2. Eureka Forbes Limited was born
out of an entrepreneurial idea
which created categories where
none existed and changed the way
durables were marketed in India
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3. Genesis
Born in 1982
Parent : SP Group of Companies
Worship two Gods
Eurochamp
Customer
Siblings :
• Direct (Home-2-Home),
• Consumer (Retail, DSA),
• Forbes Professional (B2B, Project),
• Eurosmile (Service),
• Aquamall (Manufacturing)
“Eurochamp” – reason for our existence. The visible symbol and friendship
hand that has been ringing doorbell for over 29 years
“Eurochamp” – is nucleus for our Vision & Mission. He has created Super-
brands (Aquaguard, Euroclean, Euroair, Eurovigil & Eureka Forbes) .
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4. What makes EFL unique
What makes Eurochamps Successful the EFL way
What strengthens our Leaders
What inspires our Leadership Pledge
Who brings our values & beliefs to Action
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5. We don’t grow Profits, we grow People
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6. Making Eurochamp WIN at Marketplace
To make Eurochamp win at Market place - has been the “context” of
our leadership philosophy:
• Leadership development is every manager’s responsibility - not just HR
• Leadership is built up from within
• Employee-centrism – deep caring for our people and their families
• Transforming ordinary people into extraordinary achievers / leaders .
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7. Translating philosophy into Action through E.L.P.F.
To ensure every Eurochamp is impacted with leadership philosophy, we have
established “listening posts” – which are constantly evolving as they impact our culture
and climate…
Voice of the
Eurochamps
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9. I will take care of my people, my customers and
my company.
I will make my people successful by continuous
training and motivation.
I will constantly work to expand my team and
increase sales volume.
I will take personal responsibility of every new
members of EFL family.
I will fulfill my duties by working in the field
with my people.
I will build the future for my people, teaching
them the EFL spirit, pride, earning and fun.
I am proud to be a EFL Leader.
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10. How Frontline Leader – handholds Eurochamp
Personal Touch
• Eurochamps faces lot of “rejection” on the field… how you make him
“feel” and make him see the “learning” on day-to-day basis, is what
‘caring’ is all about
• An exclusive practice “leaders day out” has
been institutionalised…
• Engaging families (members are invited to
experience EFL culture at CRC) .
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11. How Frontline Leader – handholds Eurochamp
People Oriented Leadership Style
• Leaders invest time with Eurochamps on Field and in CRC - to learn about
Eurochamps Values, Beliefs, Lifestyle, Fears, Career Aspirations,
Learning Curiosity, Skill-set and Dreams.
• This helps leader in incentives, motivation & giving constructive
feedback.
• Monthly meets in CRC becomes an extended platform for Recognising
upcoming Heroes' both for their achievement and effort.
• Small victories are always celebrated collectively in CRC’s and on
Field. 1st Sale to 500th Sale Certificates are awarded in these meets too
and use Victory Drums to celebrate it .
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12. How Frontline Leader – handholds Eurochamp
No leaders are taken from outside, this forces us to build leadership from
within at every level:
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13. How Frontline Leader – handholds Eurochamp
Imparting Training & Developmental initiatives
• Leaders follow 10-Commandments & Code-of-conduct for instilling
grooming, etiquettes & ethical selling in every member of their team.
• 14-days of N.E.O. training every Eurochamp undergoes from Day-1.
Selling Skills, Product Know-how modules and Field-training is taken by
GCSS & TL’s of new Eurochamps. Followed by Graduation Ceremony.
• Post 30 days of joining. – New Eurochamps undergo “Refresher
Training” – which integrates the first 30 days of field experience with 11-
key objection handling & relationship building skills .
Frontline
Leaders Devt
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14. How Frontline Leader – handholds Eurochamp
• New Eurochamp has “Mirror Review” with his reporting Leader, in the
beginning of the month. With focus on Performance, Earnings,
Incentives and Dreams.
• Field-Coach for New Eurochamp is another process where – leader
demonstrates every single step of Selling, Relationship Building and
Reference Generation.
• Nurturing Eurochamp with pride all the way to lead “Hum Paanch”
and developing him to Team Leader and up the ladder…
• Creating Internal Competitions (within CRC to All India Level)… to
apply all the skills learned
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15. How Frontline Leader – handholds Eurochamp
Thrust on getting New Eurochamp CONFIRMED
• One Eurochamp Confirmed = One Eurochamp Retained. To aid his
efforts, we have three tested and trusted practices:
• Own Your Bike Scheme (OYBS)
• Friend-get a Friend (FGF)
• Fast Track Growth
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16. How Frontline Leader – handholds Eurochamp
Circle of Champions and Clubs
• Work HARD = Party HARD. EFL pioneered in introducing the Culture of prestigious Clubs in
order to create a memorable experience for Eurochamps in living and experiencing 4
tenets Earning, Learning, Pride and Fun.
