This document provides a summary of Sanjoy Roychoudhury's experience in automotive parts sales and business development roles across Africa, the Middle East, and South Asia. It outlines his responsibilities managing aftermarket sales, developing distribution channels, improving profitability and market share, and setting strategy. Key achievements include revenue and profit increases for various automotive brands. His experience spans over 15 years in senior management positions.
Renault feasibility study summary detailedhaithamo
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
Renault feasibility study summary for presentationhaithamo
This document provides a feasibility study for acquiring a Renault franchise dealership in Saudi Arabia. It outlines the aims to maximize profitability and business diversification. Key success factors include Renault's product range and marketing support, as well as Alissa's sales network and experience. Financial forecasts project increasing net profits and returns. Challenges around brand image, service quality, parts availability and resale values could be addressed through marketing and partnership with Renault. The proposal is to obtain approval and finalize an exclusive dealer agreement with Renault.
This document provides a feasibility study for acquiring the Renault franchise in Saudi Arabia. It outlines Renault and Alissa's roles in ensuring success including offering reliable products adapted to the local environment, quality after-sales service, and marketing support. Financial projections estimate sales growth from 1,901 units in 2009 to 7,708 units in 2013, with corresponding increases in market share. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
This document contains a SWOT analysis and performance review of AUM for the year-to-date 2011. It finds that AUM's strengths include its commercial vehicle experience but weaknesses are in employee skills, product range and some administrative areas. Opportunities exist in the growing Saudi market and developing new products and alliances. Threats include rising costs and competitive pressures. Isuzu brands are outperforming competitors in key segments. AUM sales are down 4% from 2010 but marketing activities include campaigns, training and an improved website and social media presence. While gross profits are up, operating expenses also increased year-to-date.
This document contains Sanjay Kumar Jha's resume. It summarizes his personal and professional details, including his contact information, educational qualifications, skills, work experience, and a cover letter. Jha has over 15 years of experience in secretarial, administrative, accounting and finance roles. He is currently a Senior Executive at KMA Electricals Pvt. Ltd., where he handles documentation, administration, customer operations, team management and other responsibilities. Jha is seeking a new job opportunity and is ready to join a new organization within 15 days.
This document provides a feasibility study for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It includes a summary, agenda, aims and purpose, success factors, sales forecasts, financial summary, challenges and solutions. The success factors section outlines Renault's product offerings, after sales service quality, marketing support, and Alissa's strengths. The financial summary projects profit, return on capital employed, and balance sheets. Challenges around brand image, service, parts availability and resale value are addressed. The next steps are to obtain board approval and finalize the dealer agreement with Renault.
This document provides a feasibility study for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It includes a summary, agenda, aims and purpose, success factors, sales forecasts, financial summary, challenges and solutions. The success factors section outlines Renault's product offerings, after sales service quality standards, and marketing support. It also discusses Alissa's strengths including its sales network, customer base, management, and after sales facilities. The financial summary projects profit, return on capital/equity, and cash flows indicating the dealership would be profitable. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
Renault feasibility study summary detailedhaithamo
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
Renault feasibility study summary for presentationhaithamo
This document provides a feasibility study for acquiring a Renault franchise dealership in Saudi Arabia. It outlines the aims to maximize profitability and business diversification. Key success factors include Renault's product range and marketing support, as well as Alissa's sales network and experience. Financial forecasts project increasing net profits and returns. Challenges around brand image, service quality, parts availability and resale values could be addressed through marketing and partnership with Renault. The proposal is to obtain approval and finalize an exclusive dealer agreement with Renault.
This document provides a feasibility study for acquiring the Renault franchise in Saudi Arabia. It outlines Renault and Alissa's roles in ensuring success including offering reliable products adapted to the local environment, quality after-sales service, and marketing support. Financial projections estimate sales growth from 1,901 units in 2009 to 7,708 units in 2013, with corresponding increases in market share. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
This document contains a SWOT analysis and performance review of AUM for the year-to-date 2011. It finds that AUM's strengths include its commercial vehicle experience but weaknesses are in employee skills, product range and some administrative areas. Opportunities exist in the growing Saudi market and developing new products and alliances. Threats include rising costs and competitive pressures. Isuzu brands are outperforming competitors in key segments. AUM sales are down 4% from 2010 but marketing activities include campaigns, training and an improved website and social media presence. While gross profits are up, operating expenses also increased year-to-date.
