A

PROJECT REPORT

ON

1. CUSTOMER RELATIONSHIP MANAGEMENT MODULE FOR

2000 KOMs.

2. SECONDARY SALES MONITORING SYSTEM.

3. PRODUCT MARKETING PLANS MONITORING SYSTEM.

FOR

Submitted By:

Indranath Chatterjee
Roll No.:
06 - JI -125
Under the Guidance of:

Mr. Satwinder Singh Grewal

Product Manager [Livestock]
Vetnex, RFCL Limited
And
Mr. Rajneesh Bhatia
Product Manager [Livestock]
Vetnex, RFCL Limited

Institute of Marketing & Management

MARKETING TOWER, B-11, QUTAB INSTITUTIONAL AREA, NEW DELHI 110016

Phones: 26520892-6, 26520900 Email: info@immindia.com Website:
www.immindia.com
 Undertaking

This is hereby stated that this report is very original in

every sense of the term and it carries a sense of
creditability and strength and that I have taken no
shortcuts and remained both rigorous and scholarly.

I have tried my best to keep this work as watertight and

squeaky clean as possible.

It may be further stated here that in the preparation of this

report and projects undertaken some aid has been taken
from a pool of professionally shared knowledge, a detailed
description of which has been mentioned in the
bibliography section of this report.

Dated _27.07.07___________
New Delhi. Signature
Indranath Chatterjee
 Acknowledgement

First of all I would like to place on record my gratitude to

all concerned respectable executives of Vetnex [SBU] of
RFCL limited forgiving me this opportunity of internship
which has been a pure learning experience and which have
enlightened my knowledge and skills about the animal
health care [livestock] industry.

I would also like to express my gratitude towards the

Institute Of Marketing & Management for giving me the
opportunity to undergo Summer internship at
Vetnex,RFCL limited

I am specially thankful to my mentors Sir Satwinder singh

Grewal and Rajneesh Bhatia for guidance and cooperation
during this internship and infact without their navigational
assistance life would have been very difficult as far as
structuring the projects are concerned. I would be always
grateful to them for their help and support.

Lastly but not the least I would like to thank the HR dept
for inducting the module of internship programmes at
RFCL Limited without which I shouldn’t have ever learnt
what I had during my internship at Vetnex.
 Executive Summary

The purpose of this report is to literally act as a window to the projects

undertaken as a part of the Summer Internship with the Organization
Vetnex (SBU) RFCL Limited that aims to define the breadth depth and
scope of the various thinking processes and mechanics that actually
synthesized the projects undertaken.

The Objective of the projects that have been assigned as a part of the
internship is:

1> To develop & design a CRM Module for 2000 Key Opinion
Makers for Livestock Business.

2> To develop & design a Secondary sales Monitoring System.

3> To develop & design a Monitoring system for Product

marketing plans.

Each of the above mentioned objectives required a marketing survey

in order to diagnose the various parameters that are infact essential to
transform the project to a coherent body. This Survey aims to define
those essential parameters for the individual projects like the tastes
and the preferences of the KOMs for the CRM model, the attitude of
the Stockists regarding importance and benefits if secondary sales are
being monitored and so on. All these are being crystallized in
synthesizing the projects.

It may be stated here that in case of animal health care industry the
Vetenarians and the paravetenarians are infact the real mover of the
product in a sense that they actually design the decision making
process that goes into buying by the ultimate consumer and therefore
they are recognized as Key Opinion Makers. This survey of 213 vets
and paravets clearly stated their individual tastes and preferences and
various other parameters and thereafter they are being segmented on
the basis of their business potential and these constituted the pathway
for developing the customer relationship management module.
As far as the Monitoring system for secondary sales is concerned the
survey of 36 Stockists clearly demonstrated the perception and the
attitude about the importance and benefits of monitoring secondary
sales and at the same time it also investigated about the view and the
amount of flexibility of the Stockists about updating the company
frequently. However the survey results revealed an important
interpretation that the role of vetenary sales executive (VSE) is very
crucial in this regard as he is someone who can facilitate the
monitoring plan and also the Stockists attitude about it and therefore
accordingly an orientation programme has been designed.

And as far a monitoring plan for product marketing plans is concerned

a market survey is being conducted which assessed the performance
of the various companies in this regard and their monitoring ways and
devising the flaws associated with these systems thus structuring a
monitoring plan and at the same time the report also intervenes
whether both the push and pull strategy about the product marketing
plans should be implemented correspondingly or not as because
devising an monitoring plan involves certain parameters or the
dynamics involved actually may better work if both are not
implemented correspondingly and infact the management logic
coupled with business sense also raises its queries against its
implementation.

For the benefit of understanding and presenting this report in an

organized fashion this report has been organized into Various sections
where certain sections has been sub divided catering to need of proper
organization of the report.
INDEX

1. Introduction…………………………………….. 2
2. Methodology of Research ……………………… 3

3. CRM Module
a) Introduction and Objective………………………5-6
b) Segmentation of Vets and paravets……………... 7
c) Survey Results for all Segments………………… 8-25

4. The CRM Model…………………………………… 26-27

a) Steps involved in CRM Model………………….. 27- 28
b) Model Application………………………………. 28-30
c) CRM Strategies for all Segments………………. 31-34

5. Secondary Sales Monitoring System

a) Introduction and Objective……………………….. 36-37
b) Key findings Survey on Stockist……………….... 37-43
c) Monitoring system ………………………………..44-46

6. An Orientation Programme for VSEs……………. 47-50

7. Product Marketing Plans Monitoring System

a) Introduction & objective …………………………. 52-53
b) Survey results & analysis ………………………… 54-55
c) Monitoring system…………………………………...56-59
8. Appendices
a) Questionnaires …………………………………... 60-66
b) CRM Model Application Excel sheets……………67-73

9. Limitation of the study………………………………………….74

10.Bibliography……………………………………………………75
Introduction
This report is being prepared as a part of the Summer Internship
Program at Vetnex (SBU) RFCL. Ranked 4th in the Indian animal
health industry, Vetnex offers an extensive product range covering
important therapeutic areas such as antimicrobials, anti-parasitics,
NSAIDs and supportive therapy products, performance promoters
including Nutritional, Antibacterial and Toxin Binders for Livestock,
Poultry and Canines. Vetnex has long-standing marketing tie-ups with
Alpharma, & CEVA Sante Animale of France.

The projects entrusted during the program are as follows:

1> to develop & design a CRM Module for 2000 Key Opinion Makers for
Livestock Business.

2> to develop & design a Secondary sales Monitoring System.

3> to develop & design a Monitoring system for Product marketing

plans

All these projects required the diagnostic ability of a market survey to

intervene the certain dynamics involved.

The survey is being carried at the following places of the States of

Punjab, Haryana, and Uttar Pradesh.

Amritsar, Ludhiana, Moga, Bhatinda, Abhor, Muktsar, Kotkapura,

Fazilka, Mansa, Rampura, Malerkotala, Barnala, Nabha, Maudmandi,
Sriganganagar, Hanumangarh, Meerut, Bulandsehar, Aligarh, Agra,
Sirsa, Fatehabad and Hisar.

It may be mentioned that duration of the survey was from 16 th May to

11th of June’2007 and Total number of respondents are as follows:

Total number of Vets and Paravets: 213

Total number of Stockists : 42

Total number of Retailers : 78

Total number of Respondents : 333

Surveyed
 Methodology of Research

The purpose of the market survey was to intervene the different

parameters and dynamics involved with the different projects which
serve as a foundation for the project to be structured upon. Therefore it
was very important to obtain the right information from the right
source and efforts were taken to record all the data in a methodical way
which can be compatible according to the required method of analysis.

Accordingly different questionnaires were prepared in line with the

different projects and each question serves a particular purpose. Three
questionnaires were prepared [the questionnaires are attached in the
appendices section of the report] which were meant for different targeted
audience.

The source of data was the primary data only which were collected and
interpretated from the cross section of the different sources of
information. The sources of information for the project of CRM were the
Vets and Paravets. A sample size of minimum 200 was decided to target
upon from the different places of States of Punjab, Harayana, and Uttar
Pradesh. However for the purpose of Secondary sales project a sample
size of 35 was decided and the source of information were the Stockists
from the different places. And for the product marketing plans the
target sample size was 50 covering different places of the state of
Punjab.
Customer Relationship Management [CRM]
Module for 2000 KOMs
 Customer Relationship Management [CRM]

Introduction:

CRM is a business approach that seeks to create, develop and enhance

relationships with carefully targeted customers in order to improve
customer value and corporate profitability and thereby maximize
shareholder value.

