Sales and distribution of dell, tupperware, ibm, amway
PROJECT TITLE: SALES PROCESS, RECRUITMENT PROCESS
AND COMPENSATION PROCESS OF TUPPERWARE, DELL,
IBM AND AMWAY.
AEGIDIOUS SAVIO MONDOL
Tupperware entered the Indian market in the year 1996.It started its operations from New Delhi
and appointed 15 distributors in the first 12 months. Tupperware’s initial focus was on utility
rather than style, and these 15 distributers were given training on a 14 week designed training
program. Eleven products were launched in India , which were useful rather than decorative and
added new products at regular intervals and dropped those which didn’t sell well.
Tupperware adopted the direct selling method. However it adopted a three- tire structure,
Whereas Amway another direct selling company followed a model where the distributors were
the center of the model. In case of Tupperware the network structure had three levels.
First, the lowest level was the Dealer then was the Manager and finally at the top level was the
The network of Tupperware in any country had 90% women employees, whereas in India it was
100% women employees. As said by the executives, that Tupperware only offered food storage
products in India and kitchens in India are primarily looked after by women, it was easier to
promote products through women, and they felt that Indian women were not comfortable
working with men.
Tupperware came up with an innovative method for selling its products called the ―party plan‖.
Here what happened was that Tupperware’s products and usages were demonstrated to the
customers. This method allows the Tupperware products to be demonstrated physically and their
utility explained and by this process they justify the reason for the higher costs of the products
through party plan. Their focus on customization, product, people earned them recognition and
with the involvement with other companies helped in the promotion of Tupperware products in
However the downside was that the Party plan requires the hostess bear the costs, moreover
advertising and promotions created a suspicion that company is taking direct orders and reducing
their commissions so this type of party plan and direct selling did not attract the
PROCEDURE FOR BECOMING A TUPPERWARE SALES
TUPPERWARE’S RECRUITMENT PROCESS
Tupperware India organised direct selling recruitment drive recently which was attended by as
many as 1750 women.
Talking about the event Asha Gupta, MD, Tupperware India said, ―We are extending
Tupperware's Chain of Confidence, which is, one woman helping the other to
independent. The best way to succeed is by helping others to succeed. Our aim is to
introduce and educate women about a convenient and simple way to economic
empowerment which is not restricted by the barriers of educational qualifications or
Tupperware basically invites resumes from women all over the country seeking for job
opportunities and also as a secondary source of income. The pool of resumes is basically very
• Finidng a Tupperware sales consultant in
the preferred area
• Meeting up with the Tupperware sales
• Purchasing Tupperware starter kits and
• Sell Tupperware products and start
large as people would like to associate themselves with a quality brand like Tupperware.
Moreover working from your house saves the costs of a normal business setup making it much
The jobs in Tupperware are basically of two types:
1) As a home based employer- Selling Tupperware products is one of the best work from
home jobs because is is easy. Interested individuals contact a local Tupperware
consultant, he/she will helps in getting or planning a party. You don't have to spend hours
reading about the latest home business ideas. If you're looking for the best home based
business that will let you build a career while spending more time with your family,
contact Tupperware. They offer the best work at home opportunities for people who want
to be their own boss.
2) Becoming a Tupperware consultant and become an entrepreneur- Tupperware offers an
exciting way to start a new career. . Tupperware offers you the chance to get respect as an
entrepreneur and acknowledgement for a job well done. Tired of looking for legitimate
self-employment opportunities? Become a Tupperware consultant and enjoy building a
successful enterprise of your own.
It has been seen that because of this lucrative job profile brands like Tupperware thrive during
economic downturn. When the country is not in a favourable state and people are losing their
jobs because of a depression, they look upto brands like Tupperware as a source of income, and
because of the intense completion among the distributors they generally tend to do well in the
Regarding compensation Performance based compensation was given.The Dealers
earned 25% commission on sales. The Manager made profit on sales and training
whereas the distributer made profit on sales of the entire distribution team.
Direct selling and party plan
Tupperware’s network structure of three levels.
Its decision on the distribution system to change to a multi warehousing system.
Its marketing strategy of 3 P’s product, party plan and people.
Decision of customizing products to the Indian kitchens.
Decision of reducing prices on few of its products in order to attract middle class
Its advertising strategies through Elle, Femina and Parenting. And cross promotional
strategies with P&G, Whirlpool and HLL.
