Embed Size (px)
Citation preview
A PROJECT REPORT ON
BTL ALLIANCES AND SALES PROCESS OF CLUB
MAHINDRA
Submitted in partial fulfillment of the requirements
For the award of
Post Graduate Diploma in Management (PGDM)
To
Institute of Information Technology and Management
Guide: Submitted
by:
Prof. VIRENDER DAHIYA Vibhav sarin
Roll No.:33110
Batch (2010 – 2012)
CERTIFICATE
I, Mr. Vibhav Sarin, Roll No. 33110 certify that the Summer Training Report (PGDM -
304) 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, New Delhi. The matter embodied in this report has not been
submitted earlier for the award of any degree or diploma to the best of my knowledge and
belief.
Signature of the Student
Date:
Certified that the Summer Training Report/ (PGDM - 304) entitled “A Study on BTL
Alliances and Sales Process of Club Mahindra” Done by Mr. Vibhav Sarin, Roll No.
33110, is completed under my guidance.
Signature of the Guide
Date:
Name of the Guide: Prof. Virender Dahiya
Countersigned Designation:
Address:
Institute of Information
Technology & Management,
ii
New Delhi-110058
Programme Director/HOD/
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 Prof. Virender Dahiya, my Project guide, Institute of
Information Technology and Management, Janakpuri. 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. Mr. Dhramendra Kumar Yadav, Marketing Manager
Club Mahindra, New Delhi who gave his continuous support throughout the summer
training. I am also grateful to MR. Jitin Bhardwaj; Ms. Babita who guided me
throughout my training in the organization. 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.
iii
CONTENTS
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
iv
14. References/ Bibliography
15. Appendices
LIST OF TABLES
Table No Title Page No
v
LIST OF FIGURES
Figure No Title Page No
vi
LIST OF ABBREVIATIONS
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
8MHRIL
Mahindra Holidays and Resorts India 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
14FDI
foreign direct investments (FDI
15DIPP
Department of Industrial Policy and Promotion
16 B2B Business to business
17IHG
Inter Continental Hotels Group
18 WTTC World Travel and Tourism Council
19
TCIL Thomas Cook (India) Limited
20 TCG Thomas Cook Group plc UK
vii
21 PATA Pacific Asia Travel Association
22 CKL Cox & Kings Ltd
viii
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 100,000 members and 33
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.
[9]
Chapter-1
Introduction
[10]
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
India
Phone- 91-44-39881000
Fax- 91-44-30277778
[11]
Website- www.clubmahindra.com
Branch office-
Office Unit No. 873-874, 8th floor,
Aggarwal Cyber Plaza-II, Plot No. C-7,
Netaji Subhash Palace,
Pitampura,
New Delhi-110034
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
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
[12]
company’s flagship brand ‘Club Mahindra Holidays’, today has a fast growing
customer base of over 100,000 members and 27 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
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.
[13]
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
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.
[14]
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,
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
[15]
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.
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:
[16]
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.
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
[17]
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 2009-10RS.
2008-09RS.
Income from sale of Vacation Ownership and other services
4,687,499,308 3,930,644,235
Other income 10 476,171,448 512,454,133
TOTAL 5163,670,756 4,443,098,368
[18]
1.6 ORGANIZATION STRUCTURE OF THE COMPANY
[19]
[20]
MHRILCLUB
MAHINDRA
CDSO
Mahindra
Holidays
MarketingMarketing
Sr. Team Mgr
Ma Venue Mgr
CDSOTeam Mgr
Direct Sales Magr
Sales Executive
Take Over Mgr
Sales Consultant
Mahindra
Holidays
Marketing Mgr
Supervisor
TME
Venue Mkt Mgr
Supervisor
TME
Branch Mkt. Manager
1.7 MARKET SHARE AND POSITION OF THE COMPANYS
Mahindra Holidays & Resorts India Limited is part of the USD 7.1 billion
multinational Mahindra Group. With over 112, 000 employees in 79 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
[21]
– A Sales & Marketing, Reservations & Resort Operations software specially sourced
from PCC Inc, Utah, and USA.
