The document proposes launching a street vending beverage business where an employee sells cold drinks from a cooler box to motorists and pedestrians. The employee would be given a cooler box with a maximum of 2 cases of drinks each morning and return it at the end of the day with any remaining items and cash from sales. The business aims to sell a minimum of 48 drinks per day. Key risks include theft, price inflation of imported drinks, lack of employee motivation, and potential legal issues with street vending. Overall, the document recommends approving the project due to the high potential returns despite risks, which would have minimal financial impact even if the project failed.
A Study On Retailers’ Satisfaction Level With Chandras’ Chemical Enterpris...ranjansaha
1. To analyze the factors that affects the retailer’s preference in dealing with adhesives.
2. To study the level of retailer’s satisfaction.
3. To study the satisfaction of retailer’s towards service, availability, quality of ordering and delivery, trade schemes etc from the distributor.
4. To know the strength, weakness, opportunity and threats to the company.
5. Kind of services expected by retailer’s from the company.
The document discusses marketing strategies for Panacea Chemical's new product Coroguard-101 in the B2B water treatment market. It addresses questions about determining the appropriate market size and sales targets, choosing short- and long-term time horizons, comparing Coroguard-101's distribution to its existing product Corochem-101, positioning Coroguard-101's pricing relative to competitors, creating value for channel members and consumers, and whether to pursue a marketing-focused or sales-focused strategy. Responses provide recommendations on setting realistic sales goals, leveraging different sales channels over time, implementing value-based pricing, increasing partner margins, and using both sales promotions and marketing to build awareness and differentiation.
This document provides a marketing plan for Just Us Café, a Canadian café focused on fair trade and ethical sourcing. It conducts analyses of the company's customers, competitors, operating environment, and internal strengths and weaknesses. It finds key customer segments include universities and community members interested in organic and fair trade products. Major competitors include large chains like Starbucks but also small independent cafes. It examines political, economic, social, and other external factors influencing the company. Recommendations include improving the marketing strategy through social media, loyalty programs, and addressing outdated practices. The plan aims to help Just Us Café better understand its position and opportunities for growth.
Retailers Survey on New Product Launch from BIRLA SHAKTI CEMENTkalyan nanda
This project is done in the HYDERABAD city only and the result may not be universel.
This survey is done to understand the retailer perception towards BIRLA SHAKTI CEMENT and it's products.
This survey is also help to understand the current situation in the market and retailers perception towards BIRLA new product BIRLA FIX-MIX, their expectations from the company.
Evaluation and Control of Sales Performance
Sales Performance
Methods of Supervision and Control of Sales force
Sales Performance Evaluation Criteria
Sales Performance Review
Sales Management Audit
B. Measuring Distribution Channel Performance
Evaluating Channels
Control of Channel
C. Ethics in Sales Management
D. New Trends in Sales and Distribution Management
The document discusses the cement industry in India. It provides details on the industry structure, key players, growth trends, technological changes, new investments, mergers and acquisitions, and government initiatives to support the industry. The cement industry in India is large and growing rapidly due to increased infrastructure spending and housing development. Several companies are expanding capacity and making new investments to capitalize on the strong demand prospects of the cement industry.
A Study On Retailers’ Satisfaction Level With Chandras’ Chemical Enterpris...ranjansaha
1. To analyze the factors that affects the retailer’s preference in dealing with adhesives.
2. To study the level of retailer’s satisfaction.
3. To study the satisfaction of retailer’s towards service, availability, quality of ordering and delivery, trade schemes etc from the distributor.
4. To know the strength, weakness, opportunity and threats to the company.
5. Kind of services expected by retailer’s from the company.
The document discusses marketing strategies for Panacea Chemical's new product Coroguard-101 in the B2B water treatment market. It addresses questions about determining the appropriate market size and sales targets, choosing short- and long-term time horizons, comparing Coroguard-101's distribution to its existing product Corochem-101, positioning Coroguard-101's pricing relative to competitors, creating value for channel members and consumers, and whether to pursue a marketing-focused or sales-focused strategy. Responses provide recommendations on setting realistic sales goals, leveraging different sales channels over time, implementing value-based pricing, increasing partner margins, and using both sales promotions and marketing to build awareness and differentiation.
This document provides a marketing plan for Just Us Café, a Canadian café focused on fair trade and ethical sourcing. It conducts analyses of the company's customers, competitors, operating environment, and internal strengths and weaknesses. It finds key customer segments include universities and community members interested in organic and fair trade products. Major competitors include large chains like Starbucks but also small independent cafes. It examines political, economic, social, and other external factors influencing the company. Recommendations include improving the marketing strategy through social media, loyalty programs, and addressing outdated practices. The plan aims to help Just Us Café better understand its position and opportunities for growth.
Retailers Survey on New Product Launch from BIRLA SHAKTI CEMENTkalyan nanda
This project is done in the HYDERABAD city only and the result may not be universel.
This survey is done to understand the retailer perception towards BIRLA SHAKTI CEMENT and it's products.
This survey is also help to understand the current situation in the market and retailers perception towards BIRLA new product BIRLA FIX-MIX, their expectations from the company.
