Institution Sale ( Final Project)

1

Study on institutional sales of Reckitt Benckiser Business to business marketing & sales 6/30/2011

RECKITT BENCKISER

2

INSTITUTE OF PROFESSIONAL EDUCATION AND

RESEARCH

PGDM 2010-2012

SUMMER PROJECT

“STUDY

ON

INSTITUTIONAL SALES OF RECKITT BENCKISER”

SUBMITTED BY UNDER THE SUPERVISION: Deepak Tiwari Prof.Mr. Mahesh Soni

3

ACKNOWLEDGMENT

I would to grab this opportunity to thank first of all the almighty god who has given me the

intellect so that I am able to perform works for my company and prepare this research report.

Then I would like to thank my Dean Prof.A.S.Khalsa and my sir Prof.Hersh Sharma for

providing me with this opportunity of having such a wonderful company like RECKITT

BENCKISER for my summer training.

I would like to thank my sir Mr. Mohan Nakade –territory sales inchargs (TSIs) Bhopal-

M.P and Mr. Ashish chaturvedi –area sales executive (rural) MP, who have been extremely

dedicated towards me. Without your cooperation my knowledge about the FMCG sector

would have been nil. You both have been very much cooperative and dedicated towards

passing on the knowledge from yourself on to me.

I am deeply obliged and my special thanks to my prof. and mentor Prof.Mr. Mahesh soni

who is also my project guide for providing me the impetus and precious for completing this

work successfully.

I would also like to thank my parents and my friends who have always been very cooperative

whenever I need them. In the end I would like to thank all those who have been associated

with my research project and this report.

DEEPAK TIWARI

IPER PGDM, BHOPAL

4

Preface

“THE STUDY ON INSTITUTIONAL SALES OF RECKITT BENCKISER “

5

The researches provide an opportunity to a student to demonstrate application of his/her

knowledge, skill and competencies required during the technical session. Research also

help the student to devote his/her skill to analysis the problem to suggest alternative solutions, to evaluate them and to provide feasible recommendations on the provide data

This project report is on “A study of Institution business sale - A Study on Project

institution sales of Reckitt Benckiser in BHOPAL”

Although I have tried my level best to prepare this report an error free report every effort has

been made to offer the most authenticate position with accuracy.

There are many differences in theoretical study and the practical study as the theories are

applicable universally but when it comes to practical each situation differs from the other.

To prepare this report I have visited the Hotels and Hospitals of those areas and worked for

more than a week overall Bhopal.

6

Chapterization Chapter -1……………………………………………………………….7

Introduction of FMCG market

Company profile –overview & history

Chapter-2………………………………………………………………28

Working with the company

Chapter-3………………………………………………………………37

Conceptual overview and about research Objective Research methodology

Chapter-4………………………………………………………………41

Data analysis

Chapter-5………………………………………………………………50

Finding

Conclusion

Bibliography …………………………………………………………58

7

Chapter -1

Introduction of FMCG market

8

The Fast Moving Consumer Goods (FMCG) sector is the fourth largest sector in the economy

with a total market size in excess of Rs 60,000 crore. This industry essentially comprises

Consumer Non Durable (CND) products and caters to the everyday need of the population.

Fast Moving Consumer Goods (FMCG), are products that are sold quickly at relatively low

cost.

Though the absolute profit made on FMCG products is relatively small, they generally sell in

large quantities, so the cumulative profit on such products can be large. Examples of FMCG

generally include a wide range of frequently purchased consumer products such as toiletries,

soap, cosmetics, teeth cleaning products, shaving products and detergents, as well as other

nondurables such as glassware, light bulbs, batteries, paper products and plastic goods.

FMCG may also include pharmaceuticals, consumer electronics, packaged food products and

drinks, although these are often categorized separately.

Exports

India is one of the world‟s largest producer for a number of FMCG products but its FMCG

exports are languishing at around Rs 1,000 crore only. There is significant potential for

increasing exports but there are certain factors inhibiting this. Small-scale sector reservations

limit ability to invest in technology and quality up gradation to achieve economies of scale.

Moreover, lower volume of higher value added products reduce scope for export to

developing countries.

Product Characteristics

Products belonging to the FMCG segment generally have the following characteristics:

They are used at least once a month

They are used directly by the end-consumer

They are non-durable

They are sold in packaged form

Industry Segments Main segments of FMCG sector are:

Health and Personal Care

Fabric Care

Home Care

Food and Beverages

Growth Opportunities Large untapped rural market

Export potential

Increasing disposable income with result in faster growth revenue

Present Challenges Competition from the unbranded players in rural market

Bargaining power of consumers

Lack of innovative approach in distribution channel

Rising material, advertisement and distribution cost

9

"Me-too" products, which illegally mimic the labels of the established brands. These products

narrow the scope of FMCG products in rural and semi-urban market

Benefits of Industry

Low operational costs

Presence of established distribution networks in both urban and rural areas

Presence of well-known brands in FMCG sector

10

Company profile (Overview & history)

11

COMPANY OVERVIEW

Reckitt Benckiser is a global force in household, health and personal care products,

delivering ever better solution to consumers. The company has the sales of over 6 billion

pounds consistently going ahead of the industry due to its leading brands, its operation in

over 60 countries and sales in 180, and its highly motivated multinational management.

Reckitt Benckiser Group Plc. (Reckitt Benckiser) is principally engaged in the manufacturing

and marketing of household, cleaning, health and personal care products. The company

manufactures products related to several categories which include dishwashing, fabric care,

surface care, health care, home care, personal care products and food. The company operates

through 60 operating companies across 180 countries. The company has 13 directly held

subsidiaries which include Propack, Reckitt Benckiser (Australia) Pty Limited, Reckitt

Benckiser (Brazil) Limited, Reckitt Benckiser (Canada) Inc. Reckitt Benckiser Deutschland

GmbH, Reckitt Benckiser Health care (UK) Limited, Reckitt Benckiser Inc., Reckitt

Benckiser (India) Limited, Reckitt Benckiser Italia and Reckitt Benckiser (UK) Limited. The

company is headquartered in the UK. The company reported revenues of (British Pounds)

GBP 6,563.00 million during the fiscal year ended 2009, an increase of 24.56% over 2008.

The operating profit of the company was GBP 1,505.00 million during the fiscal year 2009,

an increase of 22.06% over 2008. The net profit of the company was GBP 1,120.00 million

during the fiscal year 2009, an increase of 19.40% over 2008. In 2008, the BBC broadcast an

investigation into the methods Reckitt Benckiser used to maintain the market share of the

Gaviscon power brand. The company held Platinum status in 2005, 2006, 2007, and 2008 in

the Business.

12

HISTORY

Reckitt & Colman

Colman's was founded in 1814 when Jeremiah Colman began milling flour and mustard in

Norwich, England. Reckitt & Sons started in 1840 when Isaac Reckitt rented a starch mill in

Hull, England. He diversified into other household products and in due course passed on his

Business to his four sons. Reckitt & Sons was first listed on the London Stock Exchange in

1888.

In 1938 Reckitt & Sons merged with J&J Colman to become Reckitt & Colman Ltd. Reckitt

& Colman sold the Colman's food business in 1995 but still has some food brands.

Benckiser

Johann A. Benckiser founded a business in Germany in 1823. Its main products were

industrial chemicals. Benckiser went public in 1997.

