A PROJECT REPORT ON

BTL ALLIANCES AND SALES PROCESS

OF CLUB MAHINDRA

Submitted in partial fulfillment of the requirements

For the award of

Bachelor of Business Administration(BBA)

Rourkela Institute of Management studies

Guide: Submitted by:

Prof. Sreekumar Soumyajit Panda

Roll No.:3118BBA070

Batch (2017-2020)
 CERTIFICATE

I, Mr.soumyajit panda , Roll No. 3118BBA070 certify that the Summer Training Report

(BBA) entitled “A Project report on BTL Alliances and Sales Process of Club

Mahindra” is done by me and it is an authentic work carried out by me at Club Mahindra

Holidays, pune. The matter embodied in this report has not been submitted earlier for

the award of any degree to the best of my knowledge and belief.

Signature of the Student

Date:

Certified that the Summer Training Report/ (BBA) entitled “A Study on BTL Alliances

and Sales Process of Club Mahindra” Done by Mr. Soumyajit panda, Roll No.

3118BBA070, is completed under my guidance.

Signature of the Guide

Date:

Name of the Guide: Prof. Sreekumar

Countersigned Designation:

Address:

Rouekela Institute Of Management studies ,

Rourkela-769015

Programme Director/HOD

ii
 ACKNOWLEDGEMENT

It gives me pleasure to present this report, “A project report on BTL Alliances and Sales

Process of Club Mahindra”. I got support from many people without their help I would

not have completed this report. I wish to record sincere appreciation and thanks to them.

First of all, I am thankful to DR.Sreekumar, my Project guide, Rourkela institute of

management studies, Rourkela. He guided me throughout my study and helped me in

analysis and interpretation of data for the final draft.

I am very thankful to Mr. Abhijit panda, Direct Sales Manager Club Mahindra, Pune.

who gave his continuous support throughout the summer training, I am very grateful to

them for their support and encouragement.

Finally, last but not the least, I am very thankful to my family whose cooperation and

suggestions have helped me in successful completion of this project.

CONTENTS

iii
S No Topic Page No

1. Certificate Ii

2. Acknowledgement Iii

3. Objective of the Study Iv

4. Executive Summary V

5. List of Tables viii

6. List of Figures ix

7. List of Abbreviations x

8. Chapter-1 Introduction

9. Chapter-2 Functional Analysis of the Company

10. Chapter-3 Job Specific Analysis

11. Chapter-4 Learning Summary

12. Conclusion

13. Recommendations

14. References/ Bibliography

15. Appendices

iv
LIST OF ABBREVIATIONS

v
S No Abbreviation Full Name
1 BTL Below the line
2 TTL through the Line
3 ATL Above the line
4 TG target group
5 OPC outpost consultant
6. RWA Residential Welfare Association
7 CDSO company direct sales officer
Mahindra Holidays and Resorts India
8
MHRIL Limited
9 M&M Mahindra & Mahindra
10 LCV light commercial vehicles
11 VO Vacation Ownership
12 HEP Holiday Experience Profiling
13 WEF World Economic Forum
foreign direct investments (FDI
14
FDI
Department of Industrial Policy and
15
DIPP Promotion
16 B2B Business to business
Inter Continental Hotels Group
17
IHG
18 WTTC World Travel and Tourism Council

19
TCIL Thomas Cook (India) Limited
Thomas Cook Group plc UK
20
TCG
21 PATA Pacific Asia Travel Association
22 CKL Cox & Kings Ltd

vi
 Executive summary

Mahindra Holidays and Resorts India Ltd. are in the business of leisure hospitality services

in India and have the flagship service offering Club Mahindra Holidays

Mahindra Hotels & Resorts India Ltd., (MHRIL) was started as a part of the infrastructure

sector of the Mahindra Group in 1996. The company’s flagship brand ‘Club Mahindra

Holidays’, today has a customer base of over 240,000 members and 50+ resorts in India

and abroad. It aims to be number one family holiday provider by delivering customers

attractive resort destinations, innovative offerings and service excellence. It operates on

time share model but provides flexibility, variety and choice to members. MHRIL has

competitive advantage owing to its management competencies, unique business

model . Sales process, also known as a sales tunnel or a sales funnel, is a systematic

approach to selling a product or service. A growing body of published literature approaches

the sales process from the point of view of an engineering discipline Reasons for having a

well thought-out sales process include seller and buyer risk management, standardized

customer interaction in sales, and scalable revenue generation. A major advantage of

approaching the subject of sales from a "process point of view" is that it offers a host of

well-tested design and improvement tools from other successful disciplines and process-

oriented industries. In turn, this offers potential for quicker progress. Quality expert Joseph

Juran observed, "There should be no reason our familiar principles of quality and process

engineering would not work in the sales process" A sales team's fundamental job is to move

a greater number of larger deals through the sales process in less time.

[7]
 Chapter-1

Introduction

[8]
 1.1 Company profile:

Club Mahindra Holidays & Resorts India Ltd.

Corporate ID: Club Mahindra Corporate

Name: Mahindra Holidays and Resorts Ltd

Founded: 1996

Type: Public

Key People: Ramesh Ramanathan C.E.O

Mr. Anand Mahindra

Mr. Anand Mahindra

Mr. Anand Ma

Website: www.clubmahindra.com

Corporate & Regd. Office-

Mahindra Towers,

2nd & 3rd floors, 17/18,

Pattullous Road,

Chennai-600002

[9]
 India

Phone-+ 91 20 300 60000

Fax- 91-44-30277778

Email-feedback@clubmahindra.com,

Website- www.clubmahindra.com

Branch office-

1318, 1320, Jangali Maharaj Rd,

SS

Shivajinagar, Pune,

Maharashtra 411005,

Mahindra & Mahindra Limited (BSE: 500520) is the flagship company of the Mahindra

Group, a multinational conglomerate based in Mumbai, India. The company was set up in

1945 in Ludhiana as Mahindra & Mohammed by brothers K.C. Mahindra and J.C.

Mahindra and Malik Ghulam Mohammed.[3] After India gained independence and

[10]
Pakistan was formed, Mohammed emigrated to Pakistan where he became the nation's first

finance minister. The company changed its name to Mahindra & Mahindra in 1948

Mahindra Holidays commenced its operations in 1996, offering family lifestyle

holidays in India and abroad, though a vacation ownership product. The company is a

Business Superbrand '08 and its brand Club Mahindra, a consumer validated

Superbrand '09. Mahindra Holidays & Resorts India Ltd., (MHRIL) is a part of the

Infrastructure & Realty Sector of the Mahindra Group and brings to the industry values

such as Reliability, Trust and Customer Satisfaction. Started in 1996, the company’s

flagship brand ‘Club Mahindra Holidays’, today has a fast growing customer base of

over 240,000 members and 50+ beautiful resorts at some of the most exotic locations

in India and abroad.

