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BUSINESS DEVELOPMENT PLAN 2012
KOHATMARKET
Distribution: Al-Farooq TradersOwner: Haji SalehArea: PeshawarRegion: North
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PTC VISION
1st choice for every one
TM&D VISION
To achieve global leadership of the tobacco industry
TM&D MISSION
Excite shoppers to buy and customers to sell our brands in support
to the growth strategy
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Prologue
Kohat market is around 70km from Peshawar. Total industry volume isaround 15 million per month. PMP is market leader with sales volume ofaround 7 million, PTC average monthly volume is 5.5milllion. ITBs andothers contribute around 2.5million.
Kohat market has got immense business potential but due to volatilesituation of law and order especially in villages side, the businesses are
suffering a lot. Other major industries of this market are textile, and cementbut agriculture being the major occupation of the area. Kohat market sharesborder with Peshawar, Hangu, Karak, Nowshera and Attock.
We can considerably increase the market share in the high, medium and lowcategories in this area by focusing and reacting to the market trends andchanges occurring there. There is a strong need to strengthen the distributornetwork for this market as our Key competitor PMP is quit strong in thismarket.
Major brands of this market are Gold Leaf, CbPMO, Capsten Filter, MorvenGold and Diplomat. Pine and press are other two brands which are growing.
VBPs focus is required on coverage, as there are considerable gaps indistribution network. Also VBP has to improve his financial muscle forachieving committed targets.
Brand/Family Co.plan SOP SPLY Act.'10
+/-% CoPlan
+/-SOP
+/-SPLY
Dunhill Family 0 0 0 40 0% 0% 0%
B&H Family 260 351 241 337 30% -4% 40%
Gold Leaf Family 16268 18699 16956 19563 20% 5% 15%
Capstan by PallMallFamily 27777 27119 15862 23430 -16% -14% 48%
Capstan Family 13887 12397 14890 13200 -5% 6% -11%
Wills Family 0 0 0 0 0% 0% 0%
Gold Flake Family 8889 12106 11841 9085 2% -25% -23%Wills King Family 138 82 169 40 -71% -51% -76%
Embassy Family 100 106 120 100 0% -6% -17%
Total 67319 70860 60079 65795 -2% -7% 10%
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Table of Contents
1.OBJECTIVE .................................................................................................................................................................1
CRITICAL SUCCESS FACTORS (CSF) ....................................................................................................................1
A) DISTRIBUTION STRATEGY AND PLANNING................................................. 1
Rural Coverage ................................................................................................................................................. ..2Wholesale Coverage ................................................................................................................................. ........ ..3
B) SUPPLY CHAIN MANAGEMENT.............................................................. 3
Volume ............................................................................................................................................................. ..4
DD, VDD,Whole Sale Ratio ...................................................................................................................... ........ ..4
Market Share .......................................................................................................................................................4Stock Cover Days (on Hand) ...............................................................................................................................5
C) CUSTOMER SERVICE........................................................................ 6
D) RESOURCE MANAGEMENT.................................................................. 7
E) INFORMATION MANAGEMENT (DOCUMENTS, REPORTS, AND RETURNS) .................. 8
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1. OBJECTIVE
To be number one in terms of overall business functionalities, minimizemarket share difference with key competitor, and produce double digitgrowth versus SPLY!
CRITICAL SUCCESS FACTORS (CSF)
The performance objectives will cover following critical success factors:
o Distribution Strategy and Planning
o Supply Chain Managemento Customer Serviceo Resource Management
o Information Management
Detailed Descriptions of various elements within each CSF, and theirmeasures of success (KPIs) are outlined below:
A) DISTRIBUTION STRATEGYAND PLANNING
Description
To devise such a strategy in which maximum universe would becovered. Availability of key brands should be must at everycovered outlet.
Measures of SuccessAvailability of Drive brandsProper DD & VDD beatsClear and consistent pricing communication to trade100% thrice weekly coverage on volume class 1 to 7 outlets.
Gap Analysis.Availability of key brandsSome new shops has not been added to DD & VDD beatsFrequency to volume class 1-7 is not 100% thrice..
Current Status Agreed Actions Deadlines
Key brandsunavailability in certainoutlets
Unproductive outlets ofkey brands would belisted and salesmen is
Ongoing
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directed to make brandavailable there andstrong follow up
DD & VDD beatsrevision
Some new openedoutlets to be added toDRs beats and closedoutlets to be removed.
30th March
Visit frequency of DRsto volume 1-7 class isnot 100% thrice aweek.
