Documente Academic
Documente Profesional
Documente Cultură
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Table of Contents : Page no.
1 Definition........................................................3
2 Types /
Classification..........................................4
3 Modern Trade Distribution Processes...................... 7
✔ Sales Process –
Primary Sales –Order, Invoice & Delivery
..................................................9
Tertiary Sales
✔ Activation
Management................................................................................1
3
✔ Documentation ..............................................................................
................15
✔ Recharge .......................................................................................
..................19
✔ Support ..........................................................................................
.................24
✔ Inventory
Management ................................................................................2
5
✔ Commissions .................................................................................
................26
✔ MIS .................................................................................................
.................27
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5 Roles – SO, HO & Modern Trade Chain ..................40
Why Modern Trade Partners are seeking out Telecom Service Providers more than
before......?
• Increasing emphasis on bottom line contribution
• Exclusive value proposition for their customers
• Category Connect
• Brand Association.
• Create a new segment
• Additional Walkins
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1 Modern Trade - Classification
Based on Presence
Based On Format
Large Format
Small Format
Telecom
Non Telecom
Based on Arrangement
Direct Sale
Where sim forms part of the store inventory
Conventional
SIS Approach
Tie Ups
• Sale / non sale activity
• Kiosk type activity
• Promotions
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Modern Trade Arrangements:
Conventional:
Visibility Space
Product Placement
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Shop in Shop .........................A new approach.
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1 Modern Trade Processes
7
Si
Di
Processes Involved in MT Distribution
Sales Process –
Primary Sales –Order, Invoice & Delivery
Tertiary Sales
Inventory Management
Activation Management
CAF Management
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Recharge
Commission Management
MIS
system
stribution
ngle entry
philosophy:
Order Fulfilment – 2 Scenarios
Nature of Arrangement:-
➢ Direct on a principal to principal basis with the chains
Ship to One
Ship to Many
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4.
3.
2.
1.
Operator
Custome
Outlets
r
Ord
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Primary sales process :
Process Objective
The objective of the process is to receive orders centrally and align circle-wise, generate subsequent
orders, update Performa GRN as and when it’s closed.
Process Description
This process describes means to give PO and circle wise dispatch details to UWL. This results in
execution of order fulfillment process in ERP. UWL then generates Invoice resulting in execution of
dispatch process in ERP.
The Performa GRN generated is updated and closed as soon as the complete order is fulfilled else new
invoice is generated.
➢ This process requires Modern Trade chain to give PO to SO with dispatch details circle wise.
➢ Output: Detailed Dispatch Details/P.O.
➢ Manual
This process function receives PO and releases circle wise dispatch details to the order ERP
➢ Input: Dispatch Details
➢ Output: ERP updating
Manual
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3 Order Fulfillment process in ERP
4 Generate Invoice
This is a decision making activity to check whether complete order is fulfilled or not.
➢ Input: Generation of Performa GRN
➢ Output: Updation of Performa GRN
END
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Tertiary Sale : - Outlet to Customer
➢ Prospective customer walks in to outlet with photo, original & copy of POI, POA
➢ Show product & promotions and persuade to purchase product.
➢ Purchase? As per willingness of the customer to buy SIM further processing is done
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➢ New Docs Available? This step requires checking if new documents are available for satisfying
eligibility/validity criteria.
➢ Inform the customer of discrepancy - describes counts on which a customer eligibility has failed
and discrepancy in existing document make him ineligible.
➢ Complete CAF for Chain / outlet section -The process requires filling up of sections that are for
official use and is furnished to the representative in advance
➢ Select specific SIM - As per customer selection specific SIM/HBO is selected as per this process
➢ Activation Successful? The MTR should check if the SIM has been successfully activated
➢ Check with Channel helpline for SIM defectiveness - done in case of any defective product
Replacement to customer & Sales return process – pre defined process
Sim Activation
End to End Recharge rights at Outlets
Tracks activation of SIM cards down to each Retail outlet, MTE and Chain.
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SMS sent b
ACT
Process Steps: Sim Activation
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1. Sales Transaction – New Sale
Customer submits the duly filled CAF at outlet.
Checking of CAF & other relevant documents.
2.CAF Validation
Outlet may send Activation request through SMS / STK MTR after verifying the CAF & documents sends
the MSISDN activation request through either SMS or STK menu.
7. Send info to DMS for incentive and commission calculation and CAF Management
After successful activation inform DMS for CAF & Incentive/Commission management for the
channel partner.
Documentation
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The relationship with the customers starts at this phase. A hassle free process motivates the
modern trade chain to sell our product over competition & delights a customer.
• Barring Protocols
• Support System
Retail Outlet
CAF Flows : Process Steps
Collects CAF/Doc
From custome
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Sr.No Steps Description Timelines Responsibility
1 Courier Agency / doc boy will pickup Daily As per Retail Outlet/
the CAF from the Outlet as per the defined Promoter
Document time scheduled and will acknowledge Timelines
Flow the summary sheet.