Merger and subsequent developments

The company was formed by a merger between Britain's Reckitt & Colman and the Dutch

company Benckiser NV in December of 1999. Bart Becht became CEO of this new company

and has been credited for its transformation, focusing on core brands and improving

efficiency in the supply chain. The new management team‟s strategy of “innovation

marketing” – “A combination of increased marketing spend and product innovation, focusing

on consumer needs – has been linked to the company‟s ongoing success”. For example, in

2008, the company‟s “rapid succession of well publicized new product variants” was credited

for helping them “to capture shoppers' imagination” Business week has also noted that “40%

of Reckitt Benckiser's $10.5 billion in 2007 revenues came from products launched within

the previous three years.”

13

BRIEF PROFILE OF THE BUSINESS

Reckitt & Benckiser Plc, UK, promote Reckitt & Benckiser of India Ltd (Reckitt &

Benckiser).

The company has business interests in household products, personal care and

pharmaceuticals. Key brands include Dettol, Cherry Blossom, Harpic, Robin liquid blue and

Mortein. Around 40% of the company ´s sales come from its flagship product Dettol. Dettol`s

market share hovers around 85% and its product portfolio comprises toilet soaps, anti germ

liquids and talcum powder. The remaining divisions, namely fabric care, shoe care and floor

care contribute approximately 15% to the total turnover. Within the household products and

the personal care segments, Reckitt & Benckiser is mainly into insecticides, lavatory care,

surface care, shoe care and air fresheners. Insecticides contribute over 50% to Reckitt &

Benckiser‟s household business and 26% to its total sales. The company has a strong brand

Mortein in the insect repellent market with a total market share of 45% (coil 12% and mats

33%). In the relatively small lavatory care market (Rs320m), Reckitt & Benckiser‟s Harpic

enjoys a 79.6% market share. Its brand Cherry enjoys a 79% market share in the Indian shoe

care industry. The Indian air freshener market is estimated at Rs120m with Balsara Hygiene‟s

Odonil leading the market with an 80% share. Reckitt & Benckiser has positioned its Haze

brand at the premium end of the market. Regarding the wash-segment, Reckitt & Benckiser is

currently present only in the postwash segment with its flagship brand Robin Blue, which is

in existence since 1984. Robin Blue powder market share is around 20%. The company has

entered into a joint venture, operational from March 1998, with pharmaceutical major

Nicholas Piramal; a company having a strong distribution reaches with chemists. The UK

parent and Nicholas Piramal hold 40% stake each while the balance is with Reckitt &

Benckiser. The joint venture, Reckitt Piramal, is the largest over the counter (OTC)

pharmaceutical company in the country.

Recent Development

Reckitt Benckiser Plc and Lancaster Square Holdings SL, have made a voluntary offer to the

equity shareholders of Reckitt Benckiser India Ltd to acquire 41,91,339 equity shares of Rs

10 each, representing 12.73 per cent of the paid up equity share capital of Reckitt Benckiser

India, at Rs 250 per share, payable in cash. The specified date is August 16, 2002. The date of

the opening of the offer is September 2, 2002. The date of the closing of the offer is October

2002.

In aggregate, Reckitt Benckiser Plc and Lancaster Square at present hold 28,721,849 fully

paid-up equity shares of Rs 10 each, representing 87.27 per cent of the paid up equity share

capital of Reckitt Benckiser India. After the open offer the company plans to delist its shares.

Reckitt Benckiser Plc has received approval from the Foreign Investment Promotion Board

(FIPB) for infusion of funds of Rs 403.19 crore for the open offer of its subsidiary, Reckitt

Benckiser (India) Ltd. The parent has made an open offer to acquire the public shareholding

of Reckitt Benckiser (India) at Rs 250 per share.

The company is making serious efforts to improve penetration of the specialised toilet cleaner

and to upgrade the habits of Indian consumer. For this purpose, Reckitt & Benckiser has

recently tied up with sanitaryware major EID Parry‟s premium brand Parryware for a co-

branding initiative in Delhi. The company has recently relaunched Cherry Blossom Shine in a

handy and compact case. The company also launched the Mortein Xtra Power range of

mosquito coils and mats. It extended the range of offerings of the Dettol brand further by

recently introducing Dettol Extra Care soap and Dettol talcum powder.

14

As part of its strategy, Reckitt & Benckiser has decided to pull out of its food products

business. Its factory at Chetla, which manufactures the Robinson brand of barley, is proposed

to be sold as a going concern. Negotiations in this regard are currently underway.

The merged overseas parent, christened Reckitt Benckiser Plc, which holds 51 per cent of the

company`s equity stake, was firming up its strategy to garner a higher share of the market for

dish wash, home care, fabric care and health care products. Reckitt & Benckiser would draw

up its strategy some time later in line with the parent company`s strategy. A decision on

change in the name of Reckitt & Benckiser would also be taken after the legal formalities are

completed in the UK.

The merged parent is also working on a global e-commerce initiative strategy. Initially,

however, this strategy will more likely to focus on B2B rather than B2C transactions.

Reckitt‟s Indian operations would, for the time being, continue to be channeled through the

existing distributors`network

Strength of Organization and Culture

The Reckitt Benckiser culture lies at the heart of our success. Led by a strong management

team, who are heavily incentivised to achieve performance, our people are entrepreneurial

and take it upon themselves to own and create initiatives and deliver great execution. They

are driven and dynamic, and want to make their mark. We enjoy constructive conflict with

each other and our partners, and like to take calculated risks to gain advantage in some of the

most competitive markets in the world. We keep the organisation slim, streamlined and

unbureaucratic. In this way we can have fast decision-making, be spontaneous and respond

rapidly to changing consumer needs and market conditions.

Our commitment to performance is total, whether it is financial results or impacting upon

climate change and helping those more vulnerable in society. To tackle the total carbon

footprint of our products, from cradle-to-grave, in 2008 we progressed our Carbon 20

initiative and developed detailed plans and measurements for working with consumers to

achieve our commitment to reduce our total carbon footprint by 20% by 2020.

This year we also delivered on the last part of our commitment to save 150,000 lives through

working with Save the Children across the world. We are now working with them on a new

programme, which will see our commitment have even more impact in the future.

15

OUR VISION

Reckitt Benckiser passionately delivers better solutions in household cleaning and health &

Personal care to customers and consumers, wherever they may be, for the ultimate purpose of

Creating shareholder value.

CORE VALUES

Four key values:-

Achievement - Achievement makes them who they are. They don‟t just aim high, their

aim to achieve beyond expectation - to outperform. And they develop and support their

people to outperform so they can all achieve results wherever they focus, be it products,

profits or CSR.

Entrepreneurship - They encourage bold thinking and commercial drive. They allow

daring ideas to thrive and value the passion that people bring in turning ideas into great

execution.

Teamwork - They pull together to succeed. As individuals they are competitive high

achievers, but they bring their strengths together when needed to work as one united by

common principles and attitudes, not rules and processes, to drive success.

Commitment - For them, „the buck stops here‟. They take personal responsibility for their

areas of accountability and take the initiative in doing what‟s needed. They aren‟t slaves to

process or spoon-fed. Their people are given the latitude to do what they think is right within

a framework for success. Leaders at all levels select people against this attitude and develop it

further to ensure the sustainability of the business.

