A PROJECT REPORT ON BTL ALLIANCES AND SALES PROCESS OF CLUB MAHINDRA

Submitted in partial fulfillment of the requirements For the award of Post Graduate Diploma in Management (PGDM)
To

Institute of Information Technology and Management

Guide: by:
Prof. VIRENDER DAHIYA

Submitted

Vibhav sarin

Rol l No.:33110

Batch (2010 2012) CERTIFICATE

I, Mr. Vibhav Sarin, Roll No. 33110 certify that the Summer Training Report (PGDM 304) entitled A Project report on BTL Alliances and Sales Process of Club Mahindra is done by me and it is an authentic work carried out by me at Club Mahindra Holidays, New Delhi. The matter embodied in this report has not been submitted earlier for the award of any degree or diploma to the best of my knowledge and belief. Signature of the Student Date: Certified that the Summer Training Report/ (PGDM - 304) entitled A Study on BTL Alliances and Sales Process of Club Mahindra Done by Mr. Vibhav Sarin, Roll No. 33110, is completed under my guidance.

Signature of the Guide Date: Name of the Guide: Prof. Virender Dahiya Countersigned Designation: Address:

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Institute of Information Technology & Management, New Delhi-110058 Programme Director/HOD/

ACKNOWLEDGEMENT

It gives me pleasure to present this report, A project report on BTL Alliances and Sales Process of Club Mahindra. I got support from many people without their help I would not have completed this report. I wish to record sincere appreciation and thanks to them. First of all, I am thankful to Prof. Virender Dahiya, my Project guide, Institute of Information Technology and Management, Janakpuri. He guided me throughout my study and helped me in analysis and interpretation of data for the final draft. I am very thankful to Mr. Mr. Dhramendra Kumar Yadav, Marketing Manager Club Mahindra, New Delhi who gave his continuous support throughout the summer training. I am also grateful to MR. Jitin Bhardwaj; Ms. Babita who guided me throughout my training in the organization. I am very grateful to them for their support and encouragement. Finally, last but not the least, I am very thankful to my family whose cooperation and suggestions have helped me in successful completion of this project.

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CONTENTS S No 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Topic Certificate Acknowledgement Objective of the Study Executive Summary List of Tables List of Figures List of Abbreviations Chapter-1 Introduction Chapter-2 Functional Analysis of the Company Chapter-3 Job Specific Analysis Chapter-4 Learning Summary Conclusion Recommendations References/ Bibliography Appendices Page No ii iii iv v viii ix x

LIST OF TABLES

iv

Table No

Title

Page No

LIST OF FIGURES

Figure No

Title

Page No

LIST OF ABBREVIATIONS
S No 1 2 3 Abbreviation BTL TTL ATL vi Full Name Below the line through the Line Above the line

4 5 6. 7 8 9 10 11 12 13 14 15 16 17 18 19

TG OPC RWA CDSO MHRIL M&M LCV VO HEP WEF FDI DIPP B2B IHG WTTC

target group outpost consultant Residential Welfare Association company direct sales officer Mahindra Holidays and Resorts India Limited Mahindra & Mahindra light commercial vehicles Vacation Ownership Holiday Experience Profiling World Economic Forum foreign direct investments (FDI Department of Industrial Policy and Promotion Business to business Inter Continental Hotels Group World Travel and Tourism Council

TCIL 20 21 22 TCG PATA CKL

Thomas Cook (India) Limited Thomas Cook Group plc UK Pacific Asia Travel Association Cox & Kings Ltd

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Executive summary
Mahindra Holidays and Resorts India Ltd. are in the business of leisure hospitality services in India and have the flagship service offering Club Mahindra Holidays Mahindra Hotels & Resorts India Ltd., (MHRIL) was started as a part of the infrastructure sector of the Mahindra Group in 1996. The companys flagship brand Club Mahindra Holidays, today has a customer base of over 100,000 members and 33 resorts in India and abroad. It aims to be number one family holiday provider by delivering customers attractive resort destinations, innovative offerings and service excellence. It operates on time share model but provides flexibility, variety and choice to members. MHRIL has competitive advantage owing to its management competencies, unique business model . Sales process, also known as a sales tunnel or a sales funnel, is a systematic approach to selling a product or service. A growing body of published literature approaches the sales process from the point of view of an engineering discipline Reasons for having a well thought-out sales process include seller and buyer risk management, standardized customer interaction in sales, and scalable revenue generation. A major advantage of approaching the subject of sales from a "process point of view" is that it offers a host of well-tested design and improvement tools from other successful disciplines and process-oriented industries. In turn, this offers potential for quicker progress. Quality expert Joseph Juran observed, "There should be no reason our familiar principles of quality and process engineering would not work in the sales process" A sales team's fundamental job is to move a greater number of larger deals through the sales process in less time.

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Chapter-1 Introduction

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1.1 Company profile:

Club Mahindra Holidays & Resorts India Ltd.

Corporate ID: Club Mahindra Corporate Name: Founded: Type: Key People: Mahindra Holidays and Resorts Ltd 1996 Public Ramesh Ramanathan C.E.O Mr. Anand Mahindra

Mr.

Anand

Mahindra

Mr. Anand Ma Website: www.clubmahindra.com

Corporate & Regd. OfficeMahindra Towers, 2nd & 3rd floors, 17/18, Pattullous Road, Chennai-600002 India Phone- 91-44-39881000

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Fax- 91-44-30277778 Email-feedback@clubmahindra.com, Website- www.clubmahindra.com

Branch officeOffice Unit No. 873-874, 8th floor, Aggarwal Cyber Plaza-II, Plot No. C-7, Netaji Subhash Palace, Pitampura, New Delhi-110034 Mahindra & Mahindra Limited (BSE: 500520) is the flagship company of the Mahindra Group, a multinational conglomerate based in Mumbai, India. The company was set up in 1945 in Ludhiana as Mahindra & Mohammed by brothers K.C. Mahindra and J.C. Mahindra and Malik Ghulam Mohammed.[3] After India gained independence and Pakistan was formed, Mohammed emigrated to Pakistan where he became the nation's first finance minister. The company changed its name to Mahindra & Mahindra in 1948

Mahindra Holidays commenced its operations in 1996, offering family lifestyle holidays in India and abroad, though a vacation ownership product. The company is a Business Superbrand '08 and its brand Club Mahindra, a consumer validated Superbrand '09. Mahindra Holidays & Resorts India Ltd., (MHRIL) is a part of the

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Infrastructure & Realty Sector of the Mahindra Group and brings to the industry values such as Reliability, Trust and Customer Satisfaction. Started in 1996, the companys flagship brand Club Mahindra Holidays, today has a fast growing customer base of over 100,000 members and 27 beautiful resorts at some of the most exotic locations in India and abroad.

