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Dedicated manager (experianced ) for sourcing or sales and outsourcing with supply chain development by vishwesh rajguru
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Dedicated manager (experianced ) for sourcing or sales and outsourcing with supply chain development by vishwesh rajguru

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  • 1. Dedicated Manager concept for Sales or So rcing and S ppl Chain toDedicated Manager concept for Sales or Sourcing and Supply Chain tothe Company. Located in Abroad or India– One Point Contact in IndiaPower Point Presentation by Vishwesh RajguruPeople skills include abilities to motivate, lead generations, negotiating,communication skills, regular coordination, long team-oriented relationship, andmentoring agents, distributors and end users.Managing skills consist of planning, organizing, controlling and decision making asper need of the companyTechnical skills products understanding and applications problem-solvingTechnical skills products understanding and applications, problem solving,latest technology products implementation or promotion in the Indian Market.
  • 2. • Business Promotion ( Sales or Sourcing ) Concept ofInternational Companies in India with help ofdedicated India Managerg• Concept adopted successfully by many companies inEurope and USA for business benefits.• One point contact dedicated to company only forSales or Sourcing ( Holding Visa for Europe and USA)f+919833094837Multinational,National orInternationalCompany DedicatedIndia Customers orp y IndiaManageremployed bythe companyCustomers orSuppliersWith SupplyChain support inIndia for theCompanyCompany
  • 3. Sales, Supply Chain and Sourcing Overview as ManagerDaily coordination onbusiness developmentSalesdevelopmentandexecutionCompanyinEuropebusiness development,Market Study orIntelligence,Distributors or end userand define strategy asper guidance of higherauthorityexecutionCommercialaspects andauthority.BusinessDevelopmentand Salesaspects andLogistics forSalesLocal Sourcing and SalesManagerLocal Sourcingand ServiceSupportTechnicalSupport andService afterSalesStrongCustomerrelationsand adoptvarioush lSaleschannels toget leads
  • 4. Culture’s consequences on international marketingMarketing research (understanding Market and customers)Segmentation (classifying Market and customers)Product policy (satisfying customers)Distribution channels (reaching customers)Distribution channels (reaching customers)Promotions (Customers Relations, Trade shows,events,B2B,Onlinedatabaseproviders, chambers of commerce, Business Hubs, associates, etc)Understanding of similarities and differences between internationalmarketing and domestic marketing-a) Similarities: basic concepts, practices and tools are almost identical, key) p , p , ysuccess factors are the sameb)Differences: more strategic, more variables, more complex, culturaldifferences, legal constraints, information sources, managing distancesentry mode, entry mode
  • 5. Business Development and Sales Manager - ModelApproach and Activities ResultsUnderstand theClients needs,wants andproductsDecide a marketingstrategy suitable forClientsConstruct amarketingapproach thatdelivers businessi Create productsCompetitorInformationSuccessfulExports toIndia Marketpp o d sopportunity Create productsawareness,Create satisfiedloyal customers,Capture regularbusiness enquiresfrom customers•TechnoCommercial studyof the products orDefine uniquecharacteristics of client’sKey competitors andtheir marketpositioning like size•UnderstandCustomer industry•Customer studyto create longterm businessrelations withcustomersservices•Visit to theclient’s place for 3days (ifnecessary)Manage Clientproducts and servicesupport : Personal visitsand build strongapproach with identifiedcustomersPrice Negotiationspositioning like size,imports in India orlocalmanufacturing/trading, sales process,pricing, strengthsand weaknesses•Customer study•Analyzecompetition•Listing down theactivities andpreparing a macroManage ClientinformationgactivitiesIdentify and createdemand and support forsupply in Indian MarketF ll ti lIndia Visit togauge the realisticsituation at laterstage and decideon Scale upShared Sales Manager hasbeen designed to enable thel t d ip p gexecution planFollow promotional wayslike on our website asper your need andpersonal visits at tradeshows, events, seminars,associations and tradeportalso Sca e upOperationsCreation ofstrong customerrelationsresultingIncrease share ofselected overseas companiesto enter the Indian market byallowing them to test themarket within a dramaticallyadjusted, restricted budget6portals Increase share ofthe business toClient
