A Presentation On Tata Timken g31z
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TATA TIMKEN COMPANY LTD
About the company US based company
Manufacturer of tapered roller bearings Started its operations in India in 1992 in collaboration with TISCO
Second largest manufacturer of tapered roller bearings in India. Capacity installed for production 3 million units(standard bearings and bearings for trucks, utility vehicles and railways)
Key events in the case The US based company Timken purchased Tata's 40% holding in the t venture and made It 80% The company accumulated losses of Rs 50 crore by the end of 1995 Company Expanded by Rs 32 crore in March 1998 Timken group acquisition include MPB Group now Timken aerospace and super precision bearings
Change in the scenario Tata group decides to withdraw from the t venture. Company to be renamed Timken India ltd.
Timken’s plans to expand after the takeover Greater control encourages them to bring in new technology. Strategy is to look at the past sales for the future
Sales Sequence Charts (with SPSS)
Initial Analysis Descriptive Statistics N
Minimum Maximum
Mean
Std. Deviation
2000
12
27
87
53.58
19.360
2001
12
34
78
60.17
15.081
2002
12
39
98
67.33
18.980
2003
12
38
98
73.25
20.078
Valid N (listwise)
12
79
Initial Analysis (Contd.) Communalities Initial
Extraction
2000
1.000
.955
2001
1.000
.967
2002
1.000
.966
2003
1.000
.976
Extraction Method: Principal Component Analysis.
Initial Analysis (Contd.) Total Variance Explained Component
Initial Eigenvalues
Extraction Sums of Squared Loadings
Total
% of Variance
Cumulative %
Total
% of Variance
Cumulative %
1
3.864
96.597
96.597
3.864
96.597
96.597
2
.068
1.710
98.307
3
.046
1.162
99.468
4
.021
.532
100.000
Extraction Method: Principal Component Analysis.
Initial Analysis (Contd.) Component Matrixa
Component 1
2000
.977
2001
.983
2002
.983
2003
.988
Extraction Method: Principal Component Analysis. a. 1 components extracted.
The forecasting Process Develop forecasting procedure
Determine independent and dependent variables
Select forecast analysis method
Forecast objectives
Evaluate performance results against the forecasts
Comprehensive total forecast procedure
Collect , collate, gather and analyze the data
Present all the assumptions about data
Make and finalize the forecast
Deg Sales Territories 1. Selecting a basic geographical control unit
2. Determining the sales potential present in each area
3. Combining control units into tentative territories
4. Adjusting for differences in coverage difficulty
Q1. Factors that Sales Manager takes into before deciding on a Sales Territory
Coverage of the market Sales Potential Improving sales force morale
Matching seller effort to meet customer needs Sales volume approximation
The Approach 1) Market build up approach 2) Work load approach
Market build up approach Method of estimating the revenue potential of an industrial market by identifying the number of potential buyers in the market and the purchase requirements of each
Q2.Geographical Control Unit definition and its importance Geographical Control Unit is the unit of geography that is combined to form a sales territory
COUNTRIES
CITIES
STATE OF PROVINCES
ZIP CODES
COUNTIES
CENSUS TRACTS
METROPOLITAN AREA
CUSTOMERS
Reasons for forming GCU’s
Sales force effectiveness
Major Trading Areas
Product Life cycle change
Product line change
Customer Relocations
Q3. Workload approach An approach in setting sales force size in which the company groups into different size classes and then determines how many salespeople are needed to call on them the desired number of times
No. of salesmen
=
Number of Customers X Call Frequency Average weekly call rate X Number of working weeks per year
Q4. Features of a good sales territory computer program Benefit: Customers will be ed and serviced by one salesperson, which prevents duplication of effort. Product/Service profiling Easy to use Compatibility Flexible and adaptive Scope of customization Easy to share information Mapping staff expertise Customer/prospect profiling Competitor Territory
Q5. Importance of maps and spreadsheets Territory alignment and optimization : Today’s competitive marketplace, companies cannot afford to have inefficiently designed territories Efficient territory design: 1.Over 40% of all field sales reps have either too much work or too little work. 2.The average field sales rep spends approximately 20% of their time traveling. More efficient territory design results in less travel time which translates into more selling time
Managing most valuable asset: Focus on most critical area within different territories can boost sales by 2-7 % Sales advantage: 1.Unique sales advantage over the competitors by harnessing ability to find and react to problems quickly. 2. Conduct "what if" analysis on any data or geography, realign territories to address short and long term goals ,balance workload and more
THANK YOU
About the company US based company
Manufacturer of tapered roller bearings Started its operations in India in 1992 in collaboration with TISCO
Second largest manufacturer of tapered roller bearings in India. Capacity installed for production 3 million units(standard bearings and bearings for trucks, utility vehicles and railways)
Key events in the case The US based company Timken purchased Tata's 40% holding in the t venture and made It 80% The company accumulated losses of Rs 50 crore by the end of 1995 Company Expanded by Rs 32 crore in March 1998 Timken group acquisition include MPB Group now Timken aerospace and super precision bearings
Change in the scenario Tata group decides to withdraw from the t venture. Company to be renamed Timken India ltd.
