my
corporate mentor Mr. Seshashish Acharya. I am greatly indebted to him for providing their
valuable guidance at all stages of the project, his advice, constructive suggestions, positive
and supportive attitude and continuous encouragement, without which it would have not been
possible to complete the project.

I would also like to thank Mr. Aditya Das (General Manager Hr) who in spite of busy schedule
has co-operated with me continuously and indeed, his valuable contribution and guidance
have been certainly indispensable for my project work.

I am thankful to Mr. Srikumar Misra (MD & CEO) for giving me the opportunity to work with
Milk Mantra Dairy Pvt Ltd and learn.

I owe my wholehearted thanks and appreciation to the entire staff of the company for their
cooperation and assistance during the course of my project.

I hope that I can build upon the experience and knowledge that I have gained and make a
valuable contribution towards this industry in coming future.

Pedada Satish Kumar

(2015PGP033)
Name of the Student Signature

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 Executive Summary

The objective of the project was to understand the sales and branding situation in
Bhubaneshwar market & develop an immediate action plan to double the sales within 3
months for Milk Mantra Dairy Pvt Ltd., for that we have to understand the customer
behaviour, retailor behaviour, pricing constraints, response, emotions and beliefs regarding the
product, so that they can contribute their valuable inputs for findings the areas where the
company sales team need to concentrate more in increasing the sales for the company. The
objective of this study was to implement achievable methods, which contribute to increase in
sales of Bhubaneshwar area. And taking the legacy forward to other cities

The project was started on 7th of May after knowing all the relevant information about the
project, under the guidance of Mr. Srikumar Misra (MD & CEO) and Mr. Shesashish Acharya
(Chief Commercial Officer). The project is named as SWAT Bhubaneshwar, first part of my
project involved the study of market dynamics, mapping of existing 900 retailor stores and
collecting information from all 900 retailors, and for this we formed a team of 4 and started
visiting each and every retailor store of milk mantra in Bhubaneshwar. This also included
mapping of new possible potential outlets

The next part of the project was to do identity new 500 outlets and at the same time see that
the branding being done for both new outlets and old unbranded stores. And for the team there
is an additional responsibility of identifying areas for new distributors and appointing new
distributors and taking the existing distributors count to 35 by the end of July.

And the third important part is to re audit all (new & old) stores by the end of June 30. In this
part volume data from customers is also being taken into account.

The most important part of the project is analysing the data and coming up with
implementable recommendations to the company. And there is positive impact on the sales of
Bhubaneshwar area after the start of this project

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 Index
Executive Summary...6
1. CHAPTER 1: Introduction...9-21
1.1. Overview of the Industry..10
1.1.1. Dairy Industry in India ...........................10
1.2. Company Profile..12
1.2.1. Fast Facts of Milk Mantra...13
1.2.2. Vision..........14
1.2.3 Dedication14
1.2.4 Focus14
1.2.5 Our Basic Principle..15
1.2.6 Brand promise
1.3. Competition overview.15
1.4. Journey of milk and VADP.17
1.4.1 Sourcing..17
1.4.2 Production...18
1.4.3 Distribution..21

2. CHAPTER 3: Research Methodology... 22-25

2.1. Objective and Scope of Study..22
2.1.1. Objective...23
2.1.2. Scope of study......23

2.2. Research methodology....24

2.3. Limitation Of the Study.......25

3. CHAPTER 3: Project - SWAT....26-37

3.1. About the Project.27
3.2. Pre Project Phase28
3.3. Primary Phase.30
3.4. Secondary Phase.34
3.5. Tertiary Phase.37

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4. CHAPTER 4: Recommendations & Conclusions......38-44
4.1. Recommendations....40
4.2. Conclusion.......44

5. CHAPTER 6: Appendix...45-47
5.1. Retailor questionnaire..46
5.2. Distributor questionnaire.....46
5.3. Re audit form.......47

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CHAPTER 1
Introduction

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 OVERVIEW OF THE INDUSTRY

Dairy Industry in India

Today, India is 'The Oyster' of the global dairy industry. It offers wide range of opportunities
to entrepreneurs worldwide, who wish to capitalize on one of the world's largest and fastest
growing markets for milk and milk products. The Indian dairy industry is rapidly growing,
trying to keep pace with the galloping progress around the world.

India has the highest livestock population in the world with 50% of the buffaloes and 20% of
the worlds cattle population, most of which are milch cows and milch buffaloes. Indias dairy
industry is considered as one of the most successful development programmes in the post-
Independence period

According to NDDB and Crisil Research estimates, the country produces around 3,800 LLPD
of milk, accounting for a fifth of the global output. About 40 per cent of this is retained by
producers (farmers) for household consumption; another 41 per cent share is with the
unorganised segment. Only 19 per cent is procured, processed and sold through by organised
dairies currently. Crisil rated 84 firms comprising 60 per cent of the organised dairy capacity
in India. The organised segment rakes up revenues of 75,000 crore currently.

