Efin c2c services june10


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Efin c2c services june10

  1. 1. c2c Channel Management Services June, 2010 1
  2. 2. c2c Channel Management Services May, 2010 2
  3. 3. Distribution Channel: Key to Business Success 3
  4. 4. Key Factors for Business Success • Success of a Business Success depends on quality product, effective distribution and efficient service • Distribution is the channel which links the company with the customer • Also, market feedback are Product Distribution Service heard by distribution which helps product & service Manufa Distribution development / cturing Channel improvements • Thus, Channel Partners are key to a Business’s Success 4
  5. 5. Distributor – Your Link to the Customer • As Mahatma Gandhi said: “A customer is the most important visitor on our premises, he is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so.” • ‘Distribution Channel’ being the link between the Company & the Customer thus takes a key role in the success of an organization to make a Customer a part of the Company 5
  6. 6. Channel Partner: Create a Virtuous Cycle Your Success is dependent Enable On the Success of your Win-Win Distribution Partners Improve Know the Cost - Benefit Gaps Improve Improve Processes Relations 6
  7. 7. Mutual Expectations Of the Company Of the Distributor • Good relationship with the • Multi level relationship yet distributor with single point contact • Improving quality business • Company’s understanding • Efficient service ground realities • Maintaining brand values • Schemes in line with market • Compliance • Payment Terms • Loyalty • Process efficiencies / • Timely Payment removing bottlenecks Enabling WIN-WIN Relationship with EACH of the Distribution PARTNER is Key to business success. 7
  8. 8. Approach to Improved Relations Understanding Expectations Personal Meetings Un-biased Discussions Process Improvements Identifying improvement opportunities Chalking out implementation plans Managing Expectations Creating positive expectations Clarity on un-realistic demands 8
  9. 9. Who should do this activity? • Most good companies keep doing this on a continuous basis • However, there is still a gap between what is being done and what could be done. Key reasons for the gap are: – Making the partner to be ‘open’ to share problems, views and opinions – Having a ‘open mind’ without any bias to either party and more importantly to ‘existing processes’ – Being ‘afraid’ of the ‘reporting structures’ in the organisation – Lack of priority • In light of the above, it is ideal that an ‘independent professional’ handles the same who is: – Directly appointed by ‘top management’ – Has ‘No bias’ and ‘No dilution of Focus’ – Understands the business with empathy for all concerned – Professional Approach 9
  10. 10. eFIN’s Professional “Channel Management Service” 10
  11. 11. c2c: An Introduction • c2c is an early entrant in ‘Channel Management Service’ with over 10 years of experience – now part of eFIN, servicing reputed clientele base • Each assignment handled by qualified, experienced and committed team • With the highest level of service ethics: – Assignments personally handled by Senior Management – With top most confidentiality of the findings – Focus on ‘long term’ mutually beneficial association – Staying clear of ‘Conflict of Interest’ situations when coming to taking up assignments • Focus on ‘solutions’ & ‘implementation’ rather than ‘problems’ and ‘obstacles’. 11
  12. 12. Our Philosophy: Set New Standards “Whatsoever a great man does, the same is done by others as well. Whatever standard he sets, the world follows” (Verse 21, Chapter III, The Bhagavad Gita) We believe in being a Leader rather than a follower. We look at Implementing new levels of standards and set new Benchmark in the Industry 12
  13. 13. Management & Advisory Team K. Ramakrishnan J. Balasubramanian • Management Graduate • A Chartered Accountant & Law • 25 Years of Practice in Business Graduate with over 32 years of Advisory & Capital Raising Industry experience with 20 years • A Relationship oriented person of practice • Brain behind the ‘Distributor • Focuses on Internal Processes Services’ activities as a and Controls for enabling Professional Service continuous improvements for various companies • Management Advisor to various Mid size Companies • Member of various statutory committees including ICAI committee on Insurance • A socially inclined and highly respected individual 13
  14. 14. Management & Advisory Team G. Sundaresan K. Sridhar • A Chartered Accountant with over • A Certified Financial Planner, CWA 20 years of experience and CS with 20 years of Industry • Worked in both Public and Private experience with exposure to Sector enterprises Finance & Systems Management • Involved in setting up processes • Worked in the top management and controls for Distribution of one of the leading Financial Network of one of the leading Product Distribution Company Pump manufacturer • Focus on Planning, Business • Currently in practice with focus Strategy & its implementation on Dealer Management V.Vijayabhaskar • Acts as Management Advisor to • A Technically qualified person various Mid size Companies • Over 10 years of Business Planning & Implementation experience 14
