Summer Intern Report - SBD - Rahul Gupta - 11BM60055

7/23/2019 Summer Intern Report - SBD - Rahul Gupta - 11BM60055

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BENCHMARKING,&CONSUMER AND PURCHASE BEHAVIOR ANALYSIS

IN MODERN TRADE &PRESSURE WASHERS INDUSTRYFOR

By

Rahul Gupta

Vinod Gupta School of Management, IIT Kharagpur

SBD - 2012

Under the guidance of

Mr. Abhinav Mathur

Head

Strategic Solutions and Marketing,Stanley Black & Decker


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Stanley Black and Decker

2 SBD Project Report Rahul Gupta

Table of ContentsAcknowledgement ........................................................................................................................................ 4

Executive Summary ....................................................................................................................................... 5

About Stanley Black & Decker ....................................................................................................................... 7

Project 1 ................................................................................................................................................... 10

Objective, Scope and Methodology ............................................................................................................ 10

Objective ................................................................................................................................................. 10

Scope ....................................................................................................................................................... 10

Methodology ........................................................................................................................................... 10

Phase 1 ..................................................................................................................................................... 15

Questiionaire ............................................................................................................................................... 15

Segments of Market (Cleaning Range) ....................................................................................................... 15Market Size ................................................................................................................................................. 15

Demographics of Respondents ................................................................................................................... 16

Findings from Questionnaire (USERS - Demographics) .............................................................................. 17

Findings from Questionnaire (USERS Place of Purchase) ........................................................................ 17

Findings from Questionnaire (USERS Place of Purchase) .................................................................... 18

................................................................................................................................................................ 18

Findings from Questionnaire (USERS Preference during Purchase) .................................................... 18

Findings from Questionnaire (USERS Most Liked Attribute) ............................................................... 19

Product Benchmarking ............................................................................................................................ 21

Methodology for Scoring ........................................................................................................................ 21

Analysis of Each Category of SKUs .............................................................................................................. 22

Handy Corded ......................................................................................................................................... 22

Car Vacuum Cleaner ................................................................................................................................ 22

Small & Medium Corded ......................................................................................................................... 23

................................................................................................................................................................ 23

Large Corded ........................................................................................................................................... 23

Wet N Dry Vacuum Cleaners ................................................................................................................... 24

Results & Recommendations from Questionnaire and Benchmarking ...................................................... 25

Live Project Implementation ....................................................................................................................... 26

Survey.......................................................................................................................................................... 26


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Steam Mop .................................................................................................................................................. 26

Findings ....................................................................................................................................................... 27

Recommendations & Way Forward: ........................................................................................................... 28

Appendix ..................................................................................................................................................... 37

Glossary ....................................................................................................................................................... 38

References .................................................................................................................................................. 39


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Acknowledgement

I would like to take this opportunity to extend my sincere thanks to Stanley Black and Decker for offering

a unique platform to earn exposure and garner knowledge in the field of Pre-sales, marketing and sales

strategy. I am able to say with conviction that I have immensely benefited from my association as a

summer intern with Stanley Black & Decker.

I am deeply indebted to my project guide Mr. Abhinav Mathur, Head Strategic Solutions and

Marketing, Stanley Black and Decker for guiding me throughout the project and providing valuable

inputs and insights. His knowledge and experience served as a continuous source of encouragement and

motivation for me.

Special thanks are also due to Mr. Balajee Husker, and Mr. Nirupam Dutta who helped me on various

aspects at different points of time. Being a part of Stanley Black and Decker for the past eight weeks has

been exciting, enriching and fun.

