[ A HANDBOOK ON FMCG SALES ] 4.3.4. Super Stockist ROI Table.4.3.4.A ROI Working Assuming Volume of 60000 CBBs Annually servicing 4000 outlets. Average per month volume =60000/12= 5000 CBBs PM Total Revenue(Monthly) Gross Margin(4.5%) Costs Rent Electricity loading + unloading One Sales Man One Warehouse Guy One Helper Transport Cost Total Net profit= Gross Margin - Total Cost Net Profit = 53,250 Net Profit Per Annum Investment Total Monthly Sales = 5000 CBBs Investment in stocks(15 days) Investment in Credit (10 days) Investment in Claims(5% of Total Sales) Total ROI PM= Net Profit/Total Investment *100 = ROI PA= Net Profit/Total Investment *100 = 6,39,000 Monthly 4,000 500 5,000 5,500 4,500 2,000 4,000 25,500 17,50,000 * 5000 CBBs*350 per CBB price 78,750 Annual Cost 48,000 (***Rent - At 5/sqft for 800sqft) 6,000 60,000 (***@ 50 paisa per carton) 66,000 0 24,000 Shared resource 48,000 (***@ 80 paisa per carton) 2,52,000 (Monthly) 1750000 8,75,000 5,83,450 87,500 15,45,950 (per month) 3.44% ( Monthly) 41.33% (Annually) **For Ease of Calculation Average CBB Value has been taken at Rs 350 per CBB 5. Meetings and Conferences 5.1. Weekly Meetings Schedule The ASMs must meet their team once a week, to review the progress against plan. This meeting is also used to review market working and discipline. The key areas to be reviewed are: a. Adherence to MJP b. Total Calls, Productivity and Sales c. Line per Call and Lines per Productive Call d. Achievement Vs. Target 35
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