This document contains Sanjay Kumar Jha's resume. It summarizes his personal and professional details, including his contact information, educational qualifications, skills, work experience, and a cover letter. Jha has over 15 years of experience in secretarial, administrative, accounting and finance roles. He is currently a Senior Executive at KMA Electricals Pvt. Ltd., where he handles documentation, administration, customer operations, team management and other responsibilities. Jha is seeking a new job opportunity and is ready to join a new organization within 15 days.
This document provides a feasibility study for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It includes a summary, agenda, aims and purpose, success factors, sales forecasts, financial summary, challenges and solutions. The success factors section outlines Renault's product offerings, after sales service quality, marketing support, and Alissa's strengths. The financial summary projects profit, return on capital employed, and balance sheets. Challenges around brand image, service, parts availability and resale value are addressed. The next steps are to obtain board approval and finalize the dealer agreement with Renault.
This document provides a feasibility study for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It includes a summary, agenda, aims and purpose, success factors, sales forecasts, financial summary, challenges and solutions. The success factors section outlines Renault's product offerings, after sales service quality standards, and marketing support. It also discusses Alissa's strengths including its sales network, customer base, management, and after sales facilities. The financial summary projects profit, return on capital/equity, and cash flows indicating the dealership would be profitable. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
This document contains a summary of Abd ElHamid Abd ElHamid Ragab's work experience and qualifications. It details his experience managing sales of construction equipment and parts across several roles from 2007 to 1989 in Egypt and Saudi Arabia. It also lists his educational background of a Bachelor's degree in Agricultural Engineering from Alexandria University in 1980. Personal details of Egyptian nationality, marital status, and date of birth are provided at the end.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the aim to maximize profitability through business diversification and capturing the opportunity of exclusive Renault dealership. Success factors include Renault's product adaptations, quality aftersales service, and marketing support. Sales forecasts project steadily increasing volumes and market share through 2013. Financial projections show increasing profits and strong returns. Challenges around brand image, service quality, parts availability, and resale values are identified along with proposed solutions. The next steps are to obtain board approval and finalize agreements with Renault.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the key success factors for Renault including their product offerings, after sales service support, and marketing strategy. A sales forecast projects steady market share growth for Renault from 0.46% in 2009 to 3.04% in 2013. Financial projections show increasing net profits and strong return on capital employed. Challenges around brand image, service quality, parts availability, and resale value are identified along with proposed solutions. The study recommends obtaining board approval and finalizing an agreement with Renault to capture the franchise opportunity.
This document provides a feasibility study and business proposal for Renault dealership in Saudi Arabia. It outlines the opportunity for acquiring the exclusive Renault franchise to diversify business and capture market share. The summary identifies key success factors such as Renault's product adaptations, aftersales support, and planned marketing strategy. It also presents sales forecasts projecting 3% market share by 2013 and positive financial projections with increasing profit and returns. Challenges around brand perception are addressed with solutions such as re-launch activities and emphasizing Renault's history and technical capabilities. The proposal recommends pursuing the franchise agreement to allow Alissa to deliver Renault's objectives and grow profitably.
IAT Automobile Technology Co., Ltd. is China's largest independent automobile design company with over 1800 engineers. It has the most clients of any Chinese design company at over 60 automakers. IAT provides comprehensive vehicle development services from styling design to engineering to prototyping. It has capabilities across all vehicle types and powertrains including electric vehicles. IAT has extensive experience developing vehicles for joint ventures and domestic brands in China and works to integrate new technologies like electrification.
Maruti December 27, 2006 Arunesh Chand MankotiaConsultonmic
- The automobile industry in India is growing rapidly, attracting major global players. India is a top manufacturer of two-wheelers, tractors, and commercial vehicles globally.
- Major players like Maruti Suzuki dominate the market. Maruti has grown to become the largest car manufacturer in India. However, it still faces threats from increasing competition and rising costs.
- To maintain its leading position, Maruti needs to focus on product diversification, launch diesel vehicles, and invest further in R&D, manufacturing capacity, and workforce training. Diversifying its product portfolio and fuel options will help it adapt to changes in the market and consumer demands.
