Chapter 1- Introduction

1.1 Origin of the report

This report is prepared to fulfill the partial requirement of Internship Program of BBA Program
of Bangladesh University of Professionals, supervised by Ahmed Raihan Sadat, Lecturer,
Department of Finance and Banking, Faculty of Business Studies. Worked in British American
Tobacco Bangladesh since January 2018, this report was prepared in accordance with the job
duty assigned to it. My job at BATB was supervised by my line boss, Mr. Shah Md Junayed,
boss of customer interaction.

1.2 Company Background

British American Tobacco (BAT) is one of the world's earliest fabricators of cigarettes. It is a
company known for its fine global tobacco and products of the next generation, with brands
available in over 200 countries. At the turn of the 20th century the company was founded with
the intention of creating a worldwide corporation. Tracing its roots back to a joint venture
founded in 1902 by the United Kingdom's Imperial Tobacco Company and the United States
American Tobacco Company, the British American Tobacco Company of today was born.

TodayBAT, headquartered in London, UK, is the second largest quoted tobacco company in the
world by share of the global market. At about 50,000 employees globally, the company is made
up of over 300 brands in its portfolio. BAT makes the cigarette preferred by one in eight of the
world's one billion adult smokers and has a diverse range of creative tobacco and nicotine-based
products. With its strong brands, global scope, skilled people and proven strategy, the company
is anchored to continue delivering its goods.

Extent of operation of British American Tobacco Company include:

 Americas (including North and Latin America)

 Asia-Pacific (Japan, South Korea, Malaysia, China & the countries of

Australasia and South and East Asia)
  Western Europe (50 countries including Russia)

 Eastern Europe, Middle East, and Africa

The British American Tobacco Company is one of the world's leading foreign tobacco
producers, selling its products in nearly every country around the world. It's a company which is
obviously profitable and fast-moving. The company consists of four tobacco subsidiaries, over
leafed by:

1. British American Tobacco Company Limited which manufactures cigarettes for domestic
and foreign markets in Europe, Australasia, Latin America, Asia and Africa in more than
68 countries.
2. Brown & Williamson Tobacco Company is the third largest tobacco corporation in the
United States.
3. British American Tobacco (Germany) GMBH is a leading German cigarette company.
4. Souza Cruz Ltd. Is Brazil's industry leader and global leader in production of tobacco
leaves.

Employing more than 50,000 employees, the workforce is highly diverse and multi-cultural,
consisting of a devolved structure, with each local firm having broad freedom of action and
responsibility for its operations.

BAT is the only foreign tobacco company with a direct interest in growing tobacco leaves,
collaborating with more than 90,000 contract tobacco farmers around the world. Unless
otherwise available, BAT companies run leaf programs that provide farmers with direct
agronomy assistance, covering all aspects of crop development and environmental best practice.
Every year, the Group purchases about 440,000 tons of leaf, about 80 percent of which comes
from farmers and suppliers in emerging economies.

An approximate one billion adult smokers around the world consume some 5600 billion
cigarettes a year, by count. The total market size for tobacco is projected to be about US$ 770
billion, of which the global demand for cigarettes is valued at around US$ 700 billion. Outside
China, BAT's three biggest tobacco manufacturers and main rivals are–Imperial Brands, Japan
Tobacco International, and Philip Morris International. Along with BAT, they comprise the vast
majority of the overall market.
BAT has a three way strategy to develop its business:

1. Their current markets have organic growth

2. Rapid and successful entry into new brand and
3. Possible lucrative investments, joint partnerships or other strategic alliances

1.2.1 Background of Sales Automation Roll-out in BATB

Nationally, the distributors deploy more than 4900 SRs on the market to ensure BATB's products
are available in every corner of the country. SRs are fitted with paper memo books and make
sales calls in between 70-75 outlets a day. Manual input in SRDSS is then given by SRs. The
overview of that data is then compiled to extract S&D information such as STT, strike rate &
BCP in DIS+ or other excel based formats. In this process, the SRs process nationally more than
1.5 million unique sales data and subsequently manual input provided daily by the machine
operators. This data is again used as output to produce important reports such as the resource
salary of third parties, OCA measurement & also in the sales management of important channels
such as Partner & EC&C.