Indias dairy sector is expected to double its production in the next 10 years in view of
expanding potential for export to Europe and the West. And at present the value of dairy
industry stands at 4 lakh crores in 2016.

Rising consumption coupled with better margins in the value added dairy products (VADPs)
are driving the dairy players to get into the growth and higher profitable trajectory. Change in
demographics and rapid urbanization have resulted into manifold surge in the demand for
VADPs. Below here is the milk products split up in terms of sales value for the financial year
2012-2013 in India.

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The dairy products are mainly categorized into Liquid milk and Value Added Dairy Products
(VADP). Liquid milk alone constitutes about 73% market share in terms of sales value and
VADP constitutes of remaining 27%.

The above is the categorization of milk and its derivatives. Most of the milk is sold in the
market in the form of raw milk. And only one fourth of it is converted into milk derivatives.

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 Company Profile

About The Company

2009

Milk Mantra is an Indias first VC funded agri-business startup. It was founded in August
2009, it took 18 months to raise funding for Milk Mantra from 22 Angel investors located
worldwide and Aavishkaar Venture. A dairy venture with a prime focus on functionally
differentiated products & leveraging brand capital for creating sustainable impact. The Milky
Moo brand is one of the fastest growing dairy foods/FMCG brands in this part of the world.

2011

The Moo factory commissioned in January and started functioning within 9 months of time.
With the prime product for production as milk. Ethical sourcing of milk started in April with a
motto of Happy Farmers = Happy Cows = Best Milk! A distinct brand proposition, No
More Boiling, was crafted for the engaging & challenger Milky Moo brand and invention of
TRIPAK technology in packaging gave an extra boost to the product.

2012

In January 2012 Truly Pure Milky Moo fresh milk and preservative free long life Milky Moo
Paneer was launched in Bhubaneswar. The product is first of its kind in the Odisha region.
Milky Moo reached 1500 households on the day of its launch, with the direct door to door
delivery option. With a challenger marketing approach the premium milk created significant
buzz and word of mouth recommendations to be loved by all the consumers of Milky Moo.
By November 2012, the Ethical Milk Sourcing programme had grown to impact 20,000
network farmers and had collected several thousand litres of pure milk from 500 villages. And
the product got launched in Kolkata too.

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2013

In 2013 No more Boiling campaign required was launched for Milky Moo milk, in the same
year Series B funding from Aavishkaar was raised. Eastern Indias first Probiotic curd was
launched along with products Lassi and Buttermilk in this year. Milk Mantra was featured on
CNBC Young Turks for fighting the adulteration menace. And Stanford Business School did a
3 part case study on Milk Mantra and Aavishkaar on raising VC funding in India.

2014

In 2014 two major achievements bagged by the company. One is acquisition of Westernland
Dairy in Sambalpur area, which gave its access to western Odisha region, Chhattisgarh and
Jharkhand markets. And completed successful C series funding and raised funding of 80
crores by the Fidelity Growth partners and Aavishkar VC.

2015

This year also Milk Mantra continued the legacy of social empowerment signing up with
leading banks & financial institutions like SBI, NABARD, and IDBI etc. for loans and finance
for its 45000 network farmers. And campaign of truly pure launched which urge costumers to
change to its truly pure milk. And the awaited product of Misti Dahi is launched in this year.

After 3 years of product research & testing, MooShake milkshake with curcumin (the active
ingredient of haldi and the worlds first of its kind ) is launched in Bangalore and marks Milk
Mantras national foray .Competing in the functional beverage space with big market giants,
MooShake is launched in Bhubaneswar, Kolkata, Mumbai and Hyderabad. This shown that
company future perspective of diversification into different segments.

Fast Facts Milk Mantra

MD and CEO: Srikumar Misra

Corporate Headquarters: Patia, Bhubaneswar - 751024

Number of Employees: Approximately 500+

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Key 2011 Financial Measures

Milk mantra 2012-13 fiscal year 18 crore turnover,

2013-14 fiscal year 45 crores,

2014-15 fiscal year 80 crores. First time EBITDA turns positive in fiscal year 2014-
2015.

Targets 150 crores turnover for 2015-16 fiscal year

Vision

Creating an exciting, pure and healthy dairy products brand in India, whilst creating
sustainable impact amongst network farmers - especially in Odisha.

Dedication

To employees, customers, shareholders, farmers and the public

Focus

HAPPY FARMERS =

HAPPY COWS =

BEST MILK! =

HAPPY CUSTOMERS

Our Basic Principle

Respect Stakeholders: Our stakeholders are our strength

The Work Culture

Milk Mantra is an equal opportunity employer and provides a congenial and professional work
environment for all its employees, with great emphasis on teamwork. People will be proud

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and happy to work here, no room for pettiness and politics. Our corporate governance levels
will be the best, ensuring our investors faith in us is protected at all times.

We encourage experiential learning, and believe in clear delegation of authority and

acceptance of personal accountability. We value the involvement of our colleagues in bringing
the best to our organization in a spirit of understanding, trust and appreciation of cultural
differences. We are open to discussing alternative views and build on constructive feedback.