  15. 15. Our Clientele Mandate from Specific Distributors of: 15
  16. 16. Objectives achieved by our Customers • Improved Dealer • Improved Understanding of Relationship – Causes / Reasons for certain fast – 360* understanding of moving / non moving products / Dealers Requirements Distributors – Sales Teams approach to – Potential for new services Distribution – Best Practices of the network • Improved internal Processes • Handling Problem Distributors and Controls • Starting new lines of • Competition Understanding businesses, specifically with – Understanding Markets & respect to spares & Competition consumables – Exploring best practices • Regulatory compliance 16
  17. 17. Channel Management Service: Our Approach 17
  18. 18. Multi Layer Approach Customers Distributor Region / Branch Head Office Top Mgmt. Helping the Top Management understand the distributor & customers better 18
  19. 19. Key Steps in Multi Layer Approach • Appointed by the Principal – By the Managing Director with no dilution on the focus of the project – Access to Principal’s information about the Distributor – Understanding the Policies and Procedures followed by the Principal • Meeting with the Business / Branch / Region of the Principal – The team which services / sales from the distributor – Get to know their view on the distributor and his overall performance – Understand the strengths and weaknesses in their view • Analysis of the data – Of Distributor performance – Stand Alone, Relative etc. – Market potential 19
  20. 20. Key Steps in Multi Layer Approach • Meetings and Discussions with the Distributor – Understand the distributor from various angles: • Principals policies and procedures • Bottlenecks and shortcomings as faced in the operations • Financial & specifically cash flow related issues having a bearing on the business • Viability of the business based on past experience • Support required for improvements – Understand his view on the team servicing / selling to him from the Company • Market Survey: – Visit & get feedback from few clients of the Distributor – Seek information with respect to the quality of distributors service – Get information about Competition & Other Distributors 20
  21. 21. Key Steps in Multi Layer Approach • Analyse the accounting records of the Distributor (Where necessary) – Accounting policies, Review of past accounts & financials – Loans & Limits enjoyed by distributor, Repayment history both with the Principal as well as with the Banks – Debtors and Creditors, Stock Records, Invoicing and Tax records • Feedback from Competition /Other Distributors – About the distributor and his practices 21
  22. 22. Having a Comprehensive Approach • Review of Accounts Finance • Credit History • Banks, Creditors, Debtors • Customer Feedback Operations • Distributor Feedback • Records Verification • Principal (Top and Local Business Team) • Competition & Peers 22
  23. 23. Key Deliverables • We take each assignment and create the approach ‘tailor made’ to the requirements of the specific project • Not Internal Audit. Focus on Relationship & Process Improvements rather than fault finding & exception reporting • Some of the key requirements catered to by c2c’s channel service include: – Improving Distributor Relationship – Performance Enhancement – Identifying Root Cause of various distribution related issues – Handling ‘Problem’ distributors • Typically one time study will help ‘maintaining the relationship’ for around 2-3 years. • Ideally, to be repeated every 2-3 years for effective ‘continuous improvement’ for each Distributor 23
  24. 24. Key Activities Involved • Review of existing policy • Analysis and understanding of the business including competition • Perception of the other party by both the Principal and the Partner • Understanding the role and activity of the Principal’s interaction with Partners (Branch / zonal network, Accounts / Marketing etc.) • Analysis of ‘Receivables Systems’ • Customer Perception & Expectations Survey • Management Audit to the extent of ‘Channel’ • Continuous Improvements 24
  25. 25. Last Line we Stand By “Speak the Truth; Speak Pleasantly; Do Not Speak Untruth; Do Not Speak Unpleasantly; also do not Speak Untruth that is Pleasant” Manu Smrti Expect us to find and share the truth irrespective of if it is pleasant or not. Playing to the Gallery is not in our Culture. 25
  26. 26. Customer References • Ms. Dhamayanthi Ramachandran, Texmo Industries • Mr. Paresh Saraiya, MD, Transpek Silox • Mr. Sune Axelsson, Finance Director, SKF Bearings • Mr. Mohammed Ansari, MD, Literoofings • Mr. Jamnadas Hansraj Asher, MD, Jeevandas Lalji & Sons 26
  27. 27. Thank you 27