COMMUNIQUE RETAIL VISUAL MERCHANDISING PROGRAM

Table of Contents

1. Visual Merchandising

• History 1.1

• Meaning 1.2 - 1.3

• Purpose 1.4

2. Introduction

• Visual Merchandising Program 2.1

• Communique Marketing Solutions Pvt. Ltd. 2.2

3. Retail Practices

• Merchandising Practices 3.1 – 3.12

4. Customized Information & Reporting Tools

• Display White Book 4.1 – 4.2

• Dashboard Report 4.3

• VM Impact Report 4.3

• Retail Activation Report 4.3

5. KRA & Reporting System

• KRA of Visual Merchandiser/ Supervisor 5.1

• KRA of Location Manager/ Territory manager 5.2

• KRA of Program Manager 5.3

• Reporting Processes & Formats 5.4 – 5.9

 Visual Merchandising – 1.1

History

Every shopkeeper and merchant's primary objective is to sell merchandise. When the
giant nineteenth century dry goods establishments like Marshall Field & Co. shifted their
business from wholesale to retail the visual display of goods became necessary to
attract the retail customer. The store windows no longer simply allowed natural light to
shine in the building or act as storage space for stock; they became important venues to
attractively display the store's merchandise. Gradually, the design aesthetic used in
window displays moved indoors and became part of the overall interior store design,
eventually displacing the importance windows altogether in suburban malls

Museums and department stores in America have a shared history of displaying their
products, both having come of age in the last quarter of the nineteenth century. Like
world's fairs, department stores and museums crowded everything together on shelves
or in display cases. Today displays in museums are referred to as exhibitions, while
displays in stores are referred to as "Visual Merchandising. Essentially, visual
merchandising is the selling of a store's goods through visual means, incorporating
advertising, and window displays, and interior sales floor design and display.

Throughout the twentieth century, well-known artists such as Salvador Dali and Andy
Warhol created window displays, while other artists who are lesser known were
commissioned to design unique objects specifically for visual merchandising purposes.
1. Sell by showing and promoting the product.
2. Create an emotional connect between the viewer and the display.
3. Encourage the shopper to enter the store.
4. Get the customer to pause and “shop” the selling floor.
5. Establish, promote, and enhance the store’s visual image.
6. Entertain customers and enhance their shopping experience.
7. Introduce and explain new products.
 Visual Merchandising – 1.2

Meaning
Visual merchandising is the activity of promoting the sale of goods, especially by their
presentation in retail outlets.(New Oxford Dictionary of English, 1999, Oxford University
Press). This includes combining products, environments, and spaces into a stimulating
and engaging display to encourage the sale of a product or service. It has become such
an important element in retailing that a team effort involving the senior management,
architects, merchandising managers, buyers, the visual merchandising director,
designers, and staff is needed.
Visual merchandising starts with the store building itself. The management then decides
on the store design to reflect the products the store is going to sell and how to create a
warm, friendly, and approachable atmosphere for its potential customers.
Many elements can be used by visual merchandisers in creating displays, including
colour, lighting, space, product information, sensory inputs such as smell, touch, and
sound as well as technologies such as digital displays and interactive installations.
Visual merchandising is not a science; there are no absolute rules. It is more like an art
in the sense that there are implicit rules but that these also exist to be broken for striking
effects. The main principle of visual merchandising is that it is intended to increase
sales, which is not the case with a "real" art.
Visual merchandising is one of the final stages in trying to set out a store in a way that
customers will find attractive and appealing and it should follow and reflect the principles
that underpin the store’s image. Visual merchandising is the way one displays 'goods for
sale' in the most attractive manner with the end purpose of making a sale. "If it does not
sell, it is not visual merchandising."

Especially in today’s challenging economy, people may avoid designers/ visual

merchandisers because they fear unmanageable costs. But in reality, visual
merchandisers can help economise by avoiding costly mistakes. With guidance of a
professional, retailer can eliminate errors, saving time and money. It is important to
understand that the visual merchandiser is there, not to impose ideas, but to help clients
articulate their own personal style.
 Visual Merchandising – 1.3

Visual merchandising is the art of implementing effective design ideas to increase store
traffic and sales volume. VM is an art and science of displaying merchandise to enable
maximum sale. VM is a tool to achieve sales and targets, a tool to enhance
merchandise on the floor, and a mechanism to communicate to a customer and
influence his decision to buy. VM uses season based displays to introduce new arrivals
to customers, and thus increase conversions through a planned and systematic
approach by displaying stocks available.