1.2 Industry Profile:

Hospitality is the relationship between guest and host, or the act or practice

of being hospitable. Specifically, this includes the reception and

entertainment of guests, visitors, or strangers, resorts, membership clubs,

conventions, attractions, special events, and other services for travellers

and tourists.

The hospitality industry consists of broad category of fields within the service

industry that includes lodging, restaurants, even planning, theme

[11]
parks, transportation, cruise line, and additional fields within the tourism

industry. The hospitality industry is a several billion dollar industry that mostly

depends on the availability of leisure time and disposable income. A hospitality

unit such as a restaurant, hotel, or even an amusement park consists of multiple

groups such as facility maintenance, direct operations (servers, housekeepers,

porters, kitchen workers, bartenders, etc.), management, marketing, and human

resources.

The hospitality industry covers a wide range of organizations offering food service

and accommodation. The industry is divided into sectors according to the skill-sets

required for the work involved. Sectors include accommodation, food and beverage,

meeting and events, gaming, entertainment and recreation, tourism services, and

visitor information.

Hospitality in India:

Indian tourism and hospitality sector has reached new heights today. Travelers are taking

new interests in the country which leads to the upgrading of the hospitality sector. Even

an increase in business travel has driven the hospitality sector to serve their guests better.

Visiting foreigners has reached a record 3.92 million and consequently International

tourism receipts have also reached a height of US$ 5.7 billion. Hospitality Industry is

closely linked with travel and tourism industries. India is experiencing huge footfalls as a

favorite vacation destination of foreigners and natives and the hospitality industry is

[12]
going into a tizzy working towards improving itself. Fierce competition and fight to rank

on the number one position.

Tourism

Hospitality in India is based on the Sanskrit adage ‘Atithi Devo Bhava’ or ‘guest

is god’. The concept was adapted by the Ministry of Tourism, Government of India

which aims at creating awareness about rich variety of tourism in India.

India is currently ranked 12th in the Asia Pacific region and 68th overall in the list

of the world's attractive destinations, according to the Travel and Tourism

Competitiveness Report 2011 by the World Economic Forum (WEF).

India is well known for its natural resources (ranked 8th) and cultural resources

(24th) with many World Heritage sites, both natural and cultural; rich fauna, many

fairs and exhibitions and strong creative industries. India also has quite good air

transport (ranked 39th), particularly given the country’s stage of development, and

reasonable ground transport infrastructure (ranked 43rd), reports The Travel and

Tourism Competitiveness Report 2011 by World Economic Forum 2011.

Investment in travel and tourism in India is expected to reach US$ 34.7 billion in

2010 and US$ 109.3 billion by 2020.

1.2.1 History:

Mahindra & Mahindra was set up as a steel trading company in 1945. It soon expanded

into manufacturing general-purpose utility vehicles, starting with assembly under licence

of the iconic Willys Jeep in India. Soon established as the Jeep manufacturers of India,

[13]
M&M later branched out into the manufacture of light commercial vehicles (LCVs) and

agricultural tractors. Today, M&M is the leader in the utility vehicle segment in India with

its flagship UV Scorpio and enjoys a growing global market presence in both the

automotive and tractor businesses.

Over the past few years, M&M has expanded into new industries and geographies. They

entered into the two-wheeler segment by taking over Kinetic Motors in India. M&M also

has controlling stake in REVA Electric Car Company and acquired South Korea's

SsangYong Motor Company in 2011.

The US based Reputation Institute recently ranked Mahindra among the top 10

Indian companies in its 'Global 200: The World's Best Corporate Reputations' list

1.3 Vision & mission

Mission:

Good Living. Happy Families.

Vision:

We will be Asia’s No.1 Company in Holidays & Leisure Services for the Urban Family.

• We will achieve this through customer centric practices that ensure Service

Excellence, Innovation & Employee Pride.

• We will create wealth for the Stakeholders and be a Responsible Corporate Citizen.

[14]
1.4 PRODUCT RANGE OF THE COMPANY

The organization provides leisure hospitality services in India and has the flagship

service offering Club Mahindra Holidays.

The list of services provided by the company are as follows:

Activities:

India’s no. 1 holiday brand - Club Mahindra endeavors to make holidays enjoyable. The

company trains latent talent across resort to form a team of ‘Champs’, who work on

creating a 'comeback value' based on 'experiences.' Activities are designed specifically to

cater to all ages. The ability to anticipate customer needs and deliver them has been a major

strength of the company. The range of activities span adventure sports, water sports,

camping, treks, indoor family games and hobby programs for children and adults. Apart

from those above, specific recreational facilities include fully equipped gyms, swimming

pools, Svaastha – Harmony spas etc.

Personalized service:

The service in all the resorts is professional and highly personalized. From choice of food

(a variety of restaurants are available for guests to choose from), Holiday activities (all

seasons and all ages) and personal touch in dealing with guests (eg. recognize names and

to understand and serve specific requirements), Club Mahindra benchmarks expectations

and redefines entitlements.

[15]
Member Relations Centre:

A dedicated, well trained team of holiday consultants work out of the ‘state of the art’

Member Relations Center at Chennai. A local call number provides easy and direct access

to the Call Centre seven days a week.

1.5 SIZE OF THE ORGANIZATION

SIZE OF THE ORGANIZATION IN TERMS OF MANPOWER: In the New Delhi

office the the manpower size ranges approx upto 200-250.

TURNOVER OF THE COMPANY

INCOME 2009-10 2008-09

RS. RS.
Income from sale of 4,687,499,308 3,930,644,235
Vacation Ownership and
other services
Other income 10 476,171,448 512,454,133

TOTAL 5163,670,756 4,443,098,368

[16]
[17]
1.6 ORGANIZATION STRUCTURE OF THE COMPANY

[18]
 MHRIL
CLUB
MAHINDRA

CDS Mahindra Marketing

O Holidays

Branch Mkt.
Sr.
Manager
Team Venue Mgr
Mgr

CDSO Mahindr
Team a
Mgr Holidays
Take Over
Mgr Marketing
Mgr Venue
Mkt Mgr
Direct
Sales
Magr Supervisor Superviso
Sales r
Consultant
Sales
TME TME
Executive

[19]
1.7 MARKET SHARE AND POSITION OF THE COMPANYS

Mahindra Holidays & Resorts India Limited is part of the USD 20.7 billion

multinational Mahindra Group. With over 200,000 employees in 100 countries across

the globe, the Group is also among India’s top ten Industrial Houses. The Group has

interests in aerospace, aftermarket, agribusiness, automotive, components, consulting

services, defense, energy, farm equipment, finance and insurance, industrial

equipment, information technology, leisure and hospitality, logistics, real estate, retail,

and two wheelers.