Rahul Gupta

VGSOM, IIT Kharagpur

SBD 2012


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Executive Summary

The project was done at Stanley Black & Decker, Bangalore. The project was carried out to understand

and the study the

Perpetually declining ARPU Loss of subscribers (Chord cutting effect) Emergence of the disruptive OTTs Emergence of technologies like IPTV Emerging trends in TV everywhere, multi-play and bundled offerings

In such a heavily technology dependent service industry, as the C&S industry, it is very important to

identify the future service trends and adapt to those by changing and adopting in order to survive. The

C&S companies have already started strategically investing in developing their services to be future

ready and in this process choosing the right IT vendor is of utmost importance. The companies are not

only looking for outsourcing partners but IT partners who can provide future roadmap consultancy aswell. And there lies a huge opportunity for SBD. The C&S industry in North America is estimated to be

around $ 66 Billion1. Currently SBD has engagements with four big C&S players:

Dish TV DirecTV Comcast Sky Network

These engagements have given SBD an exposure to the C&S industry and have helped to gain valuable

insights. However, the engagements did not have any managed services or major end to end enterprise

solution implementation projects. They mainly consisted of a cluster of smaller outsourced projects andthus SBD has still not been able to establish itself as a reliable and capable end to end IT services vendor

within the C&S community.

Leveraging on these engagements and the current portfolio of solutions that SBD has to offer, the GCSP

hunting team has focused its efforts towards identifying the large C&S accounts in Europe and North

America which are most lucrative for SBD.

As a result of this focus, the scope of the current project was decided to be as follows:

To identify the accounts to target from North America and Europe; perform a deep dive analysis on each

of the accounts and find out the most attractive accounts from amongst them.One of the most important outcomes of this project is the Attack Plan that SBD is going to adopt for

the different targeted accounts. The Attack Plan would essentially consist a mapping of SBD s products

and services with the specific account needs - The needs for every account is individually identified by

1According to - IDC US SMB Telecom Vice and Data Services 2011-2014 forecast


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analyzing and understanding their pain points and the various cost, revenue and growth initiatives taken

by them.

The final deliverables of this project includes the following:

Framework to Evaluate Hunting Accounts Attractiveness Deep dive Account Analysis PPT Comprehensive Attack Plan for Each Account Solution Mapping Defining Tiers and Segmenting the Accounts into Tiers Final Recommendations


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About Stanley Black & Decker

When you trace it all the way back, it comes down to three individuals: Frederick Stanley, Duncan Black,

and Alonzo Decker. Three passionate individuals who built powerful companies that they were so proud

they put their names on them.

In 1843, Frederick Stanley started a small shop in New Britain, Connecticut, to manufacture bolts,

hinges, and other hardware from wrought iron. With superior quality, consistent innovation, and

rigorous operational improvement, Stanleys company defined excellence, and so did his products.

In 1910, S. Duncan Black and Alonzo G. Decker started their shop, similar in size at first, in Baltimore,

Maryland. Six years later they changed the world by obtaining the worlds first patent for a portable

power tool, and the company they built has been changing the world ever since.

Both companies grew in parallel over the ensuing decades, amassing an unparalleled family of brands

and products and an even more impressive wealth of industry expertise.

In 2010, the two companies combined to form Stanley Black & Decker, to deliver the tools and solutions

that industrial companies, professionals, and consumers count on to be successful when it really

matters.

Globally Stanley Black & Decker have the following divisions:

Hardware

1. Baldwin Acquired in 2010.2. Emhart Teknologies Fastening and assembly. Acquired in 2010.3. National Hardware General hardware. Acquired in 2005.4. Precision Hardware Panic and fire exit hardware.5. Pfister Faucets and other plumbing hardware. Acquired in 2010.6. Stanley Hardware7. Vidmar Industrial storage. Acquired in 1966.

Health care

1. Senior Technologies2. Stanley Health Care Solutions3. InnerSpace Health care supply storage.

Security

1. Best Access Systems Door hardware and locks. Acquired in 2002.2. C.J. Rush Industries (Canada) Revolving doors and entrance systems.3. EVS (Canada)4. Frisco Bay Industries Ltd. (Canada)


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5. Frisco-ATMS (Canada)6. Gnrale de Protection (France)7. HSM Security services.8. Intivid Solutions Video electronics.9. Kwikset Door locks and door hardware. Acquired in 2010.10.Safemasters11.Sargent and Greenleaf, Inc.12.Stanley Access Technologies13.Stanley Door Closers14.Stanley Security Solutions15.Stanley Correctional Services Security systems for correctional industry. Formerly Integrator.16.Weiser Lock Door locks and door hardware. Acquired in 2010.17.Niscayah AB. Acquired in 2011

Tools

1. Black & Decker Acquired (via merger) in 2010.2. DeVilbiss Air Power Pneumatic tools. B & D acquired in 2004.[14]3. DeWalt Power tools. B & D acquired in 1960.4. Oldham Saw Company Circular saw blade & wood router bit products. B & D acquired in

2004[14]

5. Porter-Cable Power tools. B & D acquired in 2004[14]/5.[15]6. Bostitch Fastening tools. Acquired in 1986.7. Facom (France) Professional tools. Acquired in 2006.8. Mac Tools Professional tools. Acquired in 1980.9.