Recently visual merchandising has gained in importance as a quick and cost effective
way to revamp retail stores.

Visual Merchandising – 1.4

 Purpose
Retail professionals display to make the shopping experience more comfortable,
convenient and customer friendly by:
• Making it easier for the shopper to locate the desired category and merchandise.
• Making it easier for the shopper to self-select.
• Making it possible for the shopper to co-ordinate & accessorize.
• Informing about the latest fashion trends by highlighting them at strategic
locations.

Merchandise presentation refers to most basic ways of presenting merchandise in an

orderly, understandable, ’easy to shop’ and ‘find the product’ format. This easier format
is especially implemented in fast fashion retailers.

VM helps in:
• Educating the customers about the product/service in an effective and creative
way.
• Establishing a creative medium to present merchandise in 3D environment,
thereby enabling long lasting impact and recall value.
• Setting the company apart in an exclusive position.
• Establishing linkage between fashions, product design and marketing by keeping
the product in prime focus.
• Combining the creative, technical and operational aspects of a product and the
business.

Drawing the attention of the customer to enable him to take purchase decision within
shortest possible time, and thus augmenting the selling process.

Introduction – 2.1
 Introduction

Welcome to the Visual merchandising Program!

Visual Merchandisers are a critical part of any organization in the retail channel. We

have deployed Visual Merchandisers across nation to bring a new level of customer

service to our retail partners. Designed to deliver excellent display and quality

merchandising to the dealers. Visual merchandisers are the face of most of the brand at

retail.

The launch of Visual Merchandising Program in India marks the first step towards a new

success, focused on the success of our partners. With the dedication & enthusiasm of

this team, we will succeed in increasing retail recommendation, brand visibility and of

course sales. Visual Merchandisers are critical to our success, so move forward and win

retail!

Introduction –2.2
 Communique Marketing Solution Pvt. Ltd.

Who we are?

A full service, single window, BTL Solutions Agency of creative & strategic thinkers
backed by a dynamic in-house production and operations team.

Brand Agency Partnerships:

National Geographic, Apollo Tyres, Noritsu, HP, BPCL, Japanese Association, DLF,
Times Group and others…

Reach
Corporate Office: Gurgaon
Branch Offices: Delhi, Mumbai, Bangalore, Kolkata, Lucknow
Associate Network: Chandigarh, Jaipur, Ahmadabad, Pune, Chennai, Hyderabad,
Cochin
All India Reach across Category A, B & C towns

Retail Practices – 3.1

 Merchandising Practices
Outline
• What is Merchandising/ Visual Merchandising?
• Why it is Important?
• How Merchandising creates Consumers Demand?
• Merchandising Elements (Categorization & Classification).
• Merchandising description & display guidelines.
• Planogram
• Key Mantras of Retail Visibility Program.
• Key Elements of Retail Visibility Program.

What is Merchandising?
→ Merchandising is a systematic process of effectively supplying, positioning and presenting
goods (Products & Merchandising materials) at Point of Purchase i.e. Retail Outlet.
Communication about the Brand & the Product can easily be conveyed to the TAs if the
merchandising is done properly at the retail.
What is Visual Merchandising?
→ Visual presence for a brand/ product/ service

→ Communicating information about brand/ product/ service to consumer

→ Utilize existing tools (posters, flags, danglers, brochures, etc) to maximize the visual
impact of the Samsung brand at retail.

Why Visual Merchandising is important?

→ Differentiate product with in the retail outlet

→ Create cut-through from competitor products

→ Increase brand awareness

→ Increase brand visibility

→ Establish familiarity with brand

→ Clear communication of key brand messages

• Product launch
• Promotional offer
• Key benefits
 Retail Practices – 3.2

Categorization of Merchandising Element

• Soft Merchandise
• Hard Merchandise
These elements were generally placed / installed “In-shop” and “Out-shop”.