The document provides information about ACMA Automechanika New Delhi, India's leading international trade fair for the automotive industry that will take place from 7-10 February 2013 in New Delhi. It will be the nation's first specialized automobile exhibition, jointly organized by Messe Frankfurt and ACMA. The fair aims to attract exhibitors and visitors from India and neighboring countries in sectors like parts and systems, accessories, tyres and batteries, and automotive services. It seeks to promote business opportunities for exhibitors through access to new markets and networking with regional and international players. With India's growing automobile production and demand, the exhibition is expected to become a major sourcing platform for the country's auto industry.
The document provides an overview of Maneat, an IT solutions company focused on ERP, PLM, robot programming, and user support. It discusses Maneat's mission, values, leadership, services, technical platforms, locations, employees, industries served, customers, and growth. Specific PLM expertise and experiences with customers Alenia Aermacchi, Iveco, and Avio Group are also summarized.
Terry Chang is a senior management executive with 32 years of business development experience in the automotive industry. He currently serves as the Director of Trucks and Buses Sales at Daimler Trucks and Buses (China) Ltd., where he has helped increase sales and market share. Previously, he held director roles at Mercedes-Benz (China) Ltd. and general manager roles at various automotive distributors in China and Taiwan.
Connected Car in Europe – Strategies and Technologies for Connected DrivingPierre Audoin Consultants
With the connected car topic the automotive industry is about to experience a technological leap that will substantially change mobility. Automotive manufacturers are increasingly considering the integration of information technology and external services in their cars.
Against this background, PAC conducted a survey among 250 CxOs in European automotive companies (in France, Germany, Italy, the Netherlands, Spain, Sweden and the UK) with more than 50 employees. The study explores the strategies of the automotive industry to develop and launch connected car technologies and services and deals with the following questions:
- What is the status quo in terms of the development of connected car services and which areas are in the focus?
- Which trends and changes are important?
- What are the (main) challenges?
- What role do politics and standardization play regarding connected car offerings?
- What are the strategies and objectives that automotive companies pursue?
- How important are external services?
- What are upcoming investment plans and who are the decision makers?
I've prepared short presantation about Turkey Oil Sector. Some foreign oil companies want to entrt Turkis oil market. They are looking for distributors but generally they don't know anything our market. So here is the Turkish oil market.
The document discusses the Renault-Nissan Alliance structure and governance model, which includes cross-company teams and task forces to optimize resources. It outlines the strategic benefits of the Alliance, including economies of scale, sharing of best practices, and optimization of capacity utilization. Data shows that the Alliance has helped improve Nissan's operating margin, return on invested capital, and market capitalization over time.
The document provides details of the author's position as Quality Director at Valeo Wenling Automotive Systems Co., Ltd from Jun 2010 to Jul 2012. It describes responsibilities including complying with quality strategies, leading quality improvement activities, ensuring on-time delivery of good quality parts to customers, and preparing monthly and quarterly reports. Achievements highlighted include reducing PPM for Nissan from 264 to 15, being removed from Chang'an Ford's high risk supplier list, and improving a production process noise failure rate below the level of Valeo's headquarters in France.
The document provides details of the author's previous role as Quality Director at Valeo Wenling Automotive Systems Co., Ltd from June 2010 to July 2012. It describes responsibilities including complying with quality strategies, leading quality improvement activities, ensuring on-time delivery of good quality parts to customers, and preparing monthly and quarterly reports. Key achievements highlighted are reducing PPM for Nissan from 264 to 15, being removed from Chang'an Ford's high-risk supplier list, and improving a production process noise failure rate below the level of Valeo's headquarters in France.
The document discusses Magneti Marelli's aftermarket parts and services business in India through its partnership with Carnation Auto. Some key points:
1) Magneti Marelli is a global automotive supplier with over 80 years of history and a network of 5000 multi-brand workshops.
2) Through Carnation Auto, Magneti Marelli aims to provide aftermarket parts and services across India, initially focusing on premium brands in Delhi.
3) The partnership will leverage Magneti Marelli's expertise and global supply network to offer a wide range of quality auto parts for various vehicle segments in the growing Indian market.
The document discusses Magneti Marelli, an automotive components supplier, and its partnership with Carnation Auto to provide aftermarket parts and services for premium and luxury vehicles in India. Some key points:
- Magneti Marelli has over 80 years of experience and supplies parts to many automakers worldwide.
- Through its partnership with Carnation Auto, it aims to service premium brands in India and expand its aftermarket parts business nationwide.
