"Winning in wholesale: Control, consistency, and the right partner"

In the third series of sales management theory, I will discuss the structural weaknesses of discount sales with live examples to clarify my statements. Discounts can spike short-term sales, but they erode long-term value. Here are some key points to consider: 1. Margin erosion - Frequent discounts shrink profitability. 2. Brand dilution - Customers associate the brand with cheapness, not quality. 3. Customer disloyalty - Buyers jump ship for the next best deal. 4. Sales burnout - Representatives chase numbers, not relationships. A live example is Nirma, which made headlines by selling heavily and captured the Indian market through the wholesale channel. However, people later found it cheap and obsolete when compared to products with better value addition. In the early 2000s, FMCG companies operating in Eastern India relied heavily on schemes like "Buy 10, get 2 free" or "Scratch and Win" to drive retail penetration. Distributors stocked up during the scheme period but dumped inventory post-campaign. Retailers waited for the next offer, making genuine demand hard to measure. This system created artificial spikes but lacked sustainability. In my next series, I will write about the rise of the new-age sales system approach. Your insights on what to cover would be valuable for designing this content. #salesmanagement #salesprocess #salestechniqes #fmcgsales #futuristicsalesstrategy

Positive Outlook on Maharashtra’s 24/7 Retail Policy 🛒 The recent decision by the Maharashtra government to allow shops and establishments to operate 24/7 is a game changer for the FMCG and retail sector. Why it matters for FMCG growth: Extended consumer access: Customers can shop at their convenience, driving impulse and late-hour purchases. Boost to sales & distribution: Longer operational hours mean higher product visibility and faster turnover. Job creation & opportunities: From retail staff to supply chain, this policy opens doors for more employment. Modern retail push: Aligns Maharashtra with global cities where round-the-clock retail is part of urban lifestyle. This move will not only strengthen the FMCG ecosystem but also support small retailers, modern trade, and e-commerce logistics to sync better with consumer demand. Overall, it’s a progressive step that reflects how consumer-centric policies can accelerate retail and FMCG growth in India

Day- 17/100 - Covering the FMCG Sector In the fast-paced world, if FMCG Companies want to sell their products, they need a strong distribution channel to reach consumers. What is a distribution channel? • Distribution channels refer to a system where FMCG products are delivered from the manufacturer to the final consumer. • It involves Manufacturer → Distributor → Wholesaler → Retailer → to end Consumer. Types of FMCG Distribution Channels Companies can sell their products depending on their market reach, products, and business goals. • Direct Distribution Channels - Companies can sell their products directly to consumers without using intermediaries like wholesalers or retailers. It is commonly done through company-owned stores, an E-commerce website, or a direct sales team • Indirect Distribution Channels - It involves multiple intermediaries, including wholesalers, distributors, and retailers, who help companies deliver their products to end consumers. • Multi-Channel Distribution - It combines both direct and indirect channels, allowing companies to sell products online or offline. For eg, Hindustan Unilever can distribute products through supermarkets, convenience stores, direct-to-consumer platforms, and wholesalers. • Exclusive Distribution Channels - It means a company gives the right to sell its product to only one distributor or retailer in a particular area/ region. For eg, suppose Nike gives the right to sell its shoes in Mumbai only to one distributor. All retailers in Mumbai must buy Nike shoes only from him.

We all say marketing is about understanding consumers and satisfying their needs. But the real question is: how do we actually reach those needs? The answer lies in sales — where strategy meets reality. And I, along with Chaarvi Arora and Ashmita Sundriyal got an opportunity to experience it first-hand as we hit the streets of Jivraj Park, #Ahmedabad, for a Daawat The Finest Rice #Sales Drive organised by the SCRM team at MICA | The School of Ideas, and it turned out to be an incredible learning experience! Here’s what we discovered: 1. Availability doesn’t equal preference: Daawat is everywhere, yet in smaller kiranas it’s often a “secondary brand.” Local loose rice still moves faster and gives #higher #margins. 2. Visibility is king: In 7 out of 30 stores, Daawat sat on floor-level or back racks. Compare that to #IndiaGate or #Kohinoor — placement drives recall. 3. The 80/20 rule in action: Just 20% of outlets drove 70% of sales, while many kiranas stocked token quantities. 4. Reactive #ordering is real: Some stores order only when customers ask, showing weak pull and heavy reliance on distributors. 5. Margins drive #behaviour: Stores with <8% margin actively pushed competitors, reducing Daawat’s presence. What we learned: 1. Data collection isn’t easy. Visiting small stores, talking to #shopkeepers, and mapping #shelves is tougher than it sounds — but the insights are gold. 2. Presence alone isn’t enough. Shelf space, #visibility, and retailer #engagement matter more than you think. 3. Retailers can make or break a brand. #Incentives, #loyalty schemes, and fair margins encourage them to push your product. 4. One size doesn’t fit all. Smaller packs for kiranas, bulk packs for #supermarkets — match the SKU to the shopper. Our recommendations: 1. Focus on high-impact stores – supermarkets & top kiranas. 2. Boost #retailer incentives – stable margins, loyalty bonuses, display rewards. 3. Drive visibility – end racks, floor stacks, in-store branding. 4. Align #SKUs to store size & shopper needs. 5. Engage retailers directly – reduce #distributor dependency and strengthen pull. Takeaway: Daawat’s challenge isn’t presence — it’s depth. With the right incentives, visibility, and engagement, it can become a trusted choice in every kitchen, not just a secondary option. "Sales isn’t just numbers; it’s stories, relationships, and real-world insights. And that’s where strategy truly comes alive." #SalesDrive #RetailInsights #GoToMarket #ConsumerFirst #DaawatRice #FieldSales #RetailActivation

