Unilever

The In practice structure was having too much reliant on primary gross sales and relations with trade and coverage was not extensive to deliver the desired results. A new dispersion structure was needed. Ha launched a project which was named FERREIRA (taken from the brand of car which symbolizes for outstanding performance with fastest speed, pension image). Hashs Background Muscular Hal joined Milliner In 1983 In Its Research Department. Alumni of Boston university, Hal was fortunate to make a motion into new assignments after on the whole trine to four years. Hashs real success came as Marketing private instructor and she was posted to theHeadquarters in detergents coordination for East Asia Pacific and Africa/Middle East region. Her exposure of more than 30 countries meliorate her strategic thinking. Hashs strength was her unwavering focus, determined attitude and high level of energy. On these strengths Ha was make chairman PULP In 2001 to add vitality to the untapped p otential of Pakistan. Dispos open Income In Pakistan providence was Increasing as political conditions Improved and economy showed vibrancy. Scenario at Milliner Pakistan PULP was going through and through post merger synergy after the acquisition of Polka and Orphan Best Foods (REF).Ha and her team with their mountain started off by analyzing the industry and emerging markets. They found out that new Innovation levels were needed. Previously companies were able to achieve global leadership by acquisitions and concentration on core brands and categories. Also further toll cutting was not possible from global purchasing and growth cannot be fueled solely from modify supply chain or information technology. This case was written by Zinnia Khan on a lower floor the supervision of Mr.. Keelhaul Named, Faculty CB as the basis for class discussion rather to illustrate either stiff or ineffective handling of an administrative issue.For confidentially reasons dates, figures & some fact s have been hypothesized unless without distorting the learning on processes. The consumer industry in the emerging markets needed the local touch. The success formula required grounding in value creation and service levels. PULP with the help of Malaysia, Bangladesh and Brazil. They concluded that companies which lacked service levels could not achieve the success they had aimed at. Also only innovations in the service levels to the retailers and customers increased returns for the companies.Hence, the distribution model had to be redesigned and its structure was study in four domains namely 1 Geographic Distribution 2 Distributor Operations 3 Sales Hierarchy, and 4 Sales Monitoring System and Reporting. Company Background PULP formerly prise Brothers Pakistan Limited was established in Pakistan in 1958. The town of Ihram Khan was the site chosen for setting up a vegetable oil factory. Milliner Pakistan is the largest FMC company in Pakistan as well as virtuoso of the largest multinationals operating in the country now operating with six factories located at different locations nigh the country.Its head office was shifted to Karachi from Ihram Khan in mid asss. Business Areas Restructuring and consolidating activities at Milliner includes the decision to change or withdraw many brands and concentrate on those with the biggest potential. Restructuring created the following core business areas 1 main office and Personal Care 2 Foods 3 Beverages 4 Ice Creams 5 Best Foods Meeting every day needs of nutrition, hygiene and personal care Milliner has the following distribution of share in its product portfolio Home Care Personal care Ice cream Beverages Spreads Savory & Dressing 26 16 8 11 100% 2 MissionLeading consumer Product Company in Pakistan, a multinational with deeps roots in the country. Attract and develop highly talented people to empower double dactyl growth Serve the everyday needs for foods, hygiene and beauty of all consumers Produce breakthro ugh innovation in brands and channel Managing responsive supply chain maximize value from suppliers to customers Exemplary through perpetration to business ethics, safety, health, environment and involvement in the community ceremonious System of Sales & Distribution Conventional system of distribution of sales in the company was focused primarily awards urban market.The growing agrarian and suburban markets were being ignored in scathe of needed attention to get improved results. indigenous sales and quantitative achievements were the key objectives and accountability in the sales team. Geographic distribution Pakistan was divided into three regions namely, Karachi, Lahore city and Islamabad. Karachi region covered Karachi, Hydrated, few cities of Shins rural, Lower Punjab e. G. , Umlaut and Coastal belt and parts of Balloonists province. Karachi contributed 25% in the overall sales and 20% of the coverage was d i by Karachi.Karachi region had 82 distributors to manage. near distributors were sole distributors of Milliner and credit was given to these distributors. Lahore city covered Lahore and nearby towns. Lahore had the biggest potential in terms of sales. The population was concentrated and dense. Lahore had 34 distributors to manage. Islamabad region had a vast area to cover but had less potential as compared to Lahore. It covered Islamabad, NFW and northern cities of Punjab. It had 57 Sales Hierarchy Sales hierarchy consisted of Director C&CD, National Sales Manager (NSA), threeRegional Sales Managers, 20 Area Managers and 45 theme Managers. Field Managers used to report to their Area Managers. Field Managers looked after corporate business which means managing all categories. In the urban cities, Field Managers had only one distributor under its control. However, in the rural towns one Field Manager used to look after 13, 15 or even 22 distributors at one point in time. Field Managers responsibility was to verify distributors redistribution cl aims. Administrative and commercial documentation was flagitious in his Job description. Even at times Field 3