  • 6. ContinuedCustomer Relationship – Single Point Contact of Sales ManagerAwareness & Information17ContinuedSupportAwareness & InformationGathering2Service/repairexperience of thecompany6 PurchaseexperienceCustomerRelationshipp yCustomer experienceacross all channelsand across everystage of therelationship345Point contact care forenquires andidentify/define problemReceive product &begin useReview, understandlogistics & pay bill
  • 7. Elements of Costing that establish the Selling Price analysis:Product designTooling and capitalization Product development costsTesting and evaluationOverhead on above activitiesDirect and variable materialect a d a ab e ate aDirect and variable laborDirect and variablemanufacturing systemManufacturing costsTotal product cost Selling PriceMarketing & salesGeneral & administrativeTotal pretax profit7
  • 8. Supply Chain Flow Chartpp ySupply Chain PlanningInventoryPlanningDemand Forecasting& PlanningSupplyPlanningProduction and ProcurementDistribution ManagementOrder ManagementSupply Chain ManagementDistribution ManagementRelationship WithDistributorsServiceMaintenanceCustomer RelationshipManagement8
  • 9. Sourcing Development Methodology and Activates by Manager.Drawing/Enquiry/currentprice frompurchase….Step 1Enquiry forward toIndianmanufacturer…Step 2.Quotation andSample receivedby suppliers forclient’s approval.Step 3PriceComparisonSheet ofsuppliers.Step 4Step 3 Step 4Supplier closerto our cut outVendor visit -Audit for twoSample to give tomanufacturingl if S tSample receivedto our cut outprice at leasttwo supplierscreen outStep 5Audit for twosupplier SamplemanufacturerclearanceStep 6clearance if Setup, Manufacturingfacilities ,QC andprice okStep 7palong with Testcertificate sent toclient for approvalStep 8Test on sampleMaterial,ChemicalAcceptance ofSample byClient throughDraft of agreementto be sent toMumbai & sameThereafter finalAgreement tobe made,analysis &DimensionalCriteriaStep 9Client throughmailconfirmationStep 10will be forwardedto supplier to gothrough terms &conditions Step 11be madebetween clientand supplierStep 12
  • 10. Sourcing Manager- Methodology and Responsibility - 1Define winning strategies and business plans along with higherDefine winning strategies and business plans along with higherauthorities.Improve product purchasing from suppliers to enhance added value andimprove marginsUsing a solution and consultative approach, the role will take the lead inplanning,managing, coordinating and winning business within both new andexisting customers in National or International levelexisting customers in National or International levelExcellent product and technical knowledge in order to provide a greatservice to the Company.Manager is aware about sectors and suppliers where the products are ofhigh value and/ortechnology oriented and high quality material sourcing.Manager for long term and continues presence in India and bridgebetween company and gain of potential market of India – for Sales andbetween company and gain of potential market of India for Sales andSourcing plus logistics.Working methodology strictly as per company’s guidelines andinvolvement in defining strategy.
  • 11. C di ti d l ti b ildi ith d t di t ib tSourcing Manager- Methodology and Responsibility - 2Coordination and relations building with end-users, agents, distributorsand suppliers and exporters plus appointed logistical companies .All India sourcing development activities like trade shows, market,supplier segments,pp g ,seminars and other business development activates conduction andreporting to the company on a regular basisManaging and optimizing processes within the supplier support to thecompanycompany.Daily reporting and coordination with RnD or Engineering departmentand commercialdepartment about market feedback and status of supply.Visits and other relevant activities report in company given format orapproved format in detail – for Sourcing.Conduct ion of all logistical activates including customs anddocumentation till door delivery in courier or cargo ( air or sea) modedocumentation till door delivery in courier or cargo ( air or sea) mode.Organize Company staff visits for factory and manufacturing processinspections.Investigation of complaints regarding quality, tolerances, specificationsand deliveredcondition of products and feedback to relevant corrective action taken.
