The document provides information about the sales, recruitment, and compensation processes of Tupperware, Dell, IBM, and Amway. It discusses how each company utilizes direct sales and multi-level marketing. Tupperware focuses on home parties, Dell pioneered online direct sales, IBM employs a signature selling method, and Amway utilizes a binary tree network compensation model. The recruitment processes involve applications, interviews, and testing with a focus on evaluating qualifications and cultural fit for the role. Compensation includes commissions, bonuses, and incentives based on sales performance and team production.
Tupperware was founded in 1938 and is known for its airtight, liquid-proof plastic containers. It struggled initially selling through stores but found success using a "party plan" marketing strategy pioneered by Brownie Wise in the late 1940s. This involved demonstrating products at home parties and justifying their higher cost. Tupperware expanded globally using this model and a three-tier network structure of dealers, managers, and distributors. In India, it launched in 1996 and grew rapidly, becoming the fastest growing market for the company within four years due to its focus on utility products, 100% women workforce, and innovative strategies.
Earl Tupper founded Tupperware in 1938 and created the first Tupperware products from polyethylene. Brownie Wise introduced the direct sales "party plan" method in the late 1940s which removed products from retail and had women sell through home demonstrations, fueling the company's success. Tupperware tailored products to consumers and expanded globally, entering India in 1996 where it grew rapidly through its direct sales model focused on women distributors and customers.
This document discusses Maggi noodles, a brand owned by Nestle. It provides details on Maggi's history and introduction in India in 1982. Maggi quickly gained popularity and market share through promotions targeting children and working women. The document outlines Maggi's product portfolio expansion and covers its marketing strategies over time, including pricing, distribution, and promotions. It analyzes Maggi's performance through the stages of the product lifecycle model and discusses its current market leading position in India's instant noodles category.
This document provides information about the Aashirvaad Atta brand owned by ITC Ltd. It discusses the company and brand background, product portfolio, marketing strategies used including segmentation, targeting, positioning, competition analysis, SWOT analysis, product management, pricing, promotion, and distribution channels. The key points are that Aashirvaad is India's number 1 atta brand with over 56% market share. It offers various atta variants at different price points and promotes the brand heavily through print, TV, and online advertisements emphasizing quality and health benefits.
Tupperware is a direct sales company best known for its storage containers that seal tightly. It was founded in the United States in 1946 and entered the Indian market in 1996. Tupperware uses a party plan model where independent distributors hold product demonstrations in homes to sell products and recruit new distributors. This person-to-person approach has been very successful in India due to cultural norms where socialization and word-of-mouth recommendations influence product purchases. Tupperware's strategy focuses on women and utilizes their social networks through home party demonstrations.
This presentation deals with Marico's inbound and outbound supply chain. We discuss here the supply chain problems that Marico faced and the remedial steps it took to solve the problems. Use of IT (ERP/SAP solution) and disintermediation in supply chain appear as notable steps Marico undertook to solve its Supply Chain problems.
The document provides an overview of the Mumbai Dabbawala supply chain case study. It summarizes that the Dabbawala system delivers over 200,000 home-cooked lunches daily across Mumbai using an informal logistics network with almost zero infrastructure. Through discipline, a strict code of conduct, and hard work, the Dabbawalas achieve a nearly perfect on-time delivery rate of 99.9999% with almost no use of modern technology, capital investment, or fuel costs. The Dabbawala system is over 125 years old and continues to grow annually through its highly specialized and efficient operations.
Tupperware was founded in 1938 and is known for its airtight, liquid-proof plastic containers. It struggled initially selling through stores but found success using a "party plan" marketing strategy pioneered by Brownie Wise in the late 1940s. This involved demonstrating products at home parties and justifying their higher cost. Tupperware expanded globally using this model and a three-tier network structure of dealers, managers, and distributors. In India, it launched in 1996 and grew rapidly, becoming the fastest growing market for the company within four years due to its focus on utility products, 100% women workforce, and innovative strategies.
Earl Tupper founded Tupperware in 1938 and created the first Tupperware products from polyethylene. Brownie Wise introduced the direct sales "party plan" method in the late 1940s which removed products from retail and had women sell through home demonstrations, fueling the company's success. Tupperware tailored products to consumers and expanded globally, entering India in 1996 where it grew rapidly through its direct sales model focused on women distributors and customers.
This document discusses Maggi noodles, a brand owned by Nestle. It provides details on Maggi's history and introduction in India in 1982. Maggi quickly gained popularity and market share through promotions targeting children and working women. The document outlines Maggi's product portfolio expansion and covers its marketing strategies over time, including pricing, distribution, and promotions. It analyzes Maggi's performance through the stages of the product lifecycle model and discusses its current market leading position in India's instant noodles category.
