modern trade in telecom

Modern Trade Manual

1

Elaborate Modern Trade Definition & Scope Understanding Uninor ‘ s Modern Trade

Approach Reference Guide Ensure Standardisation & Uniformity Explore possibilities of alignment with

leading Retail Chains

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 ..................................................9Tertiary Sales

Activation Management................................................................................13

Documentation ..............................................................................................15

Recharge .........................................................................................................19

Support ...........................................................................................................24

Inventory Management ................................................................................25

Commissions .................................................................................................26

MIS ..................................................................................................................27

2

4 Manpower Structure & Role ...............................28

5 Roles – SO, HO & Modern Trade Chain ..................40

1 Modern Trade – Definition

What is Modern Trade?Any Organised Retail chain having or more 5 outlets

Modern Trade Outlets --- Significance / Opportunity:

Conveniently accessible for prospective customers Multi product offerings Skilled Manpower Experience Telecom Connect -Strong visibility for Brands. Ready Target Groups Growth Phase –Reaching out to masses Increasing Contribution of gross activations Low capex / Only Opex model. Ready Platform ---Quick Launch

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

3

Additional Walkins

2 Modern Trade - Classification

Based on Presence

National Chains ~ 4000 Outlets Present in most parts of the country for eg The Mobile Store, Hotspot etc.

Regional Chain ~ 1000 Outlets Chain which has presence in at least two or more circles for eg Big C, Univercell etc.

Local Chain ~ 500 outlets Chain which is present only in one Circle for eg Maxtel, Adarsh etc.

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

4

Tie Ups

Sale / non sale activity Kiosk type activity Promotions

Modern Trade Arrangements:

Conventional:

Visibility Space

Occasional Manpower Basic Approach Product Placement

SIS Approach : Strategic Approach

Type Fixture Manpower IT and Connectivity

Shelf Space

In Shop Visibility

SIS

Mini SIS

Micro SIS

5

Shop in Shop .........................A new approach.

6

3 Modern Trade Processes

7

Distribution philosophy: Single entry system

8

Processes Involved in MT Distribution

Sales Process –Primary Sales –Order, Invoice & Delivery Tertiary Sales

Inventory Management

Activation Management

CAF Management

Recharge

Commission Management

MIS

Chain 1.

2.

3.

4.

OperatorPOS : Outlets

Customer

Order Fulfilment – 2 Scenarios

Nature of Arrangement:- Direct on a principal to principal basis with the chains

Ship to One

Operator to Chain- Primary

Chain – Outlets – Secondary ( Internal Transfer )

Outlets To Customer - Tertiary

Primary Secondary Tertiary

9

1. 2.

3. 4.

Operator

Outlets

Customer

Ship to Many

Operator to Outlets – Primary & Secondary ( Direct Transfer )

Outlets To Customer – Tertiary

10

Primary sales process :

Process Objective

The objective of the process is to receive orders centrally and align circle-wise, generate subsequentorders, update Performa GRN as and when it’s closed.

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Process Description

This process describes means to give PO and circle wise dispatch details to UWL. This results inexecution of order fulfillment process in ERP. UWL then generates Invoice resulting in execution ofdispatch process in ERP. The Performa GRN generated is updated and closed as soon as the complete order is fulfilled else new invoice is generated.

1 Give PO & Circle wise dispatch details

This process requires Modern Trade chain to give PO to SO with dispatch details circle wise.

Output: Detailed Dispatch Details/P.O. Manual

2 Receive P.O. and circle wise dispatch details

This process function receives PO and releases circle wise dispatch details to the order ERP Input: Dispatch Details Output: ERP updating

Manual

3 Order Fulfillment process in ERP

This is a predefined process Input: Receipt of P.O. and dispatch details Output: Generation of invoice

Automated

4 Generate Invoice

UWL process captures system generates Invoice as per dispatch details Input: Order fulfillment process in ERP Output:Invoice

Manual

5 Dispatch Process in ERP

This is a predefined process Input: Generation of Invoice Output: Generate Performa GRN

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6 Generate Performa GRN

This is a process to generate a Performa GRN. Input: Dispatch process in ERP Output: Decision to check whether Complete order fulfilled

7 Complete order fulfilled?

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

8 Update Performa GRN and close

This is a process for updating Performa GRNInput: The confirmation that complete order is fulfilled

END

13

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

Request for customer POI, POA & Photo.

