Universal Heater Industries: managing conflict with a distributor

Manoj Gour Chintaluri, B. Subramanian R.
{"title":"Universal Heater Industries: managing conflict with a distributor","authors":"Manoj Gour Chintaluri, B. Subramanian R.","doi":"10.1108/eemcs-03-2023-0087","DOIUrl":null,"url":null,"abstract":"Learning outcomes\nThis case study exposes students to conflicts with distributors, escalated scenarios of a trade association and the possible repercussions of such a scenario. Upon completion of this case study, the students will be able to understand the critical success factors for a distribution setup and alignment of channels for driving growth; understand and manage the power dynamics with a stakeholder, like trade associations, distribution reach, fallacies in managing the distributors and identifying the gaps; critically evaluate negotiation opportunities when a trade association is not directly related to the principal organization.\n\nCase overview/synopsis\nThis case study showcased a conflict between the distributor and Universal Heater Industries (UHI), a leading player in the water heater business in India. In 2015, the global leadership of UHI identified India as an emerging market and undertook a complete management overhaul to implement a new growth plan. Several measures were put in place that leveraged the global product portfolio and new people were appointed to push the agenda. Manish Singhal, the national sales head of UHI, selected Kerala as the pilot state to implement the new plan. However, the projects failed, as the distributor escalated the treatment meted out by UHI to the Electrical Trade Association (ETA). Trade associations have had a history of playing truant with players like UHI, and because of this, business came to a complete halt. The UHI and ETA teams met once; however, the suggested closure by ETA needed to be aligned with UHI’s interests. Singhal’s dilemma deepened, and they had to decide the next steps.\n\nComplexity academic level\nThis case study is suitable for a postgraduate marketing course in a segment on managing channels, intermediaries, distribution management and channel conflicts. The uniqueness of this case is in the dimension of the trade association and managing the stakeholders.\n\nSupplementary material\nTeaching notes are available for educators only.\n\nSubject code\nCSS8: Marketing.\n","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"89 3","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2023-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Emerald Emerging Markets Case Studies","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/eemcs-03-2023-0087","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"Social Sciences","Score":null,"Total":0}
引用次数: 0

Abstract

Learning outcomes This case study exposes students to conflicts with distributors, escalated scenarios of a trade association and the possible repercussions of such a scenario. Upon completion of this case study, the students will be able to understand the critical success factors for a distribution setup and alignment of channels for driving growth; understand and manage the power dynamics with a stakeholder, like trade associations, distribution reach, fallacies in managing the distributors and identifying the gaps; critically evaluate negotiation opportunities when a trade association is not directly related to the principal organization. Case overview/synopsis This case study showcased a conflict between the distributor and Universal Heater Industries (UHI), a leading player in the water heater business in India. In 2015, the global leadership of UHI identified India as an emerging market and undertook a complete management overhaul to implement a new growth plan. Several measures were put in place that leveraged the global product portfolio and new people were appointed to push the agenda. Manish Singhal, the national sales head of UHI, selected Kerala as the pilot state to implement the new plan. However, the projects failed, as the distributor escalated the treatment meted out by UHI to the Electrical Trade Association (ETA). Trade associations have had a history of playing truant with players like UHI, and because of this, business came to a complete halt. The UHI and ETA teams met once; however, the suggested closure by ETA needed to be aligned with UHI’s interests. Singhal’s dilemma deepened, and they had to decide the next steps. Complexity academic level This case study is suitable for a postgraduate marketing course in a segment on managing channels, intermediaries, distribution management and channel conflicts. The uniqueness of this case is in the dimension of the trade association and managing the stakeholders. Supplementary material Teaching notes are available for educators only. Subject code CSS8: Marketing.
查看原文
分享 分享
微信好友 朋友圈 QQ好友 复制链接
本刊更多论文
Universal Heater Industries:处理与分销商的冲突
学习结果本案例研究让学生接触到与经销商的冲突、行业协会的升级场景以及这种场景可能产生的影响。完成本案例研究后,学生将能够理解分销设置和渠道对齐的关键成功因素,以推动增长;理解和管理利益相关者的权力动态,如行业协会、分销范围、管理分销商的谬误和识别差距;当行业协会与主要组织没有直接关系时,批判性地评估谈判机会。案例概述/概要本案例研究展示了经销商与印度热水器行业的领导者——通用热水器工业公司(UHI)之间的冲突。2015年,UHI的全球领导层将印度确定为新兴市场,并进行了全面的管理改革,以实施新的增长计划。实施了几项措施,以利用全球产品组合,并任命了新的人员来推动议程。UHI全国销售主管Manish Singhal选择喀拉拉邦作为实施新计划的试点州。然而,由于经销商升级了UHI对电气行业协会(ETA)的处理,这些项目失败了。行业协会与像UHI这样的公司有过逃学的历史,正因为如此,业务完全停顿了。全民保健队和埃塔队见过一次面;然而,埃塔建议的关闭需要与热岛的利益保持一致。辛格尔的困境加深了,他们必须决定下一步该怎么走。本案例研究适用于研究生市场营销课程中关于渠道管理、中介、分销管理和渠道冲突的部分。本案例的独特之处在于行业协会和利益相关者管理的维度。补充材料教学笔记只供教育工作者使用。科目codeCSS8:市场营销。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 去求助
来源期刊
Emerald Emerging Markets Case Studies
Emerald Emerging Markets Case Studies Social Sciences-Education
CiteScore
0.30
自引率
0.00%
发文量
104
期刊最新文献
Dos Hemisferios: putting high-quality Ecuadorian wines on the map Protecting digital rights of India: planning for succession at Internet Freedom Foundation (IFF) Redesigning the HR processes for scaling up ISOQAR (India) Private Limited DealShare: Value Based Positioning in B2C Markets Pizza Italia – Indian pizza brand in the battle of David vs Goliath
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
已复制链接
已复制链接
快去分享给好友吧!
我知道了
×
扫码分享
扫码分享
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1