COMPANY’S STRATEGY

Our clear and consistent strategy is to drive above industry growth and returns through:

A disproportionate focus on driving our Powerbrands, global leaders in categories

with high growth potential, and completing their international roll-out.

High levels of media and marketing investment, and continuous innovation.

Transforming net revenue growth into even better profit and strong cash flow.

Disproportionate focus on our 17 Power brands Power brands are Reckitt Benckiser‟s globally leading brands in high growth categories, and

of the 17 Power brands, 15 are either Number 1 or 2 globally. We have further strengthened

our leadership positions for our Power brands in 2008.

This year we further strengthened and refined our Power brands to 17, and we are

transitioning other brands with the same footprint into them. As an example, in the US we are

transitioning Electrasol and Jet Dry into the Finish brand, and in Europe, transitioning

Calgonit into Finish.

This delivers both benefits for the consumer, through better and faster access to our

innovation pipeline, and increased effectiveness and efficiency for us, through common

advertising and packaging.

16

Our newly acquired Mucinex brand, the US‟ leading cough and decongestion remedy, made

it to the Powerbrand list straightaway. This brand came with the acquisition of the Adams

business and has already delivered results over and above our challenging expectations.

Powerbrands accounted for 62% of Reckitt Benckiser‟s 2008 net revenues. This is up from

61% in 2007.

Continuing to invest behind our brands

Our growth has been achieved by ensuring that consumers know about our products and the

reasons to buy them. This year we again increased our marketing and advertising investment

behind our brands and reaped the reward. In harder market conditions, we think it is more

important, not less, to invest in keeping our brands at the forefront of consumers‟ minds.

Media deflation has enabled us to get more value, but despite lower costs, we have increased

our media investment by 14% at constant exchange compared to the previous year. We

remain amongst the highest investors in media in the industry, with 12.4% of net revenue

ploughed back into advertising our brands.

Innovation – driving above average growth

Investment and product innovation are the key driving factors behind the Power brands‟ and

RB‟s growth. Consumers today are making their purchasing decisions with even greater

scrutiny. Our innovation has been crucial in giving consumers even more reason to buy our

products.

Turning our growth into cash

We turn our growth into attractive profits and cash flow through margin expansion and cash

conversion.

We drive our margins by focusing on higher margin categories and products. We then build

on this by having a never-ceasing cost optimization programme, which in all market

conditions relentlessly looks at taking cost out without taking anything away from consumers

and, where possible, making the products even better. At a time when consumers are looking

harder for value for money, we are able to give them 10% more Vanish for the same price by

reducing 70% of the plastic in the packaging. We moved from a round tub to a resealable

pouch. This also helped improve Reckitt Benckiser‟s environmental impact, which has

remained an important focus even in more challenging times.

Through our cost optimisation programme, we have managed to minimise the price increases

we passed on to consumers to partially offset the rise in commodity costs. With this activity,

and benefiting from the faster growth on our higher margin RB Pharmaceutical and consumer

health care businesses, we have driven adjusted operating margins up by 80bps and delivered

very strong cash flow. This has strengthened the financial position of the Company and

allowed the return of funds to shareholders. We have increased the full year dividend by 45%

and funded a £300m share buy back programme.

17

Company Background in India

• Reckitt Benckiser India Ltd (RBI), priory known as Reckitt & Coleman India Ltd.

• Reckitt‟s presence in India dates back to 1934 when a group company Atlantic (East)

Ltd, started operations in India.

• Reckitt & Coleman India (RCI) was incorporated in 1951 to take over manufacturing

operations of Atlantic East Ltd (AEL).

• Trading activities of RCI and AEL‟s operations were merged in 1969.

• RCI was a wholly owned subsidiary of Reckitt & Coleman UK till 1970.

• The company‟s name was changed to Reckitt Benckiser in 1999 by the global merger of

Reckitt & Coleman Plc and Benckiser Plc in December 98.

Activities & Products:-

Principal activities are manufacturing and distributing a wide range of household

and personal products.

Products of the Company include antiseptics, toilet care products, shoe care

products, mosquito repellents and personal health care products.

KEY PRODUCTS IN INDIAN MARKET

Health and Personal Care

Profile of category

Products that relieve common personal or health problems. Antiseptics protect against

infection and deliver germ kill. Analgesics, Cold/Flu/Sore Throat and Gastro-Intestinals are

generally over the counter medications for common ailments like pain, fever, cold, flu, sore

throat or heartburn.

Suboxone is the Company‟s prescription drug against opioid dependence. Veet, our

Depilatory product, removes hair leaving beautiful smooth skin. Our skin care range consists

of products like Clearasil to fight spots and break-outs for visibly clearer skin and products

like E45 for dry skin. Denture Care consists of both denture fixatives and cleaners.

Market Position

Dettol is the No.1 worldwide in Antiseptics. Nurofen and Gaviscon are leading Analgesic and

Gastro-Intestinal brands in Europe and Australia. Strepsils is No.1 in Sore Throat globally.

Veet is the No.1 depilatory brand worldwide. Suboxone is the global leader in prescription

opioid dependency treatment. Clearasil is the No:1 brand in Europe across all markets it plays

in.

KEY BRANDS

Veet

Dettol

Clearasil

Strepsils

18

Veet

The world leader in cosmetic depilatory products. Trusted for its efficacious solutions, Veet

markets a range of modern products that deliver beautiful, touchably smooth skin. Leadership

is driven by constant product innovation, such as our new improved creams containing twice

the moisturisers and our new High Precision Facial Wax which allows for precise and long

lasting results at home.

Principal Markets

West and Eastern Europe, North & South America, Africa, Asia Pacific, Australasia

Dettol

The world's leading brand of Antiseptics and trusted champion of family health. Dettol is the

gold standard of effective germ kill recommended by medical experts and healthcare

professionals for its proven ability to protect families from germs. The brand remains up to

date through the launch of new products relevant to changing lifestyles such as hand

sanitizer, liquid hand wash, shower gel, all purpose cleaners, and antibacterial wipes.

Principal Markets

South Asia, Africa & Middle East, Asia Pacific, Europe, Australasia

Clearasil

The expert in spot care. Clearasil is renowned for its highly effective range of acne treatment

creams, facial washes and cleansing pads, givin consumers the confidence of visibly clearer

skin. It‟s strong position is continuously reinforced with innovation such as the re-launch of

the Stay Clear range of products including our new Skin Perfecting Wash.

19

Principal Markets

N. America, Europe, Australasia, Japan.

Strepsils

Strepsils is the world's leading sore throat medicine. Trusted by consumers and pharmacists

alike, the brand is now present in over 100 countries. From its inception as a sore throat

gargle in 1950, the range has grown to a wide range of both lozenges and sprays giving

consumer the choice they require in treating their sore throats.

Principal Markets

Strepsils is the No1 sore throat product with principal markets in Europe, Asia, Australasia,

Africa and Middle East.

Surface care

Profile of Category

Five product groups. Disinfectant cleaners both clean and disinfect surfaces, killing 99.9% of

germs. All purpose cleaners are ideal for many household surfaces, particularly in the

bathroom and kitchen. Lavatory cleaners offer specialised cleaning and disinfecting for the

toilet bowl and cistern. Specialty cleaners are designed for specific tasks – from cleaning

ovens to removing limescale. Finally, Polishes & Waxes clean and shine hard surfaces such

as furniture and floors.