Amway is an American multinational direct-selling company that sells a variety of products,
primarily in the health, beauty, and home care markets to consumers and independent business
owners. Amway was founded in the year 1959. Amway conducts business in more than hundred
countries around the world.
The activities of each Amway distributor are determined by the Amway Sales and Marketing
Plan. Amway practices direct selling. They do not supply their products to organized retail. They
do not go for door to door selling. Amway takes the help of distributors to sell its products. Each
distributor can then again introduce further distributors and generate retail profits supplemented
by bonus payments based on total sales of the group built by the distributors
• The retailing of goods to consumers. Retail
margins (mark-ups) on the basic wholesale
price represent income to the selling
• Additional performance and leadership
bonuses, paid on the volume of personal
business of the distributor and the business
volume of the distributors he has introduced
to the business.
• Various levels of leadership bonuses,
dependent upon the overall size and shape of
the business, paid on achieving different
levels of business performance.
This plan, therefore, rests upon the twin foundations of retailing and sponsoring.
Direct selling involves sales people showing and demonstrating products to obtain orders. The
objective involves matching consumer needs with the product. The better the match, the more
lasting the potential for the relationship between the seller and the buyer. The selling process is
aided by Amway's retail strategy to provide high quality, readily purchasable items with a
good environmental positioning, offering consumer’s good value for money.
As with all direct selling activities, the process involves two-way communication and this can be
time-consuming. Business success and the resulting financial results are a direct consequence of
effort, commitment and personal group motivation.
• The selling of goods to consumers on
which retail margins are earned and
performance bonuses gained.
• The introduction of other individuals to
establish and develop their own
independent Amway distributorships.
Personal contact between distributors at one-to-one or group meetings provides the opportunity
for individuals to discuss
levels of involvement and
plans for the future.
Amway Quixtar Compensation Plan
What exactly are Amway and Quixtar?
Quixtar has merged with Amway, the sister company and it has formed Amway Global, a single
international company. Previously known as Quixtar North America, Amway Worldwide is an
MLM business opportunity. The company offers a wide range of products related to individual
care, skin care, drinking water and air purifiers, nutritional supplements and a wide range of
items for home cleaning.
Because of the fact that Quixtar Amway’s Compensation plan was the original network
marketing strategy in existence it provides a complicated and less distributor- pleasant pay plans
than many more recent companies provide. It may take a long time to build a substantial down
line which results in a substantial re-occurring income.
Amway Quixtar’s Compensation Plan is dependent on the selling or disbursing of their products.
The actual distributor earns income from a retail markup on product sales to customers as well as
earning extra cash from monthly overall performance bonuses ranging from 3% in order to 25%
depending on business quantity and monthly efficiency.
The rolls associated with Amway’s sales force over the last 40 years represents a huge market
that has been selected without bias of any kind. There are presently over 3 million active
distributors or IBO’s around the world working in over 80 countries.
There are three million active Amway members represents the 20%, then the total number who
have registered would be about actually over 15 million. Among the precepts used to determine
how many presentations it might need to sponsor somebody into the Amway business, would be
to ―show 10 or sponsor 2.‖
This means that, statistically, if Amway Sales and Marketing Plan recruits ten people, two may
sign up. If the numbers are extrapolated, each of these 15 million distributors would have
presented the actual Sales and Marketing Plan to the combined total associated with 150 million
people to find 3 million who signed up.
An additional guideline that moves within the Amway business is that in order to find one person
who’ll take the time to ―see‖ the plan, one need to ―approach‖ three to five people.
Mathematically again, in order sign up 3 million people, 15 million people would have to
collectively strategy 450-750 million people. That means, mathematically, that everyone in
America continues to be approached at least twice through an Amway distributor.
The more people Amway business recruits, the more money it makes.
But Amway is not based entirely on adding people in to the business. If this were the case it
would be a pyramid scheme. Many of the allegations aimed at Amway call it a pyramid scheme
but it is not, and the law agrees. They sell good products and provide a good retail opportunity.
In 1983, 18-year-old Michael Dell left college to work full-time for the company he founded as a
freshman, providing hard-drive upgrades to corporate customers. In a year’s time, Dell’s venture
had $6 million in annual sales. In 1985, Dell changed his strategy to begin offering built-to-order
computers. The meteoric rise of Dell Computers was largely due to innovations in supply chain
and manufacturing, but also due to the implementation of a novel distribution strategy. By
carefully analyzing and making strategic changes in the personal computer value chain, and by
seizing on emerging market trends, Dell Inc. grew to dominate the PC market in less time than it
takes many companies to launch their first product.