Oldham Blades Saw blades. Acquired in 2010.

10.Proto Industrial hand tools. Acquired in 1984.11.Blackhawk Mechanic's tools. Acquired in 1986.12.Sidchrome (Australia/New Zealand) Mechanic's tools. Acquired in 1990.13.Stanley Assembly Technologies14.Stanley Hand Tools Carpentry and construction hand tools.15.Craftsman Private-label hand tools for Sears, up until the mid-1980s.16.Husky Private-label hand tools for The Home Depot. Acquired in 1986, later transferred to

Home Depot.

17.Kobalt Private-label hand tools for Lowes. Later made by Danaher Corporation18.Stanley Hydraulic Tools19. InnerSpace - A provider of healthcare storage solutions and inventory management analysis.

InnerSpace also provides web-based supply management software that utilizes barcoding

technology to increase charge capture, reduce excess inventory, and eliminate waste. Acquired

in 2006

20.Stanley Supply & Services MRO products and services. Formerly Contact East and Jensen Tools renamed in 2006.


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21.Vector Products Battery chargers, power inverters, and similar power products. Acquired in2007.

22.Virax (France) Plumbing tools. Acquired in 2006.

In India Stanley Black & Decker has headquarter in Bangalore and manage the following brand portfolio:

Black & Decker Stanley DeWalt Proto

Facom

Stanley Hydraulic Tools


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Project 1

Objective, Scope and Methodology

Objective

Understand the cleaning range market. Analyze consumersBuying pattern.

Usage Behavior

Feature Preference

Listing and comparing our offering to the competitive companies. Develop action plans keeping in mind the target market and our constraints w.r.t. to our

competitors

Finally, implement a live project on the field which entailedlaunch of a new product

implementation of an offer

gauge the effectiveness of offer

Analyse and interpret the sales pattern and consumer behaviour.

Scope

MethodologyThe entire project was divided into two Phases which are detailed as follows:

Phase 1:

Visits were made to the following Retail outlets in Bangalore and Mumbai to understand the

consumer behavior in modern retail, understand the functioning of retail chains and measure consumer

behavior for available cleaning range products from different vendors.

Hypercity Hometown Croma Reliance Digital eZone Giriyas Pai

Interview: Product manager: Parul Singh (Ex Eureka Forbes) to get a knowhow of

Current scenario of cleaning range market in India Comparison of vacuum cleaners sales with other home appliance sales growth in India.


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Opportunities in the cleaning range market. Consumer psyche when buying vacuum cleaners. Range of vacuum cleaners available in India.


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Deployment and Analysis : Questionnaire

For Both Users and Non UsersQuestions to ascertain the demography of both users/non users:

1. How old is the typical customer? (18-24, 25-30, 30-40, 40 and above)2. What gender is the typical customer? ( M/ F)3. What is the highest degree they have received? (Graduate / Post Graduate / Ph. D)4. What is the typical customer's employment status? (Employed / Self Business /

Homemaker)

5. What is the customer's yearly household income? (3-5, 5-10, 10 and above)6. Is the customer currently married or single?7. Does the typical customer have children, or not?8. Does the typical customer own a two - wheeler or four - wheeler?9. The customer lives in an independent house or flat?10.What influences your purchase behaviour the most?