- Their plan is to initially focus on BMW, Mercedes, and Audi vehicles and expand their product and vehicle coverage over time.
Tata Motors Group is a leading global automobile manufacturer with operations spanning 125+ countries. It is comprised of several key subsidiaries and strategic partnerships, most notably Jaguar Land Rover and Tata Motors Limited. Jaguar Land Rover is a global luxury automotive company known for the Jaguar and Land Rover brands, while Tata Motors Limited is one of India's largest automobile manufacturers offering a range of passenger and commercial vehicles. The group generated over $34 billion in revenue in FY20.
This document contains a summary of Abd ElHamid Abd ElHamid Ragab's work experience and qualifications. It details his experience managing sales of construction equipment and parts across several roles from 2007 to 1989 in Egypt and Saudi Arabia. It also lists his educational background of a Bachelor's degree in Agricultural Engineering from Alexandria University in 1980. Personal details of Egyptian nationality, marital status, and date of birth are provided at the end.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the aim to maximize profitability through business diversification and capturing the opportunity of exclusive Renault dealership. Success factors include Renault's product adaptations, quality aftersales service, and marketing support. Sales forecasts project steadily increasing volumes and market share through 2013. Financial projections show increasing profits and strong returns. Challenges around brand image, service quality, parts availability, and resale values are identified along with proposed solutions. The next steps are to obtain board approval and finalize agreements with Renault.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the key success factors for Renault including their product offerings, after sales service support, and marketing strategy. A sales forecast projects steady market share growth for Renault from 0.46% in 2009 to 3.04% in 2013. Financial projections show increasing net profits and strong return on capital employed. Challenges around brand image, service quality, parts availability, and resale value are identified along with proposed solutions. The study recommends obtaining board approval and finalizing an agreement with Renault to capture the franchise opportunity.
This document provides a feasibility study and business proposal for Renault dealership in Saudi Arabia. It outlines the opportunity for acquiring the exclusive Renault franchise to diversify business and capture market share. The summary identifies key success factors such as Renault's product adaptations, aftersales support, and planned marketing strategy. It also presents sales forecasts projecting 3% market share by 2013 and positive financial projections with increasing profit and returns. Challenges around brand perception are addressed with solutions such as re-launch activities and emphasizing Renault's history and technical capabilities. The proposal recommends pursuing the franchise agreement to allow Alissa to deliver Renault's objectives and grow profitably.
IAT Automobile Technology Co., Ltd. is China's largest independent automobile design company with over 1800 engineers. It has the most clients of any Chinese design company at over 60 automakers. IAT provides comprehensive vehicle development services from styling design to engineering to prototyping. It has capabilities across all vehicle types and powertrains including electric vehicles. IAT has extensive experience developing vehicles for joint ventures and domestic brands in China and works to integrate new technologies like electrification.
Maruti December 27, 2006 Arunesh Chand MankotiaConsultonmic
- The automobile industry in India is growing rapidly, attracting major global players. India is a top manufacturer of two-wheelers, tractors, and commercial vehicles globally.
- Major players like Maruti Suzuki dominate the market. Maruti has grown to become the largest car manufacturer in India. However, it still faces threats from increasing competition and rising costs.
- To maintain its leading position, Maruti needs to focus on product diversification, launch diesel vehicles, and invest further in R&D, manufacturing capacity, and workforce training. Diversifying its product portfolio and fuel options will help it adapt to changes in the market and consumer demands.
The document provides information about ACMA Automechanika New Delhi, India's leading international trade fair for the automotive industry that will take place from 7-10 February 2013 in New Delhi. It will be the nation's first specialized automobile exhibition, jointly organized by Messe Frankfurt and ACMA. The fair aims to attract exhibitors and visitors from India and neighboring countries in sectors like parts and systems, accessories, tyres and batteries, and automotive services. It seeks to promote business opportunities for exhibitors through access to new markets and networking with regional and international players. With India's growing automobile production and demand, the exhibition is expected to become a major sourcing platform for the country's auto industry.
The document provides an overview of Maneat, an IT solutions company focused on ERP, PLM, robot programming, and user support. It discusses Maneat's mission, values, leadership, services, technical platforms, locations, employees, industries served, customers, and growth. Specific PLM expertise and experiences with customers Alenia Aermacchi, Iveco, and Avio Group are also summarized.