Timken’s plans to expand after the takeover Greater control encourages them to bring in new technology. Strategy is to look at the past sales for the future
Sales Sequence Charts (with SPSS)
Initial Analysis Descriptive Statistics N
Minimum Maximum
Mean
Std. Deviation
2000
12
27
87
53.58
19.360
2001
12
34
78
60.17
15.081
2002
12
39
98
67.33
18.980
2003
12
38
98
73.25
20.078
Valid N (listwise)
12
79
Initial Analysis (Contd.) Communalities Initial
Extraction
2000
1.000
.955
2001
1.000
.967
2002
1.000
.966
2003
1.000
.976
Extraction Method: Principal Component Analysis.
Initial Analysis (Contd.) Total Variance Explained Component
Initial Eigenvalues
Extraction Sums of Squared Loadings
Total
% of Variance
Cumulative %
Total
% of Variance
Cumulative %
1
3.864
96.597
96.597
3.864
96.597
96.597
2
.068
1.710
98.307
3
.046
1.162
99.468
4
.021
.532
100.000
Extraction Method: Principal Component Analysis.
Initial Analysis (Contd.) Component Matrixa
Component 1
2000
.977
2001
.983
2002
.983
2003
.988
Extraction Method: Principal Component Analysis. a. 1 components extracted.
The forecasting Process Develop forecasting procedure
Determine independent and dependent variables
Select forecast analysis method
Forecast objectives
Evaluate performance results against the forecasts
Comprehensive total forecast procedure
Collect , collate, gather and analyze the data
Present all the assumptions about data
Make and finalize the forecast
Deg Sales Territories 1. Selecting a basic geographical control unit
2. Determining the sales potential present in each area
3. Combining control units into tentative territories
4. Adjusting for differences in coverage difficulty
Q1. Factors that Sales Manager takes into before deciding on a Sales Territory
Coverage of the market Sales Potential Improving sales force morale
Matching seller effort to meet customer needs Sales volume approximation
The Approach 1) Market build up approach 2) Work load approach
Market build up approach Method of estimating the revenue potential of an industrial market by identifying the number of potential buyers in the market and the purchase requirements of each
Q2.Geographical Control Unit definition and its importance Geographical Control Unit is the unit of geography that is combined to form a sales territory
COUNTRIES
CITIES
STATE OF PROVINCES
ZIP CODES
COUNTIES
CENSUS TRACTS
METROPOLITAN AREA
CUSTOMERS
Reasons for forming GCU’s
Sales force effectiveness
Major Trading Areas
Product Life cycle change
Product line change
Customer Relocations
Q3. Workload approach An approach in setting sales force size in which the company groups into different size classes and then determines how many salespeople are needed to call on them the desired number of times
No. of salesmen
=
Number of Customers X Call Frequency Average weekly call rate X Number of working weeks per year
Q4. Features of a good sales territory computer program Benefit: Customers will be ed and serviced by one salesperson, which prevents duplication of effort. Product/Service profiling Easy to use Compatibility Flexible and adaptive Scope of customization Easy to share information Mapping staff expertise Customer/prospect profiling Competitor Territory
Q5. Importance of maps and spreadsheets Territory alignment and optimization : Today’s competitive marketplace, companies cannot afford to have inefficiently designed territories Efficient territory design: 1.Over 40% of all field sales reps have either too much work or too little work. 2.The average field sales rep spends approximately 20% of their time traveling. More efficient territory design results in less travel time which translates into more selling time
Managing most valuable asset: Focus on most critical area within different territories can boost sales by 2-7 % Sales advantage: 1.Unique sales advantage over the competitors by harnessing ability to find and react to problems quickly. 2. Conduct "what if" analysis on any data or geography, realign territories to address short and long term goals ,balance workload and more
THANK YOU
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