Parcel Sales Manual

Parcel Directorate
Department of Posts
2021
Parcel Sales Manual
Version 1.0

Parcel Directorate
Department of Posts
2021
 MESSAGE

The Parcel Directorate came into existence in April of 2018. Before this it existed
as a division within the Business Development and Marketing Directorate of
the Department since 2013. The main reason for its creation was the need
to focus on parcel business. Postal organisations across the world have been
seeing the re-emergence of mail in the form of parcels due to the new market
scenario of e-commerce. The trend was seen in the developed countries and
the e-commerce market saw double digit growth in most parts of the world.
India Post also recognized the opportunity and tried to bring in organisational
focus to the area by setting up the Parcel Directorate.

The Parcel Directorate in the last two years has focussed on creating the physical infrastructure to streamline
the parcel operations. The improvement in operations has to be coupled with good marketing to make good
the loss of market share the Department has seen over the last decade. Many competitors mushroomed over
the years and have made dent into our business and therefore the need for a renewed marketing strategy was
felt by the Department.

The Business development and Marketing Directorate for a long time focused primarily on Speed Post
(document and parcel) and other new retail products introduced over the years. The Marketing Directorate
ensured that all postal divisions in the country had a team of marketing executives who pitch for the premium
products and try and get new customers for the Department. The Parcel Directorate realized that since they
have to market aggressively for the emerging digital parcel business, there is need to revamp the marketing
and sales strategy keeping in mind the industry practices. Thus started the work on the new Parcels Sales
Processes and between the covid up and downs, the work on the manual progressed slowly but steadily.

I am happy that the Parcel Directorate has been able to complete the work and in my signing off month of
my long journey with the Department of Posts. We are able to share this new sales processes in the form of
a Parcel Sales Manual and an online dashboard with the Circles and hope that it helps them in better Sales
target achievement and monitoring in the coming years.

(Charles Lobo)
Contents
Preface xi
From the GM’s Desk xiii
Glossary xv
List of Tables xvii

1
List of Exhibits xvii

Introduction 2

2 Overview

Sales Target
3

3
3.1 Sales Target Allocation 6
3.2 Sales Target Allocation - Marketing Executive 7
3.3 Sales Target Timeline 8
3.4 Sales Target Achievement 8

Sales Process 11
4.1 Prospecting 14

4
4.2 Preparation 18
4.3 Presentation 21
4.4 Managing Queries 23
4.5 Closing 25
4.6 Follow Up 26

Sales Monitoring 29

5
5.1 Key Account Management 30
5.2 Monitoring of Sales Target and Activities 36
5.3 Sales Dashboard – Responsibilities of the Operative Staff 36
5.4 Sales MIS for Management 38

6 Responsibility Framework 39

Annexure 45

7
7.1  Data points to be captured at various stages
in sales process 46
7.2  List of 17 KPIs identified for evaluation of the
Sales Performance 48
7.3 MIS Reports available for Administrative Offices 52

8 Our Team 56

ix
 Preface

The agenda was already drawn, that new Sales processes have to be prepared
incorporating the best industry practices for targeting the new parcel market,
when I joined the Parcel Directorate as CGM in Sept 2020.

I facilitated the existing team working on the project through discussions to

bring clarity on different aspects of the work envisaged. It was clearly understood
by all that the focus of this new strategy was basically threefold – one to have
a sales strategy in line with the industry best practices, second to have a clear
and uniform sales process for the entire sales/marketing team across the length
and breadth of the country and third to systematically capture the sales effort
of all the marketing executives/sales team in an online dashboard so that there is intelligible data with the
department on which the policy decisions can be taken. Keeping these three objectives in mind, this new
Sales Manual for the parcel business has been designed which outlines the process to be followed by the
department’s Sales team at different levels of administration.

The new Sales Process clearly outlines a three-stage set of sales activities namely setting sales target, detailing
six stage sales process and finally sales monitoring. Each of these sub-activities are detailed so that the sales
activity as a whole is able to give optimum results. For capturing the activities, an online Sales Dashboard has
been designed. The Manual has been designed by taking inputs from selected circles from all relevant level
of operative staff. This effort of Parcel Directorate cannot be complete without thanking the CEPT team for
completely designing the online dashboard inhouse.

The Parcel Directorate hopes that this new manual will help the Sales team across the country to optimise
their efforts and will give an opportunity to both the higher management and the sales force to learn from
the market intelligence which will be captured in the online dashboard. The higher management will be able
to derive logical inferences for policy decisions from the data generated in the dashboard.

Vinay Kumar Tiwary

Chief General Manager
Parcel Directorate

xi
 From the GM’s Desk
The Parcel Directorate was formed in 2018 and we started with focusing on
infrastructure creation and operations realignment for handling bulk business. One
of the suggestions of KPMG in the PNOP Report in 2017 was that the department
should look at redefining its sales processes if it wanted to target 15 % of the market
share by 2026. The suggestion almost touched a raw nerve of the officers in the
department. The department had marketing teams down to the last administrative
unit but the work taken up by them was non-structured and ad-hoc. Their output
was not quantifiable plus there was no mechanism to evaluate the effort put in
by them in an objective manner. The Parcel directorate had only one reporting vertical so the marketing and
sales work took a little hit but on this important suggestion, work was initiated by my predecessor Mr. Prannoy
Sharma in right earnest. I took the baton from him and continued working on it in the ensuing months.

The best practices in the industry in terms of sales activity was studied and it was consciously decided that
if the marketing team in the circles have to be abreast with their competitors, they should be aware of the
industry processes, jargons, systems for sales and marketing. This would also ensure that when they approach
the client/customers, the client’s experience of our sales team is also in sync with the industry experience.
So, we decided to rework our sales processes in line with existing marketing ecosystem – setting sales target,
following the six-stage sales process, monitoring and follow up of the sales activities after clinching the deal.

The work on the new Sales document was started and went through many iterations- as we learnt on the
journey. For many new concepts and wish list we evaluated and thought about what all could or could not
be introduced in our sarkari system. We had our moments of doubt and confusion but the work did not stop.
Once the first acceptable cut of the document was ready, we thought who better than our trainers in the six
PTCs to engage for getting the first round of feedback. We were fairly encouraged by their feedback after
which we shared the document with five divisional heads in different circles (Delhi, Mumbai, Kolkata, Patna,
Bengaluru) to get their feedback. Based on their input more changes were incorporated and the next iteration
was shared with PMGs from eight circles – Maharashtra, Delhi, West Bengal, Uttar Pradesh, Haryana, Kerala,
Telangana and Rajasthan. The PMGs were requested to constitute a team of two officers from each level i.e.,
Divisional head, ASPO/IPOs, MEs/PAs to go through the Manual and give feedback – the idea was to ensure
that they all are able to understand the process and their roles in it and give suggestions in case of lack of
clarity on the process or role. Over 200 plus suggestions were received from these circles, which were assessed
and incorporated in the document before arriving at the final version of the Manual.

As the processes defined in the Manual needed to be captured in an online Dashboard, a constant engagement
with the CEPT team was also there throughout the development of the manual. The processes were defined
clearly by Parcel Directorate but what KPIs could be developed for managerial supervision of the sales
processes had to be developed in consultation with the CEPT team along with the related reports. Finally,
twelve reports have been developed in the online Dashboard on the work of the sales team which with the
support of the CEPT team can be refined and improved over a period of time.

A team of over 1000 officials have been identified pan India for training on the Manual -three from each
division- one inspector and two PAs/MEs, the draft standard training package has been prepared by Parcel
Directorate in consultation with the PTCs, a questionnaire of over 300 questions has been prepared for training
purposes to help the PTCs to start training immediately.

xiii
 The preparation of the Manual took almost a year, it was a very interesting and amazing journey – it saw the
highs and lows of the two covid cycles when the marketing team of Parcel Directorate was almost disbanded,
the office was working at one third of its capacity, the circles were going through very trying times in terms
of operational challenges but slow and steady the work kept moving forward. It was a learning process for all
the stakeholders who collaborated on the project starting with KPMG, the PTCs, the CEPT team and finally the
circles who will be the final users of the end product.

The effort of Parcel Directorate has been to work on the sales and marketing ecosystem of the department
such that we are able to give better results in our target achievement, how far we succeed in these endeavours
only time will tell but it has been a rewarding exercise. The best takeaway has been the assurance that you can
work proactively in any area of work with full support of seniors and enthusiasm of the peers and juniors who
all want to be part of a change making process. Each member associated with the project gave his/her best
effort to take this initiative forward.

I am grateful for the constant support and guidance of my superior, Mr. Vinay Kumar Tiwary, the Chief General
Manager in developing the finer contours of the Manual. His encouraging leadership style helped the team to
stay motivated and work diligently on the project.

I will also like to thank the Member Operations, Mr. Charles Lobo, for always being supportive of our initiative,
available for consultation and giving guidance on short notice which gave the team the confidence to
approach him without hesitation and also to experiment and evolve the nuances in the content as deemed fit.

I would like to thank the six PTCs for giving constructive feedback on the content developed, the CEPT team
for developing the online dashboard, the KPMG team for suggesting this activity in its report and last but not
the least the entire Parcel team for the excellent team work and dedication.

Amrit Raj
General Manager
Parcel Directorate

xiv
Glossary
Abbreviation Full Form/ Expansion

B2B Business-to-Business refers to commerce between one business entity and another
business entity.

B2C Business-to-Consumer refers to commerce between a business entity and an individual

consumer.

BP Business Parcel

C2C Customer-to Customer (C2C) is a business model whereby one customer sends parcel
to another customer.

CEP The Courier, Express and Parcel (CEP) market comprises companies that provide logistics
and postal services varying in the type of services offered, delivery speed, weight and
volume of a shipment.

CSI Core System Integrator - Software that integrates all operations of the Department.

DOP Department of Posts

IT Information Technology

KAM Key Account Manager - Person with the responsibility of maintaining relationship/
managing after-sales of the customers acquired / clinched by the Department.

KPI Key Performance Indicator - The indicators to evaluate performance of the processes,
people and business across different parameters. For example, delivery percentage in a
delivery KPI.

MI Market Intelligence - Information about the products, services, prices, operations,

investments etc. of the competitors.

ME Marketing Executive - The person with the responsibility of undertaking sales process
to acquire customers for the Department.

MIS Management Information System - The information which is collated for the
management/ officers to help them make important decisions.

NDC Nodal Delivery Centre

NGO Non-Governmental Organisation - A non-profit, citizen-based group that functions

independently of government.

PH Parcel Hub

PSU Public Sector Units

RP Registered Parcel

xv
 SPOC Single Point of Contact – It refers to a specific person who has been given the
responsibility of managing day-to-day operations of providing products and services
to a customer based on the contractual agreement. For example, ASP/ PRI who will
interact with the customer to handle issues like pickups, receipts, sorting etc.

SPP Speed Post Parcel

UCID Unique Customer ID allotted to a bulk customer created in the CSI system.

Terminology Explanation

Bulk Customer Parcel product sales through booking offices wherein the parcel booking is done
Sales against a Unique Customer ID (UCID) associated with the bulk customer shipping the
parcel.

Collaterals The marketing material prepared by an organisation to be shared with the potential
customers e.g., presentations, pamphlets, brochures etc.

Cross sell Cross-selling is the action or practice of selling an additional product or service to an
existing customer.

Lead A potential customer

Lead Generation Identification of potential customers from a set of prospective industries by interacting
with people, searching on internet, directories of market associations and other forms
of market intelligence.

Online Dashboard The online platform (computerized) for entering the sales process and the key account
management related information which can operate both on computer and smart
phones.

Pool of leads Collection of profiles of potential customers

Potential Customer The customer with whom a sales opportunity is being explored.

Prospecting The process of collecting information regarding a potential customer with whom sales
opportunities can be explored.

Qualified Lead The sales opportunity to be further actively pursued by the ME, which is identified
based on predefined criteria of sales opportunity.

Retail Sales Parcel product sales at retail counters i.e., Post Offices wherein the parcel booking does
not have any bulk customer ID associated with it and is done by individuals.

Sales Lead The person responsible for leading the interaction and presentation with the identified
customer.

Sales Target The revenue target allocated to be realized from sales of various products.

Target Allocation The process of allocating targets to the different levels across the organisation.