  • 12. Sourcing Manager- Methodology and Responsibility - 3Daily reporting through by Company ‘s define format or software.Coordination activities of departments such as operating, manufacturing,engineering,planning, and sales, maintenance, research and development, to ensureoperational efficiency and economy.Support and manage every employee to achieved significantimprovements in their productivity as per Company’s needimprovements in their productivity as per Company s need.Planning and Identification of new supplier development and travelscheduling .New product or Technology to be source from the market.M bl h dl l f d d dili ifManager able to handle approvals from government and due diligence ,ifany.Rejected material replacement related all activates.Ongoing monitoring of market and identification of new superiorOngoing monitoring of market and identification of new superiorsuppliers
  • 13. COMPETATIVE ANALYSIS Methodology by Dedicated MANAGER -1Competitor analysis for support help management understand theircompetitive advantages disadvantages – through single point contactOverall sales and profitsS l d fit b k tSales and profits by marketSales ChannelsSales TeamDistribution systemyIdentity / profile of senior managementCost structureMarket shares (revenues and volumes)Technical Advancement ( Source : Specifications and Features of theTechnical Advancement ( Source : Specifications and Features of theProduct)strengths and weaknesses of our competitorsAdvertising ( website ,trade show,B2B etc) strategy and spendingCustomer / consumer profile & attitudesCustomer retention levels
  • 14. COMPETATIVE ANALYSIS Methodology by Dedicated MANAGER -2Gathering Information on Competitors…Gathering competitive intelligence need not be costly or complicated. In fact,many experts suggest small businesses cannot afford to ignore this valuablemany experts suggest small businesses cannot afford to ignore this valuableinformation - both when a company launches and at critical points as itgrows…Who are your competitors? Make a list of companies you consider to be thetop five competitors in your sector. Consider both direct and indirectcompetition. Add information such as size, how long they have been inbusiness and estimated revenuebusiness and estimated revenue.Also, do you know of any additional businesses set to launch within the nextyear that could be considered competitors?H th d i ? N t i it li t d fill t d t il b t h tHow are they doing? Next, revisit your list and fill out details about what youknow regarding the current state of those companies recent performance. Istheir business growing, maintaining or declining?Can you identify the reasons why their business is moving in one direction ory y y ganother?
  • 15. COMPETATIVE ANALYSIS Methodology by Dedicated MANAGER -3Dealing with competitors position.What are they doing? Take notes about your customers operations andk ti t t H d th i th i d t i ? Wh thmarketing strategy. How do they price their products or services? Where are theylocated? How and where do they advertise? What is their web presence like?Where do you fit in? Think about how the product or service you offer is similar ory p ydifferent to those offered by your competitors. Is there anything they are doingthat you should imitate?Going furtherGoing furtherOnce youve determined what you already know, you can take steps to find outmore about what your competitors are up to and how you could potentiallyimprove your own business.Talk to customers. Stay in the loop by chatting to customers about whatcompetitors are doing. Also make sure your staff is keeping an ear to the groundin a similar way. If you have a regular customer survey or way of gatheringfeedback you can make this part of the process by including a couple offeedback, you can make this part of the process by including a couple ofquestions
  • 16. COMPETATIVE ANALYSIS Methodology by Dedicated MANAGER -4Talk to colleagues. Similarly, ask others working in your field what they knowabout your particular competitors. You could also chat with your accountant,lawyer or those who work with similar small businesses and may knowsomething about competitors plans.Use the internet. There is likely to be a good amount of information on yourcompetitors that can be gathered online Start by visiting their websites whichcompetitors that can be gathered online. Start by visiting their websites, whichmay include press releases, information about new product launches, pricingdata and financial reports. You can also visit chat groups and communications ontrade association websites or general small business sites to try to learn more.Personal visit. Put yourself in the shoes of a customer and stop by yourcompetitors locations. Take notes about how they present their products orservices, as well as how competitors interact with merchandise.services, as well as how competitors interact with merchandise.You can also visit competitors booths at trade shows to learn more about theirofferings. Who are they trying to appeal to and how are they going about it? Iff t bl d i th i ti ti ll id diyou are uncomfortable doing these investigations personally, consider sendingan employee.
