8/18/2023 0 Comments Forbes home inventory apps![]() We knew, we only had to meet people and educate them about vacuum cleaners. “We were pretty sure about our business model even then. A few days later, the consultant submitted a report advising the company to shut shop and go as no one would buy vacuum cleaners for Rs 3,000, when brooms were available for Rs 3 apiece. The company had then hired a consultant to analyse the market for vacuum cleaners. Incidentally, this was the same thought process when Eureka Forbes launched its first vacuum cleaner in 1982 – clumsily packed in a VIP suitcase, weighing over 8 Kgs. Demo sessions help in such cases,” Shroff adds. “Some of our products are so technologically evolved that we’ve to explain them personally to our customers. Over the next few years, it forayed into newer products and home technologies. It reversed to its perfected direct sales model to regain stability. This plan, however, was cut short when the company started reporting losses. In early 2000, the management decided to roll out its own retail stores across the country. To its credit, Eureka Forbes has been open to change reinventing itself every time a strategy was becoming staid. These customers may be using at least one of our main products,” Shroff claims. “We touch the lives of one out 3.6 people in the country. Eureka Forbes salesmen, on an average, visit 40 homes every day to yield six appointments, three ‘demo’ requests and one effective sale. This ‘technology cum feet-on-the-ground’ strategy seems to have worked well for the company. They work around a blend of technology-aided sales leads and cold calls. These days, Eureka Forbes’ salesmen rarely go knocking on doors without prior appointments. So we decided to meet them online, get a prior appointment and then visit their homes,” Shroff says. These days, watchmen do not allow us to go beyond the main gate. “Gone are the days when you could just walk into an apartment complex and knock on doors. ![]() That apart, the company also encountered several practical problems in its P-to-P sales model. The company started getting more “eyeballs” using email and text message tracers, social media posts and presence on e-commerce websites. Its prospective customers were spending more time on internet. Eureka Forbes, in a way, was forced to divide its attention between direct sales and online. ![]()
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