Up-sell Sales technique where a seller invites the customer to purchase more services, upgrades,
or other add-ons to generate more revenue.
xvi
List of Tables
Table 1: Timeline for Allocation of Annual Sales Target.................................................................................................. 8

Table 2: Timeline for Recording Monthly Sales Progress by SPOC............................................................................. 9

Table 3: Data to be Captured for Identified Leads..........................................................................................................16

Table 4: Identification of Qualified Lead based on Following Set Criteria.............................................................17

Table 5: Sales Lead Selection Criteria for Presentation.................................................................................................20

Table 6: Advantages and Key Highlights of using DOP Products.............................................................................22

Table 7: Query Resolution Matrix of Qualified Leads ....................................................................................................24

Table 8: Data to be Captured during the Closing Stage by ME..................................................................................26

Table 9: Data to be Captured by Operations SPOC........................................................................................................27

Table 10: Outline of KAM’s Introduction Meeting with the Customer.......................................................................31

Table 11: Outline of KAM’s Follow-up Meetings with the Customer..........................................................................32

Table 12: Data to be Captured by KAM on the Sales Dashboard.................................................................................33

Table 13: Query Resolution Matrix of Customer................................................................................................................35

Table 14: Tentative Agenda for the Monthly Sales Review Meeting..........................................................................36

Table 15: Responsibility Framework of the Stakeholders of DOP...............................................................................40

List of Exhibit
Exhibit 1: Target Projection for Department of Posts......................................................................................................... 6

Exhibit 2: Six Stage Sales Process –Stages and Activity Mapping ...............................................................................12

Exhibit 3: Organisation Structure for Implementing Sales Process.............................................................................13

xvii
Introduction
and Overview
Chapter 1
Introduction
The world has seen a growth in the parcel business due to exponential rise in the e-commerce segment
owing to digitization of business. The developed countries have seen a growth of giant online e-commerce
companies like Amazon and Alibaba, who are doing huge business by becoming aggregators for small and
big commercial units. The developing countries are also experiencing growth in e-commerce sales through
brand web stores, local versions of aggregators like Amazon, online apps like Facebook, Instagram, Pinterest,
WhatsApp etc., which are able to boost small business sales and order collection through messaging, phone
orders etc. The Department has realized that we were lagging behind in capturing new parcel business and
thus conceptualized a new Parcel Project.

Parcel Network Optimization Project (PNOP) was undertaken by the Department to streamline parcel
operations with the vision to capture at least 15% of the CEP market share by 2026. As a part of this project, a
number of operational processes were redesigned to ensure that parcel operations become more predictable,
reliable and efficient. It also aimed to achieve standardisation among the processes across the country so that
all parcel sorting centres function in the same manner.

Why is Parcel business different?

Parcel business in today’s definition in India Post primarily focuses on accountable parcel articles namely
Speed Post Parcel, Registered Parcel, Business Parcel and commission earned from COD parcels in different
categories. Ordinary parcel is not an accountable article and has not provided any value-added service and
traceability in the existing system and therefore is out of the mandate of the Parcel Directorate presently.

Parcels require separate handling in terms of booking, sorting, bagging and transmission primarily due to
its size and volumetric component and therefore separate processing hubs and delivery centres have been
created in the department to improve the operational efficiency of this segment.

To bring uniformity in the infrastructure and processing of parcels across the length and breadth of the
country, the parcel hubs (PH) and the nodal delivery centres (NDC) have been designed in a scientific way to
maximize the throughput of each facility centre (PH/NDC). The Parcel Directorate also came out with a Design
Manual and Operations Manual in 2020 which has been shared with all Circles and parcel facilities so that
there is complete clarity across the country on the process design and operations. It is also available online
under the employees corner of the Department’s website.

In line with the same thought process, it was decided by the Parcel Directorate that along with the creation of
a robust physical infrastructure for parcel operations, it is equally important to redefine and standardise the
sales activity for garnering parcel business for the Department, which led to the design of this Sales Manual.
The Sales Manual outlines a clear set of sales activities with three stages namely - setting sales target, sales
process and sales monitoring. Each of these activities are detailed so that the sales activity is able to generate
optimum output and the higher management is in a position to derive logical inferences for policy decisions
from the data generated.

The scope of the Sales Manual is limited to providing a common and formal structure for pursuing sales activity
in the Department and for collation of inputs of such efforts in an online dashboard by the sales team across
the country, so that intelligible MIS can be drawn from the data collected across the country.

2
Chapter 2
Overview
Summary
Sales refer to a set of activities undertaken to acquire customers. These activities include setting of targets,
identifying potential customers, understanding customer needs, presenting value proposition in the form of
product benefits, addressing client queries, closing sales in the form of customer acquisition and managing
post-sales relations. The step-by-step method of undertaking these activities is called Sales Process.

2.1 Sales Activity

Sales activities are designed to engage potential customers with the objective of customer acquisition and
achievement of pre-defined sales target. The three key aspects of sales are firstly, setting of sales targets at
the beginning of the year, secondly, undertaking activities defined under sales processes as per responsibility
allocation and finally, monitoring of sales process to achieve sales targets. The Sales Manual is available online
under the employee’s corner of the departmental website. This document contains the description and
activity flow of each of these activities:
Sales Target
Sales Process
Sales Monitoring

2.2 Sales Targets

Sales targets are revenue milestones to be achieved in a financial year. The targets are decided at the
National Level/ Directorate Level and allocated at the beginning of the year to the Circles which flow
downstream to Regions, Divisions, and up to the Marketing Executive (ME) level. The actual revenue achieved
is evaluated against the targets allocated. The process of Sales Target setting is detailed in Section 3 of the
Manual.

2.3 Sales Process

Sales Process is divided into different stages and is basically an end-to-end method of identifying potential
customers, understanding customer needs, presenting value proposition in the form of products and
value-added services, addressing client queries and closing sales in the form of customer acquisition. The
activity flow in each process is detailed in Section 4 of the Manual. The sales process also encompasses sub-
processes, aimed at retention and further development of business relation with the customers, often known
as Key Account Management which has been detailed in Section 5 of the Manual.

2.4 Sales Monitoring

The monitoring of sales refers to gathering information and keeping track of activities within the sales process
to ensure timely achievement of sales target. Monitoring also assist in undertaking remedial actions in case of
any observed deviation. To facilitate monitoring of the sales activities, an online dashboard has been prepared
to record and analyse activities undertaken within each stage of sales process by the ME. The key outcomes of
each stage shall be recorded in the dashboard for effective monitoring of the work of ME at the divisional level.

Parcel Sales Manual 3

The sales monitoring activities is detailed in Section 5 of the Manual. The online dashboard has been created by
CEPT, which will give ready access to all administrative units, about the status of sales activity and therefore help
in monitoring and review. The online dashboard can be accessed through http://apps.cept.gov.in.

2.5 Responsibility Framework

The responsibility framework detailing the responsibility structure of individual stakeholders/ employees
at each stage of sales process is given in the ‘activity flow’ of each stage and it is also summarised in Section
6 of the Manual.

The Sales Manual for the parcel business has been designed and defined with the objective of providing clarity
to employees engaged in sales activities regarding their duties and responsibilities. Besides, the identified
sales process is expected to standardise sales activity, improve efficiency, enhance monitoring and ensure
accountability as well as throw up figures/ data to help evaluate and monitor the sales activity better in the
Department.

4
 3
Sales Target
 Summary
Sales Target Allocation is an exercise of allocating targets to subordinate units. The annual sales target for
the Department for parcel business is decided by the Parcel Directorate and allotted to Circles from where
it is assigned to Regions and Divisions in each Circle. The Division further allocates bulk sales target to
Marketing Executives and retail sales target to subordinate post offices. Focus of sales target is only on Bulk
Sales, i.e., corporate customers only and not retail customers. Presently, business transacted at Post Office
Multi-Purpose-Counter Missions (MPCM) counters in other terms non-contractual customer’s business are
treated as retail business.

3.1 Sales Target Allocation

Exhibit 1: Target Projection for Department of Posts

What is the target of the Department for Parcels?

To achieve at least 15% of the market share in revenue of Domestic CEP market by 2026.
45 42.6
40
35 32
30
25 24
20 17.76
15
15 13.16 12.5
9.75 8.25 10
10 7.5 6.75
4 5.25
5
0
2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
Parcel Handling Capacity (in crores) Market Share of India Post (in Percentage)

Source: Report submitted by KPMG and accepted by the Department

The Parcel Directorate shall allocate annual sales target to the Circles. The entries shall be recorded in the
online dashboard by the officials deputed by Parcel Directorate.

The annual sales include both retail and bulk sales of Parcel Business in a Circle. The focus of the Sales Manual
is on bulk customers only. In Department’s parlance bulk refers to those customers who give a business of
more than INR 10,000 per month and avail the contractual services of the Department. The rural and mofussil
Divisions can recalibrate the definition of bulk business of INR 10,000 per month according to the potential in
their area.

The CPMG shall allocate the annual Circle level sales target among Regions. The Regional sales target shall be
further divided among Divisions. Circles that do not have Regions and only comprise of Divisions, the Circle
level target should be divided directly among Divisions. Monthly sales target for Divisions and Regions should
be allocated on the basis of annual sales target.

The CPMG shall allocate annual sales target of the Circle into month wise targets. The entries shall be recorded
in the Dashboard by officials deputed by the CPMG.

The Divisional Head/ officials deputed by Divisional Head shall split annual sales target into bulk customer
sales target and retail sales target (all the non-bulk customer sales are retail sales). These targets shall be
recorded in the Dashboard by the officials deputed by Divisional Head.

6
 Sales Target

Pre-target allocation activity: Analysis of existing business is significant before allocation of target. All
administrative offices should undertake the following exercise before allocating targets to their sub-ordinate
offices:
i. The percentage contribution share of each parcel product to their total business, i.e., which product
contributes the highest and the lowest.

ii. Share of corporate vs retail customers under each product type.

iii. Share of each product segment over last year to arrive at a tentative target.

iv. Performance of different products in different areas in their jurisdiction.

v. Generally, parcel business has seasonal influx depending on the national and local festivals of the circle
and now the sales festivals on the e-commerce portals. The monthly target allocation should take these
seasonal variations into consideration.

The allocation activity can be done on the following basis:

i. Past trends/ seasonal variation

ii. Expected sales potential from the office

iii. Simple average-based allocation

3.2 Sales Target Allocation - Marketing Executive

Who can be a ME?
Postal Assistant, Sorting Assistant, PRIs may be designated as Marketing Executive by the Division.

Some Circles use the nomenclature of Area Manager or Relationship Manager instead of ME to highlight
operational focus through the designation.

The Divisional Head has the flexibility to adopt any methodology for deciding the number of MEs, based
on the business potential in his/her Division.

There is no specific qualification for ME, but selection should be based on the calibre and competence
of the official depending on the evalution of the Selection Committee/Divisional Head.

The MEs should preferably be full time.

The Divisional Head will divide the bulk customer sales target among the MEs belonging to their respective
Divisions. Each ME should have a clear focus on the type of customers as per Department’s categorisation.
E.g., Bulk Corporate Customers can be categorised into Central Government/ State Government/ PSU/ Private
bulk non e-commerce and E-commerce Customer.

The annual sales targets allocated to ME for bulk customer sales can be distributed across months on the
following basis:
i. Simple average-based allocation
ii. Allocation based on past trends/ seasonal variation
iii. Potential of the area- rural/ urban/ metro/ agri/ industrial

Parcel Sales Manual 7

Divisional Head needs to examine the pre-target allocation activity detailed earlier and then decide on the
following:
i. Number of MEs for the Division
ii. MEs should be part time or full time. In urban areas, especially Metros the MEs should be full time
iii. Sales competence of the ME should definitely be evaluated for selection
iv. Periodic training for the MEs through PTC modules to sharpen their skills
v. Number of MEs/ SPOC/ KAM based on existing and potential business
vi. Mechanism to review the work of ME
vii. Focus product for the Division
viii. Strategy for sales through acquisition of new customers, cross-sell and Up-sell

What is a good target for a ME?

Close two sales in one week which means 100 new bulk customers in a year.

Target can be fixed on number of new customers, number of articles and amount of business. The parameters
have been kept flexible keeping in mind the variance in the marketing opportunities across the length and
breadth of the country.

This is an average but can vary from Division to Division as per the potential of the Division.

3.3 Sales Target Timeline

The following timelines shall be strictly followed for setting-up sales target:

Table 1: Timeline for Allocation of Annual Sales Target

S. No. Activity Timeline

1 Allocation of yearly sales target to Circles by Parcel Directorate Before 5th April

2 Allocation of monthly sales target to Regions by Circles Before 10th April

3 Allocation of monthly sales target to Divisions by Regions (Circles in Before 15th April
case the Division comes directly under a Circle)

4 Allocation of monthly sales target to MEs by Divisions Before 25th April

3.4 Sales Target Achievement

The sales achievement of the Department for parcel products in the recent years has seen a downward trend
and therefore this Sales Manual has been conceived to assist the Department in evaluating its marketing/
sales effort and learn from the collective wisdom of its sales team.

In order to accurately reflect the sales information in the dashboard, it is critical that the Division Office
allocates all the clinched or active customer accounts of their Division in the dashboard to an Operations
SPOC. The concept of SPOC is explained in detail in Section 4.5. One of his assigned duties is to use the relevant
IT platform (e.g. CSI) containing the information regarding the revenue realised/achieved by each customer

8
 Sales Target

as per the BI Portal, collate the information and capture the information in the online dashboard. The timeline
should be followed strictly for recording monthly sales progress by the SPOCs.

Based on the sales information captured by the Division Office in the dashboard as per previous step, the
target achievement will reflect against each ME in the Division level MIS available in the online dashboard.
The same has been detailed in the Annexure 7.3 (actual revenue realized from the bulk customers) from their
respective customers (i.e. the customers with whom the ME successfully signed the contract).

