In a business marked by growing competition from
organised brands on the one hand and under-cutting from
unorganised manufacturers on the other, competitive
difference boils down to a few established truths.
Forall thosewhothink
thatcashdisappears
fastest inaslowing
economy, here’sadifferent
take.
Nothingtobeat the
speedofagreatproduct.
One,
when a consumer wants to buy,
will the dealer be just round the
corner?
Two,
when the consumer wants to buy
‘Kajaria’, will she be pampered for
choice?
Three,
when the consumer wants to buy
‘Kajaria’, will it available off-the-shelf?
Four,
when the consumer wants to
visualise the tiles with the other
complements, will the dealer be able
to simulate the appeal?
Over the years, Kajaria has helped
translate intent into purchase through
a number of initiatives. Just when
people said that the best thing would
be to consolidate, Kajaria strengthened
its distribution network.
Instead of merely increasing the
number of dealers for wider reach
and deeper penetration, the Company
adopted the inclusive growth
philosophy which enabled existing
dealers to widen and strengthen their
business - strengthening loyalty to
the Kajaria brand. A case in point -- it
provided an opportunity to its existing
dealers to become owners of the
Company created and nurtured Kajaria
World showrooms.
The result:
While the Kajaria
distribution network increased from
only 350 dealers to about 825 dealers
between 2001 and 2013, its revenue
increased from
`
206 crore to
`
1734
crore over the same period.
Attitude is everything.
Working capital cycle
(days)
2008-09
2009-10
2010-11
2011-12 32
2012-13 32
25
109
80
43