Evaluation and Control of Sales Performance
Sales Performance
Methods of Supervision and Control of Sales force
Sales Performance Evaluation Criteria
Sales Performance Review
Sales Management Audit
B. Measuring Distribution Channel Performance
Evaluating Channels
Control of Channel
C. Ethics in Sales Management
D. New Trends in Sales and Distribution Management
The document discusses the cement industry in India. It provides details on the industry structure, key players, growth trends, technological changes, new investments, mergers and acquisitions, and government initiatives to support the industry. The cement industry in India is large and growing rapidly due to increased infrastructure spending and housing development. Several companies are expanding capacity and making new investments to capitalize on the strong demand prospects of the cement industry.
effectiveness of advertising and sales promotion of pepsiManish Shaw
The document is a project report on the effectiveness of advertising and sales promotion of Pepsi in Jamshedpur, India. It includes sections on industry analysis, company profile, research methodology, data analysis and findings. The key findings are that Pepsi has the highest market coverage in the surveyed areas, its marketing is easier than other brands, and retailers prefer to sell Pepsi due to various facilities, timely distribution and attractive schemes provided. The report provides insights into Pepsi's advertising and promotion strategies but with a limited scope based on surveys in only a few areas of Jamshedpur.
Malaysia Milk Sendirian Berhad was incorporated in 1969 to distribute products manufactured by Malaysia Dairy Industries Pte Ltd, and began manufacturing operations in 1977. It has since expanded its product range to include Vitagen, Marigold HL Milk, Marigold Milk, Marigold Peel Fresh Juice, Marigold Cup Yogurt, and others. The company's vision is to be a global leader in providing nature's ingredients for food and nutrition, while its mission is to enrich customers' daily experiences through the life-nourishing qualities of fruits and vegetables.
Hindustan Lever Limited (HLL) is the market leader in skin cleansing products in India with over 50% market share. However, competition is increasing. This project studied consumer behavior at points of sale to understand how to better design promotional materials. Surveys were conducted with 359 shoppers. The data showed that posters and radio ads were most effective at influencing purchases. Based on the findings, the recommendations include using three-dimensional danglers, sequential soap wrappers, radio ads, on-the-door promotions, and lights on shelves. Key purchase triggers identified were advertisements, brands, quality and packaging. Barriers included price, availability, and existing product use.
Shwapno superstore is a large retailer in Bangladesh that stocks a wide variety of merchandise. The study aimed to understand how to increase sales volume at Shwapno superstore and identify related problems and solutions. Several hypotheses were formulated, including that advertising, seasonal discounts, promotional activities, product quality, price policies, new branches, and customer incentives could increase sales volume. Most respondents agreed that advertising, seasonal discounts, new branches, and customer incentives would increase sales volume, while opinions were more mixed on other hypotheses.
This document appears to be a project report for a company called Nokia. It includes sections like the introduction, history of Nokia, objectives of the study, and literature review. Some key points:
- Nokia was founded in 1865 in Finland originally as a paper company and later expanded into rubber, cables, and electronics. It launched the first GSM phone in 1987.
- Nokia entered the Indian market in 1994 and made the first GSM call in India on its network in 1995. It captured market share through distribution deals.
- The report examines why Nokia was preferred over competitors through researching the company's vision, strategy, advertising and sales promotions over the years as it became the top brand in India.
This document summarizes an independent research project aimed at increasing unit sales of kitchen cutlery in the Midwest zone of Hessler Worldwide. The research tested two operational objectives: implementing a comprehensive training program for new hires and scheduling promotions in previously unopened retail locations. Unit sales data from 2011 was compared to data from 2012 when the objectives were enacted. Statistical analysis found that comprehensive training significantly increased sales by new hires. Promotions in new locations also increased sales overall, though veteran salesperson performance was stagnant. The research supports the tested objectives and recommends further study.
This document is a customer attraction and retention strategy assignment for the retail store Shwapno. It includes an introduction on the challenges faced by producers and consumers in Bangladesh. It then provides an overview of Shwapno, describing its outlets, competitive prices, decorative style, and unique promotional activities. The assignment discusses Shwapno's attraction strategies like outlets, prices, and advertisements. It also outlines retention strategies such as membership cards, affiliate programs, and a courtesy system to maintain customer connections.
Marketing Orientation of Arpico SupercentreNilshaD ShazY
This document provides an overview of Arpico Supercentre's marketing orientation. It discusses Arpico's business philosophy, vision, mission and products offered. It describes Arpico's existing customer facilities, modern techniques/benefits, and marketing mix. It also covers customer preferences, competitors, how Arpico differs from competitors, achievements, and recommendations. Arpico aims to be a market-driven, diverse group exceeding customer expectations and profitability. It offers a wide range of products across various sections and provides customers facilities like parking, cafeterias and pharmacies. Arpico competes with stores like Cargills and Keels but differs in its smaller number of branches concentrated in the west.
This document provides an overview of the research process used to analyze and assess the fast moving consumer goods (FMCG) market in India. It includes [1] defining the research problem, [2] formulating hypotheses, [3] designing the research methodology, [4] collecting primary and secondary data, [5] analyzing the data, and [6] interpreting and reporting the findings. The goal is to understand the scope and opportunities in India's FMCG sector.
The document discusses the history and development of the marketing mix concept. It notes that the term was first coined in 1948 by Neil Borden in an article describing marketing managers as "mixers of ingredients". In 1960, Jerome McCarthy further developed Borden's theory by identifying the four main elements of the marketing mix as the 4 P's: Product, Price, Place, and Promotion. The marketing mix refers to the set of controllable variables that a company uses to influence consumer demand.