  • 17. Read up. Read trade publications and newsletters within your industry to keepCOMPETATIVE ANALYSIS Methodology by Dedicated MANAGER -5Read up. Read trade publications and newsletters within your industry to keeptabs on what others are doing. What types of trends and strategies are making thenews? What do reports and surveys tell you? There is likely to be some additionalinformation of this type available at the library, at trade associations or at yourl l b i d l t tlocal business development center.Monitor advertising. You can learn a lot about competitors by reading theiradvertisements in newspapers, magazines and other locations where you wouldp p , g ybe likely to spot them. This is a great way to find out more about competitorsproduct features, pricing, customer base and current marketData Collection:Printed Data Observable Data Opportunistic ScreeningWebsites and AnnualReportsPricing / price lists Meetings with suppliersPress releases Website Trade showsPress releases Website Trade showsNewspaper articles Promotions Sales NetworkAnalysts reports Tenders Seminars / conferencesRegulatory reports Market Recruiting ex-employeesGovernment reports Discussion with shared distributorsPresentations / speechesSocial contacts with competitorsemployees
  • 18. India Manager (Main Activities for Sales ot Sourcing)g ( g)Details about client’s / supplier’s ( in case of sourcing) company is and study ofthe products and technology provided by Company.Methodology for Sales and Sourcing defined as per the Company.Establish the marketing category and identification of key target buyer/end user /Establish the marketing category and identification of key target buyer/end user /Suppliers ( in case of sourcing)The identification and behavior of target buyers/end users and suppliers wantsand needs.Monitoring and good business relationship building with existing agents orsuppliers.Identifying and appointing new agents, distributors and suppliers ( in case ofsourcing) to get more n more export orderssourcing) to get more n more export orders.Positioning of the business as a leader, challenger, follower, or niche player inthe category.Describe the unique characteristics of client’s / supplier’s products and servicefsupport that distinguish them from the competition.Description of key competitors and their market positioning like size, imports inIndia or local manufacturing/trading, sales trends, strengths and weaknesses, theirprobable impact on client’s sales or sourcing.probable impact on client s sales or sourcing.Handling or monitoring of total logistics Import/Exports with Government ofIndia rules and regulations.
  • 19. Competitive market segments the company will compete in.The unique positioning of the Clients / Suppliers (Suppliers ( in case ofsourcing) and its products versus the competition.Pricing and export strategy versus competition.Marketing spending strategy with advertising, promotion on our website andpersonal visits at trade shows events seminars and our contacts etc for Salespersonal visits at trade shows, events seminars and our contacts etc. for SalespromotionsDefine the brand or business personality or image that is desired in the mindsof key target buyer/end user.Regular techno commercial feedback provided to client given by of key targetbuyer/end user and SuppliersNew technological development information impact on the client for gettingproducts updated in techno commercial way- Support for research andproducts updated in techno commercial way Support for research anddevelopment. ( R&D)Reporting and Accounting.Daily coordination with client via Email, Skype call, VOIP or CellReporting structure follow by the company format or any online software.Operation from my own home located at centre of Mumbai, India.Accounts details will be provided to you as your format or online softwareAll business related expenditure original bill copies of travelling , printing,All business related expenditure original bill copies of travelling , printing,monthly cell charges will be send you via courier to Company. every month.
  • 20. Exporter Importerb kBank InImporters bankImporter’sWarehouseBank InExportersCountryLogistics andManufacturing/Logistics andSupply ChainHandling byDedicatedManagerProcuringEnd CustomersManagerSecureTransportationd Air or SeaandDocumentationAir or SeaShipment
  • 21. Dedicated Manager concept for Sales , Sourcing andSupply Chain to the Company in EmploymentSupply Chain to the Company in EmploymentEthics andMutual TrustRegulatoryCompliancesManagementFunctions Dedicated Managernavigates theCorporate GrowthCompanyPoliciesCorporate GrowthwithGood Governance
  • 22. Benefits of OutsourcingOutsourcing, in its early days, seemed possible only by larger companies whichfarmed out many low-end business processes. Since then, outsourcing hasbecome more of a norm than an option. Apart from the cost savings, outsourcingbecome more of a norm than an option. Apart from the cost savings, outsourcingis seen as a strategic move that can allow businesses to gain a competitiveadvantage.It certainly has opened up opportunities for organizations to utilize skill sets ande pertise that the normall o ld not be able to access itho t largeexpertise that they normally would not be able to access without largeinvestments. It has also become a savior to startups and small businesses whichhave to work with modest capital.Lower costsLower costs are perhaps the prime benefit of offshore outsourcing. You can getwork done at a fraction of the cost that you would have to spend locally, whilegetting better quality as well Because of the differences in pay and standard ofgetting better quality as well. Because of the differences in pay and standard ofliving that exist between Asian and Western countries, labor costs are much lowerin Asia. On an average, you can expect about 60% cost savings if you outsourceto countries like India.