Sales is where strategy meets reality. We often talk about building brands, but the real test begins at the shelf. Every inch of space, every SKU, and every conversation with a retailer decides who wins the market. As part of the MICA SCRM Sales Contest 2025, our team Aditi Gupta, Hardik Sathe, Vishakh Garg, and I designed a Go-To-Market strategy for Ariel Liquid in Shela, Bopal, and Telav, Ahmedabad. We visited 30+ retail stores across General Trade, Modern Trade, and Kirana formats. We also conducted 40+ structured interviews with shopkeepers, distributors, and consumers to understand what drives detergent purchase and retailer recommendation. Here’s what we found: ➡️ Shelf ≠ Sales. Ariel’s premium positioning suffers when placed on bottom racks. Surf Excel dominates visibility and recall. ➡️ Retailer push is limited. Local brands and Surf Excel offer stronger schemes and faster replenishment, reducing Ariel’s share of voice in-store. ➡️ Channel conflict is real. Lower online pricing has eroded offline trust. Retailers need offline-exclusive SKUs and differentiated offers. ➡️ Trial packs drive adoption. ₹10 sachets and 500 ml bottles encourage trials and repeat purchase more effectively than larger refill packs. We recommended focused visibility interventions, retail activation, and scheme restructuring projected to increase Ariel’s on-shelf share and improve retailer advocacy. Being part of the Top 10 teams among 50+ national entries reinforced one lesson: Sales is not just selling. It is about understanding behavior at ground zero. We thank Prof. Dr. Mini Mathur, Pooja Singhal ma’am, and Prof. Govindrajan Srinivas for bringing this opportunity to learn and explore sales management beyond the classroom. At MICA, we don’t just market brands. We make them sell. #kanishkakreates ___ #MICA #Ariel #GoToMarket #RetailStrategy #FMCGInsights

Day:25 HUL's Distribution Mastery: From Complexity to Competitive Edge Yesterday we explored the complexity of India's retail landscape. Today, let's see how HUL is mastering this maze with game-changing innovations! Project Nakshatra - Supply Chain Revolution HUL's "produce close to demand" strategy is reshaping logistics. By reducing factory-to-consumer distance and creating multi-format facilities, they're achieving both agility and cost efficiency. Their future-ready distribution centers feature consolidated operations and higher throughput - a masterclass in operational excellence. Shikhar App - Digitizing 1.2 Million Retailers This exclusive B2B platform is democratizing access for retailers across India. With features like convenient ordering, reliable service, and hassle-free credit, Shikhar is becoming the backbone of HUL's retail ecosystem. The numbers speak volumes - 1.2 million outlets can't be wrong! 'Samadhan' - The Speed Game Changer Here's the crown jewel: 90% of orders fulfilled within 24 hours in Chennai! By decoupling order capture from fulfillment and leveraging Intelligent Warehouse Management, HUL is setting new industry benchmarks for speed and reliability. The takeaway? While India's distribution challenges are real, companies that invest in technology, infrastructure, and retailer partnerships are turning complexity into competitive advantage. #FMCGIndia #SupplyChainInnovation #RetailTech #DistributionStrategy #DigitalTransformation #B2BCommerce #IndianRetail #SupplyChainExcellence #RetailDigitization #FMCGTrends #LogisticsTech #RetailEvolution

Distribution Landscape of India A continuation of the previous post where I discussed definition, descriptions and deliverables of various intermediaries. Click https://lnkd.in/gRQm8BhF Selecting a #sales and #distribution approach is crucial for a successful #businessmodel. This process not only defines a company’s connection to its #customers but also significantly impacts its total costs. Traditionally, businesses operated within a limited set of options, such as direct sales, distributors, re-distributors (sub-distributors or sub-stockists) and wholesalers, leading to similar choices across industries. However, the landscape has changed dramatically, with an expanded array of options and increased competition, creating potential instability for current leaders and new opportunities for others. Given this evolving environment, companies must reassess their sales and distribution strategies. An effective analysis of channel options should consider the following fundamental questions: 1️⃣ How do sales and distribution #channel choices align with the overall #business model? 2️⃣ What historical context has shaped competitive advantages through sales and #distributionchannels? 3️⃣ What were the traditional channel options, and how did they effectively meet #supplier and #customer needs? 4️⃣ In what ways are the characteristics of sales and distribution channels evolving? 5️⃣ What new options are available to suppliers and how should they evaluate these choices? 6️⃣ How can suppliers effectively manage transitions between different channel strategies? The attached diagram exhibits the distribution landscape of India along with the geography-level population and number of outlets serviced by FMCG players through various intermediaries and #channelpartners. Hope this one pager will help you to design and develop your RTM framework. Structuring RTM is a dynamic process. For example, there were no existence of #ecommerce two decades ago and #qcommerce a decade ago. Hence rethinking and rearrangement of distribution approaches are essentials for adapting to market changes and ensuring sustained success. For more insights or to train your #businessdevelopment, #category and #channel teams on strategic #RTM, reach us at hello@boilingpoint212.com Stay tuned👍