Over the last decade, MHRIL has established itself as a market leader in the family

holiday’s business. The company has followed a two pronged strategy – rapidly increasing

its bouquet of resorts to provide more variety in holidaying options and enhancing its

service levels to its members to provide delight at every point of interaction.

As a measure of providing quality customer service, Mahindra Holidays has established

systems which enable professionalism, efficiency and quality at all times. Timeshareware

– A Sales & Marketing, Reservations & Resort Operations software specially sourced from

PCC Inc, Utah, and USA.

[20]
Adrian B. Ryan

1.8 PRESENT LEADERSHIP

A K NANDA
Chairman

RAMESH
RAMANATHAN U.Y. PHADKE CYRUS J. GUZDER VINEET NAYYAR ROHIT KHATTAR
Managing Managing Managing Managing Managing
Director Director Director Director
Director

AMAR KORDE
CFO

RAJIV
BALAKRISHNAN A.F. FERGUSON &
CO. (Auditor)
CS

[21]
 Chapter 2

Functional analysis

[22]
SWOT ANALYSIS OF MAHINDRA AND MAHINDRA

STRENGTH WEAKNESS

• Strong Brand Image • Limited Personnel

• Experienced management Staff • Financing
• Popularity Of Adventure Travel
• Locomotion
• Potential to Become a Premier
Provider
Strengths

OPPORTUNITIES THREATS

• Growth market • Internet and Price

• Potential to Achieve Sales from the Competition
National Market • Local Competition (Existing
• Vertical Integration and Potential)
• Popularity • Economic Downturn
[23] • Conflict in some part of
India
Strengths

• Strong Brand Image: Mahindra Group is one of the largest group in the Country

• Experienced Management Staff: Club Mahindra team is experienced in the

travel business and in adventure sports. Network of valuable connections will

contribute greatly

• Popularity of Adventure Travel: In the last five years, these sports have started

to go mainstream.

• Locomotion: Mahindra has some of the best resorts in India

• Potential to become a Premier Provider: Club Mahindra has the management

and staff to produce a top-quality service.

Weakness

• Limited Personnel: Club Mahindra's staff is exceptional; they will be faced with

long hours for little pay.

[24]
 • Financing: Unforeseen expenditures or poor sales will threaten Club Mahindra's

cash position.

Opportunities

• Growth Market: The national adventure travel market is growing 10%

annually, and preliminary estimates suggest that the Woodville market exceeds that

growth rate.

• Potential to Achieve Sales from the National Market: As Club Mahindra

establishes itself and gains financial stability, it can begin to market its services

nationally. CLUB MAHINDRA plans to begin this effort via a World Wide Web

campaign in the first year of operation and diversify its communications efforts in

years two and three.

• Vertical Integration: The potential to integrate services and add branches exists

• Popularity: Club Mahindra is quite popular among the masses and can use its

popularity as opportunities.

[25]
Threats

• Internet and Price Competition: When the airlines were deregulated, price

competition increased. Further, the Internet has provided a sales medium for

consolidators who compete on price and has also given consumers the ability to

plan and arrange trips for themselves. Thus, the traditional agency faces greater

competition.

• Local Competition (Existing And Potential): There are no agencies in the this

area that specialize solely in adventure travel. Moreover, additional adventure

travel specialists may follow CLUB MAHINDRA's lead.

• Economic Downturn: The strong domestic economy has been good for the travel

and tourism industry. Continued growth is anticipated. However, unforeseen or

unanticipated economic recession would reduce disposable income and threaten

Club MahindraS's sales.

• Conflict in some part of India: Conflict in some parts of India such

as Jammu and some other sensitive parts of country can be considered
as threats.s

[26]
Sales Process

How a Sales Process Can Drive Revenue for Your Small Business

It is no secret that small businesses today are facing greater competition at the same time that their

customers are becoming more sophisticated and demanding. This paper focuses on one way to

meet these challenges: adoption of a formalized sales process methodology tailored to the unique

needs of small businesses

Why Your Business Needs a Sales Process

A sales process is simply a series of customer-focused steps that enables sales professionals to

substantively increase win rates, build customer retention, and increase revenue production. Each

step consists of several key activities and has a predictable, measurable outcome.

Microsoft® has worked closely with Sales Performance International, a leader in sales process

consulting, on a sales process methodology specifically for small businesses based on SPI’s proven

Solution Selling® methodology. The implementation, adoption, and tracking of this methodology

is tightly integrated with Microsoft Office Outlook® 2003 with Business Contact Manager – an

add-in for Outlook 2003 that enables small businesses to easily and effectively manage customers

within the familiar Outlook environment.

You may be asking, “Why does my organization need a more formalized sales process?” First of

all, look at your own customers. Are they becoming more demanding? Do they have more options

to choose from to meet their needs? Are they becoming more sophisticated in how they analyze

these alternatives before making a decision? Is it becoming more challenging for your business to

[27]
attract and retain customers? Microsoft’s research shows that for most small businesses, the

answers to these questions are a resounding “Yes!”

Now look internally. Does your sales force sometimes react sluggishly when opportunities arise?

Do your salespeople have trouble projecting a consistent, professional image? Do promising

customer commitments too often fall through the cracks? Do negotiations go awry at the last

minute, resulting in a bad deal – or no deal at all? Is your customer data out-of-date and dispersed

in silos across the company? Are you tired of technological solutions that are so complicated they

never get used? Microsoft research shows that the answers to these questions tend to be “Yes” as

well.

A well-defined sales process is no panacea, but one that is implemented using Outlook 2003 with

Business Contact Manager can help your sales force:

• Identify and qualify leads.

• Find more opportunities for repeat business among your existing customers.

• More consistently position the unique value that your company can deliver versus

the competition.

• Discover your customers’ true “pain points” and map these needs to your products

or services.

• Identify and deliver convincing proof that your products can meet those needs.

• Better assess the revenue potential for a given customer – and be able to view

consolidated information for all customers in your sales pipeline.

[28]
 • Negotiate and close more sales.

• Build stronger relationships with customers and business partners.

• Put a follow-up process in place after the sale that helps drive customer satisfaction

– and generates repeat business and referrals.

What Is a Sales Process?

As mentioned above, a sales process is simply a series of steps that enable your sales force

– whether that’s a single sales professional or a small team headed up by a sales manager

– to close more sales and generate more repeat business.

