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Employer branding · Retail and consumer

A sales officer wants to know the town, the beat and when the transfer comes.

Employer branding for an FMCG company is mostly about field sales: the officer covering thirty outlets a day on a two-wheeler, deciding between your territory and a larger brand's.

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Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

A field sales team and HR coordinator discussing territory coverage at a consumer goods depot

In one paragraph

Employer branding for an FMCG company is mostly about field sales: the officer covering thirty outlets a day on a two-wheeler, deciding between your territory and a larger brand's. GullySales writes the careers page, the field posts and the material for the plant and the campus.

Also written for

Food companies, Beverage companies, Personal care companies, Home care companies, Consumer durables companies.

What we do not do

We do not recruit, supply candidates or run payroll. We help candidates see the employer you already are.

Where this sits

For FMCG companies

Where it usually goes wrong, and what we would do.

  • “The beat is the job and the post describes a designation”

    How many outlets a day, which towns, urban or rural distribution, how much of the month away from home. A post about a dynamic sales professional answers none of it.

  • “Transfers are why good officers leave and nobody will put the policy in writing”

    A man who has just bought a house in Hubballi wants to know his chances of being moved to Vijayawada. Silence is read as a yes.

  • “Nobody at the plant reads the corporate careers page”

    Operators, boiler attendants and quality staff are hired within a few kilometres of the gate, through ITIs and through people already inside. Head office is not part of that conversation.

  • “You are competing for trainees against brands that sit on every shelf”

    A campus candidate has known the big names since childhood. What he does not know is which company gives him a territory of his own in year one, and that is your whole argument.

What we do

What we deliver for FMCG companies.

Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.

  1. A careers page written around the beat

    Territory structure, a normal market working day, the distribution types, the reporting line and the transfer position as your HR will actually state it.

    Result: Applicants arrive understanding what the field job is.

  2. Sales officer and area manager posts

    Each naming the state, the town, the channel, the outlet count and the vehicle and allowance arrangement.

    Result: You stop interviewing people who wanted a desk.

  3. Plant hiring material

    Notices and posts for the district around the plant, written for ITI and diploma readers, naming the shift pattern, the safety induction and the training.

    Result: Plant vacancies are filled locally rather than through a consultant.

  4. Campus material that is not a corporate film

    A short honest account of what year one as a management trainee involves, where you would be posted and what you would be measured on.

    Result: Placement teams can say what makes you different from the shelf leader.

  5. Field employee stories

    Interviews with officers and area managers about their first territory, the market they built and what nobody told them when they joined.

    Result: The page carries something only a person who has done the job would say.

  6. The distributor question, answered

    A clear statement of which roles sit on your payroll and which sit with your distributors, because candidates confuse the two constantly.

    Result: An applicant knows who would be paying him.

How the result is measured

  • Applications received per open role
  • Careers page engagement and time on page
  • Candidate drop-off during the interview process
  • Referral hires as a share of total hires

Recorded as a baseline before work starts, so every later report has an honest comparison.

Read the full employer branding page

How it works

How the work runs for FMCG companies

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Talk to current employees

    We interview a cross-section of staff honestly, including some who might raise uncomfortable points.

  2. 2

    Find the genuine reasons to join

    We identify what is actually true and attractive about working there, rather than generic claims that could apply anywhere.

  3. 3

    Build the careers content

    The careers page, job post templates and employee stories are written from what staff actually said.

  4. 4

    Review the candidate experience

    We check what happens between application and offer, since branding cannot fix a process that loses candidates through delay.

  5. 5

    Hand over and refresh periodically

    Content is handed over for ongoing use and revisited periodically as the team and roles change.

Before you hire anyone

The first thing to do yourself.

Read your company the way a good candidate would, before you change anything.

  1. Search for your company name with the word jobs, and read the first page of results as a candidate would.
  2. Read your last ten reviews and list the points that appear more than once.
  3. Ask your three newest joiners why they said yes, and what almost stopped them.

Judge any provider

What to ask any agency or ghost-writer.

Useful whoever you choose, including us.

  • Will you work from what our people actually say, or from a template?
  • Do you do recruiting or supply candidates, or only the employer-brand work?
  • Who approves anything that speaks for our staff?
  • Which of our existing job pages and profiles will you change, and which will you leave alone?
  • What do you count as a result, and what will you not promise?

Where this fits

Three pieces of sales work, in this order.

GullySales builds every engagement from three pieces of sales work. This page is not one of them, but the same three steps apply to the business behind it.

  1. Step 1

    Sales audit

    Find where deals are being lost and what to fix first.

    Start here if you cannot say where orders are lost.

  2. Step 2

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. Step 3

    Sales management

    A target, a review routine and someone who owns the number.

    Start here if the team has targets and no routine.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions owners ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
Do you recruit sales officers?
No. We do not source, screen or place anyone, and we do not touch payroll. GullySales writes the careers page, the field job posts and the campus material your HR team uses.
Attrition among sales officers is an industry problem. Why would a page change it?
It will not change the ones who go for a better incentive slab. It changes the ones who joined without understanding the beat, the travel or the transfer position and left inside four months. Those are the cheapest people to stop losing, and you lose them at the job post, not at the appraisal.
How is this reported?
We write down what you get today, role by role and region by region: applications per vacancy, offers declined, and how many field joiners are still there at six months. Then a report against those numbers. If field applications are flat by the third month, the posts are wrong.
How much does it cost?
There is no price list, because the work differs by business. The fee is scoped after we have read your brief and spoken to you, and put in writing before anything starts, split into our time, your media spend and production.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
It depends on what is being changed and how many of the people who matter see it. After we have read your brief and spoken to you, we say what we would expect to move first and how it will be measured against the baseline. Nothing here is guaranteed.
Who will actually do the work?
The person you speak to before anything starts. We work from one office in Nagarbhavi, Bengaluru, with no account managers in between.
What do you need from us?
Your brief, and a conversation. After that, access to whatever the work touches, such as your profiles, your website or your accounts, and time with the people who can answer our questions.
What if we are not happy with the work?
Tell us and the plan changes. Everything is reported against the baseline, so a number that is not moving is visible to both sides. The term is in your written scope, and the refund and cancellation policy sets out the rest.

Retail and consumer

Employer branding for the rest of the retail and consumer.

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Your next practical step

Tell us what you are trying to grow, and we will read it before we call.

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