Additional salesman tobe hired for DD Immediate
Urban Coverage Volume Class 1-7 Outlets
VolumeClass
RCMoutlets
Covered
outletsCurrent
Frequency
Covered Plan2012
PlanFrequency
12 4 4 Thrice Thrice
3 3 3 Thrice Thrice4 16 16 Thrice Thrice5 16 16 Thrice Thrice6 18 18 Thrice Thrice7 146 146 Twice Thrice8 286 250 Twice 36 Twice9 94 75 Twice 19 Twice
Total 583 528 55
Rural Coverage
TotalVillag
es
80%Villag
es
Covered
Villages
80%Cover
ed
Coverage
Plan
FrequencyPlan2012
Village
Outlets
80%village
Outlet
51 18 35 18 10 Once 321 145
Total 51 18 35 18 10 321 145
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Wholesale Coverage
TotalWholesaler
CoveredWholesaler
CoveragePlan
14 12 2
B) SUPPLYCHAIN MANAGEMENT
Description
Look after and manage volumes by keeping control on all channelsand emphasis on DD and VDD a lot more.
Measures of Success
Forecasting of sales
Proper follow up of lifting plan
Required funds availability DSD & VDSD Volume Growth over wholesale.
SOP
Gap Analysis.Issues
Lifting plan not 100% followed on certain occasions. Lack of funds availability noticed. Wholesale share is higher than DD,VDD
Irregularities in SOP achievement
Current Status Agreed Actions DeadlinesLifting plan oftenlychanged and agreednumbers on particulardate not achievedwithout any solidreason.
Each and every liftingwill be stronglychecked. No change inlifting date or numberwill be done without anysolid reason.
Immediate
Funds shortage forstock been noticed.
VBP to generate morefunds in order toachieve every monthSOP.
Ongoing
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Strong focus onWholesale as comparedto DD,VDD
Increase DD,VDD shareas compare towholesale.
Immediate
SOP not achieving onregular basis
Strong check onnumber committed perlifting. SOPachievement priority atutmost.
Ongoing
Volume
Family Volume 2011 Plan 2012 % age Growth
B&H 332 500 51%
Dunhill 40 70 75%
JPGL 19563 20500 5%
CBPM 22966 28500 24%
AY 13200 13500 2%
SX 9085 9200 1%
Total 65186 72270 11%
DD, VDD,Whole Sale Ratio
Channel CurrentTarget2012 % age Growth
DD 34 35 3%VDD 28 32 14%WS 38 33 -13%
Market Share
Share
Current
Share
Target
2012 % age GrowthPTC 36% 40% 11%PMI 46% 43% -6%
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Others 16% 15% -6%
Stock Cover Days (on Hand)
Brand ECD7 Days
ReserveValue
Reserve
B&H 40 9 32,526
JPGL 20 1900 443 1,454,970
JPGL S 20 30 7 22,973
CBPM 20 2300 537 746,155
AY 1100 257 540,851SX 20 500 117 162,194
Total 5870 1370 2,959,668
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C ) CUSTOMER SERVICE
Description
Take retail and wholesale channels onboard by building strongrelationship through solid communication and to fulfil theirany need on time and in a much better way than thecompetition.
Measures of Success
Regular meeting session with retailers and wholesalers liketrade events.
VBP strong market intelligence and visit. Timely removal and replacement of damaged goods from the
market.
Gap Analysis. W/Sale and retailers session needs to be started.
Regular market visit of VBP to retailers and wholesaler.
Complaints noticed regarding late pick up of D&D from market.
Current Status Agreed Actions Deadlines
Retail and wholesalesession are missing
Sessions to bearranged once aquarter.
April
No regular marketvisit of VBP.
VBP will regularly visitretailers andwholesalers formarket feedback andsolve any of their
issues.
April
D&D stock oftenpicked late
D&D will be pickedinstantly.
Immediate
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D) RESOURCE MANAGEMENT
Description
Manage and utilize all resources to an optimum level in order to
create synergistic effect.
Measures of Success
Average Salesmen load factor is 60 outlets/day per salesman. Salesmen mobility in accordance with job requirements.
Proper coverage of beats regularly
Training & development
Proper communication
Gap Analysis. No training or development session. Absenteeism of salesmen
Low productivity
Current Status Agreed Actions DeadlinesLack of training anddeveloping programs
Arrangement of sessionregarding improving
communication skills,selling skills etc
April
Low productivity level Improving productivityby listing out all theunproductive outletsand directing salesmento make themproductive
Ongoing
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E) INFORMATION
MANAGEMENT
(DOCUMENTS
, REPORTS
,AND
RETURNS
)Description
Accurate, credible and timely information recording and sharing inorder to produce better business results.