The slightest mistake in managing this enormous amount of data will result in a series of
inaccurate information & can result in the waste of investment by companies. In addition, outlet
level knowledge is becoming increasingly important for better management of brand / trade
cycles in the post-TCAA scenario as market is getting darker.

For track, control and process secondary sales, a framework called PRISM was built in this
regard. PRISM-There are two sections to the platform:

 The software (back end).

 Automated sales capturing (front end)
1.2.1.1 Suggested proposition

Roll out of sales automation for each person SR in launch scope using personalized &
convenient application using android device and blue tooth mini portable printer.

Solution:

 Samsung J1 Ace android smartphone & Cashino PTP–ll Bluetooth thermal portable mini
printer (Supplied by Samsung–FDL).
 Smartphone based application PRISM android (developed by APSIS).

1.2.1.2. Launch Scope and Timeline:

Scope: Nationally all regions

1.2.1.2 Launch Objective:

Efficient establishment of "PRISM-sales automation" in Sales Force regions by ensuring:

 Readiness for use and application of the program by appropriate FF and regional team.
 The assigned vendor is offering required training and system-related support.
 Motivated effort by the FF concerned to accept the move and integrate it.

1.2.1.3 Campaign KPI:

1st Level KPI: SRs with 100 percent scope use the framework proactively & adjust with the
transition.

2nd level KPI: data accuracy of 95 per cent within 1 month of launch.

3rd Level KPI: produce product, communication materials & app within the allocated budget,
on time and in full.

1.3 Research Question

The work is done to assess the effectiveness of BATB's sales automation process. So the research
issue being planned will differ depending on job roles and the primary research concern is
whether or not the campaign will improve efficiency. The research's main aim is to reduce the
workload of Sales Agents, Sales Managers, Business Managers, Machine Operators, and Land
Officers.
1.4 Rationale of the Research

With the help of PRISM software and android app, Sales Automation can help increase field
force productivity and reduce workload as well. And it's really important to know whether the
field force is ready or not to adapt to this new transition. This will also help to eliminate any
potential challenges encountered by the implementation team during the start of this campaign
and will also help to evaluate the difference in field force output before and after this campaign,
which will also help to measure the effectiveness of this campaign.

1.5 Objective of the Research

The primary goal of this study is to assess the efficacy of the PRISM launch program-Sales
Automation in British American Tobacco Bangladesh. This report's secondary aims are to:

 To build a complete knowledge on the process of sales automation including the back-
end portion.
 Find the problems that might occur during implementation in order to identify ways
forward to resolve the issues.
 Implementing the way forward, and evaluating the results.
1.6 Limitations of the Research

 There was no historical precedent because it is the first ever to be introduced in a

complex universe (Tobacco industry).
 Issues were based on hypothesis. There might be plenty of other examples.
 The details obtained from an interview with British American Tobacco, Bangladesh's
customer experience specialist. So, data was not enough and a lot of date could not be
properly checked.
Chapter 2. Company Overview

2.1 Company Mission

The core vision of BAT is to be the best in the world at fulfilling moments of
consumption in tobacco and beyond. By defining their customers as their core concern,
and by believing that meeting the changing needs and preferences of their customers is
the key driving force behind their success–BAT pushes them to become the leader of
their industry through best fulfilling moments for consumers. Tobacco and beyond–this
is the second component of the company's vision, acknowledging the power of its
conventional tobacco market and the possibilities found in the next generation products.

2.2 Company Vision

The core vision of BAT is to be the best in the world at fulfilling moments of
consumption in tobacco and beyond. By defining their customers as their core concern,
and by believing that meeting the changing needs and preferences of their customers is
the key driving force behind their success–BAT pushes them to become the leader of
their industry through best fulfilling moments for consumers. Tobacco and beyond –
happens to be the second aspect of their vision, whereby the organization recognizes the
power of its conventional tobacco market, and the potential found in the next generation
products.

