Modern Trade Manual

• Elaborate Modern Trade Definition & Scope

• Understanding Uninor ‘ s Modern Trade Approach
• Reference Guide
• Ensure Standardisation & Uniformity
• Explore possibilities of alignment with leading
Retail Chains

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Table of Contents : Page no.

1 Definition........................................................3
2 Types /
Classification..........................................4
3 Modern Trade Distribution Processes...................... 7
✔ Sales Process –
Primary Sales –Order, Invoice & Delivery
..................................................9
Tertiary Sales

✔ Activation
Management................................................................................1
3

✔ Documentation ..............................................................................
................15

✔ Recharge .......................................................................................
..................19

✔ Support ..........................................................................................
.................24

✔ Inventory
Management ................................................................................2
5

✔ Commissions .................................................................................
................26

✔ MIS .................................................................................................
.................27

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

2
 5 Roles – SO, HO & Modern Trade Chain ..................40

1 Modern Trade – Definition

What is Modern Trade?

Any Organised Retail chain having or more 5 outlets

Modern Trade Outlets --- Significance / Opportunity:

• Conveniently accessible for prospective customers

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

Why Modern Trade Partners are seeking out Telecom Service Providers more than
before......?
• Increasing emphasis on bottom line contribution
• Exclusive value proposition for their customers
• Category Connect
• Brand Association.
• Create a new segment
• Additional Walkins

3
1 Modern Trade - Classification
Based on Presence

 National Chains ~ 4000 Outlets

Present in most parts of the country for eg The Mobile Store, Hotspot etc.

 Regional Chain ~ 1000 Outlets

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

 Local Chain ~ 500 outlets

Chain which is present only in one Circle for eg Maxtel, Adarsh etc.

Based On Format

 Large Format

 Small Format
Telecom
Non Telecom

Based on Arrangement

Direct Sale
Where sim forms part of the store inventory

 Conventional
 SIS Approach

Tie Ups
• Sale / non sale activity
• Kiosk type activity
• Promotions

4
 Modern Trade Arrangements:

Conventional:

Visibility Space

Occasional Manpower Basic Approach

Product Placement

SIS Approach : Strategic Approach

5
Shop in Shop .........................A new approach.

6
1 Modern Trade Processes

7
 Si
Di
Processes Involved in MT Distribution
Sales Process –
Primary Sales –Order, Invoice & Delivery
Tertiary Sales

Inventory Management

Activation Management

CAF Management

8
Recharge

Commission Management

MIS
system
stribution

ngle entry
philosophy:
 Order Fulfilment – 2 Scenarios

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

➢ Operator to Chain- Primary

➢ Chain – Outlets – Secondary ( Internal Transfer )

➢ Outlets To Customer - Tertiary

Primary Secondary Tertiary

4.
3.
2.
1.
Operator
Chain
POS
Custome
: Outlets
r

Ship to Many

➢ Operator to Outlets – Primary & Secondary ( Direct Transfer )

➢ Outlets To Customer – Tertiary

9
4.
3.
2.
1.
Operator
Custome
Outlets
r

Ord

10
Primary sales process :
Process Objective

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

Process Description

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

1 Give PO & Circle wise dispatch details

➢ This process requires Modern Trade chain to give PO to SO with dispatch details circle wise.
➢ Output: Detailed Dispatch Details/P.O.
➢ Manual

2 Receive P.O. and circle wise dispatch details

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

11
3 Order Fulfillment process in ERP

This is a predefined process

➢ Input: Receipt of P.O. and dispatch details
➢ Output: Generation of invoice
Automated

4 Generate Invoice

UWL process captures system generates Invoice as per dispatch details

➢ Input: Order fulfillment process in ERP
➢ Output:Invoice
Manual

5 Dispatch Process in ERP

This is a predefined process

➢ Input: Generation of Invoice
➢ Output: Generate Performa GRN

6 Generate Performa GRN

This is a process to generate a Performa GRN.