1. TV Ad2. Newspaper Ad3. Demo at home4. Word of mouth5. Online reviews

11.How familiar are you with vacuum cleaners?(/ Never Used/ Dont Know/ Knows but notused / used but not owned / owner)

Question for Non Users:

1. Which brand do you know about in vacuum cleaning?2. Have you ever had a demo of vacuum cleaner?3. Reason for not buying: Maid does a better job, not suitable for my requirement, expensive,

never thought about it

1. If not suitable why?1. Too Bulky for storage2. Unwieldy for everyday use3. Not suitable to my environment

4. How would you rank these features (1 being the highest)?1. Brand2. Price3. After Sales Service4. Ease of usage

5. Which of these additional feature will positively influence you to buy a vacuum cleaner1. Blower


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2. Cordless3. Robotic4. Compact

6. How likely are you to buy vacuum cleaners in the future (1 being highly unlikely)?7. Have you heard of steam mops?8. Have you ever used a product of Black and Decker?

1. Yes - >If Black & Deckers new Vacuum Cleaners were available today, how likelywould you be to use it?

Questions for Users:

1. Why did you buy vacuum cleaner?2. What factors influenced your purchase decisions?

1. TV Ad2. Newspaper Ad3. Online ad4. PoP Marketing5. Word of Mouth6. Brand

3. Where did you buy vacuum cleaner Retail Marts, Unorganised Retail, Online, TV Shoppingor Direct Selling by company, Gifted, CC points redemption?

1. Why did you choose this place of purchase?4. When did you buy?5. How frequently do you use vacuum cleaners?6. Overall, are you satisfied with your experience using vacuum cleaners? (Neither satisfied or

dissatisfied with it, or dissatisfied with it or completely satisfied/ somewhat satisfied)?

7. What changes would most improve your current vacuum cleaner?8. How would you rank these features on the scale of 1-10?

1. Brand - 22. Price - 33. After Sales Service 4 (spare availability)4. Ease of usage - 1

9. What do you like most about your Vacuum Cleaner?1. Ease of cleaning the vacuum cleaner (Bag-less / Bagged)2. Blower / Inflator3. Accessories and Attachments4. Convenience of use (size, functionality of attachments, ease of using attachments)

10.Do you want new features in Vacuum Cleaner?1. If yes, specify?

11.Have you tried cordless vacuum cleaner for quick cleaning?1. If not why?

12. Have you tried car vacuum cleaners?1. If not why?


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13.Have you heard of steam mops?14.Have you ever used a product of Black and Decker?

1. Yes - >IfBlack & Deckers new Vacuum Cleaners were available today, how likelywould you be to use it instead of competing Vacuum Cleaners currently available

from other companies?

Phase 2:

Using the information acquired in the phase 1 of the project, to launch a product in modern retail:

Interviewing the promoter for the launch period of one week.

Set Up the launch platform in the retail place (Hypercity) taking care of place and position to

capture max attention of consumers.

Analyze the effectiveness of the freebie on offer.

Obtain Consumer feedback about the new product launched(Steam Mop) and make

recommendations.


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Phase 1

Questiionaire

Segments of Market (Cleaning Range)

Traditional Segments of Vacuum Cleaner

1. Handy2. Small & Mid Size3. Large

Pupose Specific Vacuum Cleaner

1. Wet N Dry2.

Car

Market SizeWe estimated the market size by interviewing Parul Singh, she intimated the data Eureka Forbes

Marketing management team used for guesstimating the launch strategy and sales estimation and

forecast.

Value in Rs. Crores


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Demographics of Respondents

0%

50%

100%

Respondents

35

77Non Users

Users

0 100 200

71

41 Married

Unmarried

65

49 Four Wheeler

Two wheeler

10

102

Independent

Flats


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Findings from Questionnaire (USERS - Demographics)

Majority Users

Age 25-40. Married Four wheeler owners. Lived in Flats Claimed Dexterity of usage with Vacuum cleaners. Vacuum cleaners used sporadically

Most frequent users: weekly.

Most infrequent: annual

Findings from Questionnaire (USERS

Place of Purchase)

Retail Marts 62%

Direct Selling 23%

Gifts 8%

OnlineShopping 5%

CC Points2%


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Findings from Questionnaire (USERS Place of Purchase)

While Blower function in itself wont drive purchase decision, but its considered an important feature.

Usage to blow the dust away from windows, porch, balconies etc.