This document provides information about the Aashirvaad Atta brand owned by ITC Ltd. It discusses the company and brand background, product portfolio, marketing strategies used including segmentation, targeting, positioning, competition analysis, SWOT analysis, product management, pricing, promotion, and distribution channels. The key points are that Aashirvaad is India's number 1 atta brand with over 56% market share. It offers various atta variants at different price points and promotes the brand heavily through print, TV, and online advertisements emphasizing quality and health benefits.
Tupperware is a direct sales company best known for its storage containers that seal tightly. It was founded in the United States in 1946 and entered the Indian market in 1996. Tupperware uses a party plan model where independent distributors hold product demonstrations in homes to sell products and recruit new distributors. This person-to-person approach has been very successful in India due to cultural norms where socialization and word-of-mouth recommendations influence product purchases. Tupperware's strategy focuses on women and utilizes their social networks through home party demonstrations.
This presentation deals with Marico's inbound and outbound supply chain. We discuss here the supply chain problems that Marico faced and the remedial steps it took to solve the problems. Use of IT (ERP/SAP solution) and disintermediation in supply chain appear as notable steps Marico undertook to solve its Supply Chain problems.
The document provides an overview of the Mumbai Dabbawala supply chain case study. It summarizes that the Dabbawala system delivers over 200,000 home-cooked lunches daily across Mumbai using an informal logistics network with almost zero infrastructure. Through discipline, a strict code of conduct, and hard work, the Dabbawalas achieve a nearly perfect on-time delivery rate of 99.9999% with almost no use of modern technology, capital investment, or fuel costs. The Dabbawala system is over 125 years old and continues to grow annually through its highly specialized and efficient operations.
Jumbo King is a fast food chain in Mumbai, India specializing in vada pavs. Founded in 2001 by Dheeraj and Reeta Gupta, Jumbo King began with one outlet and has since expanded to 38 outlets through a combination of self-owned and franchised stores. While there are over 20,000 vada pav sellers in Mumbai, Jumbo King currently has about 2% market share. In addition to standard vada pavs, Jumbo King offers 16 varieties made with different recipes, breads, cheeses, and flavors. The company aims to continue expanding its franchise network and opening new locations across India to reach 5000 outlets in the next 8-9 years through strategic partnerships
Nykaa.com is an Indian online platform seller of beauty, wellness, and fashion products. It is good example of omni channel supply chain. This ppt is prepared for Nykaa.com value chain, competitive advantage, business model and also Nykaa.com competitors. I hope it will be helpful. Thank you!
The document discusses the BCG matrix and how it can be applied to analyze Parle's product portfolio. The BCG matrix categorizes products into four groups based on their market share and market growth: Stars, Cash Cows, Question Marks, and Dogs. The document analyzes which of Parle's products fall into each category. Parle G is identified as a Star product due to its high growth and market share. Cash cow products include Krackjack, Parle Marie, and Hide & Seek due to their low growth but high market share. Question mark products that have high growth but low market share include CHOX, NIMKIN KREAMS GOLD, PARLE 20-20, and MONACO
Marico Limited is an Indian consumer goods company founded in 1857 and headquartered in Mumbai. It produces coconut and edible oils, hair oils, hair care products, fabric care products, and personal care products which it sells in India and internationally. The company aims to put consumers first, promote excellence and innovation, and generate wealth for shareholders and growth. Its brand portfolio includes Parachute, Saffola, Hair & Care, Shanti Amla, and others. Managing its brand portfolio effectively allows it to utilize resources optimally, prioritize growth areas, increase efficiency, provide clarity to customers, and create leverage across brands.
This summary provides an overview of the key information from the 4-page document on Subhiksha's store operations:
1. Subhiksha operated on a hub-and-spoke model, offering discounts of 8-10% on a wide range of products including FMCG goods, fruits and vegetables, mobile phones, and medicines.
2. The company faced several challenges including allocating too much space to low-margin FMCG goods, offering too many product SKUs, expanding into mobile phones which became unviable, and inefficient inventory management.
3. The document analyzes Subhiksha's financial performance and profitability in 2010, identifying reasons for serious problems facing the company,
Parle Agro uses an intensive distribution network to widely distribute its popular biscuit and snack brands like Parle-G. It has over 1,500 wholesalers serving 425,000 retail outlets. Parle carefully selects and evaluates its channel members based on factors like infrastructure, market coverage, sales performance and targets. Parle's strong procurement and loyal relationships with suppliers and transporters allow it to offer lower costs than competitors despite using intensive distribution.
