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8/13/2019 Comparative Study of Abb, Tatatelecom and Hcl
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
PROJECT ON SALES MANAGEMENT
A COMPARATIVE STUDY
OF
SALES FORCE OF ABB,
TATA TELECOM
&
HCL
IN MARKETING OF
SWITCHING DEVICES IN INDIA
Submitted to :-
Submitted b:-
8/13/2019 Comparative Study of Abb, Tatatelecom and Hcl
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
PREFACE
The Project was taken up in a broad perspective of comparing the
sales force of various (in fact three) companies and thereby
understanding the working methodology and functioning of a sales
organisation. We have considered certain parameters and
guidelines with respect to which we compared TataTelecom, ABB
and HCL who have a common product Switching Devices.
The project not only throws light upon the basics of sales
management but also gives a nice picture of witching device
market in !ndia by comparing the basic functioning of sales force of
above said companies.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
ACKN!LE"E#ENT
We would like to e"press immense gratitude to all the employees
of #$% &oida' ' *alkaji and TTT+%+$,-' urgaon who
have taken immense pain to entertain our group and spent their
precious time to fill up the /uestionnaire and imparting the
necessary information' +specially -r. 0.P.-aharane' -r.
1amakanth of #$%' -r. #.*. Pandey of and -r. hailendra
*umar Pandey and 2ineet 3iwan of TT T+%+$,- who have
helped us throughout.
We would also like to thank our Professor -r.urendra anghwan
for guiding and motivating us in a very practical way sometimes as
a friend and sometimes as a guide in accomplishing this project.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
S$NPS%S
witching 3evice is a generic term and includes various kinds of product'
which are basically used for data transmission and telecommunication. These
electronic devices are made up of semiconductors and very costly and have
only industrial application .To visuali4e them more we can see the product
description later on in the project.
Though the product we have chosen is too technical and appears as if there
would be very less re/uirement of direct selling in marketing of the product.
ut it was &eall' s(&)&ising and inte&esting *o& (s also to +now the
im)o&tance o* di&ect selling in the ove&all ma&+eting st&ateg' o* the
)&od(ct. We also studied the various other aspects of the sales organisation
e.g. the 5uota system' elling objective' Training need identification'
Performance appraisal etc and prepared a very concise report comparing all
of them and later on highlighting the commonalities and differences in them
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
$,-P&6 P1,7!%+
HCL %NFR#AT%N S$STE#S
#$% !nfo systems %td. (#$% !nsys) is !ndia8s premier information technology
company. With its in9depth e"pertise in developing solutions spanning diverse
technologies' #$% !nsys aims to propel its course on to the high9growth path
of 8Total Technology !ntegration8. %everaging its e"pertise in total technology
solutions and services' #$% !nsys offers value9added services in key areas
such as P implementation' software applications' networking consultancy
and management and a range of support services.
To capture the two ends of the market spectrum 9 enterprise solutions and
P$s 9 #$% !nsys has made significant strategic infrastructural investments in
the Professional ervices ,rganisation (P,)' the upport ervices
,rganisation (,) and in its manufacturing plants at &oida and Pondicherry.
The approach is to view hardware as one of the key components of the total
solution. The build9up of the services business (both of P, and ,) would
enable #$% !nsys to offer complete solutions and will also raise
manufacturing volumes to internationally competitive levels.
+stablished in :;;?? software specialists' four software factories with +!9$--
level < certified processes' and dedicated 8$entres of +"cellence8 for P and
telecom solutions. ignificant P implementation projects by the P,
include eneral -otors' #- %ancer' *alyani rakes' and amsung. P,8s
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
projects involve high9level integration projects and functional consulting and
implementation services for ERP (+nterprise 1esource Planning).
$ontinuously increasing customer e"pectations and applications' its focus on
integrated enterprise solutions have strengthened the #$% !nsys ,8s
capabilities in supporting installation types ranging from single to large' multi9
location orders. The ,' comprising a direct support force of over @??
members' is operational at :A: locations across the country and is the largest
such human resource of its kind in the !T business. majority of the , hasbeen specially trained in supporting solutions' the company8s key focus area.