Infact the emergence of CRM as a management approach is a

consequence to the fact that Nowadays customers represent a moving
target and even the most established market leaders can be ousted
Quickly from their dominant positions. It is no longer enough to offer
excellent products but the key differentiator is exceptional service
provided on a consistent and distinctive basis. Competitive advantage
can therefore be gained by leveraging knowledge of customers’
expectations, preferences and behaviour.

CRM is aimed at increasing the acquisition and retention of profitable

customers by, respectively, initiating and improving relationships with
the customers.

Thus CRM approach holds significance for any corporate entity that
wants to flourish and hold the grip on the market as otherwise the
company may suffer as customers of this century are moving targets.
As such it holds key importance in Veterinary Livestock business. As in
case veterinary business the ultimate mover of the product are the
Veterinarians and the Para veterinarians who infact design the
purchase decision making process and therefore they are rightly
regarded as Key Opinion Makers [KOMs].Therefore it is very important
to design and develop a CRM module for the KOMs from the business
prospective that aims to create an ongoing dialogue with KOMs and
and manage and utilize the information and insights obtained at every
Customer[KOMs] touch point thereby Acquiring and Retaining the
Profitable KOMs by respectably initiating and developing long term
relationship with them so as to increase the profitability of Livestock
Business of Vetnex,RFCL Ltd
Objective for the CRM module:

 Mechanism to evaluate Potential KOMs.

 To develop integrated Database.

 Assessing the need of Potential KOMs.

 Ways to meet those needs.

 Identify the softer elements.

 Devising a way to Retain and grow with those KOMs.

 Moving further ahead

Satisfaction Delightment LOYALITY

 To develop Strategy and action plan on qtr. & annual basis.

In order to design a CRM module that fulfills the above mentioned

objectives the need and guidance of a market survey is being most
felt. Accordingly a market survey was carried on with the prime
objective of building a framework that satisfies that above
mentioned objectives and also carves a way for the strategies of
Customer Relationship Management.

The survey was carried from

th th
16 May to 11 June ‘2007 and 213 vets and paravets were
interviewed of the following places covering the states of Punjab,
Haryana and Uttar Pradesh.

Amritsar,Ludhiana,Moga,Bhatinda,Abhor,Muktsar,Kotkapura,Fazilka,
Mansa,Rampura,Malerkotala,Barnala,Nabha,Maudmandi,
Sriganganagar Hanumangarh, Meerut, Bulandsehar, Aligarh,
Agra, Sirsa, Fatehabad and Hisar
 Survey results & Analysis

As it has been mentioned that the survey included 213 Vets and
Paravets but after the process of initial screening of the questionnaires
202 questionnaires were selected for the final analysis. The entire data
has been worked upon properly with the help of excel spreadsheets
and the resultant analysis was built upon.

However in order business sense to the analysis and also to synthesize

different CRM strategies, the 202 Vets and the Paravets were further
classified or segmented on the basis of their individual business
potential in the following manner:

Total Vets=202

Segment-A Segment-B Segment-C

{No. of cases 15 & above} {No. of Cases 11-14} {No. of Cases=10 & less}
Strength=107 Vets Strength=63 Vets Strength=32 Vets

Segment-A: - Most important segment dealing with maximum no. of

cases. They basically occupy higher position in the hierarchy and
consist of more qualified Vets and a very less no of Paravets. This
segment act as a reference group for other segments particularly
segment-c.

Segment-B: - Although Potentiality on the basis of no. of cases is less

then Segment-A, but they are equally important because they are the
emerging group and consists of Vets and Paravets almost at equilibra.

Segment-C: - This segment consists of Vets and paravets who treat to

a maximum of 10 cases per day. Their potentiality is less compared to
the seg A & B, but these group also consists of considerable no of
fresher’s and there holds the importance of this group.
 Survey Results for Segment A
Strength=107

Most Preferred Company

M o s tly P r e fe r e d c o m p a n y

L o cal
W o ck h ar d t
C o m p a n ie s
In t e r v e t 1% V ir b a c
5%
7% 25%

In t a s
18%

P f iz e r V e tn e x
21% 20%
Sar ab h ai
3%

Objective: - Here objective was to find out the which companies

are being most preferred by the Vets and which one are least
preferred and thus the market share of company would be exhibited.

Result: - As is shown in the fig. the major Market share (25%) is

enjoyed by Virbac followed by Pfizer (21%), Vetnex (20%) and Intas
(18%). These are the major players and rest of the market is divided
between Intervet, Sarabhai, Wockhardt and Local companies.

Criteria for Preference

C r i te r i a o f P r e fe r n c e
Q U A L IT Y
67%

S ER V IC E
24%

P R IC E
N EW P R O D U C T
1%
A V A IL A B IL IT Y 6%
2%
Objective: - The objective here was to find out the most important
criteria which Vets generally take into consideration before prescribing
a particular product i.e. the medicine

Result: - As is evident from the fig. the criterion which is must is

indeed Quality. The core benefit of any product related to veterinary
and Pharma are Results. If any product not capable of giving results
customer never use those products.
If the perceived quality of products of two companies is
similar in the minds of Customers then they look for Services and
other criteria’s.
In this segment most preferred criteria is Quality (67%) followed by
Services (24%), Innovative products (6%) Availability (2%) and Price
(1%).

Change in Company Preference

Cha nge in Br a nd
NO
21%

Y ES
79%

Objective: - The objective here was to find out the Loyalty factor
among the Vets.
Results: - As is evident in fig. the Loyalty among Vets and Paravets in
Livestock Business is very less. 79% of them have changed their
Brand preference and only 21% stick to the same Brand. From this
pie the importance of CRM for the Companies is quite clear.
Loyalty is like inertia unless and until some external force is
applied, it remains as it is, keeping this fact in view Companies can
provide exceptional services and quality products to build Loyalty and
attract customers of other Companies.
Previous Company

PREVIOUS COMPANY
WO CKHARDT VIRBAC
6% AUR VET 12%
1%
INTERVET VETNEX
6% 5%

LO CAL
CO MPANY PFIZER
2% 16%

SARABHAI INTAS
42% 10%

Objective: - The objective here was to find the proportion of

Companies from which the Vets have changed their preference and
ultimately to find out those factors which cause dissatisfaction among
Vets. In order to build long term relationship with these vets no
company can afford to compromise on those factors.

Result: - 42% of the Vets have changed their preference from

Sarabhai to some other Company Intas (10%) Pfizer (16%) Virbac
(12%) have the major share of pie.

Reason for Change

Reason for Change
ECONOMIC PRICE
AVAILABILITY 7%
4% SERVICE
NEW PRODUCTS 47%
18%

BETTER QUALITY
24%

Objective: - The objective was to find out those factors the absence of
which can create dissatisfaction among Vets and they switch to some
other Brands. No company can even think of compromising on these
factors.
Results: - Absence of Exceptional Services (47%), Better Quality
(24%) are the major reasons of dissatisfaction among the Vets
because of which they have changed their preference from one
company to another.

Customer satisfaction index

Customer Satisfaction Index(CSI)

160
140
CS Scale

120
Satisfaction Level
100
80 Satisfaction Scale
60
40 No. of Vets
20
0

S
EX

ET

R
C

ER
TA

E
BA

RV
TN

IZ
IN

TH
R

PF
VE

TE
VI

O
IN

Company Name

Objective: - The objective here was to find out the satisfaction level
among the Vets with the Companies which they currently prefer.
Results: - Here a Customer satisfaction scale was built by adding the
total no. of points (5 for each vet) and this scale is then compared with
the points a particular company has secured. As is shown in fig. the
satisfaction level with almost all the companies is up to the mark.
Improvement Factor

IM R O V E M E N T FA C T O R
A V A IL A B IL IT Y
S ER V I C E
C OST 4%
32%
C O M P ET I T I V EN ES
11%

N EW P R O D U C T S
Q U A L IT Y
28%
25%

Objective: - The objective here was to find out that what according
to Vets are the areas of improvement upon which Companies
 should work so as to change their Satisfaction level to Delightment
and pull them up in the Loyalty ladder.

Result: - 32% of Vets are expecting exceptional services, 25% go

for Quality.28% new products, 11% of them asking for Cost
competitiveness.

Inputs
ATTRACTIVE INPUTS
OTHERS
NONE
4%
7%
FREE SAMPLES
52%

COMPLIMENTS
37%

Objective: - In Livestock business the major part of services rendered

to Vets include the Inputs given to them by the Company. Therefore
the Idea here was to find out that which Input Vets consider most.
Result: - The major share of pie is enjoyed by free samples (52%)
followed by Compliments (37%) others (4%) and 7% of them said
nothing is attractive.

