Answer / abhivirthi tax and industrial

India is an agriculture based country and maximum number of people came from villages or under-developed cities, semi-developed cities. The persons hailing from undeveloped cities seem to be very economical and they want to save money instead of lavish expenses. So before visiting a super market or a place where all things are available, for purchasing anything, they will enquire the rates of each and every commodity and if the rate of commodity is less when compared to that of other places, then only they will enter into the shop for purchases. Small dealers having very small place of business in a particular commodity concentrates the quality of the product as well as price and sells the same in their shop at very low margin. The small dealers are having much more experience in business in buying and selling even they were not educated in colleges. Their costumes are very simple and their shops were not provided fancy lightings and even they may not have staff for assistance in business. Hence their day-to-day expenses are very low and hence the very low margin earned by them will give more profit after deducting their minimum expenses.

Big corporate sectors like Subhiksha Retails, purchases goods in wholesale at a very low price and sells the same at a very low margin. But their shops are big in size with maximum lightings and educated staff strength. They were not flexible with the customers and the customers’ expectation of certain product’s quality was not fulfilled. Even though the corporate sectors try to give quality products to the customers, some customers may not be able to purchase such products. For example a poor housewife wants to purchase 100 grams of any kind of dhall or peas or any other product the same will not be available in Corporate sector shops because they will simply pack the goods in 250 grams, 500 Grams or 1 Kilo. In such cases the packing material’s cost increases i.e. minimum of Rs.0.40 per kilo (for Polythene cover). Such small customers entry into the corporate shops reduces which in turn reduces the sales turnover. In retail small shops such goods will be sold in loose without packing material cost and small shops will give price discount orally. If the Corporate Sectors who wants to sell retail consumer goods, they should reduce the administration expenses like space rent, electricity expenses, staff salary, publicity expenses, packing expenses etc and avoid free gifts, and they should concentrate only in quality and minimum price when compared to nearby shops. Customer’s satisfaction should be given top priority instead of human resources management. If these were followed each and every Corporate Sector Retail outlet will become everyone’s favourite and there will be no failure in trade or business.

help me hi... I'M A RETAIL MANEGMNET (DBM) STUDENT.MERI TRAINING CHAL RHI H MERE TRAINER NE EK PROJECT DIYA H THIS IS TOYOTA.HE GIVE FIRST STEP-- CUSTOMER MAPPING/MODELING.PLZ GIVE ME THE ANS.

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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?

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