Every business has unique needs. We have created three versions of our sales process based

on different customer buying processes:

• One for small businesses selling to medium or large companies

• One for small businesses selling to other small businesses

• One for small businesses selling to consumers

SALES PROCESS STEPS

Repeat
Prospecting Qualifying Proposal Decision
business

[29]
Five steps define the sales process methodology. Each step is made up of several key

activities with predictable, measurable outcomes. The steps help small business sales

professionals succeed by:

(1) Focusing on a total understanding of critical business issues faced by customers.

(2) Developing potential value to be gained by customers.

(3) Creating a strong desire in the customer to buy products and services supplied by

your company.

Step 1: Prospecting. At this first stage of the sales process, the salesperson is generating

qualified leads, finding new opportunities among the existing customer base, and

differentiating his or her company versus the competition. Depending on the type of

business, prospecting can take many forms including networking, seminars, marketing,

trade shows, and cold calls. The purpose of this step is to identify a qualified decision

maker, or an ally in the organization who can help you reach the decision maker.

Microsoft Office Small Business Edition 2003 provides your company with many tools to

help you reach this goal. Are you frustrated by the time and expense of using a designer to

create your marketing materials – or doing them in-house and ending up with a direct mail

piece that makes your company look unprofessional? Microsoft Office Publisher 2003

enables you to create customized, professional looking marketing materials in-house to

drive your prospecting efforts. Business Contact Manager then helps you manage all of

your customer information within the familiar Outlook environment, so there is little or no

training downtime for your sales force. And we have created more than a dozen

[30]
downloadable “job aids” – such as the Business Development Prompter, three brief,

targeted scripts used to stimulate interest when making cold calls – that plug right into your

Office programs and help with the adoption of the sales process.

Step 2: Qualifying. In this stage you and the customer are sizing each other up. You are

assessing the revenue potential and costs associated with a customer opportunity to decide

if it’s worth pursuing further, while the customer is assessing whether your company can

meet their needs. In this stage of the process, your sales professionals need to be adept at

probing to unearth the customer’s true needs, in detail. Then they need a way to clearly

articulate a “buying vision” to the customer – capabilities that illustrate how your

company’s products or services can uniquely meet their needs. The goal of this step is to

convince the decision maker to move ahead with an in-depth evaluation of your solution.

Outlook 2003 with Business Contact Manager gives you increased insight into your

business, whether you are a sales professional or a small business owner. A sales

professional can quickly assess a customer opportunity by attaching pricing information to

the opportunity and assigning a probability of closing the sale. The business owner can

take a broader perspective and run one of the twenty customizable reports in Business

Contact Manager to view the entire sales pipeline sorted by customer, product, or stage.

And once again there are several downloadable “job aids” to assist with this step of the

sales process, such as the Product/Service Benefit Statement, a template for your sales

professionals to help their customers visualize what they can accomplish with your

company’s product or service.

[31]
Step 3: Proposal. When you reach this stage the promises end and you have to

demonstrate to the decision maker that your company can really deliver the goods. You

can create a mutually agreed upon Product/Service Evaluation Plan that highlights key

steps to prove your capabilities and ensure a win for both the customer and the salesperson.

The Evaluation Plan is an important, formal lever that many salespeople overlook: once a

customer agrees to the Evaluation Plan, the salesperson is in control of the sales process.

In other words, the customer can only afford to go through the steps of an Evaluation Plan

with one selling organization because of the time, cost, and resources to perform each step.

The goal of the Proposal stage is that the value has been demonstrated – via successful

completion of the Evaluation Plan – and the customer requests that the salesperson submit

a proposal.

At this stage of the process the consideration set of companies narrows in the eyes of the

customer, and responding rapidly – and professionally – is essential for the sales

professional. Most small business owners wince at the thought of how many potential sales

slip away when a commitment falls through the cracks or an e-mail goes unanswered.

Outlook 2003 with Business Contact Manager consolidates all of your customer

interactions – e-mails, tasks, appointments, notes, and even documents – in one place so

you will always have a comprehensive, up-to-date picture of what is going on with that

customer.

Step 4: Decision. By now, you are so close to pushing this deal across the goal line that

you can almost taste it. But how often has your sales force fumbled the ball in the red zone?

[32]
Perhaps one of your salespeople gave too much away in the final negotiations, making the

deal unprofitable. Or conversely, perhaps he or she walked away from a good sale when a

low cost giveaway might have sealed the deal. Such is the delicate and tantalizing nature

of the Decision step of the sales process.

The desired outcome, naturally, is a successfully negotiated deal – perhaps formalized in a

signed contract – that symbolizes a win-win arrangement for your company and the

customer. Downloadable templates for Office can arm your salespeople with all the right

negotiating levers – and avoid unwanted surprises when the contract arrives. For example,

the Give-Get List for Negotiation Trade-Offs spells out things that you are willing to trade

for during negotiations (e.g., we supply 100 hours of training if the customer aggress to be

a reference for my next six prospects) and those that are off the table (e.g., no pricing

discounts).

Step 5: Repeat Business. A signed contract is really just the first chapter of the story.

The Repeat Business step acknowledges that it is indeed a sales process – not a moment in

time when a contract is signed or a sales commission is paid out. First of all, the product

or service must be delivered and implemented as promised. A sales professional focused

on a long-term profitable relationship will take ownership and follow up with the customer

to make sure that everything is going smoothly. And at the right time, he or she will begin

the Prospecting step again, probing the customer to see if there is an ongoing need that can

be serviced with a simple reorder or, if needs have changed, the opportunity to upsell or

[33]
cross-sell a new product or service. Obviously the goal of this step of the sales process is

repeat business – not to mention a satisfied customer willing to be a referral for you.

Staying connected with your customers is easier with Outlook 2003 with Business Contact

Manager. First, you can set automatic follow-up reminders in Outlook 2003. Second, the

Account View enables you to connect all contacts for a given company into one Account

Record. And, finally, all of your interactions with that account are tracked within Account

History. Publisher 2003 can also play a valuable role in customer retention by enabling you

to quickly customize professionally designed e-mail or direct mail materials that deliver

tailored messages or special offers to your customers.

The Challenges of Implementing a Sales Process

Clearly, a well-defined and measurable sales process – implemented using Outlook 2003

with Business Contact Manager – can make a difference in your organization. But there

are still challenges to overcome. Change is scary, and inertia is a powerful force. People

like doing things the way they always have done them. Here are some best practice

guidelines to help you successfully implement a new sales process in your organization.

The Role of Management Support

The small business owner needs to take ownership for implementing the sales process. As

with any proposed change, sales professionals will watch closely to see if the sales process

will really be adopted and enforced by the organization. Is this just the flavor of the month

[34]
or is it truly a new way of doing business? The business owner and sales manager (often

the same person) must support and reinforce the change at every opportunity. Use the sales

process terminology inherent in the process to show that a cultural shift is being made, for

example. It also means adjusting compensation schemes to reward those who use and excel

with the sales process. And most importantly, it means enforcing participation across the

board. Nothing will do more to undermine the participation of junior salespeople than

seeing a more senior colleague allowed to blithely skip steps in the sales process.