Market Position

No.1 worldwide in Surface Care with leading positions across the five product groups

described above.

KEY BRANDS

Easy off Bang

Lysol

Dettol

Harpic

20

Easy off Bang

Easy off Bang is a new range of power cleaners launched in 2004. It is now in over 50

countries with the following range of products: Lime & Grime and Degreaser

Triggers, Grease & Floors Dilutables and Stain & Toilet lavatory cleaner.

Principal Markets

Europe, US, Developing Markets.

Lysol

Lysol is the No.1 disinfectant brand in the U.S., with over 50% of households using Lysol

products. Families have trusted the brand to help keep their homes healthy for over 100 years.

Hospitals across the U.S. also trust the brand to satisfy their cleaning and disinfecting needs.

Principal Markets

North America, South America, Asia Pacific, South Asia

Harpic

Launched in England in the 1920s, Harpic toilet bowl cleaner has been successfully extended

to 47 countries on a platform of powerful cleaning. Harpic provides a full range of liquid

toilet bowl cleaners, tablets, wipes, toilet bowl blocks, cistern blocks.

Principal Markets

Africa & Middle East, Asia Pacific, Europe, Latin America

Fabric Care

21

Profile of Category

This category consists of five product groups used for cleaning and treating all fabrics. It

covers

products used before, during or after the main laundry wash cycle. Fabric Treatment products

remove stains from clothes, carpets and upholstery. Garment Care products are specially

formulated for washing delicate fabrics. Water Softeners protect the machine and laundry

against the build-up of limescale and other deposits. Fabric Softeners are used for softening

and freshening fabrics and ironing aids help make ironing more convenient. Laundry

Detergents clean fabrics in washing machines.

Market Position

No.1 worldwide in Fabric Treatment and Water Softener categories. No.2 worldwide in

Garment Care.

Principal Markets

France, Turkey, Germany, Russia, Italy, Spain, UK, Greece, Belgium, Switzerland (sold

under Calfort brand name in Italy).

Vanish

Vanish is the leading global trusted stain removal expert for both fabrics and carpets.

For stains on your fabrics, Vanish is available in both in-wash formats and pre-treat.

Recent launches in the Vanish range include Vanish Oxi Action Crystal White (2006) which

not only removes stains from all your white garments, it also restores them to their original

bright whiteness. Vanish Oxi Action Magnets (launched 2007) is a unique sachet which

contains a dose of Vanish which is released during the wash cycle and attracts and traps dirt

and colour runs on its sachet.

Whether you are dealing with a stain on your clothes or on your carpet, Vanish provides

amazing, effective and safe stain removal: all stains gone, right before your eyes.

Vanish: trust pink, forget stains!

Principal Markets

• UK, Russia, Korea, Spain, Italy, Germany, Australia, Poland, Turkey

• Sold under Spray‟ n Wash and Resolve brands in the U.S.

Home Care

Profile of Category

Consists of three categories. Air Care products remove odours and add fragrance to the air to

create an ambience. Various formats include: auto sprays, electrical plug-ins, aerosols, gels

and candles. Pest Control products offer solutions to domestic infestation. The category

22

includes insecticide and rodenticide products – in formats such as coils, mats, baits, traps,

vaporisers and sprays – to prevent infestation and to kill pests. Shoe Care cleans and protects

shoes.

Market Position

No.2 worldwide in Air Care, Pest Control and Shoe Care.

KEY BRANDS

Airwick

Mortein

Airwick

Air Wick was first launched in the USA in 1944 with the invention of Air Wick Liquid, a

wick in a glass bottle of liquid, which absorbs odours as it is pulled up within the bottle.

Airwick is now present in 85 countries offering consumers a large and growing range of

fragrances and formats including plug ins, battery operated devices, candles, gels and

aerosols. They are used to freshen or add fragrance to the air, but also, increasingly to create

ambience.

Principal Markets

Europe, North America, Asia Pacific

Mortein

Mortein was first launched in the 1880s in Australia. It has been successfully launched

throughout New Zealand, South Asia and the South Pacific. This pest control brand is famous

for the 'Louie the Fly' cartoon character advertising in Australia which has been used for over

three decades. 'Louie' is now being used in South Asia for Mortein, and in Malaysia,

Singapore and Thailand for Shieldtox.

Principal Markets

Asia Pacific, South Asia.

23

Food

Profile of Category

The Food business is focused on products that liven up the flavour of your favourite foods

and make meals more enjoyable. Our major segments are mustard, barbecue sauce, hot sauce

and French Fried Onions. While the category is focused primarily in North America, our

famous food brands are distributed and sold in more than 55 countries. More than 90% of our

portfolio is made up of number one or number two brands.

Market Position

French‟s is the leading brand of mustard in the world; its North American market share is

more than 30%. Frank‟s RedHot Sauce is the region‟s number two hot sauce and Cattlemen‟s

Barbecue Sauce is the number one barbecue sauce in Foodservice.

24

MAJOR PLAYERS

Hindustan Lever Limited (HLL)

HLL is India's renowned and largest Fast Moving Consumer Goods (FMCG) Company. It is

a leader in Home & Personal Care Products, Food & Beverages having widespread marketing

&distribution network all over India.

HLL covers 1 million retail outlets and 50000 villages with 7000 redistribution stockists. The

distribution network of HLL is spread all over India. Its primary sale is to the redistribution

stockists and the secondary sale is carried out by the stockists to various wholesale and retail

outlets. With this backdrop in the FMCG market, HLL planned to e-integrate the entire

distribution network and aspired for a software that takes care of various phenomenal issues

of the stockists.

Challenge:

Over 7000 Redistribution Stockists (RS) of HLL are responsible for reaching the nook and

corner of the consumer market and make the HLL products available wherever required. The

Redistribution Stockists (RS) of HLL obtain stock from the C&F agents and store it in their

gowdown and distribute the stocks through their sales network.

These were the areas of concern:

o Manipulation of schemes offered by HLL - HLL offers secondary schemes for the

retailers to promote sales. The chances of manipulating these schemes were high and no

effective approach was prevalent to keep track of whether the schemes reach the retailers

or not.

o Normally, the dealers of HLL deal with numerous products and are engaged in

frequent sale and distribution activity. Hence, they hardly had any time to keep track

of the stock movement. This led to piling up of non-moving stock.

o As the principal company is unaware of the stock level, it periodically sends the

stocks to the distributor. This led to dumping the non-moving stocks. The distributor

had no powerful means to control this, as he himself does not know the stock level.

o The billing and reporting were time-consuming process for the RS. The report formats

changed very frequently and the distributors had difficulty in providing the reports in

required formats.

o RS was barely able to keep track of the salesperson performance.-

Solution:

HLL has chosen Wings to e-integrate its entire distribution network using Wings SCM -

exclusive software designed for Distributors & Stockists.

Wings SCM provided innovative solutions to surmount the difficulties in the earlier system.

• Wings SCM handles schemes efficiently. It has controlled manipulation of schemes to

a great extent. Whenever the schemes are declared by HLL they are defined in Wings.

25

Hence, each time a sales invoice is raised automatically the scheme benefits are

included in the bill. This ensures that the retailer gets what is intended for him.