Source of Information

SOURCE OF KNOWLEDGE

WORKSHOP
ANY OTHER SEMINAR
7%
3% 31%

JOURNALS
27%

PRODUCT CAT
32%
Objective: - The objective here was again to gauge the service needs
of Vets that what exactly they seek from companies when it comes to
the Source of knowledge to update themselves regarding the new
products of Companies and other similar information.
Result: - Here Seminars & Product catalogues shared the major
portion of pie. Veterinary journals also hold a significant share in this
category.

Softer Elements

SOFTER ELEMENTS

FAME
2% PERSONAL
SATISFACTION
45%
RECOGNITION
51%

MONEY
2%

Objective: - The fact that behavioral sciences helps marketers in

establishing strong Relations with Customers, objective here was to
find out that which softer elements matters most for the Vets.
Result: - Personal satisfaction of treating deaf & dumb animals (45%)
and the Recognition given to vets by society and companies are two
elements cover almost all portion of pie.
Brand recall

BRAND RECAL L S

Hiv it 52

A grimin c hilated 33

Neoprof en 40

Butox 21 No . o f Re s p o n d e n t
A lbomar 38

Enroc in 20

A mox irum f orte 29

0 10 20 30 40 50 60

Objective: - To find out that which trade names the Vets were
generally recalling most and are at the top of their mind.
Results: - As is shown in fig. the trade names like Hivit (multi-
vitamin), Neoprofen (NSAID), Agrimin chilated (mineral mixture) are
the major trade names which were top of the mind of Vets.

Survey Results for Segment B

Strength=63 vets

Most Preferred Company

Company Preference
WOCHARDT
LOCAL COMPANIES
2%
8% VIRBAC
34%
INTERVET
13%

INTAS
10%

PFIZER VETNEX
SARABHAI
16% 17%
0%

Objective: - To find out the Market competition, which companies are

most being preferred by the Vets and which one are least preferred.
Result: - As is shown in the fig. the major Market share (34%) is
enjoyed by Virbac followed by Pfizer (16%), Vetnex (17%) and Intas
(10%). These are the major players and rest of the market is divided
between Intervet, Sarabhai, Wockhardt and Local companies.

Criteria for Preference

P r e fe r e nc e Cr ite r ia

NEW PRODUC T
PRIC E
10%
2%

SERV IC E
19%

QUA L IT Y
69%
 Objective: - The objective here was to find out the most important
criteria which Vets generally take into consideration before prescribing
a particular product.
Result: - In this segment most preferred criteria is Quality (69%)
followed by Services (19%), Innovative products (10%) and Price
(2%).

Change in Company Preference

Change in Preference

NO
29%

YES
71%

Objective: - The objective here was to find out the Loyalty factor
among the Vets.
Results: - The loyalty factor among the Vets of this segment is missing
again. 71% of them have changed their preference from previous
company to some other one and only 29% of them are Loyal.
Previous Company

Previous Company
WOCKHARDT
7% VETNEX
INTERVET VIRBAC PFIZER
2%
5% 2% 21%

LOCAL COMPANY
2%

INTAS
SARABHAI
12%
49%
Objective: - The objective here was to find the proportion of
Companies from which the Vets have changed their preference and
ultimately to find out those factors which cause dissatisfaction among
Vets.
Result: - 49% of the Vets have changed their preference from
Sarabhai to some other Company Intas (10%) Pfizer (21%) Intas
(12%) have the major share of pie.
Reason for Change

Reason for change

NEW PRODUCTS
10%

SERVICE
55%
BETTER QUALITY
35%

Objective: - The objective was to find out those factors the absence of
which can create dissatisfaction among Vets and they switch to some
other Brands. No company can even think of compromising on these
factors.
Results: - Absence of Exceptional Services (55%), Better Quality
(35%) and new products (10%) are the major reasons of
dissatisfaction among the Vets.
Customer satisfaction index

C ustomer Satisfaction Index

120

100
CS Scale

80 Sa tisfa ction
Le ve l
60 Sa tisfa ction
Sca le
40 No. of Ve ts
20

0
VIRBAC VETNEX INTAS INTERVET PFIZER OTHERS
Com pa ny Na m e
Objective: - The objective here was to find out the satisfaction level
among the Vets with the Companies which they currently prefer.
Result: -As is shown in fig. the satisfaction level with almost all the
companies is Satisfactory.

Improvement Factor

Improvement Factor

AVAILABILITY
COST
2%
COMPETITIVENES SERVICE
14% 35%

NEW PRODUCTS
24% BETTER QUALITY
25%

Objective: - To know what according to Vets are areas of improvement

upon which Companies should work so as to change their Satisfaction
level to Delightment.
Result: - 35% of Vets are expecting exceptional services, 25% go for
Quality.24% new products, 14% of them asking for Cost
competitiveness.
Inputs
Attractive Inputs
OTHERS FREE SAMPLES
8% 42%
NONE
13%

COMPLIMENTS
37%

Objective: - The Idea here was to find out that which Inputs given by
Companies are being consider most by the KOMs
Result: - Free samples (42%) followed by Compliments (37%) others
(8%) and 13% of them said nothing is attractive. These inputs are the
major parts of services rendered by the companies.

Source of Information

Source of Knowledge
WORKSHOP
SEMINAR
ANY OTHER 6%
29%
3%

JOURNALS
24%

PRODUCT CAT
38%

Objective: - To know what Vets exactly seek from companies when it

comes to their Source of knowledge.
Result: - Product catalogue (38%), Seminar (29%), Journals (24%)
and workshop (6%). In others category some of them were saying
that companies should have these services available on internet.

Softer Elements

Softer Elements

FAME PERSONAL
2% SATISFACTION
RECOGNITION 50%
46%

MONEY
2%
Objective: - The fact that behavioral sciences helps marketers in
establishing strong Relations with Customers, objective here was to
find out that which softer elements matters most for the Vets.
Result: - Personal satisfaction of treating deaf & dumb animals (50%)
and the Recognition (46%) given to vets by society and companies are
two elements cover almost all portion of pie.
Brand recall

Brand Recall

Hivit 26

Agrimin chilated 24
Neoprofen 29

Butox 24 No. of Re s ponde nt

Albomar 23
Terramycin 12
Amoxirum forte 10

0 5 10 15 20 25 30 35

Objective: - To find out that which trade names the Vets were
generally recalling most and are at the top of their mind.
Result: - As is shown in fig. the trade names like Hivit, Neoprofen, and
Beutox are at the top of the customers mind.
Survey Results for Segment c
Strength= 32 vets

Most Preferred Company

M o s t ly P r e f e r e d c o m p a n y
L OC A L
C O M P A NIES
INT ERV ET
3%
6%

V IRBA C
22%
INT A S
25%

V ET NEX
P FIZ ER 25%
19%
Objective: - To find out the Market competition, which companies are
most preferred by the Vets and which one are least preferred.
Result: - As is shown in the fig. the major Market share (34%) is
enjoyed by Intas and Vetnex (25%) each Virbac (22%). These are the
major players and rest of the market is divided between Intervet, and
Local companies.

Criteria for Preference

P re fe re n ce C rite ria

P RICE
NEW P RO DUCT 13%
0%

S ERV ICE
16%

Q UALITY
71%

Objective: - The objective here was to find out the most important
criteria which Vets generally take into consideration before prescribing
a particular product.
Result: - In this segment most preferred criteria is Quality (71%)
followed by Services (16%), and Price (2%).

Change in Company Preference

Ch a n g e in Co m p a n y

NO
50%

Y ES
50%
Objective: - The objective here was to find out the Loyalty factor
among the Vets.
Results: - The loyalty factor among the Vets of this segment is better
as compared to previous two segments 50/50 is the proportion here.

Previous Company

Previous Company

WOCKHARDT VIRBAC
INTERVET 19%
6%
6%
VETNEX
6%

LOCAL COMPANY
6%

PFIZER
SARABHAI 13%
31% INTAS
13%

Objective: - The objective here was to find the proportion of

Companies from which the Vets have changed their preference and
ultimately to find out those factors which cause dissatisfaction among
Vets.
Result: - 31% of the Vets have changed their preference from
Sarabhai to some other Company. Virbac (19%) Pfizer (13%) and rest
of the pie is equally divided into Companies like Intervet, Wockhardt
Vetnex and Local companies.
Reason for Change

R e a so n fo r C h a n g e
A V A IL A B IL IT Y
N EW P R O D U C T S 6% S ER V IC E
13% 47%

B ET T ER Q U A L IT Y
34%

Objective: - The objective was to find out those factors, the absence of
which can create dissatisfaction among Vets and they switch to some
other Brands. No company can even think of compromising on these
factors.
Results: - Absence of Exceptional Services (47%), Better Quality
(34%) and new products (13%) are the major reasons of
dissatisfaction among the Vets.