#$% !nsys8 manufacturing facilities are !, ;??: 9 B??? = !, :
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
country. With its e"tensive network of @?? resellers across D?? cities'
7rontline 3ivision has actively promoted the penetration of P$s in the home
and the small officeEhome office (,#,) segments. To provide its users
innovative support services and solutions' the 3ivision has established a
countrywide network with B?A partners across :?? cities' termed the Fupport
&etF. 7ocusing on the small and medium enterprises (-+)' the small
officeEhome office (,#,)' the home and the 7irst Time 0ser (7T0)
segments' the 7rontline 3ivision aims to become a dominant purveyor of !T
products by value added services and enhanced solutions to its customers.
#$% !nsys8 ,ffice utomation 3ivision' previously known as #$% ,ffice
utomation' markets and supports Toshiba photocopiers' !n 7ocus multimedia
projectors' 3uplo digital duplicators' +ricsson +PG' amsung *ey
Telephone ystems' and &okia cellular phones. The 3ivision8s vast
distribution and support network spanning over :?? locations and over
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
total /uality management' over H? percent of its employees are being trained
under the Phil $rosby methodology of 5uality +ducation ystem.
!n :;;B' #$% formed a joint venture company' #$% #P' with the international
computer giant' #ewlett9Packard (#P)' and precipitated a technological leap
by achieving world class manufacturing e"pertise in the country for #P8s
1!$E0&!G based business servers and workstations. !n :;;H' #$% and its
joint venture partner' #P' re9organi4ed their joint business activities in !ndia
through the buying back of #P8s B> per cent of e/uity in #$% #P by the #$%promoters.
7ollowing the government8s decision to open up the distribution of !nternet
services to the private sector' #$% !nsys' under a new initiative called
WWW.,W provides a complete range of solutions for the !nternet. These
services include setting up of infrastructure for !Ps' solutions for cybercafes'
information kiosks' &et9on9T2' corporate !ntranet and e"tranet (2P&s)'
infrastructure for smart cities and a set of management services such as
facilities management' network management etc.
With an enlarged business focus' #$% !nsys has strengthened its multiple
strategic alliances with specialists to include world leaders such as !ntel for
P$ and P$ erversC -icrosoft' &ovell and $, for operating systems and
software solutionsC Toshiba $orp. for business automation e/uipmentC P
for specialist +1P solutionsC and ,racle' ybase and !nformi" for 13-
platform. !ndeed' a vision to create enterprises of tomorrow.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
ABB
The $ompany was incorporated on B
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
ended D:st 3ecember :;;; is 1s.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
TataTelecom
etting up business on the !ndian sub9continent in :;@H' today Tata Telecom
is an undisputed total business solutions provider. With technical
collaborations and partnerships withvaya' Tata Telecom is fully e/uipped to
offer a gamut of state9of9the9art communication systems. Tata Telecom is a
rare organisation in !ndia with proven and comprehensive skills in 1=3'
Technical support' -anufacturing' ales and $ustomer upport areas of
e"pertise.
Tata Telecom8s usiness $ommunications 3ivision ($3) provides complete
communication solutions for usiness +nterprises. !ts product range includes
+PGs' *T' 2oice -ail ystems' !nteractive 2oice 1esponse ystems
(!.2.18s)' and $T! = &etworkingolutions.
,ur constant endeavor to understand comple" customer needs has resulted
in a range of products and solutions. The range includes Telephony' -obility
olutions' -essaging olutions' $onferencing' $all $enter olutions' and
3ata &etworking.#ence'Tata Telecom provides solutions across all segments
9 #omes to hops' mall to %arge offices' 7actories and large !ndustrial units'
anks' $all $entres and D9< tar #otels' #ospitals' -&$s' large !ndian
corporates' departmental stores' etc..The unbeatable product range of Tata
Telecom includes the latest in each segment
The technological superiority' comprehensive 1=3' upgraded systems' wide
service Dreach' strong customer base and the e/uity associated with the Tata
heritage .