1.2 Industry Profile:

Hospitality is the relationship between guest and host, or the act or practice of being hospitable. Specifically, this includes the reception and entertainment of guests, visitors, or strangers, resorts, membership clubs, conventions, attractions, special events, and other services for travellers and tourists. The hospitality industry consists of broad category of fields within the service industry that includes lodging, restaurants, even planning, theme

parks, transportation, cruise line, and additional fields within the tourism industry. The hospitality industry is a several billion dollar industry that mostly depends on the availability of leisure time and disposable income. A hospitality unit such as a restaurant, hotel, or even an amusement park consists of multiple groups such as facility maintenance, direct operations

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(servers, housekeepers,

porters,

kitchen

workers, bartenders,

etc.),

management, marketing, and human resources. The hospitality industry covers a wide range of organizations offering food service and accommodation. The industry is divided into sectors according to the skill-sets required for the work involved. Sectors include accommodation, food and beverage, meeting and events, gaming, entertainment and recreation, tourism services, and visitor information.

Hospitality in India:
Indian tourism and hospitality sector has reached new heights today. Travelers are taking new interests in the country which leads to the upgrading of the hospitality sector. Even an increase in business travel has driven the hospitality sector to serve their guests better. Visiting foreigners has reached a record 3.92 million and consequently International tourism receipts have also reached a height of US$ 5.7 billion. Hospitality Industry is closely linked with travel and tourism industries. India is experiencing huge footfalls as a favorite vacation destination of foreigners and natives and the hospitality industry is going into a tizzy working towards improving itself. Fierce competition and fight to rank on the number one position. Tourism

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Hospitality in India is based on the Sanskrit adage Atithi Devo Bhava or guest is god. The concept was adapted by the Ministry of Tourism, Government of India which aims at creating awareness about rich variety of tourism in India. India is currently ranked 12th in the Asia Pacific region and 68th overall in the list of the world's attractive destinations, according to the Travel and Tourism Competitiveness Report 2011 by the World Economic Forum (WEF). India is well known for its natural resources (ranked 8th) and cultural resources (24th) with many World Heritage sites, both natural and cultural; rich fauna, many fairs and exhibitions and strong creative industries. India also has quite good air transport (ranked 39th), particularly given the countrys stage of development, and reasonable ground transport infrastructure (ranked 43rd), reports The Travel and Tourism Competitiveness Report 2011 by World Economic Forum 2011. Investment in travel and tourism in India is expected to reach US$ 34.7 billion in 2010 and US$ 109.3 billion by 2020.

1.2.1 History:
Mahindra & Mahindra was set up as a steel trading company in 1945. It soon expanded into manufacturing general-purpose utility vehicles, starting with assembly under licence of the iconic Willys Jeep in India. Soon established as the Jeep manufacturers of India, M&M later branched out into the manufacture of light commercial vehicles (LCVs) and agricultural tractors. Today, M&M is the leader in the utility vehicle segment in India

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with its flagship UV Scorpio and enjoys a growing global market presence in both the automotive and tractor businesses. Over the past few years, M&M has expanded into new industries and geographies. They entered into the two-wheeler segment by taking over Kinetic Motors in India. M&M also has controlling stake in REVA Electric Car Company and acquired South Korea's SsangYong Motor Company in 2011. The US based Reputation Institute recently ranked Mahindra among the top 10 Indian companies in its 'Global 200: The World's Best Corporate Reputations' list

1.3 Vision & mission

Mission: Good Living. Happy Families.

Vision: We will be Asias No.1 Company in Holidays & Leisure Services for the Urban Family. We will achieve this through customer centric practices that ensure Service Excellence, Innovation & Employee Pride. We will create wealth for the Stakeholders and be a Responsible Corporate Citizen. 1.4 PRODUCT RANGE OF THE COMPANY [15]

The organization provides leisure hospitality services in India and has the flagship
service offering Club Mahindra Holidays. The list of services provided by the company are as follows:

Activities:
Indias no. 1 holiday brand - Club Mahindra endeavors to make holidays enjoyable. The company trains latent talent across resort to form a team of Champs, who work on creating a 'comeback value' based on 'experiences.' Activities are designed specifically to cater to all ages. The ability to anticipate customer needs and deliver them has been a major strength of the company. The range of activities span adventure sports, water sports, camping, treks, indoor family games and hobby programs for children and adults. Apart from those above, specific recreational facilities include fully equipped gyms, swimming pools, Svaastha Harmony spas etc.

Personalized service:
The service in all the resorts is professional and highly personalized. From choice of food (a variety of restaurants are available for guests to choose from), Holiday activities (all seasons and all ages) and personal touch in dealing with guests (eg. recognize names and to understand and serve specific requirements), Club Mahindra benchmarks expectations and redefines entitlements.

Member Relations Centre:

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A dedicated, well trained team of holiday consultants work out of the state of the art Member Relations Center at Chennai. A local call number provides easy and direct access to the Call Centre seven days a week. 1.5 SIZE OF THE ORGANIZATION SIZE OF THE ORGANIZATION IN TERMS OF MANPOWER: In the New Delhi office the the manpower size ranges approx upto 200-250.