The Process of Sales Process

As discussed above, your sales process should map to your customer’s buying process. The

three examples that we have provided – one for small businesses selling to medium or large

companies; one for small businesses selling to other small businesses; and one for small

businesses selling to consumers – are broad guidelines. In general, more complex sales

usually result in longer sales cycles with more steps, whereas the opposite is true with

less complex sales. You need to adjust these models to meet the unique needs of your

customers and your own sales organization.

It is also important to realize that there is a process to implementing a sales process. It is

not a one-time thing. Just as you would with any major endeavor, think: Research 

Implement  Evaluate  Refine + Ongoing Management Support.

[35]
 • Research. Spend time talking with customers and reflecting on what process

elements have worked well for your top salespeople.

• Implement. Document your customized sales process, along with tailoring any

tactical job aids that you want your salespeople to use. And build usage of the sales

process into your compensation schemes.

• Evaluate. Being able to quantify what is – or is not – working with your sales

process is essential for keeping people committed to it. Get feedback from your

customers. Is their satisfaction higher? Are they more likely to buy from you again?

Are they more willing to act as a referral? The sales process itself has measurable

outcomes at each step: How many new leads are being generated? How many are

being converted to hot prospects? How many proposals are we submitting? How

many are converted to sales? Are we generating repeat business? These sales

process metrics can very naturally be tied to compensation schemes.

• Refine. Your sales process needs to be a dynamic tool that changes to reflect the

customer buying process, as well as the evolving personnel and culture of your

organization. Look for trends and clues in your sales process metrics and consider

doing a major periodic review of the process to fine tune it.

• Ongoing Management Support. Talk the talk and walk the walk. A sales process

will create uncertainty and additional work – at least initially – and employees will

watch management closely for signs that their commitment is fleeting.

Next Steps

[36]
To continue your investigation of this small business sales process model, consider these

resources:

• Interactive sales process demo. Explore the fundamentals of a small business sales

process in this self-guided demo.

• Sales process reference story. Follow a sales professional as she implements and

customizes the sales process methodology to help close a big sale.

• Templates to help you attract more customers. Customizable templates for Office

2003 that cover many of the key concepts discussed above.

• Templates are available to help you close more sales. More customizable templates

to help you close more sales and negotiate better deals.

• Microsoft Office Small Business Edition 2003 demo. Learn about the features and

capabilities of Office Small Business Edition 2003 in this self-guided, interactive

tour.

• Office Online. An essential resource with thousands of additional templates, clip

art and media, assistance articles, business services, training, product information,

and more for Office. Visit the special section for sales professionals.

A great sales process can help your sales force succeed. Its benefits

include:

• Definable steps. A sales process helps you identify best practices for working through

sales opportunities. Random acts produce random results.

[37]
• Predictable outcomes. A sales process helps you see which steps will bring a sales

opportunity to closure

• Repeatable activities. A sales process helps you replicate your successes and avoid your

failures.

• Measurable results. A sales process helps you forecast revenue and measure the time

required for key steps in the process.

Below the line

Above the line (ATL), below the line (BTL), and through the Line (TTL), in organizational

business and marketing communications, areadvertising techniques.

In a nutshell, while ATL promotions are tailored for a mass audience, BTL promotions are

targeted at individuals according to their needs or preferences. While ATL promotions can

establish brand identity, BTL can actually lead to a sale. ATL promotions are also difficult

to measure well, while BTL promotions are highly measurable, giving marketers valuable

insights into their return-on-investment.

Promotional activities carried out through mass media, such as television, radio and

newspaper, are classed as "above the line" promotion. "Below the line" promotion refers

to forms of non-media communication or advertising, and has become increasingly

[38]
important in the communications mix of many companies, not only those involved in fast

moving consumer goods, but also for industrial goods.

"Through the line" refers to an advertising strategy involving both above and below the

line communications in which one form of advertising points the target to another form of

advertising thereby crossing the "line".

Above the line sales promotion

ATL is a type of advertising through media such as television, cinema, radio, print, web

banners and web search engines to promote brands. This type of communication is

conventional in its nature and is considered impersonal to customers. It differs from BTL

advertising, which uses unconventional brand-building strategies, such as direct mail and

printed media (and usually involves no motion graphics). It is much more effective when

the target group is very large and difficult to define. The term comes from top business

managers and involves the way in which Procter & Gamble, one of the world’s biggest

advertising clients, was charged for its media in the 1950s and 1960s. Advertising agencies

made so much commission from booking media for clients that the creative generation and

actual production costs of making TV ads was free – hence above the line. Everything else

they paid for and was therefore below the line. Since then, models have changed and clients

are no longer charged for their media in that way.

The line

[39]
Used loosely, ATL still means mass media. However the media landscape has shifted so

dramatically that advertisers have reconsidered the definitions of mass media.

For some marketers the "line" divides the realm of "Awareness or Attention focused

marketing" and that of "Interest + Desire focused marketing". Since audience numbers in

the Interest and Desire phase of the AIDA sales model narrow down to a fraction of the

Awareness audience, the line could be drawn right below the awareness set of activities.

Loosely put, everything done prior to a customer's actual entry into a retail outlet is ATL

for these retailers, as they define shop-floor activities as the true BTL set of activities which

decide on which brand sells eventually.

It could also be argued this is a reverse definition, i.e. the Line came before the above

definition did. The Line more likely refers to the profit line of the agency, with above the

line activities being more profitable (or at least profitable) for advertising agencies, and

below the line activities of little value to agencies since they didn't involve large budgets

and hefty kickbacks from media buying houses

Below the line sales promotion

BTL sales promotion is an immediate or delayed incentive to purchase, expressed in cash

or in kind, and having short duration. It is efficient and cost-effective for targeting a limited

and specific group. It uses less conventional methods than the usual ATL channels of

advertising, typically focusing on direct means of communication, most commonly direct

[40]
mail and e-mail, often using highly targeted lists of names to maximize response rates.

BTL services may include those for which a fee is agreed upon and charged up front.

BTL is a common technique used for "touch and feel" products (consumer items where the

customer will rely on immediate information rather than previously researched items). BTL

techniques ensures recall of the brand while at the same time highlighting the features of

the product

Another BTL technique involves sales personnel deployed at retail stores near targeted

products. This technique may be used to generate trials of newly launched products. It helps

marketers establish one-to-one relationship with consumers while mass promotions, by

definition, make it difficult to gauge consumer-response, except at the time of sales.