P&G was considering adopting a value pricing strategy to modify its pricing approach. This involved setting consistent list prices rather than spending huge amounts on trade and consumer promotions. The document discusses P&G's marketing budget breakdown and the inefficiencies of high trade spending. It also analyzes the impacts of long-term promotions in P&G's laundry detergent (LDL) and coffee categories, finding that customers were not strongly brand loyal and profits decreased. The document considers list price reductions for these categories and the potential effects and risks of making changes to P&G's pricing strategy.
P&G is a large consumer goods company founded in 1837 that produces foods, beverages, cleaning agents and personal care products. In 2013, P&G had $84.17 billion in revenue and $11.31 billion in net income. P&G has over 121,000 employees operating in 160 countries with manufacturing locations worldwide including the US, Canada, Philippines, Mexico, Latin America, Europe, China and Africa. P&G's supply chain aims to reduce costs and increase sales through initiatives like collaborative planning with over 80,000 suppliers globally. The company faces challenges from manufacturing and raw material costs, demand uncertainty, and intense competition.
This document provides an overview of Procter & Gamble (P&G) India. It discusses that P&G India is a subsidiary of the world's largest consumer goods company and was established in India in 1964. It serves over 650 million consumers in India with popular brands like Vicks, Ariel, Tide, Whisper, Olay, Gillette, Pampers, Oral-B, Head & Shoulders and Duracell. The document also summarizes P&G's supply chain management approaches, including Collaborative Planning Forecasting and Replenishment and Consumer Driven Supply Network, and how it has collaborated with retailers like Walmart.
Customer satisfaction and its impact on sales at rcm marketing mbaBabasab Patil
This document outlines a study conducted on RCM Business and its customers. It includes an executive summary that provides an overview of RCM Business and its multi-level marketing model. The document then outlines the study's objectives, findings, recommendations and conclusion. Key findings include that most customers are satisfied with product quality and purchase monthly. It recommends expanding outlet locations and maintaining quality. The conclusion states that most customers are satisfied but some face issues reaching outlets, so outlets should be divided by zone to improve access.
Total 6.5 years of experience in Networking. Hands on experience on Cisco switches, routers & ASA, Juniper switches(Ex3000 & Ex4000 series), SRX(240,550), Dell swithces,HP switches
This curriculum vitae is for Ahmed Adel Mohamed Nasser, who is applying for the position of Urban Designer & Landscape Architect. He has over 5 years of experience in this role at E.C.G Engineering Consultants Group and El Mahmoudia General Contracting. His experience includes master planning, urban design, and landscape architecture projects in Egypt, KSA, Qatar, UAE, and Tanzania. He has a Bachelor's degree in urban and regional planning from Cairo University and is pursuing a Master's degree in Urban Design and Community Development. He is proficient in English, AutoCAD, Revit, Photoshop, InDesign, and Microsoft Office.
Jon White is a photographer based in Los Angeles who recapped his 2016 fashion photography work. The summary includes photos he took of models wearing leather clothing from Junker Designs and swimwear from Jordan Terra. It also features cut clothing from Peepshow and discusses the fashion labels represented in his 2016 portfolio, including Junker Designs, Peepshow Clothing, and Jordan Terra.
effectiveness of advertising and sales promotion of pepsiManish Shaw
The document is a project report on the effectiveness of advertising and sales promotion of Pepsi in Jamshedpur, India. It includes sections on industry analysis, company profile, research methodology, data analysis and findings. The key findings are that Pepsi has the highest market coverage in the surveyed areas, its marketing is easier than other brands, and retailers prefer to sell Pepsi due to various facilities, timely distribution and attractive schemes provided. The report provides insights into Pepsi's advertising and promotion strategies but with a limited scope based on surveys in only a few areas of Jamshedpur.
Malaysia Milk Sendirian Berhad was incorporated in 1969 to distribute products manufactured by Malaysia Dairy Industries Pte Ltd, and began manufacturing operations in 1977. It has since expanded its product range to include Vitagen, Marigold HL Milk, Marigold Milk, Marigold Peel Fresh Juice, Marigold Cup Yogurt, and others. The company's vision is to be a global leader in providing nature's ingredients for food and nutrition, while its mission is to enrich customers' daily experiences through the life-nourishing qualities of fruits and vegetables.
Hindustan Lever Limited (HLL) is the market leader in skin cleansing products in India with over 50% market share. However, competition is increasing. This project studied consumer behavior at points of sale to understand how to better design promotional materials. Surveys were conducted with 359 shoppers. The data showed that posters and radio ads were most effective at influencing purchases. Based on the findings, the recommendations include using three-dimensional danglers, sequential soap wrappers, radio ads, on-the-door promotions, and lights on shelves. Key purchase triggers identified were advertisements, brands, quality and packaging. Barriers included price, availability, and existing product use.
Shwapno superstore is a large retailer in Bangladesh that stocks a wide variety of merchandise. The study aimed to understand how to increase sales volume at Shwapno superstore and identify related problems and solutions. Several hypotheses were formulated, including that advertising, seasonal discounts, promotional activities, product quality, price policies, new branches, and customer incentives could increase sales volume. Most respondents agreed that advertising, seasonal discounts, new branches, and customer incentives would increase sales volume, while opinions were more mixed on other hypotheses.
This document appears to be a project report for a company called Nokia. It includes sections like the introduction, history of Nokia, objectives of the study, and literature review. Some key points:
- Nokia was founded in 1865 in Finland originally as a paper company and later expanded into rubber, cables, and electronics. It launched the first GSM phone in 1987.