2.3 Company History

Established in 1902 and first mentioned in 1912, British American Tobacco was. Today,
it is one of the top five companies listed by market capitalisation on the London Stock
Exchange. BAT has long played a major role in local communities as well as across the
globe, with factories in 42 countries and offices around the country. British American
Tobacco has a long past. One which developed through organic growth and mergers and
acquisitions. It's also a organization that over its 110 year journey has achieved many
milestones. Generally moving down the historic road, in 1902, the United Kingdom
Imperial Tobacco Company and the United States American Tobacco Company formed a
joint venture–The "British-American Tobacco Company Ltd. Operations spread over the
next few years to West Indies, India, Ceylon (Sri Lanka), East Africa, Indonesia, Malaya
(Malaysia), and Nigeria. By purchasing Brown & Williamson, they entered the U.S.
market. The 1960s/70s/80s marked the period for British American Tobacco to diversify.
In 1999 the British American Tobacco & Rothmans International merged. Ever since,
there was no turning back, penetrating new markets, developing new products and
ultimately seizing new international opportunities.

2.4 British American Tobacco Bangladesh

BATB was founded as Imperial Tobacco Company Ltd. with head office in Calcutta back
in 1910. Imperial Tobacco Company (ITC) opened a branch office in 1926 at
Moulvibazar, Dhaka, right in the beginning. In Carreras Ltd, Calcutta, cigarettes were
made. In 1943 Imperial and Carreras merged into a single company. Cigarettes were
easily flowing from Calcutta after the partition in 1947, but the implementation of
customs barriers between India and Pakistan in 1948 disrupted the smooth flow of
cigarettes from Calcutta to eastern Pakistan.

Pakistan Tobacco Company (PTC) came into being on 1 March 1949 with headquarters
in Karachi; with assets and liabilities kept in Pakistan by ITC Limited. The Office of East
Pakistan at the time was housed in the Motijheel building in Alico. In 1952 the first
factory in then East Pakistan was built in Chittagong to meet the growing demand. From
then on, cigarette requirements were met for the markets in East Pakistan from products
manufactured in Karachi. PTC built its first cigarette factory in 1954 even though high-
grade cigarettes were still coming from West Pakistan. In 1965 PTC's Dhaka factory
went into service. After the 1965 war between India and Pakistan; it stopped importing
tender leaf from India for Biri production.
Bangladesh Tobacco Company (Pvt.) Limited was established on 02 February 1972
under the Companies Act 1913, with PTC's assets and liabilities, following
independence. British American Tobacco played a crucial role in the formation of BTC in
1972 and has been involved in every step of the way in the growth of BTC since. BTC
changed its name and brand to British American Tobacco (BAT) Bangladesh Company
Limited on 22 March 1998 to announce its positive partnership with British American
Tobacco. The organization has changed its name to set dedication to the highest
international standards.

2.5 Functional Areas

BATB has many functional divisions which are combined to achieve the organization's
best performance.
 Illustration 2.2: Functional Departments of BAT Bangladesh

2.5.1 Marketing Department

The marketing department has two main wings:

 Brand Marketing
 Trade Marketing and Distribution

Whereas the brand marketing division focuses on a product's branding elements, the Trade
Marketing & Distribution (TM&D) Division focuses on the commercial and distribution aspect.

2.5.2 Brand Marketing

The Product Promotion team focuses on satisfying the needs of customers from within the
portfolio of products. When the desires of customers are understood and analyzed, brands are
made viable, affordable and desirable-through clear, consistent communication. The brand
marketing elements include product acceptance, distribution, and brand marketing strategies that
best serve the needs of specific channels of commerce and strategic customers. The assigned
brand(s) are the responsibility of the Brand Managers and Company Executives. They are in
charge of all forms of brand marketing activities.