Classification of Merchandising Element

Soft Merchandise
Soft merchandise is temporary visibility elements which includes all paper made POP / POS to
be deployed at retail. Some commonly used soft merchandise elements are:
• Poster
• Dangler
• Bunting
• Shelf Strip
• Wobblers
• Pull – Push Stickers
• Banners
Apart from these Leaflets & Booklets were also parts of soft merchandise and are treated as
Functional POP as they give complete / required description of a particular product and
generally used as a ready reckoned for the TAs for further references.
 Hard Merchandise:
Hard merchandise elements can further be divided into 2 categories basis their longevity i.e.
Permanent & Semi-Permanent. Hard merchandise can be Standard (universal size for all
retailers) or Customized (as per the available counter size)
 Permanent Merchandise
• Glow Sign Boards
• Awnings
• Product Display Units

 Semi-Permanent Merchandise
• Table-top Dispensers
• Table-top Standees
• Flanges
• Product Dummy Boxes
• In-shop Sun boards
 • One-way Vision
• Floor Standees / Cutouts

Retail Practices – 3.3

Merchandising Description & Display Guidelines

• Posters
• A good communication tool to showcase product images and info
• Affixed in-shop, at eye level, for better perspective
• Lasts for 2 – 3 days

• Buntings
• An important merchandise to be tied across the entrance of the retail
• Provides high visibility before entering the counter
• Can be used inside the counters as well (tied across the walls, should be straight)

• Banners
• One of most effective mode of visibility
• Can be affixed out-shop & in-shop
• Durable & Long Lasting
 Retail Practices – 3.4

• Danglers
• An effective and compact tool for visibility
• Hanged down from the ceilings
• Looks decent if installed at closer distance

• Cutouts
Large size Product / Brand images in a self stand
format
Generally placed out-shop
Durable & Long Lasting
 Retail Practices – 3.5

• Dispensers
• Branded Portable stand for keeping product brochures
• Preferably to be placed at Cash counters to provide high visibility
• Useful & Durable

• One – Way Vision

• Pasted only on Glass surfaces (preferable on entrance doors)
• Very effective & attractive visibility tool
• Visible even before entering the outlet (if placed at entrance door)
• Durable & Long Lasting

Retail Practices – 3.6

• Shelf Strip
An attractive merchandise element
Pasted on Shelves / Glass Surfaces
Can be used for indicating partition between shelves or as outline around merchandise/
product corners
Durable and Long Lasting

• Product Dummy Boxes

 • A unique & useful POS for visibility as retailers hesitate to bring out the product
boxes from the drawers
• Can be placed in ample quantity at display shelves to create product corners
• Long Lasting

Retail Practices – 3.7

• Pull – Push Sticker

• Very effective and compact tool for visibility
• Affixed at glass entrance door of outlets
• Visible even before entering the outlet
• Long Lasting

• In – Shop Sun Boards

Standard and Customized in size
Gives good visibility if installed at strategic location within in the counter
Durable & Long Lasting
 • Flanges
A semi-permanent hard merchandise to be fixed on side walls of the counter
Long Lasting

Retail Practices – 3.8

Wobbler

Classification of Market
• Multi Brand Outlet/ Open Market
• Branded Retail
• Modern Trade

 Multi Brand Outlet

 MBO is an outlet where all brands of a product will sell out, along with competitions. For
eg. A mobile shop is selling Samsung, Nokia, Micromax, Spice handsets, etc. Generally
it is divided in further 3 categories:
A Class (Approx 25% of Retail Universe)
B Class (Approx 35% of Retail Universe)
C Class (Approx 40% of Retail Universe)

 Branded Retail
Specialized outlets which showcase a particular brand with defined guidelines from the
company. A ground level collaborated approach between retailer & brand to push sales through
authorized retail channels. For e.g. for Samsung it is SMPP, SIS, Gold Class & Experience
Store, for HP it is HP World, for Nokia it is NPD & for Motorola it is Moto Store.

 Modern Trade
Organized retail outlets where all brands will sell out. For e.g. The Mobile Store, Next,
Hotspot, Croma etc.

Retail Practices – 3.9

Planogram
A Planogram allows planning of the arrangement of merchandise on a given fixture
configuration to support sales through proper placement of merchandise by Style,
Option, Size, Price points, etc. It also enables a chain of stores to have the same
merchandise displayed in a coherent and similar manner across the chain.