• The inventory module of Wings efficiently handles stock movement and helps the RS

to keep track of the stock movement and stock balance at any point of time. The

effective reorder management resulted in maintaining sufficient stock at all times.

• Wings designed flat file reports exclusively for HLL. These reports display the

purchase, sales and stock balance of the stockist. These files are updated in the HLL

website. This enables the principle company to keep abreast of the current market

demands and the stock to be sent to the distributor.

• Reports as you want - The Report Writer utility enables the stockist to design and get

the report in whichever format they want it. Once the data is available Wings can

represent it in the desired format.

• Load Charts - Once the distributor generates the sales invoices of a particular day,

Wings automatically generates the load chart based on it. This chart displays the load

i.e. the quantity of each item to be loaded in the van, for each beat.

• Collections - Wings has various collection modes. The stockist can enter salesman-

wise, beat-wise, date-wise, profit center-wise, product-wise and party wise collections

details.

• Compatibility with other software-Wings supports export and import of data. This

feature is helpful when a distributor is dealing with various principal companies and is

using different software for each principle company. The distributor can either import

the data from other software to Wings or export the data in Wings to other software to

get the consolidated reports.

• 3-Dimensional Reports - Wings helps to filter the reports by period, product and

customer. This enables the stockist to analyze the sales data in various aspects. DOS

Printing - Wings supports DOS printing. This makes printing faster.

26

Johnson & Johnson

Caring for the world, one person at a time... inspires and unites the people of Johnson &

Johnson. We embrace research and science - bringing innovative ideas, products and services

to advance the health and well-being of people. Employees of the Johnson & Johnson Family

of Companies work with partners in health care to touch the lives of over a billion people

every day, throughout the world.

Our Family of Companies comprises:

• The world‟s premier consumer health company

• The world‟s largest and most diverse medical devices and diagnostics company

• The world‟s fourth-largest biologics company

• And the world‟s seventh-largest pharmaceuticals company

We have more than 250 operating companies in 57 countries employing 117,000 people. Our

worldwide headquarters is in New Brunswick, New Jersey, USA. To learn more about our

companies, explore the map.

Our Credo Values

The values that guide our decision making are spelled out in Our Credo. Put simply, Our

Credo challenges us to put the needs and well-being of the people we serve first.

Our Management Approach

Johnson & Johnson is a company of enduring strength. We credit our strength and endurance

to a consistent approach to managing our business, and to the character of our people.

Our Views & Positions

As a global corporation, what we believe and what we do has an impact on the challenges and

opportunities facing health care and business today.

Corporate Governance

Our Credo values guide the actions of people throughout the Johnson & Johnson Family of

Companies. These values extend to our accounting and financial reporting responsibilities.

Company Structure

See how our Family of Companies is organized.

Our People & Diversity

People and values are our greatest assets and diversity is a central part of the cultures across

the Johnson & Johnson Family of Companies.

Our History

Johnson & Johnson was founded more than 120 years ago. Since then, we‟ve brought the

world new ideas and products that have transformed human health and well-being.

27

Dabur India Limited

Dabur India Ltd (Dabur India), a part of the Dabur Group, was incorporated in 1975 for

manufacturing and marketing FMCG, ayurvedic and pharmaceutical products. The

pharmaceutical division of the company was demerged in 2003. In Apr 2006, three entities,

Balsara Hygiene Products Ltd, Balsara Home Products Ltd and Besta Cosmetics Ltd were

merged with Dabur India.

Dabur India operates with four divisions namely, consumer care, consumer healthcare, foods

and international business division. The consumer care caters to six FMCG segments of hair

care, oral care, health supplements, digestives, home care and skin and baby care. Some of its

major brands include, Vatika, Meswak, Hajmola, Babool and Odomos among others.

Consumer healthcare deals in ayurvedic products under the brands Honitus, Nature Care and

Shankpushpi among others. Dabur India operates its food business through Dabur Foods Ltd

that offers juices, nectars, drinks and food additives under the brand names Real, Active and

Coolers among others.

Dabur India operates nine production facilities organised around three main factories at

Baddi, HP; Pantnagar, Uttarakhand and Nepal; and six support factories at UP, Jammu,

Rajasthan, MP, WB and Dadra and Nagar Haveli. In FY07, consumer care accounted for

approximately 88% of the company‟s revenue. In May 2007, Dabur India incorporated H&B

Stores Ltd, a wholly owned subsidiary, for foraying into the retail business

28

Chapter -2

Working with the company

29

I have worked with the company and I have learned so many things about distribution and

sales.

First 10 day was very special and fulfil of learning in which I went to the market with the

company DBSR (distribution sales representative) , the person who is responsible to take the

orders, to make the bills, and to report to the sales head.

In the Bhopal, two main distributers of the Reckitt Benckiser company

1. Motive trading company

2. Om Enterprises

Motive trading company is cover new Bhopal area for sales while Om enterprises covers Old

Bhopal area.

There is some of categories of shops which have to cover these are-

G-shop- (grocery shops)

Medical shops

Hardware shops

Retails stores

Wholesaler

I have visited new and old Bhopal and i have learn to know, sales and distribution process of

the company.

TLS- total unit sale productive call- orders focus brand- a specific brand on which

company more focus to increase the sale.

Date DBSR Name

Name of Summer

Trainee Beat Name Call Made

Producti

ve Call TLS Sale Values

Focus Brand-

1

Focus

Brand-2

5-May-11 sachin (motive ) Deepak Thrusday (5 & 6 no. market) 28 16 142 34000 INR DLS LYZOL

6-May-11 sachin (motive ) Deepak Friday (new market) 29 13 102 28970 DLS LYZOL

7-May-11 sachin (motive ) Deepak seturday ( ashoka gardan) 25 15 67 19500 DLS LYZOL

8-May-11 off off Sunday off LYZOL

9-May-11 off Deepak 0ff

10-May-11 ajay (om enterprices) Deepak Tuesday ( jahngirabad) 30 18 87 35000 DLS LYZOL

11-May-11 ajay (om enterprices) Deepak wednesday (beragadh) 25 12 73 1,13,000 DLS LYZOL

12-May-11 ajay (om enterprices) Deepak THrusday (Jummerati)hardware 18 2 6 15000 DLS LYZOL

13-May-11 sachin (motive ) Deepak Friday (new market) 25 22 263 50388 DLS LYZOL

14-May-11 sachin (motive ) Deepak seturday ( lakherapura) 25 18 160 12000 DLS LYZOL

30

RATE CALCULATION (Working on excel):-

Its very important aspect of rate decision because this is the method on which we provide

rate to distributer and mainly to retailers. We convince our retailer on the basis of schemes

which company provides on different products, so in order to convey them what all the

benefits company is providing them on different products we should know the method that is

used to deduct scheme % and provide with the actual amount they will save on MRP.

We first start with the margin that is company fix % that company provide on all products

that is been calculated on MRP. Now this is calculated by division of MRP by (100 + %

margin). Now this the rate without deducting the scheme, now before we deduct scheme we

have to first deduct VAT because scheme is being calculated before VAT being charged. Vat

is deducted same as done for margin that is Amt after margin divided by 100+ % of VAT.