TURNOVER OF THE COMPANY INCOME Income from sale of Vacation Ownership and other services Other income TOTAL 2009-10 RS. 4,687,499,308 10 476,171,448 5163,670,756 2008-09 RS. 3,930,644,235 512,454,133 4,443,098,368

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1.6 ORGANIZATION STRUCTURE OF THE COMPANY

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MHRIL
CLUB MAHINDRA

CDS O

Mahindra Holidays

Marketing

Sr. Team Mgr Ma

Branch Mkt. Manager Venue Mgr CDSO Take Over Mgr Mahindra Holidays Venue Mkt Mgr Superviso r TME

Team Mgr

Marketing Mgr

Direct Sales Magr Sales Executive Sales Consultant

Supervisor

TME

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1.7 MARKET SHARE AND POSITION OF THE COMPANYS

Mahindra Holidays & Resorts India Limited is part of the USD 7.1 billion multinational Mahindra Group. With over 112, 000 employees in 79 countries across the globe, the Group is also among Indias top ten Industrial Houses. The Group has interests in aerospace, aftermarket, agribusiness, automotive, components, consulting services, defense, energy, farm equipment, finance and insurance, industrial equipment, information technology, leisure and hospitality, logistics, real estate, retail, and two wheelers. Over the last decade, MHRIL has established itself as a market leader in the family holidays business. The company has followed a two pronged strategy rapidly increasing its bouquet of resorts to provide more variety in holidaying options and enhancing its service levels to its members to provide delight at every point of interaction. As a measure of providing quality customer service, Mahindra Holidays has established systems which enable professionalism, efficiency and quality at all times. Timeshareware

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 A Sales & Marketing, Reservations & Resort Operations software specially sourced from PCC Inc, Utah, and USA.
Adrian B. Ryan

1.8 PRESENT LEADERSHIP

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Chapter 2 Functional analysis

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SWOT ANALYSIS OF MAHINDRA AND MAHINDRA

STRENGTH
Strong Brand Image Experienced management Staff Popularity Of Adventure Travel Locomotion Potential to Become a Premier Provider Strengths

WEAKNESS
Limited Personnel Financing

OPPORTUNITIES
Growth market Potential to Achieve Sales from the National Market Vertical Integration Popularity

THREATS
Internet and Price Competition Local Competition (Existing and Potential) Economic Downturn Conflict in some part of India

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Strengths
Strong Brand Image: Mahindra Group is one of the largest group in the Country Experienced Management Staff: Club Mahindra team is experienced in the travel business and in adventure sports. Network of valuable connections will contribute greatly Popularity of Adventure Travel: In the last five years, these sports have started to go mainstream. Locomotion: Mahindra has some of the best resorts in India Potential to become a Premier Provider: Club Mahindra has the management and staff to produce a top-quality service.

Weakness

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Limited Personnel: Club Mahindra's staff is exceptional; they will be faced with long hours for little pay.

Financing: Unforeseen expenditures or poor sales will threaten Club Mahindra's cash position.

Opportunities

Growth Market: The national adventure travel market is growing 10%

annually, and preliminary estimates suggest that the Woodville market exceeds that growth rate.

Potential to Achieve Sales from the National Market: As Club Mahindra establishes itself and gains financial stability, it can begin to market its services nationally. CLUB MAHINDRA plans to begin this effort via a World Wide Web campaign in the first year of operation and diversify its communications efforts in years two and three.

Vertical Integration: The potential to integrate services and add branches exists Popularity: Club Mahindra is quite popular among the masses and can use its popularity as opportunities.

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Threats
Internet and Price Competition: When the airlines were deregulated, price competition increased. Further, the Internet has provided a sales medium for consolidators who compete on price and has also given consumers the ability to plan and arrange trips for themselves. Thus, the traditional agency faces greater competition. Local Competition (Existing And Potential): There are no agencies in the this area that specialize solely in adventure travel. Moreover, additional adventure travel specialists may follow CLUB MAHINDRA's lead. Economic Downturn: The strong domestic economy has been good for the travel and tourism industry. Continued growth is anticipated. However, unforeseen or unanticipated economic recession would reduce disposable income and threaten Club MahindraS's sales.

Conflict in some part of India: Conflict in some parts of India such as Jammu and some other sensitive parts of country can be considered as threats.s

Sales Process
How a Sales Process Can Drive Revenue for Your Small Business It is no secret that small businesses today are facing greater competition at the same time that their customers are becoming more sophisticated and demanding. This paper focuses on one way

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to meet these challenges: adoption of a formalized sales process methodology tailored to the unique needs of small businesses.

Why Your Business Needs a Sales Process A sales process is simply a series of customer-focused steps that enables sales professionals to substantively increase win rates, build customer retention, and increase revenue production. Each step consists of several key activities and has a predictable, measurable outcome.

Microsoft has worked closely with Sales Performance International, a leader in sales process consulting, on a sales process methodology specifically for small businesses based on SPIs proven Solution Selling methodology. The implementation, adoption, and tracking of this methodology is tightly integrated with Microsoft Office Outlook 2003 with Business Contact Manager an add-in for Outlook 2003 that enables small businesses to easily and effectively manage customers within the familiar Outlook environment.

You may be asking, Why does my organization need a more formalized sales process? First of all, look at your own customers. Are they becoming more demanding? Do they have more options to choose from to meet their needs? Are they becoming more sophisticated in how they analyze these alternatives before making a decision? Is it becoming more challenging for your business to attract and retain customers? Microsofts research shows that for most small businesses, the answers to these questions are a resounding Yes!

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Now look internally. Does your sales force sometimes react sluggishly when opportunities arise? Do your salespeople have trouble projecting a consistent, professional image? Do promising customer commitments too often fall through the cracks? Do negotiations go awry at the last minute, resulting in a bad deal or no deal at all? Is your customer data out-of-date and dispersed in silos across the company? Are you tired of technological solutions that are so complicated they never get used? Microsoft research shows that the answers to these questions tend to be Yes as well.

A well-defined sales process is no panacea, but one that is implemented using Outlook 2003 with Business Contact Manager can help your sales force:

Identify and qualify leads. Find more opportunities for repeat business among your existing customers. More consistently position the unique value that your company can deliver versus the competition.

Discover your customers true pain points and map these needs to your products or services.

Identify and deliver convincing proof that your products can meet those needs. Better assess the revenue potential for a given customer and be able to view consolidated information for all customers in your sales pipeline.

Negotiate and close more sales.

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Build stronger relationships with customers and business partners. Put a follow-up process in place after the sale that helps drive customer satisfaction and generates repeat business and referrals.

What Is a Sales Process?

As mentioned above, a sales process is simply a series of steps that enable your sales force whether thats a single sales professional or a small team headed up by a sales manager to close more sales and generate more repeat business.

Every business has unique needs. We have created three versions of our sales process based on different customer buying processes:

One for small businesses selling to medium or large companies One for small businesses selling to other small businesses One for small businesses selling to consumers

SALES PROCESS STEPS

Prospecting

Qualifying

Proposal

Decision

Repeat business

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Five steps define the sales process methodology. Each step is made up of several key activities with predictable, measurable outcomes. The steps help small business sales professionals succeed by:

(1)

Focusing on a total understanding of critical business issues faced by

customers.