The Milk Mantra Brand Promise Truly Pure

We will offer the most pure life to our consumers via our innovative products with the purest
ingredients. Our dealings with our key stakeholders will be true-especially for our supplier
farmers

We are here for the people we serve in their pursuit of healthy lives. We believe that happy
farmers leads to happy customers.

Competition Overview

Milk Mantras major sales volume comes from liquid milk, which alone accounts for 75% of
revenues. Its biggest market competitor in this segment is OMFED whose sales volume is 4 to
5 times that of Milk Mantra, Its next biggest competitor is Pragathi which is having almost
same the amount of sales in Liquid milk category.

Curd is the second major source of income for Milk Mantra, here in this category competitors
include pan India giants like Mother Dairy along with OMFED and Pragathi. Curd is a
seasonal product which have its sales peaked at the time of summer.

Lassi & Buttermilk are also seasonal products, where in addition to OMFED and Pragathi
Milk Mantra competes with some of the small local brands.

Comparatively OMFED is the market leader is dairy industry in Odisha.

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Products Competitors

Milk OMFED
Pragathi
CURD(All Varieties) OMFED
Mother Dairy
Pragathi
Lassi & Buttermilk OMFED
Pragathi
And small local brands

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Journey of Milk and VADP:
The raw milk which is collected from farmers and till it reaches Customers in form of liquid
milk and VADP, it undergoes a three step process.

Sourcing Production Distribution

Sourcing
Sourcing is an initial step in processing of dairy products where procurement of milk from
farmers takes place and this process continues till it reaches the production point.

Sourcing Map

Farmers Collection Point Bulk Milk Carriers Production plant.

DATA:

25 BMC are present of which 19 are in Puri area and 6 in Sambalpur region.
Total of around 360 collection points.
Around 36,000 enrolled farmers. Of which 13,500 are active farmers.
22,000 litres milk is getting sourced in sambalpur region and remaining around 70-80
thousand litres of milk is getting sourced in and around Gop (Puri) region.

PROCESS:

Individual farmers (or) Group Associates comes to Collection Points and pour milk in
the 40 litre container cans. They get paid according to the fat content & density
content in the milk.
There is a double entry system in which daily milk taken from farmers is noted down
both in daily records of company and in the book records of farmers, Payment is made
to farmers once in every 15 days.
Minimum capacity in each Collection Points is about 400 litres. And milk is stored in
cans of 40 litres each. These cans are transported from CPs to BMC through Tata ace
vehicles.
In BMCs milk from CPs is collected and stored in a big container called Bulk Milk
Carrier where the capacity of tank is around 5000 litres. Generally milk is stored
under a temperature of 5 degree centigrade. Depending upon the distance from

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 production plant and the route map of carrier tanker, BMC may bring down the
storage temperature to around 3.5 degree centigrade.
From BMCs to production plant milk is transported through highly insulated vans
Generally the whole sourcing process will be finished by 10.30am.
Payment for farmers is done once in every 15 days.
Double entry system is followed in milk sourcing from farmers, where the entry takes
place in both official records (with company) and in farmers records (milk pass book).

PRODUCTION
Production is the second process in the journey of milk, where it undergoes treatment of
pasteurization, and gets transformed to different VADP depending upon the requirements.

Products manufactured in GOP plant are:

Paneer

Bulk
1000 grams
500 grams
250 grams
100 grams

Dahi

Probiotic Dahi 400 grams

Normal Dahi 500 grams (pouch)
Misti Dahi (small pack)

Lassi

Buttermilk

Production plant is divided into two lines

1. One for milk production

2. Milk derivative products production.

Milk Production process:

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 Collection of milk from tankers collection tank (capacity around 10000 litres)
Pasteurization Homogenization Refrigeration Packing storing in cold area
Delivery for distribution.
In the initial stage Milk from BMCs is collected to collection tanks, where milk will
be separated for liquid milk production and other milk derivates production.
Pasteurization is done then which helps in killing the bacteria and for carrying
pasteurization external heating source is used where wood is used as fuel.
Homogenization is a process where required skimmed milk powder will be added or
fat will be removed depending upon the requirements. And composition will be set for
the batch.
Refrigeration allows the milk to get cooled to its normal temperature, and then sent to
packing.
In the Packing process, automatic packing of milk takes place and manual checking
for defects will be done. The defective pieces will be sent back to production.
Then manual loading of packets in cold storage will happen.

Paneer Production Process:

Paneer is produced in five categories

1. Paneer
a. Bulk
b. 1000 grams
c. 500 grams
d. 250 grams
e. 100 grams (will produce)
Initially milk for paneer production is separated and that milk will be sent in a
separate lane for production.
Milk will be solidified by boiling at very high temperatures, where then
hammering of solidified product takes place. And the solidified milk will be
stacked up in tight boxes.
These stacked boxes are cooled down to very low temperatures and then will be
sent for cutting purpose.
Paneer is cut down to different weights depending upon the requirements and
packed down.
Packed paneer will be stored in cold storage area and will be out for distribution.
Paneer shelf life will be around 14-21 days.