- Nokia entered the Indian market in 1994 and made the first GSM call in India on its network in 1995. It captured market share through distribution deals.
- The report examines why Nokia was preferred over competitors through researching the company's vision, strategy, advertising and sales promotions over the years as it became the top brand in India.
This document summarizes an independent research project aimed at increasing unit sales of kitchen cutlery in the Midwest zone of Hessler Worldwide. The research tested two operational objectives: implementing a comprehensive training program for new hires and scheduling promotions in previously unopened retail locations. Unit sales data from 2011 was compared to data from 2012 when the objectives were enacted. Statistical analysis found that comprehensive training significantly increased sales by new hires. Promotions in new locations also increased sales overall, though veteran salesperson performance was stagnant. The research supports the tested objectives and recommends further study.
This document is a customer attraction and retention strategy assignment for the retail store Shwapno. It includes an introduction on the challenges faced by producers and consumers in Bangladesh. It then provides an overview of Shwapno, describing its outlets, competitive prices, decorative style, and unique promotional activities. The assignment discusses Shwapno's attraction strategies like outlets, prices, and advertisements. It also outlines retention strategies such as membership cards, affiliate programs, and a courtesy system to maintain customer connections.
Marketing Orientation of Arpico SupercentreNilshaD ShazY
This document provides an overview of Arpico Supercentre's marketing orientation. It discusses Arpico's business philosophy, vision, mission and products offered. It describes Arpico's existing customer facilities, modern techniques/benefits, and marketing mix. It also covers customer preferences, competitors, how Arpico differs from competitors, achievements, and recommendations. Arpico aims to be a market-driven, diverse group exceeding customer expectations and profitability. It offers a wide range of products across various sections and provides customers facilities like parking, cafeterias and pharmacies. Arpico competes with stores like Cargills and Keels but differs in its smaller number of branches concentrated in the west.
This document provides an overview of the research process used to analyze and assess the fast moving consumer goods (FMCG) market in India. It includes [1] defining the research problem, [2] formulating hypotheses, [3] designing the research methodology, [4] collecting primary and secondary data, [5] analyzing the data, and [6] interpreting and reporting the findings. The goal is to understand the scope and opportunities in India's FMCG sector.
The document discusses the history and development of the marketing mix concept. It notes that the term was first coined in 1948 by Neil Borden in an article describing marketing managers as "mixers of ingredients". In 1960, Jerome McCarthy further developed Borden's theory by identifying the four main elements of the marketing mix as the 4 P's: Product, Price, Place, and Promotion. The marketing mix refers to the set of controllable variables that a company uses to influence consumer demand.
P&G was considering adopting a value pricing strategy to modify its pricing approach. This involved setting consistent list prices rather than spending huge amounts on trade and consumer promotions. The document discusses P&G's marketing budget breakdown and the inefficiencies of high trade spending. It also analyzes the impacts of long-term promotions in P&G's laundry detergent (LDL) and coffee categories, finding that customers were not strongly brand loyal and profits decreased. The document considers list price reductions for these categories and the potential effects and risks of making changes to P&G's pricing strategy.
P&G is a large consumer goods company founded in 1837 that produces foods, beverages, cleaning agents and personal care products. In 2013, P&G had $84.17 billion in revenue and $11.31 billion in net income. P&G has over 121,000 employees operating in 160 countries with manufacturing locations worldwide including the US, Canada, Philippines, Mexico, Latin America, Europe, China and Africa. P&G's supply chain aims to reduce costs and increase sales through initiatives like collaborative planning with over 80,000 suppliers globally. The company faces challenges from manufacturing and raw material costs, demand uncertainty, and intense competition.
This document provides an overview of Procter & Gamble (P&G) India. It discusses that P&G India is a subsidiary of the world's largest consumer goods company and was established in India in 1964. It serves over 650 million consumers in India with popular brands like Vicks, Ariel, Tide, Whisper, Olay, Gillette, Pampers, Oral-B, Head & Shoulders and Duracell. The document also summarizes P&G's supply chain management approaches, including Collaborative Planning Forecasting and Replenishment and Consumer Driven Supply Network, and how it has collaborated with retailers like Walmart.
Customer satisfaction and its impact on sales at rcm marketing mbaBabasab Patil
This document outlines a study conducted on RCM Business and its customers. It includes an executive summary that provides an overview of RCM Business and its multi-level marketing model. The document then outlines the study's objectives, findings, recommendations and conclusion. Key findings include that most customers are satisfied with product quality and purchase monthly. It recommends expanding outlet locations and maintaining quality. The conclusion states that most customers are satisfied but some face issues reaching outlets, so outlets should be divided by zone to improve access.
Total 6.5 years of experience in Networking. Hands on experience on Cisco switches, routers & ASA, Juniper switches(Ex3000 & Ex4000 series), SRX(240,550), Dell swithces,HP switches
This curriculum vitae is for Ahmed Adel Mohamed Nasser, who is applying for the position of Urban Designer & Landscape Architect. He has over 5 years of experience in this role at E.C.G Engineering Consultants Group and El Mahmoudia General Contracting. His experience includes master planning, urban design, and landscape architecture projects in Egypt, KSA, Qatar, UAE, and Tanzania. He has a Bachelor's degree in urban and regional planning from Cairo University and is pursuing a Master's degree in Urban Design and Community Development. He is proficient in English, AutoCAD, Revit, Photoshop, InDesign, and Microsoft Office.