Terry Chang is a senior management executive with 32 years of business development experience in the automotive industry. He currently serves as the Director of Trucks and Buses Sales at Daimler Trucks and Buses (China) Ltd., where he has helped increase sales and market share. Previously, he held director roles at Mercedes-Benz (China) Ltd. and general manager roles at various automotive distributors in China and Taiwan.
Connected Car in Europe – Strategies and Technologies for Connected DrivingPierre Audoin Consultants
With the connected car topic the automotive industry is about to experience a technological leap that will substantially change mobility. Automotive manufacturers are increasingly considering the integration of information technology and external services in their cars.
Against this background, PAC conducted a survey among 250 CxOs in European automotive companies (in France, Germany, Italy, the Netherlands, Spain, Sweden and the UK) with more than 50 employees. The study explores the strategies of the automotive industry to develop and launch connected car technologies and services and deals with the following questions:
- What is the status quo in terms of the development of connected car services and which areas are in the focus?
- Which trends and changes are important?
- What are the (main) challenges?
- What role do politics and standardization play regarding connected car offerings?
- What are the strategies and objectives that automotive companies pursue?
- How important are external services?
- What are upcoming investment plans and who are the decision makers?
I've prepared short presantation about Turkey Oil Sector. Some foreign oil companies want to entrt Turkis oil market. They are looking for distributors but generally they don't know anything our market. So here is the Turkish oil market.
The document discusses the Renault-Nissan Alliance structure and governance model, which includes cross-company teams and task forces to optimize resources. It outlines the strategic benefits of the Alliance, including economies of scale, sharing of best practices, and optimization of capacity utilization. Data shows that the Alliance has helped improve Nissan's operating margin, return on invested capital, and market capitalization over time.
The document provides details of the author's position as Quality Director at Valeo Wenling Automotive Systems Co., Ltd from Jun 2010 to Jul 2012. It describes responsibilities including complying with quality strategies, leading quality improvement activities, ensuring on-time delivery of good quality parts to customers, and preparing monthly and quarterly reports. Achievements highlighted include reducing PPM for Nissan from 264 to 15, being removed from Chang'an Ford's high risk supplier list, and improving a production process noise failure rate below the level of Valeo's headquarters in France.
The document provides details of the author's previous role as Quality Director at Valeo Wenling Automotive Systems Co., Ltd from June 2010 to July 2012. It describes responsibilities including complying with quality strategies, leading quality improvement activities, ensuring on-time delivery of good quality parts to customers, and preparing monthly and quarterly reports. Key achievements highlighted are reducing PPM for Nissan from 264 to 15, being removed from Chang'an Ford's high-risk supplier list, and improving a production process noise failure rate below the level of Valeo's headquarters in France.
The document discusses Magneti Marelli's aftermarket parts and services business in India through its partnership with Carnation Auto. Some key points:
1) Magneti Marelli is a global automotive supplier with over 80 years of history and a network of 5000 multi-brand workshops.
2) Through Carnation Auto, Magneti Marelli aims to provide aftermarket parts and services across India, initially focusing on premium brands in Delhi.
3) The partnership will leverage Magneti Marelli's expertise and global supply network to offer a wide range of quality auto parts for various vehicle segments in the growing Indian market.
The document discusses Magneti Marelli, an automotive components supplier, and its partnership with Carnation Auto to provide aftermarket parts and services for premium and luxury vehicles in India. Some key points:
- Magneti Marelli has over 80 years of experience and supplies parts to many automakers worldwide.
- Through its partnership with Carnation Auto, it aims to service premium brands in India and expand its aftermarket parts business nationwide.
- Their plan is to initially focus on BMW, Mercedes, and Audi vehicles and expand their product and vehicle coverage over time.
Tata Motors Group is a leading global automobile manufacturer with operations spanning 125+ countries. It is comprised of several key subsidiaries and strategic partnerships, most notably Jaguar Land Rover and Tata Motors Limited. Jaguar Land Rover is a global luxury automotive company known for the Jaguar and Land Rover brands, while Tata Motors Limited is one of India's largest automobile manufacturers offering a range of passenger and commercial vehicles. The group generated over $34 billion in revenue in FY20.