Vision and Mission of Brand Marketing:

By 2020, a winning portfolio would expand twice as much in terms of valuation

Core Strategies of Brand Marketing include:

Aggressive:

1) Boost growth in the Premium category.

i) Internationalism, status of destination & differentiator of image: Youthful
2) Extend mid section
i) International standard with affordability & distinctive image are key
differentiators: masculinity / adventure
3) Dominate volume base
i) Build a critical mass
ii) Ensure leadership at BAT

Innovative:

1) Investigate & build new segments

i) Lights
ii) New brands & line extensions
2) Product enhancement
i) Packaging, spec. change & higher satisfaction
3) Creative communication
i) Focused: HoReCa (Hotels, Restaurants and Cafés), rural penetration
4) Consumer insight
i) World-class knowledge base: consumer research & market tracking

2.5.3 Trade Marketing and Distribution

2.5.3.1 Mission and Objectives of TM&D

To meet our target customers in the most secure and reliable way by being the benchmark
supplier to trade in strategic channels everywhere we do business.
TM&D describes the areas where best practices need to be followed to allow markets to meet the
goals of commercial marketing and distribution. The goals of Trade Marketing and Distribution
are:

 Establishing an important barrier of entry against international competition.

 Enhancing the benchmark supplier position of all FMCG firms to the industry leader.

2.5.3.2 Six Critical Factors to Achieve TM&D Mission

1) Secondary Supply Chain/ Product Management

2) POP (Point of Purchase) Management

3) Account Management/ Channel Development

4) Strategy and Planning

5) Resource Management

6) Information Management

2.5.3.3 Structure of TM&D Department:

A TM&D wing organogram can be found in Appendix II. The structure is divided into two parts-
Head Office and Regions.

Several important marketing and distribution aspects

Regional Trade Marketing Office (RTMO): BATB has a well-defined mission to sell and
distribute goods, which is to meet the target customers in the most efficient way, by being the
benchmark supplier to trade, working within the strategic channels of each business group. A
well-organized corporate marketing department continues to work to make this project
successful. In turn, the entire country was divided into five regions for the efficient
implementation of marketing operations, where the regions are further divided into 20 zones.
Right now, under the Head of Trade Marketing, there are 5 regional managers, 17 area managers
and 45 territorial officers and 39 adjutant territorial officers. There are currently 51 BATB
distributors involved who are responsible for making the company's goods available throughout
the world.

The commercial marketing and distribution team typically conducts three main tasks, including
trade reporting, process execution, and training & development.

Trade Coverage: The role involves the collection of market primary data. There is a team
working to classify retailers that contribute eighty percent of their overall sales volume (80
percent). It is the duty of the Territory Officers to draw up a route plan to determine the outlets to
visit, and at what pace. Territory officers are expected to visit outlets every month and collect
raw data on the call card from retailers.

Cycle Implementation: BATB's marketing staff split the entire year into various cycles, where
each cycle is based on a specific brand. The brand marketing department creates advertising
strategy strategies for each brand along with a trade marketing team. They also pick the cycle
brand and create cycle instructions, and send them to RTMOs. After that, the trading marketing
department establishes some targets and implements those within their territory, which helps to
meet the guidelines on the proposal process.

Training & Development: Worker training is one of the most important tasks in any TO's. They
usually train people working for the distributors, such as representatives from the distribution
and contract merchandisers within the given territory. They also train the retailers on how, if
necessary, to handle customers.

The operations of the Marketing department and the Production department are strongly linked.
Production Department conducts the cigarette manufacturing according to the needs of the
Marketing Department. The Marketing Department estimates the sales volume of the different
brand cigarettes for the coming business year, and on that basis, they prepare a marketing
strategy known as the Sales & Operational Strategy (S&OP). The Marketing Department
communicates to the Production Department the brand wise sales target for each month
according to the Schedule. Production Department is setting its production schedule, based on
the S&OP. At this point, also, cigarette inventories are evaluated to determine the actual
production to be made.