Dell started out as a direct seller, first using a mail-order system, and then taking advantage of
the internet to develop an online sales platform. Well before use of the internet went mainstream,
Dell had begun integrating online order status updates and technical support into their customer-
facing operations. By 1997, Dell’s internet sales had reached an average of $4 million per day.
While most other PCs were sold preconfigured and pre-assembled in retail stores, Dell offered
superior customer choice in system configuration at a deeply discounted price, due to the cost-
savings associated with cutting out the retail middleman. This move away from the traditional
distribution model for PC sales played a large role in Dell’s formidable early growth.
Additionally, an important side-benefit of the internet-based direct sales model was that it
generated a wealth of market data the company used to efficientlyforecast demand trends and
carry out effective segmentation strategies. This data drove the company’sproduct-
development efforts and allowed Dell to profit from information on the value drivers in each of
its key customer segments.
Making individual compensation decisions for executive officers, the committee takes many
factors into account, including the performance of the company overall; the recommendation of
the Chairman and Chief Executive Officer (except for decisions relating to his own
compensation); the individual’s performance and experience; the individual’s historical
compensation; comparisons to other executive officers (both those of the company and those of
Dell’s peer group); and any retention concerns if relevant.
The charter of the Leadership Development and Compensation Committee authorizes the
Committee to engage independent consultants at any time at the expense of the company, but did
not engage independent consultants in Fiscal 2008. The Committee periodically evaluates the
need to engage outside consultants.
Elements of the Total Compensation Package
The key elements of the compensation program for our executive officers are base salary, annual
incentive bonus, long-term incentives and benefits.
The chart below is representative of the target overall pay mix for our Named Executive
Officers, excluding Mr. Dell, who does not receive any long-term incentives.
The committee takes a holistic approach to executive compensation and balances the individual
compensation elements for each executive officer individually. The total compensation package
for each Named Executive Officer is tailored to the individual. A representative comparison of
the Fiscal 2008 target value of each element to the whole for the Named Executive Officer
population is illustrated in the following graphic:
RECRUITMENT AND SELECTION PROCESS
JOB OFFICER PERFERENCE CHECKS
WHO PERFORM DELL RECRUITMENT FUNCTION
ANALYSE THE COST
& TIME INVOLVED
SELECT AND HIRE
Signature Selling is a Systematic Sales Process, focused on customer interactions.
Signature Selling Method Objective:
Create customer value at every stage in the buying process
Create and leverage the synergy of Team IBM
Improve the speed, quality, and volume of our opportunity pipeline.
High Performance Selling Objectives:
Move from mind share to much more market share
Generate more revenue from existing customers
Create new customers and new workloads
Leverage key components: hiring, incentive plans, professional training,
What it means to IBM sellers:
shorter sell cycles
improved win rates
more and larger-sized opportunities
Signature Selling Method Objective:
Create customer value at every stage in the buying process
Create and leverage the synergy of TeamIBM
Improve the speed, quality, and volume of our opportunity pipeline
IBM’S RECRUITMENT PROCESS
Recruitment is distinct from Employment and Selection
STEPS IN SELECTION PROCESS Friday, July 08, 20117
To create a favorable impression on the applicants’ right from the stage of reception.
Generally planned by large organizations to cut the cost of selection by allowing only
eligible candidates to go through the further stages in selection.
Application blank or form is one of the most common methods used to collect information
like—•Personal data (address, sex, telephone number) •Marital
data•Educational data•Employment Experience•Extra-curricular activities•References
Attempts to asses intelligence, abilities, personality trait, performance, simulation tests.
Some of the commonly used employment tests are: •Intelligence tests Aptitude tests
Personality tests Achievement tests.
Interview is the oral examination of candidates for employment. The most essential step
in the selection process
Interviewer matches the information obtained about the candidates through various
means to the job requirements
Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina,
tolerance of hard working conditions, clear tone, etc.Medical examination reveals
whether or not a candidate possesses these qualities.
Once the interview and medical examination of the candidate is over, the personnel
department will engage in checking references Candidates are required to give the names
of 2 or 3 references in their application
The line manager has to make the final decision now – whether to select or reject a
candidate after soliciting the required information through different techniques.
SELECTION PRACTICES OF RENOWNED COMPANIES Siemens India–
It uses extensive psychometric instruments to evaluate listed candidates. It also prepares
a personality questionnaire to understand the candidate’s personality. PepsiCo India--
Company uses competency based interviewing technique that look at candidate’s abilities
in terms of strategizing, lateral thinking, problem solving in the real environment.