http://www.avaya.com/http://www.tatatelecom.com/products/telephony/index.htmlhttp://www.tatatelecom.com/products/mobility/index.htmlhttp://www.tatatelecom.com/products/mobility/index.htmlhttp://www.tatatelecom.com/products/messaging/index.htmlhttp://www.tatatelecom.com/products/conferencing/index.htmlhttp://www.tatatelecom.com/products/callcenter/index.htmlhttp://www.tatatelecom.com/products/datanetworking/index.htmlhttp://www.avaya.com/http://www.tatatelecom.com/products/telephony/index.htmlhttp://www.tatatelecom.com/products/mobility/index.htmlhttp://www.tatatelecom.com/products/mobility/index.htmlhttp://www.tatatelecom.com/products/messaging/index.htmlhttp://www.tatatelecom.com/products/conferencing/index.htmlhttp://www.tatatelecom.com/products/callcenter/index.htmlhttp://www.tatatelecom.com/products/datanetworking/index.html8/13/2019 Comparative Study of Abb, Tatatelecom and Hcl
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
A-o(t The P&od(ct . Switching Devices
+PG of +-$ of #$% *ajun -HH? of
TataTelecom
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
7ig. witching 3evice products
EPAB/ o* TATA TELEC#is designed specifically to provide the reliability
re/uired for the convergence of voice' data and video into a common
infrastructure' and features its uni/ue witch rchitecture 7or +"treme
1esiliency (7+1Q) that distributes critical switching' management and
processing functions.
E#C o* HCL is the foundation for a total networking solution. !t is an
e"ceptionally powerful @?R bps resilient multiservice' multilayer' intranet
service center and the first enterprise backbone switch which integrates
multilayer switching over :?? -bps' : bps and T- over a single' fully9
redundant hub. This support for a broad range of network environments
allows enterprises to use any combination of these technologies with no need
to adhere to any single technology today
The modular' enterprise9class +a0(n #1T12 #(lti*(nction Switch o* ABBis
designed specifically to provide the reliability re/uired for the convergence of
voice' data and video into a common infrastructure' and features its uni/ue
witch rchitecture 7or +"treme 1esiliency (7+1SBD:) that distributes
critical switching' management and processing functions.
Basis * the St(d'
We developed certain guide lines and decided the following key parameters
which we considered as the most important for visuali4ing the functioning of a
sales force
:. The role of personal selling in overall marketing strategy
B. elling objectives and strategies.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
D. *ey objections faced by sales personnel
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
determine the kind and si4e of personal9selling operation that like company
has and its role in the total promotional program. fter the role is defined'
/ualitative long9term personal9selling objectives become the major
determinants of the types of /uantitative short9term personal selling
objectives.
7or e.g.
a. To reach out and obtain new customer.
b. To serviceU e"isting accounts i.e. to maintain contact with present
customers' take orders and so forth.
c. To keep customers informed on changes in the product line and other
aspects of marketing strategy.
d. To provide advice and assistance to middleman on various
management problems.
e. To collect and report market information of interest and use to
company management.
5(antitative -0ectivesare short9term objectives and are adjusted from one
promotional period to other. The sales volume objectives9 the rupee or unit
sales volume management gets as the target for the promotional period9is the
key /uantitative objective. ll other /uantitative selling objectives derive from
or are related to the ales volume objective.
7or e.g.
a. To capture and retain a certain market share.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
b. To obtain sales volume in ways that contributes to profitability.
c. To obtain some number of new accounts of given types.
d. To keep personal selling e"penses within set limits.
e. To secure targeted percent of certain accounts business.
ales related marketing policies are guidelines within which the company
seeks to reach both /uantitative and /ualitative personal selling objectives.
They provide general guidance on what to sell and whom to sell to shape the
fundamental nature of a company and are important determinants both of the
kind of sales personnel need and their total number (the two components of
personal selling strategy). Pricing policies' too' have an important impact'
especially on the kind of sales staff needed9 sales people have to persuade
target buyers not only to accept the companyIs products but at the price
asked. ales9related marketing policies' like personal selling objectives' vary
with the competitive setting. !t is especially important that they be attained to a
companyIs particular situation under conditions of monopolistic or oligopolistic
competition' much more so than when there is no direct competition.