Adrian B. Ryan
1.8 PRESENT LEADERSHIP
[22]
Chapter 2
Functional analysis
[23]
SWOT ANALYSIS OF MAHINDRA AND MAHINDRA
Strengths
[24]
STRENGTH
Strong Brand Image Experienced management Staff Popularity Of Adventure Travel Locomotion Potential to Become a Premier
Provider
WEAKNESS
Limited Personnel Financing
OPPORTUNITIES
Growth market Potential to Achieve Sales from the
National Market Vertical Integration Popularity
THREATS
Internet and Price Competition
Local Competition (Existing and Potential)
Economic Downturn 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
[25]
Limited Personnel: Club Mahindra's staff is exceptional; they will be faced
with long hours for little pay.
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.
[26]
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
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
[27]
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 attract and retain customers? Microsoft’s research shows that for most small
businesses, the answers to these questions are a resounding “Yes!”
[28]
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.
Negotiate and close more sales.
Build stronger relationships with customers and business partners.
[29]
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
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.
[30]
SALES PROCESS STEPS
Prospecting Qualifying Proposal DecisionRepeat
business
(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 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.
[31]
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.
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
[32]
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? 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
[33]
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 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.
[34]
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 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
[35]
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.
Research. Spend time talking with customers and reflecting on what process
elements have worked well for your top salespeople.
[36]
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
[37]
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.
[38]
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
[39]
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
[40]
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 mail and e-mail, often using highly targeted lists of names to maximize
[41]
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
[42]
increasingly being 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.
[43]
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.
[44]
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?
[45]
• 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
experience by continually connecting them emotionally to the city and its soul with
tagline “Jiyo Life”-ordinary people who live extraordinary life.
Chapter-3
[46]
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.
[47]
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 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
[48]
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 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
[49]
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.
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
[50]
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.
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
[51]
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.
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
.
[52]
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.
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
[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
[54]
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
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
[55]
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
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
[56]
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
SAMPLE DESIGN:-
[57]
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
CITY
PARTICULERS Frequency Percent
[58]
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.
[59]
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.
MARITAL
PARTICULERS Frequency Percent
MARRIED (1) 40 80.0
[60]
SINGLE (2) 10 20.0
Total 50 100.0
INTEREPRATION: 80% respondents are married and 20% are single.
[61]
INTEREPRATION: 22% respondents are upto 28 years of age and 78 % are from 28
to 58 years of age..
[62]
AGE
PARTICULERS Frequency Percent
UP TO 28 YEARS (1) 11 22.0
28 YRS-58 YRS (2) 39 78.0
Total 50 100.0
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
[63]
[64]
Q2
PARTICULERS Frequency Percent
INDIA (1) 29 58.0
ABROAD (2) 21 42.0
Total 50 100.0
Q3
PARTICULERS Frequency Percent
YES (1) 18 36.0
NO (2) 32 64.0
Total 50 100.0
[65]
Q4
PARTICULERS Frequency Percent
YES (1) 23 46.0
NO (2) 27 54.0
Total 50 100.0
[66]
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
[67]
Q6
PARTICULERS Frequency Percent
YES (1) 24 48.0
NO (2) 26 52.0
Total 50 100.0
[68]
Interpretation: we got a mixed response from the respondants about the
satisfaction level of the customers for the services provided by the company.
[69]
Q7
PARTICULERS Frequency Percent
YES (1) 26 52.0
NO (2) 24 48.0
Total 50 100.0
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 are located so being in the posh area, business hub. Most of the customer is
[70]
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 Pritampura 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.
[71]
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 Delhi 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.
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.
[72]
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.
[73]
Thus I would like to conclude by saying that club Mahindra is leading in tour and travels.
REFERENCES
Journals/Articles
Adrian B. Rayans and Charles B. Weinberg: “A Sales Force Management
Model Integrating Managerial and Research Perspectives” Research Paper No.
485, March 1979
[74]
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.com
[75]