2.6 BATB Brand Portfolio

BAT Bangladesh's success comes from contenting educated adult smokers. The company
manufactures and markets high quality cigarette brands which are well known. BAT
Bangladesh's Brand Portfolio is composed of four segments:

Premium segment: Benson & Hedges has dominated the Premium segment since its launch in
1997, and has set standards in a highly competitive industry. The Benson & Hedges house
introduced a new, exclusive version in 2012-Benson & Hedges Turn. Holding creativity at its
heart, Benson & Hedges Switch became Bangladesh's first ever capsule cigarette launch.

Aspirational premium: The Aspirational Premium brand is located in John Player Gold Leaf,
Pall Mall, and Capstan. John Player Gold Leaf was introduced in 1980 and has become one of
BAT's best selling brands, gaining significant market share in the Aspirational Luxury segment.
Pall Mall was the first Global Drive Brand for the Group to launch in Bangladesh in 2006.

Value for money: Star and Star Next are put in the section of VFM. Star was introduced in 1964
and Star Next kicked off in 2012. With robust results the company has absolute leadership in the
market.
Low: In Small Category we have three brands-Derby, Pilot & Hollywood. Derby was introduced
in 2013 and is the largest brand of the three, with its two versions providing taste distinction to
the consumers. Pilot, on the other hand, offers the customers real and genuine smoke. Pilot was
launched in 2009, and is currently the industry's fastest rising brand. The third brand is
Hollywood, released in 2011.
Chapter 3. Literature Review

3.1 Sales Automation

Sales automation software is a seamless use of customized sales tools for automating and
streamlining the sales process. Functionality for sales automation may involve automated sales
behavior, forecasting, channel management, and customer contact monitoring. Active sales
automation software lets companies monitor the entire sales process.

Sales automation has become increasingly relevant in today's hyper-competitive business

environment. Sales automation software can remove many of the necessary, but time-consuming,
manual tasks that consume precious sales time. Automation of the selling cycle comes with a
range of other benefits including:

 Having any opportunity maximum: Sales management systems ensure that companies
do not miss any possible opportunities by monitoring follow-ups and even setting
reminders across each stage of the selling cycle. Sales representatives may concentrate on
improving the quality of their customer service, rather than managing follow-procedures.
 Prioritizing sales tasks: Automatic lead rank task ensures sales representatives commit
their time to leads of the highest quality. Cold leads and hot prospects can be quickly
scrutinized as members would also have access to considerations such as the full contract
interest and the likelihood of reaching an agreement.
 More reliable forecasting: Market planning software provides businesses with the
means to determine detailed predictions based on prospects, quotes and orders.
 Improving upselling and cross-selling: Best sales automation systems help
representatives gain a greater understanding of their clients by having access to consumer
profiles, order history and other essential consumer metrics. With this knowledge
 available, members are better positioned and more likely to up-sell or cross-sell as more
targeted promotions are carried out.
 Up-to-date sales coaching: Sales managers are kept up-to-date with the activities of each
sales rep, including prospects, sales statistics and customer interaction history, through
sales automation software. Using this knowledge sales managers may define areas in
which underperforming reps will reorient their time.

3.2 Sales Automation Best Practice

There are a range of best practices that can be implemented to ensure the efficient
implementation of the system when introducing sales automation software in your organisation.

Assessment of the selling process: In order to make the most of a selling automation program,
businesses should review their existing sales process and determine what inefficiencies need
addressing. Organizations should determine that their sales managers are wasting time on easily
automated administrative tasks. Associated with these shortcomings, setting a set of sales
automation targets is easier to aim for when implementing the program.

Objectives for sales automation: A clearly defined overview of sales automation goals will
improve the imperative perceptibility of the use of sales automation programming. For example,
easily understood metrics such as increased income, decreased costs, cutting deals phase
durations, or strategically increased marketing are realistic targets for a sales automation
undertaking to make progress. Such clearly defined targets will highlight the mission inside the
organization in terms of accomplishing wide-ranging purchase in.