The main purpose is to support ease of applicability to the merchandiser while also
increasing IDEAL
POSM selection & QTYthe merchandise display
enhancing in a neat and organized
PLACEMENT M
U
ELEMENT
manner. A B C AREA L
T
POSM Element Deployment
POSTER 5-6 3 - Criteria:
4 2–1 Affix at Wall at Eye Level I

• Multi Brand Outlet:

DANGLER 10 - 15 8 - 10 6–8 Hung from the ceiling B
R
LEAFLET 40 – 50 25 - 35 15 – 25 Preferably to be placed at cash counter A
Provide high visibility before entering N
BUNTING 4-5 3-4 Min 2 D
the store

ONE WAY O
1 1 - On Glass Door / Glass Façade
VISION U
TABLE TOP 3-4 2 1 Preferably to be placed at counter T
L
DISPENSER 3-4 1-2 1 On Counter / Near Products E
STANDEE 1 1 1 Generally placed outside the store. T
• Branded Retail:
Deployment criteria for ideal quantity & placement area of POSM element at branded retail will
differ from brand to brand. Every brand has specific guidelines & criteria for POSM deployment.
For e.g., it is differ for HP World, it is differ for Samsung – SMPP & SIS.

• Modern Trade:
Generally in modern trade this POSM element are not allowed, they allowed element like Table
Top, Table Top Standee, Leaflets/ Brochures, Fliers, Dispensers, etc.

Retail Practices – 3.10

Key Mantra of Retail Visibility Program

• Responsibility on Self rather than Retailers
POP / POS Display
Product Display
Key Info Collection
• Retailer Relationship
Key space at Outlet
Longevity of POP / POS
Competition information on POP / POS
• Dedicated Product Corners (Economic, Effective & Efficient visibility tool)
Product Box display
Creative & Collective Display

Key Elements of Retail Visibility Program

 Retail Data (to be provided by client)
• Complete list of targeted outlets of the city
• Complete Detail of retail counter
Name
Address
Location
Contact Person
Contact Numbers
Servicing Distributor
Visiting DSE / TSI
• Category of Outlet must be mentioned

 POP / POS (to be provided by client)

Should be good in terms of type & quality
Should be in different varieties to cover up maximum locations of the retail
Should have attractive visuals
Should be functional / helpful to the retailers (Dummy Boxes, Pull – Push stickers,
Display Units, etc)
Should be in adequate quantity for the city

Retail Practices – 3.11

 On-ground Execution Team (managed by Agency)

• Efficient & Dedicated
• Self Groomed & Hygienic
• Well Equipped for execution
• In Branded Uniform - to be provided by client.

 Merchandising Kit for VMs (managed by Agency)

• Travelers Bag (of appropriate size) to carry POP / POS
• Should have all required equipments
DS Tape / Cutter
Rope / Thread / Duster etc.
 Warehouse for Soft POP / POS (managed by Client / Agency)
• Has to be situated within the city limits
 • Should be accessible by Road & cost should be low
• Should have sufficient space to keep the Soft POP / POS
 Process / Flow of Activity
The flow of activity has 5 phases:
• Acquiring Retail Data
• Outline Plan for Visits & POP / POS
• POP / POS requisition and Dispatch
• On-Ground Execution
• Reporting
 Acquiring Retail Data
• Retail Data to be acquired from client with all required info
• Data should be shorted out category-wise
 Outline Plan
• POP/ POS deployment plan: Quantity of POP/ POS to be deployed at any counter, in each
visit should be according to their category & requirement.
• Logical Placement of POP/ POS: POP/ POS should be place at logically at retail on the
basis of category of the counter.
 POP / POS Requisition & Dispatch
• An on-going process to be repeated regularly

Retail Practices – 3.12

• Requisition for required POP / POS, basis retail coverage, to be sent to client
• Required POP / POS sent by client to the respective cities
• Mail to be sent to the agency about the dispatch along with the visuals and details of the
POP/ POS dispatched.
• Follow-ups to be done for the receipt of the POP / POS at the destination
• Verification of qty. received to be done and informed to the agency and the client
 Inventory Management (POP / POS)
• Track record of all POP / POS to be maintained at any point of time:
• Stock Received – Date & Quantity (for each and every element)
• Stock Consumed – Qty. consumed on daily basis
 • Stock Available – Weekly tracking of the stock available at the stocking point for each
element
• Sending alerts to the concerned authorities for refilling of stocks as and when required
 On-Ground Execution
• Retail data received to be shorted out location-wise and category-wise.
• LM to make the beat plan for the VMs basis the visit plan and the qty. of VMs
• Beat plan to be approved by Company officials (ASM / Distributor)
• VMs to get ready with appropriate merchandising kit before going into the field along
with required number of POP / POS
• VMs to cover each & every outlet of their beat for the day
• VMs should place / install the POP / POS logically at the retail
• After doing their job VMs should get the reporting formats, duly filled, signed and
stamped by the concerned retailers
• Photographs of the counters should be taken focusing placement of merchandise rather
than of merchandise elements. Reporting formats for the day to be submitted to LM / Data
Manager for compilation and reporting.
 Reporting
• Reporting is the most important part of any activity carried out in the field. Reports made
should be clear, crisp and self explanatory so as to give the correct picture of what’s been
done and what’s going on in the market.
• Required Reports to be submitted to the client:
• Compiled Reports
• Photographs - in PPT format with outlet names (Weekly)

