D.

LIGHT DESIGN
Target: BOPs (4 million people live under BOP) collective consumption $5 trillion
Cost of energy for BOP household Ranges between 10-25% of their domestic expenses
India was chosen for a global launch in 2009 as 45% of global revenues come from India, annual
spending estimates to $163 billion
Rapid growth in the use of renewable energy technologies
Product Competitors: kerosene
Distributors:
Post Offices
Common service centres (CSC)
LPG Distributors
General Retailers
Margin for distributors: 10% and end-point-seller: 15%
3 models in the market: S2, S20 and S300
Promotional Expenses: 3-4% to 6%

ISSUES & CHALLENGES

Indians are comfortable with their habits and routines
Convincing customers with nearly no extra income to purchase an unfamiliar technology
Low Brand awareness
The distributors do not promote the product as it is not their core product in spite of having a
strong distribution network
Low affordability as compared to kerosene
Hard to explain the benefits to users due to lack of education
RECOMMENDATIONS
Demonstrating high quality Standards.
Partnering only with reputable, trustable distributers
Building network of local sales agents
De-Risking the product for customers
Distributing free samples
Emphasizing the disadvantages of kerosene lanterns

GOODYEAR (PFA THE PPT)

NATUREVIEW FARM

ARROW ELECTRONICS

BMWS PROJECT SWITCH

SIEBAL SYSTEM

DESIGNS BY KATE
Go Online
Train your sales force
As the brand & company grows moves to new geographical location

FORCE INEGRATION AT FEDX

STEPSMART FITNESS

Introduction
StepSmart Fitness was based on manufacturing equipment for exercise. Mark Wallace, C.E.O of
StepSmart, was appointed six months ago. The Company was situated in the U.S. It acquired 18%
share of the total estimated industrys sales revenue which was $3.5 billion, in 2011. The total sales
of StepSmart for 2011, were calculated to be $630 million. The number of employees in StepSmart
Fitness was 540. The company wanted to target different sets of customers, therefore, the sales
force of the company was divided into 3 groups:
1) Retail products

The retail products contributed 63% in the StepSmart in the U.S sales. Retail product group dealt
with the supplying of the home gym equipment to the different retailers such as Big-Box retailer,
sporting equipment retail chains and online retailers. The companys share in this particular
segment was estimated to be 27%.
2) Private and Institutional
Its contribution in the sales of StepSmart was estimated to be 7%. This group was involved in
supplying a range of exercise equipment to private clubs, universities and training facilities. The
companys market share was low and was estimated to be 10%, as the company recently entered
this market.
3) Commercial Products
This groups contribution in the sales was estimated to be 30%. It supplied the range of cardio and
strength training equipment to fee based health clubs. The companys market share in this segment
was 17%.
Problem Statement
StepSmart Fitness was having issues with the performance of the sales force in the New England
district and they were not able to achieve the targets. Ben Cooper, was promoted as the vice
president of sales for Northeast district. The company demanded from Cooper that he was supposed
to lead the New England district and increase the sales and revenue targets. Whereas, there was a
challenge for Cooper, if the New England district was not able to achieve the target, then the 50%
of the team would be terminated.
Case Analysis
Key Issues
StepSmart was operating in different parts of the U.S. The company worked in manufacturing the
exercise equipment. It consisted of the sales teams which were responsible for supplying the
exercise equipment to different parts of the U.S. The company was facing different issues in terms
of achieving sales and revenues from districts. This could be due to many reasons but major
reasons were that the sales teams of the company were not performing very well. In the New
England district, especially the sales and revenue targeted by Step Smart were not being achieved
by the sales team. This was due to the fact that though sales force was giving their efforts but due
to some reasons they were not able to give their hundred percent. StepSmart fitness, appointed
Ben Cooper as the vice president of sales for the Northeast region. His duty was to bring changes in
the system of New England sales force in order to increase the productivity and revenue. The
problem was that Cooper had to come up with different ideas or strategy by which he could turn
around New England district and achieve the targets of the company.
The problem was the sales force and those problems could be identified if he practically examined
the sales team. Therefore, he spent two days with each sales person and identified many problems
that existed in the sales team. In case of Avery, he was an experienced employee of StepSmart and
also had great knowledge, but the problem was that he was very much involved in the generation of
new ideas, innovations and implementing them in his real experiences. Also, he was less interested
in covering the less populated areas such as the northern regions. That was a problem as his job
demanded, bringing innovation to the work and also covering all those areas to search for the
opportunities. Whereas in the case of foster, Cooper came to know that his performance was going
great, but his performance started to decline in a year. The reason was that he was disturbed from
his marital issues and due to that he was not in a good condition emotionally. Once, female client
complained about his bad behavior. The clients were the business and sales opportunity for the
company and bad behavior with them could be very costly.

AN IRATE DISTRIBUTOR