After my transfer to Kolkata last year, I conducted a detailed assessment of the territory and identified two critical challenges: low TSI productivity and inconsistent execution in high-end stores. These gaps were limiting growth in a market with strong premium consumption potential. In the current year, I set a clear agenda focused on disciplined execution, sharper market coverage, and stronger distributor collaboration.

The first step was restructuring beat plans to ensure optimal coverage of priority and premium outlets, reducing unproductive calls and improving time utilization. I worked closely with TSIs on a daily basis to track key productivity metrics, review call quality, and address execution gaps in real time. Focus was given to prioritizing high-potential outlets and SKUs to drive better strike rates and effective selling.

Special emphasis was placed on strengthening range availability, improving visibility execution, particularly in high-end stores. These actions led to improved secondary movement and higher ROI on trade investments. Vendor alignment was strengthened through regular reviews on stock planning, scheme communication, and execution readiness.

Regular market visits, structured performance reviews, and continuous on-ground coaching helped build capability and motivation within the TSI team. Clear target alignment and transparent performance tracking created stronger ownership and accountability.

As a result of these focused interventions, TSI productivity improved significantly, incentive earnings increased by 20% compared to last year, and overall territory performance showed sustained improvement. This success reflects a balanced approach of people management, process discipline, and market-focused execution, contributing positively to Mondelez’s business growth in the territory.