Hand over original and copy of POI and POA,photo,Original Document Check & retain copy of the same.

Check documents for eligibility & validity.Checking of eligibility of the customer to possess the item & subsequent validity of documents submitted.

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

Close sale & collect money

Collect the same in cash or credit card. Give receipt to customer

SIM Activation process It’s a predefined process – Refer Activation 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

CAF Flow process starts

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Sim Activation

End to End Recharge rights at Outlets Tracks activation of SIM cards down to each Retail outlet, MTE and Chain.

15

Process Steps: Sim Activation

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 sendsthe MSISDN activation request through either SMS or STK menu.

3. Outlet sends the Activation request.SMS lands at the gateway & further routed to the back-end system

4. Receive Confirmation SMSAfter receiving the message from MTR backend system sends the confirmatory SMS back to MTR

5 .For Requests received through ApplicationThe backend system can also receive the activation request via application, which is further processedfor activation of Network element & IN

6 .Activation happens in IN / HLR system.Network Element or IN provisioning is triggered.

7. Send info to DMS for incentive and commission calculation and CAF ManagementAfter successful activation inform DMS for CAF & Incentive/Commission management for thechannel partner.

8 .Send info to Eload System for transfer of Activation Incentive.After successful activation inform Eload system for Activation Incentive calculation for the channelPartner

9 .Recharge : New Customer + Existing Customer --- Refer First Recharge compliance as per the business Rules.

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Documentation

Point of Sale – CAF Related Compliance :

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.

CAF Flows & CAF Management

Barring Protocols

Support System

17

CAF Flows : Process Steps

Sr.No Steps Description Timelines Responsibility

1 Courier Agency / doc boy will pickup the CAF from the Outlet as per the time scheduled and will acknowledge the summary sheet.

Daily As per

defined Timelines

Retail Outlet/ Promoter

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Document Flow

2 All CAF collected from the outlet will be submitted at document agency / predefined collection points

Daily As per

defined Timelines

Courier Agency /Doc

Boy

3 Document agency receives & acknowledges all documents recd.

Daily As per

defined Timelines

AV Agency

4 AV Agency will Validate 100% of the CAF & document received as per the DOT guidelines.

Daily AV Agency

5 Invalid CAF will be rejected as per the guidelines and will be returned to the respective chain on the next day by the runner.

Day 1 AV Agency

6 All Accepted CAF will be tagged as “ VALID” and will be allocated for data entry.

Day 1 AV Agency

7 Complete Customer details will be entered in the System and will tag as “ Done “

Day 1- 2 AV Agency

8 Quality team will cross verify the customers details are entered as per the CAF details, Errors identified will be rectified on system.

Day 1- 2 AV Agency

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Document pick up &

Audit

Document Entry

Document Validation

CAF Rejected

CAF Accepted

System Entry

Quality Check

9 All Valid CAF post quality check will be scanned and indexed serially.

Day 3-7 AV Agency

10 Scanned CAF will be uploaded in AVAM system within 7 Days of receipt of documents

Day 3-7 AV Agency

11 Valid CAF will be sent to Central Location for warehousing.

Day 3-7 AV Agency

12 Daily Reports on CAF Collection, Rejection, Acceptance, Scanning, DMS Uploading to be done.

Daily AV Agency

Barring Protocol

20

Non Receipt Of

Documents

Scanning & Indexing

Upload

Warehousing

Final Report

Pre-barring SMS Barring TSP Permanent Suspension

4th, 5th , 7th Day 7th Day 9th 30th Day

Pre-barring SMS TSP Permanent Suspension

1st , 2nd 9th Day 10th Day 14th Day

Recharge: -

A) Oxygen / Euronet Most popular way for recharge.

