Sales & Distribution Audit

for

Group 3
Joydeep || Krishna
Karthikeyan || Kaushik
Hargun || Kanav
Sales Management Process
General Manager looks after overall operations of the dealerships

Dealer Sales Managers Dealer Sales Managers Dealer Sales Managers works in
Light Commercial Intermediate Medium & Heavy
Vehicles Commercial Vehicles Commercial Vehicles tandem Territory
Sales
Dealer Sales Executives for each product (Tata Ace, Tata Tiago, Tata Harrier)
Managers

In Tata Motors dealerships the various distinct targets are defined are as follows.
 
C0: Number of customers enquired by the DSEs through phone/in person
 
C1: Number of customers that walk in to the dealerships to view the products (successful C0s)
 
C2: Number of customers who submit their papers for KYC to the financial banks through the dealerships
 
C3: Number of people who buy the vehicles
 
Depending upon the company’s targets and the total industrial volume of the territory the DSEs are assigned C0, C1, C2 and C3 targets for every month

Thus the sales process starts with the DSEs covering their C0 targets and ends with the conversion of C0 to C3
Sales Organization Structure
The department is headed by Executive director (Sales) who has the Vice president (Commercial) reporting to him.

Passenger Car Business Both are handled by the General Managers responsible for Multi Utility Vehicles
functioning of product groups of their separate divisions

Product Management Group Division of whole territory

Responsible for: into regions: North, East, South
• Product features and West.
• Pricing Handled by separate Regional
• Sales and communication etc. managers

Product managers in sub regions

Responsible for: Collecting market
intelligence, doing market research at the
local level, localizing communications Regional Customer service
(advertising), and so on. Manager
*different from product management group
Reports to Regional Manager
Dealer account managers and supervises a team of
They are the single point of Service engineers.
contact between the
company and the agency
Sales Forecasting
Decision Making Levels Qualitative techniques Time Series Analysis

(Medium and Heavy Commercial

Strategic
(3-10 Years) Vehicles ) in Tata Motors

Primarily, these techniques are used when

data are scarce—for example, when a new
Macro/Market
(3-5 years)
product is introduced into a market. They
use human judgment and rating schemes to
turn qualitative information into quantitative
estimates.
Channel
(1-3 Years)
. The major method used are Delphi method
and Market Research
The formula used in
Tactical
(2-12 months)
trend analysis
,where Y is the sales
(Units )
Demand
(2-5 months) ∑XY=a∑X+b∑X^2
Territory Management

Manage &
drive channel
partners to

Executing
channel &
achieve
Volume &
Market Share
1 Ensuring TML Norms are followed along with quality manpower,
infrastructure & processes
Sales
marketing
Forecasting
activities
for achieving
based on
competitor
analysis
targets
2 Effective training on pre-sales & sales processes, new product
updates

TSM Roles
Dealer Review (DRCD); last month assessment, mapping future
Competition
tracking &
counteraction
Manpower
Availability
3 strategies; DSE activities for respective LOBs; C0, C1, C2, C3
targets set owing to volume & competition also fixed.
creation for & Training
staying ahead
Liaison with Assessment Handling check done by the TSM to track DSM progress
financiers,
retail finance 4 (affixed in Term Paper Document); questions about products &
customer segments.
mgmt. for
fund free flow
Distribution Channel
Passenger Vehicles: Hub
Sales
Organization
Dealers and Sales Person Dealer choosing criteria:
• Capacity to invest
• Experience
• Existing line of business
and network
• Credit worthiness
Territory Managers • Strategic fit
• Ethics
• Reputation in the market.
Territory Allocation
and Spoke Model with
C&FA The country is divided in 4 regions – North, South , East , West
Commercial Vehicles:
No C&FA
450+ service networks States within those regions
152 dealers
300 TATA
Depending on the industry or market size, the state is divided into
service centers & TATA
dealership
service point.

Recommendations
Area Managers • Specialized Logistics
Facilities by collaboration
with Specialized logistics
providers
• Move from full range
Regional Managers: dealership to Product
North, South, East, West based Dealership
• Association with Retail
outlets
• Financing better facilities
like Tata Finance
National Sales Head
Rule of thumb followed is for 1000 industry size there should be a dealer,
i.e per 1000 units of sale in an area is designated as one dealership
Products under Territory
Manager and Area
Territory is designed so that each TM gets 2-3dealership for handling
managers:
• Small Commercial depending upon factors like distance, travelling, comfort, etc
Vehicles
• Intermediate and Light
Commercial Vehicles
• Medium and Heavy There are Sales Representatives under each TM but they are not employees
Commercial Vehicles
of TML but of dealers. They too report to TML as they do actual sales.
• Buses
GAP Analysis
Better after sales support Direct Selling of Commercial Cars
01 “Mobile vans” to increase the
penetration of service centers. Build
02 Direct selling to taxi aggregators like Ola &
Uber to regain foothold in commercial
more trust and draw customers into SCV segment for passenger vehicles
& LCV segment

Ease of access to funds Expanding outreach of SCV commercial

03 Tie up with SHGs and Micro-financing
institutions for providing loans with less
04 vehicles
• Working on B2G segment – Tata Iris being better
or no collaterals. Will increase rural proposition to replace Autos – less polluting and
penetration safer
•Driver training programmes – Can become USP
since unavailability of drivers is major challenge
Thank You!