(2) (3)

Developing potential value to be gained by customers. Creating a strong desire in the customer to buy products and services

supplied by your company.

Step 1: Prospecting. At this first stage of the sales process, the salesperson is
generating qualified leads, finding new opportunities among the existing customer base, and differentiating his or her company versus the competition. Depending on the type of business, prospecting can take many forms including networking, seminars, marketing, trade shows, and cold calls. The purpose of this step is to identify a qualified decision maker, or an ally in the organization who can help you reach the decision maker.

Microsoft Office Small Business Edition 2003 provides your company with many tools to help you reach this goal. Are you frustrated by the time and expense of using a designer to create your marketing materials or doing them in-house and ending up with a direct mail piece that makes your company look unprofessional? Microsoft Office Publisher 2003 enables you to create customized, professional looking marketing materials inhouse to drive your prospecting efforts. Business Contact Manager then helps you manage all of your customer information within the familiar Outlook environment, so [30]

there is little or no training downtime for your sales force. And we have created more than a dozen downloadable job aids such as the Business Development Prompter, three brief, targeted scripts used to stimulate interest when making cold calls that plug right into your Office programs and help with the adoption of the sales process.

Step 2: Qualifying. In this stage you and the customer are sizing each other up. You
are assessing the revenue potential and costs associated with a customer opportunity to decide if its worth pursuing further, while the customer is assessing whether your company can meet their needs. In this stage of the process, your sales professionals need to be adept at probing to unearth the customers true needs, in detail. Then they need a way to clearly articulate a buying vision to the customer capabilities that illustrate how your companys products or services can uniquely meet their needs. The goal of this step is to convince the decision maker to move ahead with an in-depth evaluation of your solution.

Outlook 2003 with Business Contact Manager gives you increased insight into your business, whether you are a sales professional or a small business owner. A sales professional can quickly assess a customer opportunity by attaching pricing information to the opportunity and assigning a probability of closing the sale. The business owner can take a broader perspective and run one of the twenty customizable reports in Business Contact Manager to view the entire sales pipeline sorted by customer, product, or stage. And once again there are several downloadable job aids to assist with this step of the sales process, such as the Product/Service Benefit Statement, a template for your sales

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professionals to help their customers visualize what they can accomplish with your companys product or service.

Step 3: Proposal. When you reach this stage the promises end and you have to
demonstrate to the decision maker that your company can really deliver the goods. You can create a mutually agreed upon Product/Service Evaluation Plan that highlights key steps to prove your capabilities and ensure a win for both the customer and the salesperson. The Evaluation Plan is an important, formal lever that many salespeople overlook: once a customer agrees to the Evaluation Plan, the salesperson is in control of the sales process. In other words, the customer can only afford to go through the steps of an Evaluation Plan with one selling organization because of the time, cost, and resources to perform each step. The goal of the Proposal stage is that the value has been demonstrated via successful completion of the Evaluation Plan and the customer requests that the salesperson submit a proposal.

At this stage of the process the consideration set of companies narrows in the eyes of the customer, and responding rapidly and professionally is essential for the sales professional. Most small business owners wince at the thought of how many potential sales slip away when a commitment falls through the cracks or an e-mail goes unanswered. Outlook 2003 with Business Contact Manager consolidates all of your customer interactions e-mails, tasks, appointments, notes, and even documents in one place so you will always have a comprehensive, up-to-date picture of what is going on with that customer.

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Step 4: Decision. By now, you are so close to pushing this deal across the goal line
that you can almost taste it. But how often has your sales force fumbled the ball in the red zone? Perhaps one of your salespeople gave too much away in the final negotiations, making the deal unprofitable. Or conversely, perhaps he or she walked away from a good sale when a low cost giveaway might have sealed the deal. Such is the delicate and tantalizing nature of the Decision step of the sales process.

The desired outcome, naturally, is a successfully negotiated deal perhaps formalized in a signed contract that symbolizes a win-win arrangement for your company and the customer. Downloadable templates for Office can arm your salespeople with all the right negotiating levers and avoid unwanted surprises when the contract arrives. For example, the Give-Get List for Negotiation Trade-Offs spells out things that you are willing to trade for during negotiations (e.g., we supply 100 hours of training if the customer aggress to be a reference for my next six prospects) and those that are off the table (e.g., no pricing discounts).

Step 5: Repeat Business. A signed contract is really just the first chapter of the story.
The Repeat Business step acknowledges that it is indeed a sales process not a moment in time when a contract is signed or a sales commission is paid out. First of all, the product or service must be delivered and implemented as promised. A sales professional focused on a long-term profitable relationship will take ownership and follow up with the customer to make sure that everything is going smoothly. And at the right time, he or she will begin the Prospecting step again, probing the customer to see if there is an ongoing

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need that can be serviced with a simple reorder or, if needs have changed, the opportunity to upsell or cross-sell a new product or service. Obviously the goal of this step of the sales process is repeat business not to mention a satisfied customer willing to be a referral for you.

Staying connected with your customers is easier with Outlook 2003 with Business Contact Manager. First, you can set automatic follow-up reminders in Outlook 2003. Second, the Account View enables you to connect all contacts for a given company into one Account Record. And, finally, all of your interactions with that account are tracked within Account History. Publisher 2003 can also play a valuable role in customer retention by enabling you to quickly customize professionally designed e-mail or direct mail materials that deliver tailored messages or special offers to your customers.

The Challenges of Implementing a Sales Process

Clearly, a well-defined and measurable sales process implemented using Outlook 2003 with Business Contact Manager can make a difference in your organization. But there are still challenges to overcome. Change is scary, and inertia is a powerful force. People like doing things the way they always have done them. Here are some best practice guidelines to help you successfully implement a new sales process in your organization.

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The Role of Management Support

The small business owner needs to take ownership for implementing the sales process. As with any proposed change, sales professionals will watch closely to see if the sales process will really be adopted and enforced by the organization. Is this just the flavor of the month or is it truly a new way of doing business? The business owner and sales manager (often the same person) must support and reinforce the change at every opportunity. Use the sales process terminology inherent in the process to show that a cultural shift is being made, for example. It also means adjusting compensation schemes to reward those who use and excel with the sales process. And most importantly, it means enforcing participation across the board. Nothing will do more to undermine the participation of junior salespeople than seeing a more senior colleague allowed to blithely skip steps in the sales process.

