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Submitted By: Rohit Yadav-P182B65 Damandeep Singh-P182B14 Kartik Mehrotra-P182A20 Chayya Rathi-P182B52
Submitted By: Rohit Yadav-P182B65 Damandeep Singh-P182B14 Kartik Mehrotra-P182A20 Chayya Rathi-P182B52
Submitted By: Rohit Yadav-P182B65 Damandeep Singh-P182B14 Kartik Mehrotra-P182A20 Chayya Rathi-P182B52
Rohit Yadav-P182B65
Damandeep Singh-
P182B14
Kartik Mehrotra-P182A20
Chayya Rathi-P182B52
• Uniglobe is a consumer goods company operating in Philippines since 1989
• The company was headquartered in US and it had a large customer reach in 5 continents
• Company has a strong presence in terms of consumer goods like healthcare ,beauty care
,paper ,food and beverages.
• The company performed exceedingly well in the year 1996 where the profit rose
unexpectedly to 30%
• Since then the company is relying on high expectations and wants to meet higher goals
year by year
• Uniglobe Sales Operations: 1) Wholesale Trade Division, 2) Small wholesale Trade
Division, 3)International Supermarket Trade Division, 4) SLS Division
Introduced in 1995,SLS was designed to create a new distribution channel and cater
rural people
The company wanted its products to reach to small geographical dispersed and hard
to reach retailers
The Uniglobe SLS division was managed through 3 national distributors, who had an
exclusive contract with Uniglobe
Distributors were required to make all capital investments, however Uniglobe would
assist them in training their salesforce and help them in doing effective and efficient
business
Distributors were paid on the return of investment they had put up in setting up the
warehouses.
SLS model only accepted cash, therefore the distributors did not have accounts
receivable.
SLS was one of the worst performers in terms of profitability compared
with other trade channels
SLS provided lower incremental margins despite of volume sales
The dilemma that Martinez faces every quarter is whether they would
risk pulling out SLS and losing volume sales from this particular trade
channel
Pulling out of the SLS division would require paying a compensation the
distributers
The SLS is not performing well because they are paying high
commission to distributor on the investment they had made in setting
up the business.
As per recommendation, we would suggest the SLS operation to be
incorporated in-house.
This would provide more control on the channel by UniGlobe, thus
increasing the gross profit margins by 2.5% annually by eliminating the
commission paid to distributers
Eventually this process would make it more compatible with UniGlobe’s
standard corporate business model
However, this would involve onetime capital investment and a increase in
fixed costs
In addition to the above, the ROI would decrease from 15% to 12%