Pilot sales automation utensils: The time has come to install some sales automation utensils with
a clearly specified collection of metrics in place. The pilot step must not be underestimated and
includes identifying key users of the sales automation program, roll-out, implementation and
effect assessment of the program, and implementing a use it or risk it strategy. Companies will
also query sales automation software vendors for white glove services. Measure the pilot's
performance by running a usage survey on how many team members use the new program.

Recognize the evangelists of sales automation: The important users of the sales automation
system found during the pilot process will serve as system evangelists. 10-15 device users who
understand technology and business workflow will help secure customer buy-in across the
organization. Ensure that the sales automation program meets the needs of this main community
of consumers. Daily contact is important with these evangelists. Their satisfaction level with the
sales automation system will make or break the process of implementation.

Sales automation program buy-in: Venture pioneers need to obtain official buy-in for effective
sale automation. Sales automation company pioneers may need to make an appearance at the
following official gathering to secure this upfront investment. One solution to winning in the
boardroom could be to illustrate the after-effects of the effective pilot phase of the sales
automation system. For a system on track to achieve the clearly defined goals of sales
automation, venture pioneers are ideally positioned to secure the formidably important official
purchase in.

Sales automation software roll out: When the take off phase of the sales automation program is
underway, ordinary social follow-up opportunities and uncovering must be affected to track the
success of the chosen game plan correctly. The methodology of sales automation should be kept
up on an unceasing beginning and instructional sales automation courses should be developed.

Off chance we investigate marketing automation, we will be able to trace its triggers back to an
integral form of customer relationship administration or CRM. CRM had progressed quite
recently out of rolodexes and an accumulation of business cards during those days. Businesses
had to combine all client, delegate, employee and prospect data into one focal learning pool.
CRM has become an unquestionable prerequisite for any company in the course of time.

It started to grow during the 1980s, when CRM platforms controlled the supreme. Customer
care, sales management, forecasting, and assistance quickly came up.

The question was clearly with their price tags. For these expensive facilities, big multinational
companies and their likes had only been useful.

CRM and automation of marketing go like inseparable pair. Some that deviate, but keeping in
mind the ultimate objective of really releasing the potential of your company you need great
coordination of CRM Marketing automation. One should seriously mull over CRM as a stage
deals and Marketing Automation as a concentrated stage showcasing, but for the two
departments to work flawlessly, the two stages must be integrated. Should the two stages work in
idealizing congruity, it will provide an association with a truly required productivity and
experience lift.

It all started in early 1992. But it wasn't until the mid-2000's that the marketing automation
industry started to take shape. It turns out to be a $1.62 billion industry from a $225 million
industry that harvests more than 142,700 consumers worldwide in the last few years.

Initial marketing automation systems revolved around marketing by telephone. This was the
moment when the Internet was only making its way to users. In 1992, when Unica came to
existence, the internet was in good shape. It barely scratched the surface but that was enough to
allow progress in the CRM industry for a new sub-set.

Marketing automation developed as a result of an amalgamation of much-needed marketing

technologies, namely web analytics, email and resource management for marketing. With the
advent of the internet, advertisers wanted an advantage to attract prospective customers. The
founder of this world, in the form of Eloqua, appeared in 1999. Their software later evolved in
2003 to become a marketing automation company.

CRM Company Salesforce emerged in 1999 with a monthly license fee model, almost equivalent
to the monthly rent payments. They changed the industry and this made SaaS or Software as a
Service escalate. This delivered the same service at a lower cost and thanks to the fair pricing
model, more businesses could do it.

But the success of Eloqua was what brought in more industry players, such as Pardot, Hubspot,
Marketo, etc. The best part was, with the introduction of faster and better internet this industry
started to gain energy. This contributed to cloud-based marketing automation systems. Not only
that, the dominant players began migrating to cloud-based platforms too.

This time, for example, Hubspot, Follow Up on and so on, saw the start of stages somewhere
around 2006-2008. Meanwhile online networking systems, portable business, and presentation
pages were coming. So most promoting computerization devices started creating themselves to
wind up in the stage of showcasing and deals across the board.