Table 2: Timeline for Recording Monthly Sales Progress by SPOC

Activity Timeline

Collating and recording monthly sales target achieved by the customers of Before 15th of every
the Division for the previous month subsequent month

Review & Feedback

The review of sales target achievement is an important input for future policy decisions on the business.
Therefore, it is important that every administrative unit should share its analysis and learnings from the review
exercise undertaken with the higher authority on a quarterly/ half yearly/ annual basis.

The review should entail identification of the following, which should be entered in the link http://apps.cept.gov.in.
Specific reasons why targets could not be achieved?
Specific reasons why customers discontinued services of India Post?
Specific reasons why customers are not willing to use India Post?
Specific reasons why targets were over achieved?
What better can be done at the policy level in marketing policy and dashboard?
What needs to be set right in the dashboard?
What add-on can be made to the MIS reports?
How can the system be utilised to assist the MEs better?

This exercise should preferably be done in December, so that inputs can be considered for decisions taken for
the next financial year.

Parcel Sales Manual 9

 4
Sales Process
 Summary
The sales process is divided into six stages namely prospecting, preparation, presentation, managing
queries, closing and follow-up. For each stage, the activities are detailed with the timelines along with the
points of data capture in the online dashboard. The operative structure of the Department has also been
outlined for each stage.

A six-stage sales process has been designed for the Department to facilitate achievement of the sales target.
The schematic representation of key activities to be undertaken within each stage is detailed below. One
must keep in mind that a good sales process is never set in stone. It needs to be revised and adapted regularly,
ensuring that it reflects the current state of the market, the customer’s changing needs, the skills of the sales
team, and one’s business specifics. It should always be a work in progress.

Exhibit 2: Six Stage Sales Process - Stages and Activity Mapping

 Lead Generation
Prospecting  Pool of Leads
 Selecting Qualified Leads

 Research on Qualified Leads

Preparation  Obtain Appointment
 Prepare for Presentation
Sales Funnel: From Leads to Customer Acquisition

Sales process stage and activity mapping

 Introduce Self and organisation
 Understand Customer Requirements
 Explain Business Proposition
Presentation  Present Products and Services
 Provide Value proposition
 Collect Market Intelligence

 Preparation of likely Queries

Managing  Query Resolution
Objections  Documentation of Queries

 Deal Closure
Closing  Contract Signing
 Post-Sales Transfer of Responsibility

 Relationship Management (KAM)

Follow-up  Up-sell and Cross-sell
 Referrals

The way to have good sales results in the entire process is to select a good sales team and to utilise their talent
effectively at every stage. The sales team should always be on the lookout for leads and qualifying them. It
should step into the customer’s shoes to understand his requirements and to develop a relationship-lead
approach. The understanding of the causes of stalled sales will help in forecasting and maturing better results.
The sales team should focus on offering better customer experience and should never miss to follow-up with
the customer.

To ensure effective implementation of the sales process, the levels in the postal organisation structure has
been identified with clear allocation of responsibilities at different levels.

12
 Sales Process

Exhibit 3: Organisation Structure for Implementing Sales Process

Parcel Directorate  Allocation of Sales Targets to Circles

 Overall monitoring of national sales target

 Allocation of Circle level targets

Postal Circle
 Monitoring of Circle level targets

 Regional level monitoring

Region  Allocation of Region level targets
 Lead opportunity above INR 8 lac/month

 Allocation of Division level targets

Division  Division level monitoring
 Lead opportunity above INR 5 lac/month

Marketing Executive Operations SPOC Key Account Manager

 Acquisition of new  Operational support  Building relationship

customers to existing and new  Exploring new
 Lead opportunity customers opportunities
upto INR 5 lac/month

Role of the Sales Team Members

i. The work of the ME primarily is to identify the potential leads, prepare before approaching them, make
a presentation, manage their queries and finally close the deal. Closing of the deal will result in final
enrollment of the lead as a customer.

ii. The Operations SPOC shall be appointed by the Division Office to provide operations support to the
existing bulk customers as well as to new customers. He should be empowered to make necessary
arrangements like equipment, manpower, pick up, booking at customer’s premises during bulk booking
etc., so that he can quickly oversee the operational arrangements. The operations SPOC can be of PA/
SA/ IPO/ IRM/ ASRM level, depending upon the facility/ office where the operations are being performed
and the business of the customer. For Example, IGNOU gives a business of over 20,000 articles per day in
Delhi, therefore operations SPOC can be IPO/ ASP level unlike other small customers for whom a PA/ SA
may be sufficient.

iii. In case of RMS offices identified as as Parcel booking offices, it is suggested to identify the Operations
SPOC exclusively for a customer, since there is no separate establishment for Operational SPOC in the
present system and the SET incharge handles the bulk mail received from different customers.

iv. KAM to be appointed by the Division Office to provide support for each of the bulk customer acquired by
the Department. His job is also to supervise the work of the Operation SPOC and other requirements of
the customers like billing, value adds etc. The KAM should preferably be of ASP/ ASRM/ Dy. Supdt. level
only as it he has to supervise the work of ME and SPOC to the satisfaction of the customer.

v. Under the present arrangement, the work of both SPOC and KAM are being overlooked by the ME due to
which he is not able to focus on sales. Preferably ME, SPOC and KAM should all be separate, however in
small Divisions the work of SPOC and KAM can be merged but ME should definitely be separate.

Parcel Sales Manual 13

 vi. Apart from the booking operation, the SPOC and KAM also have to resolve delivery related issues of the
bulk customers.
vii. Each of the levels viz. Parcel Directorate, Circle, Region and Division shall be responsible for monitoring
the progress made by the units against the sales targets and take necessary action in meeting the targets
as and when required.
a. In case a sales opportunity of value less than or equal to INR 5 lacs per month, or less than 60 lacs
annually, is identified, then the ME shall lead the sales process and try to aquire the customer.
b. In case a sales opportunity of value more than INR 5 lacs per month but less than or equal to INR 8 lacs
per month, or of value between INR 60 lacs to 1 crore annually is identified, then the Divisional Head
shall be directly involved in the sales process along with the ME and will try to aquire the customer.
c. If the sales opportunity is of value more than INR 8 lacs per month, then the Regional Head shall be
directly involved in the sales process along with the ME and Divisional Head (if required) for customer
acquisition.
viii. The Divisional Head is the head of the sales team in the Division. He should try and involve different levels
of the organisation structure under him in the three primary roles of sales namely sales (ME), operations
(SPOC) and account management (KAM). Without his active engagement, it will be difficult for the
Division to achieve the sales target and sustain the existing customers, especially in the present scenario
where the Department has to target the digital business.

The details of the responsibilities assigned to different officers/ officials within the Department at each stage
of the sales process is further listed in Section 6 titled as Responsibility Framework.

4.1 Prospecting
Summary
This sub-activity is aimed at identifying potential buyers. It includes:
Creating a pool/ list of potential clients/ customers called leads who may be interested in our products/
services
Filter the pool of leads based on set criteria to identify the ones that needs to be approached which are
referred as “qualified leads”.

Prospecting is the process of searching for potential client leads in the defined geography of a Circle/ Region/
Division. The process aims at identifying potential buyers who dispatch parcels and may be interested in the
parcel services of the Department based on the industry needs.

Different steps in the prospecting stage involves:

i. Identification of potential leads within an assigned area from a set of prospective industries
ii. Preparing a pool/ list of such leads
iii. Evaluating each of the identified lead against a pre-defined set of criteria to primarily assess whether the
lead is attractive enough to be pursued based on factors like potential business of the customer for the
Department, presence of similar customers in the Department etc.
iv. Identification of potential 4PL aggregator companies, who provide application-based services to the
e-commerce companies, for on-boarding as delivery partner. These aggregators give option to their
customers (e-com companies or bulk) through an application (app) for choosing courier options for

14
 Sales Process

dispatching their online products. As Department of Posts is not technically integrated in these apps,
the Department is facing difficulty in closing the deals with these e-commerce companies. Example of
such 3PL aggregator is Ship rocket.

Activity Flow for Prospecting

Identify Leads
Pool of Leads Identify Qualified Leads
(Potential Clients)

 Cold Canvassing
 Referrals
 Local Field Offices-Postman and Office Staff
 Web and variable data-printers and publishing houses
 Web-based Research

Identify Leads (Potential Clients/ Customers)

i. MEs shall identify industries and service sector companies/ businesses/ entities that have the potential to
become DOP client in the assigned geography/ area.

ii. Collect basic information (as detailed in the box below) on leads using secondary research methods as
under:

a. Cold Canvassing – It is a traditional method to generate information on leads. Cold Canvassing

means contacting (generally through phone call) leads across a territory with the primary goal of
marketing products and collecting information for updating information on the dashboard. The
following sources may be used to obtain information through Cold Canvassing:

z Telephone directory

z Publications of Local Market Associations, RWAs, etc.

z Other local sources

b. Referrals – Another method of generating leads is to ask for referrals from current customers, local
contacts/ network, other leads etc. The chances of converting lead based on referrals into qualified
lead are high because of accurate targeting and trust factor. Referrals can also be asked from
unqualified leads or customers not willing to use India Post services. Referrals can also materialise
from online queries, Department website query, phonic query from staff and from call centre queries.

c. Local Field Offices – Many times a bulk customer approaches the local post office to gather
information on products and services. It is essential that the ME should regularly contact local postal
staff in their area to gather details of such bulk customers/ queries. Postman, PRIs, recently retired or
transferred serving staff can be good sources of exhaustive information. Internal lead generation can
be from postman, based on delivery information, use of service data and pickup request. External
leads can come from other Government offices and their sources. Subsequently, ME can take up
discussion with these leads.

d. Web Based Research – The ME should undertake online research to generate basic information
on specific entities present in the assigned area. They are potential customers available on these
websites. The website itself shows the sellers nearby (near you) and these customers must be trusting
private players for services while the DOP being a government entity and available throughout India

Parcel Sales Manual 15

 including remote villages can prove to be a better option. Some search engines have been listed
below for reference:

z Google- www.google.com z Udaan- www.udaan.com

z Justdial- www.justdial.com z Yellow Pages- www.yellowpages.in
z India Mart- www.indiamart.com z Sulekha- www.sulekha.com
z Trade India- www.tradeindia.com z Yellowbot- www.yellowbot.com
z Quickr- www.quickr.com z Facebook- Market place
z OLX- www.olx.in z Instagram/ Whatsapp

e. Web and Variable Data Printers/Publishing Houses- All printing and publishing houses are potential
customers in an area. All Banks and Insurance companies normally print their stationeries at a single
location and the same is dispatched to their respective branches across the country. This job is given
to their vendor for printing and the vendors are authorised to dispatch their stationery through any
available courier agencies.

iii. The collected information should be documented in the online dashboard under the head ‘Prospecting’
on a weekly basis. Upon submission of the information in the dashboard, a Lead ID will be generated by
the system for the sales opportunity which can be used for any future reference.

What is a good target for lead generation?

Each ME should at least identify basic information on two leads daily which means 50 (2*25) leads per
month.

Table 3: Data to be Captured for Identified Leads

The following data points shall be captured for Identified Leads

1 Name of Company:

2 Type of Client:

i. Central Government
ii. State Government
iii. Central/ State PSU
iv. Private non e-commerce
v. E-commerce

3 Business Classification:
4 Description of Business/ work:
5 User Classification of Prospect:
6 Annual Turnover (INR):
7 Name of Client Official/ Contact Person:
8 Landline Number of the Contact Person:
9 Mobile number of the Contact Person:
10 Email ID of the Contact Person:

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 Sales Process

The following data points shall be captured for Identified Leads

11 Address of the Company:

12 Address Pin Code:
13 Address District:
14 Engagement Profile:

i. Past Client
ii. Existing Client
iii. New Client

15 Requirement of Parcel Services (Current status & future requirement):

16 Estimated Monthly Demand of Potential Client (INR):

There should not be any interaction with the lead at any stage of prospecting. All the information as per Table
3 above has to be collected from the methods detailed in Section 4.1 and till the time ME is totally prepared
with all the information, he should not interact with the customer at all.

Pool of leads
i. The Divisional/ Regional Head shall review the status of leads generated at Divisional/ Regional level
every month with the use of Sales MIS for Management as explained in section 5.4 of the Manual and
discuss the strategy and sales plan with the ME. The Key Account Manager and Operations SPOC may also
be involved in the review process.
ii. At the rate of two leads per day the ME will generate a pool of 50 leads every month, i.e. 600 leads in a
year. These leads are not qualified.

Identify qualified leads

i. The ME shall pursue qualified leads identified by the system from their entries in the dashboard. The
criteria for a lead to be a qualified is on the basis of monthly business i.e., if the monthly business projected
for a lead is above Rs. 10,000 it will be categorized as a qualified lead.
ii. All the qualified leads should be arranged in descending order in the month and the ME should preferably
work on two leads at a time (one big and one small) so that he is able to successfully close at least two
leads per week.