Examples include tele-marketing, road shows, promotions, in- shop and shop-front

activities, display unit

Through the line

More recently, agencies and clients have switched to an "Integrated Communication

Approach", or "through the line" approach. TTL is a neologism describing an existing

process, according to Altaf Jasnaik, Corporate Communications and Branding Manager

at Sharp Middle East & Africa. In the TTL approach, a mix of ATL and BTL are used to

integrate a marketer's efforts and optimize returns from these separate investments.

Recently the TTL approach has shifted its emphasis more towards BTL.] The idea remains

to optimize the return on marketing budget spent by focusing one's energy on winning

smaller yet more crucial BTL battles than ATL wars with well-funded competition.

According to EBS Worldwide, mainstream mass broadcast marketing is increasingly being

[41]
viewed as uneconomical, in terms of return on investment, which is where BTL marketing

fits in. a few examples could be - bus stand hoardings, pamphlets,small informational

sheets along with the newspaper.etc.

Analysis of target group (TG) and relationships

Club Mahindra Holidays, India's leading 'family holiday' company and the top, high-value

holiday brand in the country has the product specially designed to be anti-inflationary and

is extremely flexible and scalable for its target group. Club Mahindra has always been

associated with family holiday packages and the Internet – which is a personal medium –

to reach out to new audiences. For them, everybody is a prospect. They are advertising

online to create awareness. Even when they communicate with young people, who will

have a family tomorrow.

Club Mahindra will target following group:

• Couples and individual adventure travelers: This is the customer group that meets

the demographic profile for adventure travelers -- ages 25-35 with household income

greater than Rs 400000.

• Group adventure travelers: These are groups that belong to local athletic

organizations, such as cycling or Sports clubs.

• Corporate adventure travelers: Club Mahindra will target local businesses in an attempt

to secure corporate accounts.

[42]
Consumer buying behaviour

Pre-Purchase Step

Problem recognition

Vacations are fast becoming an integral part of today’s lifestyle. They have become an

essential means to escape the demands of everyday life, to de-stress and rejuvenate

yourself, before plunging back in to routine. But more often than not, a vacation may

provide all the physical rejuvenation you need but may not refresh you mentally. So there

is a need of complete rejuvenation of body, mind and spirit.

Information Search

Increasing need of information is made accessible through all the latest Internet and

communication channels, travel guides, on site tours, audio guides, mobile

communications, podcasts etc.

Personal source of information could be the referral of friends, family etc.

Evaluation of alternatives

Various other competitors like cox and kings, yatra.com etc

Purchase step

Reasons for purchase

Services should provide utility and satisfy physical needs first i.e. de-stress and

rejuvenation. Also satisfaction of emotional needs like luxurious and comfort during

vacation.

[43]
Psychological needs satisfaction could be like time spend with family, time for oneself etc.

Post-purchase step

‘State of the art’ IT systems to streamline their operations and processes towards smooth,

quick and efficient management of its substantial member base. The implementation of a

CRM system should be a powerful tool to track important member information and work

on creating a 'comeback value' based on 'experiences.

Positioning

Why?

• To offer a new way of connecting people with a city; Bringing out the soul of the city;

A unique travel experience

For Whom?

• Energetic, passionate, modern, untraditional traveler who is searching for a unique travel

experience; Travel alone or with few friends or family; Travel without a packet

when?

• Weekend getaways, long/short vacation, cultural trips

Against Whom?

• Travel guides, podcast, interactive applications and competitors that are not entertaining

so, the positioning of Club Mahindra is to provide a unique, fun and entertaining travel

[44]
experience by continually connecting them emotionally to the city and its soul with tagline

“Jiyo Life”-ordinary people who live extraordinary life.

Chapter-3
[45]
 Job Specific Analysis
REVIEW OF LITERATURE

Adrian B. Rayans and Charles B. Weinberg March 1979:- This paper develops a three-

stage conceptual model of personal selling and sales force management that emphasize on

the relationship between the sales force management decision making and empirical

research. The model provides a mean for both researcher and managers to identify, classify,

and interrelate the research study that has been conducted in the sales force area. In this

research the main focus has largely on the relationship between an objective measure of

sales performance and observable, measureable factor that are believed to influence sales

performance. The main findings of this study are that there are number of ways through

which the manager can increase the profitability of desired personal selling out comes.

David B. Montgomery, Alvin J. Silk and Carlos E. Zaragoza (1971):- suggests the

various marketing models used by companies in order to market their products as per their

customers which require these products. According to them there are two basic reasons on

which the strategy for selling a product is being determined. Firstly, there should be

detailed information should be provided to the Product Managers so that they can prepare

their respective accordingly. Secondly, forecasting the estimate of sales as per the product

contents and details so that targets can be set accordingly. The authors have also used

various mathematical tools in order to judge the sales forecast on actual basis to the

[46]
expenses being incurred by the organization/ businesses. The main emphasis is being given

to pharmaceutical products and its relevant information about it, towards the end of the

article the author stated that the model answers all the relevant information that will be

required by marketers in order to make sales. They also used promotional activities so that

they can cater to the need of masses, the various techniques used by them are advertising

in journals, etc and also direct mail in order to know the response for a particular product.

Henry J. Lucas March 1973:- discusses a descriptive model which identifies expected

predictors of sales force performance and the use of sales information system. The

relationship between the use of the system and performance is also explored. Emperical

data from three divisions of a major clothing are analyzed according to the guidelines of

the model .The result confirms the general classes of relationship predicted by the model ,

but specific relations among the variable are complex and depend heavily on sales

environment. The paper presents the result of study of sales performance and the use of

sophisticated sales information system in an apparel manufacturing firm. The purpose of

this study was to determine the determine the variable which predict sales force

performance and the use of sales information system and to explore the relationship

between system use and performance.

Rajiv Lal and Srinivasan June 1988:- This paper examines the agency approach theory

to understand the sales force compensation plans is extended to incorporate the interterm

poral nature of the sales person’s effort decision, i.e , the effort can change potentially

depending on the sale performance up to a given point in time in the accounting period

.The analysis presented in this paper extends to the approach where sales person makes

[47]
repeated decisions within an accounting period and hence these decisions could be

inherently affected by the success or lack up to that poin of time moreover they extend the

analysis to situation where the sales person carries more than one product. The main

findings of the research paper is that they are able to determine the effects of various

parameter such as risk aversion of the salesperson, the perceived cost of effort and more

importantly, the effectiveness of sales effort. In this way they contribute to a more complete

understanding of the effects of this parameter on salary compensation.

