Distribution and Sell in IT Product

8/10/2019 Distribution and Sell in IT Product

1/62

A Project Report

On

Logistics as a key Driver to Distribution : An overview

For

Redington (ndia! Ltd

"y

##################################

$nder t%e guidance o&

#########################################

'ubitted to

$niversity o& Pune

n partia) &u)&i))ent o& t%e re*uireent &or t%e award o& t%e degree o&

+aster o& "usiness Adinistration

,%roug%

######################## nstitute o& +anageent

Pune

1


2/62

Acknow)edgeents

I would like to thank all the people without whom I would not have been able to undertake and

complete this project. My project bears an importance of many persons who offered their

precious time and vital encouragement at all times for me.

First of all, I would like to express my hearty gratitude to Mr. mitava !en "#hannel sales

specialist, $edington India %td& who provided me with all the necessary information, details, and

re'uired data in spite of his busy schedule. I would like to thankful to Mr.(annan"#orporate )$,

$edington India %td& who given me project completion certificate in spite of his busy schedule.

*here continuous support, encouragement, understanding aided with suggestions and comments

helped me to reach my cherished goal.

It is my proud privilege to record indebtedness and gratefulness to +r. ,

+irector, Institute of Management ,-une for providing us with good and

competent facilities for my project. I would like to thank all the #hannel partners of $edington

India %td office members of $edington India %td area for their help and kind co / operation.

My acknowledgment would be incomplete without thanking my parents for their enormous help

and support.

%ast but not the least0 I would to thank all those who directly or indirectly helped me make this

project a memorable one.

hushan +eepak hat

2


3/62

List o& ,ab)es

*able 3.1/ #ustomer type. 24

*able 3.2/ usiness type. 25

*able 3.6/ rand 7etpp. 68

*able 3.9/ rand :M#. 61

*able 3.3/ rand Fujitsu. 62

Table3.;/ rand )-. 66

*able 3.overnment. 64

*able 3.12/ =ertical #orporate. 65

*able 3.16/ )ome accounts. 98

*able 3.19/ uying fre'uency. 91

*able 3.13/ $ating. 96

*able 3.1;/ -rospect. 93

*able 3.1


4/62

List o& Figures

Figure 2.1/ Management members. 4

Figure 2.2/ ?wnership pattern. 5

Figure 2.6/ -erformance chart. 18

Figure 2.9/ nnual result. 18

Figure 2.3/ !ome of the brands with 11

$edington India %td.

Figure 2.;/ +istribution centers across the country. 12

Figure 2.


5/62

-)ossary

!A/ !tatistical business unit

!I/ !ystem integrator.

#>$/ #ompound nnual >rowth $ate

$+/ $esearch and +evelopment department

!M:/ !mall medium scale enterprise.

>*+#/ >lobal technology distribution council.

-?/ -urchase order.

!7/ !torage attached network.

7!/ 7etwork attached storage.

3


6/62

.D/0

!r.7o.

#hapter 7o. 7ame of #hapter -g.7o.

1 #hapter/ IB Introduction 81/89

2 #hapter/ IIB ackground 83/1;

6 #hapter/IIIB $esearch Methodology 22/23

9 #hapter/I=B #onclusions

!uggestions

2;/2ulf FJ: was setup as a

subsidiary in 1555 by $edington Mauritius %imited for catering Middle :ast and frican

markets. %everaging its experience earned over the years, $edington >ulf FJ: expanded its

12


13/62

operations to 1< countries in the Middle :ast and frica. $edington "India& %imited also

ac'uired $edington +istribution -te %td "!ingapore, angladesh !rilanka ?perations& as well

as #adensworth "India& -vt %td in pril 2883.

In +ecember 2889 the !ynnex >roup, the third %argest I* +istribution #ompany in the world,

head'uartered in *aiwan, with a turnover of over A!+ 18 billion, made a strategic investment of

6;K in $edington "India& %td.

