ZA Consulting

Emergence of new age commerce

A pertinent post by our founder and principal consultant #workculture #toxicboss

IN SALES: HOW YOU DRESS DOES MATTER   Much debate has happened whether salespeople should wear formal attire or casual or just anything will do? At ZA Consulting, with over a century of combined experience in sales and related functions, we have formed a point of view. Overview: In sales (except tele sales), the salesperson meets the potential customer and is visible to them. So how the salesperson looks becomes a part of the communication package in the sales call, inadvertently. Now if this is part of the package that will determine the success or failure of the selling effort, should a salesperson not hone it to make the maximum impact? It is the same as working on improving the sales call. ZA CONSULTING SUGGESTIONS FOR TURNING OUT SMARTLY for MEN: Dos (Top to bottom): 1.      Hair combed in orderly fashion. “NEATNESS” is the operating word. 2.      Neatly managed facial hair 3.      Clean, ironed shirt. Neutral colors preferred. Company shirt is the best. 4.      Dark Trousers 5.      Clean/Polished shoes Don’ts (Top to bottom) 1.      Unkempt / un-combed hair 2.      Unruly facial hair: AVOID 3.      Gutkha/Paan/Chewing Gum: NO 4.      Body Odour: NO Young people at the start of their career often rue the fact that they are unable to invest in branded clothes. For us, branded clothes are not even needed. Clean, well-fitting clothes will do very well. NEATNESS remains a guiding principle for the ladies in sales function too though we will have a separate post on that. Many of you would have seen the impact of dressing in sales life. Please share your views in comments. #dressinginsales #salesexcellence #Salespersonnel #winninginsales #welldressedinsales #howtodressinsales  Suresh VenkatArvind VenkatacharyS P SubramanianSuresh Ramachandran

RESTORING GROWTH : THE POWER OF BALANCED COVERAGE We were approached by a company that was in the business of selling medically oriented, consumer opted products. These products did not need a prescription to be purchased and were not even under drug license. The challenge that the small company was facing was a complete stagnation in growth in the last three years. Prior to that, they had grown steadily for 12 years. What had gone wrong? We worked with the team in the market for a week in two different Regions. The sales team was competent and knew their work. The quality of calls was good. The market coverage was uniform and fairly well done. Daily coverage of 30-35 chemists at pre agreed frequency. The coverage plans were well defined and followed. In fact, all the chemists confirmed that the sales person had become more regular over the last 2-3 years in their frequency of visit and supply was also good. So why had the growth stopped? In some conversations with chemists, we picked up that there was more demand for a competing brand, which had come to market in the last 5-6 years. The new brand was similarly priced and margins were same too. Over the customary chai breaks, a couple of veteran sales managers opened up. When we asked them how they were getting growth earlier, they said we used to also visit doctors. That used to generate prescriptions. Now, while we had introduced more innovative products, the doctors did not know about them. So, the patients did not ask for them. The competing brand was going to the docs and were able to explain their products to the docs. It had so happened that the company had appointed a new CEO with good FMCG background, 4 years back. He had visited the market and seen that the waiting time at doctor chambers was bringing down the efficiency of coverage. To bring in efficiency, he removed the doctor coverage and added more chemists. His premise was that the products did not need prescriptions. So while the coverage efficiency improved, the demand slowly reduced. Also, the company used to get ideas for innovations from the practising doctors and was able to come out with more innovations. That also had become a trickle.   We had a meeting with the CEO and explained the impact of losing touch with doctors/HCPs. He saw the merit of our findings and immediately agreed to rework the coverage and start the training of the team. In 6 months, we made a Hybrid coverage system where the team called upon HCPs and also chemists. The growth started coming back.   #SalesStrategy #HealthcareSales #Pharma #GrowthHacking #Leadership #MarketCoverage Sandeep Zutshi Suresh Venkat Arvind Venkatachary S P Subramanian Jawed K Sheetal Mahurkar-Mukherjee Vivek Bhatnagar