Similar to Sanjoy - Aftersales Automotive parts (20)
1. SANJOY ROYCHOUDHURY
Mobile: + 971558893834, +97143961083 Dubai
Email: roych100@yahoo.com
Uniquely Qualified for Management level
AUTOMOTIVE PARTS /COMMERCIAL VEHICLE PARTS / AFTERMARKET SALES
AFRICA , MIDDLEEAST , SOUTH ASIA
AN OVERVIEW
Dealer Aftermarket Sales and Business Development > prospection , market intelligence, customer relationship
Experienced in working with reputed companies Automotive- Scania trucks Commercial Vehicles, Case CNH Heavy
machinery , Manitou Agricultural Equipments , Putzmeister , Tata Motors , AC Delco Automotive parts , Liebherr ,
Truck parts , Volvo , Mercedes , Man , VW , Diesel Technic , Valeo , Wabco , Aisin , Bosch automotive , European truck
parts Mahle original, Federal Mogul, Industrial and Automotive bearings Timken , INA , SKF .Koyo , NTN , NSK
JK , Goodyear , Bridgestone , Micheline , Dunlop Tyre , Battery , Lubricants Castrol , BP , Caltex engine , hydraulic oil
KEY ACHIEVEMENTS
Achieved increase in Aftersales revenues Scania ( 110%) , Case ( 57%) , Carrier ( 85% ) ,Still ( 63%)
Gold category awarded to Scania dealership Dubai by Scania Sweden Customer Service Award System (CSEA)
Service rate improved from 78% to 93% due to improved ordering of parts based on Scania UP-LIFT principle
Synchron Spare parts management system and improve stock rotation 38%
Set up a brand new Parts Delivery Centre in Dubai Investment Park: Size-2550 sqmt
Improve Procurement of Scania Parts WMS system increase availability first pick 90%
Facilitate Aftersales Dealers to open 5 Service workshop all across UAE. Increase labour revenue 145%
Leader of New Products Campaign – Competition analysis to increase market share
Profitability increase 63% for Scania
Academics
~ Master in Business Administration, Marketing and International Business, Calcutta University
~ BE Engineering, Mechanical, Birla Institute of Technology ,
Automotive Trainings / Conferences Attended
Synchron parts management
Scania , Case Manitou
European Truckparts
training
Weland Sweden
Bosch Automotive Germany
MH Hydraulics Netherlands
Scania aftersales seminar
Commercial Vehicle Dealer
parts training
AC Delco Automotive ,
Industrial Parts Business
SAP CRM , Sales and
Distribution and Materials
Management
Customer satisfaction index
Complaint handling
Research
Volvo truck Product training
EXPERIENCE SNAPSHOT
Oasis group Automotive Scania Commercial Vehicles ( Sweden ) , Case Construction eqpts ( USA , UK , Italy )
Area > Middle East , Africa ( Parts reexport ) , GCC ( UAE Units , Aftersales, Oman Aftersales business , Kuwait
Aftersales )
Products : Scania Commercial Vehicle , Case CNH , Atlas Trailers , Manitou , BP , Caltex Lubricants , Michelin
Tyres
2. Aftersales Business Development Head March 2011 onwards - Current
Oasis group is a market leader in the automotive sector in Middleeast with sales of over 1200 vehicles per year. It has
an extensive network of 3 accredited dealers with 5showrooms across UAE , Oman , Kuwait
Sales Turnover > USD 120 Million
Clients type > Retail ,Government Municipality , Plant Hire , Oil & Gas , Transport and Logistics ,
Construction
Contracting , Stevedoring , Water transport , Oil & Gas , Petrochemicals , Long haulage
Key responsibilities
· Fully responsible for the Sales Dept of Aftermarket products including achievement of sales, market,
productivity, resource control and financial targets Improve parts sales Scania ( 110%) , Case ( 57%) , Carrier
( 85% ) ,Still ( 63%)
· Made a significant upgrade and revamp for stockholding (first time availability to all customers of at least 90%)
· Developed and launched several service schemes to boost inflow to our dealers’service workshops.
· Facilitate Dealership open New workshops across Dubai , Abudhabi , Sharjah ,RAK , Muscat increase labour
revenue 145%
· Developed annual operating expense budget, capital budget and profit improvement target – savings 32%
· Created and established control system for all department resources - material, financial and personnel - and
continuously monitored all factors affecting the achievement of plans
· Credit control : Customer mix 20% advance , 70% - 30/60days credit , 10% - 90-days credit
· Utilised monthly management accounts system to monitor and control department productivity and profitability
· Ensured that periodic stock orders to manufacturer are placed by due dates achieved deadline 92%
· Monitored indicators such as stock check lost sales, stock control, warehouse denials, etc.