In March 288; #hrys#apital, a private e'uity firm, ac'uired 11 percent stake in $edington

"India& %td through their investment company eethoven %imited, Mauritius.

$edington through all its subsidiaries distributes products from over 98 %eading Manufacturers,

services over 12888 channel partners in India and 2488L channel partners in Middle :ast and

frica. *he company is the second largest distributor of I* products in India and the largest in

the Middle :ast and frica.

$edington got listed in India in February 288< and its shareholding pattern at present is as

followsB $edington Mauritius "(ewalram #hanrai >roup, !rinivasan and others& holds 96.39 per

cent0 !ynnex Mauritius "*aiwan/ based leading I* distributor& holds 24.6 per cent0 public 15.36

percent0 eethoven %imited


14/62

+r3'393


15/62

Figure no 2.2

Figure no 2.6

Annua) Resu)t

13


16/62

Figure no 2.9

Figure no 437 'oe o& t%e brands associated wit% Redington:

1;


17/62

$edington "India& %td ac'uired $edington >ulf FJ: "Middle :ast and frica operations& in pril

2889 from its -romoter, $edington Mauritius %imited. $edington >ulf FJ: was setup as a

subsidiary in 1555 by $edington Mauritius %imited for catering to Middle :ast and frican

markets. %everaging its experience earned over the years, $edington >ulf FJ: expanded its

operations to 1< countries in the Middle :ast and frica.

D',R"$,O. 1/.,R/' A1RO'' ,8/ 1O$.,RB

$edington has more than 3; branches across the country, which are further divided in to 4 basic

1


18/62

regions, the head/'uarter is situated at #hennai.

Figure no 2.;

Distribution &)ow o& Redington:

14

9endor

RedingtonRegiona)ware%ouseRegiona)ware%ouse Regiona)ware%ouseRedington1%anne)


19/62

Figure no 2.ecutive o&&icer:

15

/nd

1ustoer

/nd

1ustoer

/nd

1ustoer


20/62

Figure no 43C : $nder eac% '"$ %ead t%e organiation operates as given be)ow:

Figure no 43E :$nder eac% branc% organiation operates as given be)ow:

28


21/62

Figure no 432G: "$'./'' OP/RA,O.:

21


22/62

Ehen the :nd customer re'uires an enterprise solution they can only get the product through the

concern distributor. *o get the product they should either be a partner of the distributor or the

other way to get the product is to contact the existing channel partners of the distributor. If in

case the end customer is not registered with the distributor then to get his product he places an

purchase order "-?& to the channel partners of a distributor then this channel partner forward the

purchase order of the end customer and along with his purchase order to the distributor then the

sales person of the distributor sends both the -? to the head office for further conformation

regarding the channel partners credibility and loyalty towards the company. Finally after the

conformation the head office sends back a code to the branch office and then after accepting the

-? this -? along with the distributorDs is send to the vendor and then vendor prepares the

solution and deliver to the distributorDs warehouse.

.etApp (A cop)ete so)ution &or storage!

22

Redington (! Ltd

(,ier H 2!

9endors

1%anne) Partners

(,ire ?4!

/nd 1ustoers

(,ier H 5!

,ier H 2 "ranc% 'a)es

Peop)e

,ier H 2 "usiness Peop)e


23/62

1%anne)?success&u) 1oitent

t 7etpp we focus on building long/term partner relationships based on trust and integrity,

and support those relationships with programs dedicated to your success.N

+an Earmenhoven

#:?, 7etwork ppliance

A!=%at akes .etApp arket )eader:

O7etpp statistics 68K growth compared to 11K storage industry growth.

Ohigher utili@ation.

Osimpler operations.

Olower total cost of ownership.

O7etpp voted P1 vendor.

"! .etApp at g)ance:

OEorldwide, enterprise customers

Oroad portfolio of innovative

Ostorage and data management solutions

OIndustry/leading partners

O#omprehensive professional services

O>lobal support

O#ustomer success fuels our growth.