The COVID-19 pandemic and lockdowns had a major impact on Mumbai's dabbawalas, forcing them to go without work for over 6 months. Access to local trains will now allow the 130-year old dabbawala service to resume fully, but they had struggled financially during the lockdown and many took loans to support their households due to the loss of income. The dabbawalas typically deliver 200,000 lunch boxes per day by bicycle and train across Mumbai.
Supply chain management of hindustan unilever limitedanujtoma
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company with over 700 million consumers across India. HUL has over 15,000 employees including 1,300 managers and 200 scientists and technologists. HUL is headquartered in Mumbai and has its shares listed on the Bombay Stock Exchange and National Stock Exchange of India. HUL has a widespread distribution network across India consisting of over 100 manufacturing plants, 4,000 suppliers, 7,500 wholesalers, 7,000 redistribution stockists directly covering 1 million retail outlets.
Organisation structure, culture and strategies of wiproJaisha Jaikishan
This presentation contains the organization structure, culture and strategies adopted by Wipro. It includes an overview, milestone,history, SWOT analysis, structure,culture and strategies.
The document provides an overview of Amul's supply chain management. It discusses how Amul collects milk from 3.18 million producers across 16,117 villages in India. The milk is transported to chilling facilities and processing plants twice daily. Amul then distributes processed dairy products throughout India using a cold storage network and fleet of trucks. Amul's supply chain is coordinated through its apex cooperative organization, GCMMF, and relies on advanced IT systems to efficiently process payments and transport goods.
This document is a research project report on consumer buying behavior for detergents in Karachi, Pakistan. It was written by a student, Nadeem A. Siddiqui, for a class project at Preston University. The report includes a literature review on the history of detergents, from their origins as soap to modern synthetic detergents. It also discusses major detergent brands available in Pakistan such as Surf Excel, Ariel, and others. The report then outlines the research objectives, questions, methodology, findings and conclusions of the project, which involved surveying 100 consumers in Karachi to understand their detergent preferences, buying behaviors and factors influencing their purchases. The key findings were that Surf Excel was
Hindustan Unilever Limited Marketing Strategies for rural and urban India for toothpaste, detergent and other markets. Comparison between already applied steps and possible steps.
- ITC Ltd. operates several strategic business units including FMCG, cigarettes, hotels, agri business, paperboards and packaging, and infotech.
- Cigarettes have been ITC's core business since 1910 and account for 70% market share, though they make up only 15% of tobacco consumed in India.
- Other FMCG products include food, apparel, personal care, stationery, safety matches, and agarbattis.
- ITC operates luxury hotels under various brands and has over 90 hotels across India and internationally.
- The agri business division works with farmers through initiatives like e-Choupal and provides agricultural inputs and services.
- Packaging and paper
PPt on Product Mix of HUl
Introduction
Product mix of hul and Bru Coffee
their width,length,depth,consistenct in detail
Bru coffee product and their categorization in detail
Parle Products began in 1929 in Mumbai, India with 12 workers producing sweets and candies. A decade later, they expanded into biscuit production. Today, Parle has 7 manufacturing plants and 51 contract manufacturing facilities. Their most popular products include Parle-G biscuits, which enjoy a 70% market share in India, as well as sweets, snacks and other biscuits. Parle ensures high quality by exercising strict control over raw materials and manufacturing processes. They distribute products nationwide through a network of over 1,500 wholesalers and 425,000 retail outlets.
Britannia uses a multi-pronged approach to promotion, including advertising through TV, radio, billboards and outdoor advertising. It leverages brand ambassadors for various products. Sales promotions include contests, film tie-ins, assured gifts, free samples and buy-one-get-one offers. Public relations efforts include sponsorships of sports teams and public service activities. Direct marketing occurs through social media. Britannia targets all age groups and segments consumers based on demographics, benefits sought, usage rates, occasions and geography. It positions itself as a healthy, nutritious snack and takes a full market coverage approach.
Dabur India Ltd is India's leading FMCG company that has been operating for 127 years. It is the 4th largest consumer goods manufacturer in India with a portfolio of over 350 herbal and natural products across five major brands. Dabur has a distribution network of 5000 distributors serving over 2.5 million retail outlets, with margins of 8-10% for retailers, 3-4% for distributors, and 2-3% for stockists. The length of the distribution channel depends on the complexity of the product, with simpler products having shorter channels. Dabur generates about 75% of its sales from rural areas of India and sells to over 50 countries globally.
The document discusses a new sales representative evaluation and compensation system called "Bettering the Best" introduced by the CEO of Eureka Forbes Ltd. It provides details on the roles and tasks of EuroChamps, who are the company's frontline sales representatives. The current system overly emphasized sales numbers. The new system aims to reward both sales and customer relationship building. It recommends changes to the new system such as setting territory-specific targets and adjusting component weights and time allocation based on each territory.
