Polycab India Limited · B2C Sales Organisation
Way of
Working
Translating strategic direction into frontline operating standards
Programme Blueprint · April 2026 · Confidential
Begin
Section 1 · Context
The Market We Operate In
01
Foundation
1950s–1985
Infrastructure Before Market
State-led economy. No organised retail. Electricity as public utility — no consumer market existed.
02
Liberalisation
1985–2005
Consumption Begins
Economic opening, rising urbanisation. Birth of dealers, retailers, and electricians as influencers. First brand-led category: switches.
03
Emergence
2005–2015
Polycab Builds the Flywheel
Distribution as strategy. Tier 2/3/4 expansion. Availability as decision driver. The distribution flywheel: more dealers → better availability → higher sales → stronger loyalty.
04
FMEG
2015–2022
Brand Consciousness
Rising incomes, premiumisation. Switches, fans, lighting become brand-driven. Polycab enters FMEG through channel adjacency.
05
Now
2022–Present
Demand Control Era
Multi-model market. Electrician influence is the new battleground. Distribution alone cannot secure the next phase of leadership.

The strategic gap: Polycab built India's strongest supply-side engine. The next phase of leadership will be defined by who controls demand — starting with the electrician and extending to the consumer ecosystem. The WoW is built for this moment.

Section 2 · Identity
The Polycab SOCH

"We exist to be a sunshine in the lives of people we touch, in the world we influence, by creating opportunities for mutual growth and development."

🤝
People at the Core
Every person in the Polycab ecosystem — team members, distributors, retailers, electricians — is a partner in growth, not a transaction. Development, fairness, and respect are expected, not aspirational.
🎯
Obsession for the Customer
Relationships are investments. The field team does not just service accounts — it builds partnerships. Prompt response and genuine care for the retailer's business are the standard.
🏆
Winning Together
Polycab does not win alone. Distributors, dealers, retailers, and electricians are the network. Our job is to make those partners succeed — because when they succeed, Polycab succeeds.
🔄
Renew Constantly
Markets change. Products evolve. The field team that stops learning stops growing. Continuous upskilling — product knowledge, data use, new ways of working — is a personal commitment.
Section 2 · Operating Principles
I-POWER — How We Operate
I
Innovative Mindset
P
People at Core
O
Obsession for Customer
W
Winning Together
E
Entrepreneurial Drive
R
Renew
I
Innovative Mindset
Finding new pathways to growth
Always looking for new routes to growth — cross-selling, upgrading categories, finding the opportunity others have not yet seen.
In the WoW: Range selling discipline — every Polyrathna visit includes a conversation about the category the outlet does not yet stock. The monthly ASM-distributor range meeting is innovation made routine.
Section 3 · The Bridge
I-POWER Meets the WoW Pillars
Principle The Sales Belief What It Becomes in the WoW
I Innovative MindsetGrowth comes from finding new pathwaysRange Selling
Every Polyrathna visit includes a range conversation. Monthly range meeting is innovation made routine.
P People at CoreTheir growth is our growthCoaching · Dignity
ASM ride-alongs, MET, 80% product training gate. Electrician dignity. Distributor depth over breadth.
O Obsession for CustomerEvery visit is an opportunityBCP · KBA
Five-step call procedure turns every retail visit from a transaction into a value conversation.
W Winning TogetherWe cannot win aloneBDM Collaboration
Range meetings, Chairman Fund activation, converting influencer demand into secondary sales — jointly.
E Entrepreneurial DriveFull ownership — I will find a solutionSecondary Mindset
The TSI who understands why secondary matters will push through resistance. No waiting for direction.
R RenewThe team that stops learning stops growingProduct Gate · Data
80% product score before advanced modules. Bizom as source of truth. Post-training digital reinforcement.
Section 4–6 · The Framework
Seven Pillars — One Spine
1
Secondary Selling
2
Visit Quality
3
Channel Ownership
4
Product Confidence
5
Range Selling
6
BDM Collaboration
7
Planning & Data
Org Standard
Secondary-first is the real job. Secondary growth rate minimum 5% above primary nationally.
ASM Pillar
Holds the secondary narrative. Opens every beat review with secondary data. Knows each TSI's ratio.
Can state every TSI's secondary ratio without looking at a report.
TSI Pillar
Can explain why secondary matters in their own words. Understands the personal incentive connection.
Can explain secondary-to-primary logic without prompting.
Section 6 · TSI Framework
The Basic Call Procedure
1
KBA
2
Open with Data
3
Range Conversation
4
Handle Objection
5
Close with Commitment
Step 1 — KBA: Key Business Agenda
Before entering the outlet, set your Most Desired Result and Least Acceptable Commitment. Log in Bizom. If you cannot state both, you are not ready to walk in.
MDR — Most Desired Result
Best realistic outcome for this visit. Example: retailer places display order for fans range.
LAC — Least Acceptable Commitment
Minimum for a successful visit. Example: retailer agrees to review the catalogue next visit.
Section 5 · ASM Framework
The ASM Week Structure
2 days
Ride-Alongs with TSIs
  • Pre-visit objective with TSI
  • Silent observation during visit
  • Post-visit debrief + Bizom note
✗ Not: taking over the visit or speaking for the TSI
1 day
Beat Review
  • Secondary data first
  • Range index update
  • Problem-outlet deep dive
✗ Not: accepting WhatsApp updates as a review
1 day
Distributor & A+ Accounts
  • Primary offtake check
  • A+ range development
  • Monthly range meeting
✗ Not: visiting B/C outlets — that is the TSI's job
1 day
Planning & Admin
  • Beat plans & target setting
  • Bizom discipline audit
  • BDM calendar check
✗ Not: internal calls and HO reporting
Fortnightly
Manager Exclusive Time
  • 1 hour per TSI
  • Informal, off the beat
  • No numbers discussed
Trust-building time — not review time
Section 6 · TSI Tool
Cross-Sell Trigger Map
Outlet Currently Stocks The Opener Proof Point
Wires only
"You are already trusted for wires. Are you losing switchgear enquiries to the shop down the road?"
Polyrathna multi-line scheme. Reference nearby outlets that added switchgear.
Switchgear only
"With our premium fans and lights, your margins are significantly better than on lighting from most other brands."
FMEG profitability comparison. Polycab retailer margin advantage on FMEG.
Wires + Switchgear
"The one category your premium customers always ask for alongside wires is switches. Levana and Adira — your customers are already buying from somewhere."
Switches aesthetic differentiation. Show the colour and range catalogue.
FMEG — Fans / Lights
"When a customer asks for an economy fan, ask them once: have you seen our premium range? One question doubles your margin per unit."
Premium vs economy fan margin comparison. Polyrathna multi-line scheme benefits.
Section 6 · Health Check
Signs the WoW is Working
⚠️
Not working
Reviews still open with primary billing numbers
✓
Working
Secondary data is the first conversation in every review
⚠️
Not working
ASMs visiting B/C outlets instead of coaching their team
✓
Working
ASMs ask questions and listen — TSIs do the work on ride-alongs
⚠️
Not working
Range selling treated as an occasional campaign
✓
Working
Every Polyrathna visit includes a range conversation as standard
⚠️
Not working
KBAs not set before entering an outlet
✓
Working
Every TSI can state their MDR and LAC before entering the outlet
The WoW is
I-POWER
in Action
Translated into the daily habits of every TSI and ASM in the field.
Polycab India · WoW Programme · April 2026 · Confidential