Technology is helping the company to zero in on the right markets thereby minimising loss of resources including money and time. Today, when the company looks to expand to more villages, it is able to keep in mind the kind of impact that it will have on the operational ease and cost of distribution.
The company is also focusing on integrating technology at the time of the transaction. The average salesperson handles multiple outlets, leaving it impossible to sell over 100 SKUs (stock keeping units) in a targeted manner. Identifying this challenge, Mondelez India has equipped the sales team with hand-held devices that are loaded with an application that guides them regarding the kind of transaction they should carry out at the retail level.
These devices have applications that work on historical data-led algorithms tracking the last three months’ transactional (sales) history at the retailer level. Based on the data, the application guides sales personnel through the kind of products they need to sell to a retailer and the specific promotion or launches that the retailer needs to be targeted with.
Next, Mondelez India is using technology to monitor its assets including coolers on the ground. “Traditionally, the challenge we had was to keep an eye on our equipment shifting from one outlet to another or being removed from the premises after an outlet shut down.
It was always a nightmare reconciling assets from time to time,” says Rupani. To fix the problem, the company is using QR code on types of equipment to track their location and working conditions.
Rini Dutta, co-founder, Centric Brand Advisors, says, “Companies
like Mondelez invest a fortune in cooling units to ensure their products are stored at the right temperature and deliver the desired taste (consumer) experience to buyers. Technology investments will help the company know where their cooling units are and how they are being utilised to sell the company’s brand.”
Apart from technology advances, Mondelez India is working towards reducing the time from factory to market, ensuring that it stocks the minimum inventory at any given point of time. The company has moved to what it calls the “continuous replenishment system”. In a traditional distributor-driven environment quite often it is the organisation that plays the role of pushing the stocks to the distributor which in turn focuses on selling the stock. It has moved away from a push- to a pull-driven system.
“When you have ample time to market you are carrying a higher cost in the form of working capital not just in your internal system but also for the distributor. This has a bearing on the cash flow requirement and the profitability of the distributor. With lower stock holdings, one benefits from reduced inventory carrying cost. And the other benefit is that if you are carrying lower inventory, the risk of returns and damages also goes down,” says Rupani.
Essentially, the sales force and distributors are not measured and rewarded on the stocks that the company passes on to them but they are evaluated for passing on the products to retailers. Such an approach helps reduce errors in manufacturing and pushing manufacturing closer to what the actual demand is going to be. The sales team is using an advanced algorithm to forecast demand.
In addition, Mondelez India has shifted focus on running its business based on trade inputs to consumer inputs. With exclusive dependence on trade inputs earlier, the company at times ended up with high stocks which may not be in sync with consumer demand.