Impact of AI in FMCG Sales Mgmt in next 1-2 years   One of the most exciting developments on the horizon is the integration of Artificial Intelligence (AI) into our sales processes. In the next 1-2 years, AI is set to revolutionize the way we approach sales, making us more efficient, data-driven, and customer-focused than ever before. Some areas where we see AI playing greater role in sales management:  1. Enhanced Sales Forecasting and Inventory Management: AI will transform how we predict sales and manage inventory. Advanced algorithms can analyze vast amounts of historical sales data, market trends, and external factors to provide highly accurate sales forecasts. This will help sales teams optimize stock levels, reduce waste, and ensure that products are always available when customers need them, directly impacting our bottom line.  2. Personalized Customer Interactions: AI-powered tools can analyze customer behavior and preferences at a granular level, enabling sales teams to tailor their approaches to individual customers. Imagine having real-time insights on what each retailer needs, when they need it. This will enhance customer relationships, increase sales efficiency, and boost conversions. 3. Optimized Route Planning and Field Sales Efficiency For field sales teams, AI can optimize route planning based on real-time traffic data, historical data, and customer visit frequencies. This will reduce travel time, lower costs, and increase the number of customer visits per day, ultimately boosting sales productivity and reducing fatigue for our sales teams.  4. Real-Time Sales Coaching AI can be a real-time coach for sales representatives, providing them with data-driven suggestions during sales calls. Imagine an AI system that listens to a sales call and provides instant feedback on objections handling or suggests cross-selling opportunities based on the conversation. This level of support will build sales performance and provide continuous learning opportunities.  5. Automating Routine Tasks AI will automate many routine tasks, such as data entry, order processing, and report generation, freeing up valuable time for sales teams to focus on what they do best—building relationships and closing deals. This increased efficiency will enable teams to achieve more with less effort, enhancing overall productivity. Looking Ahead The integration of AI in sales is not about replacing the human touch but enhancing it. AI will empower sales teams with better insights, tools, and efficiencies, allowing them to focus on strategic decision-making and customer relationships. As we embrace these technologies, it’s important for sales professionals to stay curious, continuously upskill, and adapt to this evolving landscape. The future of sales is bright, and with AI on our side, the possibilities are limitless   #SalesLeadership #FMCG #AI #FutureOfSales #Innovation #CustomerCentric Sandeep Zutshi Suresh Venkat Vivek Bhatnagar Arvind Venkatachary

Area Sales Manager Span of Control At #ZA consulting when we build the #Sales Strategy and #GTM for an organisation, #Sales structure and heirarchy is a critical part of that process and the one constant question that we get is how to decide on the span of control of a Area Sales Manager. The structure employed by an established and large FMCG company will not work for a medium or a small or new organisation. Here are some considerations for determining the appropriate span of control for an Area Sales Manager: 1 . Nature of the Sales Process: -Complex Sales: If the sales process is intense and involves multiple metrics - Simple Sales: If the sales process is straightforward, with a focus on volume 2. Geographic Distribution: - Concentrated Area-If the Sales is focused in a limited geographic area - Dispersed Area- When sales are spread over a wider expanse of area and distance . 3. Product and SKU Portfolio : - Extensive portfolio -If the number of categories and SKU’s are very high - Limited Portfolio - When there are limited SKU’s to sell . 4. Use of Technology: - High Tech Integration: CRM and Data analytics - Low Tech availability : Manual data collation and communication 5. Distributor/channel partner involvement - Extensive involvement : The distributor provides the primary sales and supply team - Low Involvement : Company is responsible for order generation and collation and distributor is responsible only for supplies 6. Experience and Skills of the Sales Team and Manager -Experienced Team: A team with experienced and skilled sales team - less experience/low skill : Team with less experience need more guidance There are other subjective and overarching corporate criteria which would also determine the span of control 7. Performance Expectations 8. Rate of growth and pace of expansion 9. Organisational Structure Generally, a span of control between 5 to 12 direct reports is common, but this can vary based on the specific circumstances and needs as outlined above. Sandeep Zutshi Suresh Venkat Arvind Venkatachary Vivek Bhatnagar Sheetal Mahurkar-Mukherjee S P Subramanian Suresh Ramachandran