Customer satisfaction index

C u s to m e r S a tis fa c tio n In d e x

45
40
C S S cale

35 S atis fac tion

30 Level
25 S atis fac tion
20 S c ale
15 No. of V ets
10
5
0
T

S
X

R
C

E
E

R
A

E
A

V
N

E
B

IZ
R
T

H
IN
IR

F
E
E

T
P
T
V

O
IN

C o m p a n y Na m e

Objective: - The objective here was to find out the satisfaction level
among the Vets with the Companies which they currently prefer.
Result: -As is shown in fig. the satisfaction level with almost all the
companies is Satisfactory.

Improvement Factor

Im p r o v e m e n t F a c t o r
C OST
C O M P ET IT IV EN ES S
26% S ER V IC E
42%

N EW P R O D U C T S
3%

B ET T ER Q U A L IT Y
29%

Objective: - To know what according to Vets are areas of improvement

upon which Companies should work so as to change their Satisfaction
level to Delightment.
Result: - 42% of Vets are expecting exceptional services, 29% go for
Quality.3% new products, 26% of them asking for Cost
competitiveness.

Inputs

A ttra c tiv e In p u t
NO NE
31%

FR EE
S A M P L ES
C O M P L IM EN S 56%
13%

Objective: - The Idea here was to find out that which Inputs given by
Companies Vets consider most.
Result: - Free samples (56%) followed by Compliments (13%) and
13% of them said nothing is attractive. These inputs are the major
parts of services rendered by the companies.
Source of Information

Source of Know le dge

ANY OTHER
13% SEM INAR
31%

JOURNALS
25%

PRODUCT CAT
31%

Objective: - To know what Vets exactly seek from companies when it

comes to their Source of knowledge.
Result: - Product catalogue (31%), Seminar (31%), Journals (25%)
and in others category some of them were saying that companies
should have these services available on internet.

Softer Elements

Softer Elements FAM E

6%
RECOGNITION
16%

M ONEY PERSONAL
6% SATISFACTION
72%

Objective: - The fact that behavioral sciences helps marketers in

establishing strong Relations with Customers, objective here was to
find out that which softer elements matters most for the Vets.
Result: - Personal satisfaction of treating deaf & dumb animals (72%)
and the Recognition (16%) given to vets by society and Money and
Fame are sharing 6% each.

Brandrecall

B R AN D R EC ALLS

H ivit 14

A g rim in c h ila t e d 14

m e lo n e x 14

H it e k 9 N o . o f R e sp o n d e n t

S u p ra z o le 7

RC F o rt e 4

C es tan 7

0 5 10 15

Objective: - To find out that which trade names the Vets were
generally recalling most and are at the top of their mind.
Results: - As is shown in fig. the trade names like Hivit (multi-
vitamin), Melonex, Hitek Agrimin chilated (mineral mixture) are the
major trade names which were top of the mind of Vets.
 THE CRM MODEL

CRM

Operational Analytical
CRM CRM

Customer Profitability
Customer Base Analysis (CPA)

CURRENT
SUSPECTS PROSPECT CUSTOMER
BASE

Product Interface
INTERFACE Service Interface
Indirect Interface

Internal Data
Data
Base
External Data Base

Feed Back

Fig: Schematic presentation of the CRM model

The CRM model acts as a joint combination circuit of Operational CRM
and Analytical CRM where each corresponds to one another and acts
as a guide for each other.
Operational CRM: The operational CRM basically consists of those
parameters and strategies that consists of formation of the customer
base, their insights and information and the ways for managing them
and ultimately utilizing them.I.e it confirms to the basic work of CRM
module.

Analytical CRM: On the other hand an Analytical CRM basically tries

to test the business potential of the customers or rather the members
of the Operational CRM and build a sense of hierarchy. Analytical CRM
is been introduced so that we can frame different operational
strategies for different Customers on the basis of their Profitability
potential. Analytical CRM works on customer profitability analysis sheet
(CPA sheet). It is also known as Strategy regulator as operational CRM
is regulated on the basis of feed back given by CPA guide.

“Steps Involved in CRM Model”

Step 1:-To understand the Customers

Since its imperative to first of all understand the customers before

even thinking of CRM. Therefore first step of CRM Model is to know the
universe of Customers (Suspect, Prospect & Current customer base.)
 Suspect-Those who may or may not be profitable for the
company business in future.

 Prospect-Someone who has yet to do business with the

company.

 Current-Those Customers with whom the company Deal

This step also includes the understanding of key parameters which

encourage them to prefer a particular company and key drivers of
their Behavior. This understanding is particularly important for and
prospects to bring them up in Loyalty ladder.
Step2:
Segmentation

Segmentation

Potentiality Business
Based Based

Segment A Segment B Segment C CPA

{No. of cases 15 {No. of Cases 11- {No. of Cases Analysis
& above} 14} 0-10}

Feed Back

Segmentation is based upon two criteria.

 Potentiality Based {on the basis of no. of cases as already
discussed in the survey analysis.}
 Business Based- As because the ultimate aim of CRM is to
increase the share of Wallet it is very important for Companies
to find out the Business potentiality of a Customer.

Eg. If a Vet belongs to Segment A, treating maximum no. of cases and

have higher prescription value, but he is not prescribing company
products, despite of applying CRM strategies then the company should
treat him accordingly and on the other hand a vet belonging to the
segment B ,but is serving more business to the company should be
accordingly managed.

Step3: Interface Analysis

Interface

Product Service Indirect

Interface Interface Interface
 Interface- The relationship of a customer with a Company depends to
a considerable extent on his experience with the Company. This
experience depends upon the different types of interfaces the
Customer had or will have in the future with the company. In livestock
business Vets generally have three major Interfaces with the
Company.

Product Interface:- Better quality, Economical prices, & Consistent

Innovations leads to a better Product Interface and ultimately helps in
gaining customer Loyalty.

Service Interface: - Regular Visits of VSE (not less then competitors in

any case.), Regular Sampling, &Innovative and personalized
Compliments are the essentials of better service Interface.

Indirect Interface; - Reference groups, Retailers and Stockist also

indirectly helps in Image building of a Company through word of Mouth
Marketing. Thus Companies can use their Loyal Customers to increase
their Relationship network.

Step4: Data Base

• Internal Database:-The data base which Company is capturing

about the Customer. This data base can be used effectively to
increase the Profitability from Customers.
• External Data Base: - What is going on in the market place-
what are your competitors doing, How the needs and wants of
KOMs are changing.

The consistent collection and updation of data is very crucial for

the success of CRM strategies.

Model Application

To apply the CRM Model on operational level, seven excel worksheets

have been prepared. With the help of these worksheets necessary
information would be collected by Veterinary sales executive. Area
Managers then will send the analyzed report of this information to
Headquarters to frame effective CRM strategies.

Sheet-1: - This is an Introduction sheet which includes personal

information of VSE who is going to collect the information, Business
details like HQ which he is covering, no. of KOMs, Stockist & Retailers
in that HQ. It also includes the no. of KOMs in different segments
along with the Vulnerable segment {A-}.

Vulnerable Segment {A-}: - This segment includes those Vets who are
highly potential as far as the no. of cases treating/day and prescription
values are concerned but then not giving profitable business to the
Company despite of applying CRM strategies. Since companies can
neither afford to drop these customers nor keep on adding service cost
over them, they need different kind of strategies.
This sheet also includes the information about the sales figures,
the Revenue targeted and generated on monthly bases.

Sheet-2: - This sheet is designed for the purpose of consistent creation

and updation of internal data base of the Company. This sheet will
help in collecting the overall information about a KOM like his personal
likings so as to customize the service gifts more close to his desires.

Sheet-3: - The basic aim of this sheet is to find out the business
potentiality of each and every Vet so that we can find out those 20%
of the Vets who are giving us the 80% of the business. This sheet is
divided into two parts.
1. Personal Information.
2. Business Information {Hospital address, CRM activities
performed, what activities competitors are performing.}
The information regarding the Revenue generation capability of a
Vet would be drawn from the Retailers who are covering those Vets.
The product wise sale details would be taken from Retailers and
accordingly Revenue generation capability of different Vets would
be calculated for different months.

Sheet-4: - This is the Customer profitability analysis sheet. It is also

divided into two parts.
 Customer activity.
 Profitability Analysis.
Customer activity includes no. of active customers at the beginning of
period in different segments. No. of Customers promoted (profitability
increased after CRM) and demoted (profitability remains same or
decreased), no. of new customers added and thus the active
customers at the end of the period.
The profitability analysis tests
the total revenue generated per segment and also the cost of sales
ultimately the profit or loss per segment can be worked out. Thus it
will focus to the individual level where each member of the segment
contribution would be traced upon and accordingly strategies can be
built upon.