· Ensured that completion of statistical reports to Scania commercial vehicles company by the due date achieved
86%
· Monitored stock levels to ensure minimum obsolescence levels (3% or less of stock value)
· Promote Vehicle Aftersales business using Total Cost of Ownership method
· Develop Re- export market for Hino Toyota , Nissan diesel engine parts , Isuzu Light commercial Vehicle parts ,
Caterpillar , Komatsu , Case , JCB , Terex construction equipment parts Increase Profit margin 19%
· Procurement strategies and Automotive channel markeing for Diesel tecnic , Trucktec and Europarts for Heavy
commercial vehicle parts - Savings above 19% cost of procurement
· Increase sales onestop shop nonfranchise items ( sales increase ) Tyres 46% Continental , Bridgestone ,
Micheline Tyre , Exide Battery (24% ) , 28% Lubricants Caltex , Enoc , BP
· Net Profit increase 63%
Organisation chart : Report to General Manager
3. German Gulf Enginnering , Automotive , Construction Equipment , TVH Construction Equipment and Parts
Hydraulics June 2007 – March
2011
Liebherr Rexroth Bosch TVH Autoparts
UAE , Qatar , Oman , Bahrain , Saudi , Ethiopia
Senior Manager / Aftermarket Business Development
· Commercial vehicles Automotive Product : Putzmeister ( Germany ) truck mounted and stationery Concrete
machinery Revenue increase ( 83%) Liebherr truck mounted Transit Mixer , ( 47% ) Atlas Block loading
grab on trucks ,Hook cranes for Pickups , ( 115% ) Sika , Lonking machinery , ( 91 %) Rexroth Bosch
hydraulic parts
· Aftermarket Product Groups handled increase revenue ( 78% ) : Euroricambi replacement /OEM spare
parts for gearbox and differential for vehicles such as trucks buses, tractors and cars. The Euroricambi range
essentially consists of crown wheel and pinion sets, gears, shafts and synchronisers f original manufacturers
such as: Mercedes Benz, Z.F., Volvo, Scania, Renault Trucks, MAN, Fuller (Eaton), Arvin Meritor, Dana
(Eaton), DAF, Iveco , Diesel and Gasoline Fuel Injection System & Components, Alternators, Starter Motors,
Spark Plugs, Automotive Filters, Automotive Batteries, Automotive Belts, Wiper Blades, Horns, Lighting,
Automotive Lubricants, Clutch Plates, Diagnostic Equipments, MUVs, LCVs, HCVs, buses, tractors, off-road
applications, Wabco components ( Germany) , Mahle OEM parts , Federal Mogul engine parts, Sampa truck
parts ( Turkey) , INA , NTN , Bearings ,Diesel Tecnic
`
· Distributon channel ( 38 reseller network ) and export market ,Retailer Management , promotion
campaign
· Exposure to Contractors Garages , technicians – coverage increase 64%
· HS Code Identified Projects and developing cross references for replacement parts 87089900 Parts &
accessories of vehicle body 87089300 Clutches & parts 87087000 Road wheels & parts & accessories
87088000 Suspension shock-absorbers 87083900 Brakes and servo-brakes and parts 87089400 Steering
wheels, Ignition system parts , engine parts , starters , alternators , cooling system parts , exhaust system
parts Drive axle , steer axle parts , Transmission parts , electrical system parts , auto accessories
· Investigating and monitoring market trends, competition Dealer Marketing Management: Focus on
applications and suitable vehicle specifications, features by utilizing in-depth market and competitive
analysis ,vehicle’s specifications, model highlights and competitive position to use for product
briefings/training and media launch events.
· Leading market research among Industrial customers database (300 ) application industries
· Business development for Aftermarket revenue increase 42% ( Ethiopia , Kenya , Tanzania ) , Middleeast
4. Gulf GCC countries 71% ( UAE , Saudi , Kuwait , Qatar )
· Service revenue increase 120% , Net profitability increase 138%
· Report to CEO
FAMCO , Dubai ( Al Futtaim Automotive group ) October 2001 - June 2007
Yanmar Ingersoll Rand Doosan Linde Toyota Hino
FAMCO is a member of the Al-Futtaim Group, one of the largest privately owned business houses in the Gulf region.
