RASNA PVT LTD.

PRESENTATION ON

SUPER STOCKIEST NETWORK

INTRODUCTIONThe company was incorporated in 1992 and is

based in Ahmedabad, India. The 275 crore,

Ahmedabad based company, has made Rasna, into

one of the most recognized brands in India. Rasna

has 6 regional offices and a strong distribution

network including, 4, 00,000 direct retailers and 7,

00,000 in-direct retailers. It has 24 warehouses and

2000 stockiests across the country. Apart from an

extensive network in India, Rasna also has offices in

USA, Dubai and Bangladesh and a manufacturing

base in U.A.E and exports to more than 40

countries across the world.

OBJECTIVE Segmentation

Targeting

Positioning

LIMITATION

Lack of inventory management Lack of time

Change in demand with the fluctuation in weather

MARKET DIMENSIONS

Rasna Pvt. Ltd. as one of the fmcg company in India has its own way of doing the business. Rasna has divided the market into two dimensions. One dimension is the MODERN TRADE and other dimension is the SECONDARY MARKET.

WORKING PROCEDURERasna identifies the key territory of business in a city. After identifying the key territory they recruit TSM (Territory Sales Manager), who are given the responsibility of that key territory and may be more than one key territory and given the target in order to generate sales for Rasna. In order to generate sales, TSM recruits TI (Territory In-charge) who is given the responsibility of any of the one territory which comes under his TSM. The job of the TI is to visit the shops which come under the territory assign to that TI and get the orders from those shops. Now the question arises that after getting the order from different shops how they will fulfil their demands. So both the TSM and TI appoint a stockiest. The TI after getting the order approaches the stockiest and informs the stockiest about the order and the stockiest thereby fulfils the orders.

 

STOCKIEST

Stockiest is an intermediary or third person who

purchases the goods from the depot of the

company and with the help of the company

representative such as TSM or TI, sells the goods to

the retail shops, wholesaler or retail outlets.

TYPES OF STOCKIEST

Super Stockiest

Sub Stockiest

RESPONSIBILITIES OF TRAINING IN-

CHARGE(TI)

Preparing daily sales report

Preparing closing stock 

HANDLING SALES IN REGIONAL TERRITORY

WEEK 1 & WEEK 3

DAYS ROUTE

Monday Uppal

Tuesday Mallapur

Wednesday Lalapet

Thursday Shitafalmandi

Friday AS Rao Nagar

Saturday Malkajgiri

WEEK 2 & WEEK 4

DAYS ROUTE

Monday Nacharam

Tuesday Neredmet

Wednesday Sainikpuri

Thursday Tarnaka

Friday Habsiguda

Saturday Moula Ali

SALES IN DIFFERENT ROUTES

Adopting the sales pattern of the Rasna, the following sales was generated in terms of Rupees from the period 18th March 2010 to 31st May 2010 from the 12 different routes.

ROUTES AMOUNT OF SALES

AS RAONAGAR 50387.4

HABSIGUDA 57763.85

LALAPET 46236.54

MALKAJGIRI 39031.65

MALLAPUR 44471.93

MOULA ALI 49521.48

ROUTES SALES

NACHARAM 49206.79

NEREDMET 39809.16

SAINIKPURI 35099.23

SHITAFALMANDI 45532.07

TARNAKA 76940.95

UPPAL 34786.12

ANALYSIS OF SALES

As Rao Nagar; 50387.4; 9%

Habsiguda; 57763.85; 10%

Lalapet; 46236.54; 8%

Malkajgiri; 39031.65; 7%

Mallapur; 44471.93; 8%

Moula Ali; 49521.48; 9%Nacharam; 49206.79; 9%

Neredmet; 39809.16; 7%

Sainikpuri; 35099.23; 6%

Shitafalmandi; 45532.07; 8%

Tarnaka; 76940.95; 14%

Uppal; 34786.12; 6%

Route Wise Sales

SWOT ANALYSIS OF RASNA

STRENGTH

Different Varieties Rasna at low Price

Weakness

Unsolved DGR Unavailability of stocks at depot

OPPORTUNITY

Launch of new product More Routes

Threats

Competition Loss of Stockiest

CONCLUSIONWith the end of SIP at Rasna, I arrive at the conclusion that Rasna as one of the fmcg companies has its own way of doing the business as compare to other fmcg companies. Doing training at Rasna was an challenging task because as Rasna is a seasonal product and the demand for the product prevails during the summer only, so the employees of Rasna have to work very hard for 4 months that is from February to May, in order to get the sales generated. Through this project I came to conclude that how Rasna does its business through the distribution channel, I came to conclude that how Rasna divides the work among their employees and how the sales target is set for them. Through this project I came to learn that how to generate the sales of seasonal product and how to liquidate old stocks.

RECOMMENDATION Retailer margin should be increased in order to encourage the retailers to keep the stock of Rasna in large volume and sell that stock.

There should be enough stock in the depot so that there is no scarcity of stock and as a result the stockiest gets the required stock when demanded.

 

The representative of the company such as TSM and TI should prepare the DGR in time and thereby, should make the settlement of the damage goods in time.