Findings from Questionnaire (USERS Preference during Purchase)


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Findings from Questionnaire (USERS Most Liked Attribute)

Summary:

85% - somewhat satisfied with their experience of vacuum cleaners.Around 70% of respondents - Satisfied with the features of vacuum cleaners.

Desired Feature

Cleanup glass surfaces

Work on floors spilled with water (unaware of wet n dry).

95% of respondents concurred cordless cleaning will be much easier and desired.

But wary of available time of operation.

Over 80% of respondents : unaware of Black & Decker brand


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Product Benchmarking

Significant features were compared, and score derived for each SKU, and then mapped withtheir price.

Body Type ( Metal / Plastic )

Bag less / Bagged

Power (watts)

Suction power (air-watts)

Cord Length

Cyclonic action

Auto-cleaning filter tech.

Variable speed control

Filter type

Dust capacity

Number of stage filter system

Fully rotary hose socket

Cable rewind

Blower function

Methodology for Scoring

Every feature was given a weight in accordance to the consumer perspective and experts opinion. Then

the scores were normalized on a scale of 10, and then final score was analyzed and ranked against the

other SKUs and mapped versus the price to get a perceived value chain result.


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Analysis of Each Category of SKUs

Handy Corded

(VCs that are compact and designed to be handheld while usage)

Car Vacuum Cleaner

VCs used exclusively for cars

Eureka

Morphy

Panasonic

4300 B&D

4000

3700

3400

3100

2800

2500

2200

1 2 3 4 5 6 7 8 9 10

Pricing

(INR)

Product Value Rating

VH781/80

Pets

MCDL201

Easy Clean

Comfi Clean

Sensi Clean

2700

Croma

2400 B&D

2100

1800

1500

1200

900

600

300

1 2 3 4 5 6 7 8 9 10

Pricing

(INR)


AV1205

CRV0029

ACV1205


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Small & Medium Corded

Large Corded

Optima

Eureka

9500 Panasonic

Croma8500 Black & Decker

LG

7500 Morphy Richards

6500

5500

4500

3500

2500

1500

1 2 3 4 5 6 7 8 9 10

Pricing

(INR)


CRV0032

VC1400

T Nano

VM1430

MCCG 303

VCD281NTY

ESSCompact SmartClean

VC1600W

Eureka

Panasonic

10500 B&DOptima

9500

8500

7500

6500

5500

4500

3500

2500

1 2 3 4 5 6 7 8 9 10

Pricing

(INR)


VM2040

VC2000W

VM1630

T SteelT XeonMCCG 304

VM2200B


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Wet N Dry Vacuum Cleaners

45000

Eureka

15000 Einhell

Karcher

13500 B&D

Bosch

12000

10500

9000

7500

6000

4500

3000

1 2 3 4 5 6 7 8 9 10

Pricing

(INR)


WV1400

Einhell WD

WD 3.300

T Wet N Dry

GAS 11-21

GAS 25

GAS 50


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Results & Recommendations from Questionnaire and Benchmarking

Initial reluctance to use Penetration very less, compared to appliances like microwaves, washing machines etc. in HIG

and MIG households. Not considered suitable for daily cleaning:Sweeping

Scrubbing

Toilet

(Chores for Maid) Hence is used occasionally.

Misconception higher the motor power better or more powerful the vacuum cleaner is. Other major influencers:cord-length

no of accessories

Compactness.

Pricing : Following range when buyingHandi Vacs - < 3000

Mid-Size 3000 5,500

Large Vacs - > 5,500

Purchase decision based on the definition of cleaning:What meets the eye.

Attitude, nature and personality of the home owner.

Only curtains, sofa and carpets need vacuuming.

Vacuuming is laborious and time consuming.

Car vacuum cleaner is the star product for SBD in the vacuum cleaner range.

------------------------------------------------------------------------------------------------------------------------------------------

Creating selling opportunities for the same:Knowledge sessions

Online Contests

Most Important festivals like Diwali, or the holiday season.

Vacuum cleaner is used mostly by men (loved by husbands).Promote it as a family product for their own convenience and safety.

More attachments increase the visible usability.

Training to couples, homemakers at residences/apartments.

Knowledge Enrichment:

Human cleaning not precise and thorough.(Vacuum Cleaners to the rescue.)