1! nnovating to De)iver .ew 1%oices:

1.288< !I! deduplication technology2.288; !calable grid storage6.2883 *hin provisioning virtual cloning

26


24/62

9.2889 $I+/+- disk resiliency3.2886 i!#!I storage system;.2882 Anified !7G7! appliance


25/62

.ear)ine custoer bene&it:

More memory devoted to handling backups instead of serving production data

=ery cost effective

-rimary and secondary storage systems are compatible

+ata ?7*-Qbenefits of a simplified architecture

?ption to use a 7ear!toreQon a F! system

bility to convert a =*% to a regular F! system and back

)igh degree of flexibility

23


26/62

.ear store 9,L tec%no)ogy:

It is designed for any open systems storage environment currently relying on tape. *his diagram

shows how the 7ear!tore =*% can be used in a heterogeneous environment where the primary

storage may be from :M#, )itachi, )-, IM, andGor 7etpp. *he =*% becomes the primary

backup target in order to take advantage of +2+ backup and recovery performance, and the tape

libraries are still used to create physical tapes that can be stored off/site for disaster recovery. *he

role of the tape library changes, but tape remains a key part of the backup environment, and the

whole process continues to managed by the backup application software.

Figure no 4324

2;


27/62

+arket s%are o& .etApp:

Figure no 4325

'uary:

.etApp products are re)iab)e sca)ab)e provide %ig% per&orance yet are easy to

dep)oy3

1ustoers e&&icient)y anage t%eir data3

.etApp provides &)e>ibi)ity w%en c%oosing so)ution3

#hapter 6: R/'/AR18 +/,8ODOLO-B

2


28/62

"ackground:

%ogistics can be defined as a set of organi@ations engaged in the delivery of product or a service

to the customer or the end user. ?rgani@ations in %ogistics include suppliers, intermediaries,

transportation and logistics providers and customers. good %ogistics management also re'uires

the coordination and collaboration of all the organi@ations in a %ogistics.1 )ere we focus only on

+istributors which are one of the intermediaries in %ogistics. $edington India %td is an :nd to

:nd !#M solution providing company which distributes almost all I* products and non I*

products, which they collect directly from the vendors and distributes to other intermediaries all

over India. ?ther than these distributors, intermediaries also include wholesalers and retailers

which all play an active role in %ogistics and thus provide the customers, the right product or

service at the right time, in right 'uantity and in most cost effective manner. )ence most of the

companies now are focusing on %ogistics in which concentration is given more on distribution of

products either by themselves or by other distributing companies so as to increase the reach of

their product to the entire market available. In the past, companies were more products focused

than customer. *here were no competitions in the market as such. Ehatever products were

available in the market, people had no choice but to buy.

*he distribution industry functions on a healthy relationship between network partners. It

includes value/added resellers, system integrators, sub distributors and retailers. *he current

industry insight is most encouraging with distributors and vendors continually strengthening

their partnerships, with commendable support for the I* reseller channel and distributors

delivering strong absolute and relative financial performance. *hey provide products and

services to solution providers and resellers supporting end users of all si@es, including the small

to midsi@e business "!M& market. *he industryDs high gross revenues provide an attractive and

24


29/62

undeniable value proposition for investors, particularly as sales power up. *he >lobal

*echnology +istribution #ouncil ">*+#& is a worldwide industry association dedicated to

defining and promoting the role of distributors in a successful and healthy information

technology channel. *he council comprises I* industryDs top distributors dedicated to serving

Sthe channelD, a network of skilled value added resellers and retail stores focused on providing

hardware, software and services to businesses and consumers around the globe. >*+# members

include rrow :lectronics, vnet, ell Micro, +## !er#om, :#! )oldings, :sprinet, Ingram

Micro, %?>IC >roup, Magirus >, !cribona, !ynnex, *ech +ata, Eest #oast %td, Eestcon,

among others. >*+# members represent more than 188 billion in annual worldwide sales.