Table 4: Identification of Qualified Lead based on Following Set Criteria

A lead is a qualified lead if below mentioned criteria is met

1. All the mandatory information about the potential customer is captured in the dashboard

2. Approximate monthly demand value from the potential customer is greater than> INR 10,000 per month

iii. ME shall be responsible for identifying at least 600 leads in the year (two leads per day assuming 25
working days in a month), out of which preferably at least 50% should be qualified leads.
iv. A customer who is currently giving business of less than Rs 10000/- may also provide big business
opportunity after a satisfied service in future and therefore can also become a qualified lead. This basically
is an up-selling client.

Parcel Sales Manual 17

 4.2. Preparation
Summary
This sub-activity is aimed to prepare and plan for the meeting with the qualified lead. It includes:
Doing specific research on the potential client
Obtaining an appointment
Planning for meeting
Preparing for expected queries from the client

The objective of this stage is to prepare and plan for establishing contact with the qualified lead. The
preparation stage is important to understand the customer profile and characteristics of the industry for
effectively engaging with them during subsequent stages.

This stage involves:

i. Specific product research on needs and requirements of the qualified lead. The information gathered and
preparation done at this stage would determine the outcome in terms of acquisition of customer.
ii. Develop an understanding of the industry to which the potential client belongs.
iii. Obtain appointment for sales meeting.
iv. Identify sales opportunity based on business size expectations.
v. Prepare a presentation for discussion on the product, value-added services and value proposition.
vi. Anticipate potential queries which might arise during the course of discussion with the qualified lead and
prepare answers for them.
vii. The sales team should be properly dressed (shirt, trousers, formal shoes) along with a photo ID so that a
favourable impression is created in the first meeting.
viii. It is suggested that sales team member should be provided with a tablet/ laptop to show the presentations,
audio visual advertisements and information related to the products and services offered by DOP. In
addition, equipment like pen drive, pointers, visiting cards, Mobile recharge and some small gift items
can also be provided to the sales team to facilitate his work.

Activity Flow of Preparation

Specific Product Obtain an Plan for Plan for

Research Appointment Presentation Queries

Product Research
ME shall undertake specific research on each qualified lead and their respective industry in the following
areas:
a. ME shall analyze the client segment to understand the ‘Needs and Requirements’ with reference to Courier
Express Parcel (CEP) Product (e.g. surface vs air, average parcel size and weight, returns, delivery timeline
expectations, pick-up requirement, billing requirement, report requirement etc.).

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 Sales Process

b. ME shall perform a generic check on whether the ‘Needs and Requirements’ of the client/ customer can
be satisfied by DOP products.

c. Identify products and value-added services which may be offered to the potential client within the
industry segment.

d. Collect MI of competitor’s product (features, price, coverage, speed) offered to the client or client
segment. Sometimes the customers discuss the competitor’s product, features and prices to explain the
value proposition and what is amiss in DOP proposal.

e. Mostly MI is not available for better resolution of direct queries, even the client will not speak about it
but the ME should try and tabulate data from such discussions which collected over the long run in the
online dashboard by different MEs will give good insight into competitors business strategy. FAQs can be
prepared based on these inputs in the dashboard.

f. Identify key unique features (network strength, pricing, value added services) of DOP product to leverage
during presentation.

Obtain an Appointment
ME shall obtain an appointment for presentation to the qualified lead using following process:

a. Prepare a brief sales message to stimulate client interest. The sales message is specific and short
communication which contains introduction of caller and his organisation (Department of Posts); and
purpose of the call.

b. Make a call to the contact person of the potential qualified lead. As the ME needs to reach out to potential
clients, he should be provided with a mobile phone or reimbursement of top up recharge.

c. Communicate the sales message.

d. Seek appointment for further discussion and document the date of meeting in case an appointment is
fixed or reasons in case the appointment is declined.

e. Update the online dashboard regarding the status of collateral to be prepared and used for the sales
presentation. A collateral is anything that aids in communicating a message to the client during a meeting
like Power Point Presentation, Booklet/ Pamphlet/ Introductory Letter or talking points for a verbal pitch.

f. ‘Sales Lead’ is the person who will make the presentation on behalf of the Department. He will be identified
in the online dashboard based on criteria mentioned in Table 5. However, the respective ME, who created
the lead, shall remain responsible throughout for any correspondence with the customer or with higher
administrative offices or capturing the information in the dashboard or completing the end-to-end sales
process.

g. Approximate monthly demand value shall be the basis on which the ME shall report to the officers as
listed in Table 5, for the purpose of presentation.

h. Level of officer/ official to make presentation may vary from Division to Division. As some Divisions may
have many leads for business above 1 Crore per annum, for which ME/ Divisional Heads may be allowed
to make presentations to the customers.

Parcel Sales Manual 19

 Table 5: Sales Lead Selection Criteria for Presentation

Approximate monthly demand value Level of official to

make presentation

Less than 5 lacs per month, i.e. less than or equal to 60 lacs per annum Marketing Executive

Greater than INR 5 lacs per month and less than equal to INR 8 lacs per month, i.e. Divisional Head
greater than INR 60 lacs per annum and less than equal to INR 1 crore per annum

Greater than INR 8 lacs per month, i.e. greater than INR 1 crore per annum Regional Head

Planning for Presentation

‘Sales Lead’ shall plan for ‘Presentation’:

a. Prepare a business proposition based on client profile and products offered by DOP. A business
proposition is an easy-to-understand proposal as to why a customer should buy the product or service
from Department of Posts. It includes advantages and key highlights of using DOP products, past
performance, understanding of client business, etc.

b. Prepare opening statement/ key talking points for discussion.

c. Organise pamphlets, brochures or PPT required during presentation to explain products offerings, range
of value-added services offered and value proposition to potential client.

d. Some standardised marketing collaterals will be prepared by the Parcel Directorate and hosted in the
‘Employee Corner’ for use by all sales team. Standardized collaterals will help the ME to focus on the
presentation rather than producing creatives.

Tips for preparing the Presentation

Simple graphics should be used to convey the meaning without much text
Focus on customer’s needs
Icons should be used to show statistics and compare instead of listing them out
Include statistics that link real success to the benefits mentioned.
Keep slides that have minimum bullet points
Follow up the descriptions with visual examples
Personalise the final slide with the contact information and a headline that drives emotion
Keep it Simple: concentrate on the core message while planning the presentation, one should always
keep in mind the question: What is the key message (or three key points) for the audience for take away?
Remember the 10-20-30 Rule for the slideshow - it should contain no more than 10 slides, lasting not
more than 20 minutes, and use a font size of not less than 30 point.

Plan for Queries

‘Sales Lead’ shall prepare themselves for answering possible queries from client

a. Undertake critical analysis of elements of presentation and look for possible questions.

b. ME shall refer to the list of ‘Potential Questions’ generally asked by clients in the online dashboard for
quick reference to answer the queries raised by the client during the presentation.

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 Sales Process

4.3. Presentation
Summary
This sub-activity is aimed to actively demonstrate how product and services offered by the Department
meets the need of the customers. It includes:
Formal introduction
Build rapport with client’s team
Identify key decision makers in client’s team
Make the presentation to showcase the solution for the client

The aim of Presentation stage is to actively demonstrate, how product and service offered by Department
of Posts meet the needs of the potential customer. It starts with a formal introduction to engage with the
customer to capture their attention, build rapport with them and identify key decision makers from the
potential customer’s team. This is followed by a presentation which involves clear communication about the
business proposition of products and services offered by the Department and how these products address
the needs of the client. This is effectively accomplished by connecting the customer’s needs and wants with
the corresponding features and benefits of the product offering.

Certain useful tips for making the Presentation:

Show your passion
Smile and make eye contact with the audience
Use voice and your body language effectively – it has been observed that more than three quarters of
communication is non-verbal.
Start strongly - the beginning of the presentation is crucial. The key is to grab the audience’s attention
and hold it.

The communication and discussion at this stage could be aided by Power Point presentation, pamphlets,
booklets, flyers etc. Additionally, at this stage the sales team is also expected to identify, collect and document
market intelligence gathered during the discussion in the online dashboard for future reference by other MEs
for their sales pitch. The last sub-part of this stage is review by Divisional Head and Regional Head.

Activity Flow of Presentation

Formal Explain
Introduction Business Engage with
Client and Collect and
and Proposition Present
Identify Document
Discussions and Introduce Operational Review
Suitable Market
preceeding Products Plan
Products/ Intelligence
Product Offered by
Presentation DOP Services

Formal Introduction and discussions preceding a product presentation

i. ‘Sales Lead’ (Regional Head/ Divisional Head/ ME) from DOP shall introduce themselves (and other team
members) to the potential client and communicate reason for visit.

Parcel Sales Manual 21

 ii. Capture client attention and stimulate discussion on client’s requirement and solutions offered by the
Department.

iii. Identify key people to influence during presentation.

iv. Move to presentation once rapport/ easiness in conversation is established.

Explain Business proposition and introduce the services offered by DOP

i. Explain advantages and key highlights of using DOP services over and above competitors as identified
in ‘Preparation Stage’. An indicative list of advantages and key highlights of using DOP services may be
referred for this purpose in Table 6.

ii. Highlight past performance history of DOP on some of the critical Key Performance Indictors (KPIs) to
influence client perception of DOP products and services.

iii. Present DOP understanding/ appreciation of client business.

iv. Present product portfolio and value-added services offered by DOP.

v. Share the marketing collateral with the client viz. pamphlets, booklets and flyers in physical as well as
e-formats. The collaterals should mention the specific issues of parcel business like volumetric weight,
challenges of home delivery for heavy articles etc. Presentation for different customer segment like B2B,
B2C, C2C etc. should be different.

vi. Discuss price and discounts structure for services and value-adds.

vii. ME to document the date of presentation and client response in the online dashboard.

Table 6: Advantages and Key Highlights of using DOP Products

S. No. Business Proposition for utilizing DOP services

1 Oldest established player in CEP market with more than 150 years of experience.
2 Vast network comprising of 1.5 lac post offices across 19,100 pin codes pan India.
3 Separate Parcel operation to handle large volumes and different parcel sizes.
4 Dedicated Road Transport Network pan India for secure and reliable movement.
5 Automated processing using state of the art technology at high volume centres.
6 Competitive pricing of products vis-à-vis competitors and attractive discount structure.
7 Range of parcel products catering to different business needs.
8 Pick-up service from the customer premises for bulk customers.
9 ‘Cash on Delivery’ facility for collection of amount up to Rs. 50,000/- at delivery.
10 Service106 International destinations in collaboration with Universal Postal Union.
11 End to end tracking of parcels through India Post website & mobile app Post Info.
12 Advance information on expected date of delivery (EDD) to customer/addressee.
13 Scheduled delivery to addressee between 10:00 AM to 15:00 PM on working days.
14 Reverse pick-up for eCommerce parcels.
15 Provision for API integration with bulk customers.

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Engage with Client and Identify suitable services

i. If client is not able to come up with a decision in the first presentation, then ask for a follow-up presentation
or call
ii. Engage with potential clients to identify best product fit as per their needs
iii. If client decides to use DOP services, then move to the next step and present an ‘Operational Plan’
otherwise document reasons in the dashboard for declining DOP services.

Present Operational Plan

i. Explain the key aspects of contract & discuss the pre-requisites for entering into a contract.
ii. Discuss operational details like details of Operations SPOC, Key Account Management process, terms of
payment etc.

Collect and document Market Intelligence

i. The ME shall collect, collate and document information on various competitors gathered during
interaction with the client. This information should be captured in the managing queries section of the
dashboard.
ii. MI is the information that one gathers through interaction with the people in the market. In the present
scenario, when the ME interacts with the client, the client will give details about - why he has been using
other couriers? what has worked and not worked for them with these courier companies? what is he
looking for additionally in terms of service and pricing? the discount structure etc.
iii. All these are useful information about competitors which needs to be collated on the dashboard so that other
MEs can use the same during their sales pitches. It will also help the Department to make strategies for future.

Review
Regional/ Divisional Head shall review the status of presentations made by Division/ ME during monthly
meetings, preferably in the 4th week of the month.

4.4. Managing Queries

Summary
This sub-activity involves resolution of queries raised by potential clients and collection of intelligence on
market and the competitors.

Perhaps the most critical stage in the entire sales process, is to address the queries and objections raised
by the client. An effective solution not only addresses the queries raised by client but also reflects on the
responsiveness and seriousness of the Department in serving the client. A time bound resolution of the
queries increases the chances of successful closure of deal with the client. This stage involves answering the
questions raised by the client within the timeframe identified under query resolution matrix. This stage also
includes recording new and unique queries raised by the client which are not part of ‘Potential queries’ list
available in the online dashboard.

Besides, this activity also involves gathering of intelligence on competitors’ products and market trends. The
ME shall carefully make a note of all the information shared during the interaction with the potential clients
(during presentation or during handling of queries) on competitors and market and he should document the

Parcel Sales Manual 23

 same in the online dashboard. Sharing this information across the sales team will ensure that sales lead across
the Department network are not caught off guard by an objection and they are always prepared with the
most effective responses to remove any roadblocks in closing the sales deal.