Customized Information & Reporting Tools – 4.1

Display White Book

(An innovative tool used as ready reckoned for training of VMs/ Supervisors)
Contents
Detailing & Snapshots of Stores for familiarization of Stores & Store Categories.
Placement guidelines of key VM Elements
Visual Directory of Right as well as Wrong Installation / placements
Description & Detailing of marketing assets, furniture & fixtures available at retail
Visual directory of updated POS elements

Details
• Categorization & Classification of Branded retail, i.e. for Samsung Mobiles, it is
SMPP, SIS, Experience Store & Gold Class, for HP – HP World, for Nokia – Nokia Priority
Dealer(NPD).
• Brief details about Branded Retail
• Snap Shot of Branded Retail.
• Brief about focus area of display of Branded Retail.
• Brief about GSB (Glow Sign Board) and their snapshot to differentiate right &
wrong display.
• Brief about Inshop Branding and their snapshot to differentiate right & wrong
display.
• Brief about counter display type and display criteria as per guidelines, with their
supportive snapshot.
Customized Information & Reporting Tools – 4.2
• Brief about Backwall display type and display criteria as per guidelines, with their
supportive snapshot.
• Brief about customized POSM (i.e. Feature cards, Classifiers, etc) and their
reference creative.
• Brief about planogram and their process.
• Brief about process of creative designed for special occasion & festival.
• Process of Hygiene.

“White Book is all about What, How & Where for Branded Retail !”

Customized Information & Reporting Tools – 4.3

 Weekly Dashboard Report
 On every week, Dash Board Report will be sent to client.
 A report with summary of concerned areas at branded retail will be shared with client.
 The report will speak about:
Concern areas cum Problem Areas
Overall problems occurred in the week
Remembrance of Long Term issues
Weekly update to Regional & HO Officials

Weekly “VM Impact Report”

 A report with summary of activations during the week is shared with client on Weekly
basis.
 The report will speak about:
Coverage of the Week
POS Used
Competition Launches / Activities / Feedbacks
Market / Retailer Feedbacks

Monthly “Retail Activation Report”

 On 1st of every month “Retail Activation Report” will be shared with client.
 A report with summary of activations during the month is with client on monthly basis
 The report will speak about:
Coverage of the Month
Elements used
Scope & Duration
Feedback
 KRA & Reporting System – 5.1

KRA of Visual Merchandiser/ Supervisor

• Responsible for brand / product visibility at retail

• Meeting Distributors regularly for feedbacks & POSM collection
• Covering 12-15 Outlets per day as per Beat Plan
• Affix / deploy POSM properly
• Hygiene check and refurbishment of existing POSM at retail
• Visit SIS (Min.2) on regular basis for maintenance of existing POSM / install new
POSM
• Update LM’s / TM’s for SIS Fixtures
• Collect competition details & forward it to LM’s / TM’s.
• Authentic Acknowledgment from Retailers
• Collect Additional Information
• Report Daily to LM’s/ TM’s on activity
• Co-ordination with LM’s/ TM’s for additional activities

Time & Motion Study of Visual Merchandiser/ Supervisor

10:00 a m - 10:20 a m
M eet concerned sales team at distributors point, s hare beat plan & disc us s the P OS to be us ed
10:00 a m Collect POSM as per requirem ent
to Inform Location M anager
10:35 a m M ark attendanc e & m ove to the m ark et
10:20 a m - 10:35 a m
Tim e taken during m ovem ent to the firs t outlet
Greet the dealer
Look for the right space to plac e the P OS M
10:35 a m
Replace/ Refurbishm ent of old POSM
to
Tak es feedback from the dealer
6:00 pm
Tak e relieving from dealer on form at with sign & seal
M ove to the next outlet & repeat the proc ess till the last outlet
06:00 pm - 06:30 pm
06:00 pm Check all the reporting & fill all of them
to M akes sum m ary report of the day
06:45 pm 06:30 pm - 06:45 pm
Update day 's report & feedback / concerns to Location M anager/ Territory M anager & conc ern sales te
 KRA & Reporting System – 5.2