*he major 18 7ational +istributors are Ingram micro, $edington India %td, )#%

Infosystems, e!ys Information, !:! technologies, I$I! computers,

!avex computers, $ashi peripherals, 7eotric, !upertron;.

!trong growth in I*GI*:! industry and rapid acceptance of I* as an enabling technology

by industries is expected to propel the sector growth at a #>$ of T19.6K in the coming 6

years. *his offers strong scalability potential for players like $edington. lso, companyDs

expertise in inventory and %ogistics management, demand forecasting and working capital

management imparts high revenue visibility with sustenance of margins.

25


30/62

Indian I* "!oftware services& industry has transformed in last two decades and by moving up the

value chain, has emerged as a globally recogni@ed player. *he industry in India started taking

shape in 1543/53

"P%ase?& on a small scale. Ehile the initial phase was in the form of Sbody shoppingD. i.e.

deploying Indian personnel at clients locales, off shoring trend picked up in mid nineties.

P%ase? ? "1553/2888& was a high growth stage wherein off shoring took off in an exponential

manner and the SU2(D business opportunity provided impetus for the industry to emerge as a

billion dollar one. Many companies fine tuned the off shoring model and offered diversified

services like :$-, e/business etc to large base of Fortune 388 players. #onsistent scale up in

operational si@e, moving up the value chain and higher productivity, transformed IndiaSs image

from small exporter to value added software service provider. :ven global software majors

started setting up shop in India to capitali@e on the locally available expertise, which was highly

cost competitive to other countries.

P%ase? "2881 onwards& Indian companies expanded their presence across top 2,888 global

entities offering varied services such as systems integration, network management, and packaged

software implementation and in areas of products and technological services. *he offshore

delivery model succeeded positioning Indian players as high 'uality, low cost solution provider

with established credibility in project management. *he peak contract si@e today has reached

A!+1bn0 clearly indicating the scalability potential of Indian companies, with top 3 aiming to be

recogni@ed among global league of service providers4.

68


31/62

Objectives o& t%e study:

A! Priary objective:

1. *o study and understand the distribution channel followed by $edington "India& limited,

find out the drawbacks, if any, according to that suggest the corrective measures.

2. *o understand the partner community of $edington "India& limited.

6. *o identify the partner interests towards product portfolio.

9. *o identify $edington "India& limited benefits and to convert opportunity partners into

focused partners.

"! 'econdary objective:

1. *o investigate the future demands of channel partners.

2. *o understand the distribution flow of I* components.

6. -rocess of order processing.

9. #omponents witch are to be considered for making ill of materials.

'igni&icance:

*o understand the overall distribution and sell of all I* products

*he main significance of the project is to calculate and find potential market for 7etpp

storage solution in the market.

Ehat are the ways to promote 7etpp storage solution in the market

cceptance of the 7etpp storage solution in the market.

*arget which types of partners are interested for storage solution.

'cope

$niverse

:ntire -une excluding -impari and #hinchwad becomes the scope of area for my study.

61


32/62

Respondents

#hannel -artners who are registered in $edington India %td and computers and media

dealers association in -une.

'ap)ing tec%ni*ue

!imple random sampling was used to find out the channel partners who were already

doing business with $edington or registered with computers and media dealers

association in -une and mainly who were into dealing with storage solutions in enterprise

class.

'ap)e 'ie

182 channel partners out of which I successfully collected proper information from 56

dealers.

+et%od

!urvey method was used. For that I prepared one 'uestioner according to that I met these

channel partners directly and collected all the re'uired informationDs from them.

,oo)s

semi structured 'uestionnaire was used to conduct the survey. Vuantitative data like

!pecific enterprise product type, types of software, verticals, home accounts etc and also

'ualitative data like suggestions for $edington to improve, were also asked.