2 All CAF collected from the outlet Daily As per Courier Agency
will be submitted at document defined /Doc Boy
Document agency / predefined collection points Timelines
pick up &
Audit
Quality 18
Check
Final
Warehousin
Scanning
Upload
Report
&
Indexing
g
Barring Protocol
Recharge: -
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A) Oxygen / Euronet
Most popular way for recharge.
B) ELoad
C) RCVs
Store Requirements:
Master MDN
STK Functionality 128 K
Balance Transfer Rights – Mapped Outlets
Scratch cards
Distributed and stocked like SKUs. Customer purchases scratch cards at a sales outlet, scratches off a
refill code and call IVR to recharge his/her account with the code. Customer may recharge own
account or someone else’s prepaid card upon specification of MSISDN.
Eload :
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The solution is based on a hierarchical user structure consisting of a network of Modern Trade Chains
and its respective Retail Outlets through which the eLoad solution transfers credit between accounts.
Scratch card IVR Dial XXXX. Enter code Voice confirmation of new
balance and validity
USSD Enter ##xxx** confirmation of new balance
and validity
Circle Role
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• Finance/Commercial person to generate a new Customer Code in SAP for the Chain, which is to
be mapped for Eload
• Finance/Commercial person to map the necessary details of Distributor in SAP mandatorly as
per the Account process document.
• Finance person to inform the new Customer Code, Storage location code & Eload relevant
details to the Eload system as per the Account process document.
• Retail Chain to be correctly configured in SAP with all relevant details in SAP & Eload system
• Circle to register the outlets under the selected Chain using the Distributor login & password
through Eload web portal.
• All changes wrt addition / deletion of outlets needs to be done regularly.
• Safe custody of master & outlet sims is primarily the responsibility of the chain, though all
necessary / help action needs to be extended in case of lost / stolen eload sims.
• MTE to track the transactions on daily basis that happen within the chain & outside the chain
I.e., to the end customer.
The following steps show the actions involved in placing a credit order
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✔ The Modern trade partner will need to transfer the amount of money for the order thru RTGS.
✔ The users will enter the order. The payment details will be entered (payment instrument details)
when the order is placed.
✔ SMS notification shall be sent for notification when an order is placed to designated numbers
(configurable numbers).
✔ Operator Sales Support can login to the system and look at the current pending requests.
The following steps show how UW will approve a credit transfer to Modern Trade Chain.
✔ Finance will perform off-line check for the payment and approve the order
✔ The status of the order becomes Approved.
✔ Now the chain may start accessing this newly processed balance and transfer it to Retail outlets in
the following ways : -
Push Method :
Chain, from its Master MDN transfers balances either thru portal or thru SMS to each individual outlet.
Confirmation sent to outlet & chain master MDN.
Pull Method :
✔ This transfer process is initiated by the Retail outlet who may use a mobile phone or Web UI to
send an electronic request to the Distributor MSISDN with the Credit amount specified
✔ An electronic message shall be received by the Chain.
✔ The Distributor responds to the request. A confirmation message, showing the summary of the
transaction, should be displayed to both the Distributor and the Retailer.
✔ A SMS message showing the transaction summary will be sent to both the Master MDN and Retailer.
It will also show the Distributor and outlet current Reload Trade Credit balance after the
transaction.
✔ All detailed transaction reports should be captured – Chain & Outlet levels.
The following steps show how a Retailer can sell credits to a Subscriber:
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➢ Subscriber will contact a Retail outlet to request for recharge. Money will be paid then
The Subscriber will give the retail outlet the target MSISDN to be reloaded and the amount
to be recharged.
➢ The Retail outlet will initiate the sales process by using his Mobile phone and send an
electronic request to the target Subscriber MSISDN.
➢ A confirmation
Retail outlet will complete the Sale by verifying the MSISDN and the amount
➢ SMS Notifications
A SMS showing the transaction summary is sent to both the Retail outlet and Subscriber
immediately. It will also show the current Credit Balance for the Retail outlet and Subscriber
respectively
➢ Failed Transactions
Should a transaction fail to complete in the prepaid billing system, a full roll back will occur
and a notification SMS will be sent to both the Retail outlet and Subscriber. The roll back will
occur if the transaction is timed out from receiving a Reload Success message or a Reload Error
message from the prepaid system.
➢ During rollback process, the transaction record data will not be rolled back. Instead, the
record will be marked "rolled back”
Owing to various compliances, a prepaid Customer gets Barred / Suspended for various reasons like:
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✔ CAF not received.
✔ CAF Rejected.
✔ AV Negative.
✔ AV in process.
✔ Missing CAF.
✔ Defective CAF.etc
The customer visits the retailer with the query with the expectation of timely resolution for his
barring/suspension. In such situation the retailer has very few or almost no source to get the right
information about the customer barring/suspension, in turn he is helpless leaving the customer
with no resolution of his problem.
Also, A customer might face other issues like recharge not done, balance transfer etc.
Complaint Management
Apart from above, Modern Trade executive mapped to the concerned store needs to share the detailed
SLAs and escalation matrix with each outlet.
In case of failure/disputes/issues on transaction, outlets need to raise a complaint.