Activity Flow for Managing Queries

Handling Queries

Managing
Queries
Collect & Document
Market Intelligence

Handle Queries
i. In case, the client requires further clarifications or if he has any queries then the sales team should be able
to address these issues. Addressing such issues raises confidence of the client in DOP and helps them in
making up their mind regarding purchase of DOP services.
ii. ME shall answer all the queries raised by the client pro-actively during the engagement period, after the
presentation as per the query resolution matrix provided in Table 7.
iii. If resolution of the query requires intervention of the Divisional Head, then ME shall escalate the query to
the Divisional Head and follow up with the Divisional Office.
iv. If resolution of query requires intervention of the Regional Head, then Divisional Head shall escalate the
query to the Regional Head and follow up with the Regional Office.
v. The ME shall communicate the resolution received from Divisional Head/ Regional Head to the client. If
queries are raised verbally by the client, then a verbal response should be provided and in case a written
query is forwarded by client on the email ID shared by the ME, then both verbal and written response
should be provided to the client.
vi. All the queries raised by the client should be captured in the dashboard against the lead for future
reference. Further, the queries should be raised by the ME on the dashboard using the query functionality
for auto-escalation to relevant people for resolution.
vii. ME shall add new queries against the lead on the online dashboard in case they come across a new query
from client which is not listed on the online dashboard. Further, in case of additional queries, the ME shall
raise the query using the system, as and when required.

Table 7: Query Resolution Matrix of Qualified Leads

S. No. Escalation Matrix Working Days from Communication of

Query Receipt (Q) Resolution to the Client
1 Resolution of query by ME or upward Q+2 Days Q+3 Days
escalation to the Divisional Head

2 Resolution of query by the Divisional Head or Q+4 Days Q+5 Days

upward escalation to the Regional Head

3 Resolution of query by the Regional Head Q+6 Days Q+7 Days

Note: ‘Q’ refers to the day on which query was raised by the potential client

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 Sales Process

Collect and document Market Intelligence

i. MI information collected during engagement with the client at the presentation stage or the query
resolution process should be documented in the online dashboard by the ME.
ii. The capturing of queries by MEs will give the Department a database out of which FAQs can be prepared
and uploaded for use of all MEs to prepare for their interaction and presentation to handle similar queries
by other clients in the future.

4.5. Closing
Summary
This sub-activity involves completing the sales process with the customer based on their decision to sign
a contract with DOP for purchase of its products and services. For signing the contract and thereafter the
key activities include:
Sharing the draft contract form with the customer for signing
Signing of the contract by the Divisional Head
Creating UCID in the CSI system
Introducing the SPOC & KAM to the customer

This is the most crucial stage of the sales process since the outcome of this stage determines the potential
client getting converted into a customer. At this stage the potential client either commits to purchase or
stops the process of engaging with the sales team. The success during this stage depends on whether all the
previous steps have been completed properly and in order. This means that the client is convinced about the
value proposition of the services offered and understands that their needs are best addressed by the offered
services. It also means that the potential client agrees with the prices, the discount structure and other terms
and condition of the engagement. Before this stage all objections are addressed and at this stage details are
finalised regarding operations and contractual agreement.

This stage entails assisting the potential client to come up with a decision and finalise the products and value-
added services. This stage also entails completing contractual obligations and finalising the operational details
with the client. The client is introduced with the Operations SPOC and KAM. The Operations SPOC would assist
the client in operations. The KAM would manage the overall business relationship with the client.

Activity Flow for Closing

1 2 3 4
Introduce Introduce
Onboarding Review
Operations Key Account
of Client
Team Management

Role of ME in Onboarding the Client

i. If the deal is closed successfully (the client/ customer is clinched), then ME shall hand over the contract
copy to the client and politely ask them to sign and return it back within 5-7 days.
ii. If the deal is not closed during the first meeting, then ME shall ask for a second meeting to help the
customer in reaching a decision.

Parcel Sales Manual 25

 iii. If the deal is closed in the second meeting, then ME shall hand over the contract copy to the client and
politely ask them to sign and return it back within 5-7 days.
iv. ME may plan for subsequent meeting, in case the client requires more time to decide.
v. After signing of the contract, the ME will ensure the registration of the customer in the CSI system.
Registration of the customer and contact creation in the CSI system is through the office assistant in the
Division Office and Parcel/ BNPL centres. It is the responsibility of the ME to follow-up with the Division
Office for capture of the business details in a correct manner. His follow-up should ensure that the unique
customer ID (UCID) is created within the stipulated timeframe.
vi. ME shall ensure that the UCID is created in the system within 3 days from the signing of the contract by
the Division Office or the Regional Office. The contract number created in the system for servicing the
customer should be updated on the dashboard by the ME.
vii. ME shall update in the dashboard whether the client has been successfully clinched or not and other
relevant details as per Table 8.
viii. The signed copy of the contract shall be shared with the client (both soft and hard copy) and DOP copy
of the contract shall be kept at the Division Office.
ix. ME shall introduce the Operations SPOC and KAM to the client as a final exercise in the next stage.

Table 8: Data to be Captured during the Closing Stage by ME

S. No. The following data points shall be captured in the dashboard

1 Actual value of expected monthly bill
2 Actual monthly volume/ traffic
3 Date of signing of contract
4 Unique Customer ID
5 Customer contract number
6 Product selected by client
7 Value added services selected by client
8 Details of Operations SPOC assigned to client (name/ mobile/ rank)
9 Details of KAM assigned to client (name/ mobile/ rank)

4.6. Follow Up
Summary
This last sub-activity of the sales process involves the final set of activities by the ME before handing over
the enrolled customer to the Key Account Manager. In follow-up, the key activities include:
Introduction of the Client/ Customer to SPOC and KAM by ME
Introduction of the Operations SPOC and KAM to the Customer
Periodic review by Divisional Head/ Regional Head

This follow-up exercise is the last stage of the sales process in which the ME, who has finally closed the deal
with the potential lead and enrolled him as a customer of the Department for the identified products/ services,
hands over the customer to the operations SPOC and KAM assigned to the customer by the Division Office.

26
 Sales Process

The activities involved in this introduction exercise by the ME is two fold – one, he has to explain the client and
his business needs to the SPOC and KAM and second, he has to formally introduce the SPOC and KAM to the
client/ customer. Apart from this, the role of the SPOC and KAM have also been detailed in this section.

After this handling over exercise by the ME of the enrolled customer, the Division Head will start the periodic
review of the work of the SPOC and KAM to ensure that the customer is being handled satisfactorily.

Introduction and Role of Operations SPOC

i. ME shall seek inputs from Divisional Head on the SPOC allotted to the particular client/ customer for
handling their operational requirement on day-to-day basis. The Divisional Head shall nominate the
appropriate personnel for the particular client and communicate to the ME.
ii. The Division Office shall also record the details of the Operations SPOC nominated by them in the
dashboard.
iii. Based on the person nominated by the Division Office, ME shall brief the Operations SPOC separately on
products and value-added services selected by the client.
iv. ME shall formally introduce the client to the Operations SPOC. He shall accompany the SPOC in his first
meeting with the client.
v. ME and the SPOC along with the client shall finalise the operational details like timelines, schedule, pickup
staff and quantity to be handled per week etc.
vi. Operations SPOC shall ensure smooth day-to-day operations. Any day-to-day deviations shall be handled
by Operations SPOC in coordination with clients like, change in pick-up location, multiple pick-ups,
variations in distance covered by DOP vehicles etc.
vii. Operations SPOC shall generate customer specific monthly exception reports from the CSI system for all
the clients for which he/ she is the SPOC and shall share the reports with the respective client, marking a
copy to the respective KAMs allotted for the client. The exception reports will highlight the operational
oversights on part of the client like sending articles without data flow, incorrect pincodes, incomplete/
inaccurate addresses, misrouting articles etc.
viii. Operations SPOC shall also update the dashboard indicating the status and date of sharing the exception
reports. The key details to be captured by the SPOC in the dashboard is provided in Table 9.
ix. Many customers require documentation support for international articles. The Operational SPOC needs
to be responsible for providing every possible support in getting articles dispatched in quickest possible
manner through customs.
x. Operations SPOC shall ensure smooth day-to-day operations. Any day-to-day deviations shall be handled
by Operations SPOC in coordination with clients like - changes in pick-up location, multiple pick-ups,
variation in distance covered by DOP vehicles etc.

Table 9: Data to be Captured by Operations SPOC

S. No. The following data points shall be captured in the dashboard

1 Unique Customer ID of the client
2 Customer contract Number
3 Exception Report shared with the client or not
4 Date of sharing the report with the respective client
5 Monthly Volume of Customer (last month)
6 Bill raised for the customer during last month
7 Mode of sharing the report – email or physical report submission
8 KAM copied in the communication or not

Parcel Sales Manual 27

 xi. It is suggested to provide some financial powers to SPOC in order to maintain an advance amount of cash,
for smooth handling of operations in casual/ emergency circumstances.

Introduction and Role of KAM

i. ME shall seek inputs from Divisional Head on the KAM allotted to a new client/ customer enrolled by
the Department for overviewing the overall management of the customer. The Divisional Head shall
nominate the appropriate personnel for each customer and communicate the same to the ME.
ii. The Division Office shall record the details of the KAM nominated by them on the dashboard.
iii. Based on the person nominated by the Division Office, ME shall brief the KAM separately on products and
value-added services selected by the customer.
iv. ME shall introduce the customer to the KAM and then accompany the KAM on his first meeting with the
customer.
v. KAM shall contact the customer on a monthly basis to seek their feedback on the services provided by
the Department and also seek inputs on any other opportunities which the Department can explore with
them or for any referrals. This function is further detailed in Section 5 on Key Account Management.
vi. KAM shall contact the new customers on a weekly basis, up to one month, and fortnightly for another one
month and then monthly.
vii. KAM will be responsible for ensuring the bill preparation and its collection from the customer on monthly
basis within prescribed timeline and if need be, call the customer for the same.

Review of Follow up
i. Regional/ Divisional Head shall review the follow-up on the sales process on a monthly basis and identify
shortcomings, if any, and decide on future strategy.
ii. The follow-up review should be done by the Divisional Head for each ME on a monthly basis, once
separately and once collectively.
iii. Identify and resolve policy level decisions required at the Divisional and Regional level to avoid similar
queries or operational challenges in the future.
iv. Follow-up also refers to the after sales activities undertaken in the key account management process by
the KAM, which will be detailed in the next section on sales monitoring.

After the finalisation of six stages under sales process, the overall monitoring of the sales involves, the process
of key account management, review of the sales KPIs and finally analysis of the MIS generated through the
sales process. All these aspects are covered in the next section on Sales Monitoring.

28
 5
Sales Monitoring
 Summary
This section deals with the process of key account management of the acquired customers. It entails
building relationship with the customers through regular follow-up to streamline operations, seek their
feedback on the services being provided and explore further business opportunities with the clients. It
includes:
Follow-up with the Customer to streamline operations
Seek customer feedback on products and services being provided
Explore new opportunities for selling other postal products and services to the customer
Identify references/ referrals for selling to other customers
Timely renewal of existing contracts
Review by higher management
This section also outlines monitoring of sales activities, responsibilities of the sales team in filling up the
online dashboard and finally the MIS for higher management.

5.1 Key Account Management

Key account management is the process of building long-term relationships with high value customers who
contribute substantially to the business of the Department. It helps maintain and expand relationships with
these key accounts. It is a strategic approach for long-term retention of bulk customers. It generally involves
satisfying bulk customers through dedicated attention and prompt resolution of the structural or operational
glitches encountered by them.

This stage entails building relationship with these customers after initiating sales by building trust through
regular follow-ups, proactively solving issues and concerns being faced by them in daily operations. The
activities in this stage also involved leveraging the business relation with these customers for up-selling,
cross-selling and seeking referrals from them for expanding the Department’s business opportunities. A
review mechanism is also built to ensure that the key accounts are provided with best solutions within a
timeframe.

Activity Flow of Key Account Management

1 2 3 4 5

Customer
Introduction to Locate
Handover to Follow-Up Review
the Customer Opportunities
KAM by the
ME

Customer handover to Key Account Manager

1. In the case of new customers: the Division Office identifies the KAM to whom the customer shall be
handed over for managing the customer relationship. This may be planned in such a way to ensure equal
distribution of workload across all KAMs in the Division. Division Office records the details of the KAM
nominated by them on the dashboard and communicates the customer’s name and other details to
the respective KAM, while also informing the respective ME (who clinched the deal) so that he/ she can
update their dashboard as well as introduce the KAM to the customer.

