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The Mahindra & Mahindra Limited is headed by General Manager (Operations)
who is assisted by Deputy General Manager from Production Department, Quality
Assurance, Finance Department, PHRD Department, Supply Module Department,
and Ancillary Administration Department. The General Manager (operation) is
also assisted by Senior Managers from Service Department, Administrative
Department, and Vehicle Engineering Department and also assisted by manager
from Product Control Department. The Senior Manager Production and Senior
Manager Maintenance assist the Deputy General Manager Quality Assurance is
assisted Senior Manager Quality assurance and Senior Manager Pre Delivery
Inspection. The Deputy General Manager Finance Department is assisted by the
senior Manager Accounts, Senior Manager Finance and Senior Manager of Excise
Cell. The concerned Senior Manager assists the Deputy Manager of Ancillary
Development Department.


In ͞Mahindra & Mahindra Limited͟ the departmentalization is divided into:

1. Direct Departments.

2. Indirect Departments

Y Y 

The Department, which directly involves in the production process, comes under
this Category. The Core Departments are as follows:

G Production Planning and Control Department


G Vehicle Engineering Department (VED)
G Paint Shop.

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The Core Function of this Department is target setting. This Department seeks
information from Mumbai regarding the requirements of vehicles depending on
the targets for which the company has to strive to achieve. To achieve the targets
Mahindra & Mahindra at ZHB get engines from IGATHPURI Plant and spare parts
from other plants.

The Chief Functions are: -

G Realize plans for model of the Vehicle, based on marketing.


G Control on the moving models.
G Total control and coordination with other departments.
G Coming up with contingency plans, in case of any problems.

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The Main objective of the Department is customer satisfaction Research and a


design activity of the organization depending on customer wants. Taking
consideration as privations and with of customer this Department designs
required vehicles with the help of Corporate R & D.
G Looks after the new products units it goes into production.
G Responsible for bringing out manual for different vehicles.
G Testing the vehicles for ascertaining its functioning.
G In charge / handles the technical library.

 
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The IED is an important Department, which totally coordinates with all the other
Departments it is responsible of the manpower planning of each section and also
arranges, the tools needed for production of the vehicles in this Department they
will self the production targets and inform to all the Departments. They also draw
the process sheets, charges from time to time. The implement of TACT and MOST
will be looked after through this Department.

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In M & M Maintenance Department which take care of the maintenance of the


various machinery equipment assets and instruments the Department does the
following functions.

G Up keeping of the plant and machinery for high productivity.


G Spare part planning, stocking, inventory control of the maintenance stores.
G Break down maintenance.
G Periodical inspection of factory equipment͛s and installations.
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Functions and Distribution [Marketing] Channels perform: -

This channel performs many key functions. Some help complete transactions by
gathering and distributing information needed for planning and aiding exchange
by developing and spreading persuasive communication about an offer by
performing contact work, finding and communicating with prospective buyers; by
matching, shaping and fitting the offer to the buyer͛s needs and by entering in to
negotiation to reach an agreement on price and other terms of the offer so that
ownership can be transferred. Other functions help to fulfill the completed
transaction by offering ͞Physical Distribution͟ transporting and storing goods.
Financing acquiring and using funds to cover the costs of the channel work. Risk
taking assuming the risks of carrying out the channel work

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Marketing take great care in the selection and appointment of dealers granting
franchise to under serving dealers will be detrimental to the business interests or
the firm. The firm should take for a number of essential qualities and qualification
in their prospective dealer. Some of these qualifications are irrespective of
products lines and such financial strength, credit worthiness, salesmanship,
experience and reties, business capacity; etc. in practice, the firm may sometimes
find it difficult to locate dealers possessing all the desired qualifications and
attributes. Out of the available candidates dealers should be selected carefully. In
the case of specialty, Products, selections of dealers require elaborate efforts.

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G Credit worthiness
G Financial soundness & willingness to invest in line
G Previous experience in the field
G Business reputation
G Business capacity & salesmanship
G âillingness to provide credit
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Managing the dealer network:

The designing of the channel and the creation of the channel are not everyday
tasks in channel management. It is the administration of the dealer͛s network that
constitutes everyday tasks channel management. In the broadest sense,
managing the dealer network will include the dealer servicing, dealer
administrating, co ʹ dealer compensation, dealer motivation and dealer
development.

Performance appraisal of individual dealers: -

Periodical evaluation of the performance of the dealers is yet another important


Aspect of channel management. The performance appraisal must be done with a
view to identifying the specific strengths and weakness of the dealers. If the
performance is below the desire level, remedial action must be taken promptly

Criteria for dealer appraisal:

G Market awareness
G Sales point facilities
G Public relation
G Storage space provided
G Inventory handling support
G Market intelligence
G Efficient of service provided to customers
G Sales intensity
G Enrollment of new accounts
G Promotional support
G Submission of reports
G Timely payment of bills
G Maintaining of business record

The appraisal of dealer͛s performance should lead an important in their


performance in addition to proper performance appraisal of individual dealers,
periodic review of the dealer network as a whole and removal of weakness in the
network must also be take ʹ up. Hence, we can say that dealer͛s job is a
continuous job.

Dealer ʹ principal relation: -

The relations between a firm and a dealer revolve largely around the following
FACTORS

1. Services or functions to be performed by the dealer.

2. Territory of operation.

3. Services or functions to be performed by the principal.

4. Remuneration to the dealer.

The firm normally expects a dealer to establish the product in the market,
maintain fair trade practices, and provide serviced to consumers and help in
promoting the products. The dealer in turn expects the firm to deliver a quality
product, make adequate and reasonable profits for the Delaware in the price
structure and render good sales promotion support.

 

Proper induction of the dealer in to the organization is another important part of


dealer management. Many firms view dealers as synonymous with dealer
training. âhile induction does include a training component, it needs to be
handled as a distinct function. It should lead to the smooth assimilation of the
dealers in to the organization.