Personal9 selling strategy involves the implementation of sales policies to
achieve personal selling objectives. 7ormulating personal9selling strategy
re/uires analysis of competitive posture to determine the kind of salesperson
needed and the si4e of sales force. Personal9selling strategy ultimately must
be individuali4ed for each customer and prospect' each salesperson' in the
final analysis' determines how and when to do what in the contacts with each
assigned customer. lthough management makes the key decisions on
personal9selling strategy' each salesperson determines (through the /uality of
job performance) the effectiveness of that strategy in achieving the companyIsoverall personal9selling objectives.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
64Ke' -0ections Faced B' The Sales Pe&sonnel And The P&o)osed
Sol(tion
*ey ,bjections
:. Price ,bjection
!t is the most common type of objection raised by prospects in
which they e"press their inability to purchase at such a higher price.
ometimes prospects pretend that the price is higher for them with
a view that salesman might decrease the price.
#andling objections
a. ,ffer substituteO $heap substitutes.
b. Justify the priceO y e"plaining about the /uality' utility and
durability of the product.
c. 3iscount offers.
d. ,ffer installment payment.
e. Price factor can be avoidedO tart talking about durability' utility
and services of products.
f. how proofsO how catalogued copies of invoices cash bills etc.
B. 5uality ,bjection
!t is relating to design' durability' si4e' colour' packing etc.
#andling
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
To prove superiority of the product by making a comparison of
competing products. #e can show laboratory reports' e"perts
opinions etc. in suitable cases to meet such objections.
D. Payment ,bjection
!t is regarding lack of ready cash to pay the full price of product.
#andling ,bjection
,ffer credit or pay in installment.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
7. Res)onsi-ilities o* the sales e8ec(tive and the deg&ee and level o*
coo&dination he has with the P&od(ct 9 B&and manage&
1esponsibilities
:. ales Program
#e takes initiative in establishing short term and long9term sales
goals of the division and in collaboration with other marketing
e"ecutives gets sales' profits' growth and other goals.
B. ,rganisation
ales -anager establishes an effective plan of organi4ation and
methods of controlling the activities of members of the sales
organi4ation that will provide sufficient time for carrying out the full
time of departmental responsibilities.
D. ales force management
ales -anager identifies promising sources for recruitment of new
sales personnel and sets standards for selection of the most
promising new personnel from among recruits. #e ensures that
sales personnel are properly motivated so as to achieve optimum
sales performance.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
subordinates and sales personnel provide them with feedback about product
performance and acceptance generally not available from other sources.
:4 Rec&(itment P&ocess, Selection, T&aining ;content, *ac(lt', d(&ation? >? A? HA B
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
=4 Re)o&ting Fo&mat and *&e>(enc'
+very firm has its own ways to communicate between sales
representative and sales officeC the choice of method is the
responsibility of management. !t is however very much in the
interest of salesman that such communication should be really
ade/uate and a vital part of his work is to ensure that it is
maintained. ales reports are necessary for the following four main
reasonsO
a. To provide information regarding salesman
b. To provide information on the conditions prevailing
in market.
c. To provide a permanent case history for each
account.
d. To maintain communication between salesman and
sales office.
!f you intend to perform any task to the best of your ability' you must approach
it in the right frame of mind. The human mind tends to function at its best
when following the well9trodden path of habit. The wise salesman' therefore'
sets aside a specific time of day to write his reports. #e allows himself
perhaps an hour or an hour and a half each evening for this purpose. -any
salesmen prefer to allow themselves an hour or so in which to have a meal
and KunwindI before they settle down to write their reports.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
ince sales representation may be regarded as a profession' one cannot
e"pect to work a nine9to9five stint and then finish for the day. The salesman is'
of course' entitled to his leisure and providing he organi4es himself properly'
he can have and enjoy it. The work he does' however' is not dull routine.
To write lucidly' one must first marshal oneIs fact. !t helps if you have a logical
mind. !f you have not' efforts must be made to adopt a logical approach to the
information you wish to impart. The matter to be reported should be sub
divided and set out under sub headings. entence should be as short aspossible. The long unwieldy sentence demands for greater concentration on
the part of the reader than a short one. Paragraphs' too' should be kept short
and consist of no more than two or three sentences.