➢ Input: Dispatch process in ERP
➢ Output: Decision to check whether Complete order fulfilled

7 Complete order fulfilled?

This is a decision making activity to check whether complete order is fulfilled or not.
➢ Input: Generation of Performa GRN
➢ Output: Updation of Performa GRN

8 Update Performa GRN and close

This is a process for updating Performa GRN

Input: The confirmation that complete order is fulfilled

END

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Tertiary Sale : - Outlet to Customer

➢ Prospective customer walks in to outlet with photo, original & copy of POI, POA
➢ Show product & promotions and persuade to purchase product.
➢ Purchase? As per willingness of the customer to buy SIM further processing is done

➢ Request for customer POI, POA & Photo.

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

➢ Check documents for eligibility & validity.

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

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 ➢ New Docs Available? This step requires checking if new documents are available for satisfying
eligibility/validity criteria.

➢ Inform the customer of discrepancy - describes counts on which a customer eligibility has failed
and discrepancy in existing document make him ineligible.

➢ Complete CAF for Chain / outlet section -The process requires filling up of sections that are for
official use and is furnished to the representative in advance

➢ Select specific SIM - As per customer selection specific SIM/HBO is selected as per this process

➢ Close sale & collect money

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

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

➢ Activation Successful? The MTR should check if the SIM has been successfully activated

➢ Check with Channel helpline for SIM defectiveness - done in case of any defective product
Replacement to customer & Sales return process – pre defined process

➢ CAF Flow process starts

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

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 SMS sent b

ACT
Process Steps: Sim Activation

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1. Sales Transaction – New Sale
Customer submits the duly filled CAF at outlet.
Checking of CAF & other relevant documents.

2.CAF Validation
Outlet may send Activation request through SMS / STK MTR after verifying the CAF & documents sends
the MSISDN activation request through either SMS or STK menu.

3. Outlet sends the Activation request.

SMS lands at the gateway & further routed to the back-end system

4. Receive Confirmation SMS

After receiving the message from MTR backend system sends the confirmatory SMS back to MTR

5 .For Requests received through Application

The backend system can also receive the activation request via application, which is further processed
for activation of Network element & IN

6 .Activation happens in IN / HLR system.

Network Element or IN provisioning is triggered.

7. Send info to DMS for incentive and commission calculation and CAF Management
After successful activation inform DMS for CAF & Incentive/Commission management for the
channel partner.

8 .Send info to Eload System for transfer of Activation Incentive.

After successful activation inform Eload system for Activation Incentive calculation for the channel
Partner

9 .Recharge : New Customer + Existing Customer --- Refer

First Recharge compliance as per the business Rules.

Documentation

Point of Sale – CAF Related Compliance :

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 The relationship with the customers starts at this phase. A hassle free process motivates the
modern trade chain to sell our product over competition & delights a customer.

• CAF Flows & CAF Management

• Barring Protocols

• Support System

Retail Outlet
CAF Flows : Process Steps
Collects CAF/Doc
From custome
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Sr.No Steps Description Timelines Responsibility

1 Courier Agency / doc boy will pickup Daily As per Retail Outlet/
the CAF from the Outlet as per the defined Promoter
Document time scheduled and will acknowledge Timelines
Flow the summary sheet.

2 All CAF collected from the outlet Daily As per Courier Agency
will be submitted at document defined /Doc Boy
Document agency / predefined collection points Timelines
pick up &
Audit

3 Document agency receives & Daily As per AV Agency

acknowledges all documents recd. defined
Document Timelines
Entry

4 AV Agency will Validate 100% of the Daily AV Agency

CAF & document received as per the
Document DOT guidelines.
Validation

5 Invalid CAF will be rejected as per Day 1 AV Agency

the guidelines and will be returned
CAF to the respective chain on the next
day by the runner.
Rejected

6 All Accepted CAF will be tagged as Day 1 AV Agency

“ VALID” and will be allocated for
CAF data entry.
Accepted

7 Complete Customer details will be Day 1- 2 AV Agency

entered in the System and will tag as
System “ Done “
Entry

8 Quality team will cross verify the Day 1- 2 AV Agency

Quality 18
Check
Final
Warehousin
Scanning
Upload
Report
&
Indexing
g
Barring Protocol

