Selection of Dealers


  • The company does not advertise for new dealers. Whenever the need to appoint a new dealer for an area is felt the word is spread around. This is being used as the type of dealer who sell pumps and motors are mostly concentrated in a locality in every town or city
  • The interested dealers are asked to present before the branch manager and the group marketing manager as to how they would be able to serve the company
  • The selection is then done on the basis of following criteria:
  1. Financial Strength: The capability of the dealer to be able to hold sufficient stock as per the potential of the area, both in the present and in the future, and whether he will be able to pay the companies dues in time.
  2. Manpower: the strength of the workforce for handling sales, delivery, store handling, after sales service etc. the quality of the workforce in terms of educational qualifications, technical competency, and experience is also seen.
  3. Contacts: As the business for these types of products is done on  the basis of contacts that form a major basis for selection and include the present customers of the dealers, experience in dealing with such customers, and overall contacts in the society
  4. Floor space: Depending on the quantity of products to be stocked for the targeted sales, the floor space of the godown should be sufficient and located close to the market
  5. Location: Location and ambiance of the outlet are not important.
  • Feedback from the market is obtained through the market network and the present dealer network. The feedback is sought for things like authenticity of the claims and the reputation of the person to be appointed.
  • Appointment is given to the elected dealers after they give a security deposit. Every dealer is required to make a deposit with the company, which works out to roughly around three months of expected sales.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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Risking New Ideas


If we want people in the organization to start taking some risks, we need to replace no with yes and replace limits with encouragement. The key to the development of a risk-taking organizational climate lies in the ability of management to convey the attitude that new ideas are always a hot commodity. New ideas do not have to be perfect at birth. As the saying goes: “It doesn’t have to be right the first time. It just needs to be real.”

The best risk-takers are those who act without concentrating on all the jeopardies and instead work around the fears that hang up other people. That doesn’t mean that they don’t think before they act; it does mean that in this environment, they take some well-planned chances. I’ve watched associates get better month by month at learning how to make the right risks pay off for them, personally and professionally.

When we communicate that we expect mistakes to occur when people are putting out and working hard, we create an atmosphere of encouragement.  A lot of people in corporate life have made careers out of surviving rather than succeeding; they’ve had to cope with atmospheres laced with fear, suspicion, and blame. Get rid of the blame and start celebrating the efforts and new ideas. Plan to make mistakes and still make it through.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Listening


Listening to the other’s point of view starts during pre-selling. Don’t switch off when you’re through talking, Listen. Understand. If you don’t understand, ask questions until you do. Then you can do a better selling job because you know more than you did when you started.

Listening is one of the best times to pick up sales points and disagreement between otherwise agreeable allies. Listen to the words and to the tone. You will be able to tell who is leading whom. You can’t learn without listening, and the more you know, the better your chance of obtaining your goal.

Don’t let your mind wander or focus on objections, and don’t spend your pre-selling time trying to develop responses instead of concentrating on what has been said.

Listen, listen, listen. There is no substitute for listening, especially during the pre-sell period

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Identifying Target Market


Once the market-product segments (potential customers) have been identified, the firm must plan a strategy to attract them to its product. Three different strategies can be followed: unidentified marketing, differentiated marketing, or concentrated marketing.

In undifferentiated marketing, the firm manufacturers a single product and tries to attract all buyers with one marketing program.

In differentiated marketing, separate products and marketing programs are designed for each market segment. Differentiated marketing is effective, but it is always a more expensive way to go.

A compromise strategy is concentrated marketing. This means that the firm concentrates on one or a few profitable market segments.

Marketing strategy decisions are made by people in marketing research and product management positions.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Bargaining Power of Suppliers


Increasing prices and reducing the quality of products sold are potential means through which suppliers can exert power over firms competing within an industry. If a firm is unable to recover cost increases through its pricing structure, its profitability is reduced by its suppliers’ actions. A supplier group is powerful when:

  • It is dominated by a few large companies and is more concentrated than the industry to which it sells;
  • Satisfactory substitute products are not available to industry firms;
  • Industry firms are not a significant customer for the supplier group;
  • Suppliers’ goods are critical to buyers’ marketplace success;
  • The effectiveness of suppliers’ products has created high switching costs for industry firms, and
  • Suppliers are a credible threat to integrate forward into the buyers’ industry. Credibility is enhanced when suppliers have substantial resources and provide the industry’s firms with a highly differentiated product.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Economic Truths


Although there are few truisms that apply universally in the business world, there are four related economic truths that are valid in every business situation:

  1. Over the long term, it is absolutely essential to be a lower cost supplier or profit margins will erode.
  2. To stay competitive, inflation-adjusted costs of  producing and supplying any product or service must continuously trend downward.
  3. The true cost and profit picture for each discrete product/market segment is often obscured by traditional accounting practice.
  4. Real business winners concentrate as much or more on cash flow and balance sheet strength as they do on reported profits.

These points have always been valid, but they are far more serious today because there is much less margin for error in our more turbulent environment.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Quality Function Deployment


Companies have been started because they are able to recognize what a customer needs and wants and they believe that they can satisfy their customers. TQM, a business philosophy, is established to satisfy the customers. One of the features in TQM which helps to focus on customers in quality function deployment> Quality Function Deployment fully concentrates on customer requirements. This helps a company to satisfy customer needs continuously and retain them so that they can survive in the market. The main output to the quality function deployment is customers’ needs and wants.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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