The Quandary Conclusions at the Year End The Reason The Need Areas Serves

1. The Quandary • Conclusions at the Year End • The Reason • The Need • Areas Serves • Objectives of Model • Strategies and Methods • Data Which Fill the Gap • The System (Two Models With Advantages and Disadvantages) • Project Execution Process • Activities to be Undertaken by Us • Parameters for Measuring Success • Monitoring and Feedback System • Requirements • Before the FLAG-OFF Ceremony • Benefits

2. Promoter in Delhi Competitors below par got approved Consultant in Bangalore Price war !!! Contractors in Kolkata, Trichy & Mumbai Profit margin is depleting !! Site in AP Deliveries delayed pending amendments Specs are vague How much business in the next 3 years ? Consultant still approving old models Growth ?

7. To target all applications in the project wherever our equipment are required. • To explore new applications involving new technology for widening the range. • To shift the role from A recipient of enquiries toTHE gatherer of PROPER enquiries. • To minimize the effect of competition below par. • To improve brand identity and loyalty thereby increase POPULATION SHARE. • To streamline internal marketing set up and bridge the gaps, if any. • To build up database for present and future use.

8. Extensive database oriented MARKETING (Sale is the consequence). • Divide sales staff into DATA GATHERERS and DATA USERS. • Shift focus from enquiry based evaluation toproject based evaluation of potential and business earned/lost. • Treat each agency - promoter, consultant and contractor - as an individual customer. • Position products and company as partners in the project execution process and beyond. • Find out technical and procedural discrepancies BEFORE THEY REACH THEIR OWN WAY TO US. • Explore the possibility of long term arrangement with contractors (OEMs) irrespective of projects. • Explore the possibility of broad based arrangement with promoters for all models involved in the project. • Watch competitors closely. • Evolve a monitoring system and database for use of all concerned.

10. Source - Domex Source - Promoter PROMOTER PROJECT CONSULTANT BIDDERS & THIER CONSULTANTS (Source-Promoter) PACKAGE 1 (WTP) PACKAGE 2 (ETP) FINAL CONTRACTOR EQPT 1 EQPT 2 • Dates/months by which enquiries are expected. (Source - Bar charts.) • Order from promoter or contractor? (Source - Promoter) • Approved competitors. (Source - Promoter / Consultant) Then follows enquiry To ERP for execution.

11. HEAD OFFICE Info. Info. BRANCHES BRANCHES Feedback Feedback • The leader gathers data on projects & enters in the database • Depending upon promoter’s area, the leader sends primary information to the respective branch • A person from branch office contacts the promoter, verifies the details & gathers additional information as decided • Depending upon feedback, leader sends information to other branches for taking suitable action as and when required • People from branch offices keep on gathering information and taking necessary actions from time to time

12. ADVANTAGES • No need for additional staff • Minimal investment and resources required • No need for structural changes in the organization DISADVANTAGES • Field sales staff gets employed in activities that fetch results bit too late • They may get demoralized, if unverified / incomplete lead is sent • Possibility of delay in data collection owing to priorities assigned to enquiries, offers, orders, payment recovery, etc. • Delay at one point has cascading effect on all orders for that project • Apathy of field staff, if order is likely to go to other branches, affects the prospects of the company • All activities are based on short term gains and sabotage the process of long term planning • Difficulty in estimating cost benefit ratio

13. STEP 1 STEP 2 …and contacts only promoters and consultants to A team of 2/3 engineers at HO gathers & enters projects info. STEP 4 Top management picks up data for strategic planning • Verify primary data on projects • Gather data on different packages and OEMs bidding for them • Gather data on potential for equipment • Ensure consultants’ approval and that specifications are framed properly • gather information on approved competitors • Find out expected dates of enquiries • Find out influential factors STEP 5 Directions on methods, tools & priorities Field staff use pinpointed information on packages and bidders for booking orders & send their feedback. STEP 3 This is an addition to existing system