Pre-barring SMS Barring TSP Permanent

Suspension

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

Pre-barring SMS TSP Permanent Suspension

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

Recharge: -

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A) Oxygen / Euronet
Most popular way for recharge.
B) ELoad

C) RCVs

Store Requirements:

Handset – To be provided by Circle retail to each Modern Trade outlet FOC

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

Retail Outlet Sims

STK functionality 128 K
Recharge + Activation rights : -
Retail Outlet Sim Rights:
Pin Change
Balance Enquiry
Balance Transfer To Customers
Recharge Flexi
Special Denomination

Master MDN
STK Functionality 128 K
Balance Transfer Rights – Mapped Outlets

Refill can be done via the following channels

✔ Through STK menu on SIM card

✔ SMS
✔ IVR

Scratch cards

Distributed and stocked like SKUs. Customer purchases scratch cards at a sales outlet, scratches off a
refill code and call IVR to recharge his/her account with the code. Customer may recharge own
account or someone else’s prepaid card upon specification of MSISDN.

Eload :

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The solution is based on a hierarchical user structure consisting of a network of Modern Trade Chains
and its respective Retail Outlets through which the eLoad solution transfers credit between accounts.

✔ E-Load: Almost all Modern Trade Chains use E-recharge mode.

✔ E-Load SIMs are provided by the company to the Chain for distribution to its retail outlets....free of
cost.
✔ Defined tree based structure is followed providing control over the distribution flow.
✔ The E-Load systems will be able to handle: Differential commission & Promotion flexibility.
✔ Wider Range with a value as low as Rs.10/- & as high as Rs.10,000/-
✔ Blended with virtually all the denomination and types of vouchers.
✔ Flexibility to launch new RCVs and attach promotional schemes at a faster pace.
Invoicing process done through ERP & E-Load server.
✔ The retail outlet will be able to recharge any MDN (from same circle / other circle).
✔ Cash & carry payment method;Amount transferred to Modern Trade E-Load master sim
✔ Recharged from Outlet E-Load SIM to Customer MSISDN.

Refill method Input Method Receipt?

eLoad SMS Enter Receipt is sent to both sender
<XXXXX><YYY><ZZZ>. Send and recipient of amount.
to xxxx Contents:
Amount, sender MSISDN,
recipient MSISDN?

Scratch card IVR Dial XXXX. Enter code Voice confirmation of new
balance and validity
USSD Enter ##xxx** confirmation of new balance
and validity

Eload Functionalities ( To enable end to end business management )

✔ Online interface to ERP financials for the Chain sale invoices.

✔ Fixed or Variable amounts can be purchased.
✔ Subscriber account management like registration, change pin, etc.
✔ Manage stock transfers, account funding, and commissions structures.
✔ Bonus and Loyalty programs combined with a variety of pricing schemes
✔ Generates Reports covering additional commission and bonus.
✔ Calculations like Validity date, Grace date, processing fee, bonus etc should be done at eTopUp
system level

Circle Role

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 • Finance/Commercial person to generate a new Customer Code in SAP for the Chain, which is to
be mapped for Eload
• Finance/Commercial person to map the necessary details of Distributor in SAP mandatorly as
per the Account process document.
• Finance person to inform the new Customer Code, Storage location code & Eload relevant
details to the Eload system as per the Account process document.
• Retail Chain to be correctly configured in SAP with all relevant details in SAP & Eload system
• Circle to register the outlets under the selected Chain using the Distributor login & password
through Eload web portal.
• All changes wrt addition / deletion of outlets needs to be done regularly.
• Safe custody of master & outlet sims is primarily the responsibility of the chain, though all
necessary / help action needs to be extended in case of lost / stolen eload sims.
• MTE to track the transactions on daily basis that happen within the chain & outside the chain
I.e., to the end customer.

Eload Order Placement

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

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✔ The Modern trade partner will need to transfer the amount of money for the order thru RTGS.
✔ The users will enter the order. The payment details will be entered (payment instrument details)
when the order is placed.
✔ SMS notification shall be sent for notification when an order is placed to designated numbers
(configurable numbers).
✔ Operator Sales Support can login to the system and look at the current pending requests.