The Process of Sales Process

As discussed above, your sales process should map to your customers buying process. The three examples that we have provided one for small businesses selling to medium or large companies; one for small businesses selling to other small businesses; and one for small businesses selling to consumers are broad guidelines. In general, more complex sales usually result in longer sales cycles with more steps, whereas the opposite is true with less complex sales. You need to adjust these models to meet the unique needs of your customers and your own sales organization.

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It is also important to realize that there is a process to implementing a sales process. It is not a one-time thing. Just as you would with any major endeavor, think: Research Implement Evaluate Refine + Ongoing Management Support.

Research. Spend time talking with customers and reflecting on what process
elements have worked well for your top salespeople.

Implement. Document your customized sales process, along with tailoring any
tactical job aids that you want your salespeople to use. And build usage of the sales process into your compensation schemes.

Evaluate. Being able to quantify what is or is not working with your sales
process is essential for keeping people committed to it. Get feedback from your customers. Is their satisfaction higher? Are they more likely to buy from you again? Are they more willing to act as a referral? The sales process itself has measurable outcomes at each step: How many new leads are being generated? How many are being converted to hot prospects? How many proposals are we submitting? How many are converted to sales? Are we generating repeat business? These sales process metrics can very naturally be tied to compensation schemes.

Refine. Your sales process needs to be a dynamic tool that changes to reflect the
customer buying process, as well as the evolving personnel and culture of your organization. Look for trends and clues in your sales process metrics and consider doing a major periodic review of the process to fine tune it.

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 Ongoing Management Support. Talk the talk and walk the walk. A sales
process will create uncertainty and additional work at least initially and employees will watch management closely for signs that their commitment is fleeting.

Next Steps To continue your investigation of this small business sales process model, consider these resources: Interactive sales process demo. Explore the fundamentals of a small business sales process in this self-guided demo. Sales process reference story. Follow a sales professional as she implements and customizes the sales process methodology to help close a big sale.

Templates to help you attract more customers. Customizable templates for Office 2003 that cover many of the key concepts discussed above.

Templates are available to help you close more sales. More customizable templates to help you close more sales and negotiate better deals.

Microsoft Office Small Business Edition 2003 demo. Learn about the features and capabilities of Office Small Business Edition 2003 in this self-guided, interactive tour.

Office Online. An essential resource with thousands of additional templates, clip art and media, assistance articles, business services, training, product information, and more for Office. Visit the special section for sales professionals. [37]

A great sales process can help your sales force succeed. Its benefits include:

Definable steps. A sales process helps you identify best practices for working through
sales opportunities. Random acts produce random results.

Predictable outcomes. A sales process helps you see which steps will bring a sales
opportunity to closure .

Repeatable

activities. A sales process helps you replicate your successes and avoid

your failures.

Measurable results. A sales process helps you forecast revenue and measure the time
required for key steps in the process.

Below the line

Above the line (ATL), below the line (BTL), and through the Line (TTL), in organizational business and marketing communications, areadvertising techniques.

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In a nutshell, while ATL promotions are tailored for a mass audience, BTL promotions are targeted at individuals according to their needs or preferences. While ATL promotions can establish brand identity, BTL can actually lead to a sale. ATL promotions are also difficult to measure well, while BTL promotions are highly measurable, giving marketers valuable insights into their return-on-investment.

Promotional activities carried out through mass media, such as television, radio and newspaper, are classed as "above the line" promotion. "Below the line" promotion refers to forms of non-media communication or advertising, and has become increasingly important in the communications mix of many companies, not only those involved in fast moving consumer goods, but also for industrial goods. "Through the line" refers to an advertising strategy involving both above and below the line communications in which one form of advertising points the target to another form of advertising thereby crossing the "line".

Above the line sales promotion

ATL is a type of advertising through media such as television, cinema, radio, print, web banners and web search engines to promote brands. This type of communication is conventional in its nature and is considered impersonal to customers. It differs from BTL advertising, which uses unconventional brand-building strategies, such as direct mail and printed media (and usually involves no motion graphics). It is much more effective when the target group is very large and difficult to define. The term comes from top business

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managers and involves the way in which Procter & Gamble, one of the worlds biggest advertising clients, was charged for its media in the 1950s and 1960s. Advertising agencies made so much commission from booking media for clients that the creative generation and actual production costs of making TV ads was free hence above the line. Everything else they paid for and was therefore below the line. Since then, models have changed and clients are no longer charged for their media in that way.

The line Used loosely, ATL still means mass media. However the media landscape has shifted so dramatically that advertisers have reconsidered the definitions of mass media. For some marketers the "line" divides the realm of "Awareness or Attention focused marketing" and that of "Interest + Desire focused marketing". Since audience numbers in the Interest and Desire phase of the AIDA sales model narrow down to a fraction of the Awareness audience, the line could be drawn right below the awareness set of activities. Loosely put, everything done prior to a customer's actual entry into a retail outlet is ATL for these retailers, as they define shop-floor activities as the true BTL set of activities which decide on which brand sells eventually. It could also be argued this is a reverse definition, i.e. the Line came before the above definition did. The Line more likely refers to the profit line of the agency, with above the line activities being more profitable (or at least profitable) for advertising agencies, and below the line activities of little value to agencies since they didn't involve large budgets and hefty kickbacks from media buying houses .

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Below the line sales promotion

BTL sales promotion is an immediate or delayed incentive to purchase, expressed in cash or in kind, and having short duration. It is efficient and cost-effective for targeting a limited and specific group. It uses less conventional methods than the usual ATL channels of advertising, typically focusing on direct means of communication, most commonly direct mail and e-mail, often using highly targeted lists of names to maximize response rates. BTL services may include those for which a fee is agreed upon and charged up front. BTL is a common technique used for "touch and feel" products (consumer items where the customer will rely on immediate information rather than previously researched items). BTL techniques ensures recall of the brand while at the same time highlighting the features of the product Another BTL technique involves sales personnel deployed at retail stores near targeted products. This technique may be used to generate trials of newly launched products. It helps marketers establish one-to-one relationship with consumers while mass promotions, by definition, make it difficult to gauge consumer-response, except at the time of sales. Examples include tele-marketing, road shows, promotions, in- shop and shop-front activities, display unit Through the line More recently, agencies and clients have switched to an "Integrated Communication Approach", or "through the line" approach. TTL is a neologism describing an existing

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process, according to Altaf Jasnaik, Corporate Communications and Branding Manager at Sharp Middle East & Africa. In the TTL approach, a mix of ATL and BTL are used to integrate a marketer's efforts and optimize returns from these separate investments.