B) ELoad

C ) RCVs

Store Requirements:

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Reject CAF

Handset – To be provided by Circle retail to each Modern Trade outlet FOCEload Outlet Sim – To be provided by Circle retail to each Modern Trade outlet FOCEload Master Sim – To be Provided by the circle team to each Modern Trade Chain FOC

Retail Outlet Sims STK functionality 128 KRecharge + Activation rights : -

Retail Outlet Sim Rights: Pin Change Balance Enquiry Balance Transfer To CustomersRecharge Flexi Special Denomination

Master MDN STK Functionality 128 KBalance Transfer Rights – Mapped Outlets

Refill can be done via the following channels

Through STK menu on SIM card SMS IVR

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 :

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.

E-Load: Almost all Modern Trade Chains use E-recharge mode. E-Load SIMs are provided by the company to the Chain for distribution to its retail

outlets....free of cost. Defined tree based structure is followed providing control over the distribution flow. The E-Load systems will be able to handle: Differential commission & Promotion

flexibility. Wider Range with a value as low as Rs.10/- & as high as Rs.10,000/-

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Blended with virtually all the denomination and types of vouchers. Flexibility to launch new RCVs and attach promotional schemes at a faster pace. Invoicing process done through ERP & E-Load server. The retail outlet will be able to recharge any MDN (from same circle / other circle). Cash & carry payment method;Amount transferred to Modern Trade E-Load master sim Recharged from Outlet E-Load SIM to Customer MSISDN.

Refill method Input Method Receipt?eLoad SMS Enter

<XXXXX><YYY><ZZZ>. Send to xxxx

Receipt is sent to both sender and recipient of amount. Contents:Amount, sender MSISDN, recipient MSISDN?

Scratch card IVR Dial XXXX. Enter code Voice confirmation of new balance and validity

USSD Enter ##xxx** confirmation of new balance and validity

Eload Functionalities ( To enable end to end business management )

Online interface to ERP financials for the Chain sale invoices. Fixed or Variable amounts can be purchased. Subscriber account management like registration, change pin, etc. Manage stock transfers, account funding, and commissions structures. Bonus and Loyalty programs combined with a variety of pricing schemes Generates Reports covering additional commission and bonus. Calculations like Validity date, Grace date, processing fee, bonus etc should be done at

eTopUp system level

Circle Role

• 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.

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• 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.

Eload Order Placement

The following steps show the actions involved in placing a credit order

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.

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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.

UW to Chain Credit Transfer Approval

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.

Retail Outlet to Customers

Process Steps: Recharge: New Customer + Existing Customer --- Refer

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 thenThe 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 NotificationsA 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”

Support system for Retail Outlets

26

Owing to various compliances, a prepaid Customer gets Barred / Suspended for various reasons like:

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

Thru web portal

Thru email / phone

Thru Channel Helpline : Only pre assigned numbers are allowed. Circle Retail team to map the outlets to the helpline. Information available to front-line employees (e.g. in stores)

Available market/product offers All customer data All transactional data (usage, top-ups, tariff plans, etc) CAF -Complete status Barring status & reasons. Historical CRM data (e.g. offers given, contact with stores/customer service)

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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1 Initiate Stock requirements Outlet wise for each Retail Chain.

At launch New Stores being added

2 Monitor Sales / stock trends

3 Set Stock Levels mutually set up with the retail chain for each outlet

Min - Max levelsReorder Levels Base Stocks need to be maintained always.

4 Allocate / Reallocate between outlets for contingencies

5 Track Availability & fulfilment at stores

6 Stock Sufficiency evaluations: Reports HO – Retail Chain Twice a week on Monday & Thursday

7 Physical stock taking – Apprise Retail chain of discrepancies.

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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.

Some Key points

1 Commission / Earnings Structure: -

SUK Margin Back end margin ( CAF + First Recharge ) Slab based Incentive ( If Any )

Net off – Clawback Policy

2 Communicated in writing in the first week of every month.

Commissions calculations enabled by the IT system both at outlet / Chain Level Allows differential commission structure by type of Modern Trade Partner, regionwise

& category wise.

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.

Volume based e.g. on lifting on 500,000, additional 5% discount. Target based – on achievement of pre defined targets.

6 Frequency of commission calculation and payment – Ability to calculate commissions on a pre- defined frequency (parameterized) – e.g. monthly, bi-monthly, quarterly basis defined business rules.