UW to Chain Credit Transfer Approval

The following steps show how UW will approve a credit transfer to Modern Trade Chain.
✔ Finance will perform off-line check for the payment and approve the order
✔ The status of the order becomes Approved.
✔ Now the chain may start accessing this newly processed balance and transfer it to Retail outlets in
the following ways : -

Push Method :
Chain, from its Master MDN transfers balances either thru portal or thru SMS to each individual outlet.
Confirmation sent to outlet & chain master MDN.

Pull Method :
✔ This transfer process is initiated by the Retail outlet who may use a mobile phone or Web UI to
send an electronic request to the Distributor MSISDN with the Credit amount specified
✔ An electronic message shall be received by the Chain.
✔ The Distributor responds to the request. A confirmation message, showing the summary of the
transaction, should be displayed to both the Distributor and the Retailer.
✔ A SMS message showing the transaction summary will be sent to both the Master MDN and Retailer.
It will also show the Distributor and outlet current Reload Trade Credit balance after the
transaction.
✔ All detailed transaction reports should be captured – Chain & Outlet levels.

Retail Outlet to Customers

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

The following steps show how a Retailer can sell credits to a Subscriber:

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 ➢ Subscriber will contact a Retail outlet to request for recharge. Money will be paid then
The Subscriber will give the retail outlet the target MSISDN to be reloaded and the amount
to be recharged.

➢ The Retail outlet will initiate the sales process by using his Mobile phone and send an
electronic request to the target Subscriber MSISDN.

➢ A confirmation
Retail outlet will complete the Sale by verifying the MSISDN and the amount

➢ SMS Notifications
A SMS showing the transaction summary is sent to both the Retail outlet and Subscriber
immediately. It will also show the current Credit Balance for the Retail outlet and Subscriber
respectively

➢ Failed Transactions
Should a transaction fail to complete in the prepaid billing system, a full roll back will occur
and a notification SMS will be sent to both the Retail outlet and Subscriber. The roll back will
occur if the transaction is timed out from receiving a Reload Success message or a Reload Error
message from the prepaid system.

➢ During rollback process, the transaction record data will not be rolled back. Instead, the
record will be marked "rolled back”

Support system for Retail Outlets

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

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✔ CAF not received.
✔ CAF Rejected.
✔ AV Negative.
✔ AV in process.
✔ Missing CAF.
✔ Defective CAF.etc

The customer visits the retailer with the query with the expectation of timely resolution for his
barring/suspension. In such situation the retailer has very few or almost no source to get the right
information about the customer barring/suspension, in turn he is helpless leaving the customer
with no resolution of his problem.

Also, A customer might face other issues like recharge not done, balance transfer etc.

Complaint Management

Thru web portal

Thru email / phone

Thru Channel Helpline :

Only pre assigned numbers are allowed.
Circle Retail team to map the outlets to the helpline.
Information available to front-line employees (e.g. in stores)
✔ Available market/product offers
✔ All customer data
✔ All transactional data (usage, top-ups, tariff plans, etc)
✔ CAF -Complete status
✔ Barring status & reasons.
✔ Historical CRM data (e.g. offers given, contact with stores/customer service)

Apart from above, Modern Trade executive mapped to the concerned store needs to share the detailed
SLAs and escalation matrix with each outlet.
In case of failure/disputes/issues on transaction, outlets need to raise a complaint.

Inventory Management:

1 Initiate Stock requirements

Outlet wise for each Retail Chain.

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 ✔ At launch
✔ New Stores being added

2 Monitor Sales / stock trends

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

Min - Max levels

Reorder Levels
Base Stocks need to be maintained always.

4 Allocate / Reallocate between outlets for contingencies

5 Track Availability & fulfilment at stores

6 Stock Sufficiency evaluations:

Reports HO – Retail Chain
Twice a week on Monday & Thursday

7 Physical stock taking – Apprise Retail chain of discrepancies.

Commission management

Detailed Cost of Acquisition policies & workings shall be shared with the respective circles month on
month, relevant portions of which will need to be shared with the chains handled at circle level.