KRA of Location Manager/ Territory Manager

• Regular meetings with Distributors and Local officials to take updates

• Proper & Smoother execution in respective cities / territory
• Maintaining records
• Make authentic beat plan for VMs
• Supervise the VMs
• Management & Maintenance of SMPP/ SIS
Hygiene Check of Collaterals & Fixtures
Refurbishing of Collaterals / installation of new Dummies
♦ Escalate issues related to fixtures to Samsung HO, Local Officials & agency HO
Take photographs of VM activity
Co-ordinate with agency HO & Local officials for VIP visits
Tracking of POSM received / available
Regular reporting to Local officials and agency HO
Provide market and competition feedback
 Time & Motion Study of Location Manager/ Territory Manager
8:00 am
8:00 am - 9:00 am
to
9:00 am Mark his attendance through SMS
10:00 am 10:00 am to 11:00 am
to Coordination with Team (either physically or telephonic)
11:00 am Coordination with local client official, RDS and sales team
11:00 am - 06:00 pm
Greet the Dealer
11:00 am Take the feedback of market & competition
to Take the feedback of VM/ Supervisor
06:00 pm Share about the new things
Take photographs of deployed POSM, competition & concerns.
Move to the next outlet & repeat the process till the last outlet
06:00 pm - 06:30 pm
06:00 pm Take feedback & reports from the VM/ supervisors
to Make summary report of the day
07:00 pm 06:30 pm - 07:00 pm
Update days report & feedback/ concerns to Program manager & concern local sales team
09:00 pm
09:00 pm -10:00 pm
to
10:00 pm Send VM coverage report through SMS KRA & Reporting System – 5.3

KRA of Program Manager

 Program Manager is one point contact.

 Regular meetings with client officials to share activity, feedback & take further
Instructions.
 Proper & smoother execution of Program.
 Provide instructions to their respective execution teams.
 POSM inventory management.
 Dummy inventory management.
 Coordinate / execute other marketing activities.
 Coordinate / follow-up with vendors for dimensioning / installation of GSB, In-
shop etc.
 Escalate Market Issues to client.
 Send Daily Activity Reports to respective client officials.
 Send weekly reports & monthly to respective client officials.
 KRA & Reporting System – 5.4

Reporting Processes & Formats

Daily Reports
• Tracking of Location Manager/ Territory Manager
• VM/ Supervisor Coverage Report

Weekly Reports
• POSM Tracking Report
• POSM Availability Report at RDS point
• Dummy Availability Report
• Electrical Rectification Report
• Dashboard Report
• PPT of SMPP & SIS
• PPT of Open Market

Daily Report
 1. Tracking of LM/ TM
Location Manager/ Territory Manager should send one SMS to a dedicated mobile no.
between 8:00 am to 9:00 am on daily basis.
• SMS should contain the Date, LM/ TM Name, and his Current City
• Eg. of Naval Sharma (LM/ TM –Varanasi, Allahabad, Gorakhpur, Mirzapur &
Ghazipur)
• SMS Format:
“1-May / Naval Sharma / Varanasi”
• LM/ TM failed to send SMS, will be marked ABSENT for the day.
• Communique MIS Executive updates their attendance on daily basis and keep
updates on both soft and hard copy.
2. VM Coverage Report
Location Manager/ Territory Manager should send one SMS to a dedicated mobile no.
between 9 pm to 10 pm on daily basis.
• Purpose of SMS, is to inform about their VMs/ Supervisor day coverage report.
• If there are 6 VMs/ Supervisor under a LM/ TM, then he have to send 6 SMS (1 SMS / VM)
• Contents of SMS should contain the Date, VM/ Supervisor Name, and his
Current City, Outlets Covered (A, B, C, SIS & SMPP).
• SMS Format.
“2 May, Anurag, Varanasi, Outlet Covered – 15 (A-5, B-4, C-4, SMPP-2)”
• Do this exercise on regular basis and never forget to send the SMS.
• Communique MIS Executive updates their attendance on daily basis and keep
updates on both soft and hard copy.