1. Jumbo King Vada Pav is a chain that sells vada pav, a popular Indian snack. It was started in 2001 by Dheeraj Gupta and now has multiple owned and franchised outlets.
2. The company aims to provide quality, hygienic vada pavs and has processes to automate cooking and ensure cleanliness at scale.
3. Jumbo King targets middle-class and above urban residents in major cities, particularly college students and professionals, with a focus on convenience.
This document is a report submitted by Rahul Mukherjee for his MBA program analyzing the marketing strategies of Amway India. It begins with a declaration and acknowledgements. It then provides background on Amway and its business strategies, which include direct selling and multi-level marketing. The report discusses Amway's products, compensation plan, and advantages of the business model, such as leverage, residual income potential, and low startup costs. It also analyzes the multi-level marketing industry and regulations in India.
Tupperware entered the Indian market in 1996 using a multi-level marketing structure of dealers, managers and distributors to sell its products. It marketed through home parties where dealers would demonstrate products to potential customers and earn commissions. This "party plan" strategy allowed customers to see products and understand their benefits. Tupperware also focused on recruiting and training people to grow its sales force. While initially relying on word-of-mouth, it later used magazines and partnerships with P&G to promote brands and boost awareness through various campaigns and events.
Jumbo King is a fast food chain in Mumbai, India specializing in vada pavs. Founded in 2001 by Dheeraj and Reeta Gupta, Jumbo King began with one outlet and has since expanded to 38 outlets through a combination of self-owned and franchised stores. While there are over 20,000 vada pav sellers in Mumbai, Jumbo King currently has about 2% market share. In addition to standard vada pavs, Jumbo King offers 16 varieties made with different recipes, breads, cheeses, and flavors. The company aims to continue expanding its franchise network and opening new locations across India to reach 5000 outlets in the next 8-9 years through strategic partnerships
Nykaa.com is an Indian online platform seller of beauty, wellness, and fashion products. It is good example of omni channel supply chain. This ppt is prepared for Nykaa.com value chain, competitive advantage, business model and also Nykaa.com competitors. I hope it will be helpful. Thank you!
The document discusses the BCG matrix and how it can be applied to analyze Parle's product portfolio. The BCG matrix categorizes products into four groups based on their market share and market growth: Stars, Cash Cows, Question Marks, and Dogs. The document analyzes which of Parle's products fall into each category. Parle G is identified as a Star product due to its high growth and market share. Cash cow products include Krackjack, Parle Marie, and Hide & Seek due to their low growth but high market share. Question mark products that have high growth but low market share include CHOX, NIMKIN KREAMS GOLD, PARLE 20-20, and MONACO
Marico Limited is an Indian consumer goods company founded in 1857 and headquartered in Mumbai. It produces coconut and edible oils, hair oils, hair care products, fabric care products, and personal care products which it sells in India and internationally. The company aims to put consumers first, promote excellence and innovation, and generate wealth for shareholders and growth. Its brand portfolio includes Parachute, Saffola, Hair & Care, Shanti Amla, and others. Managing its brand portfolio effectively allows it to utilize resources optimally, prioritize growth areas, increase efficiency, provide clarity to customers, and create leverage across brands.
This summary provides an overview of the key information from the 4-page document on Subhiksha's store operations:
1. Subhiksha operated on a hub-and-spoke model, offering discounts of 8-10% on a wide range of products including FMCG goods, fruits and vegetables, mobile phones, and medicines.
2. The company faced several challenges including allocating too much space to low-margin FMCG goods, offering too many product SKUs, expanding into mobile phones which became unviable, and inefficient inventory management.
3. The document analyzes Subhiksha's financial performance and profitability in 2010, identifying reasons for serious problems facing the company,
Parle Agro uses an intensive distribution network to widely distribute its popular biscuit and snack brands like Parle-G. It has over 1,500 wholesalers serving 425,000 retail outlets. Parle carefully selects and evaluates its channel members based on factors like infrastructure, market coverage, sales performance and targets. Parle's strong procurement and loyal relationships with suppliers and transporters allow it to offer lower costs than competitors despite using intensive distribution.
The COVID-19 pandemic and lockdowns had a major impact on Mumbai's dabbawalas, forcing them to go without work for over 6 months. Access to local trains will now allow the 130-year old dabbawala service to resume fully, but they had struggled financially during the lockdown and many took loans to support their households due to the loss of income. The dabbawalas typically deliver 200,000 lunch boxes per day by bicycle and train across Mumbai.