Sheet-5: - This sheet is to find out the top 10 product on the basis of
revenue generated and top 20 customers also on the basis of revenue
generated.

Sheet-6: - This sheet is to collect personal and Business information

from different Retailers.

Sheet-7: - This sheet is to collect personal and Business information

from different stockists.

CUSTOMER RELATIONSHIP MANAGEMENT STRATEGIES

Segment-A

Interface Strategies

1. Product Interface • Their must not be any compromise with product

(Needs of Vets) quality as vets never compromise with results.
• Better Quality • Their should be some quotes on the product
labels from well recognized vets for good quality
• Competitive Price image.
• Vets should deliver some value proposition charts
• Product so that they can be ensured about the value
Innovation. addition in the products.
• R&D details of companies should be provided to
vets or combined visits of Vets should be
organized.
• Company should improve the efficiency &
effectiveness of production units to bring cost
competitiveness and innovations in products.
2. Service Interface • As quality is must in products, no. of visits (more
(Needs of Vets) than competitors VSE) of Company’s VSE is must
• VSE Visits. in services.
• Compliments that serve to profession are widely
 • Sampling & preferred by vets so compliments should be
Innovative profession oriented.
Compliments. • Consistent free samples should be provided
particularly of new products so that vets can make
• Addressing Softer a trial of new products.
Elements.(Recognit • To address the softer elements like Recognition
ion, personal Company should organize Award ceremonies for
Satisfaction) Vets.
• Videos on doctors during their field visits can also
be shown to villagers.

3. Indirect Interface • REFERAL GROUP {The group of Customers

Indirect interface which can influence the buying decisions of other
plays an important Customers}
role in decision Companies must encourage the referral
making process of a Marketing. It not only helps in building brand Image
customer to prefer but also helps in converting prospects into
you over others. Customers.
Indirect interface • GET TOGETHER of Vets should be organized by
stimulates the key the Company so that Para vets and Vets can
drivers of consumer discuss different aspects of their interest and can
behavior. influence each others decisions to prefer a
particular Company.
These strategies must be guided by the CPA guide to ensure the
successful implementation.

Segment-B

Interface Strategies

1. Product Interface • Since perceived quality of the product again

(Needs of Vets) plays an important role in this segment
• Better Quality product detailing and product catalogue can
help the Company.
• Competitive Price
• As because this Segment is more price
• Product Sensitive, Companies can provide price
Innovation charts of different products to the Vets of
this Segment.

• Company can’t afford any kind of

compromise in product quality for this
Segment as well.
 • Company should improve the efficiency &
effectiveness of production units to bring
cost competitiveness and innovations in
products.

2. Service Interface • For this segment again no. of visits of VSE

(Needs of Vets) are important to considerable extent.
• VSE Visits.
• Individualized gifts like Shirts, watches,
• Sampling & Shoes are more preferred among the Vets of
personalized this Segment.
Compliments.
• Wishes on Birthdays, Marriage Anniversaries
• Addressing Softer etc. can successfully hit the softer elements
Elements.(Recognit and helps in building Relationship by
ion, personal satisfying the emotional needs of Costumers.
Satisfaction)

3. Indirect Interface • As because of co-ordination with Retailers

Indirect interface plays and Stockist, they can act as Referral groups
an important role in for these Vets.
decision making process
of a customer to prefer • Companies should put in the efforts to
you over others. capitalize the Benefits of word of mouth
Indirect interface marketing to influence the decision of these
stimulates the key Vets as much as possible.
drivers of consumer
behavior.

Segment-C

Interface Strategies

1. Product Interface • No compromise with quality again.

(Needs of Vets)
• Better Quality • Because they are price sensitive, low priced
products should be targeted more.
 • Price Sensitive
• Easily available products also give the better
• Availability product interface.

• Innovative • New products can again be a tactic.

Products

2. Service Interface • As because of their proximity to the

(Needs of Vets) Interiors of villages most of the competitors
• VSE Visits. do not give frequent VSE visit service to
these vets but some of them have better
• Sampling & prescription value and they can be targeted
Innovative to get a competitive edge.
Compliments.
• Compliments and gifts should be catering to
• Addressing Softer personal needs and service to profession.
Elements.

3. Indirect Interface • Loyal customers of segment-A can be

Indirect interface plays Referral group to these vets.
an important role in
decision making process • These vets have some association with
of a customer to prefer Retailers also .Therefore retailer margin can
you over others. also influence the decision of these Vets.
Indirect interface
stimulates the key
drivers of consumer
behavior.
 COMPANY

C&F
AGENT

Primary Sales

STOCKIST

Dispensing
Secondary Sales

Final Customer RETAILER

Secondary Sales Monitoring System

Introduction:

As it is shown in the schematic presentation of the last page, the

distribution system in veterinary livestock business involves a good
deal of planning i.e. the company appoints a C&F agent which are
strategically located across the nation and are separate legal entities
and invest in creating warehouses to stock the companies goods. Now
these agents sell these products to Stockists and invoice them in the
name of the company which is known as Primary sales and the sales
from the Stockists to the retailer is known as Secondary sales which is
of vital importance as if secondaries are being properly monitored then
the real pipeline information can be worked upon and the following
benefits can be enjoyed leading to effective planning in business.

Benefits

 Companies launching new products can exploit consumer data to

lower their risks and quickly adopt those practices that boost
their revenue.
 Trade marketing expenditures can get more focused on driving
revenue due to quicker visibility on its effectiveness.
 More efficient finished goods management in the supply chain
will release capital for better utilization for all its participants.
 Better control on oversupply or stock outs, leading to customer
satisfaction and corresponding retention.
 A more organized manufacturing plan that allows predictability
to the companies as well as their suppliers.
 Complete visibility of and control on movement of the field force.

But the information often inaccurate follows in sporadically thus

finished goods inventories get inflated because of slower consumption
or returns from distributors. Therefore the need of an effective
monitoring system arises. However in the animal health care industry
this information is being collected by the VSE i.e. Veterinary Sales
Executive from the Stockists in a monthly manner in the form of stock
updates, but the problem area involved here is that first and foremost
the if the information on secondaries is being collected at such a long
interval [30 days] ,the benefits of proper planning of secondaries are
not being derived satisfactorily. Therefore the frequency of updation
about stocks need to increased.
Therefore in order to test all these parameters a market survey was
conducted which core objective are as follows:

 To assess the perception of stockist about stock management.

 To understand the policy of competitors in this regard

 To examine stockist view about giving frequent stock updates to

companies.

A Survey was conducted covering 36 Stockists for this purpose of the

following places:

Amritsar,Ludhiana,Moga,Bhatinda,Abhor,Muktsar,Kotkapura,Fazilka,
Mansa,Rampura,Malerkotala,Barnala,Nabha,Maudmandi,
Sriganganagar Hanumangarh, Meerut, Bulandsehar, Aligarh,
Agra, Sirsa, Fatehabad and Hisar.

Key Findings of the Survey

Overstocking problem with Companies.

ove rs toc k ing proble m s

16
N o . o f Sto ckist

14
12
10
8 Series 1
15 14
6 12 13
11
4 8 9
2
0
ai

t
ac

ex

et
s

er

rd
ta

bh

rv
z
rb

tn

ha
fi
in

te
ra
vi

ve

in
sa

oc
w

co m p an y

Objective: - The objective here was to find out with which companies
the Stockists are generally facing the problem of stock mis-
management.
As the major problem which stockists face is that of overstocking
problem, therefore proportion of different companies in this problem is
found out.

Result: - As we can see most of the Stockist are facing this problem of
overstocking with Companies like Intas, sarabhai, wockhardt, Pfizer
and Vetnex.

Problem of under stocking with Companies

u n d e rs to c k in g p ro b le m s

3.5
No . o f sto ckist

3
2.5
2
S eries 1
1.5 3
1 2
0.5 1 1 1
0
ve tn e x in ta s p fiz e r sa ra b h a i in te rve t
co m p a n y

Objective: - Another major problem of stock mis- management is

problem of under stocking. Thus the aim here is to find the proportion
of different companies in this problem.