Compare western living where cleaning is done only via vacuum cleaners.

Demo : Cordless Dustbusters Insta CleaningInstantly take care ofyour cleaning needs, with no hassles and storage issue.

Marketing auto vacuum cleaner directly at car dealerships


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Live Project Implementation

Survey A small survey of Hypercity was done prior to launch of live project. It was observed that Hypercity had enough footfalls even on weekdays to do a week long

continued activity.

90% of the people questioned were unaware of Black and Decker as a brand. Eureka Forbes is the generic brand for vacuum cleaners / cleaning range. But our biggest competition is maid not Eureka. Our target group the urban middle class and upper class feels cleaning is taken care of by maid,

and will not give expensive tools to her.

Steam Mop

Decided to position Steam Mop as a lifestyle product taking care of family health by sanitizingthe floors, rather than just a cleaning product.

Focus on its ability to kill 99.9% of bacteria and No Chemical Natural Cleaning. Features highlighted that Steam Mop is dexterous enough to work on every kind of floor and

requires only 30 sec to get ready and steaming.

X
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Findings

People are intrigued by a new product. Still doesnt feel the need. Wary of buying a product they havent seen being used anywhere else. Not excited by the free gift provided. Product not considered expensive as we presumed because no relative benchmarking in

consumers psyche.

Key Targets:

Mother with young kids:

Pet Owners:


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Recommendations & Way Forward:

3 months Pilot involving Direct sales team for Steam Mops.

Market to Professional Crches, Play Groups and Day Nursery schools.

Market to High End HotelsBranding @ Pet Stores

Explore Collaboration with clinics like Apollo Clinic and other pediatric clinics in town, and

project and reinforce the pro-health image of steam mops.

Demo of Steam Mops directly at residences and apartments : Likely to generate more sale.


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Project 2

Objective and Approach Understand Market Spheres of Pressure Washers. Understand and analyse existing business processes. Compare the value proposition of SB&Ds products against the competition. Suggest the steps necessary to close the performance gap

Approach:

In Kerala Interview and Discussion with

Dealers, Sub-Dealers, Field Agents & CONSUMERS

Dealers Visited Tool Group Jai Shankar Power Tools

Sub Dealers Visited Kwality Machine Tools Venus Machine Tools Delta Machine Tools Machinery and Spares Prince Engineering Elite Machine Tools Industrial Trade Corporation


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The Market and The Players

Expected Rate of Growth 25% SKUs Price Range Rs. 5000 to Rs. 40000 Users of Pressure washers:

More than 90% of sales to professionals (Painters, Automobile Cleaning) Fraction of sale to Home Users

Players:

Bosch National market leader. Brand awareness maximum in the category. Presence in every channel

Organized Retail Unorganized Retail Cash N Carry Online Direct

More Service Centers (10 in Bangalore alone) Powermax

Major player among Indian brands Low Pricing USP Bangalore presence:

Cash N Carry Retail Organized and Unorganized both.

Kerala presence Minimal More Service Centers

Location : Non urban nodes Onsite service for priority consumers

Karcher Growing fast after launch Minimal Presence in Kerala Preferred by heavy and professional users. Accessories sold separately at cash n carry Featured HighlightBucket Suction (Unavailable in B&D) Leverage the brand and German lineage

Einhell Cost Effective International Brand Higher Pressure for lower price More customer complaints.


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Eureka Forbes Offers three models (online). Not available in any of the channels studied. Still a recognized brands with consumers.

Woodpecker USP pricing and widest range. Oldest player in Kerala Presence in other markets minimal. Downside expensive spares


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Benchmarking

Significant features were compared, and score derived for each SKU, and then mapped withtheir price.