Recently the TTL approach has shifted its emphasis more towards BTL. ] The idea remains to optimize the return on marketing budget spent by focusing one's energy on winning smaller yet more crucial BTL battles than ATL wars with well-funded competition. According to EBS Worldwide, mainstream mass broadcast marketing is increasingly being viewed as uneconomical, in terms of return on investment, which is where BTL marketing fits in. a few examples could be - bus stand hoardings, pamphlets,small informational sheets along with the newspaper.etc.

Analysis of target group (TG) and relationships

Club Mahindra Holidays, India's leading 'family holiday' company and the top, highvalue holiday brand in the country has the product specially designed to be antiinflationary and is extremely flexible and scalable for its target group. Club Mahindra has always been associated with family holiday packages and the Internet which is a personal medium to reach out to new audiences. For them, everybody is a prospect. They are advertising online to create awareness. Even when they communicate with young people, who will have a family tomorrow.

Club Mahindra will target following group:

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 Couples and individual adventure travelers: This is the customer group that meets the demographic profile for adventure travelers -- ages 25-35 with household income greater than Rs 400000. Group adventure travelers: These are groups that belong to local athletic organizations, such as cycling or Sports clubs. Corporate adventure travelers: Club Mahindra will target local businesses in an attempt to secure corporate accounts.

Consumer buying behaviour Pre-Purchase Step

Problem recognition Vacations are fast becoming an integral part of todays lifestyle. They have become an essential means to escape the demands of everyday life, to de-stress and rejuvenate yourself, before plunging back in to routine. But more often than not, a vacation may provide all the physical rejuvenation you need but may not refresh you mentally. So there is a need of complete rejuvenation of body, mind and spirit. Information Search Increasing need of information is made accessible through all the latest Internet and communication channels, travel guides, on site tours, audio guides, mobile communications, podcasts etc. Personal source of information could be the referral of friends, family etc.

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Evaluation of alternatives Various other competitors like cox and kings, yatra.com etc

Purchase step Reasons for purchase Services should provide utility and satisfy physical needs first i.e. de-stress and rejuvenation. Also satisfaction of emotional needs like luxurious and comfort during vacation. Psychological needs satisfaction could be like time spend with family, time for oneself etc.

Post-purchase step State of the art IT systems to streamline their operations and processes towards smooth, quick and efficient management of its substantial member base. The implementation of a CRM system should be a powerful tool to track important member information and work on creating a 'comeback value' based on 'experiences.

Positioning
Why? To offer a new way of connecting people with a city; Bringing out the soul of the city; A unique travel experience

For Whom?

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 Energetic, passionate, modern, untraditional traveler who is searching for a unique travel experience; Travel alone or with few friends or family; Travel without a packet

when? Weekend getaways, long/short vacation, cultural trips

Against Whom? Travel guides, podcast, interactive applications and competitors that are not entertaining so, the positioning of Club Mahindra is to provide a unique, fun and entertaining travel experience by continually connecting them emotionally to the city and its soul with tagline Jiyo Life-ordinary people who live extraordinary life.

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Chapter-3 Job Specific Analysis

REVIEW OF LITERATURE

Adrian B. Rayans and Charles B. Weinberg March 1979:- This paper develops a three-stage conceptual model of personal selling and sales force management that emphasize on the relationship between the sales force management decision making and empirical research. The model provides a mean for both researcher and managers to identify, classify, and interrelate the research study that has been conducted in the sales force area. In this research the main focus has largely on the relationship between an objective measure of sales performance and observable, measureable factor that are [46]

believed to influence sales performance. The main findings of this study are that there are number of ways through which the manager can increase the profitability of desired personal selling out comes.

David B. Montgomery, Alvin J. Silk and Carlos E. Zaragoza (1971):- suggests the various marketing models used by companies in order to market their products as per their customers which require these products. According to them there are two basic reasons on which the strategy for selling a product is being determined. Firstly, there should be detailed information should be provided to the Product Managers so that they can prepare their respective accordingly. Secondly, forecasting the estimate of sales as per the product contents and details so that targets can be set accordingly. The authors have also used various mathematical tools in order to judge the sales forecast on actual basis to the expenses being incurred by the organization/ businesses. The main emphasis is being given to pharmaceutical products and its relevant information about it, towards the end of the article the author stated that the model answers all the relevant information that will be required by marketers in order to make sales. They also used promotional activities so that they can cater to the need of masses, the various techniques used by them are advertising in journals, etc and also direct mail in order to know the response for a particular product.

Henry J. Lucas March 1973:- discusses a descriptive model which identifies expected predictors of sales force performance and the use of sales information system. The relationship between the use of the system and performance is also explored. Emperical data from three divisions of a major clothing are analyzed according to the guidelines of [47]

the model .The result confirms the general classes of relationship predicted by the model , but specific relations among the variable are complex and depend heavily on sales environment. The paper presents the result of study of sales performance and the use of sophisticated sales information system in an apparel manufacturing firm. The purpose of this study was to determine the determine the variable which predict sales force performance and the use of sales information system and to explore the relationship between system use and performance.

Rajiv Lal and Srinivasan June 1988:- This paper examines the agency approach theory to understand the sales force compensation plans is extended to incorporate the interterm poral nature of the sales persons effort decision, i.e , the effort can change potentially depending on the sale performance up to a given point in time in the accounting period .The analysis presented in this paper extends to the approach where sales person makes repeated decisions within an accounting period and hence these decisions could be inherently affected by the success or lack up to that poin of time moreover they extend the analysis to situation where the sales person carries more than one product. The main findings of the research paper is that they are able to determine the effects of various parameter such as risk aversion of the salesperson, the perceived cost of effort and more importantly, the effectiveness of sales effort. In this way they contribute to a more complete understanding of the effects of this parameter on salary compensation.