14. To organize technical seminars at consultants’, promoters’ & contractors’ premises • To resolve technical and procedural discrepancies • To design and distribute technical literature/CDs. e. g. Application Library • To contact financial institutions (e. g. ICICI, IFCI, etc.) and Industry associations for supporting data • To maintain and share data with sales staff. Feed additional information

15. ADVANTAGES • Efforts and energies of field staff are best utilized for the activities they supposed to do. i. e. order booking, payment recoveries, etc. • Proper weightages are assigned to each activity • All technical and procedural discrepancies get resolved well in time and don’t take the shape of a problem • Since the team works on a project and not an enquiry, a comprehensive strategy encompassing all models required in that project can be worked out • All developments pertaining to that project are tracked and recorded. This plays vital role during negotiations across the table • Feedback from the respondents is routed through proper channel to respective department at right time. e. g. 1) TO TOP MANAGEMENT – For policy decisions 2) TO R & D DEPARTMENT – For product development/improvement 3) TO FIELD SALES STAFF -- For preparations on negotiations

16. … ADVANTAGES Contd. • Role shifts from A recipient of enquiries to THE gatherer of PROPER enquiries • The team keeps long-term benefits in mind. Hence product positioning doesn’t get hijacked by targets and urgencies of the field sales staff • In the long run history, pre-sales service and personal relations developed during the process save a lot of efforts later on • Urgency becomes a rare phenomenon • Cost benefit ratio can be easily worked out DISADVANTAGES • Additional manpower and resources required initially • Top management may be required to resolve the disputes arising between the team and field staff on timing and extent of information • Structural changes in the organization are required

17. CONCEPTUAL STAGE 1) Scheme identified by the promoter. 2) Consultant (being) appointed for preparing DER. 3) Land (being) acquired. 4) Collaboration arrangements being worked out. 5) Statutory clearances applied for. • PLANNING STAGE 1) Pre-qualification bids invited. 2) DER (being) prepared. 3) Finances (being) tied up. 4) Schedule firmed up. 5) Discussion with contractors initiated.

18. IMPLEMENTATION STAGE 1) Financial closure achieved. 2) Statutory clearances received. 3) Contracts awarded. 4) Procurement of equipment initiated. 5) Construction underway. • COMMISSIONING STAGE 1) Plant & machinery installed. 2) Trial runs underway. 3) Contractors winding up from the site. • COMMISSIONED 1) Plant handed over to the promoter. 2) Commercial production started.

19. CONCEPTUAL STAGE AT PROMOTER’S END • Find out exact status and activities underway • Find out which consultant and contractors have edge • Find out when they will be appointed • Find out whether promoter is to place the order or the contractor • Find out whether any pre-sales technical support is required • Find out financial health of the promoters

20. PLANNING STAGE AT PROMOTER’S END • Find out consultant’s name and contact person • Find out different packages and contractors bidding for them • Find out if our name is included in approved list of vendors for ALL equipment from our range • Find out if any consultant/contractor showed reservation for us despite being approved technically • If promoter is going to place the order, secure the enquiries. If not enquiries details of schedule from DER & probable dates of enquiries • Gather names of other approved competitors • Gather information on schedule of execution • Organize technical seminar, if need be

21. AT CONSULTANT’S END • Find out if there is any technical discrepancy that affects our prospects of the order. • Attempt to frame the specifications in such a way that competitors below par get marginalised. • Ensure that all equipment from our range are being considered for all applications. • Discuss alternative methods. • Develop new applications hitherto not touched. • Find out which other projects they are handling. • Send greetings, newsletters, technical literature. • Organize technical seminar, if need be.

22. AT CONTRACTOR’S END • Secure (budgetary) enquiries • Take feel of competition • Provide technical support for preparing THEIR bids • Find out which other projects they are handling • Find out scope for standard terms & conditions for all orders for all project they are handling • Send greetings, newsletters, technical literature • Organize technical seminar, if need be

23. UNDER IMPLEMENTATION STAGE • Follow up offers, negotiate and ensure orders. • Keep tab on competition. • If the order is lost, find out reasons, competitor and price at which order is concluded. • If decision is in favour list out the strengths. • In either case, share details with all others so that they take measures in their respective areas at right time.

