Increase in Dealer Network of Tata Tiscon Retail Through Retail Value Management (RVM)- Fy’10-12  

Oleh:

Mahto, Kavita

Jenis: Article from Proceeding
Dalam koleksi: Asian Network for Quality (ANQ) Congress 2011, Ho Chi Minh City, Vietnam, 27-30 September 2011, page 1-14.
Topik: Policy Management; Total Quality Management(TQM) Methodology; Process Improvement; Channel Capability Building Through Daily Management; Standard Operating Procedure; Implementation Review Plan
Fulltext: IN22-ANQ_Reach enhancement_Full Paper.pdf (296.32KB)

Isi artikel

At the beginning of FY’10-FY’12 period, long products (LP) division of Tata Steel witnessed several changes in its external and internal environment. While the long products market (primarily re-bars) grew at a healthy pace, the competition landscape continued to intensify with new entrants. At the same time, LP increased its re-bar production. Tata TISCON, the re-bar brand of Tata Steel has an established pan India retail dealer network & commands 20% premium in the retail segment. It may be said that the competitive strength of LP lies in re-bar retail distribution. Therefore, 50% growth was targeted for retail re-bar business for FY’10-FY’12. To achieve this, LP formulated the policy of increasing dealer network by more than 70%. Retail Value Management (RVM) was the select TQM methodology for increasing dealer network in various territories across India. This paper recounts the journey of this increase spanning two years (FY’10 & FY’11). It involves policy interventions throughout the period in the form of faster ramp up of plan through standardization (with management system charts & SOPs), process improvement with statistical tools & implementation review, and capability building of new dealers through formulation and implementation of standard operating procedure (based on their specific needs). By means of such continuous interventions, it’s become a shining example of policy formulation & management for Long Products.

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