RSB RETAIL INDIA LIMITED has announced the opening of its new R.S. Brothers showroom in Nanded, Maharashtra, located near Mahatma Phule Market, Shivaji Nagar, marking another significant step in the brand’s expansion journey across India. Read more: https://lnkd.in/gBPewmMh #retail #business #news #market #update #fashion #lifestyle #store #launch #expansion Venkata Ramana Tumula| Sriram Kurmanayakulu| T S Maharani| Ravish Tammera| Om Nagender Singh| Lalitha Gourishetty| Ajay Kumar Challa

Multi-layered FMCG distribution structure in large fragmented markets In last few posts, I discussed the roles of #SuperStockist, #Distributor, #subdistributor and #wholesaler at length. Large #CPG companies sell to super stockist or distributors, who ultimately sell to the #reatilers (sometimes through the sub-distributors and wholesalers), from where the end #consumer or #shopper buy the #brand or #SKU. For #FMCG products, this complex system is necessary to achieve intensive #distribution and store penetration by reaching the vast and fragmented geographies. The challenge is to integrate all these intermediaries in a multi-layered distribution structure by optimizing #channel management. And the role of #sales is vital. 🔴 The breakdown of 4 layers: 1️⃣ Super Stockist: Located in main towns and service the sub-distributors located in Tier 3 towns and rural geographies. If manufacturers operate through sole super stockists, the large-scale super stockists buy in bulk from the manufacturer and service the distributors across large regions. 2️⃣ Distributors: Usually buy from the manufacturer (sometimes from the sole super stockist) and handle distribution in metros and Tier 1 cities. They sell and service large retailers and wholesalers of the urban geography allocated to them. Distributors, with the support of company #Salesforce or #DSRs (their own sales representatives) provide door-step deliveries to their customers through a structured #marketcoverage method. 3️⃣ Sub Distributors: If markets are located in remote islands, hilly terrains, isolated from the mainland with poor communication and infrastructure, sub distributors are appointed either under the super-stockists or distributors. Usually sub-distributors operate in remote geographies, developing markets where the sales turnovers are not viable for a distributor's infrastructure. The sub distributors are provided the support of #PS (pilot salesmen) either from the manufacturers or super stockists to cover the #outlets of their geographies. 4️⃣ Wholesaler: They purchase in large quantities from distributors (or sub-distributors) and sell to smaller retailers. Unlike distributors or sub-distributors, the wholesalers work in 'pull' model, they do not provide door-step delivery to the #stores, rather small stores come from the outskirts of large cities or rural geographies, to them to buy stocks from the wholesalers in a regular frequency. The large number of small retailers makes it impossible for manufacturers to reach them directly; thus the multi-layered intermediaries are necessary to balance the costs and complexities. Each layer manages its own inventory and delivery mechanism, making the overall process work seamlessly. The attached illustration is a real-life #RTM model of a large FMCG in India. Hope it helps. For more insights or to train your sales, #channel and #salesdevelopment teams on #routetomarket best practice, mail us at hello@boilingpoint212.com Stay tuned👍

I failed to realize I wasn't selling a backpack. I was selling against a global reputation. My Home Textile playbook almost killed my new business. In Home Textiles, "Made in India" equals trust and scale. Easy entry. Shifting to Backpacks? Retailers default to China and Vietnam. Decades of established trust, supply chain, and scale. My initial sales pitches hit a wall. I was trying to compete head-on. Mistake. The market perception was already locked in. The breakthrough, after 13+ years in global sales: Don't match the giants; differentiate the offering. We stopped selling India as a cost advantage. We sold it as design flexibility and ethical compliance—values the established giants can’t quickly match. We targeted niche global buyers who needed unique, quick-turn collections over sheer volume. This strategic value won us the business. The Lesson: When entering a market dominated by trusted giants, you don't win by being a cheap alternative. You win by offering a unique strategic value they can't match. Actionable Insight: Identify the single thing your dominant competitor cannot easily offer (e.g., design agility, niche focus) and make that your core sales pitch. How did you overcome the "default choice" barrier in your industry? Let me know in the comments. 👇 #GlobalSales #MarketPenetration #InternationalBusiness #VipulGuptaInsights