LOVE IN STORE: A PEOPLE + TECH + PAYMENTS COMPANY
CASE STUDY SOLUTION
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pl
SYNOPSIS
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Aditya Goel, co-founder of Love In Store Technologies Pvt. Ltd. (Love In Store), had had a great run despite
the COVID-19 pandemic, which started in 2019. Goel and his technology partner had created Love In Store
as an entrepreneurial venture that offered a one-stop solution to fast-moving consumer goods (FMCG)
companies in India, the majority of which handled the bulk of their supplies through distributors and
n
wholesalers. Love In Store provided both people and technology (tech) to supervise distribution activities for
FMCG companies. After the initial success with FMCG companies, Goel also added a tech solution related
tio
to payments made to distributors, which would be based on actual proof of promotions. Love In Store’s
application (app)-based technology solution streamlined the previously complex and tedious process of
supervising distribution and managing sales territories—which had required distributors’ salespeople to write
lu
So
The Case Solution Starts From page 6
,• Describe the role of a sales manager in an FMCG company.
• Outline the complexities of using people, technology, and payment solutions for smooth and efficient
functioning of a distribution channel.
• Explain distribution-related issues like beat plans, inventory checking, order taking, merchandising,
and management of sales promotion schemes.
• Assess the suitability of applying a technology-based, distribution-focused business model to product
categories beyond the FMCG sector.
• Devise a plan to deploy an appropriate strategy for achieving growth through a product-market
expansion route.
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pl
m
Sa
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tio
lu
So
ASSIGNMENT QUESTIONS
1. What motivated Goel to launch Love In Store and to target enhancing the efficiency of channel
management of FMCG companies?
2. What are the key elements of Love In Store’s business model? What is the relative comparative
competitive advantage of this model?
3. How was the application and implementation of the modules prepared based on the distribution-to-
retail journey mapped by Goel?
4. What business development process did Love In Store deploy? Critically evaluate the sales funnel used.
The Case Solution Starts From page 6
, e
pl
ANALYSIS
m
1. What motivated Goel to launch Love In Store and to target enhancing the efficiency of channel
Sa
management of FMCG companies?
start the discussion of problems and prospects in the FMCG industry by focusing on the
growth of this industry in India. Despite the pandemic, this industry had shown reasonable growth in 2021
and had been less prone to demand fluctuations than other industries like hospitality.
n
point out to students that there is growth in the FMCG sector in India and the world, indicating opportunities
tio
(see case Exhibit 1). Students outside of India can be asked to present the prospects and challenges in the
industry in their respective countries. The discussion then can move on to different retail formats and how
these are supported by distribution (see case Exhibit 2). The instructor may emphasize that the movement
lu
by distributors and other collaborators to streamline distribution to meet the specialized needs of retailers
is crucial for the entire distribution chain. This will set up a great platform for garnering further viewpoints,
and at this stage, steer the discussion toward outlining the gaps in the distribution-to-
So
retail journey, as given in the case (see case, p. 2, and Exhibits TN-3 and TN-4).
The role of area sales manager can be highlighted through the example of Goel, who learned the role in his
first-level job at Reckitt Benkiser and found gaps in monitoring the performance of the salesforce and the
distributors’ personnel. Students may be encouraged to discuss case Exhibit 4, which provides a list of such
activities. This brainstorming will enable students to learn the role of area sales manager, which could
further be divided according to three types of key performance indicators (KPIs): (1) quantitative and data-
based results like revenue, growth over last year, product mix, and margins; (2) process-related KPIs like
channel programs, merchandising activities, and payments; and (3) KPIs that measure behaviours such as
proactiveness, problem solving, communication, and professionalism.
call on random students and ask them to present a list of activities undertaken by the FMCG
company’s salespeople and those recruited by distributors (see case, p. 4). While moderating the discussion,
point out that, in an FMCG company, the distribution sales force is typically involved in
territory management and order management. At each retail selling point, the salespeople typically take down
orders, check inventory of SKUs in various categories, and benchmark competitive campaigns. Their tasks
The Case Solution Starts From page 6
, EXHIBIT -1: TRADITIONAL B2B SELLING PROCESS
Prospecting
Pre-approach
Approach
Presentation
Handling of
e
objections
pl
Closing of sales
m
Following up
Sa
n
tio
lu
So
The Case Solution Starts From page 6
, e
pl
m
Sa
EXHIBIT -6: ANSOFF’S PRODUCT-MARKET EXPANSION MATRIX
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New markets Existing markets
tio
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lu
Existing markets
n
Product development
Customization of the c
Market penetration r
So
People + Tech+ Payment
modules by Love In Store e
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s
i
n
g
R
New markets
i
s
k
n
e
a
n
g
c
s
s
k
r
r
I
i
i
The Case Solution Starts From page 6
CASE STUDY SOLUTION
e
pl
SYNOPSIS
m
Sa
Aditya Goel, co-founder of Love In Store Technologies Pvt. Ltd. (Love In Store), had had a great run despite
the COVID-19 pandemic, which started in 2019. Goel and his technology partner had created Love In Store
as an entrepreneurial venture that offered a one-stop solution to fast-moving consumer goods (FMCG)
companies in India, the majority of which handled the bulk of their supplies through distributors and
n
wholesalers. Love In Store provided both people and technology (tech) to supervise distribution activities for
FMCG companies. After the initial success with FMCG companies, Goel also added a tech solution related
tio
to payments made to distributors, which would be based on actual proof of promotions. Love In Store’s
application (app)-based technology solution streamlined the previously complex and tedious process of
supervising distribution and managing sales territories—which had required distributors’ salespeople to write
lu
So
The Case Solution Starts From page 6
,• Describe the role of a sales manager in an FMCG company.