  • 23. Skilled ExpertiseFinding skilled resources is one of the biggest challenges faced by companiestoday, not to mention the investment required to train employees and theattendant infrastructure required, which can rapidly drain funds. Outsourcing freescompanies from these hassles by providing access to skilled resources at lowercosts with the additional benefit of not having the burden of managing themcosts, with the additional benefit of not having the burden of managing themdirectly.Time zone differenceBecause of the time zone difference between Asian countries and the West, youcan get your work done while your business closes down in the evening. This isespecially beneficial for companies in the service industry that need to provideround-the-clock customer supportround the clock customer support.Focus on core competenciesAs a company grows, administrative functions also grow. Managing back-officeti d d i i t ti f ti t k th ti d t foperations and administrative functions takes the time and energy out of anyorganization. Outsourcing frees companies from having to manage non-corefunctions, and puts the focus back on their core competencies. Entrepreneursand enterprises alike have benefited from outsourcing repetitive and mundanep g ptasks, and have had more time and opportunity to grow their business.
  • 24. Increased productivity and EfficiencyOutsourcing not only brings cost advantages but can also improve the efficiencyof business operations. If your business goals are properly aligned with thedeliverables in outsourcing, productivity and efficiency are bound to increase.Outsourcing providers with the right expertise and experience can actually helpstreamline business processes and contribute to the bottom-linestreamline business processes and contribute to the bottom-line.Distribution of riskWhen certain functions are outsourced, companies also distribute or do awaywith the risks associated with running that particular function. For instance, ifpayroll management is eating up your operational time and money, outsourcing itto a payroll services provider gives you the freedom to focus your concentrationon other core activities of the business.Improving customer serviceImproving customer serviceCustomer service is paramount to any organization. Through outsourcing youcan service your customers faster, provide better quality and decreaseturnaround time.B tt l tBetter people managementSince outsourcing takes care of the skills necessary to run a particular businessprocess, your business is much more flexible in investing in key resources.Instead of worrying about hiring people for your back office operations, you cany g g p p y p , yfocus on getting resources to grow your core competencies.
  • 25. Globalization has turned India to be one of the favorite outsourcingdestinations – 2011/2012 Reportdest at o s 0 / 0 epo tLower costs due to economies of scale.Ability to concentrate on core functions.G t fl ibilit d bilit t d fi th i it i dilGreater flexibility and ability to define the requisite service more readily.Acquire better managementAssist a fast growth situationLess dependency upon internal resources. (Avoid labor problems)p y p ( p )Control of budget.Faster setup of the function or service.Lower ongoing investment required in internal infrastructure.Greater ability to control on export orders or sourcingGreater ability to control on export orders or sourcingIncrease flexibility to meet changing business conditions.Improve risk management.Acquire innovative ideas. Regular feedback ongoing change in technology.Enhance credibility in the International Market.Gain market access and business opportunities through the dedicatedmanager’s network.Concrete base foundation for sales or sourcing with scaling up activities in nextConcrete base foundation for sales or sourcing with scaling up activities in nextstages.
  • 26. Next Levels of Successful INDIA ENTRY...Level 1- Potential Location Study in IndiaLevel 2- Opening of Lisioning office in IndiaLevel 3- Opening of Branch office in IndiaLevel 4 Government Registration of Lisioning office or Branch office inLevel 4- Government Registration of Lisioning office or Branch office inIndiaLevel 5- Staff Recruitment as per Company requirement.Level 5 Staff Recruitment as per Company requirement.Level 6- Opening of Wholly SubsidiaryLevel 7- Government Registration of Wholly SubsidiaryIndia / Mumbai visits of Company Representatives at any Level fromDedicated Manager till Wholly Subsidiary Unit.
  • 27. ProfessionalismPossess excellent orientation of General Management, Hi-Tech Engineering -Techno - Commercial Sales and Business Promotions/ Development, KeyAccounts Handling and Professional Procurement + Outsourcing forCompanies in Abroad-Sales or Procurement in/from Indian Market with totalCompanies in Abroad Sales or Procurement in/from Indian Market with totalSupply Chain Handling skills involving an experience of around 24 + years inplanning & development of strategies – marketing and sales teams, designand implementation of successful marketing strategies and productti l F ll i d i i i dipromotion plans. Fully experienced in increasing revenues, exceedingtargeted sales goals, developing profitable and productive businessrelationships, coordinating with decision-makers, and building an extensiveclient base. Comfortable working across cultures and multi productg pmanagement. Exceptional communication skills Effective and accountable inexecutive roles: Overcome complex business challenges strong work ethic &irreproachable integrityTh k YThank You