KRA & Reporting System – 5.5

Weekly Report
1. POSM Tracking Report
 POSMTrackingFormat
Retail ManagementProgram
Managed By :- CommuniqueMarketing Solution PrivateLimited
ZONE LM/ TMNAME : CITY :

MONTH: PERIOD: to WEEK :

(A) Regular POSM

S. No POSMElements Model No. Model No. Model No. Model No. Model No.
1 Poster
2 Leaflet
3 RangeBooklet
4 Dangler
5 Bunting
6 Standee
7 Banner
8 Shelf Strip
9 RangeSheet
10 Dummy Box
11 Wobbler
12 TableTop

(B) Special POSM/ Regional POSM

S. No POSMElements Model No. Model No. Model No. Model No. Model No.
1
2
3
4
5

DO's DONT's
Every LM's/ TM's should fill this formaton weekly basis.  Details ofPOSM used in pastweeks should notbe mentioned in
case notused during the week.
Model no. ofPOSM elementused should be mentioned  No LM's/TM's should take this tasklighty
againsteach elements.
 LM's/ TM's should fill the formatproperly with complete detail  LM's/TM's should notdelay in sending the reportfromthe given
of POSM used during the week (Eg. : POSM Element- Poster /
timeline.
Model No - Corby / Model No. - Jet 2).
For Special / Regional POSM mention the POS Element
(along with details) received fromHO and POSM made by
branch.

This formatshould be mailed to ProgramManageron every

Saturday by 3:00 PM.
KRA & Reporting System – 5.6

2. POSM Availability Report at Storage Point

 POSMAvailableat StoragePoint
Retail ManagementProgram
ManagedBy :- Communique Marketing Solution Private Limited
ZONE : LM/ TMNAME : CITY:

DATE : RDS NAME : WEEK :

S. No POSMElements Model No. Qty. Model No. Qty. Model No. Qty. Model No. Qty. Model No. Qty.
1 Poster

2 Leaflet

3 RangeBooklet

4 Dangler
5 Bunting

6 Standee
7 Banner
8 Shelf Strip
9 RangeSheet
10 Dummy Box

11 Wobbler
12 TableTop

(B) PleasePaste4Photograph of POSMStock Availableat Rds fromdifferent angle.

Paste Storage point POSM Paste Storage point POSM Paste Storage point POSM Paste Storage point POSM
Photograph Photograph Photograph Photograph

DO's DONT's
Every LM's/ TM's/ VM's/ Supervisor will arrange the POSM material in Proper
manner and he will click the photograph ofavailable POSM from4 angle and paste the  No LM should take this tasklighty
photograph as per the format
Every LM's/TM's should be fill on weekly basis(on every Saturday).  LM's/ TM's shouldnotdelay in sendingthe reportfromthe given deadline.
 POSM should notbe in scattered form.
 LM's/ TM's should fill the formatproperly with complete detail ofPOSM Available at  POSM quantity should notbe imganary.
Storage Pointand he will mention the Quantity ofParticular Model (Eg. : POSM Element-
Poster / Model No - Corby /Qtty-432)

 LM's/ TM's/ VM's/ Supervisor will physically countthe POSM available atrds point
and he will mention the quantity of POSM in format

 Old POSM should be crushed outas per the Instruction ofLocal ClientOfficial.
This formatshould be mailed to ProgramManager on every Saturday by 3:00 PM.

KRA & Reporting System – 5.7

3. Dashboard Report
 A report in which LM will mention the Problem area (with pictures) of outlet is called Dashboard
Report. Process of Dashboard Report is as follows:

a. Dashboard Report PPT should be prepared on Master Slide. If LM don’t have master slide,

then they can take from Program Manager.

• LM will send dashboard report on Saturday by evening.

• Problems which was not rectifying from long time

For example

1. Fixture Problem

2. GSB (Glow Sign Board)

3. Inshop Branding

4. Branding

Kindly follow the following format for making good Dashboard Report.

First Slide

Second Slide
 KRA & Reporting System – 5.8

Third Slide

S.No. City OutletName Category Concern

Fourth Slide
 FixtureCon
 GSBConce
 InShopBr
 BrandingC
 S.No. City OutletName Category Concern

Fifth Slide

S.No. City OutletName Category Concern

5KRA & Reporting System – 5.9

Sixth Slide
 S.No. City OutletName Category Concern

Seventh Slide