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 Other Products production process:

1. Lassi
2. Butter milk
3. Curd

Milk for production of these items will be sent in separate lane

Probiotic curd will be prepared by adding the probiotic matter, made to wait for 4
hours and then sent to refrigeration. And then it is subjected to packing depending
upon the required quantity. Same process will be followed for normal curd production
too
Butter milk & Lassi too prepared in the similar containers by adding sugar and other
additives depending upon the requirements.

DISTRIBUTION

The sequential steps which happens to the products from the

manufacturing plant till it reaches the households of retailors or
customers is termed as distribution. It is one of the prime step in
journey of the product.

Steps followed in Distribution:

Generally distribution of milk starts from 6-6.30 PM and continues till

12 -1 AM.
Distribution vans are piled up near to Production plant by 6 PM.
Each van will be delivering to different distributors. Starting time of
Distribution vehicles depends upon the distance of distributors from
the production plant.
Delivery for long range distributors starts of by 6-6.30 PM.
Each van is loaded with the quantity demanded by the respective
distributor.

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 Distribution for places in and around sambalpur were taken by
sambalpur plant. And other places by GOP plant.
Upon observation it was found that each van has an average waiting
time of around 30-45 minutes.
Initially vehicles is loaded with required Milk packet units and then it
is loaded with other milk derivative units.
And driver is given the list of units to be delivered to each
distribution outlet in his route map.
Once the vehicle is loaded with units. It is again cross checked so
that no mismatch of demand and supply takes place.
And then the vehicle is finally sent out to delivery.

CHAPTER 2
Research Methodology
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 OBJECTIVE & SCOPE OF STUDY

Objective of the Study

The main objective to conduct this project is to understand the Bhubaneshwar market &
develop the action plan to double the sales by end of August.

Primary Objective

To map each and every existing outlets of Milk Mantra in Bhubaneshwar area

Identify Potential Outlets in Bhubaneshwar area

Identify gaps in sales and distribution area and come up with implementable
solutions.

Identify new areas for new distributors and increase the effectiveness of the
distribution channel

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Scope of the Study

The project involves the study of market in Bhubaneshwar area, and identification of each and
every Milk Mantra outlet and there by analysing the performance of every outlets. This also
involves evaluating performance of sales executives and distributors and coming up with
solutions which will reduce the gaps in sales & distribution channel and helps in doubling the
sales within three months

Managerial Usefulness of the Study

This study helps to understand marketing research basic terminologies & different strategies
for different market situation. And the same time in-depth analysis of whole distribution
channel and sales network.

Types of Research and Research Design

Quantitative Research- Quantitative research generates numerical data or

information that can be converted into numbers. Only measurable data are being
gathered and analysed in this type of research.

Qualitative Research- Qualitative Research on the other hand generates

nonnumeric data. It focuses on gathering of mainly verbal data rather than
measurements. Gathered information is then analysed in an interpretative manner,
subjective, impressionistic or even diagnostic

Research Methodology

Two questionnaire were prepared to collect the data from retailors in two phases.

Survey has been done out of the company covering a wide cross-section of the
Bhubaneshwar market. Close to 1350 outlets data is collected

In depth volume data is collected from the market.

Responses of the concerned retail outlets had been thoroughly analysed.

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 Conclusions had been arrived at using the response of the concerned retailors and not
on questionnaire alone.

Generally speaking, retailors deal with hundreds of FMCG products daily, and don not give
more attention to a single particular constantly. And the main objective of visiting all the
company retailor outlets, not only aims in creating a valuable database but also useful in
implementing the same methods for other cities to increase the market and develop revenues
for the company.

In this context the questionnaire was not a fully-fledged one and was made with an intention
of getting the major information in short span of time, as retailers are many in number (1350).
So the questionnaire used in my research was really crisp and was aimed at getting the
required

Limitation of the Study

The sample area and sample size are huge, we have limited ourselves to collect main
important data due to time constraint.

Some retailors (respondents) are reluctant for their feedbacks & opinions, and
authenticity of their statements cant be verified too.
All the observation and recommendation will be made on the feedback obtained from
survey.

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CHAPTER 3
Project - SWAT

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 About The Project

SWAT - BHUBANESHWAR

SWAT stands for Special Weapons and Tactics, SWAT Bhubaneshwar is a team of 9
members formed for the special objective of creating an action plan to double the sales in
Bhubaneshwar area in 3 months of time. The team includes CEO, CCO, General Manager
Sales, Area Sales Manager, Market Manager, Management Trainee Branding, Branding
Executive and Two Summer Internship Trainees.

Key Objectives of the Project:

Target to reach 30000 litres of milk to sell per day in Bhubaneshwar area.
Aiming to have 1500 outlets by end of July and 2000 working outlets by the end of
November.
Target of 35-40 distributors by the end of August.
And 60 units of vehicles for distribution of milk (for distributors)
Increasing the sales executive present number to 12 in Bhubaneshwar area.
Redesigning the working pattern of Sales Executive.