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.

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MIS

MIS generation at all levels ( SO, HO & Retail chain )

Frequency - daily, weekly, fortnightly, monthly & quarterly Sample reports are attached as per Annexure . This is not the exhaustive list but to

give an idea about the kind of reports required. Coverage: Sales, stocks, market coverage, trends, competition, compliances, Quality

Chains Master data

Sales outlet/ chain wise , month wise - highs and lows

Targets for the current year and the key performance areas

Key details of competiion.

Any upcoming sales activity planned.

Current market activities, if any and the status of the same.

Stocks related

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4 Manpower Structure – Modern Trade

( 1 for every 40 – 50 outlets )

Promoters: -

( For SIS / Mini SIS / A class stores )

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M T Executive 3M T Executive 2

P 1

Circle Retail Head

VM & Modern Trade Head –Circle

M T Executive 1

P 3P 2

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Role :

Monitor Sales & achieve monthly sales plans.

Achieve high Counter share at all chains.

Analyse Trends – period wise / geography / chainwise / competition

Formulate Plans – Events / Weekend plans.

Develop relationships with key staff across all levels of Retail Chain.

Monitor Productivity for all promoter / non promoter stores.

Optimise sales cycle to ensure adequate stocks.

Monitor quality of acquisitions.

Seek 100 % document collection & other compliances.

Ensure High visibility across all locations.

Formulate Reward & recognition for entire team.

Design circle level incentives for chain store staff.

Ensure constant learning & updation for the team

Job Title: - Modern Trade Head - CircleFunction: - Retail Reporting to: Circle Retail HeadWorking Relationships: - Store Managers, Store Staff, brand Staff

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Role :

To manage Promoter Stores

To develop non promoter sales – Visibility & nos

Regular Visits & Market Activities

Relationship Building with Outlets

MIS / Reports

Territory Analysis / Competition Analysis

Team Management : - Hire, motivate, train & develop.

Inventory Management

Manpower Deployment

To hire/ induct promoters & allocate store

Job Title: - Modern Trade Executive ( MTE )Function: - Retail Reporting to: Circle Modern Trade HeadWorking Relationships: - Store Managers, Store Staff, brand Staff, MT Head

Modern Trade Executive : - Morning Briefs

Apart from direct visits to the store, MTE shall monitor outlets primarily thru regular morning briefs 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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Stores Allocation / Duty Roster:

Stores to be allocated to promoters based on Manpower positions in a geography. The Duty Roaster / Staff Planner have to be made weekly for each chain and is endorsed by the Modern Trade headThe report is to be developed during the beginning of 1st week.To alter / retain the plan based on additional staff requirements if needed.

Manpower planning is done on the basis of following:

Business pattern (e.g., no. of customers, transaction value) by day of the week,

Business Pattern by the Time of day

Daily Work Shift Requirements

Stock Availability

Seasonality (In case of peak season more staff is required)

Staff availability, weekly offs and employees‟ leave considerations

Weekly off on days other than weekends.

Whether the present staff can be reallocated

35

Store Meetings:

Schedule fortnightly review meeting.

Participants : Promoters / Retail Chain Store Staff ( at times )

Prepare agenda for weekly meeting: category sales, best sellers, promotions, competition etc.

Evaluate target achievement & review performance.

Identify areas for improving Sales.

Customer feedback, consumer insights etc.

Seek areas of support, help & discuss issues, if any.

Discuss Compliances Documents, first recharge, usage etc

Outlet Operational issues

Availability of marketing material

Availability of stock

Follow-up and monitor the progress on pending items.

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Modern Trade Executive : - Market Beat

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.Key deliverables & Action plan – weekly / monthly to be firmed up.