Srinivasan and Helen 1987:- This paper examines the advertising-sales relationship in the

framework of the Koyck model. The aim of this paper is two-fold: to present a new model

for the recovery of micro-parameters of interest, to present a new method of parameter

estimation which may be applied to the new and previous models, ensuring feasible

estimates. This paper therefore attempts to evaluate the estimation methods under

conditions that are more similar to those that are encountered, and with the data limitations

that are commonly experienced. Consequently they have shall compare the methods under

the more realistic condition of 20 years of data. Assuming that the micro model corresponds

to monthly data, they have used 240 micro level observations.

STATEMENT OF PROBLEM

Mahindra Holidays and Resorts India Ltd. are in the business of leisure hospitality

services in India and have the flagship service offering Club Mahindra Holidays.

[48]
A sales process is simply a series of customer-focused steps that enables sales

professionals to substantively increase win rates, build customer retention, and increase

revenue production. Each step consists of several key activities and has a predictable,

measurable outcome

Specific steps or stages in a sales process vary from company to company but generally
include the following elements:

1. Initial contact

2. Application of Initial Fit Criteria

3. Sales lead

4. Need identification

5. Qualified prospect

6. Proposal

7. Negotiation

8. Closing

9. Deal Transaction

OBJECTIVES

• To study and evaluate the potential customer for the company by tied ups

• To study and understand the proper execution of activities or event

• To make the appointment on lead generation through TCM

• To judge the customer profile 4 marketing sales.

Scope:-

• It is conducted in geographical area Delhi.

[49]
 • Eight weeks training under the guidance of marketing manager.

SALES PROCESS

Tele calling- the most of time I have 2 call customer. we get the churn data where

informant about the customer profile is written on the sheet. we have to convince the

customer to make a visit in our office. As a telecaler we tell that your number has been

selected, u get a voucher. All u need to do is collect the voucher from our office.

Venue visit- along with sale officer we convince the customer to take membership of

club mahindra. We find out his need accordingly we tell our plans. In this process we

have to judge the customer profile and verify the details which he had alrea dy told to

our telelcelers .Me as trainee sit with the salesofficer and customer and work as a helper.

Activities and events- as a trainee go with 4-5 opc’s to organize event. Like we organize

event in Dwarka it’s like a promotional activity or called as branding. we organize an

event out there In societies by throwing tea party and golf games and sometime we make

competion whoever wins get prizes. behind all this our motto is to generate sale, whoever

interested in spending holidays, we sell the our membership right here.

Business to business marketing- we get the data that is high profile data as a trainee we

visit there with our seniors and tie ups with them.

[50]
Supervision- as a trainee we are expected to supervise our juniors. and give report to our

seniors.

Visting outside- with sales officer we also visit to customer’s house to close the sales.

Marketing Activities: company tied up with certain other organization the various

organizations are:-

Petrol Pumps- the OPC stand on the petrol pump so that the people visiting there for petrol the

opc asked them to fill the lucky draw coupon. for ex-IOCL,HPCL ,BRITANIA petrol pump

Direct Market Activity-the OPC ask the people in the open market to fill the lucky draw coupon.

Schools and Restaurants- the activity is also conducted in various schools and restaurants for

generating data. for ex. Dav Public School, Himalyas School, Guru Nanak School And Haldirams,

Bikaneer etc.

Hyper Markets-the activity is also conducted in various shopping places, there the company

founds the most appropriate potential customer. for ex. Big Bazar, Stanmax ,Vishal Mega Mart

and various malls etc.

Health Clubs and Gym-the data is also generated from various health related clubs and gyms.

[51]
R.W.T(Residential Welfare Association)-in this type of activity door to door data is generated

by visiting every customer’s house in this type of marketing activity data generation is quite

difficult.

3.1 Sales process of Club Mahindra

[52]
[53]
Prospecting-OPC’S-The full form is out post consultant the activities in different places

are conducted by OPC’s every OPC is send where they find appropriate customer. They

visit each and every person which they find best suited. Then filled coupons are divided on

qualified and not qualified person the criteria for that are age, Car Owned, and Marital

Status etc. data warehouse-the collected data is then go through certain process like data

analyzing, data verification, data scrutiny and data filtration.

Appointment- TME’S-this is the unit of tele–callers where they directly call the potential

customer and talk to them related there lucky draw and gift vouchers and for that they start

with an introduction and make them remember that they had filled lucky draw coupon at

certain place and on specific date so that talks becomes easy and than they call them in

their venue office to attend their 1 hour seminar at their west gate mall, Rajouri garden they

make the conformations about their comings. It’s all related to take an appointment on

phone and make them ready to come in venue.

Need analysis- when customer visits in the office, our sales officer talk to them in a

manner they can find out what customer actually want and whether he or she is capable of

paying such a costly fees of membership ,by customer status and by judging customer

gesture, sales officer find out what his need is.

Product presentation- this is the most difficult work because sale depend how you

progress. How you approach the customer the way you present the product. We have four

type of membership blue, red, white and purple. According to need of the customer sales

[54]
officer tell various plans by showing various resort pictures through video clipping. While

presenting the product sales officer keep trying to attract the customer and making

customer involve in it as well by asking him or trying to take feedback from customer in a

verbal way. This is just because that customer does not fell bore. Engaging the customers

is a very integral part of presentation. Club Mahindra offers various gifts and scratch cards

if customer wants to take membership. All the things are being told to customer in product

presentation.

Objection handling- In this sales officer clears customer doubt. It’s all about making

customers fully understand about the product and whatever the myths and objection

customer is having before take membership. All such things are take care by sales people

in objection handling.

Close - This is the step where customer is fully understand the product and ready to give

the money or agreed to become member of Club Mahindra. Here officially work starts he

or she signs on the paper give money and become member of Club Mahindra holidays.

Referrals- When customers become member of Club Mahindra. He is asked to give

references of his relative.colluges.so that if they want to join Club Mahindra they can be

contacted.

RESEARCH METHEDOLOGY

[55]
 To achieve the objective of the study, a methodology is designed. The research design,

variables, samples and sampling technique are explained briefly. The tool for data

collection, the method used for data collection and analysis of the collected data are

explained in this chapter.

Research method consists of three steps:

1. Method and tools of data collection

2. Sampling

3. Tools of data analysis and interpretation.

1. DATA COLLECTION

Data needed in the project work is first hand i.e. primary.

PRIMARY DATA

The primary data has been collected through the Questionnaire. The Questionnaire has been

properly prepared in order to cover all the Information required for the study

Structured Questionnaire Method:

In this a sample of size 50 was taken covering different levels of organization structure

and different departments. 50 questionnaires were distributed among the customer

2. SAMPLING PLAN

[56]
 SAMPLE DESIGN:-

The method of sampling used was Random sampling. Random sampling from a finite

population refers to that method of sample selection which gives each possible sample

combination an equal probability of being picked up and each item in the entire

population to have equal chance of being included in the sample

SAMPLE SIZE:-

The sample size selected for the study is 50

3. TOOLS OF DATA ANALISIS

Data analysis is done through Research Software SPSS and data entry is done by

Excel Software. Following tools of data analysis are used:

➢ pie charts

The data collected are classified, analyzed and calculated. The statistical tools are applied

for the analysis of the data.