Supply chain management of hindustan unilever limitedanujtoma
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company with over 700 million consumers across India. HUL has over 15,000 employees including 1,300 managers and 200 scientists and technologists. HUL is headquartered in Mumbai and has its shares listed on the Bombay Stock Exchange and National Stock Exchange of India. HUL has a widespread distribution network across India consisting of over 100 manufacturing plants, 4,000 suppliers, 7,500 wholesalers, 7,000 redistribution stockists directly covering 1 million retail outlets.
Organisation structure, culture and strategies of wiproJaisha Jaikishan
This presentation contains the organization structure, culture and strategies adopted by Wipro. It includes an overview, milestone,history, SWOT analysis, structure,culture and strategies.
The document provides an overview of Amul's supply chain management. It discusses how Amul collects milk from 3.18 million producers across 16,117 villages in India. The milk is transported to chilling facilities and processing plants twice daily. Amul then distributes processed dairy products throughout India using a cold storage network and fleet of trucks. Amul's supply chain is coordinated through its apex cooperative organization, GCMMF, and relies on advanced IT systems to efficiently process payments and transport goods.
This document is a research project report on consumer buying behavior for detergents in Karachi, Pakistan. It was written by a student, Nadeem A. Siddiqui, for a class project at Preston University. The report includes a literature review on the history of detergents, from their origins as soap to modern synthetic detergents. It also discusses major detergent brands available in Pakistan such as Surf Excel, Ariel, and others. The report then outlines the research objectives, questions, methodology, findings and conclusions of the project, which involved surveying 100 consumers in Karachi to understand their detergent preferences, buying behaviors and factors influencing their purchases. The key findings were that Surf Excel was
Hindustan Unilever Limited Marketing Strategies for rural and urban India for toothpaste, detergent and other markets. Comparison between already applied steps and possible steps.
- ITC Ltd. operates several strategic business units including FMCG, cigarettes, hotels, agri business, paperboards and packaging, and infotech.
- Cigarettes have been ITC's core business since 1910 and account for 70% market share, though they make up only 15% of tobacco consumed in India.
- Other FMCG products include food, apparel, personal care, stationery, safety matches, and agarbattis.
- ITC operates luxury hotels under various brands and has over 90 hotels across India and internationally.
- The agri business division works with farmers through initiatives like e-Choupal and provides agricultural inputs and services.
- Packaging and paper
PPt on Product Mix of HUl
Introduction
Product mix of hul and Bru Coffee
their width,length,depth,consistenct in detail
Bru coffee product and their categorization in detail
Parle Products began in 1929 in Mumbai, India with 12 workers producing sweets and candies. A decade later, they expanded into biscuit production. Today, Parle has 7 manufacturing plants and 51 contract manufacturing facilities. Their most popular products include Parle-G biscuits, which enjoy a 70% market share in India, as well as sweets, snacks and other biscuits. Parle ensures high quality by exercising strict control over raw materials and manufacturing processes. They distribute products nationwide through a network of over 1,500 wholesalers and 425,000 retail outlets.
Britannia uses a multi-pronged approach to promotion, including advertising through TV, radio, billboards and outdoor advertising. It leverages brand ambassadors for various products. Sales promotions include contests, film tie-ins, assured gifts, free samples and buy-one-get-one offers. Public relations efforts include sponsorships of sports teams and public service activities. Direct marketing occurs through social media. Britannia targets all age groups and segments consumers based on demographics, benefits sought, usage rates, occasions and geography. It positions itself as a healthy, nutritious snack and takes a full market coverage approach.
Dabur India Ltd is India's leading FMCG company that has been operating for 127 years. It is the 4th largest consumer goods manufacturer in India with a portfolio of over 350 herbal and natural products across five major brands. Dabur has a distribution network of 5000 distributors serving over 2.5 million retail outlets, with margins of 8-10% for retailers, 3-4% for distributors, and 2-3% for stockists. The length of the distribution channel depends on the complexity of the product, with simpler products having shorter channels. Dabur generates about 75% of its sales from rural areas of India and sells to over 50 countries globally.
The document discusses a new sales representative evaluation and compensation system called "Bettering the Best" introduced by the CEO of Eureka Forbes Ltd. It provides details on the roles and tasks of EuroChamps, who are the company's frontline sales representatives. The current system overly emphasized sales numbers. The new system aims to reward both sales and customer relationship building. It recommends changes to the new system such as setting territory-specific targets and adjusting component weights and time allocation based on each territory.
1. Jumbo King Vada Pav is a chain that sells vada pav, a popular Indian snack. It was started in 2001 by Dheeraj Gupta and now has multiple owned and franchised outlets.