Srinivasan and Helen 1987:- This paper examines the advertising-sales relationship in the framework of the Koyck model. The aim of this paper is two-fold: to present a new model for the recovery of micro-parameters of interest, to present a new method of [48]

parameter estimation which may be applied to the new and previous models, ensuring feasible estimates. This paper therefore attempts to evaluate the estimation methods under conditions that are more similar to those that are encountered, and with the data limitations that are commonly experienced. Consequently they have shall compare the methods under the more realistic condition of 20 years of data. Assuming that the micro model corresponds to monthly data, they have used 240 micro level observations.

STATEMENT OF PROBLEM Mahindra Holidays and Resorts India Ltd. are in the business of leisure hospitality services in India and have the flagship service offering Club Mahindra Holidays. A sales process is simply a series of customer-focused steps that enables sales professionals to substantively increase win rates, build customer retention, and increase revenue production. Each step consists of several key activities and has a predictable, measurable outcome Specific steps or stages in a sales process vary from company to company but generally include the following elements:

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1. 2. 3. 4. 5. 6. 7. 8. 9.

Initial contact Application of Initial Fit Criteria Sales lead Need identification Qualified prospect Proposal Negotiation Closing Deal Transaction

OBJECTIVES To study and evaluate the potential customer for the company by tied ups To study and understand the proper execution of activities or event To make the appointment on lead generation through TCM To judge the customer profile 4 marketing sales.

Scope: It is conducted in geographical area Delhi. Eight weeks training under the guidance of marketing manager.

SALES PROCESS

Tele calling- the most of time I have 2 call customer. we get the churn data where informant about the customer profile is written on the sheet. we have to convince the

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customer to make a visit in our office. As a telecaler we tell that your number has been selected, u get a voucher. All u need to do is collect the voucher from our office.

Venue visit- along with sale officer we convince the customer to take membership of club mahindra. We find out his need accordingly we tell our plans. In this process we have to judge the customer profile and verify the details which he had alrea dy told to our telelcelers .Me as trainee sit with the salesofficer and customer and work as a helper.

Activities and events- as a trainee go with 4-5 opcs to organize event. Like we organize event in Dwarka its like a promotional activity or called as branding. we organize an event out there In societies by throwing tea party and golf games and sometime we make competion whoever wins get prizes. behind all this our motto is to generate sale, whoever interested in spending holidays, we sell the our membership right here.

Business to business marketing- we get the data that is high profile data as a trainee we visit there with our seniors and tie ups with them.

Supervision- as a trainee we are expected to supervise our juniors. and give report to our seniors.

Visting outside- with sales officer we also visit to customers house to close the sales.

Marketing Activities: company tied up with certain other organization the various
organizations are:-

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Petrol Pumps- the OPC stand on the petrol pump so that the people visiting there for petrol the opc asked them to fill the lucky draw coupon. for ex-IOCL,HPCL ,BRITANIA petrol pump . Direct Market Activity-the OPC ask the people in the open market to fill the lucky draw coupon.

Schools and Restaurants- the activity is also conducted in various schools and restaurants for generating data. for ex. Dav Public School, Himalyas School, Guru Nanak School And Haldirams, Bikaneer etc.

Hyper Markets-the activity is also conducted in various shopping places, there the company founds the most appropriate potential customer. for ex. Big Bazar, Stanmax ,Vishal Mega Mart and various malls etc.

Health Clubs and Gym-the data is also generated from various health related clubs and gyms.

R.W.T(Residential Welfare Association)-in this type of activity door to door data is generated by visiting every customers house in this type of marketing activity data generation is quite difficult.

3.1 Sales process of Club Mahindra

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Prospecting-OPCS-The full form is out post consultant the activities in different places
are conducted by OPCs every OPC is send where they find appropriate customer. They [53]

visit each and every person which they find best suited. Then filled coupons are divided on qualified and not qualified person the criteria for that are age, Car Owned, and Marital Status etc. data warehouse-the collected data is then go through certain process like data analyzing, data verification, data scrutiny and data filtration.

Appointment- TMES-this is the unit of telecallers where they directly call the
potential customer and talk to them related there lucky draw and gift vouchers and for that they start with an introduction and make them remember that they had filled lucky draw coupon at certain place and on specific date so that talks becomes easy and than they call them in their venue office to attend their 1 hour seminar at their west gate mall, Rajouri garden they make the conformations about their comings. Its all related to take an appointment on phone and make them ready to come in venue.

Need analysis- when customer visits in the office, our sales officer talk to them in a
manner they can find out what customer actually want and whether he or she is capable of paying such a costly fees of membership ,by customer status and by judging customer gesture, sales officer find out what his need is.

Product presentation- this is the most difficult work because sale depend how you
progress. How you approach the customer the way you present the product. We have four type of membership blue, red, white and purple. According to need of the customer sales officer tell various plans by showing various resort pictures through video clipping. While presenting the product sales officer keep trying to attract the customer and making [54]

customer involve in it as well by asking him or trying to take feedback from customer in a verbal way. This is just because that customer does not fell bore. Engaging the customers is a very integral part of presentation. Club Mahindra offers various gifts and scratch cards if customer wants to take membership. All the things are being told to customer in product presentation.

Objection handling- In this sales officer clears customer doubt. Its all about making
customers fully understand about the product and whatever the myths and objection customer is having before take membership. All such things are take care by sales people in objection handling.

Close - This is the step where customer is fully understand the product and ready to give
the money or agreed to become member of Club Mahindra. Here officially work starts he or she signs on the paper give money and become member of Club Mahindra holidays.

Referrals- When customers become member of Club Mahindra. He is asked to give references of his relative.colluges.so that if they want to join Club Mahindra they can be contacted. RESEARCH METHEDOLOGY To achieve the objective of the study, a methodology is designed. The research design, variables, samples and sampling technique are explained briefly. The tool for data

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collection, the method used for data collection and analysis of the collected data are explained in this chapter. Research method consists of three steps:

1. Method and tools of data collection 2. Sampling 3. Tools of data analysis and interpretation.

1. DATA COLLECTION Data needed in the project work is first hand i.e. primary.

PRIMARY DATA
The primary data has been collected through the Questionnaire. The Questionnaire has been properly prepared in order to cover all the Information required for the study

Structured Questionnaire Method: In this a sample of size 50 was taken covering different levels of organization structure and different departments. 50 questionnaires were distributed among the customer

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2. SAMPLING PLAN

SAMPLE DESIGN:The method of sampling used was Random sampling. Random sampling from a finite population refers to that method of sample selection which gives each possible sample combination an equal probability of being picked up and each item in the entire population to have equal chance of being included in the sample

SAMPLE SIZE:The sample size selected for the study is 50 3. TOOLS OF DATA ANALISIS Data analysis is done through Research Software SPSS and data entry is done by Excel Software. Following tools of data analysis are used: pie charts The data collected are classified, analyzed and calculated. The statistical tools are applied for the analysis of the data. DATA ANALYSIS AND INTERPRETATION

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CITY

PARTICULERS
DELHI (1) OUT SIDE DELHI(2) Total

Frequency 32 18 50

Percent 64.0 36.0 100.0

INTEREPRATION: The respondents are 64% from Delhi and 36% outside from Delhi.

