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How To appoint A Distributor or Stockist?
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- Parle G, I also Faced
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Answer Posted / guest
As the question is raised by Parle G dealing in consumer
products like biscuits the reply is designed to suit such kind
of trade.
A distributor must be appointed exclusively for a particular
company product in particular area. Distributors already
distributing other company’s similar products should not be
appointed.
A distributor should know the competitive products’ flow in
the market to overcome the situation.
A distributor should have the previous experience in trade
either in wholesale or retail market.
A distributor should know the wholesale and retail dealers of
the particular area.
A distributor should have adequate personnel to get orders
from the customer buyers and sufficient salesmen for
distribution of commodities then and there.
A distributor should have sufficient vehicles for early
distribution of products without any delay.
A distributor should have sufficient information technology
products like computers for billing and preparing stock
position and submission to the company and telephones, cell
phone, and fax machines internet connections etc., for the
purpose of communication.
Above all the distributor should be young and energetic and
intelligent to handle the situations at all times.
A stockist must have sufficient space of his own and sufficient
staff for office administration with information technology
products etc., A stockist must have adequate personnel to
load and unload the commodities from the containers or
lorries
A stockist’s place where he stocks goods should be easily
approachable and place should be reached by both ways
(without No Entry or One Way) at any time. There should be
no restrictions by the local authorities to load or unload from
containers any time.
Reply From:
ABHIVIRTHI Tax and Industrial Consultancy
R.R.JAGADEESAN
VAT PRACTITIONER AND INDUSTRIAL CONSULTANT
H-63, Palaami Enclave, New Natham Road,
Madurai-625014.
Cell: 9994990599
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6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?