2. The company aims to provide quality, hygienic vada pavs and has processes to automate cooking and ensure cleanliness at scale.
3. Jumbo King targets middle-class and above urban residents in major cities, particularly college students and professionals, with a focus on convenience.
This document is a report submitted by Rahul Mukherjee for his MBA program analyzing the marketing strategies of Amway India. It begins with a declaration and acknowledgements. It then provides background on Amway and its business strategies, which include direct selling and multi-level marketing. The report discusses Amway's products, compensation plan, and advantages of the business model, such as leverage, residual income potential, and low startup costs. It also analyzes the multi-level marketing industry and regulations in India.
Tupperware entered the Indian market in 1996 using a multi-level marketing structure of dealers, managers and distributors to sell its products. It marketed through home parties where dealers would demonstrate products to potential customers and earn commissions. This "party plan" strategy allowed customers to see products and understand their benefits. Tupperware also focused on recruiting and training people to grow its sales force. While initially relying on word-of-mouth, it later used magazines and partnerships with P&G to promote brands and boost awareness through various campaigns and events.
Tupperware entered the Indian market in 1996 using a multi-level marketing structure of dealers, managers and distributors to sell its products. It marketed through home parties where dealers would demonstrate products to potential customers and earn commissions. This "party plan" strategy allowed customers to see products and understand their benefits. Tupperware also focused on recruiting and training people to grow its sales force. While initially relying on word-of-mouth, it later used magazines and partnerships with P&G to promote brands and boost awareness through various campaigns and events.
Tupperware entered the Indian market in 1996 using a multi-level marketing structure of dealers, managers and distributors to sell its products. It marketed through home parties where dealers would demonstrate products to potential customers and earn commissions. This "party plan" strategy allowed customers to see products and understand their benefits. Tupperware also focused on recruiting and training people to grow its sales force. While initially relying on word-of-mouth, it later used magazines and partnerships with P&G to promote brands and boost awareness through various campaigns and events.
Tupperware entered the Indian market in 1996 using a multi-level marketing structure of dealers, managers and distributors to sell its products. It marketed through home parties where dealers would demonstrate products to potential customers and earn commissions. This "party plan" strategy allowed customers to see products and understand their benefits. Tupperware also focused on recruiting and training people to grow its sales force. While initially relying on word-of-mouth, it later used magazines and partnerships with P&G to promote brands and boost awareness through various campaigns and events.
Word of mouth marketing refers to consumers providing information about products and services to other consumers. It involves giving consumers reasons to talk about a brand and making it easier for these conversations to take place. The concept was pioneered by a psychologist who found that positive opinions from one or two physicians could sway others in a group discussion about new pharmaceutical drugs. There are both offline and online forms of word of mouth marketing. Positive word of mouth can help increase goodwill for a brand while negative word of mouth from dissatisfied customers can damage a brand as those customers will share their negative experience with more people. Effective word of mouth marketing strategies include influencer marketing, viral marketing, and community marketing.
Value added marketing and marketing functionsSubhamMalik
Value-added marketing involves providing customers with more than they expect to receive in order to delight them and build loyalty. It focuses on understanding customer needs and wants. Types of value-add marketing include expert advice, discounts, educational content, and free products. Marketing functions help identify and promote products, and include financing, information management, pricing, product management, promotion, selling, and distribution. Value-added marketing builds emotional relationships with customers and inspires brand advocacy.
Hindustan Unilever Ltd (HUL) has a wide range of products across multiple categories that make up its extensive product portfolio. It uses competitive pricing strategies to reach a large customer base across different income segments. HUL has a vast distribution network of over 2 million outlets to ensure its products are widely available. It spends heavily on promotional activities like advertising, celebrity endorsements, and discounts to create brand awareness and drive demand for its products. HUL's effective use of the marketing mix elements of product, price, place, and promotion have contributed to its success in India.
Developing an effective promotional mix using 10 different promotional toolsWaliul Islam
In this study we are promoted CLEAR MEN Anti- Dandruff Shampoo and trying to give the information that how different promotional tools are worked to increase a regular sales in a specific period of time.
1) The document provides an overview of the Amway business opportunity, which was founded over 50 years ago with the goal of helping people start their own businesses by providing products, training, and support.
2) As an Amway business owner, individuals have the opportunity to earn income through retail margins on product sales, trade discounts, and bonuses from an attractive compensation plan. Income potential increases as business owners help build a sales team and achieve higher performance levels.
3) The Amway opportunity allows individuals to control their own future, set their own schedule, and pursue success through developing customers, building a sales team, and achieving leadership skills. Business owners are supported through training and mentorship.