The project undergone in four phases.

1. Pre project phase

2. Primary Phase

3. Secondary phase

4. Tertiary phase.

1. Pre Project Phase:

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This phase started from April 18th and continued till May 7th. In this phase basic audit of 40
retailors, 9 distributors and 4 Sales Executives is being done. Key identifications of how
market is being operated, what is the work of each SE? What is the work of each Distributor?
And How and what retailors sell Dairy products is carefully examined. In this phase total of 6
market visits had taken place, utmost care is taken in designing questionnaire & collecting
data from distributors, retailers and sales executives. Apart from this Visit to Gop production
plant was also taken place which given the opportunity to see how the sourcing, production of
dairy products occurs and distribution starts from the plant.

Results & Observations:

Major production occurs for liquid, which accounts for about 75% of total products
share.
Distribution starts from around 6-6.30 Pm in the evening and continues till 12.30- 1.00
Am. There is an average waiting time of about 45 minutes for each delivery in the
production plant.
Distribution occurs in a manner where the long distance going delivery vans gets the
product loaded early in the evening. And short distance travelling vans gets their
products loaded around 121 Am.
Most of the delivery vans deliver the products to the Distributors by early in the
morning, the delivery varies from 3.30 Am in the morning to 7.30-8.00 Am in the
morning depends upon the distributor timing and journey route of delivery van.
The 9 distributors whom I visited in Bhubaneshwar area gets the dairy products
delivered to them by early in the morning, most of the times gets way before 5 Am.
But in the April month and in the starting week of May there happened a multiple time
late delivery which resulted in loss of sales and cuddling of milk, which resulted in
loss for both company, distributors and retailers.
As in summer, generally milk sales goes down and curd sales increases for every dairy
industry. This happened to our company too, where the sales of liquid milk got down
to 13000 per day from peak stage of 18000 (during winter) per day in Bhubaneshwar
area.
Although there is a significant increase in the sales of Curd, Buttermilk, Lassi & Sweet
curd. These losses could not able to compensate the volume losses that liquid milk had
created.

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 The main reasons for the draining of liquid milk sales can be attributed to
1. Seasons Change
2. Quality issues.
3. Late delivery issues
4. Competitors aggressive discount model strategy.
5. Falling levels of cooperation between
(Sales team Distributors), (Distributors retailors), (Sales team retailors)
Due to season change there is normally decrease in liquid milk sales for every dairy
industry, but because of having 25% retailors are of Tea selling units, the decrease
occurred even more.
Whenever there is a late delivery or Quality issues, this directly impacted the sales in
terms of damage issues, and indirectly impacted the sales in terms of loss of loyalty
from customers for quality issues and unable to serve customers on the time they
required due to delivery issues.
And during this stage Competitor Pragathi used the Discount model Strategy of giving
one packet free for every 10 litre purchase to retailors, and giving the distribution
margin, retailor margin double than that of our company which hampered our sales a
little, and the sales volume shift from our company to them taken place majorly during
our late delivery issues time and during high damage issues time.
Falling level of interaction between Sales team and retailor is one major thing which
made the sales to see the downward trend.
The level of Interaction of sales team with retailors, especially sales executives is very
less. There are retailors where Sales executives rarely visits once in one month or two
months. And the Sales Executives who needed to act as a bridge between Company
and retailors are failed to do so. There were many complaints received from them
where some them said SEs seldom respond to their calls. SEs habituated to visit only
some particular outlets which are not problematic, and the real ones which actually
needed care are left over.

2. Primary Phase:

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It is the primary part of the SWAT team functioning, where a team of 9 members is formed to
get back the sales of Bhubaneshwar in track. It all started when we, summer Interns had a
discussion about the present sales scenario of Bhubaneshwar with the CEO on 12 th may. And
within in a span of 2 days, SWAT team is formed with a primary motto of taking the
Bhubaneshwar liquid milk sales to 30000 litres per day by the end of August. The team
consists of MD & CEO (Srikumar Misra), CCO (Shesashish Acharya), Sr GM (Girija
Mishra), Branding MT (Sirisha), ASM, Marketing Manager, Branding Executive Two summer
Interns (Divyen and Satish), in which CEO, CCO and GM sales acts as major heads in
guiding the project in right direction.

Key Objectives set for the First phase of work are:

To DOUBLE sales figures in Bhubaneswar city by end of August 2016.

To ensure all listed dealers are being serviced regularly by SE / MM / ASM.
To ensure proper branding of outlets that need to be branded.
Along with ensuring increase in Milky Moo sales, stores where Moo Shake can be
placed shall also be identified.
Addition of new distributors and taking the total distributors count to 22.

