My Journey at Colgate Palmolive: From MBA to Market Insights

Transitioning from Classroom to Field Training

I joined Colgate Palmolive straight out of my MBA and was sent to Bihar for field training. The transition was stark. Moving from air-conditioned classrooms to the hot, dusty markets of urban and rural Bihar was a jolt. Summer temperatures soared to 45-48°C. Yet, this experience was invaluable. It was where I learned how the FMCG business operates on the ground.

The Three Phases of Training

The training consisted of three phases. The first phase took place in Patna, where I worked as a distributor salesman. My responsibilities included visiting markets, taking orders, and ensuring stock was delivered to retailers. I gained insights into the distribution chain: what the distributor paid the company (primary), what he charged the market (secondary), how credit was extended, how schemes were implemented, and how prices were calculated. I learned how offers were structured and how stock moved.

The second phase led me to Saharsa district. Here, I worked as a Pilot Sales Representative out of a super distributor point, covering substockists across rural Bihar. This phase introduced me to the market's nuances.

I remember one particular market visit. I arrived at an urban stockist dressed in formal attire, as is customary for fresh MBA graduates. The stockist sized me up and simply asked, "Company?" I replied affirmatively, but he didn’t engage further. Instead, he directed one of his salesmen to take me on a market route. Unbeknownst to me, he had chosen one of the worst routes—a five-kilometre stretch with sparse shops, under the blazing sun. I donned a cap to shield my head and set off.

We traversed the entire route, taking orders and covering every shop. By the end, I was exhausted. However, I still managed to engage in a meaningful discussion with the distributor upon our return. He was visibly surprised. The salesman, who navigated these markets daily, returned with heat stroke. The distributor understood the message. Our conversations changed after that.

The third phase was in Bhagalpur. I was handed a live territory for two months and tasked with managing it as a CDO. Although the timeframe was short for significant sales growth, I still added value. I mapped market routes, identified distribution gaps, and discovered that the super distributor was pushing stock into the open market instead of through the proper substockist network. I trained salesmen, executed displays, and compiled a comprehensive territory report.

At the end of my training, I presented my findings to Colgate's Eastern Regional Management in Kolkata. I was the only one from my cohort to reach that stage, which felt significant at the time.

Taking Charge of Cooch Behar Territory

After training, I was assigned to the Cooch Behar territory in North Bengal. The monthly billing value was ₹48 lakhs. This territory had five active distributor relationships: Gaurishankar Agency in Cooch Behar town, an urban distributor and super stockist in Jalpaiguri, a super stockist in Alipurduar, and an urban distributor in Jaigaon, which had an informal cross-border arrangement pushing stock into Bhutan. Additionally, there were two inactive distributors in Bhutan—Tashi Corporation and Food Corporation of Bhutan. More on that later.

Gaurishankar was a well-run operation. I learned a lot by observing how he managed his business. It was a prime example of what a successful distributorship looks like.

In contrast, Jalpaiguri presented challenges. The distributor there, North Bengal Paper Agency, had held the Colgate franchise for fifty years. The owner, bedridden from a serious accident, relied on his wife to manage day-to-day operations while he pulled strings from the background.

The issues were systematic. Trade offers weren’t reaching retailers, display payments were claimed but displays weren’t set up, and the required billing software was bypassed for handwritten invoices. Market coverage sat at around 30–40%, with the shortfall attributed to credit risk.

I knew that approaching this situation aggressively without a solid case would backfire. So, I took my time. I spent about four to five months visiting every market, building direct relationships with retailers. I handed out over 200 business cards for direct communication and meticulously documented everything—missed displays, withheld offers, invoice irregularities, and unserviced market routes. This slow, methodical work paid off. When I presented the evidence to management, the case was airtight. The decision was made to terminate the distributorship.

Navigating Challenges and Union Threats

The response was immediate. The distributor threatened to involve the local union and shut down business across North Bengal. We endured several union meetings filled with threatening language. Interestingly, many union members privately approached me, expressing interest in taking on the distributorship and offering their support in negotiations.

The situation resolved itself when the owner publicly insulted his own union members, leading them to withdraw their support entirely. We appointed a new distributor—a young, driven businessman eager to build his portfolio. Market coverage improved from 30–40% to around 75%. Offers began reaching retailers, displays were set up, and retailers were finally compensated for their efforts. The business thrived.

Addressing the Bhutan Situation

The Bhutan situation was one I inherited but couldn't ignore. The informal channel through the Jaigaon border distributor sent about ₹3-4 lakhs worth of stock monthly into an entire country. My ASM believed that direct business with Bhutan wasn’t worth pursuing, as previous attempts had failed.

I disagreed.

When I crossed the border and met with Food Corporation of Bhutan and Tashi Corporation—both reputable businesses with extensive reach across Bhutan—I was shocked by what I learned. Previous CDOs had treated Bhutanese distributors as a dumping ground for SKUs they couldn’t move through Indian distributors. The Bhutanese would order specific products but receive entirely different ones. Over time, their warehouses filled with dead, expired stock they couldn’t sell or return. Their working capital was locked up.

Colgate's management believed the distributors weren't performing based on this skewed narrative. The real story had never reached them.

I documented everything, photographed the dead stock, and requested the Area Sales Manager to visit the territory and hear directly from the distributors. Not only him, but the RSM also came down. Once they grasped the full picture, management agreed to make an exception. They took back the dead stock and reimbursed the distributors.

Shortly after, FCB and Tashi placed their first direct order: ₹15–17 lakhs, compared to the ₹3–4 lakhs generated by the informal channel. The company then worked on extending Colgate's standard trade offer and display structure into Bhutan, navigating the complexities of cross-border financial and operational logistics.

By the time I transitioned to my next role, I had developed a comprehensive operational plan for promotions, offers, and displays in the Bhutan market.

Reflecting on My Experience

The territory had grown from ₹48 lakhs to approximately ₹55 lakhs a month. I also contributed to expanding coverage into medical stores as part of an early FMCG push into that channel.

It had been a year and a half of constant travel, challenging negotiations, and moments where things could have gone awry. But looking back, the Cooch Behar territory was where I truly learned what the job entailed.

Through these experiences, I discovered the intricacies of market dynamics and the importance of building relationships. I realized that success in business often hinges on understanding the nuances of the market and the people within it. This journey was not just about numbers; it was about connecting with individuals and fostering partnerships that drive growth.

In conclusion, my time at Colgate Palmolive was transformative. The lessons I learned in Bihar and North Bengal shaped my understanding of the FMCG landscape. I emerged from this experience not only as a professional but as someone who appreciates the complexities of the market and the value of perseverance.

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