Amway provides business owners the opportunity to start their own business by selling world-class products through direct selling. Founded over 50 years ago with a goal of helping people take control of their lives, Amway has grown into a global phenomenon paying out over $50 billion to business owners. The document promotes Amway's business opportunity by highlighting ways for individuals to earn income through retail margins, trade discounts, and performance bonuses from building a sales team. It emphasizes that one's success in the business depends on their work ethic and consistency in product sales and team development.
Holistic marketing concept on Unilever Bangladesh limitedbadhon11-2104
Unilever Bangladesh uses holistic marketing which considers the business as a whole, its place in society and customers' lives. It has 4 elements: internal marketing, integrated marketing, socially responsible marketing, and relationship marketing. Unilever Bangladesh markets household, personal care, and food products. It uses various marketing channels and has established relationships with distributors, retailers, and consumers. Unilever contributes significantly to the Bangladeshi economy and society through employment, taxes, and affordable products.
This document provides information about the multi-level marketing company Forever Living Products (FLP). It discusses FLP's origins and founder Rex Maughan's vision to create a business combining health and financial freedom. It outlines FLP's direct sales model and vertically integrated supply chain controlling production from plant to final products. The document presents FLP as a vehicle for achieving one's dreams and greater time and financial freedom through the income opportunities of building a business and downline organization within FLP's marketing plan. Testimonials from distributors discuss how FLP has positively impacted their health, finances, careers and ability to help others.
FLP offers a great opportunity to achieve financial security and personal goals through building a network marketing business selling aloe vera and other health products. Distributors can earn retail profits of 43% as well as bonuses up to 18% on sales. With a simple marketing plan and extensive company support, many distributors have been able to earn rewards like cars, homes, and international vacations through their FLP business. The company has been operating successfully for over 28 years with a variety of income opportunities, quality consumable products, proven financial stability, and an extensive global support network.
This document discusses advertising, sales promotion, and public relations. It describes the objectives of the group's presentation, which are to describe the role of advertising, major decisions in developing advertising plans, how sales promotion campaigns are developed and implemented using different tools, and the role of public relations in promotion mix. It then discusses the importance and objectives of advertising, methods for advertising budgeting, objectives and tools of sales promotion including consumer promotions, trade promotions, and business promotions. It also touches on developing effective sales promotion programs.
slide share on promotion strategy how the promotion strategy works in selling out the products and how promotion activities are necessary to sell the more products and to increase the sale as well as profit of the company
Amway entered the Indian market in 1995 and has since grown to become the country's number one direct selling FMCG company. It uses a multi-level marketing model to sell its products through a network of over 550,000 independent distributors across India. Amway offers a wide range of home care, personal care, nutrition and cosmetic products. In recent times, its nutrition and wellness products have been particularly successful, now making up over half of Amway's total business in India. To appeal to customers, Amway manufactures products locally, offers affordable lower-priced options, and has brand experience centers to showcase its items.
FLP offers a multi-level marketing opportunity providing distributors with the potential for financial freedom and a better lifestyle. Distributors can build their business from home by sharing high-quality aloe vera products and build a team to earn bonuses and commissions. The company was founded in 1978 with a vision of bringing natural wellness products and a business opportunity to help people. FLP controls the entire supply chain process for aloe to ensure product quality. Distributors have the chance to work their own schedule and earn income through retail profits, bonuses, and team commissions as they progress through the compensation plan ranks from New Distributor to Manager.
Similar to Sales and distribution of dell, tupperware, ibm, amway (20)
Unitedworld School of Business has campuses located in Ahmadabad and Kolkata, India. The Ahmadabad campus is located at A/907, Uvarsad, Gandhinagar 382422. The Ahmedabad corporate office is located at 407, 4th Floor, Zodiac Square, Opp. Gurudwara, Sarkhej-Gandhinagar Highway, Bodakdev, Ahmedabad-380054, Gujarat. The Kolkata campus is located at Infinity Benchmark Tower, 10th Floor, Plot – G1, Block – EP& GP, Sec -V, Salt Lake, Kolkata 700091.
The programme is designed to render the students with a holistic education and deeper understanding of business tactics of global magnitude. We stress on conducting interactive study sessions which give birth to rational ideas and develop innovative thinking, live cases, e-learning and positive influence of our renowned guest speakers facilitates students’ abilities and aspirations. http://www.unitedworld.in/school-of-business/
The programme is designed to render the students with a holistic education and deeper understanding of business tactics of global magnitude. We stress on conducting interactive study sessions which give birth to rational ideas and develop innovative thinking, live cases, e-learning and positive influence of our renowned guest speakers facilitates students’ abilities and aspirations. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
UWSB offers Post Graduate courses at its Ahmedabad and Kolkata campuses. Ahmedabad campus, approved by AICTE, offers Post Graduate Diploma in Management (PGDM). Kolkata campus offers Post Graduate Programme in Management along with an option of AICTE approved Post Graduate Diploma in Management (PGDM) and/or MBA. Our programmes aim to create value-instilled potential leaders by incorporating higher-management functions. http://www.unitedworld.in/school-of-business/
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
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Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
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Answers about how you can do more with Walmart!"