The initial deadlines given for the each task are:

1. Revalidation and Status Check for Current Outlets 21st May

2. Addition of 4 new distributors 30th May.

Simplified form of questionnaire is prepared to collect the information of retailers name,

address, contact number, longitude & latitude of the outlet, the product which they keep,
regularity of distribution, regularity of sales executive service, potentiality to keep moo
shakes.

Results & Observations:

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The dead line for Revalidation and status check for currents outlets got extended by a week,
and completed then. Addition of replacement distributors is done with in the stipulated
timeline. The primary objective is fulfilled along with the identification of potential stores for
moo shakes launch

Total of 891 stores got mapped in which 116 stores were stopped received servicing
from company, And 689 stores are regularly receiving service from the company,
(61+25) stores are the new stores opened during these 15 day SWAT work. Here in
mapping the stores, the longitude and latitude of stores data is collected and created a
whole set of own map having the information about all stores in area wise, distribution
wise, category wise. And during mapping retailor information about contact details,
name, location and products availability in their stores are collected with utmost care.

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 Out of the total 891 stores 77% account for variety, grocery, variety stores. Where
most of the stores have their own freezer facility to keep the milk products. And the
remaining 23% accounts for Tea stalls, where most of the consumption in these outlets
is for their own business use. Generally in Tea stalls milk consumption decreases
during summer season, and as the retail outlets account for 23% these stores are
considerably responsible for decrease of sales during summer season.

The data collected is compiled in the clear format of distributor wise, Sales executive
wise. It gives the detailed information about how many stores each Sales executive is
handling. How many stores each distributor is handling and how many vehicles he is
using to serve the retailors. The number of servicing, non-servicing and new stores
under each distributor is also clearly mentioned in the clear table.

And from the data collected it is clear that some distributors are over constrained and
some distributors are underutilizing their capacity of vehicles for delivery.

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 3. Secondary Phase

This phase of work is from 21st May to 15th June. In this phase team mainly concentrated
on branding the unbranded stores, opening and identification of new potential outlets,
Identification of new areas for new distributors, improving the serviceability of sales
executives to the retailors.

Key Objectives set for Secondary phase are:

Potential stores need to be identified while validating existing stores

Colour coding of the Sales Executive routes in Google Maps

Appointment of 3 Replacement Distributors

and 4 new distributors

Product Category Display Design and order for 1350 boards

Identification of new 500 potential outlets.

Branding 1350 stores with Dealer boards

On-boarding of 5 New SEs.

Timeline set for these activities are:

Action items Person Deadline

responsible

3 Replacement Distributors Rashmi

4 New Distributors Samarpan &

Rashmi
Validating remaining 250 outlets SWAT team

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Action items Person Deadline
responsible

Product Category Display Design Kalyani Sirisha(KS)

Product Category Display Boards Shesasish Sir & KS

New outlets[450-500] SWAT team

311 stores branding Subhashish

1350 stores Serviced with Sunpacks+Product range SWAT Team

Branding 1350 stores with Dealer boards SWAT Team

On-boarding of 5 New SEs Shesasish Sir

Re-audit 1350 stores with volume data SWAT Team

Results & Observations:

Identification of new potential outlets of 458 got completed by June 10th.

Branding of all existing and new outlets completed by June 12th.

There is a delay happened in identification of new distributors and the work is still
pending.

On board of required number of sales executives is yet to get completed.

Upon from the starting of the project the sales increase marginally by 12%, where the
daily sales volume increased to 14500 litres of milk per day from 13000 litres.

For opening and identification of new outlets, SWAT team vigorously went to each and
every possible routes of Bhubaneshwar and could able to map 458 new outlets.

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 There happened a major issues with the distributor regarding payment in some areas,
which resulted in removing some distributors and temporarily stopping stock release to
some distributors till the issues got resolved.

And one major observation which found was Sales executives found less motivated in
working for long hours and in covering many retailers.

Compared to a month before, now a proper database of retailers and distributors is

formed.

There needed to set a proper working format for the sales executives

Below is the status regarding the status of works by the time of June 1st, where most of
the important works got done, and secondary works are in the phase of completion in
some point of time.

Although branding is done for most of the stores, the visibility of design boards is
vague in some retailor outlets.

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 Even though the new potential outlets got identified, the rate of conversion of being
milk mantra outlets will be not as high as expected because, some stores will be
reluctant to keep our products. But in the due course of time the required target of final
1500 outlets can be achieved if the sales executives and distributors with coordination.

Even though SEs opened some new outlets to the distributor, the distributor stopped
delivering to them siting issues of long distance and margin issues with the distributor.

There needed to be a proper increase in the no of delivering units for each distributors
as the sales are going to shoot up as expected by August.

SEs needed to visit the retailors regularly once in a week at least to keep track of the
sales volume what they are taking and the reach of information about new schemes to
them.

4. Tertiary Phase:

This phase starts from 15th June and ends on 30th August. The main theme of this phase is
to do the revalidation of total 1350 outlets (both existing and potential), where the
revalidation consists of getting the individual volume data of companys each dairy
products from retailors, know the branding status, sales pattern, reach of information about
new schemes to the retailors, serviceability of sales executive and the distributor. And
redesign of job description and career path for sales executives.

