CASE STUDY PRESENTATION

SHAH and Company

New Training Package for
Sales Personnel

Presenting Team:
Shahnoor Khan (20)
Tabassum Nagothanekar (34)
Submitted to : Talhah Patel (40)

PROF. RAJESH VYAS Abdul K. Shaikh (46)

 BUSINESS AND FACTS

Manufacturing of car gear system and permanent mould

They have a Joint Venture with Brain & Company (USA)

Have 5 units in India

• Andhra Pradesh (Hyderabad)
• Gujrat (Porbunder)
• Karnataka (Belgaum)
• Kerala (Trivendrum)
• Madhya Pradesh (Bhillai)

40% of market share in India

Also exports their products to 25 other countries
• One of the pioneers in the
country’s auto market segment
• J.V. with Brain & Co. (U.S.A.)
• 40% market share in domestic
market
• Supportive Management
• Chance to nurture healthy
supplier-buyer relationships
• Training may bring some
enthusiasm to under performing
sales people
• The new top brass team is short- S
sighted in their vision
• Training Programs do not have W
any psychological impact
• The management’s intention of O
basing the organization on the
views of the new team
T
A
N
• Sales Executive Backlash, as
they may feel they do not require
A
the training
• The company may remain
L
focused only on training and Y
overlook aspects of product
development and cost reductions S
• The training programs will only
add to the expenses if not taken I
seriously S
 VALUE FOR CUSTOMER

Major Product Offerings are

• Complete Gear Systems for automotive applications
• Permanent Mould Ferrous Die castings

The Foundry division also manufactures

• Grey Iron
• Ductile Iron

Providing high quality products at globally competitive prices

 ISSUES

A new top brass team laying new policies and resolutions

The management intends to base the whole organization on their vision

The series of training package (off job training) made for sales executive didn’t
go down well with them
 APPARENT PROBLEM
Sales people have not taken the training seriously because
• they do not wish to stay back after working hours
• the training was only focused on the sales executives, while the sales
people
felt that the suppliers should also have been involved
• the older sales people felt the training was a waste of time, resources and
energy
• the training had no psychological impact of training
Hence, there was no significant increase in sales even after the training.

The above problems are only the symptoms of the real problem
 REAL PROBLEM

The new team is only revamping the old systems and policies

Their focus is merely on the training of the sales people, who actually don’t
require it

The team should have put in more efforts in product developments and
technology
 SUGGESTIONS AND PROBLEMS

Instead of providing ‘off the job training’ the sales people would have done
better with ‘on job training’

‘On job training’ would mean loss of valuable time of the sales person, which
would directly affect the sales.
A sales person may not be able to concentrate on either his work or his training.
The training program should have been extended even to the suppliers, as
recommended by the sales people. Moreover the company also believes that
vendors are their partners in progress

The supplier may also feel it is a waste of time and may not react positively to
it.
Adding suppliers to the training would add cost, moreover finding a
convenient time to train the suppliers would be difficult.
The training should have more impact psychologically

If the training goes more into psychology, it may become tedious for some sales
people.
Moreover such training will be more expensive.

Focus on product development more than training the sales force

Product development is a time consuming affair, and there is a risk of failure.

Moreover, the entire process would be costlier than the training package
 CHARACTERISTICS OF THE INDUSTRY

The demand for the products of the company is derived one from the
automobile industry

Very few new companies actually enter in this sector

The basic raw material for the company comes from steel industries

As, the automobile industry is rapidly getting technologically advanced, it is

imperative that there is technological advancements in the spare parts
industry as well.
CHARACTERISTICS OF THE ENVIRONMENT

Indian automobile industry has grown leaps and bounds since 1898.

The automobile industry in India — the ninth largest in the world with
an annual production of over 2.3 million units in 2008 — is expected to
become one of the major global automotive industries in the coming
years.
With the latest available data Indian Automobile Industry is expected to
grow at 9%-10% in near future.

It is assumed that in coming festive season to meet demand, carmakers

going to produce 70000units/month more over the average 1.3lac/month
with help of 5000 new hands. (Source: Economic Times)

Which is indirectly going to increase demands of Shah & Company’s

products.
 COMPARISON WITH COMPETITORS

There are not many competitors as huge as SHAH & Co. itself

As, Shah & Co. has 40% of the total domestic market share they are the
leaders.

But, if Shah & Co. wants to stay market leaders, they will have to
continuously concentrate on their product development more rather than
just focusing on training the sales people.
THANK
YOU