Motor power Max. pressure Max. flow rate Weight Warranty Accessories Hose Pipe Length

SKUs benchmarked:


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Benchmarking Analysis

Pressure Washers 90-110 Bar

Pressure Washers : > 110 bar


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Product Comparison

B&D 6 SKUs (100 to 140 bars) Bosch 5 SKUs (100 to 160 bars) Karcher - 2 SKUs (120 and 150 bars) Einhell only one SKU (160 bars). Woodpecker 6 SKUs (90 to 200 bars)

Price Comparison

Bosch Our MOP at par with Bosch Adopts High MRP High Discount

Einhell One SKU available 160 bar Priced way below competition

Karcher Premium Priced Product Both SKUs priced higher than competition

Woodpecker Low price - USP

Promotion Comparison

Bosch Significant expense on brand building

Branding on every store - Kerala Bosch Posters at Sub Dealers store Greater no of Standees at Metro Demo : In and Out of Metro Reserved spaces

Better online promotion Top 8 result in Google search for PW Dealer Managed websites

Karcher Promotion limited to Cash N Carry Stores Branding Bigger Scale at cnc stores. Use of Promoters Knowledgeable Smartly Dressed Working exclusively for Karcher

Einhell Promoted as designed in Italy.


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B&D perceived as a made in china brand by new consumers iBell New Launch

Road shows, demos and car-cleaning. Offer of onsite servicing.

SWOT


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Kerala Market Analysis and Findings

Sales based incentives to Dealers - quite successful. Two service training programs at sub-dealer level. Ingenious solution to Spare shortage. Kerala Strength:

Brand Equity Good Pricing, value for money. Dealers are satisfied. Good sales, marketing and service team, perceived from the response of dealers, sub-

dealers and consumers.

Good dealer network, covering whole of Kerala Sub-Dealers satisfied with the product. Considered better service provider than Bosch and other competitors.

Scope of Improvement

Shorter product life time as compared to competition. So the availability of spares is less. (B&D5yrs, Others 7-8 yrs.)

Quality and availability of parts, questioned. Hoses

Carbon Brush Lid (breakage)

Price of accessories higher than competition. Specific parts not available.(Consumer has to buy the full kit) Dealers expectation from HO

Increased frequency of Demo van Parts/Spares availability

Service turnaround time is high 4-5 days (Dealers claim 48 hrs)


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Conclusion:

Avoid being complacent at both dealer and company level.(Kerala) Higher sales target and gifts will help in sales at both retail and dealer level. Sales based incentive for both dealers, sub dealers and ground sales staff. Launch of higher bar pressure washers (industrial use). Direct Selling Channel should be explored Ensure availability of spares and parts. Carry out phased, focused campaigns with promotional activities like:

1. Demo vans,2. Sub-dealer service training programs (In markets like Mumbai, Pune, Delhi).3. Tools Mela,- push on sales - Attractive discount.

Adopt A Dealer A Pilot In the Regions Around Kerala & Punjabo Mentorship on marketing/branding, servicing and supply chain issues.o Rewards for Mentors

Increase branding at exclusive stores, cash n carry and retailers.

Appendix

# Documents Attachment

1 Product Benchmarking Matrix

Matrix(Autosaved).xlsx

2 Modern Trade - PPT

Modern Trade -New.ppt

3 Pressure Washers - PPT

Pressure Washers -New.ppt


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Glossary

SKU: Strategic Key Unit

MSO: Multiple System Operators

LATAM: Latin America

ARPU: Average Revenue per User

DRM: Digital Rights Management

DAM: Digital Asset Management

ICT: Information and Communications Technology

CEM: Customer Experience Management

TTM: Time to Market

CRM: Customer Relation Management

IT: Information Technology

LTE: Long Term Evolution

OTT: Over the Top


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References

1. SBD subscribed Forrester Reports2. SBD subscribed Gartner Reports3. SBD subscribed Ovum Reports4. SBD subscribed Discoverorg Reports5. SBD subscribed Crush Reports6. Personally subscribed S&P Reports7. LinkedIn (For getting contact details of CXOs)8. Annual Reports of MSOs9. Quarterly Presentation of MSOs10.SBD Internal Reports and Presentatio.11.The individual MSO websites12.Financial Reports and snapshots from:http://ycharts.com/13.Blogs and Articles from:http://www.salesbenchmarkindex.com/
http://ycharts.com/http://ycharts.com/http://ycharts.com/http://www.salesbenchmarkindex.com/http://www.salesbenchmarkindex.com/http://www.salesbenchmarkindex.com/http://www.salesbenchmarkindex.com/http://ycharts.com/