Acquisitions that occurred in the years spanning from 2010 to 2014 were what moved the
company forward fiscally. These acquisitions cost more than $5.5 billion. Although ExactTarget
procured Pardot for $95 million, Salesforce got $2.5 billion for ExactTarget. It has eventually
turned the industry into a strength that few big players like Prophet, IBM, Salesforce and so on
manage.

The cost of marketing automation stages has turned out to be low, however, and many smaller
companies will interact with the decision to show marketing automation. The downward cost is a
result of the market's oriented concept now in time. This assistance does not necessarily require
more collaborations to accept marketing automation, but the design of the systems does continue
to change accordingly. Not only that, as innovation continues to improve, automation providers
can find new tools complementing the latest innovation.

3.3 e-Leader Sales Automation History

ELeader has built its tactical position on the international market by offering highly
sophisticated mobile applications (solutions that help control and sustain all point-of-sale
operations using smartphones and tablets)–on the software sector with the highest FFM /
SFA class solutions (Field Force Management / Sales Force Automation). The company e-
Leader was founded in Poland in the year 2000 and its main focus is on mobile technologies;
generally mobile software creation for all forms of business (i.e. mobile software for sales
representatives). The company has been producing and designing its own products from the
very beginning. Within its organization e-Leader has a professional R&D team that
constantly works on creative approaches in the area of product management and mobile
finances. The key moment in the history of e-Leader was the year 2004, in which the
company introduced an incredibly groundbreaking product focused on the use of
smartphones as computer terminals (Nokia smartphones with Symbian OS). For the first time
in the world, the use of cell phones instead of portable computers and palmtops gave the end
users an advantage in terms of lower cost of purchasing and maintaining equipment and ease
of usage. As the world's first business, e-Leader has combined mobile applications for field
representatives with a module that can automatically collect store exposure information by
taking a single shelf, smartphone or tablet image.

E-Leader has been one of the top producers and suppliers of mobile apps, appreciating the
exceptional possibilities of e-Leader's products, several years of experience and collaboration
with the largest manufacturer of mobile devices in that span of time. Both Laptops and
Smartphones. The organization has since piloted thousands of applications and developed a
rich set of references, which are the best evidence of the high quality of goods and services in
over 80 countries around the world.

Foreseeing the rise in demand for mobile-set goods, eLeader has invested in the production
of a new solution sort. In 2007, eLeader unveiled its newest offering at the Mobile World
Congress in Barcelona-mobile banking in the form of a smartphone application. This has
become a groundbreaking and innovative multiplatform approach-the company has very
rapidly become a leader in mobile banking applications in Poland and the Middle East. At the
same time, e-Leader has developed a version of the Sales Force Automation program for
helping field employees on Windows mobile platform.

E-Leader is a stable business that appeals to new consumers with its litheness and develops
its goods according to the needs of the consumer. Effective partnerships and confidence in
the concerns of the consumer are a great insight to a creative thinking; in terms of current
goods as well as the industry in general, which is going through constant changes in the era
of the technological uprising. The subsequent approach of the organization has always been
based on the vigorous competitive behavior from its market place. The most important aspect
of e-Leader's strategy is creativity, in so far as we look deeper in this matter, creating a
mobile solution that meets every need.
Chapter 4. Methodology

It was important to consider the possible bottlenecks for the sales automation program across
BATB's sales / trade marketing department, and to achieve the least business disruption once
the system was introduced. A survey and multiple insightful interviews through various
levels of the sales team have been performed to determine the possible bottlenecks.