Some Key points

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 1 Commission / Earnings Structure: -

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

Net off – Clawback Policy

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

✔ Commissions calculations enabled by the IT system both at outlet / Chain Level

✔ Allows differential commission structure by type of Modern Trade Partner, regionwise &
category wise.

3 Commission management to retail levels based on AON, ARPU, churn, volume etc.

4 Payment Mode : -
➢ cash
➢ credit note
➢ eload

5 It is proposed to have a Flexible commission structure for Modern Trade Chain which allows
calculation of volume, value, usage and churn analysis at outlet level – daily weekly, fortnightly,
monthly etc.

➢ Volume based e.g. on lifting on 500,000, additional 5% discount.

➢ Target based – on achievement of pre defined targets.

6 Frequency of commission calculation and payment – Ability to calculate commissions on a pre-

defined frequency (parameterized) – e.g. monthly, bi-monthly, quarterly basis defined business
rules.

7 Ability to allow for a part of the commission to be paid upfront for SUK (at the time of billing).

Ability to reconcile the balance after activation which can be settled on a predefined frequency.

MIS

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

• Frequency - daily, weekly, fortnightly, monthly & quarterly

• Sample reports are attached as per Annexure . This is not the exhaustive list but to give an
idea about the kind of reports required.

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 • Coverage: Sales, stocks, market coverage, trends, competition, compliances, Quality

Chains Master data

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

Targets for the current year and the key performance areas

Key details of competiion.

Any upcoming sales activity planned.

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

Stocks related

1 Manpower Structure – Modern Trade

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

VM & Modern Trade Head –Circle

M T Executive 1 M T Executive 2 M T Executive 3

( 1 for every 40 – 50 outlets )

P1 P2 P3

Promoters: -

( For SIS / Mini SIS / A class stores )

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

Role :

Monitor Sales & achieve monthly sales plans.

Achieve high Counter share at all chains.

Analyse Trends – period wise / geography / chainwise / competition

Formulate Plans – Events / Weekend plans.

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

Monitor Productivity for all promoter / non promoter stores.

Optimise sales cycle to ensure adequate stocks.

Monitor quality of acquisitions.

Seek 100 % document collection & other compliances.

Ensure High visibility across all locations.

Formulate Reward & recognition for entire team.

Design circle level incentives for chain store staff.

Ensure constant learning & updation for the team

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 Role :

To manage Promoter Stores

To develop non promoter sales – Visibility & nos

Regular Visits & Market Activities

Relationship Building with Outlets

MIS / Reports

Territory Analysis / Competition Analysis

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

Inventory Management

Manpower Deployment

To hire/ induct promoters & allocate store

Organise Trainings & regular updates

Modern Trade Executive : - Morning Briefs

Apart from direct visits to the store, MTE shall monitor outlets primarily thru regular
morning briefs

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This should cover previous day performance / highlights......
• Sales
• Target for the day
• Communicate new product / process info
• CAF status – pending / rejections etc.
• Marketing material related.
• Stock highlights, if any
• Competitive info, if any

Stores Allocation / Duty Roster:

Stores to be allocated to promoters based on Manpower positions in a geography.

The Duty Roaster / Staff Planner have to be made weekly for each chain and is endorsed
by the Modern Trade head

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The report is to be developed during the beginning of 1st week.
To alter / retain the plan based on additional staff requirements if needed.

Manpower planning is done on the basis of following:

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

✔ Business Pattern by the Time of day

✔ Daily Work Shift Requirements

✔ Stock Availability

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

✔ Staff availability, weekly offs and employees‟ leave considerations

✔ Weekly off on days other than weekends.

✔ Whether the present staff can be reallocated

Store Meetings:

✔ Schedule fortnightly review meeting.

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

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

✔ Evaluate target achievement & review performance.

✔ Identify areas for improving Sales.

✔ Customer feedback, consumer insights etc.

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

✔ Discuss Compliances
Documents, first recharge, usage etc

✔ Outlet Operational issues

✔ Availability of marketing material

✔ Availability of stock

✔ Follow-up and monitor the progress on pending items.