'tatistica) too)

#ollected data were analy@ed using !-!! software and the interpretations out of it were

used to prepare the business model and business plan "recommendations&.

62


33/62

DA,A A.ALB''

66


34/62

,ab)e no: 732 1ustoer#,ype

Fre'uency -ercent =alid -ercent

#umulative

-ercent

=alid =olume 25 61.2 61.2 61.2

=alue ;9 ;4.4 ;4.4 188.8

*otal 56 188.8 188.8

Resu)t:

From the above chart and figure it is clearly showed that ;4.4K of the channel partners into

value business that means they sell entire solution to their customers based on their re'uirements

and their specification. nd rests 61.2K of them are into volume usiness that is selling of

computer peripherals.

69


35/62

,ab)e no 734 :"usiness#,ype


#umulative

-ercent

=alid Focused 94


36/62

,ab)e no 735 : "rand#.etApp


#umulative

-ercent

=alid Ues 5 19.1 19.1 19.1

7o 33 43.5 43.5 188.8

*otal ;9 188.8 188.8

Resu)t?

s per the above figure and chart we can clearly see that among the ;9 channel partners who are

dealing in software only 5 "19.1K& are already dealing with 7etpp. nd rest 33 "43.5K& are not

dealing with 7etpp. *he reason why 7etpp is not preferred by most of them is because they

are not having any information about technology, margin concerned and support and service of

the product.

6;


37/62

,ab)e no 736 : "rand#/+1


#umulative

-ercent

=alid Ues 18 13.; 13.; 13.;

7o 39 49.9 49.9 188.8

*otal ;9 188.8 188.8

Resu)t:

18 of ;9 channel partners are comfortably doing business with :M# and the reason because is

demand in the market for the product due to its technology and the services. nd the remaining

39 "49.9K& are completely focused to other brands may be )-, IM or Fujitsu, 7etpp.

6


38/62

,ab)e 737 : "rand#Fujitsu


#umulative

-ercent

=alid Ues 6 9.< 9.< 9.ood 32 33.5 33.5 42.4

verage 4 4.; 4.; 51.9

elow

verage

<


50/62

Resu)t:

ccording to survey 33.5K means 32 people are giving good rating to $edington means they are

happy to deal with us.22.;K means 21 partners are giving very good rating to redington.9.6K

means 9 partners are giving excellent rating to $edington means they are happy with policy and

working of company.4.;K means 4 partners are giving average rating to company because of

margin issue with company.


51/62

,ab)e no 732 : Prospect

Fre'uency -ercent =alid -ercent#umulative

-ercent

=alid Ues 28 21.3 21.3 21.3

7?


52/62

,ab)e no 732; : Redington#'upport


#umulative

-ercent

=alid *echnical details 18 38.8 38.8 38.8

#ommercial ; 68.8 68.8 48.8

:nd customer

meeting

9 28.8 28.8 188.8

*otal 28 188.8 188.8

Resu)t:

From 28 partners which we call prospect 38K means 18 partners want technical information or

seminar about 7etpp to deal with it.68K means ; partners want commercial information about

product.28K means 9 partners want meeting with end customer re'uired from $edington.

32


53/62

F.D.-'

& *here are four psychological factors present in partner community according to that are

done in -une market.

#ommercial front "Margin&

!ervice and support "*echnology& *ypes of business dealing "=olume =alue&

:xpansion and choosing of the product."-roduct choice&

1oercia) &ront:

Many partners are only margin oriented for example any partner can get 9K margin on

)- and 6K margin on 7etpp then that partner should not consider technology used in

that solution. *hat partner will go forward through )- only.

'ervice and support:

!ome partners are technology oriented. *hey are focusing product technologically. For

example one partner is interested in enterprise class storage solution then he will compare

two brands according to technical facilities or advantages.

,ypes o& business dea)ing:

*here is difference between business process of value and volume partners in market.