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Sales and distribution of dell, tupperware, ibm, amway
1. PROJECT TITLE: SALES PROCESS, RECRUITMENT PROCESS
AND COMPENSATION PROCESS OF TUPPERWARE, DELL,
IBM AND AMWAY.
GROUP MEMBERS:-
AEGIDIOUS SAVIO MONDOL
ANUSHREE MAZUMDAR
BHARAT PATEL
CHANDRAKANTH EZONG
CYRIL VICTOR
POUSALI MUKHERJEE
PRETAM LAHA
3. 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.
SALES PROCESS
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.
4. First, the lowest level was the Dealer then was the Manager and finally at the top level was the
Distributor.
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
India.
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
competent personnel.
PROCEDURE FOR BECOMING A TUPPERWARE SALES
CONSULTANT
5. 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
become financially
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
economic status.
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
Step 1
• Finidng a Tupperware sales consultant in
the preferred area
Step 2
• Meeting up with the Tupperware sales
consultant
Step 3
• Purchasing Tupperware starter kits and
getting started
Step 4
• Sell Tupperware products and start
earning compensation
6. 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
more lucrative.
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
market.
COMPENSATION PROCESS
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.
7. TUPPERWARE’S INNOVATION
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
customers
Its advertising strategies through Elle, Femina and Parenting. And cross promotional
strategies with P&G, Whirlpool and HLL.
9. 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.
SALES PROCESS
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
10. • The retailing of goods to consumers. Retail
margins (mark-ups) on the basic wholesale
price represent income to the selling
distributor.
1
• 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.
2
• Various levels of leadership bonuses,
dependent upon the overall size and shape of
the business, paid on achieving different
levels of business performance.
3
11. 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.
Retailing
• The introduction of other individuals to
establish and develop their own
independent Amway distributorships.
Sponsoring
12. Personal contact between distributors at one-to-one or group meetings provides the opportunity
for individuals to discuss
strategies,
difficulties,
levels of involvement and
plans for the future.
COMPENSATION PROCESS
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.
13. RECRUITMENT PROCESS
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.
15. INTRODUCTION
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.
DIRECT SALES
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.
16. COMPENSATION PROCESS
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.
Compensation Consultants
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:
17. RECRUITMENT AND SELECTION PROCESS
RESUMES/CV
REVIEW
INITIAL SCREENING
INTERVIEW
CONDUCTING TESTS
AND EVALUATING
PERFORMANCE
ANALYZE THE
APPLICATION BLANK
JOB OFFER
CORE AND
DEPARTMENTAL
INTERVIEWS
JOB OFFICER PERFERENCE CHECKS
MEDICIAL
EXAMINATION
PLACEMENT
18. WHO PERFORM DELL RECRUITMENT FUNCTION
PROCESS OF
RECRUITMENT
HUMAN RESOURCE
PLANNING
RETRENCH/LAYOFFS
IDENTITY HR
RECRUITMENT
CHOOSE THE
RESOURCE METHOD
OF RECRUITMENT
DETERMINE
NUMBERS,LEVEL &
CRITICALITY OF
VACANCIES
ANALYSE THE COST
& TIME INVOLVED
START
IMPLEMENTING THE
RECRUITMENT
PROGRAM
EVALUATE THE
PROGRAM
SELECT AND HIRE
20. SALES PROCESS
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,
SSM...
21. 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
22. IBM’S RECRUITMENT PROCESS
Recruitment is distinct from Employment and Selection
STEPS IN SELECTION PROCESS Friday, July 08, 20117
RECEPTION
To create a favorable impression on the applicants’ right from the stage of reception.
SCREENING INTERVIEW
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
Application blank or form is one of the most common methods used to collect information
like—•Personal data (address, sex, telephone number) •Marital
23. data•Educational data•Employment Experience•Extra-curricular activities•References
and Recommendations.
SELECTION TESTING
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.
SELECTION INTERVIEW
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
MEDICAL EXAMINATION:
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.
REFERENCE CHECKS
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
HIRING DECISION
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.
24. 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 PROCESS
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.
Business compensation
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
satisfied.
25. 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
consistent.
If either the customer or the vendors are unhappy, then business compensation has not
been successful.
Technical compensation
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:
26. 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.
Compensation handler
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.