3o not assume that the reader is immediately familiar with the detail of the
situation. +nsure that each report contains a brief reference to the e"isting
situation before the new information is provided. 3ifferentiate clearly between
what has been stated to you by the customer as facts and what is only your
own interpretation of the facts.
!f a customer has given you information' which he has asked you to treat as
confidential' state this in the report.
The Fo&mat
The *i&st )a&ag&a)hof your report should state the purpose of the visit. -any
salesmen overlook than fact that their calls should have a specific purpose.
+very visit should have a purpose and the report should state that purpose.
The management is entitled to know the motivation' which caused you to visit
the customer.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
The second )a&ag&a)h should deal with the main subject of your visit.
ucceeding paragraphs under suitable sub headings. hould deal with any
other items discussed. ,pinions and comment on the part of other should
generally be kept to the end and entered under a suitable title such as
K1emarkI.
7inally' the actions re/uired to be taken should be shown at the end of the
report. This should state what is to be done by management or sales office
personnel and also what is to be done by the representative himself. +achaction item should be numbered.
?4 Si@e o* sales *o&ce
!t is difficult to determine the e"act number of sales persons that a
particular company should have. Three basic approaches in
appro"imating this number areO
:. Work load method
The basic assumption is that all sales personnel should
shoulder e/ual work load involved in covering the
companyIs entire market' then divides by the workload
that an individual shall handle' thus determining the
total sales people re/uired.
teps involved in this approach
a. $lassify customers' both present and prospective
into sales9volume9potential categories.
b. 3ecide on the length of time per sales call
fre/uencies on each class.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
c. $alculate the total workload involved in covering
the entire market.
d. 3etermine the total work time available per
salesperson
e. 3ivide the total work time available per
salesperson by task.
f. $alculate the total number of sales people needed.
This approach is attractive to practicing
sales e"ecutives. %arge firms like !- and
tandT have used this approach.
B. ales potential method
!t is based on the assumption that performance of the set
of activities contained in the salespersons job description
represents one sales personnel unit' not necessarily of
any particular salesperson.
With this assumption management can estimate the
number of rupees of sales volume that each salesperson
should produce. 3ividing this amount' into forecasted
sales volume9the companyIs sales volume objective9and
allows for sales force turnover results is an estimate of
the number of salesperson needed. These relationships
are summari4ed in e/uation
&XEP (:R T)
Where
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
&X number of sales personnel units
X forecasted sales volume
PX +stimated sales productivity of one sales personnel
unit.
TX allowance for rate of sales force turnover.
D. !ncremental method
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
The $omparative 3ata Presentation
-ost of the aspects we could find the difference and The commonalities
among the organisation have been highlighted by different font
AR%ABLES TATA
TELEC#
ABB HCL
:. 1elative
!mportance
iven To
Personal elling
#!#
1easonO
They
customi4e
their
witching
devices
based on the
re/uirement
= understand
the customer
more.
-+3!0-9%,W
1easonO
They donIt
customi4e much
as the product
goes as a part
of large turnkey
project.
2+16 #!#
1easonO
They have an
aggressive
marketing strategy
and want to clinch
the deal at any
cost.
2. Selling
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
AR%ABLES TATA
TELEC#
ABB HCL
Objective Selling
objectives of
Tata telecom
are:
a) Emphasize
overall
benefit of
customers.
b) To reach
out and
obtain ne
customer.
c) To!
service!
e"isting
accounts i.e.
to maintain
contact ith
present
Selling
objectives of
#$$ are
a) Emphasize
on high %uality
of or&
b) Emphasize
overall benefit
of customer.
c) To &eep
personal selling
e"penses ithin
set limits.
.