Sales Leadership at ASM level makes a huge difference An Area Sales Manager (#ASM) in sales Hierarchy is one of the initial #salesleadership positions. How much of a long-term difference can it possibly make to a company’s fortunes? The answer is: A Lot! Some time back we were retained by a company for helping them grow sales in Southern Region. During detailed discussions, we found that they were doing poorly in all southern states except in Telangana. So, why were they #market-leader in Telangana? While doing field work, we met the ASM of Telangana and worked with him. And here lay the reason for their immense success in the state. The ASM of Telangana was a person with about 15 years of work experience. Initially he was very quiet and answered our questions almost shyly. We started work in the market and he was a completely different person there. One tea break later he opened up. He told us that as long as he led the sales of the state, his company would be the market leader. Period. He would have it no other way. We worked extensively with him and came back thoroughly impressed. Some key points we noted: Firstly, a #winningbelief. He believed that he could win. Secondly, he instilled the same belief in his team by working with them and teaching them how to win. Thirdly, focus on Distribution and Display. He said to his team that you can control these two key deliverables in the market, so make them the best. Finally, an ability to build lasting #relationships. Wherever he went, he was warmly greeted and some conversation happened before business started. And all this had helped him create his oasis: his state, in the otherwise barren region for the company. Note: While he was absolutely fluent in the local language, his English communication was poor and he shared that he had cleared his graduation after a gap year. He was not one to impress interviewers by either his CV or his communication. Till you spoke in languages he spoke and accompanied him to his Karm Bhoomi: the market.   You can draw your conclusions from our experience.   To all the ASMs and RSMs out there: You can make a HUGE difference, what is stopping you? #talentdevelopment #salesleadership #asmsales #salesleader #winnerinmarket

Write back with your views and experiences on this... Sandeep Zutshi Suresh Venkat Arvind Venkatachary Suresh Ramachandran S P Subramanian Vivek Bhatnagar Jawed K Sheetal Mahurkar-Mukherjee

𝐌𝐚𝐧𝐮 𝐁𝐡𝐚𝐤𝐞𝐫 𝐚𝐧𝐝 𝐂𝐨𝐚𝐜𝐡 𝐉𝐚𝐬𝐩𝐚𝐥 𝐑𝐚𝐧𝐚: 𝐀 𝐋𝐞𝐬𝐬𝐨𝐧 𝐢𝐧 𝐏𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥 𝐆𝐫𝐨𝐰𝐭𝐡 Manu Bhaker's rise in the shooting world was meteoric. Her talent, dedication, and sheer willpower catapulted her to the international stage, earning her accolades and medals. Behind much of her success was the guiding hand of coach Jaspal Rana, a former world champion shooter who turned to coaching to impart his vast knowledge to the next generation. However, reports of disagreements between Bhaker and Rana surfaced some years back. The reasons for their fallout were apparently multifaceted, ranging from differences in training methods to communication gaps. Bhaker, known for her fierce independence, clashed with Rana's authoritative coaching style. The friction reached a point where their professional relationship got damaged. 𝐓𝐡𝐞 𝐏𝐚𝐭𝐜𝐡-𝐔𝐩 Despite the fallout, the undeniable fact remained that Rana’s coaching brought out the best in Bhaker. Recognizing this, and with the larger goal of excelling in their sport, Bhaker and Rana reconciled their differences and Rana started coaching her again as both parties realized that their common goal of achieving excellence outweighed their personal differences. The reconciliation of Manu Bhaker and Jaspal Rana offers several valuable lessons for anyone striving for professional growth: 1. Focus on Common Goals: In any professional relationship, focusing on shared objectives can help bridge personal differences. For Bhaker and Rana, their mutual aspiration to win and excel was the foundation that helped them reconcile. 2. Open Communication: Many conflicts arise from misunderstandings. By fostering open communication, issues can be addressed before they escalate. 3. Flexibility and Adaptability: Both the coach and the athlete demonstrated flexibility. Rana adapted his coaching style, and Bhaker became more open to guidance. This adaptability is crucial in any professional setting. 4. Mutual Respect: Respecting each other's expertise and experience is vital. Bhaker respected Rana's wealth of knowledge, while Rana respected Bhaker's determination and skill. 5. Personal Growth through Challenges: Overcoming conflicts can lead to personal and professional growth. The process of working through their differences made both Bhaker and Rana stronger and more resilient. 𝐒𝐮𝐦𝐦𝐚𝐫𝐢𝐳𝐢𝐧𝐠: The journey of Manu Bhaker and Jaspal Rana is a testament to the importance of putting aside smaller differences for the greater good. Their story is a powerful reminder that professional relationships, like any other, require effort, understanding, and compromise. By focusing on common goals and maintaining open communication, individuals can overcome conflicts, learn from the best, and achieve remarkable growth. In the end, it is these reconciliations and the ability to work together that pave the way for success. Sandeep Zutshi Suresh Venkat Arvind Venkatachary Suresh Ramachandran Jawed K

Learning is key to upscaling and doing things better...at all times.