24. COMMON FOR ALL STAGES Document the developments • Good or bad • right or wrong • Achievements as well as mistakes

25. DATA ON POTENTIAL

26. FLOW OF INFORMATION

27. APPROVAL FROM CONSULTANTS

28. SPECIFICATIONS

29. ENQUIRIES

30. COMMERCIAL TERMS & CONDITIONS

31. DECISION ON ORDERS

32. MONITORING OF CapexBD

33. SCORE CARD %

34. Filing system specific to projects 1) Sections for each project a) Activities & correspondence in conceptual stage b) Activities & correspondence in planning stage c) Co-ordination with branches during implementation d) Fact sheets for that project summarizing developments e) Feedback forms from clients in response to seminars f) MoM or gist of discussions held during internal meetings 2) A File compiling suggestions from branches on improving and measures taken • Software for recording data collected through fieldwork

35. Review meetings every 3/6 months 1) AGENDA TO INCLUDE a) Progress on each project b) Problems faced and corrective measures c) Additional inputs required for fruitfulness d) Next tasks and timetable e) Other specific issues (Participation of top management’s representative is ideal) • Based on discussions in the meetings, modification in the process/activities/system and intimating all concerned about the changes • Independent periodic review by Corporate Planning Department & directions on strategy/methods/tools to be adopted

36. SUPPORT FROM THE TOP MANAGEMENT • Strong resolve and motivation • Framework on policies and strategies based on what is necessary and NOT what is convenient. • Timely intervention during disputes and exigencies. • RESOURCES • Budget for- i) Technical literature/files/CDs/seminars ii) Research - subscriptions, phones, tours iii) CRM • Manpower • Software • TRAINING • On this exercise, methods, tools and monitoring system • On questioning techniques and handling objections • On operating CDs and software

37. List down the persons to be involved • Define role of each person • Decide methods, tools and strategy to be adopted during data collection and meetings with the clients • Organize a crash course for the participants • Put a software in place and train the participants • Design files/CDs to be given to promoters, consultants and OEMs • Decide contents of technical seminars • Design questionnaires and harness questioning techniques • Decide schedule for implementation • List down anticipated problems and ready beckoner • Decide checkpoints for evaluating the performance

38. Based on actual data Product group wise, branch wise, state wise, industry wise, etc. Who, what, how much and when POTENTIAL FOR EXISTING RANGE POTENTIAL FOR NEW / FUTURE RANGE • Existing suppliers • Specifications • Quantity market demands • Potential buyers

39. Data for activity planning (e. g. Enquiries still to be received) Direct hot sales leads to branches Data for production planning for reducing delivery period CO-ORDINATION STRATEGIC PLANNING • Data for countering competition • Data for re-directing resources • Data for deciding priority sectors

40. KNOWLEDGE BASE • History for estimating potential for the similar projects announced in future. • Different consultants’ approach of recommending different configurations of products for similar applications • Industry wise packages & applications in order to standardize your offers • Competitors’ strengths and weaknesses • Co-relations between industries, states, implementation ratios, etc. SAVINGS • Instances of price war will be reduced increasing the profit margin. • No need for additional Market Research Survey. Figures evolve as a by-product. • Sales staff from different branches may be working on the same project for different product groups. This expense will get reduced.

41. ...only a typical list. has much more in store. Having information is not good enough, making use of it is critical. One’s imagination is the only limit for making use of information.

42. For more details, please contact - DOMEX TECHNICAL INFORMATION PVT. LTD. RF3 Kakad Chambers Annex, Annie Besant Road, Worli, MUMBAI – 400018. PH : 022-66638220-1-2-3. EMAIL : sujala@domexinfo.in, p.awade@domexinfo.in