Jon White is a photographer based in Los Angeles who recapped his 2016 fashion photography work. The summary includes photos he took of models wearing leather clothing from Junker Designs and swimwear from Jordan Terra. It also features cut clothing from Peepshow and discusses the fashion labels represented in his 2016 portfolio, including Junker Designs, Peepshow Clothing, and Jordan Terra.
Este documento presenta el plan de trabajo de la Institución Educativa Santa Ana - San Francisco de Asís para conmemorar el Día del Niño en noviembre de 2016. El plan incluye dos concursos, uno de dibujo y pintura para promover los derechos de los niños y otro de gimnasia rítmica. También describe las bases y el cronograma para ambos concursos, así como los objetivos, participantes, jurados y premios. El plan busca fomentar el arte, la salud y los valores de respeto y solidaridad entre los
Ringkasan dokumen tersebut adalah:
TASFORMERS merupakan inovasi tas belanja troli sebagai pengganti penggunaan kantong plastik. Tas ini dirancang untuk mengatasi masalah sampah plastik yang melimpah di Indonesia.
The passage discusses the importance of developing a growth mindset and embracing challenges. It notes that people with a growth mindset believe that their abilities can be developed through effort and learning from mistakes and setbacks. They view challenges as opportunities to improve their skills rather than threats to their self-worth.
Dokumen ini memberikan pengenalan dasar tentang bahasa Jepun, termasuk definisi bahasa Jepun, sejarah tulisan Jepun, jenis-jenis tulisan Jepun, contoh hiragana, kata sapaan, angka, ungkapan berguna, dan cara memperkenalkan diri dalam bahasa Jepun.
Hadoop application architectures - using Customer 360 as an examplehadooparchbook
Hadoop application architectures - using Customer 360 (more generally, Entity 360) as an example. By Ted Malaska, Jonathan Seidman and Mark Grover at Strata + Hadoop World 2016 in NYC.
Distribusión de competencias y capacidades por áreas 2017VALDERRAM's SAC
El documento presenta el plan de estudios de la educación básica regular de nivel primaria de la Institución Educativa "Santa Ana - San Francisco de Asís" en Huamachuco. Incluye la distribución de horas semanales para cada grado y área curricular, así como las competencias y capacidades que se desarrollarán en cada área para los grados de primero a sexto.
This document contains 20 multiple choice questions regarding aviation legislation and regulations. It covers topics like the regulatory framework for airlines, aircraft certification requirements, requirements for certifying staff and maintenance engineers, and the EASA Part-66 certification system. The questions have 4 options each but only one correct answer highlighted in bold. Explanations are provided for some answers.
Architecting a Fraud Detection Application with HadoopDataWorks Summit
The document discusses real-time fraud detection patterns and architectures. It provides an overview of key technologies like Kafka, Flume, and Spark Streaming used for real-time event processing. It then describes a high-level architecture that focuses first on near real-time processing using technologies like Kafka and Spark Streaming for initial event processing before completing the picture with micro-batching, ingestion, and batch processing.
Financial risks associated to an organizationArmanYousaf
1. The document discusses 20 different types of financial risks that organizations face including investment risk, active risk, inflation risk, default risk, liquidity risk, regulatory risk, exchange rate risk, political risk, people risk, human capital risk, sales risk, seasonality risk, equity risk, HSE risks, technology risk, market asset risk, imbalance inventory risk, low skilled staff risk, and reputational risk.
2. It provides examples of how Coca-Cola Beverages Pakistan Limited (CCBPL) has mitigated some of these risks, such as outsourcing underutilized machinery to reduce investment risk, using incentives and promotions to minimize risks from price increases, and implementing staff training programs to reduce people
Are you retaining your fair share of margin?Brian Plowman
1) Supply chains have a limited total amount of gross margin that must be shared among all businesses in the chain. Individual businesses are fighting to retain their share as pressures squeeze margins.
2) Many companies are unaware that increasing sales volumes can actually decrease overall profitability if the costs to process orders and serve some customers exceed the gross margins earned. Tracking net profit at the product and customer level is important.
3) Blind spots around hidden costs can lead businesses to make poor decisions that erode margins over time, such as taking on unprofitable customers or product categories. Conducting thorough cost analysis with the finance department is needed to identify sources of margin erosion and take corrective actions.
Shareholders vs Customers: Now is the time for a balanced equation in retailQuantum Retail
The document discusses balancing the needs of shareholders and customers in retail. It argues that focusing solely on one or the other leads to problems, as pleasing shareholders by cutting costs reduces customer satisfaction, while increasing inventory to please customers hurts profits. The author proposes that retailers use Quantum's inventory management system, called Q, to better understand customer demand and optimize inventory allocation at the store level, maximizing sales and margins while balancing shareholder and customer interests.
Dropshipping is an order fulfilment method that does not require a business to keep products in stock. Rather, the store sells the product and passes on the sales order to a third-party supplier, who then ships the order to the customer.
Dropshipping can still support you build a successful business, just not as quickly as you’d hoped.
It’s challenging to maintain a business doing dropshipping alone, let alone start one from scra
While most retailers focus on the inventory that is visible in their stores and distribution centres, too few pay attention to the hidden costs of high inventory.
