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Marketing Management Case 4: The company has been in the Helpage india case study solution for the last 11 years and at present, commands a market share of 28 per cent for refrigerators and 21 per cent for air conditioners. The national distribution manager for this company, Rajeev Sehgal is a worried man today as he looks through the various cost analysis sheets sent to him by the strategic planning head, Sanjeev Chopra.
The papers contain information on the inventory, the costs related to transportation from warehouse to depots and analysis of distribution costs of Oceanic vs Competitors. The data was collected from various sales depots spread across the country; the internal reports from the finance division and the invoices and delivery records.
The cost comparisons were made in a way so that even a layman can understand. After carefully studying all the breakdowns and details, Rajeev started making his own notes for an urgent review meeting called by the Managing Director, Uday Singh, next day at 10 am.
All the national and regional heads for distribution, finance, and business development were to attend the meeting. The meeting was called to review the existing distribution strategy; its consequences, and decide the future course of action.
When Sehgal had joined the company, it had a distribution strategy of supply based on demand from dealers. The distribution was a centralised process under the direct control of the national distribution head. The company had six regional offices across the country and each had three sales depots under it.
The simple strategy put in practice was like this: These goods were stocked, until the dealers demanded supply, having confirmed orders from the customers.
A typical regional office serviced about 35 — 40 dealers and the total dealers under Oceanic in the country numbered Within six months of joining Oceanic, Sehgal was on a major revamping exercise for the entire distribution and inventory management system. He was quick to spot the negative fallout effects of this existing system: First, the dealers were not receiving stocks in time and the dealers, eager to do business, began to prefer and push brands of competitors.
Second, the company offered a day credit for its air conditioners while the arch rival company offered a day credit. This was incentive enough for dealers to prefer competing brand to that of Oceanic. The impact of these factors was visible as sales volume gradually dropped to 13 per cent in that year.
Sehgal resolved the issues one by one. First, he increased the dealer margin by one per cent. Second, he started the practice of diverting stocks from one sales depot to another, which faced shortage in supply. Sehgal also increased the stock holding of all sales depots by 5 per cent.
In six months time these changes began showing results. This strategy worked well for Oceanic for the next 3 years without any major problems. Overall, Sehgal excised complete control over quantity and stock movement.
The market share for both the products showed a healthy growth and sales volumes were good enough to pose profits year after year. The dealers were happy with increased margin and the waiting period for the product was six days compared to an industry average of 10 days, and goods were available at sales depots all the time.
The strategy, however, drew a different set of problems. The recent cost review meeting revealed that transportation costs of the company had increased to 9 per cent over the normal 4 per cent of the total sales volume in the last three years.
Also, the sales and distribution costs of Oceanic were 7. As this strategy involved transportation of goods from plant to depots as well as from one depot to another, it increased the transportation and insurance costs. The high distribution costs have upset the higher sales and to revamp our working capital management, we must look at these costs carefully.
The three major issues raised by our auditors are: The time between the date of sending the product to depot and date of invoicing from dealers is high.
On an average it is 20 day 2. The stock movement is higher and the costs for transportation are 9 per cent as against industry average of 5 per cent. The sales and distribution costs are 7.HelpAge International Regional Programme Managers, Case study presentations from seven countries gave information on national demographics, policies, implementation and best practice.
According to the World Health Organization (WHO), an ‘age-friendly environment’ The Global South Meeting in India. HelpAge India.
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Assistive and Enabling Technology Needs of Elderly People in India: Issues and Initial Results Assistive and Enabling Technology Needs. and LMIC selected for this study, namely Brazil. A study published in the HelpAge India-Research & Development Journal in had calculated that providing a pension of Rs 2, to 90% of India’s elderly would cost % of the GDP; a pension of Rs 1, would cost less than 1% of the GDP.
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