Beat Activities

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Area DESCRIPTION

1 Sales responsibility Ensure daily achievement of nos from the assined geography2 Stock sufficiency Each SKU is available as per the predefined levels.3 Stock display Ensure best visibility for merchandise3 Standees Standees placed appropriately close to entrance. 4 Instore Communication Ensure brochures & other communication material is available and appropriately utilised5 EVD Recharges Push recharges - new & existing custmers6 Product knowledge Communicate at store level handsets, tariffs & all new launches7 Activation Prompt activations at store level8 Complaint resolution Escalation, resolution & call back - closure 100 % 9 Communication - Schemes All new schemes to be communicated 10 Document Compliance Doc pick up and no pendency11 First Call, Zero Usage Cent percent compliance12 Complete loop - postpaid transactions CPV & Iinstalation13 VAS Focus RBTs Push VAS post sales transaction14 Promoter's supervision Supervise & manage all promoters, Share Dos & donts15 New Customer communication Bill Plan details / tariff

DocumentationAV/CV process

VAS Services & ChargesHelp Line numbers

Recharge options / Bill deposit facility

16 MIS Share daily sales & stock level17 Competition Update Communicate competition developments18 Customer Experience Ensure mechanism to reach out to max walkins & customer delight19 Continuous Engagement Direct customer experience post 5 P.M & on weekends

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Promoters at Outlets

Promoters allocated to stores are brand ambassadors of UW and do all that is necessary to project the right brand image.

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Job Title: - Outlet Promoters Function: - Retail Reporting to: Circle Modern Trade HeadWorking Relationships: - Store Managers, Store Staff, brand Staff.

Role :

Achieving sales targets.

Keeping tab on store level competitor activities; Increasing countershare.

Improving and maintaining the appearance of the store as per the  VM team guidelines.

For SIS Outlets : Maintaining space allocation & looking after the general maintenance & the upkeep of the fixture.

Inventory Management.

Ensuring CAF collection & submission.

Selection process, hiring, Training, Induction & Payroll management of promoters at outlets shall be as defined in the Retail training & recruitment manual.

Builds and maintains formal & Informal effective working relationships with colleagues & team.

Meet all targets given from time to time.

Makes self available and approachable.

Shares information / updates with other store staff.

Makes self available, should not interfere in other’s sales process.

Promoter’s Role (For Shop in shop Upkeep)

Ensure that the fixture is clean at all times.

Hardware functional (system & printers)

Stocking / Display: - pre printed pamphlets, formats, stationary

Switch off electrical items at night.

Lock

Training

It is imperative to have a staff training strategy in sync with the Sales strategy in place for the company. The promoters must have –

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Full Knowledge of the operating procedures. Complete understanding of retail selling techniques. Good interpersonal skills to make the customer comfortable and enable

buying decision. Follow up and feedback mechanism Training needs to be imparted to the staff on a regular basis to –

o New Recruits o Existing employees

Compulsory for promoters Complete knowledge of products & process its retails including the

technical details. Recommended for Retail Chain’s Store Staff One time training spread over 9 hrs per day for 4 Days, as below mentioned :

Day Duration hrs Topic Contents Methodology Type

1 2 Organisational Awareness Telenor Vision, values etc. Presentation, videos Intro

1 2 Telecom GSM, Networks, phone basics Presentation, Quizes Intro

1 5 Sales & Service Excellence Soft Skills Best practices & body language Activity Soft Skills

2 4 Retail Operations Retail Conduct & guidelines Presentation SOPs

2 5 Customer Service Processes Processes incl documentation Presentation & Role Plays Hard Skills

3 9 Product Prepaid & VAS Presentation & Role Plays Hard Skills

4 9 Review & Tests Revision + Certification Presentation & Quizes Evaluation

New Promoter Training

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.

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The responsibility of preparing and maintaining the training schedule lies with the Training team in conjunction with the Modern Trade Executive.

Training process Hire & Train

UNINOR leverages Hero Mindmine centres to create “storefronts” where candidates are recruited for UNINOR.These centres will be recognised as “UNINOR Authorised Resourcing and Training centres”.

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 present screened candidates to UNINOR for selection.

Hero Mindmine will be compensated for resourcing and training effort as per model.

Roles : - Support Office, Hub Office & Retail Chain

Having defined the high level business scope of the manual, we need to identify right balance between the central vs circle functionality.

Strategic decisions centrally at Support Office

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There will be centralized rules, process & policies to ensure cost synergies, common company values and a unified customer/brand experience, but the operational decisions will be taken closer to the market, by the Hub Office.

