gino sa
TRANSCRIPT
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GINO SA
Distribution Channel Management
A Harvard Business School Case
by Nived R Nambiar
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An introduction toGino SA
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Founded in 1931.HQ: Paris, France.
50+ models of burners.
Known for products of “best value”.
Gino History
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Set up Beijing office in 1995.Currency: Renminbi (RMB)
Objectives:● Marketing Research and Campaigns.● Administering Distribution Channels.● Technical Support and Counselling.● Develop long term cooperation initiatives.● Key account and OEM business development.
Gino History
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The Players Involved
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David Zhou China Marketing ManagerGino SA
Jean-Michel Pierre Asia Pacific Area Manager
Gino
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Current Situation
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Burner Production & Market
World Markets
Gino Worldwide Production
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Market Analysis
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Burner Market
● Before 1990○ Coal was major source of energy.○ 80% boilers used coal powered burners.
● 1990 - 1995○ More pollution control laws.○ Coal replaced by oil-combustion boilers.○ Major burner manufacturers such as Weishaupt
(Germany), Elco(Germany), Baltur & Reillo(Italy) etc.. entered market.
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Burner Market
● 1995 - 1998○ Increase in burner applications.○ More burner manufacturers entered market.○ Participation from local manufacturers.
● Post 1999○ Modest growth in domestic range market.○ Commercial range became mainstream market.○ Demand for industrial burners was estimated to be 20%
per year.
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What happened at Gino
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In the domestic rangeMarket share rose to 14% from less than 1% in
terms of volume.
In the commercial range market share rose to 8% from a potential zero.
In the industrial range GINO only claimed a market share of less than 3%.
Gino SA
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The customer buying process
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Market Segmentation
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Divided into 3 segments
● Domestic Boilers○ Around 310 manufacturers.○ Production volume ranged from 50 to 1500 (avg : 250)○ Avg price RMB 2,500. Market size is RMB 194 million.
● Commercial Boilers○ Estimated volume is 22,000 units in 1999.○ Avg price RMB 9,000. Market size is RMB 198 million.
● Industrial Boilers○ 60 manufacturers produced 3,400 units in 1999.○ Avg price RMB 65,000. Market size is RMB 220 million.
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Gino segmented market based on a range system
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Gino’s Distribution Channel
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Gino enlisted 3 distributers
● Revenue split between burners and spare was 80/20.
● Bonuses on fulfilling yearly budget.● The distributers:
○ Jinghua (also sold boilers)○ FUNG’s (textile industry) accounted 90% of
annual turnover.○ Wayip (sold only GINO burners)
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Performance Statistics
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Role of Distributors
● Credit Function
● Stock Function
● Sales and Service Function
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Burner Pricing
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There are mainly 4 levels of price
● Transfer Price : Price in US dollars quoted to distributors by GINO.
● Base Price : Transfer price converted to local currency by multiplying a conversion factor of 12.32.
● Public Price : “Grossing up” base price by 60% on all models.
● Contract Price: Price at which product is sold to consumers after discount.
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Emerging Issues
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Strategy change
With GINO beginning to diversify in 1998.
New goals have been set for Gino China.
Annual sales of 15,000 units
Annual sale of industrial burners over 200 units
Develop 2 OEM and 2 end user accounts over 2 years.
Improve service supply.
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Distributor’s Behaviour
● Demand for better terms.
● Stolen Sales
● Reluctance to buy stock industrial burners
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Current Problem
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Feima Boiler Ltd. One of the 20 largest OEMs
Production of Feima in 1999
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What is the Situation ?
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Feima approached Gino directly to obtain better prices
Their request,10% greater discount from Gino
Their offer,Purchase of 50% of its commercial & industrial burners and 100% of its domestic burner from
Gino.
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At the same time,
Pressure from Jinghua and other distributors to decline
Feima’s offer!
Jinghua threatened to“reconsider cooperation with Gino”
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Andpressure from
David’s supervisor to accept the proposal from
Feima
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WhatdecisionshouldDavidtake ?
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Things to be considered,
● Response of other distributors● The message this decision would send to
competitors.● Feima’s response.● Response of Gino’s corporate management● A solution that can save the face of both sides.
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Up Sides of accepting contract
● Developing OEM business.
● Success with Feima would make to easier to develop OEM business in other territories.
● Increase sales with Feima and build brand image.
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Down sides of accepting contract
● May lose support among distributors.
● Can effect relation with Jinghua who accounts
for 40% of Gino’s annual turnover in China.
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Whatare his
Options ?
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Options
● Option 1:Let the distributors supply to Feima directly and give additional 10% discount to Feima, given they keep their offer.
● Option 2:Refuse the offer from Fiema and maintain the current relations.
● Option 3:Develop Feima as an OEM. But disappoint the distributors.
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The best alternative
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The best alternative would beOption 1
as it would help,
● Increase unit sales.● Strengthen distributor relations● New OEM relations.● Build brand image.
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Up sides of Option 1
● Maintains distributor relations and establishes relation with Feima with new pricing.
● Increased sales with Feima leads to increased annual turnover.
● Building relation with Feima helps to build brand image and reach other OEMs.
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Thank You
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Disclaimer
Created by Nived R Nambiar, MEC Cochin, during an internship by Prof. Sameer Mathur, IIM Lucknow.
www.IIMInternship.com