Key Objectives set for Secondary phase are:

Validation of 1350 outlets by the end of June.

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 Design of proper career path for sales executives

Redesign of daily job routine of sales executives.

Results & Observations:

As far as my part of work in Subhash Mondal (SE) area is concerned, Branding

for about 90-95% of the stores is done. And the remaining 5-10% of the stores
are either reluctant to keep the design boards due to some constraints or
OMFED booths. And most the design boards are kept in a place where its
visibility is maximum to the customers.

Reach of Our new scheme in Sales Executive Subhash Mondal area is good,
where almost 70% of customers are enrolled for our scheme.

And the potential outlets which enrolled in the second phase are yet to start
their service, And the old stores which stopped taking service from our
company are yet to get serviced So the expected change in the sales volume is
not occurred, it is going to take some time to reach the target of doubling sales.

As the Scheme Moo Bikibi, Sona Jithibi has good reach in this area, there is
expected a raise of sales by at least 15-20%. And if the old stores and new
stores gets started functioning, the sales will rise to the volumes of our initial
targets.

Conducted a special audit in Subrat area (SE), where we found that the reach of
new scheme is very low in Shaheed Nagar area. And most of the stores are
really interested in the scheme, so there needed an immediate visits by our
sales executives in that area to get back the sales into track. And there were
many complaints about him too regarding the serviceability.

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CHAPTER 4
Recommendations&
Conclusions
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SWAT teams primary objective of doubling the sales in Bhubaneshwar area although going to
take some time, it will get achieved soon. The team worked with coordination from the past
45 days. Now there we can see some noticeable changes in the working of sales team where
now the team is oriented towards a common goal. And there needed a lot more to increase the
effectiveness of distribution and sales team work.

Recommendations:

Now Milk Mantra consisted 25% of the retailors are of Tea sellers, so during the
winter season their sales decreases eventually resulted in the decrease of our company
sales. So now prior care needed to be taken in opening new outlets, where targeting
restaurants or variety or grocery stores is more suitable rather than targeting Tea stalls.

During summer season try to maintain timed delivery to reduce losses due to damage.
If the damages are less, loyal customers also increases and which eventually reflects in
the final sales volume

Whenever our competitors follow price killing strategy or discount model strategy, it is
very important to maintain timed delivery and less damage of milk. This helps in
securing our market share. If our relationship with outlets is good then their strategy
cannot effect our sales, so Sales executives needed a major role in this kind of
scenarios

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 During summer it needed to be seen that every retailor is having proper freezing
equipment for keeping the milk, If that doesnt happens try to see in providing them
with the thermocol box depending upon the sales number.

There needed some improvements in the working style of sales executives, where they
needed to attend problems of each and every retailor equally. And try to strive for Zero
complaints

To achieve the target of 30000 litres of milk per day sales in Bhubaneshwar, increasing
the outlets not alone can take the company to reach the target. Simultaneously
company needed to be concentrated on increasing the average sales of the store too.

Data collected from retailors needed to be kept safe, and see that it never falls into the
wrong hands, which might adversely affect the company if happened.

Some of the distributors are over constrained with the number of retailors which they
are serving, it is highly advisable for them to addition of new delivery units for
delivery purpose.

As per the company norms we cannot change the distributor cost price, so enhance
competition among the distributors, differential margin strategy can be implemented
for the growth of sales. Where in this method if the distributor orders for (10% or 20%
more) stock than its previous month average, he will be receiving some additional
units as free. It will indirectly boost the distributor to search of new business for him,
which helps in increasing the sales of the company.

There needed a proper check in the amount of damage quantity that the distributor is
demanding. It helps in reducing the losses of the company from damage issues.

While adding new distributors it is advisable to make them to need 2, 3 days of sales
volume money as security deposits. This gives a mutual advantage of not stopping
indent to distributor during mismatch of payments or late payment issues. By stopping
the indent in particular region on a particular day both the company and distributors
are losing. For mutual gain it is good to have them security deposited with little high

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 amounts during the initial days itself. We can revise the policies if needed in the
future.

There needed a redesign in the present work of the sales executives, their work needed
in such a way that all of them oriented towards a common goal. So here are some
recommendations for the things to implement in SEs daily routine life.

1. 6 steps of Success:
The six steps of success that needed to be implemented in
I) Well-groomed before going to the work.
II) Give 100 % effort in the field.
III) Be prepared for all the odds thats going to happen.
IV) Be motivated all the time, so if the work demanded extra efforts sometime
they will be in a position to handle it.
V) Be responsible, always ready to take responsibilities.
VI) Bridge the gap, act as a perfect bridge in connecting customers with the
company.

2. Self-Test and Measure card:

Test and measure card is a small pocket sized card which has some measures
that needed to be followed every day. So if sales executive followed those
measures every day he puts a tick mark. And at the end of the day the no of tick
marks he got in a particular day can be compared to the previous day
performance to have a check on his improvement. The measures include
Customer satisfaction, visits to the prescribed number of stores in a particular
day.