• Outline the complexities of using people, technology, and payment solutions for smooth and efficient
functioning of a distribution channel.
• Explain distribution-related issues like beat plans, inventory checking, order taking, merchandising,
and management of sales promotion schemes.
• Assess the suitability of applying a technology-based, distribution-focused business model to product
categories beyond the FMCG sector.
• Devise a plan to deploy an appropriate strategy for achieving growth through a product-market
expansion route.
e
pl
m
Sa
n
tio
lu
So
ASSIGNMENT QUESTIONS
1. What motivated Goel to launch Love In Store and to target enhancing the efficiency of channel
management of FMCG companies?
2. What are the key elements of Love In Store’s business model? What is the relative comparative
competitive advantage of this model?
3. How was the application and implementation of the modules prepared based on the distribution-to-
retail journey mapped by Goel?
4. What business development process did Love In Store deploy? Critically evaluate the sales funnel used.
The Case Solution Starts From page 6
, e
pl
ANALYSIS
m
1. What motivated Goel to launch Love In Store and to target enhancing the efficiency of channel
Sa
management of FMCG companies?
start the discussion of problems and prospects in the FMCG industry by focusing on the
growth of this industry in India. Despite the pandemic, this industry had shown reasonable growth in 2021
and had been less prone to demand fluctuations than other industries like hospitality.
n
point out to students that there is growth in the FMCG sector in India and the world, indicating opportunities
tio
(see case Exhibit 1). Students outside of India can be asked to present the prospects and challenges in the
industry in their respective countries. The discussion then can move on to different retail formats and how
these are supported by distribution (see case Exhibit 2). The instructor may emphasize that the movement
lu
by distributors and other collaborators to streamline distribution to meet the specialized needs of retailers
is crucial for the entire distribution chain. This will set up a great platform for garnering further viewpoints,
and at this stage, steer the discussion toward outlining the gaps in the distribution-to-
So
retail journey, as given in the case (see case, p. 2, and Exhibits TN-3 and TN-4).
The role of area sales manager can be highlighted through the example of Goel, who learned the role in his
first-level job at Reckitt Benkiser and found gaps in monitoring the performance of the salesforce and the
distributors’ personnel. Students may be encouraged to discuss case Exhibit 4, which provides a list of such
activities. This brainstorming will enable students to learn the role of area sales manager, which could
further be divided according to three types of key performance indicators (KPIs): (1) quantitative and data-
based results like revenue, growth over last year, product mix, and margins; (2) process-related KPIs like
channel programs, merchandising activities, and payments; and (3) KPIs that measure behaviours such as
proactiveness, problem solving, communication, and professionalism.
call on random students and ask them to present a list of activities undertaken by the FMCG
company’s salespeople and those recruited by distributors (see case, p. 4). While moderating the discussion,
point out that, in an FMCG company, the distribution sales force is typically involved in
territory management and order management. At each retail selling point, the salespeople typically take down
orders, check inventory of SKUs in various categories, and benchmark competitive campaigns. Their tasks
The Case Solution Starts From page 6
, EXHIBIT -1: TRADITIONAL B2B SELLING PROCESS
Prospecting
Pre-approach
Approach
Presentation
Handling of
e
objections
pl
Closing of sales
m
Following up
Sa
n
tio
lu
So
The Case Solution Starts From page 6
, e
pl
m
Sa
EXHIBIT -6: ANSOFF’S PRODUCT-MARKET EXPANSION MATRIX
n
New markets Existing markets
tio
I
lu
Existing markets
n
Product development
Customization of the c
Market penetration r
So
People + Tech+ Payment
modules by Love In Store e
a
s
i
n
g
R
New markets
i
s
k
n
e
a
n
g
c
s
s
k
r
r
I
i
i
The Case Solution Starts From page 6