The document discusses how excess inventory leads to hidden costs for retailers. It provides three reasons why inventory levels often build up more than demand requires: 1) a lack of clear ownership of inventory levels, which are not properly monitored and managed; 2) an absence of an enterprise-wide perspective across functions like buying and fulfillment; 3) multiple interventions in the replenishment process that disrupt forecast accuracy and lead to overstocking. These excess inventory issues translate to challenges like increased handling and storage costs, which negatively impact profitability. The document proposes establishing clear inventory accountability and taking an integrated, enterprise-wide approach to replenishment to better manage hidden costs.
The document outlines a 22-point plan for business success, with a focus on tight financial control, effective purchasing, sales and marketing, and reducing overheads. Key points include preparing accurate cash flow projections and budgets, monitoring accounts receivables, maintaining strong credit policies with customers, minimizing inventory costs through improved stock controls, focusing sales efforts on high-margin customers, and scrutinizing all overhead costs. Following this plan aims to help businesses operate efficiently and weather challenging economic times.
This document provides guidance on how to maximize value when selling a food business or brand by avoiding common pitfalls and following three golden rules. It outlines six major pitfalls seen in many rushed sale processes, such as failing to understand strategic rationale or set realistic price expectations. The document then details three golden rules for successful sales: being prepared strategically and financially; setting the right sale process based on priorities; and thorough preparation of all business information and management. Following these rules can help sellers maximize value in an industry where sale multiples vary widely due to differences in sale quality and process.
Project Endeavour aims to assess the viability of re-entering the informal carbonated soft drink beverage sector in South Africa by focusing on wholesalers in the Zinniaville Complex district. It will obtain financial data on costs, prices, and investments related to PepsiCo Pepsi products through questionnaires and interviews with 5-10 wholesalers. This data will be analyzed to determine if re-committing to this market is financially viable. Key activities include developing questionnaires, conducting interviews, and generating a final report on re-entry possibilities. The project's success relies on wholesaler participation to provide meaningful data for analysis.
Actionable Analytics must start with measuring the right data pointsBrian Plowman
The wholesale mobile phone business grew rapidly but began losing money despite increasing sales volumes. An analysis revealed that stocking too many unpopular phone models resulted in excess inventory that was difficult to sell. Additionally, focusing on small retailers that placed many low-value orders increased processing costs and led to losses on some orders. Tracking net profit and understanding cost drivers, rather than just sales metrics, was needed to uncover these issues hidden by outward signs of growth. Minimum order values were implemented and unprofitable customers were encouraged to find new suppliers, restoring the company's profitability.
1. A rolling reserve is a percentage of each credit card transaction, usually between 5-10%, that is held by the acquiring bank for 6-12 months to mitigate risks like chargebacks. This is common for most businesses with credit card processing.
2. Factors that determine if a business needs a rolling reserve include high average transaction values, monthly processing volume, payment strategy, industry risk level, length of time in business, and cash flow turnover rate.
3. While rolling reserves impact cash flow, they allow more businesses to obtain merchant accounts and help processors manage risks. It is important for merchants to understand reserve policies and how they can benefit their business long-term.
1. A rolling reserve is a percentage of each credit card transaction, usually 5-10%, that is held by the acquiring bank for 6-12 months to mitigate risks like chargebacks.
2. Factors that may require a rolling reserve include high average transaction values, high monthly processing volumes, certain payment strategies or industries like online businesses that are at risk of fraud, and new businesses still establishing a track record.
3. While rolling reserves impact cash flow for small businesses, they also allow more merchants to get approved for credit card processing by helping acquirers manage risks. Processors may also require up-front or capped reserves tailored to specific merchant needs.
Financial risks & how to mitigate by arman yousafArmanYousaf
The document describes 20 different types of financial risks that an organization may face, along with strategies to mitigate each risk. These risks include investment risk, active risk, inflation risk, default risk, liquidity risk, regulatory risk, exchange rate risk, political risk, people risk, human capital risk, sales risk, seasonality risk, equity risk, health and safety risks, technology risk, market asset risk, imbalance inventory risk, low skilled staff risk, real assets risk, and financial assets risk. For each risk, the document provides an example of how the risk may impact an organization and strategies the organization can use to reduce the likelihood or impact of the risk.
What happened just after just the turn of 20th century was a classic example of an economic boom suddenly gone bust.
In the roaring 20's people thought that there was no stopping to the prosperous times. Until one day, people started dumping stocks at such a frenzy that it sent the whole world in probably the worst economic depression in history.
By all means the signs of a coming collapse were present. Stocks were at all time high. In fact unreasonably high. And people were living beyond their means.
This document provides information on accessing finance for those with failed business pasts. It discusses the 4Cs of character, cash flow, capital and credit. Specifically, it focuses on cash flow, explaining essentials like break even points, cash reserves, and only spending on essentials. It provides tips to improve cash flow, such as deposits, credit checks, bundling services, and invoicing promptly. The document also discusses rebuilding credit after bankruptcy by reviewing credit reports, paying collections accounts, and paying down credit cards.
This document provides 7 key tips for planning an exit strategy when selling a business: 1) Set a timeline of over a year for preparation and sale. 2) Prepare clean financial statements showing true profits to maximize sale price. 3) Educate yourself on current business valuation trends. 4) Understand the tax ramifications of the sale. 5) Build a diversified customer base that relies on no single client for over 10-15% of sales. 6) Build a management team so the business doesn't rely solely on the owner. 7) Reinvest in equipment and facilities to make the business attractive to buyers.
Ways to End Gray Market Sales & Its EffectNEW Momentum
In today’s fast evolving global economy, gray market diversion is gradually becoming an acute concern that most brands encounter. Unlike black market practices, were refurbished, counterfeit or stolen products are sold as authentic brand products, gray market activities involve unauthorized movement of commerce across multiple territories by fake distributors and channel partners.