30
 Sales Monitoring

2. In case of existing customers of DOP: For customers that are already clinched by DOP and for whom a
UCID and contract number already exists in the CSI system, but no information regarding them is captured
in the sales dashboard, the Division Office shall identify the list of all such customers and allocate them to
ME, SPOC and KAM in the Division as per the conditions detailed below:
i. When Division Office is the Nodal Office for the customer: Division Office has to allocate the accounts
to ME, Operations SPOC and KAM in the Division. The ME shall be notified about the account allocated
to him and the respective customer details shall be recorded by the ME in his dashboard. The Division
Office shall record the details of the KAM and SPOC nominated by them on their dashboard.
ii. When Division Office is not the Nodal office for the customer: In such cases, the customer has the
National Account Facility but another division is the nodal office and booking is done at multiple locations.
In these cases, the Division Office will allocate the account to a SPOC and KAM in the Division.The Division
Office shall record the details of the SPOC and KAM nominated by them on the dashboard. The allocation
of the ME is not required in this case because the ME at the nodal office has clinched the customer.
3. Role of KAM:
He shall be responsible for managing the relationship with the customers by taking regular feedback
from them on the services rendered.
He will inform the customers about the new products and services launched by the Department.
He will inquire about any new referral opportunities.
He will try and increase the booking volume and also customer expansion to other booking offices
(applicable in case of National Account Facility customers) or any other requirement.
He will provide support in query resolution, complaint resolution and any other type of information
sought by the customers.

KAM’s Introduction meeting with the customer

i. KAM shall plan for the first meeting with each of the customers assigned to him through personal visits.
This meeting has to be done along with the ME who clinched the customer.
ii. In this meeting, the KAM should introduce himself to the customer, discuss the customer requirements
for operations and provide inputs on how he will support them.
iii. An indicative list of discussion points with the customer is provided in the table.

Table 10: Outline of KAM’s Introduction Meeting with the Customer

KAM’s Introduction meeting with the customer

1 Introduce yourself covering aspects like name, designation, years of experience, the nature of experience etc.

2 Discuss about the business of the customer covering aspects like:

a. Size and scale of their business
b. Annual turnover
c. Number of employees
d. Number of offices
e. Profitability
f. Business operations
g. Future expansion plans

Parcel Sales Manual 31

 KAM’s Introduction meeting with the customer

3 Understand the immediate parcel requirement of the customer

a. Total parcel volume
b. Major items dispatched through parcels
c. Typical value of items dispatched in the parcels
d. Major origins and destinations for the parcels
e. Average weight of parcels shipped by the customer
f. Value added services opted by the customer
g. Operational requirements such as time of pick-up etc.
h. Any key concerns regarding shipping
i. Services of any competitor used by the customer and reason

4 Brief the customer about the role of KAM and inform them how he can support in resolving any
issues they may face with DOP.

5 Take any feedback or query from the customer

6 Close the discussion by thanking the customer for their time and exchanging mobile numbers with
the assigned employee who will handle the parcel work in the organisation.

KAM’s Monthly Follow Up Meetings

i. KAM shall plan his monthly meeting schedule with all his customers ensuring at least one meeting per
customer per month either through personal visit or telephonic call.
ii. At least 50% of the customers with the KAM should be visited personally in any month. Also, all the
customers with the KAM should be visited personally at least once in a two-month period.
iii. The duration of the personal visit should ideally be not more than 30 minutes and may extend beyond 30
minutes depending on the customer.
iv. KAM should take monthly feedback on the service quality, address issues raised, identify new opportunities
for sales and discuss about the customer’s business.
v. The telephonic meeting should ideally be not more than 15 minutes and may extend in some cases
depending on the customer.
vi. An indicative list of discussion points with the customer is provided in the table.

Table 11: Outline of KAM’s Follow-up Meetings with the Customer

Points to be discussed during Follow-up meetings

1 General business of the customer

a. Greet the customer and enquire about his well-being
b. Seek information whether his business has increased or decreased in the past month
c. Seek input on customer’s outlook towards his business i.e. whether the business will increase or
decrease in the future?

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 Sales Monitoring

Points to be discussed during Follow-up meetings

d. Seeks inputs on whether the customer is looking to expand his business in the future? If yes,
then seek further information on where, how etc.
e. Seek inputs on whether he is facing any difficulty or challenges in business aspect?
f. Seek information about these and engage in general discussion about them.

2 Customer feedback on DOP services

a. Discuss quality of services provided by DOP in the past month
b. Seek inputs on any issues related to any aspect of the services like – Value added services,
operations, delays etc.
c. Discuss and provide time-bound solutions to resolve the issues
d. If the business with DOP has reduced, enquire about the reasons for the same and take corrective
action

3 Explore opportunities with the customer

a. Way to increase the volume shipped by the customer
b. Customer expansion at any other location
c. Are they using parcel services of any competitor where DOP can provide alternative solution?
d. For new products or services of DOP
e. Referral opportunities of other firms/ companies in the market

vii. Based on the regular follow up meetings with the customer, the KAM shall also plan for renewal of
contracts expiring and initiate the process for renewal at least 2 months before the date of expiry of the
contract. Based on the discussions with the customer on contract renewal, the KAM shall hand over the
renewed copy of contract to the customer and politely ask them to sign and return it back within 5-7 days
and subsequently get it signed by the Division Office or Region Office. The signed copy of the contract
shall be shared with the customer and DOP copy of the contract shall be kept at the Division Office.
viii. KAM shall document information as per Table 12 related to the meeting on the online dashboard.
ix. KAM is responsible to ensure printing, sharing and collection of the system generated bills from the
customer as per the monthly transactions from the allotted Business Post Centre / Booking Office / Parcel
Hub assigned for operations to the particular customer.

Table 12: Data to be Captured by KAM on the Sales Dashboard

The following data points shall be captured in the dashboard

1 Name of the Customer

2 Unique Customer ID (UCID)

3 Name of the customer counterpart present during meeting

4 Designation of Customer counterpart

Parcel Sales Manual 33

 The following data points shall be captured in the dashboard

5 Customer contact details

6 Mode of meeting

7 Date of meeting

8 Date of previous meeting

9 Satisfaction of customer

10 Reasons for dis-satisfaction

11 Cross-Sell / Up-Sell opportunity details identified during the meeting

a. Name of product identified for Cross-Sell / Up-Sell
b. Name of ME identified to share the opportunity details
c. Lead Id created by the ME for the opportunity

12 Referral opportunities identified during the meeting

a. Name of referral
b. Contact details of referral
c. Name of ME identified to share the opportunity details
d. Lead Id created by the ME for the opportunity

Locate Opportunities
i. Cross-Sell/Up-Sell – Selling similar or premium products to the existing customer as per emerging needs
and requirements.
a. In monthly meetings, KAM shall enquire about the new requirements of the customer.
b. In case customer expresses his desire for new requirements, KAM shall appraise the customer about
other existing/new products and value-added services of DOP.
c. KAM shall discuss with customer and advise him about best product or service (benefits, feature and
other aspects) suitable for his new requirement.
d. If customer shows further interest and wishes to have a presentation on new products, then the KAM
will inform the Division Office about the opportunity. The Division Office shall nominate the relevant
ME to pursue the opportunity. KAM shall thereafter share the opportunity details with the nominated
ME, who would then enter the opportunity details in his dashboard and take up the opportunity as
per the steps of sales process. The ME to enter the details in the dashboard within a period of 3 days
from the day the information is received by the ME from the KAM about the opportunity.
e. KAM shall correspond with the nominated ME to check if the lead has been entered in the dashboard
and the corresponding Lead Id has been created in the dashboard. Further, the ME shall share the
Lead Id created by the ME in the dashboard with the KAM.
f. KAM to add details in his online dashboard regarding the nominated ME for the identified opportunity,
the Lead Id created by the ME in the dashboard etc.

34
 Sales Monitoring

ii. Referrals – Information provided by the customer on sales opportunity for DOP with another firm/ entity/
organisation.

a. During monthly meetings, KAM shall enquire about references of other customers who may require
services offered by DOP.

b. KAM will inform the Division Office about the opportunity.

c. The Division Office shall nominate the relevant ME to pursue the opportunity. KAM shall thereafter
share the opportunity details with the nominated ME, who would then enter the opportunity details
in his dashboard and take up the opportunity as per the sales process steps.

d. ME to enter the lead details in the dashboard within a period of 3 days from the day the information
is received by the ME from the KAM.

e. KAM shall correspond with the nominated ME to check if the lead has been entered in the dashboard
and the corresponding Lead Id created in the dashboard. Further, the ME to share the Lead Id created
by the ME in the dashboard for the opportunity with the KAM.

f. KAM to add details in his online dashboard regarding the nominated ME for the identified lead and
the Lead Id created by the ME in the dashboard.

Review
i. Regional/ Divisional Head, with the help of Sales Management MIS as explained in section 5 of the Manual,
shall review the status of  ‘Follow-Up’ meetings between customers and KAMs on a monthly basis along
with any cross-sell/ up-sell and referral opportunities identified by the KAM.

ii. KAM shall address the concerns raised by the customer or escalate it to the higher level for resolution as
per Query Redressal timeline provided in Table 13.

iii. The resolution of query shall be communicated to the customer by KAM as per query redressal timeline.

iv. Queries resolution and redressal should be done on day-to-day basis to clinch and retain the customers.

v. The query redressal matrix refers to the timelines in which a satisfactory answer is given to the customer.
There are certain issues which are beyond the control of the KAM/Division Office/ Region Office for which
they need to keep engaging with the concerned Circles for resolution e.g., pilferage/ abstraction/ delay
in payment for lack of delivery information of CODs etc. These issues should also be escalated to CPMG/
CEPT/Directorate level by the concerned circle.

Table 13: Query Resolution Matrix of Customer

S. No. Escalation Matrix Working Days from Communication of

Query Receipt (I) Resolution to the Client

1 Resolution of query by ME or upward I+2 Days I+3 Days

escalation to Divisional Head

2 Resolution of query by Divisional Head or I+4 Days I+5 Days

upward escalation to Regional Head

3 Resolution of query by Regional Head I+6 Days I+7 Days

Note: ‘I’ refer to the day on which issue was raised by customer

Parcel Sales Manual 35

 5.2 Monitoring of Sales Target and Activities
The monitoring of sales process is important to ensure optimum performance of the sales team and timely
achievement of sales targets. The tracking and monitoring of performance also ensures timely implementation
of course-corrective actions in case performance is not as per the expectations.

The monitoring of the sales process starts at the Division level. The Divisional Head shall review the performance
of ME, Operations SPOC and KAM every month to ensure timely achievement of sales target at Division Level.

The aggregate achievement of sales target by all Divisions within a Region shall be reviewed by Regional Head
on a monthly basis. Similarly, the Circle Head shall monitor and review the performance of all the Regions/
Divisions and finally Parcel Directorate shall monitor and review the performance of all the Circles.

The key quantitative outcomes related to achievement of sales and sales processes shall be reviewed every
month by the administrative head of the unit to arrive at the answers for some of the questions detailed below:

Table 14: Tentative Agenda for the Monthly Sales Review Meeting

S. No. Key Aspects to be Discussed during Review Meetings

1 Sales targets and revenue achievement
2 Number of leads generated - why MEs not able to achieve the target?
3 Number of leads won, lost and active - why the level of conversion not achieved by MEs?
4 Total value of leads won, lost and active - what is the size of business procured?
5 Average value of leads won, lost and active - what is the average size of business?
6 Number of customers satisfied with Department
7 Major reasons for customer dissatisfaction - List areas which need focus?
8 Query resolution - what is the level of customer satisfaction?
9 Major issue/ Policy guidance - outcome of point 7 & 8
10 Best practices of successful MEs to be collated and shared with others

1. To enable efficient review, a set of KPIs have been prepared which shall be calculated based on the
information captured in the online dashboard. KPIs will give statistics on Sales performance, Lead analysis,
Sales efforts, key account management and query resolution. These KPIs will be available in the form of
reports which can be used for the reviews. The list of these KPIs is detailed in Annexure 7.2.

5.3 Sales Dashboard – Responsibilities of the Operative Staff

To facilitate monitoring of Sales Process (section 3), an online dashboard has been prepared to record and
analyze activities undertaken at each stage of sales process. The key outcomes of each stage shall be recorded
in the dashboard for effective monitoring of the work of ME. The dashboard has been developed in a desktop
and mobile friendly format and can be accessed through http://apps.cept.gov.in.

Activity Flow in the dashboard of the operative staff

Key
Marketing Customer Operations KAM Account
Executive Onboard SPOC Management

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 Sales Monitoring

Dashboard entries by ME
i. Each ME shall have an individual login to the dashboard and will be required to make entries in the
dashboard for the complete sales process.

ii. ME shall document the collected information in the dashboard under ‘Prospecting’ heading on weekly
basis. The data points to be captured in the prospecting stage have been detailed in Table 3. Upon
submission of the information in the dashboard, a Lead ID shall be generated by the system, for the sales
opportunity, which can be used for any reference.

iii. ME shall pursue the qualified leads identified by the system.

iv. ME shall update the dashboard regarding the use of the collateral to be required and prepared for sales
presentation.

v. ME who created the lead shall remain responsible throughout for any correspondence with the concerned
client or with higher administrative offices or for capturing the information in the dashboard or for
completing the end-to-end sales process with the client.

vi. ME shall document date of presentation and response from the customer in the dashboard.

vii. ME shall collect, collate and document information on MI gathered during interaction with the customer.
This information should be captured in the managing queries section of the dashboard.

viii. ME shall raise all the queries in the dashboard against the Lead ID for any future reference in the query
functionality for auto-escalation to relevant people for resolution.

ix. ME shall add new queries against the lead on the online dashboard in case he comes across a new query
from customer which is not listed on the online dashboard. Further, as and when required, the ME shall
raise the query using the system in case of additional queries.

x. ME shall update in the dashboard whether the customer has been successfully clinched or not and other
relevant details.

xi. ME shall seek inputs from the Divisional Head on the Operations SPOC for handling operations requirement
of customer and KAM for managing the key account responsibilities. The Divisional Head shall nominate
the appropriate personnel for the particular customer and communicate to the ME. ME shall record the
same in the dashboard.

