Sales and Distribution

Management
Assignment 1
Sales Organisation Structure of Usha
International Ltd
By

ANSHUL ANAND
[PGEXP/011/2013-15]
VENKATESH BORA [PGEXP/095/2013-15]
ABHINAV KAUSHAL [PGEXP/001/2013-15]

Usha International Limited is a multi product consumer durable

manufacturing, marketing and distribution company. A Siddharth Shriram
Group company, Usha International Limited is one of India's leading
consumer durable manufacturing and marketing companies since
1935.The current turnover is approximately is Rs.2000 Crores
Building ties the world over, the Siddharth Shriram Group has associations
with the Hunter Fan Company, USA, Janome Sewing Machine Company,
Japan, Honda Siel Power Product Limited, India and Rinnai Corporation,
Japan.

With a diverse portfolio, following are the products that fall under the Usha
umbrella. Each of them is designated as a separate SBU with identical
hierarchy.
Fans

Sewing Machines

Appliances

Engines, Motors & Pumpsets

Drinking Water Coolers & Dispensers

Auto Components

Mission
With a mission to pursue excellence in all spheres of business activity, Usha
International Limited believes in providing reasonable returns to its
shareholders while adding value to all its principal business operations.
As one of India's leading sales, marketing, distribution and manufacturing
organizations, UIL strives to meet customer requirements. It also provides
customer satisfaction, thereby building trust in the Company and its
products.
Sales

Locations
The company has a regional sales office in all major states including Jammu
Kashmir and Assam.

Location Map

Sales Organization (Line and Staff)

Staffing
Every Territory has Territory has 2 -3 Dy.Sales Managers , 2-3 Senior Sales
Officers and 8-10 Sales Officers.
Advantages of existing sales organization
This allows for the SBU to perform competitive analysis on their
market positions, develop goods and services that meet the needs of
the target audience and understand SBU level performance.
SBU Level bifurcation enables the top management to understand
which products are contributing the most value to the organization
and which should be evaluated.
Better marketing decisions with specialist staff.
Disadvantages of existing sales organization

Higher cost of coordination

Slower decision making
Situations of conflict
Conflicts
Area/Territory Invasion
Dy.Sales Managers and Sales Officers poach on neighbouring territories.
They secure one time settlement (deep discount) on older stocks and dump
goods at lower prices to increase sales. This is largely due to steep monthly
targets set by Area Managers.
Vertical Conflict
Product Specialists (Dy.Manager and Senior Sales Officer) level discourage
existing dealers from selling products of a different vertical of the same
company. They fear that their existing sales figures will suffer.

Institutional Sales
Dy.Sales Managers and Sales Officers dont forward Institutional Sales leads
to B2B teams as per standard operating procedure. This is further masked
at the Regional level too.