3. The Street-Vend Project is basically the launch of a mobile street-vending beverage business
whereby an employee/salesman sells beverages to motorists and pedestrians on the street or 4-
way stop intersections. The salesman will have a cooler box of beverages on his person from
which he dispenses cold beverages when a sale takes place.
The form the business is analogous to how Nestle and Gatti ‘icre-cream boys’ operate using a
bicycle with an attached cooler box selling product directly to end consumers. Because the Street-
Vend focuses on one area, there is no need for improved mobility and consumers are reachable
in close proximity to the salesman. The Capital Expenditure is thus reduced as no equipment
such as bicycles or motorcycles are required.
Specifically for this project, a busy locality in terms of footfall motorcars has been selected as the
4 way stop on Beyers Naude drive between the corners of ABSA Bank and Rustenburg Local
Municipality (RLM). Drawing traffic to the site further up the street are busy hospitals and medical
centres such as Platinum Health.
The business model is strictly a cash business in which cash profits are generated through the
sale of beverages directly to the end consumer. The starting point of the operation is when the
entrepreneur cools/freezes the beverages (in a domestic fridge) before handing them over to the
salesman each morning in a cooler box which holds a maximum of 2 cases of beverage cans and
bottles along with small amount of cash float if necessary.
4. The salesman is then tasked with selling at minimum, 48 cans or bottles of beverages throughout
the day. The 48 beverage products being the initial amount supplied to him in the morning
(typically 8am) and returning the cooler box, any remaining beverage products, cash float and
cash revenue from sales. He then receives a cut of the cash profits based on the quantities he
sold.
This cycle continues throughout a 4 to 5 day working week with an estimated total monthly cycle
of 20 days per month.
Additional chilled beverage may be kept in a secondary cooler box should the salesman require
additional beverage product pending if the entrepreneur has an office job very close to the locality
of the street-vend operation. If this is not possible then, additional logistics must be made
available should the need to re-stock products arise.
The reason for the rationale for choosing to sell Pepsi Cola and not the market leader Coca Cola
aka COKE, is that the Coke product does not offer enough scalable profits in terms of pricing and
volumes. This is because generally Coke 330ml can be purchased at discounts only in very large
quantities which would make the working capital requirements for such a project unyielding. With
the Pepsi product both imported and local, the cost price is almost always favourable for great
returns selling a reasonable volume of product.
See illustration of the street locality and the cooler box concept.
8. Basic Costing Per Product at Case and Unit Level:
Product Imported Pepsi Cola 300ml Nestle Still Water 500ml PET
Cost of sales per case of 24 units. R95.00 R72.00
Total cost of sales for 2 cases minimum quantity comprising
of 1 x 24 Case Pepsi Cola and 1 x 24 Case of Nestle Still
Water.
R167.00
Unit cost. R3.96 R3.00
Proposed Selling Price Per Unit. R7.99 R5.99
Gross Profit Per Unit. R4.03 R3.00
Mark up % 102% 100%
Gross Profit per case of each profit. R97.00 R72.00
Total Gross Profit PER DAY from the sales of minimum
quantity of 2 cases: 1 Case of Pepsi Cola and 1 Case of Nestle
Still Water.
R169
Cooling and freezing costs R0.00 - > This is because a domestic fridge would already be in use and the quantities of 2 cases do not
increase or represent a material amount of electrical energy usage over and above the current domestic
fridges usage. Thus these costs are not traced back to the product.
9.
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13. 1.4.1. Compliance Risk:
The operation may be shut down before it can achieve significant growth due to legal implications
of street vending.
Street-Vending is a grey area in terms of a definite legal ruling. In some areas, street vending is
illegal, in some areas street vending is legal so long as it does not obstruct traffic and in other
areas it may be illegal but in practise it is tolerated and no action is taken to remove street
vendors.
Via observation of the proposed locality of the operation, street vendors are already present
selling newspapers and other items with no legal ramifications i.e. Forceful eviction off the street
by local law enforcement or confiscation of inventory.
Degree of Compliance Risk: LOW TO STANDARD
1.4.2 Theft Risk:
The risk of capital and revenue theft exists. Capital theft may occur if the cooler box, inventory
and cash float is stolen at the onset of the operation when such items are handed over to the
salesman to begin the operation. Given the fact that no formal contract or trace mechanism will be
in place on the employment of the salesman enhances this risk.
Revenue risk may occur if the salesman begins stealing cash from sales and cash from the cash
float. During the last activity of the daily operation, the owner must reconcile all cash and
inventory, however given the nature of cash as mostly coins and small monies, one may miss the
theft of small amounts of cash or inventory for that matter. In aggregate, the theft of these small
amounts can ruin the profitability of the business in the long term.
Degree of Theft/Fraud Risk: HIGH
14. 1.4.3. Inventory Price Inflation Risk:
Profits may reduce if imported Pepsi Cola cannot be sourced consistently at a consistent price
level. For example, imported Pepsi Cola is only available through the informal wholesale trade
and often the availability is very volatile depending on Rand-Dollar exchange rate. There may be
times when the imported Pepsi Cola may not be available or be available but not at the favourable
price level.