Selling objectives
of '( are
a) 'igh mar&et
share
This as very
clearly understood
from their top don
and challenging
%uotas* budgeting
etc.
b) To obtain sales
volume in ays
that contributes to
profitability.
c) To secure
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
AR%ABLES TATA
TELEC#
ABB HCL
customers*
ta&e orders
and so forth.
d) To &eep
customers
informed on
changes in
the product
line and other
aspects of
mar&eting
strategy.
targeted percent of
certain accounts
business
D. *ey ,bjections
7aced y ales
People
-ost of the
problems are
faced in
providing
after sales
services.
3o not face
much problems
because of the
high /uality
standards
Tough to meet the
targets
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AR%ABLES TATA
TELEC#
ABB HCL
ome of the
problems areO
9
1elating to
repair
3elivery of
goods
Timely
attendance
of the worker
olutionO
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AR%ABLES TATA
TELEC#
ABB HCL
actively from
-Orders on
-$usiness
magazines
- ournals.
behavior and
e"tract
information
from customer.
report.
/. The ay they
use competitors
information
-0ricing
strategy
(ompetitors
information is
very useful
for pricing
strategy .The
basic reason
behind is to
be 1 that is
to get the
tender
passed first
criteria is to
%uote loest
- To
defend
#$$ s Sales
manager feels if
you have to
defend the
competitor then
you must &no
him
- To be more
competitive
in the
mar&et.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
AR%ABLES TATA
TELEC#
ABB HCL
price they
call it 1).
- To
understand
ne strategic
trends.
- To ma&e
strategic
plans.
They too
ma&e use of
competitor,s
information
for pricing
strategy and
other
strategic
planning
H. 1ecruitment
Policy
They prefer
9 -
They prefer
9.+.
9. Tech.
9-
They prefer
- .+.
- .Tech
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
AR%ABLES TATA
TELEC#
ABB HCL
generation as
well the as
the no of units
sold out
ince the
performance
against
combination
/uota is
measured as
N' it is also
known as
Point ystem
5uota. !t is a
combination
of sales
volume goals
and activity
goals.
volume /uota is
that it is easily
relatable to
other
performance
data such as
selling
e"penses'
through
computing
ratios or
percentages.
;. Training &eed
identification0sually
training is
imparted
whenever
oss gives a
report of his
observation on
the weakness of
The groups head
identify the needs
of each person
reporting to them
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
AR%ABLES TATA
TELEC#
ABB HCL
there is
introduction of
new
technology.
$ompany
feels that in
todayIs
competing
world
technology
keeps on
changing and
whenever
such a
change
occurs
training is
imparted toemployees.
individual i.e.
based on his
dissatisfaction.
!n the boss
keep track of
the sales force
and whenever
he feels that
training is
needed he refer
it to the training
department.
pass it on to the #1
for further action.
:?.Performance
ppraisal
ystem
9H?N based
on
tendersEorder
s won.
9B?N based
7i" up a
performance
standard and
compare with
that.
3o not fi" any
performance
standard and follow
P- (Performance
-anagement
ystem)
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AR%ABLES TATA
TELEC#
ABB HCL
employee.
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Recommendation
34 Rede*ining )e&*o&mance a))&aisal s'stem
F&om &es(lt o&iented )lat*o&m to e**o&t o&iented )lat*o&m
Though most of the successful organisation practices -, (-anagement by
,bjective) and considered as highly result oriented but what we personally felt
that this affect organi4ational culture as well demotivate sales people. ince
sales activity are highly /uantifiable and traceable sales people must not be
measured on the basis of end result alone. The methodology can be thought
upon and our idea is in nascent stage.
64 T&aining m(st -e made a contin(o(s )&ocess
Though most of the corporate trainer screams in their speeches training must
be made a continuous process again we found the same thing .We felt People
either donIt learn or learn it in a hard way .!t is of prime responsibility of
management to ensure /uality training to the sales personnel.
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COMPARATIVE STUDY OF ABB, TATATELECOM AND HCLCOMPARATIVE STUDY OF ABB, TATATELECOM AND HCL
%!-!TT!,&
:) We could not get the sales report format as it was confidential
B) We could not get detail information about the si4e of sales force.
D) !t was very difficult to get access in the company and we had to wait for
a very long period of time.
) -ost of the sales force was in the field so it was very difficult to trackthem.
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Recommended