Dashboard entries by Operation SPOC

i. SPOC shall ensure smooth day-to-day operations. Any day-to-day deviations shall be handled by SPOC in
coordination with clients like change in pick-up location, multiple pick-ups, variations in distance covered
by DOP vehicles etc.
ii. SPOC shall generate customer specific monthly exception report from the CSI system for all the clients for
which he/ she is the SPOC and share the reports with respective client marking a copy to the respective
KAM for the client.
iii. SPOC shall also update the dashboard indicating the status and date of sharing the exception reports.
The key details to be captured in dashboard is provided in Table 9.
iv. SPOC must also ensure that all customers have access to the bulk reports generated by the system for
their business.

Parcel Sales Manual 37

 Dashboard entries by KAM
i. KAM will have a separate login to the dashboard.
ii. KAM shall document information (Table 9-12) related to the monthly meeting with the customers on the
online dashboard.
iii. KAM will also be responsible for generation of the bills for the customer and ensure that it is timely paid
by the cusotmer and make entry regarding the same in the dashboard.

5.4 Sales MIS for Management

To facilitate effective monitoring of the sales process, the MIS of the online sales dashboard has been
prepared to analyze the activities under taken in each stage of sales process. The outcomes of each shall be
monitored at Parcel Directorate, Circle, Regional and Divisional level. The MIS shall involve various points of
data entry and analysis for administrative offices. The list of reports available in the dashboard are listed in
the Annexure 7.3.

MIS for Sales Target Achievement

i. Sales target will be allocated at the Parcel Directorate, Circle, Region and Division as explained in section
3 of the Manual. Allocation of sales target will be recorded in the dashboard through the login ID of each
administrative office.
ii. Monthly reports on the sales achieved from parcel products will be available in the dashboard for all
administrative levels of the Department.
iii. These reports shall be used to analyze the performance of the marketing efforts for parcel business at
each level up to ME level.

MIS for the Sales Process

i. MIS will be linked to the login ID of each administrative unit.
ii. The Divisional Head shall have access to the MIS for reviewing the work done by the ME, SPOC and KAM.
iii. The sales work performed by the Division as per the sales process will be visible as MIS reports for
the Regions for analysis of leads generates, won and lost, agreements signed, average time taken for
conversion, etc and similarly the Circle will be able to see the Region’s output and the Parcel Directorate
will be able to see the performance of all the Circles.
iv. Monthly Reports will be available to the Parcel Directorate, Circle, Region and Division which will allow
analysis of work performed by the sub-ordinate offices in achieving the sales target.
v. User manual for accessing the MIS will be shared on the Department’s website in the employee’s corner.

Three sets of reports will be generated through the online dashboard namely Sales report, Lead Analysis
report and After-sales report and there are more reports sub-categorized under it.

These reports will help the administrative units to effectively review the work of their sales team and hopefully
throw up important analytics which will help in strategizing and monitoring the sales activity better to get
optimum results.

38
 6
Responsibility
Framework
 One of the most critical factors in successful execution of sales process is clarity among stakeholders regarding
their roles, expectations and alignment on achieving the vision of the organisation.
Clarity of Roles & Responsibilities enables effective communication between various groups and
facilitates the full integration of the different verticals of the organisation.
Clearly defined roles ensure each individual is clear about his/ her own responsibilities and duties of
others thus leading to higher productivity and focus in realization of sales.
Align the understanding and vision of each officer/ official associated with the sales process in executing
the sales process and engage in timely intervention, if required, to ensure achievement of sales target.

The framework detailed in Table 15 describes the responsibilities of stakeholders at each stage of the Sales
Process. At target setting stage, the framework defines the duties of Parcel Directorate, Circle Head, Regional
PMG and Divisional Head. Thereafter, at different stages of sales process this framework spells out role of ME,
Divisional Head, Regional Head, Circle Head and Parcel Directorate.

Table 15: Responsibility Framework of the Stakeholders of DOP

Stage Stakeholders Responsibility

Sales target allocation to Circles in online dashboard

Parcel
Directorate Monthly review of Circle sales performance as per MIS and give
comparative feedback to Circles
Sales target allocation among Regions and Divisions (where no
Regions) in online dashboard
CPMG
Monthly review of Regional/ Divisional sales performance and share
feedback with the units concerned
Sales target allocation amongst Divisions in online dashboard
1. Sales Target Regional Head Monthly review of sales performance and share feedback with the
Allocation units concerned
and
Monthly sales target allocation among MEs in the Division for bulk
Achievement
customer and to the Division Office for retail sales and recording in
online dashboard
Collate monthly sales revenue achieved (from CSI) and record any
Divisional Head anomaly in dashboard about the revenue.
Monthly review of sales performance and share feedback with
concerned stakeholders
Review monthly work of KAM, SPOC and ME.
Ensure successful closure of sales and generation of revenue as per
expectations. Take corrective actions, if any.
Identify leads in defined area
Capture required information in online dashboard Annexure 7.1
2. Prospecting ME
Create a pool of leads
Identify qualified leads based on set criteria as per the dashboard

40
 Responsibility Framework

Stage Stakeholders Responsibility

Divisional Head Review leads generated by each ME on fortnightly basis Annexure 7.2
2. Prospecting
Regional Head Review leads generated by each Division on monthly basis.

Undertake specific research on each qualified lead and their

respective industry as per Section 4.2

Identify products to be offered to client/ customer

Obtain appointment for presentation

Communicate to Divisional/ Regional Head the needs of the

ME
potential leads

Plan for presentation or assist Divisional/ Regional Head in planning

3. Preparation for the presentation

Plan for queries from the client

Update dashboard

Plan for presentation or assist Regional Head in preparation

Divisional Head
Plan for queries from the client

Plan for presentation

Regional Head
Plan for queries from the client

In case ME is Sales Lead: Self introduction

In case ME is Sales Lead: Identify people to influence

In case ME is Sales Lead: Build rapport with the lead

In case ME is Sales Lead: Explain Business proposition, product

ME profile, price and discount structure etc.

Follow -up with the client and help them in making a decision

Discuss operational plan

Collect and document market intelligence

4. Presentation
Update online dashboard

In case Divisional/ Regional Head is Sales Lead: Self introduction

In case Divisional/ Regional Head is Sales Lead: Identify people to

influence
Divisional Head/
In case Divisional/ Regional Head is Sales Lead: Build rapport
Regional Head
In case Divisional/ Regional Head is Sales Lead: Explain business
proposition, product profile, price and discount structure etc.

Monthly Review outcome of presentations made by MEs

Parcel Sales Manual 41

 Stage Stakeholders Responsibility

Answer queries raised by the client

Escalate queries to Divisional or Regional Head
ME Communication of query resolution to potential client

5. Managing Collect and document market intelligence

Queries Update online dashboard
Answer queries raised by the client
Divisional Head
Escalate queries to Regional Head
Regional Head Answer queries raised by client
Plan for subsequent meetings with customer for closing the deal
Facilitate signing of the contract with the customer
Coordinate with Division Office for finalization of SPOC & KAM
Brief the SPOC and KAM on products and value-added services
offered to customer
ME Introduce SPOC and KAM to the customer
Finalize operations details like timelines, schedule, quantity to be
handled per week etc.
Share the copy of final signed agreement with the customer
Share the final signed agreement with the Division Office
Update online dashboard
Introduction meeting with the client along with the ME
Understand requirement and effectively coordinate with the client
6. Closing
for day-to-day operations
SPOC
Generate customer-wise exception report from the CSI system and
share with the customer marking the KAM on email
Update the dashboard with details about exception reporting
KAM Introduction meeting with the client along with the ME
Identify SPOC and KAM for client
Update SPOC and KAM details in the dashboard
Creation of Unique Customer ID (UCID) and Contract number for
Divisional head
the Client in CSI or the relevant platform
Signing of contract with client (wherever applicable)
Monthly Review the result of ME and identify shortcomings
Regional head Signing of contract with the client (wherever applicable)
Monthly Review the result and identify shortcomings

42
 Responsibility Framework

Stage Stakeholders Responsibility

Ensuring that ME does the data entry of existing / old client

allocated to him by the Division Office in the dashboard
Introduction meeting with the client along with ME
Undertake monthly meetings with clients
Take feedback from client on products and services of DOP
Support client in expanding to other booking offices
KAM
Address query as per query redressal timelines
Identify Cross-sell/ Up-sell opportunities and referrals
Renewal of existing contracts with customers due to expire
7. Key Account
Provide adequate support to client as and when required
Management
Share the copy of renewed agreement with the client
Share the copy of renewed agreement with the Division Office
ME Update online dashboard regularly
Allocate and communicate existing/ old clients of DOP to the ME,
Divisional Head
KAM and SPOC
Update SPOC and KAM details in the dashboard
Address query as per escalation matrix
Regional Head
Signing of contract with client (wherever applicable)
Review key account management activities including key metrics
Review quantitative data captured in sales process on monthly
basis including review of ME, SPOC and KAM
Divisional Head
Identify challenges in operations, technology and policy and
escalate it to Region/ Circle
Regional Head Monthly Review the quantitative data captured in sales process
Review quantitative data captured in sales process on monthly
basis at Circle level
8. Sales Process
Flag tech challenges in operations to CEPT with copy to Parcel
Monitoring
Circle Head Directorate
Flag inter-Circle challenges to other circles with copy to Parcel
Directorate
Flag policy issues to Parcel Directorate
Review quantitative data captured in sales process on monthly
Parcel basis at National level.
Directorate
Share the comparative performance of the circles with them

Parcel Sales Manual 43

 7
Annexure
 7.1 Data points to be captured at various stages in Sales Process
Table 3: Data to be captured for identified leads

Table 8: Data to be captured during closing stage by MEs

Table 9: Data to be captured by Operations SPOC

Table 12: Data to be captured by KAM.

Table 3: Data to be captured for identified leads

S. No. The following data points shall be captured for Identified Leads
1 Name of Company:
2 Type of client:
(i) Central Government (iii) Central/ State PSU (v) E-commerce
(ii) State Government (iv) Private non e-commerce
3 Business Classification:
4 Description of Business/ work:
5 User Classification of Prospect:
6 Annual turnover (INR):
7 Name of client official/ contact person:
8 Landline phone number of contact person:
9 Mobile phone number of the contact person:
10 Email ID of the contact person:
11 Address of Company:
12 Address Pin Code:
13 Address District:
14 Engagement profile:
(i) Past Client (ii) Existing Client (iii) New Client
15 Require parcel services (Current status & future requirement):
16 Estimated monthly demand of potential client (INR):

Table 8: Data to be captured during closing stage by ME

S. No. The following data points shall be captured in the dashboard

1 Actual value of expected monthly bill
2 Actual monthly volume
3 Date of signing of Contract (client/ DOP)
4 Unique Customer ID
5 Customer Contract Number
6 Product selected by client

46
 Annexure

S. No. The following data points shall be captured in the dashboard

7 Value added services selected by client
8 Details of Operations SPOC assigned to client (name/ mobile/ rank)

9 Details of KAM assigned to client (name/ mobile/ rank)

Table 9: Data to be captured by Operations SPOC

S. No. The following data points shall be captured in the dashboard

1 Unique Customer ID of the client
2 Customer Contract Number
3 Exception Report shared with the client or not
4 Date of sharing the report with the respective client
5 Monthly Volume of Customer (last month)
6 Bill raised by customer during last month
7 Mode of sharing the report – Email or Physical report submission
8 KAM copied in the communication or not

Table 12: Data to be captured during Key Account Management Stage

S. No. The following data points shall be captured in the dashboard

1 Name of the Customer
2 Unique Customer ID (UCID)
3 Name of the customer counterpart present during meeting
4 Designation of Customer counterpart
5 Customer contact details
6 Mode of Meeting
7 Date of meeting
8 Date of previous meeting
9 Satisfaction of customer
10 Reasons for dissatisfaction
11 Cross-Sell / Up-Sell opportunity details identified during the meeting
a. Name of product identified for Cross-Sell / Up-Sell
b. Name of ME identified to share the opportunity details
c. Lead ID created by the ME for the opportunity
12 Referral opportunities identified in the meeting
a. Name of referral
b. Contact details of referral
c. Name of ME identified to share the opportunity details
d. Lead ID created by the ME for the opportunity