Inventory Management:
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✔ At launch
✔ New Stores being added
3 Set Stock Levels mutually set up with the retail chain for each outlet
Commission management
Detailed Cost of Acquisition policies & workings shall be shared with the respective circles month on
month, relevant portions of which will need to be shared with the chains handled at circle level.
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1 Commission / Earnings Structure: -
SUK Margin
Back end margin ( CAF + First Recharge )
Slab based Incentive ( If Any )
3 Commission management to retail levels based on AON, ARPU, churn, volume etc.
4 Payment Mode : -
➢ cash
➢ credit note
➢ eload
5 It is proposed to have a Flexible commission structure for Modern Trade Chain which allows
calculation of volume, value, usage and churn analysis at outlet level – daily weekly, fortnightly,
monthly etc.
7 Ability to allow for a part of the commission to be paid upfront for SUK (at the time of billing).
Ability to reconcile the balance after activation which can be settled on a predefined frequency.
MIS
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• Coverage: Sales, stocks, market coverage, trends, competition, compliances, Quality
Targets for the current year and the key performance areas
Stocks related
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Job Title: - Modern Trade Head - Circle
Function: - Retail Circle Retail Head
Reporting to: Circle Retail Head
Working Relationships: - Store Managers, Store Staff,
brand Staff
P1 P2 P3
Promoters: -
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Job Title: - Modern Trade Executive ( MTE )
Function: - Retail
Reporting to: Circle Modern Trade Head
Working Relationships: - Store Managers, Store Staff,
brand Staff, MT Head
Role :
Develop relationships with key staff across all levels of Retail Chain.
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Role :
MIS / Reports
Inventory Management
Manpower Deployment
Apart from direct visits to the store, MTE shall monitor outlets primarily thru regular
morning briefs
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This should cover previous day performance / highlights......
• Sales
• Target for the day
• Communicate new product / process info
• CAF status – pending / rejections etc.
• Marketing material related.
• Stock highlights, if any
• Competitive info, if any
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The report is to be developed during the beginning of 1st week.
To alter / retain the plan based on additional staff requirements if needed.
✔ Business pattern (e.g., no. of customers, transaction value) by day of the week,
✔ Stock Availability
Store Meetings:
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✔ Prepare agenda for weekly meeting: category sales, best sellers, promotions,
competition etc.
✔ Discuss Compliances
Documents, first recharge, usage etc
✔ Availability of stock
Circle MT Head to map stores in a geography to MTE, ensuring a coverage of 20 -25 outlets per
executive within a geography.
MT head & MTE to jointly workout a beat plan for store visits.
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Key deliverables & Action plan – weekly / monthly to be firmed up.
Beat Activities
1 Sal
2 S to
3 S
3 35
S
Job Title: - Outlet Promoters
Function: - Retail
Reporting to: Circle Modern Trade Head
Working Relationships: - Store Managers, Store Staff,
brand Staff.
Role :
For SIS Outlets : Maintaining space allocation & looking after the
general maintenance & the upkeep of the fixture.
Inventory Management.
Promoters at Outlets
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Promoters allocated to stores are brand ambassadors of UW and do all that is
necessary to project the right brand image.
Builds and maintains formal & Informal effective working relationships with
colleagues & team.
Training
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It is imperative to have a staff training strategy in sync with the Sales strategy in place
for the company. The promoters must have –
D a yD u r a t io n
1 2 O
New Promoter Training
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The objective of this training is to acquaint the new employee into the culture of the business
as well as getting the new recruit acquainted with the systems and compliances required out
of him.
The responsibility of preparing and maintaining the training schedule lies with the Training
team in conjunction with the Modern Trade Executive.
✔ The permanent venues for screening and short listing candidates for UNINOR on a
round the year basis. Run co-branded short-term stratified training for sub prime
candidates.
✔ Hero Mindmine will be compensated for resourcing and training effort as per model.
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Having defined the high level business scope of the manual, we need to identify right balance between
the central vs circle functionality.
Modern Trade shall be a unique and differentiated distribution model, requiring strong technology and
process support, utilizing strong 3rd party relationships both centrally and in each circle.
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✔ Distribution of SIMs, RCVs, handsets to POS within the defined territory.
Optimum store Allocation
✔ Invest in stocks and maintain minimum level of inventory.
✔ Financial Discipline.
✔ Back office & MIS operations.
✔ Fulfill regulatory norms i.e. documentation tracking & compliance.
✔ Push for better quality of acquisitions.
✔ Achieve business targets i.e. activation & revenue.
✔ POS system support to manage all sales transactions
Regular price updates etc.
✔ Share MIS / reports to review performance
Sales & stock reports to be shared regularly.
✔ Offer transactional support at outlets
✔ To remove discrepancies in physical stock taking.
Exclusive Arrangements:
Modern trade walkin is typically brand agnostic and carefully evaluates all choices at hand.
Also, with reduced product differentiation operators are vying with each other to offer exclusivity and
modern trade chains offer a platform / medium for the same.
Besides, there are also intangible benefits wrt visibility brand building etc.
Besides, there shall be some other important elements but does not get covered in the SAC budget, but
considered important.
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End
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