Measures of Success
planning processes (coverage, cycle planning, salesmen beats, lists,etc)
Accurate and timely maintenance of all necessary documents andreports (SD-9, SD-20, claims register, merchandising register, OCF, A-1)
Merchandising record timely updated. Salesmen level information in terms of total calls, productivity
.Gap Analysis.
Updated merchandising record at distribution is missing.
Late claims submission
A lot of mistakes in claims.
SD-9 not regularly updated at distribution. Absence of salesmen FSS.
Current Status Agreed Actions DeadlinesMerchandising recordmissing at distributionend.
Presence of proper andupdated record ofmerchandising
5th April
Claims are alwayssubmitted late or byasking them to prepareit.
Every 2nd of the monthto be the deadline for aparticular month claimsubmission.
Ongoing
Irregularities inupdating SD-9 atdistribution.
Every 5
th
of a month tobe the deadline for aparticular month SD-9
Ongoing
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updating.
Often Absence of FSS Preparing of FSS to bemust for everysalesman with noexcuses.
Immediate
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Urban unproductive outlets
S.no Market outlet Adress
1 kohat Malaika G/S KDA sec 9
2 kohat Pak G/S Bannu road
3 kohat Abdul rehman shino khel
4 kohat Sabir G/S old adda
5 kohat Noor khan old adda
6 kohat Unique G/S old adda
7 kohatJanMohammad old adda
8 kohat Unique G/S pindi road
9 kohat
Imran
samdani pindi road10 kohat Zeeshan pindi road
11 kohat Alam G/S Jungle khel
12 kohat Najeeb Ullah OTS road
13 kohat Riaz pindi road
14 kohat Afridi G/s pindi road
15 kohat New marwat Bannu road
16 kohat Bukhari G/Speshawarroad
17 kohat Ajmal Hangu road
18 kohatLudo panshop King gate
19 kohat Niqab G/s pindi road
20 kohatAbdulShakoor pindi road
21 kohat Mer mominpeshawarroad
*These outlets will be immediately make productive. Each outlet has been highlighted to
respective DR.
Rural unproductive Outlets:
S.no Market outlet Adress
1 kohat Niaz billitang
2 kohat Habib billitang
3 kohat Moin G/S Dara adam
4 kohat Noor zaman Dara adam
5 kohat Zahir shah Dara adam
6 kohat Majeed G/s Dara adam
7 kohatMohammadAli Terri
8 kohat Dilawar billitang
9 kohat Yousaf G/s billitang
10 kohat Marhaba Lachi
11 kohat Iqbal Lachi
12 kohat Rauf KR indus
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highway
13 kohatZam ZamHotel
indushighway
14 kohat Payo KRindushighway
15 kohat Hameed G/S shakardarra
16 kohat Nabi Gul KR shakardarra
17 kohatKhan ZadaG/S shakardarra
18 kohat Wazir G/S shakardarra
19 kohatJuma KhanG/S shakardarra
20 kohat Riaz G/Shangupathak
21 kohat Javed G/Shangupathak
22 kohat Ayub hangu road
23 kohat Moodi hangu road
24 kohat Ellaid hangu road
25 kohat Habib hangu road
26 kohat Idress hangu road
*These outlets will be immediately make productive. Each outlet has been highlighted to
respective DR and will be properly checked after.
Width Enhancement
Market visit:
Unproductive outlet in any brand will be noted during my market visit. These outlets will be
immediately highlighted to concern DR of that beat and also to the distributor. Deadline for anysuch case will be the immediate visit of DR to that beat. (On going)
Issue/return stock check:
On daily basis each and every DR issue/return stock will be checked and if particular brand is
not carried enough by DR, he will be directed to bring enough stock of each brand so market
can be properly feed up. (On going)
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Enhancing Salesmen productivity level:
Productivity of each salesman to be checked daily. Each salesman has to properly cover his
beat. And on return check every DR FSS, discuss and make improvement if any DR
productivity is continuouslycoming on low side. Proper follow up will be made sure. (On
going)
Visiting 80% volume villages
80% volume villages will be regularly visited on weekly basis. Unproductive outlet in any
brand will be noted. These outlets will be immediately highlighted to concern DR of that beat
and also to the distributor. Deadline for any such case will be the immediate visit of DR to thatbeat. (Immediate)
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