Result: - Unlike the problem of overstocking, this problem was not

much common with the stockists. Only 3 of them have said that they
are facing this problem with Sarabhai, 2 with Intervet and 1 each with
Vetnex Intas and Pfizer. However it is very significant to note that
Virbac Is missing in the chart, an indication of good transportation
system leading to accurate lead time .
Reason for Problem

Reason ror problem

14
12
No. of stockist

10
8
Series1
6 12
10
4 8
2
0
fa lse com m itm e nt by fluctua tion in de m a nd le a d tim e
VSE

Objective: - As these were the major problems stockists were facing,

therefore it was interesting to find out the reasons behind these
problems and that was the aim here.
Result: - The major reasons here were false commitment of VSE
with Stockist that he will help him in liquidating the stock so as to
achieve his personal goals. Another reason was the problem of Lead
time with Companies.

Ideal frequency for stock updating (acc. To Stockist)

Ideal frequency
w eekly
24%
m onthly
41%

15 days
35%

Objective: - The objective here was to gauge the attitude of Stockist

towards giving Stock updates to companies. I.e. what he thinks should
be the Ideal frequency of giving stock updates to Companies.
Result: - 41% of them have said that stock updating exercise should
be monthly, 35 % for Bi-monthly and 24 % of them have said that
weekly exercise should be their. It is clear from this pie that 59 % of
them are ready for bi-monthly and weekly stock updates.

Reason for monthly stock updating

Reason for m onthly

Com panie s
choice cus tom
21% 43%

tim e
cons tr aint/cant
change
36%

Objective: - As because 41% of the stockists were comfortable only

with monthly stock updates, it was important to find out that why they
feel that ideal frequency should be monthly and not bi-monthly or
weekly?

Result: - 43% of them said that since we have opened our business we
are giving stock updates with this frequency and because every body
gives stock updates monthly so we do. 21% of them said that it is
company’s choice. Company neither asks nor do they have any kind of
agreement with us for giving bi-monthly or weekly stock updates.

It is important here to note is that

36% of them particularly big players have responded that because of
time constraint they are not comfortable giving frequent stock
updates.
Comfort Level with VSE, taking frequent stock updates

C o m fo r t le v e l w ith V S E s

f u lly n o t at all
28% 15%
a lit t le
9%

ave r ag e
m o r e t h an ave r ag e 24%
24%

Objective: - Since Company does not have any ground level IT backup
as such therefore much of the responsibility of taking frequent stock
updates from Stockist rests on the shoulders of VSE. Because of this
reason it is important to find out the comfortable level of Stockist with
VSE taking frequent stock updates and that is precisely the objective
here.
Result: - only 15% not at all comfortable and 9% are little
comfortable thus are the problem areas for the companies and rest
24% average comfort ability is more than average each and 28%are
fully comfortable and are ready to give frequent stock updates to the
VSEs of Company.

E-mail preference regarding Stock updates

e-mail preference

yes
29%

no
71%
Objective: - Here objective was to find out that how many of them
prefer to send an e-mail to the Company regarding Stock updates.
Result: - Unfortunately only 29% of them prefer to send e-mail to the
company and rest of them were indifferent towards this question.
However it has been also interpreted that in six months time stockists
may be found comfortable with this exercise, as they have softwares
to maintain stock updates but they are yet to be at home with them.

Outcome of Persuasion for frequent stock updates

O u tc o m e s o f p e r s u a s io n

Un - c o n v in c e d
27%

C o n v in c e d
73%

Objective: - As one of the objective of this project was to persuade the

stockisits with the benefits of frequent stock updates and ultimately
see whether they are encouraged to give stock updates after this
persuasion or not.

Result: - Good news for the Company here is that 73% of them were
convinced wit these benefits and were encouraged to exercise this
activity bi-monthly or weekly. 27% of them were not convinced and
were not ready to change.
Benefits Perceived

Be ne fit pe rce iv e d

16
14
No. of Stockist

12
10
8 15 Series 1
6
9 10
4
2
0
decrease in holding prevent over/under- low er payment burden
charge stocking

Objective: - Since 73% of the Stockist were convinced with the

benefits of frequent stock updates it was important to find out that
what the benefits, which they are valuing most and that is what the
objective here.
Result: - As we can see in the fig. prevention of over/under stocking is
what they were valuing most. Lower payment burden and decrease in
holding charges are some other benefits which can motivate them.

Major Interpretation

 No doubt, Stockist are facing Problems associated with Stock

mismanagement but at the same time they also understand the
Benefits of Stock Management because of which they are ready
to give us Bi-monthly or weekly stock updates.
 Because of Lack of Ground Level IT backup as such, it’s only VSE
who can take us FORWARD.
Monitoring system:

As far as the monitoring system is concerned as it has come out in the

survey that the environment at the stockists level is yet not IT
favorable therefore the lead role in this connection has to played by
the VSE. He is need to collect secondary sales information at the
stockists level in a bimonthly manner that after every fifteen days and
need to be submitted to the area manager who can synthesize all the
information of all the stockists in a more specified and analytical
manner and then he can put this information in the system via internet
and thus information would be available to the strategic group of the
company.

STOCKISTS

VSEs

AREA MANAGER

Internet application

COMPANY HEAD-OFFICE

The VSE need to collect the secondary sales at individual stockist’s

level and arrange this information in an excel spreadsheet in the
following manner:
 STOCK AND SALES STATEMENT
NAME OF THE STOCKIST:
ADDRESS:

PART OF THE MONTH & YEAR:

Stock
Breakages
Return Closing Closing Secondary
Opening Stock & Date
Receipts from Stock Stock Sales
Expiry
Product
Product Pack Retailer
Code
Price (Units) (Units) (Units) (Units) (Units) Value (Units)

1(=5 of last 6=1+2+3-

7 month) 2 3 4 5 = 5x7 4-5

The Area Manager can synthesize all these information in an

comprehensive manner and can track the secondary sales per product
and can set up these data in an excel spreadsheet.

However in order to track whether the information given by VSE about

the individual stockist is accurate or not and at the same to check the
informal distribution system that exists among the stockists[i.e As the
major stockist orders in bulk he gets a discount from the company say a medicine
trading at Rs 60 is offered to him at 55 ,he offers to the smaller ones at 57 and both
are now in profit, so the bigger ones always orders taking the smaller ones into
consideration].

The monitoring chart may be as follows:

C&F Agent Name:
Name of the Stockists:
Month:
SALE FROM SALE FROM
C&F[ primary STOCKISTS [secondary
PRODUCT PRODUCT CODE PACK PRICE sale] sales] VARIANCE

However the area manager can represent the data in the following
manner:

STOCK & SALES STATEMENT FOR AREA MANAGER

NAME OF THE AREA
MANAGER:
H.Q.
PART OF THE MONTH & YEAR:
Opening Closing Closing Secondary Secondary
stock stock stock sales sales
Product code Product Pack Price
(Units) (Units) (Value) (Units) (Value)

Total
 An
Orientation Programme
for the VSE

This perhaps is the most important part of this project. As because of

the fact almost all the responsibilities of successful implementation of
recommendations and strategies suggested in this report for the
purpose of Secondary sales Monitoring System lies on the shoulders
of VSEs, Their moral and high motivational levels are crucial for the
Company. Keeping this fact in view an orientation programme has
been prepared for the VSEs so that they can understand the benefits
and logic of working on Secondaries.

The major aim of this orientation programme is to make

them understand that how work on Secondaries can simplify their Job
and help them in achieving their own Objectives. Unlike traditional
employees 21st centaury employees are not interested in knowing
WHAT they are doing? They are more interested in knowing WHY they
are doing? Let us see how this Orientation programme is going to
explain to VSEs the reason, logic and Benefits of working on
Secondaries.

The first step of this orientation programme is to make them (VSEs)

understand that what is the process of Secondary sales and how it’s
monitoring is essential for the successful functioning of on
Organization.
 COMPANY

C&F
AGENT

Primary Sales

STOCKIST

Dispensing
Secondary Sales

Final Customer

RETAILER

After explaining this process of Secondaries one can ask a simple

question to all VSEs present here.

• How many of us here do care for secondaries?

YES
NO

Obviously most of the answers will come in ‘no’. Although VSEs do

work on Secondaries but most of them they just do it as a paper work
.To make it more efficient and effective for both company and VSE
itself, it is very important that they care for this job and do it more
efficiently. For this it’s very important to make them understand what
can be the consequences if they do not work or work on Secondary
Sales.

What if no work on Secondaries…………………………..????????

 UN PLANNED
OPERATIONAL
NEEDS
UNCONFIRMED DUMPING
SALE FORCAST ON RISE

LEAST What if
MONITORING No work on HEAFTY CREDIT
OF PROMOTIONAL Secondaries………?? NOTES
EFFORTS ????????

NO IMPROVEMENT MORE
IN ROI OF BACK ORDERS
STOCKIST OR
PAINS RECEIVABLES
OF CHEQUE &
CLAIM
SETTLEMENTS

Fig1: Various problems if a secondary sale is not being worked upon in

an appropriate manner.