Parcel Sales Manual 47

 7.2 List of 17 KPIs identified for evaluation of the Sales Performance
1. Performance Related KPIs (2)
i. Sales target achievement (SPP, BP, RP)
ii. Sales per ME
2. Lead Related KPIs (5)
i. Number of leads
ii. Number of qualified lead (Won/ Loss)
iii. Value of qualified lead (Won/ Loss)
iv. Number of active leads based on potential value
v. Conversion time per qualified lead
3. Sales Effort Related KPIs (3)
i. New Lead generation target achievement
ii. Number of new lead per ME (Won/ Loss)
iii. Average value of leads per ME (Won/ Loss)
4. Key Account Management Related KPIs (4)
i. Number of client meetings (personal/teleshopping)
ii. Number of referrals / cross sell opportunity
iii. Number of new customer account per KAM
iv. Customer satisfaction (satisfied / not satisfied / satisfaction rate)
5. Query Resolution Related KPIs (3)
i. Number of Opened / reopened queries
ii. Number and percentage of Closed queries
iii. Average query resolution time

KPI Formula Unit Report

1. Performance Related KPIs

Actual Sales Revenue Achieved / Sales Target x Report 1
i. Sales Target achievement %
100%
(Actual SPP sales achieved in this month-Actual Report 2
a. Growth of SPP sales over
SPP sales achieved last month)/ Actual SPP sales %
last month
achieved in this last month x 100%
(Actual BP sales achieved in this month-Actual Report 3
b. Growth of BP sales over
BP sales achieved last month)/ Actual BP sales %
last month
achieved in this last month x 100%
(Actual RP sales achieved in this month-Actual
c. Growth of RP sales over
RP sales achieved last month)/ Actual RP sales % Report 4
last month
achieved in this last month x 100%

48
 Annexure

KPI Formula Unit Report

ii. Sales per ME (Marketing Actual Sales Revenue Achieved from clinched INR /
customers / Number of MEs Report 1
Executive) person

2. Lead Related KPIs

i. Number of leads new Total count of all leads identified in the system Number Report 5

ii. Number of qualified lead (Won/ Loss)

a. Number of qualified leads Total count of all qualified leads identified in the
Number
new system

b. Number of qualified leads Total count of all qualified leads closed in the
Number Report 5
won system as successfully clinched

c. Number of qualified leads Total count of all qualified leads closed in the
Number
lost system as not clinched

iii. Value of qualified lead (Won/ Loss)

a. Total value of qualified Sum of value of all qualified leads closed in the
INR
leads won system as successfully clinched

b. Total value of qualified Sum of value of all qualified leads closed in the
INR
leads lost system as not clinched

Sum of value of all qualified leads closed in the

c. Average value per system as successfully clinched / Total count INR / Report 5
qualified lead won of all leads closed in the system as successfully Lead
clinched

Sum of value of all qualified leads closed in the

d. Average value per INR /
system as not clinched / Total count of all leads
qualified lead lost Lead
closed in the system as not clinched

iv. Number of active leads based on potential value

a. Number of active leads of

Total count of all leads not closed in the system
value up to INR 0 to 5000 #
with estimated demand value from 0 to 5000
per month

b. Number of active leads of Total count of all leads not closed in the system
value more than INR 5000 with estimated demand value greater than INR
#
per month and up to INR 5000 per month and less than equal to INR 10000 Report 6
10000 per month per month

c. Number of active leads Total count of all leads not closed in the system
of value more than INR with estimated demand value greater than INR
#
10000 per month and up 10000 per month and less than equal to INR 5 lac
to INR 5 lac per month per month

Parcel Sales Manual 49

 KPI Formula Unit Report

d. Number of active leads of

Total count of all leads not closed in the system
value more than INR 5 lac
with estimated demand value greater than INR 5 #
per month and up to INR
lac per month and up to INR 8 lac per month
8 lac per month
e. Number of active leads of
Total count of all leads not closed in the system
value more than INR 8 lac Report 6
with estimated demand value greater than INR 8 #
per month and up to INR
lac per month and up to INR 1 crore per month
1 crore per month
f. Number of active leads Total count of all leads not closed in the system
of value more than INR 1 with estimated demand value greater than INR 1 #
crore per month crore per month
v. Conversion time per Sum of (Date of qualified lead closed in the
qualified lead won system as successfully clinched - Date of lead
Days /
creation in the system) for all successfully Report 5
Lead
clinched qualified leads / Total count of all leads
closed in the system as successfully clinched
3. Sales Effort Related KPIs

i. New lead generation Actual number of new leads identified in the

% Report 7
target achievement system / Lead generation target x 100%

ii. Number of new leads per ME (Won/ Loss)

Total count of all leads identified in the system / Leads /

a. No. of new leads per ME Report 7
Total number of MEs person
b. Number of leads lost per Total count of all leads closed in the system as Leads /
Report 7
ME not clinched / Total number of MEs person
c. Number of leads won per Total count of all leads closed in the system as Leads /
Report 7
ME successfully clinched / Total number of MEs person

iii. Average value of leads per ME (Won/ Loss)

a. Average value of leads Sum of value of all qualified leads closed in the INR /
Report 7
lost per ME system as not clinched / Total number of MEs person
b. Average value of leads Sum of value of all qualified leads closed in the INR /
Report 7
won per ME system as successfully clinched / Total number of MEs person

4. Key Account Management Related KPIs

i. Number of client meetings (personal/ teleshopping)

a. Number of client
Total count of all client meetings done Number Report 8
meetings
Total count of all client meetings done through
b. Number of personal visits Number Report 8
personal visits
c. Number of telephonic Total count of all client meetings done through
Number Report 8
conversations phone call

50
 Annexure

KPI Formula Unit Report

ii. Number of referrals / cross sell opportunity

a. Number of referrals
Total count of all the referrals identified Number Report 8
identified
b. Number of cross-sell Total count of all the cross-sell opportunities Report 8
Number
opportunities identified identified
iii. Number of new customer
Total count of new customer allotted to KAM Number
account per KAM Report 8

iv. Customer Satisfaction (Satisfied / not satisfied/ satisfaction rate)

a. Number of customers Total number of customers that indicated they

Number Report 9
satisfied with services are satisfied with services
b. Number of customers not Total number of customers that indicated they
Number Report 9
satisfied with services are not satisfied with services
Total number of customers that indicated
c. Customers satisfaction
they are satisfied with services / Total number
rate for Key Account % Report 9
of customers managed by the Key Account
Management
Managers
5. Query Resolution KPIs

i. Number of Open and Total count of all “Open” queries + Total count of
Number Report 10
Reopened queries all “Reopened” queries

ii. Number and percentage of closed queries

a. Number of closed queries Total count of all “Closed” queries Number Report 10
Total count of all “Closed” queries / (Total
count of all “Open” queries + Total count of all
b. Closed query percentage % Report 10
“Reopened” queries + Total count of all “Closed”
queries) x 100%
Sum of (Date of query “Closed” in the system
iii. Average query - Date of query creation in the system) for all
Days Report 10
resolution time closed queries in the system / Total count of all
“Closed” queries in the system

Parcel Sales Manual 51

52
7.3 MIS Reports available for Administrative Offices
The reports available on MIS for sales dashboard have been designed for holistic monitoring of the Sales process at administrative offices. The reports have been
designed keeping in view the administrative requirements at Divisional Office (DR), Regional Office (RR), Circle Office (CR) and Parcel Directorate (PD). The different
reports can be categorized into three categories- Sales analysis, Lead analysis and sales team analysis.

The reports have been designed keeping in mind the existing requirements and additional reports can be added as the sales work progresses in coming months.

PD/ CR/ RR/ DR-1: Monthly Achievement of Total Parcel Sales Business

Administrative Sales Target Growth or decline of revenue

Sales Target SPP Sales achieved BP Sales achieved RP Sales achieved
office Achievement (%) over last month (in %)

PD/ CR/ RR/ DR-2: Monthly Achievement of Speed Post Parcel Sales Business

Administrative Office SPP Sales Target SPP Sales achieved Percentage Achievement Growth or decline of SPP revenue over last
month (in %)

PD/ CR/ RR/ DR-3: Monthly Achievement of Business Parcel Sales Business

Administrative office BP Sales Target BP Sales achieved Percentage achievement Growth or decline of BP revenue over last
month (in %)

PD/ CR/ RR/ DR-4: Monthly Achievement of Registered Parcel Sales Business

Administrative office RP Sales Target RP Sales achieved Percentage achievement Growth or decline of RP revenue
over last month (in %)
 PD/ CR/ RR-5: Monthly Review of Leads Analysis

Administrative No. of No. of leads No. of No. of leads Value of No. of leads Value of Average Average Conversion
office MEs generated qualified won leads won lost leads lost value per value per time per
leads (Lacs) (Lacs) lead won lead lost qualified
(Lacs) (Lacs) lead (Days)

DR-5: Monthly Review of Leads Analysis

ME Name No. of leads No. of No. of leads Value of leads No. of leads Value of leads Average value Average value Conversion
generated qualified leads won won (Lacs) lost lost (Lacs) per lead won per lead lost time per
(Lacs) (Lacs) qualified lead
(Days)

PD/ CR/ RR-6: Analysis of Leads (Potential Value)

Administrative No. of leads of No. of active leads No. of active leads No. of active leads No. of active leads No. of active leads Total
office value 0 to 5000 of value 5000 to of value 10000 to of value 5 Lac to of value 8 Lac to of value more
10000 5 Lac 8 Lac 1 Crore than 1 Crore

DR-6: Analysis of Leads (Potential Value)

ME Name No. of leads of No. of active leads No. of active leads No. of active leads No. of active leads No. of active leads Total
value 0 to 5000 of value 5000 to of value 10000 to of value 5 Lac to of value 8 Lac to of value more
10000 5 Lac 8 Lac 1 Crore than 1 Crore

PD/ CR/ RR-7: Monthly Review of ME Performance

Administrative No. of MEs No. of Lead No. of new No. of leads No. of leads No. of leads lost Average value Average value

Parcel Sales Manual

office Generation leads generated generated per won per ME per ME of lead won per of lead lost per
target ME ME (Lacs) ME (Lacs)
Annexure

53
54
DR-7: Monthly Review of ME Performance

Name of ME Lead generation No. of new leads No. of leads won per No. of leads lost per Average value of lead Average value of lead
target generated ME ME won per ME (Lacs) lost per ME (Lacs)

PD/ CR/ RR-8: Monthly Review of KAM Performance

Administrative No. of customer No. of No. of accounts No. of client meetings No. of No. of No. of No. of cross-sell
office accounts KAMs per KAM (Personal visits + personal telephonic referrals opportunities
(old + new) Telephonic) visits conversations identified identified

DR-8: Monthly Review of KAM Performance

Name of KAM No. of customer No. of client No. of personal visits No. of telephonic No. of referrals No. of cross-sell
accounts (old+ new) meetings (Personal conversations identified opportunities
visits + Telephonic) identified

PD/ CR/ RR-9: Monthly Review of Customer Satisfaction

No. of customer not

No. of customer No. of customer satisfied Customer satisfaction
Administrative office No. of KAMs satisfied with DOP
accounts (old + new) with DOP services rate (in %)
services

DR-9: Monthly Review of Customer Satisfaction

Name of KAM Name of Product Customer ID Name of corporate No. of customer Reason for Customer satisfaction
customer accounts satisfied with DOP dissatisfaction rate (in %)
(old + new) services (Yes/ No)
 PD/ CR/ RR-10: Monthly Review of KAM Query Resolution Performance

Administrative No. of customer No. of KAMs No. of accounts Total No. of No. of “Open” No. of Closed Closed query Average query
office accounts per KAM queries and “Reopened” queries (%) resolution time
queries (days)

DR-10: Monthly Review of KAM Query Resolution Performance

Name of KAM No. of customer Total No. of queries No. of “Open” and No. of Closed queries Closed query (%) Average query
accounts “Reopened” queries resolution time (days)

PD/ CR/ RR-11: Monthly Review of SPOC

Revenue of shipments
Administrative office No. of customer accounts No. of SPOCs Traffic handled per SPOC
handled per SPOC

DR-11: Monthly Review of SPOC

Name of Operation SPOC No. of customer accounts Total revenue raised in the month Traffic of consignment

PD/ CR/ RR-12: Monthly Review of Exception Report

Administrative office No. of customer accounts No. of SPOCs No. of Exception report shared

DR-12: Monthly Review of Exception Report

Parcel Sales Manual

Date of sharing
Name of Operation SPOC Customer ID Product Name Description of report shared
Annexure

(DD-MM-YYYY)

55
 Our Team

Abhas V S Duhoon
9599099024 9818138850
abhas.ipos@gmail.com virendra.duhoon@gov.in

Ashwini Tomar Sagar Chandna

9772430982 9582157757
ashwini.tomar@gov.in chandna.sagar@gov.in

Saurabh Kumar Vivek Saxena

9919339036 9210811181
saurabh.10201292@gov.in vivek.saxena89@gov.in

Jyoti Sheoran Shubham Dubey

7011466837 7694955166
jyoti.sheoran@gov.in shubham.dubey1988@gov.in
56
Notes

Parcel Sales Manual 57

 Notes

58
 PARCEL DIRECTORATE
Post Office Complex, Malcha Marg, New Delhi 110021
marketing.parceldte@indiapost.gov.in