REPORT
ON
BANGALORE SUNDARAM
MOTORS
ICV SALES DIVISION
Submitted by:
Abhishek Dubey
Sr. Manager - Marketing- Ashok Leyland
ICV Sales
Vibhu Gangal
Summer Intern- MDI Gurgaon
ICV Sales
Ashok Leyland Ltd.
Objective:
The main focus of the visit to Bangalore Sundaram Motors is to find out the following
-
1. SBU Effectiveness
5. (if Possible) Observe the P&L and Balance sheet of the SBU to study the
working of the organization
6. Study the effectiveness of the current training program given to the Dealer
Sales Executives (DSEs)
2. There is no service engineer for the ICV division as such in ICV Division.
3. The Workshops or the service Bays for the ICV vehicles are not separate as of
now. However there can be a possibility of allotting separate Bays in case the
MS of ICV increases. Currently the Bays for MDVs are handling the ICV vehicle
traffic.
The main reasons behind losing MS and low revenue of ICV, according
to Mr. Anantha, are-
1. Product related Problem- Product do not have a pull in the market. Its
resemblance with the Cargo, zero repurchasing price, only 1 co-driver seat,
less availability of the spare parts, and designing problems (like alignment of
driver seat and the driving wheel is not proper, breaking efficiency is very
low) are few problems which was quoted by Mr. Anantha. Some other
problems that were quoted during the visit by other people were the wiper
and the driver seat position problem.
4. Spare parts problem was expressed by Mr. Anantha with much greater
concern. Reason being the minor parts of the ICV vehicles were not available
at the workshop. Thus the service quality of the vehicle is not satisfactory.
6. The 24X7 mobile service van facilities are not functional in Bangalore
region as of now. Talking to Mr. Srinivasan, Manager Service, Peeniya,
Bangalore, we came to know that this 24X7 van is functional till evening and
in the night the critical and very important cases are handled only.
8. Finished goods stock is another problem was also quoted by Mr. Arun (AL –
SE in Bangalore). Example of a contract of 11 buses sale which is still pending
because of the inability of AL to provide required number of buses in time.
9. Ordered MSL from dealer side is not supplied from the AL side. This
problem was frequently quoted by the Work station managers in Bangalore.
The MSL level is specified by AL but the ordered MSL is still pending from the
manufacturing plant. These ordered items, as quoted by Mr. Srinivasan, are
Ashok Leyland Ltd.
small parts. A few cases were also quoted in which the supplied parts were
faulty and had to be altered in order to fit in the ICVs.
10.The Parts are not properly numbered and the part book is not
updated regularly. These problems were told by Mr. Murlidharan, DGM-
Services. He said that the competitors have a much better electronic Parts
catalogue which is facilitated by the pictorial representation with proper
dimensions and chassis number on it. He also said that the “first Peek
Availability” of AL is very low.
11.Interaction with Mr. Arun highlighted a few more points- usage of the Ecomet
in Cement Loading has some problem as the longitudinal arrangement
(which is done through automated Machines) leaves some space and the full
usage of the loading space is not achieved. Also the aesthetics and the
outer appearance of Ecomet need a instant change.
1. AL should start the parts buyback option which will encourage the workshop
dealers to maintain a better level of parts and product inventory
2. The parts supply from the AL should be properly numbered and chassis
number has to be clearly identified.
Mr. Arun on Parallel SBU for ICV sales and services in Bangalore (Karnataka) -
2. Under direct control of AL-SE, this brings in more accountability of the SE.
4. Will require initial support from AL but will work in Bangalore and will make
the dealer to concentrate on ICV more.
Ashok Leyland Ltd.
Persons Interviewed