As the chart shows there would be various problems arising if the

secondaries are not worked upon.Infact one can say that life would be
very difficult to deal with and even if one of the blocks above continue
to grow the results could be very lethal. If secondaries are not being
properly monitored the operational needs cannot be properly
estimated which would result in unnecessary and huge dumping
environment which in turn would result in hefty credit notes .all these
would result in backorders or receivables back from the stockist if the
dumped stock is not being cleared and the vse will have to undergo
the pain of cheque and claims settlement whereby he will be in a fix
position between the company and the stockist .Moreover he will not
be able to increase the ROI of Stockists and ultimately his
relationship would be hampered. On the other hand life and business
can be very enjoyable if one works on secondaries as because then
every thing would be very systematic and proper and there would be
very less problems as all the evils associated above will not arise at all
would be ultimately result in profits which is the main crux of any
business and perhaps the righteous parameter to define success.
The Orientation programme ends with a very interesting picture which
actually summarizes the entire concept and once again focuses the
kind of situation if secondaries are not being properly monitored.

Works on Secondaries

W is h , I h a d
w o rk e d o n
Losing the grip
s e c o n d a rie s on the market

Doesn’t Care for Secondaries

?????????????

Where I want to be ???

As the picture shows the one who works on secondaries is enjoying life
at the top of the mountain i.e. he is enjoying a top market share as
every thing is proper whereas the one who has not cared for the
secondaries has been losing the grip on the market and now is in a
very lethal position and feeling that he must had worked on
secondaries but perhaps he understood it at much latter stage when
very little can be done. The picture ends with a query “where I want to
be?” As one has to decide how he would carry his work and face the
resultant consequence.
Product Marketing Plan Monitoring System
Product Marketing Plans

Introduction and objective:

Product Marketing plan may be rightly regarded as the most applied

and successful marketing strategies .It directly impacts on the
behaviour of customers targeted, and the desired attitude to the
product will follow. However it may be defined as:

Product Marketing Plans may be defined as a range of tactical

marketing techniques designed within a strategic framework to add
value to a product in order to achieve specific sales and marketing
objectives.

It may be further mentioned that the objective that actually designs

the product marketing plans may be varied,however some of the core
objectives are as follows:

 Increasing Volume
 Increasing trial
 Increasing repeat purchase
 Increasing loyalty
 Widening usage
 Creating interest
 Creating awareness
 Gaining intermediary support
 Seasonal need

However for the benefit of discussion a brush up on the key

parameters of a product marketing plan is stated below.

A product marketing plan is a very structured and logical process

which can be basically divided into three stages:

1> Feasibility.

2>Checking.

3> Implementation.
 FEASIBILITY

Structuring the concepts and checking its feasibility

against the following vital parameters:

BUDGET, TIMINGS, COMMUNICATION,

LOGISTICS, LEGALITIES.

CHECKING
CHECKING

CHECKING
Short listing the concepts, creating the outline
plans andCHECKING
finalizing copy and design, setting
success criterion, communication materials, offer
materials, administration and so on.

IMPLEMENTATION
Monitoring is a part of
the Implementation
stage of the product
marketing plans.

Making a detailed operational plan, running the

operations and monitoring and evaluating results
against the success criterion and brief.

Fig: stages of product marketing plans

 Survey Results [Product Marketing Plans]

1. The different product marketing plans meant for the retailers which
are currently in the market are described below in a tabular manner
stating the company and the product on which the plan is on, the
details of the plan and the reach i.e. the no. of retailers who know
about these schemes, the total sample size in this survey is 50.

company product Scheme details Source

[No. of
Retailers]
Virbac Osteovet 6 cases: steel glass/ 5cases : 45/1
Nilverm flask 1
50 units:6 steel glass
Capsola 6 cases:umbrella,12 cases: 44
Vetnex lunch box
Flupor 40
Pearl pet on purchase of 3
Rs.3500

Intas Cal shakti 5 cases: I kg basmati rice 14

I.V.Fluid 2 cases: 1 kg basmati rice 1

Intervet Butox Duke T-shirt on purchase of 44

Rs.4500
…….. Biomilk 5 cases= blanket of Rs.525 12

Teneta Tinacal DS 6 cases= gift of Rs.285 01

Ayurvet exapar 6 cases= shampoo 01

Alembic Scalp 24 UNITS OF 5 Litres=jug set 01

2. As far as the source of information is concerned the survey raises

that the stockist is the major source of information [70%] while the
VSE has only managed to secure 14% as a source of information to
the retailers and 16% has been the company‘s leaflets .
 S o u rce o f in fo rm a tio n

le tte r
16%

re p re se n ta tive
14%

sto ckist
70%

3. The controlling parameter more or less has been the proof of

purchase i.e. the bill.

4. As far as the likeability of the gifts is concerned, the respondents

have been asked to allocate marks out of 5 to the various companies
according to their choice. The results are as follows:

250
230 230 230 230 230
200
174 185
167
150
127
100 89
67.5 63
50 50
16
0
t
s

rs
i
x

er
ac

ve

ha
ta
ne

e
fi z
irb

r
In

ab

th
te
et

O
V

In

ar
V

marks secured full marks

As it is shown in the figure the red line justifies the full marks for the
individual companies which infact is the indicator of reach i.e. it
denotes the no of retailers who have raised their choice for the said
company eg if the red line shows marks of 230 it means 46 retailers
[230/5=46] have information about the marketing plan of the said
company and accordingly the have allocated marks.
Product marketing plan monitoring system:

Thus Monitoring is a part of the Implementation stage of the product

marketing plans.

The principal objective of structuring a monitoring system is to not

only observe but to provide specific and meaningful feedback to the
planners on the marketing promotions by accessing the strengths and
weakness of the specific promotions in terms of:

 Awareness and perception of promotion among the targeted

group

 Stated behaviour of the targeted group.

 Stated Effect of the Marketing Promotions on targeted group

Behavior.

 Competitor’s reaction to the said marketing promotion.

 comparison of the sales figures and proper evaluation of the

authencity of source & reason of the sale.

Infact it may be citied

here that for better implementation of the marketing promotional
plans each of them has some specific key performance indicators
[KPI] which is in tune with the objective of the promotional plan
and thus the monitoring system would be much more specific in
that case.

The monitoring system is basically a step by step process which is

constituted to logically observe and provide analytical feedback to the
planners the various steps are as follows:

Step 1: the first step is to observe the targeted group i.e. each
product marketing plan has a specific group and therefore monitoring
the targeted group is of vital importance. Here their past purchase
behaviour regarding the product is being analyzed which can executed
through their past sales records and accordingly a comparison can be
constituted right from the initial stages of the plan.i.e their avg
business generation to the company and the figures during the
execution of the marketing plans.

Step 2: the second step is about monitoring the reach of the

marketing plans, i.e. whether the information about the plans has
been properly communicated to the targeted group or not.As it is very
evident from the survey results that flow of communication is being
distorted at the Stockists level therefore its is very significant for the
proper implementation of the plan that the communication about the
plans is being reached.

Step3: observing the competitors reaction to the product marketing

plan is of outmost importance. As because if the plan is being able to
generate objectives competitor would definitely react and if he doesn’t
it means that the marketing plan is not well enough to knock he
competitors pie of market share.

Step 4: a comparison of the sales figures would actually give the crux
of the story i.e. to evaluate the pull of the plan on the sales figures
and also a comparison of the figures before the implementation and
during and after the plan would result in understanding the basics of
the performance of the plan.

Step 5: Checking the authencity of the source and the reason of sale is
also very important to estimate the proper functioning of the
marketing plan.

Implementation.