Degree of Inventory Cost Inflation Risk: HIGH
1.4.4. Lack of ‘Buy-In’:
The risk that an employee will not be found to initiate the business or the salesman employed
may be too lazy to drive the sales beyond or even to the minimum 2 cases per day such that profit
estimations are thrown off, employee turnover is experienced whereby a salesman quits the job
mid month and during the interim, sales are lost while the search goes on to find a new salesman.
Before the project was documented robustly, potential salesmen were approached as part of a
pre-appraisal activity. The findings were that potential salesmen even though in a poverty stricken
situation simply lacked the motivation, drive and willingness to work hard to earn a decent
income.
The responses from these interviewed people were such that all of them came off as lazy people
who did not want to work hard to improve their current state but were merely content with what
they had. This is in stark contrast to the qualitative implicit objectives of the project in which
poverty stricken individuals are empowered.
Degree of Lack of ‘Buy-In’ Risk: HIGH
15. 1.4.1. Compliance Risk:
The degree of the compliance risk is low to standard, thus this risk should be accepted as its
likelihood is low as well as the impact is low since no evidence points otherwise. Therefore, no
contingency or risk mitigation action plan is required for this risk.
1.4.2 Theft Risk:
The degree of theft risk is high, therefore the probability of theft occurring is high however the
impact of such a risk is low. This is because the only items will be lost are the minimum 2 cases of
beverage and the cooler bag which when combined form a loss of R169 + R170 = R337 which
represent a revenue and capital loss with the revenue loss being the cost of the beverage and the
capital being the cooler box.
This amount is marginal and does not represent a crippling financial loss to the entrepreneur.
Another reason why the impact is low, is that the salesman can only steal the cooler box once
before he is flagged or never returns and obviously if the theft occurs the first time, the risk
appetite of the entrepreneur will change. Thus, he will be more sceptical in his selection of a new
salesman.
The theoretical strategy would be to transfer the risk via insurance, however it is not worth while
for a side-line project as this one. Hence, the practical strategy would be to use a fear tactic
whereby you make a fictional threat to the salesman that he will be reported to local law
enforcement should he be caught stealing. In extreme cases a copy of the salesman’s Identity
Document may reduce the probability of theft.
16. 1.4.3. Inventory Price Inflation Risk:
The degree of risk is high. Therefore the strategy that must be applied to mitigate the risk is to
avoid the risk altogether. This will mean either buying in bulk (e.g. 50 cases of Pepsi Cola at a
time) or working closely with wholesalers to estimate the time frame of availability of the imported
Pepsi Cola.
The upside risk to avoiding imported Pepsi Cola products is that one would be able to buy local
Pepsi Product Range of products in mixed cases (4 x 6 Packs) at a marginally inflated cost when
they are on special for example: R100.00 Deals from Massmart’s Makro. At the normal R113.00
one can vary the product range kept which may well keep profit levels up as people are offered a
wider variety of Pepsi Range Products such Mirinda Orange, 7up and Mountain dew and Diet
Pepsi.
Therefore some profit margin is lost, however the opportunity to try new flavours with minimal risk
arises since imported Pepsi Products can only be bought by the case load.
17. 1.4.4. Lack of ‘Buy-In’:
The risk of lack of ‘Buy-In’ is high in terms of finding an person to sell the beverages and finding a
person who will actively drive the sales to and possibly above the minimum level of 2 cases per
day. The probability of is high and the impact of the risk is high since the project cannot run
without an employee and cannot operate efficiently with a lazy employee also. The Strategy is to
avoid finding a lazy employee in the first place although this is very hard to ascertain on the onset
of the project.
The strategy proposed to limiting this risk is that salesman need to be targeted from a set group
rather than just trying to empower any random person. This set group refers to poaching
employees who sell ice-cream unofficially or current street vendors who are selling alternative
products such as those who sell hangers and cellphone chargers. Persons from this group
understand the dynamic of street vending, the hard work that goes into making and sustaining
sales as well as some basic knowledge of how to manage cash and products.
18. The projected net profits, capital expenditures and cash flows appear to be reasonable and at a
greater than acceptable level versus wholesale, direct to retail and other resale channels and
mechanisms including vending machines. It would appear that the investment should be
approved for further consideration even in speculative capacity.
19. The entire project should be financed out of equity since the project is small relative to the total
distribution footprint of current distribution channels which the Pepsi Product range makes use of.
The risk of using equity financing is low since even a resulting loss will not remotely affect capital
structure and investor sentiment would hardly be affected also.
Equity finance is the easiest mechanism of financing this project as it can be accessed and
approved without any stings such as debt covenants or credit risk analysis etc.
Therefore, in concluding on the means of financing the project, equity finance from current cash
reserves on hand should be used.
20. Investor’s may receive dividends via a percentage of the profits from the street vending project or
from royalties that external franchisees may pay to the holding company which a percentage then
gets remunerated to investors.
21. Based on all the factors and risk as highlighted in earlier sections of this report it would appear
that this project offers high returns for the capital employed but also bears high risk that it will not
progress as planned due to all the risk indicators having a high risk magnitude of occurrence.
However it must be noted, that should the project not succeed, the overall monetary loss is not a
substantial or even a material amount. Thus even if core/scarce capital is used, it will not change
the company’s/individuals financial position drastically.
Apart from the great financial returns in terms of profits and return on investment, the project
offers intangible benefits such as market reach, market presence and an element of market share
gain.
For these reasons, the project should be approved and be carried out. Risks from a financial,
operating and compliance standpoint are not pervasive beyond that of the street vend project in
its individual isolation.