3. Standard operating procedures:

There needed to a put a special standard operating procedures that needed to be
followed by the sales executive every without fail. Some of the SOPs are :
I) Daily visits to at least 30 retailor outlets a day and take the indent data
without fail from the retailor. To have a follow-up on this activity. SEs will be
sticking a Moo poster in every retail outlet, whenever a SE visits the retailor he

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 puts the date of visit on the sheet. So company sales team can do surprise visits
to retail outlets to find out how frequent the SE visits to them. By getting the
Indent from stores, SEs can keep a track on the sales volume of each stores,
this also helps in building relationships with the retailor.
II) Visit the distributors daily, if he handles multiple distributors and they are
far away from each other, he needed to manage them at least once in 2 days.
III) Take the indent from distributors before 7 PM every day.
IV) Get to the field early in the morning and finish the works by 11 AM, in the
morning session he needed to concentrate on resolving issues of retailers,
distributors. And if required do the stock sharing to have minimum loss of
stock damage.
V) Plan visiting 30 stores daily in the afternoon session, which needed to be
between 4-7 PM, if required he can complete some of the stores in the morning
session too. While going to the stores he can build relationship with the
retailors and as well as deliver information about the new schemes that
company is introducing and can work for increase of sales in their outlets.
VI) Send the indent reports of retailors to ASM or Market Manager once in a
week.

4. Incentive performance cards:

Incentive performance cards are the measure of relative performance cards of
the SEs. In this scheme whenever the ASM or Market Manager visits the
market of a particular Sales Executive, if they find the performance of the SE
to be satisfactory, they gives an appraisal card to him. So for every month the
no of cards received by SEs are kept on track, and top performers will be
given the chance of decent appraisals. This stimulates healthy competition
among the sales executives and at the end results in the final objective of
increase of sales.

5. Career Path Identification:

Most of the SEs dont have a clear idea about what is the next role they might
get promoted to? How much time it needed to get the promotion. So a proper
career path needed to be defined for them.

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 Area
Market Sales
Manag Manag
Team er
leader er
Senior
Sales Sales
Executi Executi
ve ve
The above mentioned diagram represents the career path of the sales executive.
Proper time period of each stage need to be told to the SEs. And the
responsibilities at each stage also needed to know to them. If required some
additional trainings also needed to be given to them at regular intervals of time.

6. All detailed information about each and every product needed to be known to
the SE. He needed to know the advantages of the product and why it is priced
at that rate. So when a SE knows about the product clearly he can clearly
explain it to the retailor with ease.

CONCLUSION:

SWAT team main objective of doubling the sales of Bhubaneshwar area within 3 months
might take some time as of now everything is in the setting phase. There are many things
which are oriented towards a final goal and lot more needed to be aligned to get back the sales
in track. There needed an immediate restructuring in Sales team, so the team feels motivated

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and strive towards the goal of doubling sales in Bhubaneshwar. The project as a whole can be
successfully implemented with the help of all stock holders (company, distributors, retailers &
customers). The present marketing schemes also helping the company in increasing the sales
and getting close to the target. Restructuring is taking a lot of time than expected, so the final
results also getting delayed.

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 CHAPTER 6
Appendix

Retailor Questionnaire

1. Why choosing Milk Mantra?

2. Profit margin; how much satisfied are you? What is competitors
profit margin?
3. Peoples preferences?
4. What is average demand of milk mantra products & competitors
products in your shop?

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 5. Are the people moving towards milk mantra products?
6. Why choosing this distributors?
7. Have you ever felt moving from milk mantra & Why?
8. Are the Products coming in time or is there any delay?
9. What is the peak time for demand of milk products? In a day and as
well as in a month.
10. Why people tend to choose Milky moo & not others (may be a
customer question)
11. Any complaints on quality of milk receiving?
12. Are the products getting damaged in the early stage itself or
during the course of day?
13. Did you completely know about the benefits that Milk mantra
provide to you?
14. Is there any incurring to you on any particular day just because
of Milk Mantra products?

Distributors Questionnaire

1. Why choosing Milk Mantra?

2. Profit margin; how much satisfied are you? What is competitors
profit margin?
3. People preference in this area?
4. Are the people moving towards milk mantra products?
5. Have you ever felt of moving from Milk Mantra & Why?
6. Is there any delay in arrival of products?
7. Is the products getting damaged during transportation?
8. What is daily damaged statistical data?
9. How attractive are the Milk Mantra distributor schemes?
10. What kind of help you are receiving from Milk Mantra?
11. What are competitors sales schemes available to you?
12. How much fluctuating is the demand from retailers day wise
and how would you manage that?
13. Is there any loss incurring to you during a particular day just
because of Milk Mantra products?
14. What is your strategy of getting new retailors?

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3. The questionnaire format used for initial mapping and final validation of

retail outlets

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