FAMCO serves the industry with world-class brands including Volvo Trucks, Volvo Buses, Volvo Construction
Equipment, Merlo, Ingersoll Rand,Yanmar, Linde MHE, Himoinsa Generators and Doosan portable products.
Roles and Tasks : Sales Manager
Report to General Manager
· Conduct business forecasting, monthly customer production monitoring, competitor & market share
analysis. Develop pricing strategy in consultation with Field Sales and central marketing/controlling and
implement approved strategies. Market share for Volvo trucks increase 8%
· Working with brand management, engineering, supply chain, manufacturing and delivery teams to ensure
product success & generating competitive pricing strategies and discount structure planning
· Responsible for sales target revenue increase Volvo ( 22%) , Yanmar marine ( 17%) Toyota ( 38%) Hino
( 62%)
· Implement marketing and Spare Parts strategies to improve market share of Volvo genuine parts in the
emirates.
· Parts Pricing, Dealer Operating Standards and Inventory management Parts profitability increase 57%
· Implementation of IT systems such as SAP r3, Syncron demand forecasting and replenishment planning
system.
Specialities
· Automotive market - Middleeast , Africa > Total cost of ownership (TCO) as: Vehicle price + cost of
operation and service – resale value
· Demand analysis
· Powertrain , Chassis , safety, electronics , axle loading , gross margin , logistics, marketing warranty
· Total cost of ownership
· LCV , MCV, HCV - present supplier dynamics
· SWOT analysis
· HCV focus - dealer management , product analysis
Vehicle model dynamics of various manufacturers
Best practices - fuel economy , productivity , cost of ownership , Aftersales
5. Maruti Suzuki Automotive , Passenger Vehicles , distribution channel development , South Asia , - India , Srilanka ,
Bangladesh , Nepal and African Market
January 1998 - October 2001
Role : Marketing Manager
Task and Activities : Brand Management , Brand equity , Dealer management
· Territory of Operation : West Bengal
Key result areas include; Sales, Marketing, Collections, Finance, Staff Administration, Service, Spares,
Institutional / Govt. Sales and Non-trade operations etc.
Regular visits to District dealers and all other allied partners
Handling media plan Analyze the vehicle segments . product proposals with vehicle specifications, features,
colour and trim levels by utilizing market and competitive analysis .
· Addressing the core issues related to staff administrations with key solutions
Responsible for making Service and Spares a Revenue generating center
Total Staff reporting: 30 nos. (All Inclusive – Direct / Indirect)
Overall responsible to make a ‘PROFIT CENTRE’ profitability increase 118%
Planning and implementing the competitive offerings for new areas of development
Tie-ups and Agreements with new Channel Partners (Financers and Associates) for better and effective
market coverage HDFC Auto finance , ICICI Finance , Bajaj auto Finance , SBI Auto finance , Axix Bank ,
Mahindra
· Brand Management & Strategy - Consumer Insights – continual brand pyramid, consumer pen picture and
brand tracks Market share increase 6%
Advertising- ATL & BTL Managed the brand portfolio
Rural Marketing & Activations business revenue increase 48%
Fleet Targeted Campaigns
Digital Marketing & CRM
Product Management and Product Planning
Product Pricing promotion
Market Research
Product Launch & Positioning achieved penetration increase 46%
Channel & Distribution Management achieved growth 56%
360 degree Marketing – TV, Print, Digital, Fixed and Variable budget management and deployment Insights
on Indian media measurement tools
6. PERSONAL DOSSIER
Age 46 years
Languages Known: English, Bengali , Hindi , German
Address: B 107 , Dubai Pyramids building , Karama UAE
Indian National ,Driving License: Europe ,UAE , India Driving license available
REFERENCES
· Anders Prytz , General Manager, Scania Commercial VehiclesDubai + 97150
6443221 lars.moller@ase.ae
7. PERSONAL DOSSIER
Age 46 years
Languages Known: English, Bengali , Hindi , German
Address: B 107 , Dubai Pyramids building , Karama UAE
Indian National ,Driving License: Europe ,UAE , India Driving license available
REFERENCES
· Anders Prytz , General Manager, Scania Commercial VehiclesDubai + 97150
6443221 lars.moller@ase.ae