Now after this scheme is being deducted from amt after deducting VAT that is = Amt after

deducting VAT - (Amt after deducting VAT*% scheme), now again for final calculation of

rate vat is being added than the amt after this is the final amt which is provided to retailers.

Now for Distributers, margins for distributers are calculated same as for retailers on MRP and

also schemes also is calculated likewise. Thus this is the method how we calculate rate of

different products with the help of excel.

MARGINS

Cherry full products, Mansion polish and Harpic al products 10%

Dettol soap 8.5%

Robin products leaving powder 10%

Robin powder, Lizol full and rest all products leaving Pharma 10%

All pharmacy products 16%.

There are some schemes to the retailers and wholesalers, which provides by the company-

Schemes

There is deferent kinds of schemes to the different products.

For example-

Dettol soap

Summer Activation Program

May-June 2011

Objective -65 % growth

31

MEGA Consumer Promo – May

Attractive Consumer Promo on 70gm in May:

• Save Rs. 9 on pack of 3*70gm

Attractive Consumer Promo on 120gm in June:

• Save Rs. 15 on pack of 3*120gm

Schemes to the retailers and wholesalers-

Trade input

1. Wholesalers

• Attractive launch gift for Wholesalers

• Dettol Clip-Board with Notepad

• For Platinum and Gold Wholesalers Only

2. Scratch Card Scheme (retailers/wholesalers)

Retail/WS/Sub-DB WS

• Period: – 120gm – May

– 70gm - June

• Eligibility: Buy 3 Cases of non CP Soap (any Variant), Get 1 Scratch card

• Gift: Per scratch, outlet stands to WIN assured gift of: Rs.360, Rs.390 or Rs.430

• Purchases should be made in multiples of 3 cases

3. Fast Start Incentive

32

Wholesalers

– Applicable for all Udaan Wholesalers (Platinum and Gold)

– Eligibility: Achieve 70% of May + June target by May-end

– Target to be set at at-least 30% growth

– Top 1400 WS will win an attractive gift

Deep Dive Sub DBs

– Applicable to all Deep Dive Sub-DB‟s

– Eligibility: Achieve 70% of May + June target by May-end

– Target to be set at at-least 30% growth

– Top 340 Deep Dive Sub-DB‟s will win an attractive gift

Fast Start Gift: Attractive Jaypee Waterjug worth Rs.790

4. One-Day Drive in Wholesale

• Areas of Operation: Top 5 WS markets in each region

• Single Day Order Booking with attractive gifts through a lucky-draw based activity

• Budget per WS market – Rs.5,000; regions to customize final scheme design

• Objective – Achieve 50% of month‟s target for WS beat in a single day

Markets – Indore & Gwalior

5.Small Pack Drive

Period: May – June

Valid in: UP, MP, Chattisgarh, Bihar, Jharkhand, North/South Maharashtra, WB, NE ,

Orissa, TN, Karnataka, AP

Small Pack – Wholesale

Applicable to: Trade W/S and Sub DB W/S

Cases 25 50 100

Gift

ValueRs. 1,000 Rs. 2,800 Rs. 7500

GiftHDFC

Gift Card

Fasttrack

Watch

Nokia

Mobile

33

Visibility input

1.Udaan Retail Outlets

Backing Sheets

Counter-top

Sleeve Hanger

2.Traditional Trade (Balance Retail)

Dangler

Tri-rama

3. Wholesale Visibility Support

Period: May-June

• Applicable for all Udaan Platinum/Gold/Silver WS and Deep Dive Sub-DB WS too

• All wholesalers to put up Dettol banner to be eligible for the scheme

• Scheme applicable for May and June separately

• No multiple slabs allowed within a month

Slab-1

• Minimum purchase of 10 c/s

• Rs2/- per facing for the outlet

• Max of 150 facings per outlet

Slab-2

• Minimum purchase of 5 c/s

• Rs2/- per facing for the outlet

• Max of 75 facings per outlet

34

5. Green Revolution

Achieve extra-ordinary visibility in your markets…..

• Period: May-June

• Eligibility: – Applicable to Udaan Retail Outlets and Select Class A outlets in Indore,

Bhopal & Gwalior

– All participating Udaan outlets to place counter-top for the contest duration

– Minimum purchase of 3 cases/month

• Get Rs.2 per facing, upto a maximum of 200 facings

• One-time scheme payout only

6. Visibility Contest

35

• Eligibility: All Outlets participating in “Dettol – Green Revolution”

• 15 Exciting prizes to be won per town

• Minimum 25 outlets to be enrolled per town

• Winners of the visibility contest to be decided by RM/ZSM/RTMM

• Photographs of all participating outlets to be sent to corporate

7.Green Revolution in Sub-DB Towns

• Top 4 Sub DB‟s per ASM territory to get an attractive Gift worth Rs 2000 on

Excellent Visibility Drive

• To be decided by RM/ZSM/RTMM, on the basis of minimum 15 photos

• Gift: - HDFC Gift Card worth Rs.2000

Sales-force Incentives

1.Team Incentives

Fast Start Incentive

DBSR/PSR/KASR

• On 70% IMS target achievement for the May+June period by 31st May

– Target to be set at at-least 30% growth

– Gift: Rs.300

Volume Ach Incentive DBSR/PSR/KASR

• Achieve monthly targets for May and June

– Target to be set at at-least 30% growth over last year

– Gift: Rs.200 for every month

36

2.Team Recognition

TSI/ASE

Top 5 TSI/ASE per region territory basis % shipment ach of target for the period

• Targets to be at least 30% growth over LYSP

Winner to get:

• Certificate of appreciation from Sales Director and a trophy

• Complimentary team dinner for DBSR‟s

ASM

Top 5 ASMs nationally basis % shipment ach of target for the period

• Targets to be at least 30% growth over LYSP

Winner to get:

• Certificate of appreciation from MD/Sales Director and a trophy

• Complimentary team dinner for TSI‟s/ASE‟s

Visibility

• Exceptional visibility award for showing best-in-class execution during May-June

• Categories of winners:

– Best ASM per region

– Best ASE per region

– Top 3 TSI‟s per region

• Winners will get Certificate of Appreciation from MD/Sales Director and a trophy

RESULT –

65% objective has completed.

37

Chapter -3

Conceptual overview

38

INSTITUTION SALES

Intuitional Sales is similar as corporate sales, here we sell products/Services/Solutions to

other organisations. Its also called B2B Sells. For an e.g. We sell one AC to a customer for

his personnel uses its B2C Selling, where as in institutional sales we sell in bulk quantities for

e.g. Selling 300-1000 AC to one new opening hotels Institutional Sales does not involve the

channel of dealers/distributors, its the direct sales for company to company.

Institutional sales are basically b2b i.e. business to business instead of business to consumer

i.e. b2c. For example-if we sell one ac to a customer it is b2c sales but when we sell 100 ac's

to a builder it is institutional sales as there is no mediator involved and the quantity is always

in bulk.

Understanding the difference between corporate sales and consumer sales is quite easy to do,

but they should not be confused as although they both involve very similar things, the

difference when it come to profit and money is very large.