4 months
Multiple Level
8 months + PLL, LL of
Qualification
12 months
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17. Best Practice # 2
Empowering People
ENGAGING LEADERS, TEAMS AND EUROCHAMPS ~
18. How EFL – handholds Front Line Leader
Training Intent…
“Eureka Forbes believes that the strength of the business is in its people
and training is a vital ingredient in enabling our salespeople and Training
leaders to achieve market leadership and profitability while Intent
maintaining a high standard of quality customer service”.
Established in 1999
• To Sustain a learning culture
• To Provide opportunity for on-the-job development
• To Prepare high-potential Eurochamps for promotion
• To Sustain high motivation
• Tie-ups with recognized universities & colleges
• To launch OD initiatives
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19. EFL Business Academy
All programs designed by EFBA are linked to their
impact on business in the form of:
Structure (recruitment, selection, filling of manpower
gaps, establishing new markets etc.)
Process (policies, 10-commandments, PRDP’s,
Dashboards etc.)
People (retention, training, Euro Fun days, enrolled in
schemes like OYBS, FGF etc.)
Financial Results (productivity, growth, club
qualifiers, etc.)
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20. EFBA initiatives – empowering People
Performance linked Recognition for Eurochamps, Leaders
• Qualifying for Prestigious Clubs – is one of the measures of Selling
Skills, Product Knowledge, Field Coach, PRDP and Productivity based
Programs
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21. EFBA initiatives – empowering People
Skills assessment from perspective of implementation
• In-house competitions are launched from time to time. People apply the skills
learned through Role Plays, Quiz, Technical Contests, Knowledge Games and
Exercises.
• These learning tournaments are marketed pan India.
• Certificates and gifts are awarded.
• Their pictures are published in Eurochamp Magazine with their success
stories
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22. EFBA initiatives – empowering People
OD & Development Initiatives – helps in shaping culture and sustains
alignment between Individual & EFL – Euro Senate
• This concept has given ‘Empowerment of the people’ a whole
new meaning in the corporate world through a unique and
innovative governance model comprising 56 ‘Elected’
Eurochamps from across India – 14 Senators and 42
Councilors
• Aptly called the Euro Senate, this ‘House of Eurochamps’ was
formed to ensure that the voice of our people is truly heard
through ‘Elected’ representatives.
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23. EFBA initiatives – empowering People
OD & Development Initiatives – helps in shaping culture and sustains
alignment between Individual & EFL – Happiness Workshops
• A new initiative taken this year across India called “Happiness at Workplace”.
• First of its kind workshop with leadership groups as large as 400 in numbers.
• This workshop focused on “Relationships” and “Results” and how
combination of these two lead to sustainable happiness at workplace
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24. EFBA initiatives – empowering People
OD & Development Initiatives – helps in shaping culture and sustains
alignment between Individual & EFL – YBL-DP
The objective of YBL-DP is to identify potential leaders (GCSS, TL’s)
under the age group of 29 and groom them to take junior management
positions through customized and structured syllabus.
The Framework for YBL-DP:
1. Identify Potential Leaders
2. Establish one-on-one dialogue of Trust
3. Mutually agreed development calendar of 12-structured Activities
4. Assign Mentor
5. Review of Skills – by Head HR
6. Follow-up (FU) and Follow-through (FT) – Shadow Calendar
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25. EFBA initiatives – empowering People
Training Policy integrated with Promotion (non negotiable norm).
Every leader has to conduct minimum three training programs every month –as per his
leadership level. This is a “must” criteria for every leader who has to appear for his promotion
board
Abstract from HCRC
training policy
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26. Best Practice # 3
Inspiring People
KEEPING EUROCHAMPS REVVED UP ~
27. Top Leadership – inspiring & empowering People
Deputation of top sales talent overseas
MD participated in AMP at Harvard Business School – On return,
trained managers on Balanced Scorecard, After Action Review
Workshops conducted by Senior Management team: Success 365,
Dream Workshops, Brand Culturization, Leader & Coach
Cross functional meetings (CLT, MANCOM, SBU Core Teams)
360 degree feedback
Exclusive “Euro Fun Days” .
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29. Practices that empower Eurochamp to build…
Friend-Get a-Friend – working with own friends and earning too
O.Y.B.S. – owning a dream bike at young age
Euro Senate – for being the voice of Eurochamps
Phone-a-Friend – bonding Eurochamp and Customers
Happiness Workshops – integrating relationships and results
Young Business Leaders Development program – building leadership
pipeline
Circle of Champions & Prestigious Clubs – lifestyle incentives, experiencing
ELPF culture
S.A.P. – only Direct Sales company in the World, which has invested in ensuring
fairness and transparency at all levels
Great Place to Work
30. Translating philosophy into Action through E.L.P.F.
To ensure every Eurochamp is impacted with leadership philosophy, we have
established “listening posts” – which is constantly evolving as it impacts our culture and
climate…
Great Place to Work
33. Eureka Forbes Limited was born
out of an entrepreneurial idea which
created categories where none
existed and changed the way
durables were marketed in India
Great Place to Work
Great Place to Work