RECRUITMENT PROCESS OF IBMFor a student, the process begins with sending the
resumes, through the Campus TPO’s (Training and Placement Officer).This is then
followed by an independent selection process involving a round of discussions. This is
where the student's interests and skills are matched with the existing business problems
that ISL (India Software Lab) projects plan to solve. A selection offer is made once a
match is found.
ELIGIBILITY CRITERION OF IBM Internship Program ISL has an Internship Program
wherein students interested in doing their engineering projects for a period of 6 months
Extreme Blue Program It is a premier internship for top notch students pursuing software
development degrees CAS(Centre Advance Study) ISL offers M.Tech, M.S and PhD
students, access to the IBM research areas, technical staff and other resources, with the
goal of solving research problems of the utmost importance, through its Center for
Advanced Studies (CAS) program You should have a minimum aggregate of 70% in
Engineering (till the last semester till which the exams have been declared)However, for
all IITs, IISCs and colleges in Maharashtra, a minimum aggregate of 60% is enough..
Compensation halts the execution of a process and redresses the operations designed to be
compensated that have already taken place.
Compensation has at times been described as a means of undoing an action, but this isn't
necessarily accurate. More specifically, it is a service that is executed when a state is reached in
your process that you have deemed to be undesirable. The goal is not always to return to a
previous condition, but instead it is to maintain a balanced and consistent state and to
compensate for any committed operations that conflict with this state.
There are two types of compensation: business compensation which occurs outside of a
transaction, and technical compensation that occurs within.
This type of compensation is used in transactional process where an operation has already
been committed, and cannot be reversed. Business compensation is another operation
that, when executed, will create a balanced state where both business partners are
For example, if something goes wrong at any time during a typical business transaction such as
the one described in transactional processes, it is a simple matter of replacing the object on the
shelf, and halting all communication between the purchaser and the vendor. If however, the
transaction has been committed (money has been exchanged and a receipt issued), then
cancelling it is not possible, as it has already taken place. You cannot simply return the object to
the shelf from whence it came. A completely different procedure (a refund) must take place to
return the conditions to a balanced state. The operations that have already taken place have to be
compensated for in order to return to a situation in which both partners are satisfied. It is not
necessarily exactly the same state that existed before (for example, if the customer paid in cash
they may receive a store credit in return), but nonetheless it is one that is balanced and
If either the customer or the vendors are unhappy, then business compensation has not
Technical compensation is used in transactions that fail before they have been committed
and one of the operations cannot be reversed. For example, imagine that, in the example
described in transactional processes, the customer had requested that the object be
personalized in some way. The vendor complies, but before money is exchanged,
something unexpected happens, and the transaction is cancelled. The object cannot
simply be returned to the shelf, another procedure must be executed to take into
consideration the personalization that took place.
In another example, imagine that in your process, one of the activities within a
transaction sent out an e-mail, but the transaction was cancelled before it was committed.
You cannot undo the sending of an e-mail, so you must compensate in some other way.
Choosing the appropriate compensation for your process
There are two ways in which you can compensate a business processes. Here are some
suggestions on how to choose the one that is best for you.
The two options are:
Compensation pairs are the original properties of each of the individual parts of a
business process. These properties are saved so that they can be restored if the process
cannot be committed and must be rolled back. The original status of the activity is stored
in an operation, and its value in a variable.
A compensation handler is a series of isolated activities that are associated with an
activity within a business process. The activities within such a handler will only run when
a fault is thrown, and after the parent activity has already been committed. The goal of a
compensation handler is to return a failed process to a balanced state.
This may be a very easy decision for you. In fact it may already be made for you. Keep the
following critical points in mind:
If you do not have IBM® extensions enabled for this process, then you cannot use
compensation pairs and must use a compensation handler. The compensation tab in the
business process editor is an IBM enhancement of the BPEL programming language, and
so will not be available if this option was disabled when the process was initially created.
You cannot use a compensation handler with a microflow. Since microflows run within a
single transaction, you must use the compensation tab of the business process editor to
store the original properties of each invoke activity in the event that the process fails.
So, if you are designing a long-running process, then you can use either of these options. If the
compensation characteristics of each activity are fairly simple (in that compensation can be
achieved in a single step), then consider using compensation pairs for each of these activities. If,
however, you require compensation that makes use of more complicated logic, assign a
compensation handler to each activity, and populate it with the necessary objects.