Corporate sales are, in simple terms, sales made between two large companies. For example,

let's say a company called Computers R Us who sells computers speak to UPS and deliver a

pitch to them explaining about their products. UPS agree to shake hands on a sales deal that

Computers R Us kit out all of their USA offices with computers. This would mean that

Computers R Us would be providing UPS with thousands of computers worth a significant

amount of money, and this would definitely be seen as a corporate sale. Not only because the

deal is between two massive companies, but because the deal means lots of money will be

39

exchanging hands and the profit for the vendor (Computers R Us in this hypothetical case)

would be huge. This sale is seen as a corporate sale.

Those that work in a corporate sales team would also find their job was very different to

someone that worked in a consumer sales team. Someone in a consumer sales team usually

has to sell a product by telephone or face to face in a store, and from then on, it's pretty

straight forward: The customer either goes with the offer or declines the sale. In corporate

sales though, it's slightly different.

People working in corporate sales usually work very hard at maintaining their relationships

with their clients which isn't done on such a large scale with consumer sales. For example,

going back to our hypothetical situation, Computers R Us would very likely invite UPS to

events and dinners to ‟keep in with them‟. Freebies may also be thrown in. This can be

simply secure the client

Business-to-business

Business-to-business (B2B) describes commerce transactions between businesses, such as between

a manufacturer and a wholesaler or between a wholesaler and a retailer. Contrasting terms

are business-to-consumer (B2C) and business-to-government (B2G).

The volume of B2B (Business-to-Business) transactions is much higher than the volume of B2C

transactions. The primary reason for this is that in a typical supply chain there will be many B2B

transactions involving sub components or raw materials, and only one B2C transaction, specifically

sale of the finished product to the end customer. For example, an automobile manufacturer makes

several B2B transactions such as buying tires, glass for windscreens, and rubber hoses for its vehicles.

The final transaction, a finished vehicle sold to the consumer, is a single (B2C) transaction.

B2B is also used in the context of communication and collaboration. Many businesses are now using

social media to connect with their consumers (B2C); however, they are now using similar tools within

the business so employees can connect with one another. When communication is taking place

amongst employees, this can be referred to as "B2B" communication.

40

OBJECTIVES OF THE STUDY

Study the distribution process of RECKITT BENCKISER products.

To understand the distribution of RECKITT BENCKISER for institutions

To understand the B2B & B2I (business to business and business to institutions)

marketing & sales.

Study of institutional marketing and sales.

To understand the working process in FMCG market.

RESEARCH METHODOLOGY

The Research is Exploratory Research. In the present Research I have collected data through

Survey and feedback of customers.

SAMPLE SIZE

50 institutions.

DATA COLLECTION

Primary & Secondary Data will use.

Primary data is collected through survey with the help of questionnaire.

Secondary data is collected through websites & published sources.

SAMPLING METHOD

Convenient Sampling Method.

TOOLS OF ANALYSIS

I will use Questionnaire Method.

SCOPE OF THE STUDY

This study will help to the understanding B2B and B2I dealing, marketing and sales

of the Reckitt Benckiser company.

Will help to the understand business relationship & customer behavior.

LIMITATIONS

The respondents were limited and cannot be treated as the whole population.

The respondents may be biased.

The accuracy of indications given by the respondents may not be consider adequate.

Institutions are not giving proper response.

41

Chapter -4

DATA ANALYSIS

42

1. Where from you purchase the house hold goods.?

o Wholesales

o Retailers

o Distributers

o All of these

ANALYSIS –

In during to research , I found that most of the institutions purchase the goods from

wholesalers.( Aprox 44%)

They do purchasing from wholesalers in bulk quantity because they get extra margin

in bulk quantity.

25% institutions purchase the goods from distributers, these kind of institutions

keeps a limited quantity of goods and purchase according to the requirement at

monthly basis.

Some of institutions (14%) purchase direct from the retailers , because they keeps

minimum quantity of house hold goods and they depend on customer requirements.

And some of institutions purchase from anywhere they not specific because they

depends on requirements.

wholesalers44%

retailers14%

distriboters25%

all of these17%

Where from you purchase the house hold goods.?

43

2. Process of purchasing ?

o Agreement

o Tie-ups

o Tenders

o Open purchasing

ANALYSIS-

The purchasing process of institutions is various types.

Most of the institutions does open purchasing while some of the institutions keeps tie-

ups, agreements and launch tenders to purchasing the house hold products.

agreement20%

tie-ups3%

tender9%

opern purchasing

68%

purchasing process

44

3.Which company & brands uses by institution ?

o HUL –( Domex) o Reckitt Benckiser – (Lizol, Harpic,dettol, Easy Off Bang) o Dabur – (Sanifresh, Dazzl) o S C Johnson – (Mr. Muscle) o Others

ANALYSIS-

Most of the institutions (hotels, hospitals, educational institutes, small offices) are used the Reckitt Benckiser products. Because the products of reckitt benckiser are very hygienic.

HUL is the second one company which likes by institutions because they add more features in there products for example, DOMEX is a toilet cleaner, thay have launched phenyl version domex because most of the institutions uses phenyl for cleaning.

16% institutions uses S.C. Johnson products like Mr. muscle is very famous product.

14% of institutions uses dabur products like SANIFRESH (toilet cleaner)

12% of institutions uses others products those are not specified because they believes in low budget purchasing, they actually low budget institutions.

HUL22%

Reckitt Benckiser36%

Dabur14%

S.C.johnson16%

others12%

company & brands

45

4.How much discount or margin?

o MRP price

o Retailer rate

o More than retailer rate

o Less than retailer rate

ANALYSIS-

Most of the institutions purchase the products at retailer margin ( a discount on which

retailers buys the products)

Some of big institutions like 5 star hotels and luxurius hospitals purchase the

homecare product at personal discount ( Agreements, tenders, tie-ups etc)

Most of small institutions direct purchase from market because they keep small

quantity of the products.

Some of institutions buys the products at less than retailers discounts , they generally

purchase direct from wholesalers in a bulk quantity.

13%

64%

11%

12%

discount or margin

MRP rate

retailer rate

less than retailer rate

personal discount (tendar or agreement)

46

5. What is your buying priority factor ?

o Cost effective

o Quality effective

o Both

o Non of these

ANAYSIS-

Most of the institutions are price sensitive, they prefers purchasing at low price while

most of big institutions prefer quality products.

And most of luxurious institutions gives priority to the brands.

Some small institutions keeps very cheap products because there is no requirement.

cost effectve52%

quality effactive 8%

both33%

non 7%

buying priority

47

6. What is the payment process of the institutions?

o Annually

o Monthly

o Any way

o Hand to hand

ANALYSIS-

Mostly institutions pay hand to hand mean that they pay the amount in regular basis.

Most of institutions payment is monthly wise because they purchase the products

from distributers which can be sometime agreement basis.

Some big institutions like hotels & hospitals takes annually orders because they have

some tie-ups with the companies.

some of (15%) institutions belief in purchase in whatever way that that want.

5%

36%

15%

44%

payment process

annualy

monthly

any way

hand to hand

48

7.How often do you buy the RB products?

o Regularly

o Weekly

o Monthly

o Occasionally

o Never buy

ANALYSIS-

Most of institutions buys RB (RECKITT BENCKISER) products in weekly because

there requirement according to customers.

I found that 23 % institutions buys RB products in regularly because there are

demands of RB products.

22% of institutions buys monthly wise, they generally purchase from distributers in

bulk quantity.