=olume business partner is most concerned about margin and stocking of peripherals.

=alue business partner is not that much of concerned about margin and stocking of

product.

/>pansion and c%oosing o& t%e product:

36


54/62

!ome partners are interested to expand their business by adding some value addition

product to enterprise product portfolio. *hey will choose product which will most

beneficial to organi@ation by all means.

"! 8P Doinance in arket:

In the storage solution many partners are doing with only )-.ecause )- had done

promotional activity in last decade. Many partners are more familiar with )- than other

brand but now a dayDs many partners are facing margin problem with )-.

1! "usiness type:

!ome partners are opportunity based and some are focused partners.pportunity partners

are mostly margin oriented and focused partner are techno commercial oriented.

D! "usiness vertica):

Most of the partners are focusing to the small and medium scale enterprise "!M:& due

continuous business flow and !M: is the most emerging market in now a days. !o many

partners are focusing to !M: as a targeting opportunity in todayDs market.

/! Re)ations%ip wit% partner:

*here have been partners who are regestered with redington long time back, but they

havenDt did any business wit redington from almost a year or 2. *his shows that redington

is lacking in maintaing relationship with channel partners who are doing business in

enterprise solution.

F! Rating:

39


55/62

Majority of the channel partners have rated redington as a good distributer for both the

volume and value products.

-! 1redit days and de)ivery tie:

!ome of the channel partners have also faced problems for getting credit days. Many of

the channel partners are facing problems from redington side in terms of delivery time

and also some them have faced problems in the margin part too.

"$'./'' +OD/L

239a)ue PropositionW :nd customers buy products from channel partners only, because channel

partner are the only people in touch with the distributor. 7ational distributors like $edington

focus only on channel business. *hey do not deal with end customers.

43Revenue +ode)W :very channel partnerDs main revenue source is end customers. *hey lure

their customers using competitive pricing plus offers. +epending on the kind enterprise solution

they purchase, get a discount of up to 2K or 6K.

53 1opetitive /nvironent H :ach channel partners has their own competitors in the market

which include local partners and sub distributors.

63 1opetitive Advantage H !ince there are so many channel partners for a single product,

these partners have to offer competitive pricing together with offers. )ence different strategies

are to be adopted. !o end customers are able to get the product for least price with attractive

offers their solutions.

#hapter 9B'$--/',O.' A.D 1O.L1L$'O.'2! Awareness about .etApp:

33


56/62

*o increase awareness about 7etpp storage solutions various events should be launch

for the channel partner and end customer.

4! '+/ vertica):

Ee should target channel partners who are having small and medium enterprise class

business because small and enterprise class business having continuous flow of work.

5! ,ec%nica)ities &irst t%en coercia)s:

*he product should be explained technically because we are dealing in enterprise class

business means it is a type of value business. Ehen channel partner should know product

technically thoroughly then only he can pitch that into end customer market. #ommercial

means margin issue came when channel partner should know technicality of the product.

6! Opportunity to &ocused:

-artners who are opportunity dealers should target to convert them into focused partner

because if they pitch our product regularly then that will generate lot amount of revenue

to the organi@ation.

7! 8e)p re*uired &ro Redington:

-artners re'uired three types of help from $edington for expansion product portfolio.

a& *echnicalities of the product thoroughly by presentations or real time demo.b& #ommercial information means margin information of productc& #hannel sales specialist should come with channel partner to end customer to

convince them.

! 'ervice and 'upport:

3;


57/62

s far as service part is concerned few enterprise solution are there whose certified it

-rofessionals are not available in -une. For example if there any problem occurs in

enterprise solution of Fijutsu. 7o certified it -rofessional is available in -une market.

nd if proper treatment is not provided to that problem then there might be a chance that

$edington can lose it name, with that channel partner..

;! Re)ations%ip:

etween the two is considered to be a core of the business and especially when itDs a

distribution business and if that relationship is not maintained then obviously both parties

finds it difficult to grow. *here were many channel partners who are registered with

$edington but they are not providing any business to $edington because we are not able

to maintain good relationship with.