As far as the implementation of this monitoring system is concerned it

would rests on the shoulders of the field staff i.e. the VSE as he is the
person who actually can monitor these plans at the niche level and can
also transfer this information in an analytical manner .The first step of
observing the targeted group the vse may collect the needed data
from the previous records and can prepare a comparatative sheet [a
comparatative sheet in excel spreadsheet is being attached in the ‘appendices’
section of this report]whereby he can analyze the performance indicators
and can accordingly design his plan of action. Secondly in order to
monitor the reach of the plan the vse has to make sure that the
targeted group is being properly communicated. Regarding these he
may arrange a trade show where at one go the entire group is being
approached or feedback may be taken from the individual members by
adopting the questionnaire methodology and accordingly he may
collect information about the competitor’s reaction to the specific
product marketing plan. In addition to these a excel sheet can be
systhesized to make a study between the avg sale of the said product
,the total sale in that product category and the sales that is generated
during the time of the plan and accordingly the vital information can
be stressed.This entire activity needed to carried at a niche level
within a time frame of 3o days and designing the period as the plan
grows. For this purpose simple a simple excel spreadsheet is being
prepared which is being attached in the appendices section, however
the main crux is being presented here in a tabular manner

NAME OF THE MOBILE AWARENESS COMPETITORS

RETAILER NO REACHED? LEVEL REACTION

Table 1: to be collected at the retailer’s level

AVG. SALE OF THE PRODUCT/MONTH

TOTAL SALES IN THE PRODUCT CATEGORY

TOTAL SALES IN THE PRODUCT DURING PLAN

TOTAL NO.OF PRESCRIPTIONS BEFORE PLAN

TOTAL NO OF PRESCRIPTIONS DURING PLAN

VARIANCE

NO.OF NEW VETS ADDED

Table 2: information of the sales figures and also monitoring the behaviour of Vets.
All this information need to collected and should be made available to
the planners as the can analyze it and can bring logical modifications if
needed. For example if we present some hypothetical figures in a
comparatative chart the strength of the plan can be easily accessed.

R E VE N U E

7 0 ,0 0 0
6 0 ,0 0 0
5 0 ,0 0 0
4 0 ,0 0 0
3 0 ,0 0 0
2 0 ,0 0 0
1 0 ,0 0 0
0
A V G SA LES TO TA L SA LES SA LES
D U R IN G
C A M P A IG N

REV ENUE
QUESTIONARRIES
 Institute of Marketing & management
Qutab Institutional Area, New Delhi-110016
QUESTIONNAIRE
Please tick one of the Boxes, wherever appropriate.

1. What makes you proud to be in this Profession?

___________________________________

2. Are you engaged in any other social Activity apart from your Profession?

_________________________________________

3. What is the population of Livestock in the Area that you are covering?

a). Less than 1000 b). 1000-1500 c). 1500-2000

d). More than 2000

4. How many no. of cases do you treat in relation to following per day?

Type No. of cases

Bacterial Infection
Deworming Cases
Uterine Infection
Infertility due to Nutritional Deficiency
Any Other Disease
Total

5. In case of following classes which product do you prescribe most in

Your Practice?

Classes Pref-1 Pref-2 Pref-3

Premium-Antibiotics
Antibiotics
Endo parasites
Ecto parasite
NSAIDS
Mineral Mixture
Multi Vitamins

6. Which Company’s products do you generally prefer most in your

Practice?
a) Virbac b) Vetnex c) Sarabhai d) Pfizer

e) Intas f). Intervet

 7. Please Rank (on a scale of 1-5) the following criteria for your
Preference. (1-not important, 2-least important, 3-important, 4-more
important, 5-Extremely important)

Criteria Ranking
Services
Availability
Quality
Product Range
Price

8. Have you ever gone for a change as far as your preference for a
Company is concerned?

Yes No If Yes, Name of previous Company__________

9. Why so?

a). Availability b). New Innovative products

c). Good Quality d). Services e). Any other___________

10. How much are you satisfied with the company that you generally prefer
Most?

Not At All a Little Average More Than Average Fully

11. Which is the area of improvement to reach your expected level of

Satisfaction?

a). Availability b). Services c). Quality

d). any other___________

12. Among following which Inputs from companies attract you most? Rank
(On the scale of 1-4)
1-least attractive, 2-avg. attractive, 3- attractive, 4-extremely attractive

Inputs Ranking
Stationery
Free Samples
Any other
13. How do you Rank (on the scale of 1-4) the following sources of
knowledge and information? (1-least important, 2-important, 3-more
important, 4-extremely important)
Sources Ranking
Veterinary Journal
Product Catalogue
Seminars
Any Others______________

14. Please Rank the Representative of the following companies on the

following
Parameters. (1-poor, 2-average,3-good,4-V.good,5-excellent)

Parameters Virbac Vetnex Pfizer Intas Sarabhai

No. of Visits
Behavior
Product Knowledge
Appearance

15. In your view in order to improve the services which are areas of
improvement (please suggest)

_____________________________________________________

________________________________________________________

16. For you as a professional Doctor which among these matters to you most
(Rank on the scale of 1-4) (1-least important, 2-important, 3-more
important, 4-extremely important)

Recognition
Money
Fame
Personal Satisfaction
Personal Information

Name_______________________
Address________________________
_____________________________
Date of Birth___________________
Phone No.___________________

“THANK YOU FOR YOUR CO-operation.

 Interactive Sheet
[For Stockist]

Please tick the Boxes, wherever applicable.

1. Since how long you have been in the business?

_________________________________________

2. What is your experience with this business?

a) Excellent b) Good c) Average d) Poor

3. Which are the companies that you deal with?

a) Virbac b) Vetnex c) Sarabhai d) Pfizer

e) Intas f). Intervet

4. How often the companies take stock updates from you/Tick the
Problems you have ever faced with respective companies as mentioned
in Table.
(eg.Monthly, weekly, twice in a month, etc.)

Company Frequency Over- As per Under-

stocking need Stocking
Virbac
Intas
Sarabhai
Pfizer
Vetnex
Intervet
Natural Remedies
Himalaya Drugs
Indian Herbs
Wockhardt
Ayurvet

5. Why so (Regarding problems mentioned in table)

a) Time of order b) lead time c) fluctuations in demand

d) Any other
6. What according to you is the ideal frequency of taking stock updates?
_____________________

7. Why you feel so?

____________________________________________________

____________________________________________________

8. Would you prefer making an e-mail to the company about your stock
up dates?

a) Yes b) No

9. How comfortable are you with the Representative recording your stock
updates frequently?

a) Not at all b) A little c) Average

d) More than average e) fully

10. Rank (on the scale of 1-4) the following benefits of giving frequent
stock updates to the companies
(1-least important, 2-Important, 3-more important, 4-extremely
important)

Benefits Ranking
Decrease in lead time
Decrease in holding charges
Preventing over/under-stocking
Save interest
Improve relation with customer
Lower payment burden

Personal Information

Name___________________
Contact No._________________
 QUESTIONNAIRE for RETAILERS

1. Name 3 companies whose selling is very high from your counter.

a) ______________ b) _______________ c) _______________

2. Give your Preference for the Veterinarians on the basis of number of

prescriptions on per day basis?

Preferences Name Contact No. No. of Prescription

Preference-1
Preference-2
Preference-3

3. Which Medicines do you sell most for the following Classes?

Classes Preference-1 Preference-2

Premium-Antibiotics
Antibiotics
Endo-parasiticides
Ecto-parasiticides
NSAIDs
Mineral Mixture
Multi-Vitamins

4. Can you suggest us some information about new veterinarians in your

region?

____________________________________________________________

Name of Retailer ________________

Address_______________________
_____________________________
 Institute of Marketing & management
Qutab Institutional Area, New Delhi-110016
[Questionnaire for evaluating Product Campaign Efficiency]

1. What are the different Kinds of Schemes that have been offered by Companies during
last 4 Months?

Company Name Product Scheme Details Monitoring

parameter

2. From where did you get the Information ?( Please Tick)

a). Letter from the Company b). Representative c) Stockist

d). Any other (please specify) ________________________

3. How often the companies generally Introduce such kind of Schemes?

______________________ Are they Seasonal a).Yes/No Please Specify______________

4. What is your Satisfaction Level with the following Companies regarding gifts? Please
give the marks out of 5?

Company Name Rank

Virbac
Vetnex
Pfizer
Sarabhai
Intervet
Any other
5. Please suggest some reasons for your above markings?

Name of Retailer ________________

Address_______________________
_____________________________
 Limitation of the study

As far as limitation is concerned it may mentioned here that time

frame was a major constraint particularly for the market survey as
because studying and diagnosing the market needs a lot of time but
the time constraint made the survey suffered a bit. It may be also
mentioned here that as the survey includes a lot of traveling problems
were faced regarding the travel conveyance, as in the villages mostly
it was a great problem and it made the work suffer a lot.

Apart from all these there has been quite a few problems face which
acted as a limitation for the study e.g. on monetary grounds, and also
the different strikes and riots in Punjab also offered resistance for the
study to be undertaken.

Although efforts have been taken to meet and overcome these

limitations yet perhaps if they had not been there more life colud be
brought in the project.
 Bibliography

1. A handbook on CRM by Adrian Payne

2. No more limits on CRM by Peppers & Rogers Group.

3. A report on ABC healthcare Secondary system by Arun Sharma.

4. A handbook on Sales Promotions by Julian Cummins & Roddy Mullin.

5. Designing and integrating Ict Campaign Strategy by AIIA.

6. Marketing Research by Naresh .k. Malhotra.

7. Consumer Behaviour by Leon G.Schiffman.