4.1 Data Source

The data collected here are secondary data, which were obtained by the Customer Interaction
Manager Mr Shah Md Junayed's interview, because it was difficult to interact directly with
the area forces of different countries. The following are the information flows:
4.2 Pre-launch Survey

A random sampling method was used where representation of different layers of FF were
ensured in following manner:
Throughout the survey, the familiarity of the smartphone between different sales team layers
was established. We also tried to understand the degree of change resistance, their level of
education and their perspectives on the overall cycle of sales reconciling. In addition, we
have conducted insightful interviews to understand the reasons for the resistance to change
and the general understanding of automation. The DIs comprehensive implementation plan
was built based on the interpretation of this survey and results. The survey results are as
follows:
From depth-interview following points were identified from different workgroups:
After analyzing the survey the following are the positives and concerns about the different layers
of field force:
FF Workgroup Positives Concerns
Sales Representatives  Automation of sales
does require
streamlining.
 Hand calculation
elimination would
help reduce workload.
 High cash
accumulation and
stock distribution
incentives.
 Fear of work cuts
Sales Supervisor  Automation will
reduce the workload
of mediation with
backend in particular.
 The success of team
member monitoring
 Manual memo
management
 Not used to
smartphones
 Fear of losing the app
due to non-
accountability
 Initial reluctance to
make too many errors
 Awkward monitoring
of movement [Retailer
resistance.
 Not sure if SRs might
be putting orders in
computers.
 In the case of a
breakdown of the
network or no power,
 can improve how normal activity
significantly. will operate.
 Information would be  Manufacturer
easier to handle. opposition.
 It will be easier to
track promotional and
other commercial
offers.
Go Down Keeper  Morning and day-end  Manual reconciliation
reconciliation stock process capacity.
allocation will  Mobile app not
become easy & quick. familiar.
Sales Manager  Automation will  System stability, in-
reduce the workload house and on the
for the members of its market.
team.  Resistance of SRs &
 Business and SSs handling
employee SR output transition.
monitoring will be  Manufacturer
easier. opposition.
 Growing risk of
misconduct.
 Efficient and efficient
management of data;
Business Manager  Elimination of  System protection.
workload.  It will be difficult in
 FF will be able to the event of a network
invest more failure or no-operating
substantial time on the the service.
market. Easy to track  Members of the FF
results. Opposition.
 Malpractice would
diminish.
 Facilitating the billing
process, too.
 Reconciliation of cash
& stocks will take less
time
Distributors  Malpractice is going  Initial investment
to decrease. relevant.
 Lower likelihood of  Concern over
error as cycle settles. increased overhead &
maintenance.
In summary, deep-seated interviews showed that other workgroups are more or less open to sales
automation other than SRs & Godownkeepers. The SRs and Godown Keepers ' key concerns are
related to the non-familiarity of the smartphone and the habitude of the current manual activity.
However, by reducing backend sales reconciliation jobs, most workgroups feel the need to
reduce workloads. Additionally, if automation helps reduce the workload, the SRs & Godown
maintainers are willing to try the move. The FF leaders have emphasized that retailers may also
be resistant to change because they are often used to manual memo processes. Sales Manager &
Business Manager are primarily concerned about implementing the sales automation and how the
FF members can handle the transition. We are also worried about system & network stability, or
failures in electricity. The distributors are open to the concept of sales automation but are
primarily concerned with enormous initial investment & higher operating costs.

Based on these concerns, a comprehensive strategy was designed for the implementation process
incorporating intensive preparation, simulation & trial time, appropriate safety measures.
Distributors ' concerns about initial investment were resolved with the organization offering
distributors a higher winfall benefit, compensating for the investment sum for system and
computer procurement. In addition, the process was maneuvered in such a way that by
integrating thermal printers with higher longevity the overhead remains manageable. In addition,
a vigorous awareness raising program was designed during the launch to ensure the retailers ' full
buy-in.
Chapter 5. Implementation of the PRISM-Sales Automation Campaign

Smooth roll out requires activities for Pre – launch, launch and post launch:

i) Pre – Launch ii) Launch iii) Post – Launch

a. Pre-requirements for a. Communications launch a. Promotion Appraisal
Device Initialization b. Start & Trigger Help b. Reward outlay
b. Communications c. The promotion of the field c. Settlement Bill
Transition c. Back End force (W2 & W3) d. Start assessment &
Exercise d. Coordination regionale learning sharing
d. Briefing to FF
e. Training sessions FF Front
End / PDA
f. Family session / FF
Promotion (Week 1)
g. Growing PO