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.

Shop In Shop – Support Office & Circle Office Role

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Circle & Support Office - Actions to be initiated

Agreements

Support Office

Hub Office

To complete the National & Regional tie ups

Assist circles in closure of regional chainsFinal commercial

closure -All chains

Commercials

Initiate discussions with all circle and regional chains

Manpower

Manpower dimensioningShare Training Modules

SIS

Relationship

buildingOperational AlignmentRelationship building with key store staff

Competition

Engage top management for strategic discussions.

Share SIS & Uniform design with circles

Competitor mapping of settlement processes, commissions.

Outlet-wise classification & activation analysis

Recruitment, Training & DeploymentChains store mapping and identifying locations for SIS, Mini SIS, Micro SIS & basic tie up

Marketing Joint Marketing

plans

VM DeploymentScheme trackers

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Circle Office RoleSupport Office RoleAction

Approach presentation to

chain stores

Mutual agreement in

principal.

Freeze on deliverables

Sign agreement with SIS

commercials

Share agreement with circles

Present

Approach

to Chain

Store

Approach preparation with SIS

commercials , deliverables &

share final approach with SO

Present approach to chains

Sign agreement & Share with

S.O

Mapping all Circle Telecom

chains and local Non Telecom

chains

Prioritizing nature of

associations – SIS or Classic

Large circle player (40 Stores

+) for SIS

Smaller chains for Mini / Micro

SIS

Sign NDA

Mapping all National Telecom

and LFR chains

Prioritizing nature of

associations – SIS or Classic

* Note : Sensitive information to be shared with Chain store post NDA signing

Share information with Circles

on :-

Manpower Dimensioning

norms (On & Off Roll)

SIS & Uniform Design

IT Hardware provisioning for

SIS

Infrastruc

ture

Readines

s

Market

Mapping

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For National Formats Circle to

share Chain specific SIS /

Classic Approach roll out Matrix

SIS – 20% Stores (Max)

Mini SIS – 20% Stores (Max)

Micro SIS – 10% Stores (Max)

Format &

Circle

specific

final SIS

Roll Out

Matrix

Individual store visit to

validate / identity the following

Store Size & Location – High

Streets, Lanes, Malls ect

Actual SIS location within

store – 2 Options to be

captured (images)

Identify Brand & Product shelf

space (images)

On site assessment of best fit

SIS Option.

To capture the above data is a

prescribed format * and

support the same with digital

reporting.

Source SIS roll out scope data

from Chain Store.Pre Roll

Out

Secondar

y Data

Validation

& Primary

Data

Collection

Circle team to check Store wise

SIS Roll out feasibility with

Regional / Circle Formats &

share final approach with SO.

Share final roll out plan with

Chain store along with alternate

in store locations where ever

required.

Procure final SIS rollout

consent from chain and inform

SO for roll out readiness

Basis on site visit by Circle

team S.O to check Store wise

SIS Roll out feasibility with

National Formats

Suggest alternate in store

locations / SIS option where

ever required.

Procure final SIS rollout

consent from chain and inform

circle for roll out readiness

Cross

Validation

& Consent

from

Chain

Store

For Circle / Regional Formats

Circle to share Chain specific

SIS / Classic Approach roll out

Matrix

SIS – 20% Stores (Max)

Mini SIS – 20% Stores (Max)

Micro SIS – 10% Stores (Max)

Modern Trade : Partner ExpectationsThe culmination of all efforts shall be at the retail outlet & therefore it is imperative that all efforts must be synergised.Developing key relationships and ensuring regular follow ups for all issues having dependency on the chain shall be the key for best results.

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.

Typically, a better acquisition quality is associated with Modern Trade outlets.Bundling options: handset sales etc.Seasonal / Festive To even out cyclical impact: To push sales in slack seasonExclusive timings ie understanding to sell only Uninor connections in a specified time or days for eg between 5 – 8 in evenings or weekends

Besides, there shall be some other important elements but does not get covered in the SAC budget, but considered important.

Marketing Promos: chain ExclusiveJoint Media Promotions Product Freebies

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Special products (free airtime / mou / sms)

End

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