DATA ANALYSIS AND INTERPRETATION

[57]
 CITY
PARTICULERS Frequency Percent
DELHI (1) 32 64.0
OUT SIDE DELHI(2) 18 36.0
Total 50 100.0

INTEREPRATION: The respondents are 64% from Delhi and 36% outside from Delhi.

[58]
 OCCUPATION
PARTICULERS Frequency Percent
BUSINESS (1) 37 74.0
SALARIED (2) 13 26.0
Total 50 100.0

INTEREPRATION: 74% respondents are are business man and 26% are salaried.

[59]
 MARITAL
PARTICULERS Frequency Percent
MARRIED (1) 40 80.0
SINGLE (2) 10 20.0
Total 50 100.0

INTEREPRATION: 80% respondents are married and 20% are single.

[60]
 AGE
PARTICULERS Frequency Percent
UP TO 28 YEARS (1) 11 22.0
28 YRS-58 YRS (2) 39 78.0
Total 50 100.0

INTEREPRATION: 22% respondents are upto 28 years of age and 78 % are from 28

to 58 years of age..

[61]
 Q1
PARTICULERS Frequency Percent
A- Segement (1) 8 16.0
B- Segement (2) 28 56.0
C- Segement (3) 14 28.0
Total 50 100.0

[62]
 Q2
PARTICULERS Frequency Percent
INDIA (1) 29 58.0
ABROAD (2) 21 42.0
Total 50 100.0

[63]
 Q3
PARTICULERS Frequency Percent
YES (1) 18 36.0
NO (2) 32 64.0
Total 50 100.0

[64]
 Q4
PARTICULERS Frequency Percent
YES (1) 23 46.0
NO (2) 27 54.0
Total 50 100.0

[65]
 Q5
PARTICULERS Frequency Percent
Below 1 Lac (1) 28 56.0
1 Lac-3 Lac (2) 16 32.0
Above 3 Lac (3) 6 12.0
Total 50 100.0

[66]
 Q6
PARTICULERS Frequency Percent
YES (1) 24 48.0
NO (2) 26 52.0
Total 50 100.0

[67]
 Q7
PARTICULERS Frequency Percent
YES (1) 26 52.0
NO (2) 24 48.0
Total 50 100.0

Interpretation: we got a mixed response from the respondants about the

satisfaction level of the customers for the services provided by the company.

[68]
 Chapter-4

LEARNING SUMMARY

FINDINGS

4.1 Personal experience about the working and business environment

The working environment at the Club Mahindra holidays Branch is very congenial and

organized. The branch being situated in the area where many leading companies offices

[69]
are located so being in the posh area, business hub. Most of the customer is attracted and

the number is also very large. Club Mahindra caters to a number of services such as resorts

and hotels at the best rates provide exciting packages, accommodation travel, cruises, and

visa insurance to his member etc. and even give free voucher to experience his resort.

4.2 Practical knowledge gained

During this summer internship at the pune branch of Club Mahindra I came to know the

theoretical aspects of operations in general and practical knowledge of some of these

operations in particular. I have gone through the several ways requires to close sales.

Through marketing activity, tele-calling, tie ups and finally venue visit. I also got the

information regarding the various procedures or how actually sales are achieved thorough

team work. During internship I came to know how to deal with customers, and most

importantly how customer is convinced.

4.3 Variations/deviations in practices

The summer training programme helps to a large extent to gain practical knowledge and

the procedures followed by different companies or institutions, whereas the classroom

curriculum provides an opportunity to understand the theoretical aspects of a particular

concept or issue. Summer training also provides an opportunity to understand and deal with

the problems of the customers which is not directly possible through classroom lectures.

Interaction with different people working in the organization becomes possible due to

summer internship programme.

[70]
Through theoretical knowledge one can check the procedures are correctly followed or

there are any deviations in the systems followed.

4.4 Environment was quite clean and silent to work.

Constraints and limitations

• This branch has major drawback as this branch is divided into two parts holiday

world and CDSO company direct sales officer which often compete to each other

rather than any other branch of club Mahindra.

• And the churn data we get for calling often not correct mainly incorrect information

is given.

• The study is based on the data collection in Pune city which is limited.

• Customer were not responsive to the information asked from them.

• Last but not the least club Mahindra price being the costliest, as it’s the most

expensive in terms of prices so customers felt hitch to become member of the club

Mahindra.

RECOMMENDATION

➢ More manpower is required at Officer Level.

[71]
➢ Company should try to increase capacity utilization using point based system. As per

our calculations we can cater to additional 30,405 members with the existing capacity.

➢ Should try to improve customer satisfaction through flexi holidays and service

package.

➢ After sales service should be improved.

➢ Club Mahindra should launch more resorts.

➢ Membership cost should be less so that middle class family can also afford.

CONCLUSION

In order to increase the sales the club Mahindra should target the young couple as the new

generation are more extravagant, more spent money just to enjoy the good time They

should decrease the prices of their resort as they are very costly as compared to their

competitors. in todays world prices matter a lot so to bring down prices would help

immensely to increase the sales.

Club Mahindra should make some changes in their sales process, the booking is not

available in peak season due to this customer lose interest in spending holiday.

Thus I would like to conclude by saying that club Mahindra is leading in tour and travels.

[72]
 REFERENCES

Journals/Articles

[73]
 • Adrian B. Rayans and Charles B. Weinberg: “A Sales Force Management Model

Integrating Managerial and Research Perspectives” Research Paper No. 485, March

1979

• David B. Montgomery, Alvin J. Silk and Carlos E. Zaragoza, “A Multiple – Product Sales

Force Allocation Model”, Journal of Marketing Research, Volume 3, No. 1, September

1971.

• Henry J. Lucas: “Sales force Performance and The Use of Sales information

System” Research Paper No. 154, March 1973

• Rajiv Lal and V. Srinivasan: “Sales force Compensation Plans: A Dynamic

Perspective” Research Paper No. 999, June, 1988.

• Srinivasan and Helen, “ A Direct Aggregation Approach To Inferring Micro

parameters Of Thkoyck Advertising-Sales Relationship from Macro Data direct

Aggregation Approach To Inferring Micro parameters Of Thekoyck Advertising-

Sales Relationship from Macro Dat” Research Paper No. 949, 1987.

Websites

www.clubmahindra

[74]