Modern Trade Executive : - Market Beat

Circle MT Head to map stores in a geography to MTE, ensuring a coverage of 20 -25 outlets per
executive within a geography.
MT head & MTE to jointly workout a beat plan for store visits.

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

Beat Activities

1 Sal
2 S to
3 S
3 35
S
 Job Title: - Outlet Promoters
Function: - Retail
Reporting to: Circle Modern Trade Head
Working Relationships: - Store Managers, Store Staff,
brand Staff.

Role :

Achieving sales targets.

Keeping tab on store level competitor activities; Increasing
countershare.

Improving and maintaining the appearance of the store as per the

VM team guidelines.

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

Inventory Management.

Ensuring CAF collection & submission.

Promoters at Outlets

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

Selection process, hiring, Training, Induction & Payroll management of promoters at

outlets shall be as defined in the Retail training & recruitment manual.

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

Meet all targets given from time to time.

Makes self available and approachable.

Shares information / updates with other store staff.

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

Promoter’s Role (For Shop in shop Upkeep)

Ensure that the fixture is clean at all times.

Hardware functional (system & printers)
Stocking / Display: - pre printed pamphlets, formats, stationary
Switch off electrical items at night.
Lock

Training

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

✔ Full Knowledge of the operating procedures.

✔ Complete understanding of retail selling techniques.
✔ Good interpersonal skills to make the customer comfortable and enable buying
decision.
✔ Follow up and feedback mechanism
✔ Training needs to be imparted to the staff on a regular basis to –
○ New Recruits
○ Existing employees
✔ Compulsory for promoters
✔ Complete knowledge of products & process its retails including the technical
details.
✔ Recommended for Retail Chain’s Store Staff
✔ One time training spread over 9 hrs per day for 4 Days, as below mentioned :

D a yD u r a t io n
1 2 O
New Promoter Training

38
The objective of this training is to acquaint the new employee into the culture of the business
as well as getting the new recruit acquainted with the systems and compliances required out
of him.

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

Training process Hire & Train

✔ UNINOR leverages Hero Mindmine centres to create “storefronts” where candidates

are recruited for UNINOR.These centres will be recognised as “UNINOR Authorised
Resourcing and Training centres”.

✔ The permanent venues for screening and short listing candidates for UNINOR on a
round the year basis. Run co-branded short-term stratified training for sub prime
candidates.

✔ Hero Mindmine will present screened candidates to UNINOR for selection.

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

Roles : - Support Office, Hub Office & Retail Chain

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

Strategic decisions centrally at Support Office

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

Modern Trade shall be a unique and differentiated distribution model, requiring strong technology and
process support, utilizing strong 3rd party relationships both centrally and in each circle.

Shop In Shop – Support Office & Circle Office Role

Modern Trade : Partner Expectations

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

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 ✔ Distribution of SIMs, RCVs, handsets to POS within the defined territory.
Optimum store Allocation
✔ Invest in stocks and maintain minimum level of inventory.
✔ Financial Discipline.
✔ Back office & MIS operations.
✔ Fulfill regulatory norms i.e. documentation tracking & compliance.
✔ Push for better quality of acquisitions.
✔ Achieve business targets i.e. activation & revenue.
✔ POS system support to manage all sales transactions
Regular price updates etc.
✔ Share MIS / reports to review performance
Sales & stock reports to be shared regularly.
✔ Offer transactional support at outlets
✔ To remove discrepancies in physical stock taking.

Exclusive Arrangements:
Modern trade walkin is typically brand agnostic and carefully evaluates all choices at hand.
Also, with reduced product differentiation operators are vying with each other to offer exclusivity and
modern trade chains offer a platform / medium for the same.
Besides, there are also intangible benefits wrt visibility brand building etc.

Typically, a better acquisition quality is associated with Modern Trade outlets.

Bundling options: handset sales etc.
Seasonal / Festive
To even out cyclical impact:
To push sales in slack season
Exclusive timings ie understanding to sell only Uninor connections in a specified time or days for eg
between 5 – 8 in evenings or weekends

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

Marketing Promos: chain Exclusive

Joint Media Promotions
Product Freebies
Special products (free airtime / mou / sms)

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