Some of institutions never buys the RB products. Because they are purchase others

products which are more cheaply than RB products.

regularly 23%

weekly25%monthly

22%

occasionally20%

never buy10%

1. How often do you buy the RB products?

49

8. Which products of RB would you generally use in your daily life?

o Health care

o Beverages

o Home care

o Personal care

o All of the above

ANALYSIS-

Most of institutes used homecare products ( soap, toilet cleaner, floor cleaner, glass

cleaner, cloth cleaner etc.)

Most of the hospitals used healthcare products which are germ killer like lifebuoy,

dettol etc.

19 % institutes used all purpose products because they have all type customers.

Some of institutes uses personal cares products,becouse they are generally hygienic

health care21%

beverages8%

homecare36%

personal care 16%

all 19%

category of products use by institutions

50

Chapter -5

FINDING

51

In duration of the training according to research I have found many things –

I have visited to many institutions in which generally categories are –

Hotels

Hospitals

Educational institutions

Corporate offices

1. HOTELS

In this training I went to many hotels which are locate in the Bhopal. There is many hotels

those are divides in various categories like –

5,4,& 3 star hotels(luxurious A- class hotels)

Budget(B-class ) hotels

C-class hotels.

HOTELS

ADDRESS

Ashoke lake view Shyamla hills

Hotel ranjeet Shyamla hills

Arch manor MP Nagar

Noor-e-sabha VIP road

Jahanuma palace Shyamla hills

Nisarg MP Nagar

The residency MP Nagar

Surendra villas MP Nagar

Palash residency TT Nagar

Hotel sarthak TT Nagar

Amar palace MP Nagar

Hotel castle inn. MP Nagar

Lake princes MP Nagar

Satya villas MP Nagar

Kamla residency MP Nagar

Hotel rajhans MP Nagar

Hotel signature MP Nagar

Sky lark MP Nagar

Sonali regency Hamidia road

Hotel bindal Hamidia road

Hotel surya Hamidia road

Banjara Hamidia road

Ranjeet Hamidia road

Jyoti Hamidia road

Manjeet Hamidia road

Shrimaya Hamidia road

52

I met to the purchase mangers of the hotels and they told me whole process about purchasing.

In a luxurious (5 star,4 star, & 3 star) hotels,-

They mostly purchase goods from company distributers at some personal discounts.

They belief on Brand and quality of goods.

They keeps tie-ups with big companies.

They pay the amount on monthly basis some time annual basis.

They keep maintains there value and used branded goods.

They keeps the goods in bulk capacity.

Budget (B-class) hotels –

In the budget hotels, they keeps the goods in limited quantity that depends on costumer

requirements

They purchase the goods from direct to the wholesalers because they get some discount on

bulk capacity.

They belief on cost effective products. (low price)

C-class hotels-

In these types of hotels keeps a minimum quantity of goods and occasionally purchase

because they depends on customer requirements.

2. HOSPITALS

I have visited many hospitals , and found that all about process of big, small and budget

hospitals.

HOSPITALS ADDRESS

Peoples hospitals (dental ) Bypassroad bhanpur Bhopal

Bhopal memorial hospital Raisen Bypass road

City hospital Mp nagar

National hospital Arera colony

Narmda hospital Arera colony

Bhopal fracture hospitals Arera colony

Hajela hospital Geetanjali complex

Red cross Shivaji nagar

j.p. hospital Tulsi nagar

Rainbow hospital (children‟s hospital) New market

53

In during to research i found,

In big hospitals

They mostly purchase the products from distributers at agreement basis or tie-ups.

Most of hospitals purchase products from wholesalers on a specific discount or margin.

Aprox all hospitals purchase healthcare products like hand wash, medicines and all that.

They keeps very hygienic surrounding in a hospitals that is why they keeps quality effective

products . Generally they belief on brands.

In small and budget hospitals, they keeps limited quantity of household goods as per

requirements. They keeps own medical shop where they sale the medicines to patients.

They purchase from anywhere or open market at the market price or minimum discount.

54

Conclusion

55

In duration of training i found that, the institutional requirement is very to business to

business. There are various types of business institutions and they keeps household goods as

per requirement of customer and depends on there priority to brand and products.

After research work, i conclude the outcomes which i got during to training:-

Because of Reckitt Benckiser products are very establish in the FMCG market, so all

there products is comes in under to basic need of the institutions.

36% institutes used homecare products (soap, toilet cleaner, floor cleaner, glass

cleaner, cloth cleaner etc.)

Hospitals are mostly used healthcare and hygienic products.

In case of hotels, luxurious hotels keeps mostly cleaning products because they belief

in hygienic climate.

Most of institutions purchases goods in bulk quantity because that get more discount

on bulk quantity.

64% institutions in Bhopal purchases the products at retailer margin ( a discount on

which retailers buys the products)

36% institutions (hotels, hospitals, educational institutes, small offices) are used the

Reckitt Benckiser products. Because the products of Reckitt Benckiser are very

hygienic.

52% institutions in Bhopal are price sensitive, they prefers purchasing at low price

while most of big institutions prefer quality products.

Big institutions gives priority to brands and quality more than price because they keep

there own image in eyes of customers.

44 % institutions purchase goods from direct to wholesalers at maximum discount.

Mostly, the payment process of institutions is a regular basis, because there

requirements of goods is daily basis.

Most of institutions prefer cost effective products because they belief in cost cutting

business.

60% institutions does open purchasing while some of the institutions keeps tie-ups,

agreements and launch tenders to purchasing the house hold products.

Some of institutions takes personal discount or keeps tie-ups with the distributers or

direct to the company for the maintain business to business relationship.

56

ANNEXURE

Questionnaires

Institution (hotel/hospital/office/educational institute)………………………………………..

Name of purchase manager (Mr/Mrs)………………………………………………………...

1Where from you purchase the house hold goods.?

o Wholesales

o Retailers

o Distributers

o All of these

2. Process of purchasing?

o Agreement

o Tie-ups

o Tenders

o Open purchasing

3. Which company & brands generally uses by institution ?

o HUL –( Domex) o Reckitt Benckiser – (Lizol, Harpic,dettol, Easy Off Bang) o Dabur Balsara – (Sanifresh, Dazzl) o S C Johnson – (Mr. Muscle) o Others

4. How much discount or margin on which you buys the products ? o MRP price

o Retailer rate

o More than retailer rate

o Less than retailer rate

5. What is the payment process of the instiutions?

o Annually

o Monthly

o Weekly

o Hand to hand

6. What is your buying priority factor ?

57

o Cost effective

o Quality effective

o Both

o Non of these

7. How often do you buy the RB products?

o Regularly

o Weekly

o Monthly

o Occasionally

o Never buy

8. Which products of RB would you generally use in your daily life?

o Health care

o Beverages

o Home care

o Personal care

o All of the above

58

BIBILIOGRAPHY

59

Reference Books

Kothari, C.R., 2005 Research Methodology, Wishwa Prakashan, India.

Kotler, Philip. 2005, 13th

edition, Marketing Management, Prentice hall

India.

Marketing Management, 4th edition, TATA McGrawHill, Rajan Saxena

Web resources-

http://www.blurtit.com/q9602008.html

http://www.citeman.com/720-marketing-strategies-of-institutional-

sales/

http://en.wikipedia.org/wiki/Business-to-business

http://en.wikipedia.org/wiki/Sales