#hapter 3BL+,A,O.'

3


58/62

*here is no market concentration in -une. Most of the dealers were spread across

entire -une.

My product is in enterprise class !A so it is difficult to find partners who are

dealing in enterprise class before going to them.

!ample population was 182. +etails were collected from only 56 dealers0 others

were either unavailable or not willing to disclose their details.

*he data provide by $edington was not an updated one. Most of the dealers had

either shifted their officesGshops or changed their contact numbers.

It was very difficult to cover these many dealers within a short period of time.

*hough 7etpp is old player in the market but the product awareness is less as

compared to other storage solution company like )-, :M#, IM etc., and these

company are holding major share in the market so itDs 'uite difficult to convince

the channel partner to go for 7etpp products.

-une market is 'uite margin oriented market so it is 'uite difficult to make them

focused partner for 7etpp.

#hapter ;B ""LO-RAP8B

"ooks:

34


59/62

1& $ajendra 7arkundkar0 $esearch methodologyB )oe to do data analysis,6rdedition Xuly/

?ctober 288;0 pp41/184.

2& nnual report of $edington India %td 2885/2818.

6& ! % >uptaB Industrial distributor B volume 4

ourna)sI+againes:

1& 7etpp to expand partner network 0 #omputer reseller newsB 7o.6 =ol. 9 Xune

28180pp21/63

2& $esearch on distribution and %ogistics managementB IIM journal

nternet sites:

1& Ywww.redingtonindia.comZ

2& Ywww.cmdapune.comZ

6& Ywww.bseindia.comZ

9& Ywww.moneycontrol.comZ3& Ywww.consumerpsycology.com Z;& Ywww.varidia.comGtop18distributorinindiaGZ

#hapter


60/62

a. 7ame of the ?rgani@ationB ////////////////////////////////////////////////////////////////////////

b. ddressB /////////////////////////////////////////////////////////////////////////////////////////////

c. (ey #ontact -ersonB ///////////////////////////////////////////////////////////////////////////////

d. +esignationB /////////////////////////////////////////////////////////////////////////////////////////

e. #ontact noB ///////////////////////////////////////////////////////////////////////////////////////////

1. Ehether you deal in value or volume business

=olume =alue

2. Ehat kind of partnerGcustomer are you

Focused ?pportunity

6. Ehich -roducts are your organi@ation is dealing with lso specify rands W

!erversB ////////////////////////////////////////////////////////////////////////////////////////////////

!toragesB ////////////////////////////////////////////////////////////////////////////////////////////////

9. Ehich brands do you deal with

)- IM :M# 7etpp FAXI*!A

3. re you aware of 7etpp :nterprise solution

Ues 7o

;. Eho are your major customer segments

%arge #orporate >ovt. ?rgani@ations

!M: #orporate :ducational Institute


61/62

18/28 28/98 68/98 98/38 more than 38

4. Ehat is your buying fre'uency from distributor

Eeekly Fortnightly Monthly ?nce in 'uarter

18. -rioriti@e the following parameters according to your preferences which are important while

making

purchase (+argin service De)ivery ,ie 1redit Days ,ec%no)ogy @ Ot%ers3 For Ot%er

reason speci&y!

1& 2& 6& 9& 3&

11. Ehat do you expectGsuggest $I% so that you would be comfortable in doing business with

them

1& /////////////////////////////////////////////////////////////////////////////////////////////////////////

2& /////////////////////////////////////////////////////////////////////////////////////////////////////////

6& /////////////////////////////////////////////////////////////////////////////////////////////////////////

12. $ate $edington against other distributors.

elow verage verage >ood =ery >ood

:xcellent

16. re you interested in 7etpp :nterprise !olution

;1


62/62

Ues 7o

Documents

Distribution and Sell in IT Product