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OCCUPATION

PARTICULERS
BUSINESS (1) SALARIED (2) Total

Frequency 37 13 50

Percent 74.0 26.0 100.0

INTEREPRATION: 74% respondents are are business man and 26% are salaried.

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MARITAL

PARTICULERS
MARRIED (1) SINGLE (2) Total

Frequency 40 10 50

Percent 80.0 20.0 100.0

INTEREPRATION: 80% respondents are married and 20% are single.

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AGE

PARTICULERS
UP TO 28 YEARS (1) 28 YRS-58 YRS (2) Total

Frequency 11 39 50

Percent 22.0 78.0 100.0

INTEREPRATION: 22% respondents are upto 28 years of age and 78 % are from 28 to 58 years of age..

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Q1

PARTICULERS
A- Segement (1) B- Segement (2) C- Segement (3) Total

Frequency 8 28 14 50

Percent 16.0 56.0 28.0 100.0

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Q2

PARTICULERS
INDIA (1) ABROAD (2) Total

Frequency 29 21 50

Percent 58.0 42.0 100.0

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Q3

PARTICULERS
YES (1) NO (2) Total

Frequency 18 32 50

Percent 36.0 64.0 100.0

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Q4

PARTICULERS
YES (1) NO (2) Total

Frequency 23 27 50

Percent 46.0 54.0 100.0

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Q5

PARTICULERS
Below 1 Lac (1) 1 Lac-3 Lac (2) Above 3 Lac (3) Total

Frequency 28 16 6 50

Percent 56.0 32.0 12.0 100.0

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Q6

PARTICULERS
YES (1) NO (2) Total

Frequency 24 26 50

Percent 48.0 52.0 100.0

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Q7

PARTICULERS
YES (1) NO (2) Total

Frequency 26 24 50

Percent 52.0 48.0 100.0

Interpretation: we got a mixed response from the respondants about the satisfaction level of the customers for the services provided by the company.

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Chapter-4

LEARNING SUMMARY
FINDINGS

4.1 Personal experience about the working and business environment

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The working environment at the Club Mahindra holidays Branch is very congenial and organized. The branch being situated in the area where many leading companies offices are located so being in the posh area, business hub. Most of the customer is attracted and the number is also very large. Club Mahindra caters to a number of services such as resorts and hotels at the best rates provide exciting packages, accommodation travel, cruises, and visa insurance to his member etc. and even give free voucher to experience his resort.

4.2 Practical knowledge gained

During this summer internship at the Pritampura branch of Club Mahindra I came to know the theoretical aspects of operations in general and practical knowledge of some of these operations in particular. I have gone through the several ways requires to close sales. Through marketing activity, tele-calling, tie ups and finally venue visit. I also got the information regarding the various procedures or how actually sales are achieved thorough team work. During internship I came to know how to deal with customers, and most importantly how customer is convinced.

4.3 Variations/deviations in practices

The summer training programme helps to a large extent to gain practical knowledge and the procedures followed by different companies or institutions, whereas the classroom curriculum provides an opportunity to understand the theoretical aspects of a particular concept or issue. Summer training also provides an opportunity to understand and deal

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with the problems of the customers which is not directly possible through classroom lectures. Interaction with different people working in the organization becomes possible due to summer internship programme. Through theoretical knowledge one can check the procedures are correctly followed or there are any deviations in the systems followed. 4.4 Environment was quite clean and silent to work.

Constraints and limitations

This branch has major drawback as this branch is divided into two parts holiday world and CDSO company direct sales officer which often compete to each other rather than any other branch of club Mahindra. And the churn data we get for calling often not correct mainly incorrect information is given. The study is based on the data collection in Delhi city which is limited. Customer were not responsive to the information asked from them. Last but not the least club Mahindra price being the costliest, as its the most expensive in terms of prices so customers felt hitch to become member of the club Mahindra.

RECOMMENDATION

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 More manpower is required at Officer Level.

Company should try to increase capacity utilization using point based system. As per our calculations we can cater to additional 30,405 members with the existing capacity.

Should try to improve customer satisfaction through flexi holidays and service package.

After sales service should be improved. Club Mahindra should launch more resorts. Membership cost should be less so that middle class family can also afford.

CONCLUSION

In order to increase the sales the club Mahindra should target the young couple as the new generation are more extravagant, more spent money just to enjoy the good time.

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They should decrease the prices of their resort as they are very costly as compared to their competitors. in todays world prices matter a lot so to bring down prices would help immensely to increase the sales. Club Mahindra should make some changes in their sales process, the booking is not available in peak season due to this customer lose interest in spending holiday. Thus I would like to conclude by saying that club Mahindra is leading in tour and travels.

REFERENCES

Journals/Articles

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Adrian B. Rayans and Charles B. Weinberg: A Sales Force Management Model Integrating Managerial and Research Perspectives Research Paper No. 485, March 1979

David B. Montgomery, Alvin J. Silk and Carlos E. Zaragoza, A Multiple Product Sales Force Allocation Model, Journal of Marketing Research, Volume 3, No. 1, September 1971.

Henry J. Lucas: Sales force Performance and The Use of Sales information System Research Paper No. 154, March 1973

Rajiv Lal and V. Srinivasan: Sales force Compensation Plans: A Dynamic Perspective Research Paper No. 999, June, 1988.

Srinivasan and Helen, A Direct Aggregation Approach To Inferring Micro parameters Of Thkoyck Advertising-Sales Relationship from Macro Data direct Aggregation Approach To Inferring Micro parameters Of Thekoyck AdvertisingSales Relationship from Macro Dat Research Paper No. 949, 1987.

Websites www.clubmahindra.com

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