PRIMARY REPORT BASED ON 60 DAYS MARKET WORK AS A NILONS’ ARMY SOLDIER IN MUMBAI MARKET NAME—-----------------------------------JOSHI SHREY NAGAR COLLEGE---------------------------------- BIMHRD (BALAJI SOCIETY) KARMA BHUMI(BEATS)---------MALAD TERRITORY(Ist30 DAYS) VASHI TERRITORY (LAST 30DAYS) OBECTIVES OF PRIMARY REPORT:- 1. To provide current information about the MUMBAI market . 2. Information about where we are lacking in implementing our strategies effectively due to various gaps. 3. Providing suggestions and solutions of those problems. AKNOWELDGEMENT There is joy in work. There is no happiness except in the realization that we have accomplished something” - Henry Ford The making of any report requires contribution from many people, right from inception till its completion. In my case also, there had been a few people who have made this happen. It was not only learning but also an enriching experience. . I am deeply indebted to MR . DIPAK SANGHVI SIR having allowed me to carry out the project successfully. I specially thanks to MR.RAJHEEV SIR who is having their unique way to motivate us. I really wanted to share this thing at this level of summer training we saw and worked with those people who are stalwarts of this field its a dream come true for me. The report which I am sending based on totally upon my experience in Mumbai market I may be wrong on some points but as this is my Ist practical experience this primary report is based on that. Final report I will be sending you before 24th of July2009 along will other summer trainees .It was really good learning in those 60 days as it is correctly said by CEO sir that market is the best teacher I tried to learn maximum from this experience and looking forward to work with NILONS again in near future as a permanent soldier of NILONS army. . “Teachers open the door, but you must enter by yourself” Chinese Proverb “ Its not because things are difficult we do not dare, In fact we don’t dare that’s why they are difficult.” KEY ISSUES IN MUMBAI MARKET 1. As Mumbai is the economic capital of our country in order to tap this huge fruitful market we need Planning, Coordination & timely implementation of strategies which can only come from implementing 4D’s in our blood these 4D’s are DISCIPLINE, DEDICATION, DETERMINATION &DESIRES which is lacking here in Mumbai. 2. Apart from CRM, VRM is can be the key for success. According to me distributor is just like heart which maintains the product delivery and service to the retailers , if VRM has not been done properly area under him can easily be paralysed and fact is that in Mumbai VRM has not been done properly. 3.Communication gap is there between- C &F A • FIELD STAFF • ASM • DISRIBUTOR TOP SO MANGEMENT EX-Our strategy of promoting our brand in retail malls has not been effectively implemented as there was lack of planning and communication gap there was no prior information from the side of nilons management to the managers of retail malls that team of nilons is coming in their stores to promote the nilons brand. As for every action there should be a standard procedure they need in written from the nilons management document explaining about our actions in advance which the Mumbai till now not able to do this. Result is in front of us. 4.There is always misplaced order from the side of C&FA .They always send what has not been ordered. EX-recently i made an order of 10 boxes of nilon’s 200 gms pouches (5 mango,2mix,3lime,1 chilli) . They sent all pouches of mix variety. 5.C&FA warehouses are not in proper condition as distributors as well as retailers complaining about foul smell of pesticides in nilon’s products i have also couriered one sample taken from the APMC market to the nilon’s house at Jalgaon (cv-900gm,batch no-01,dated-september) 6.We’r here in Mumbai to help and coordinate with Mumbai team to raise the value of nilon’s brand & positioned nilon’s as a cult brand in the minds of Mumbaikars . But after working 60 days I and my fellow members felt that Mumbai team think we’re here only to report a negative feedback against them this can be easily identified with the attitude of sales man they were afraid of us .We’re trying from our side to be as supportive as possible rest is on them. According we’re just mere cost to the company and good for nothing. 7. I also found out that there is no feeling of respect among ground staff for their seniors, I don’t want to disappoint you but every third person among field staff want to shuffle the company. 8. Efficiency and affectivity can only come if we can manage our time. Lack of time management in the system continuously reducing our efficiency here. 9.There is always a complaint from the retailers side that they are getting less number of pieces in RV box, less gram age in cherry packets. SUGGESTED SOLUTIONS OF KEY ISSUES 1. To convert a product into BRAND we need to develop trust & has to deliver what we had promised. Maintain the standards of quality of service through proper planning and execution with proper action and route plans. 2. Order should be on the same rate at which sales man took order and deliver it on the desired time. 3. Handling the disputes of distributors must be done satisfactorily. Periodical meeting should be held with every distributor (between ASM & distributor).It is necessary to maintain confidence in him for our brand and organisation. 4. Surprise visits of ASM , ASS-ASM,& SO’s on field to check whether the field staff is doing his work on time or not. Similar surprise visits should be done from the side of top management team. 5. Proper communication channel should be developed which is not there. Phone numbers should be stable and always switched-on. 6. In order to tackle the problem of misplaced or wrong dispatched of goods it is the responsibility of C &Fa to confirm the order from sales or distributor before sending the consignment. 7. Surprise visits must be done to different warehouses of distributors & C&Fa to check their condition of hygiene as there is huge replacement happening from their side. We are losing huge amount of money on our policy of 100% replacement. 8. Sales should be encouraged to do market alone as in some areas they are covering the market with distributor sales man who also promotes products of other brands due to which effective selling can’t be done. 9. In case of 5 kg –TARGET or CLASSIC pickle we can introduced one spoon in it as most of the retailers sold it open. It will increase the cost but also bring differentiation and as we all know that to achieve competitive-advantage over our rivals we have to pay that cost. 10. Launching of sachets of jams in 2rs category. 11. Promotion activity should be done with the use of display boards, banners, hoardings & by running our AD in big retail stores etc. 12. There is huge demand of ginger-garlic paste in the market we can think about this category of product if it is feasible. 13. As we use mango in most of our products we can introduce aam papad based on this core competency. 14. WE can also introduced flavoured vermicelli , pasta etc.