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    Manisha Verma
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    Bangladesh shows strong Numbers in a lot of metrics, but we see a consistency in high margins and ability to squeeze out more, inspite of high costs. The key for success here is three levels of alignment that needs to be achieved: category alignment, brand alignment, Customer Alignment. The underlying principle for the reallocation is that there should not be wide difference in per employee turnover between various departments.

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    Bangladesh shows strong Numbers in a lot of metrics, but we see a consistency in high margins and ability to squeeze out more, inspite of high costs. The key for success here is three levels of alignment that needs to be achieved: category alignment, brand alignment, Customer Alignment. The underlying principle for the reallocation is that there should not be wide difference in per employee turnover between various departments.

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    21 views7 pages

    HUL

    Uploaded by

    Manisha Verma
    Bangladesh shows strong Numbers in a lot of metrics, but we see a consistency in high margins and ability to squeeze out more, inspite of high costs. The key for success here is three levels of alignment that needs to be achieved: category alignment, brand alignment, Customer Alignment. The underlying principle for the reallocation is that there should not be wide difference in per employee turnover between various departments.

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    of 7

    Team Fast 8

    Prithwiraj Ray
    Prateek
    AR Godara
    Anurag Saha
    Neha Bakshi
    Amit Damahe
    Kushal Bhat
    Jaya Jyoti

    Productivity Metrics
    Productivity Metrics

    India

    Pakistan

    Bangladesh

    Sri Lanka

    2003

    1.135411

    1.114973

    3.242938

    1.452055

    2004

    1.248089

    1.26511

    3.345178

    1.589041

    2005
    2007

    1.37331
    1.701744

    1.429945
    1.802198

    3.746193
    4.817259

    1.753425
    2.242009

    Profit / No of Employees

    2003
    2004
    2005
    2007

    India
    0.160886
    0.186949
    0.21262
    0.280423

    India
    2003
    2004

    Pakistan
    0.149733
    0.179945
    0.214286
    0.299451

    Bangladesh
    0.536723
    0.548223
    0.624365
    0.812183

    Sri Lanka
    0.187215
    0.223744
    0.328767
    0.383562

    Pakistan
    Bangladesh Sri Lanka
    0.044
    0.053
    0.090
    0.073
    0.046
    0.058
    0.091
    0.078

    Profit Margin

    India

    Pakistan

    Bangladesh

    Sri Lanka

    2003

    14%

    13%

    17%

    13%

    2004

    15%

    14%

    16%

    14%

    2005

    15%

    15%

    17%

    19%

    2007

    16%

    17%

    17%

    17%

    While Bangladesh shows strong Numbers in a


    lot of metrics, we see a consistency in high
    margins and ability to squeeze out more,
    inspite of high costs, further showing that the
    employees in Bangladesh are performing well
    in terms of Productivity

    Present Span of Control-An Overview

    Gap between span of control and span of accountability

    Cross functional rotation between Sales and Marketing Team


    Marketing

    Sales

    Sales and marketing interface at least three different levels: 1) day to day business, 2) Integrated business planning, 3)
    customer negotiation
    The key for success here is three levels of alignment that needs to be achieved:
    Category Alignment, Brand Alignment, Customer Alignment

    Direct Marketing Exposure to Fresh Recruits


    Fresh graduates should be given exposure to marketing and sales
    This is possible only if the two functions are aligned
    This will support cross functional rotation

    Whom we Shifted ?
    Befor
    e
    Shifti
    ng

    Pakistan
    Srilanka
    Turnove
    Turnov
    r per
    er per
    M Tota Turnov Pro Employ Profit per
    Tota Turnov Profi Employ Profit per

    O +
    l
    er
    fit
    ee
    Employee O M+ l
    er
    t
    ee
    Employee
    67
    1.26510 0.1799450
    1.5890
    2004
    2 Shifted
    56 728 921Pakistan
    131
    98
    55
    199 20 219 348
    49
    41
    0.223744292
    People
    Srilanka

    32

    M+

    After
    Shifti
    ng

    Pakistan

    Turnover
    Tota Turn Pro per
    Profit per
    M+ l
    over fit Employee Employee O
    1.3309248 0.1893063

    Srilanka
    Turnove
    r per
    Profit per
    Tota Turnov Pro Employe Employe
    M+ l
    er
    fit e
    e
    1.66507 0.234449

    How we shifted ?
    Principle : The underlying principle for the reallocation is that there should not be
    wide difference in per employee turnover between various countries. If there exists a
    difference , the target is to close this gap as much as possible.
    Approach : As mentioned above , the target would be to take employees from Pakistan
    and move to Bdesh so that the per employee turnover improves.
    So, 80 % of the requirement ( 80 % of 40 and 75 % of 6 ) is sourced from Pakistan
    Why 80 % and not 100 % ?
    Pakistan have high attrition , so removing all employees from Pakistan may affect
    Pakistan operation in case substitute talent are not readily available
    A Mix of resources from both Pakistan and Srilanka will add the much needed
    variety and richness in terms of culture to the team operating out of Bdesh.
    The span of control of Pakistan is 13 for M1 +M2 + M3 , which is more than the
    KPMG global limit . So, reducing the workforce will balance the span of control
    numbers

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