Sales cross Rs 5 crore mark. When Vinmac Multichef was being launched, the market was dominated by national and international giants like Braun, Boss, Sheffield and Softel. Today Multichef has become the market leader, as acknowledged in the last A&M survey.

OBJECTIVES

 To establish the brand name.
 To create a wide distribution network.
 To ensure customer satisfaction.
 To increase sales, market share and     profit.

INPUTS


Vinmac was a small player with aspirations to build a national brand. Samsika systematically marketed Multichef internally and positioned it externally as the brand which "gives you a free hand".
Since this was virtually the launch of a new brand, Samsika started off with a market survey to establish the usage and attitude of this category, the availability and advantages of the competition.Based on the findings, a marketing strategy was prepared to position Vinmac Multichef at the top of the heap.

A dealer base was created and distributorships developed. Dealer conference were held and weekly sales meetings called for to sort out any kind of problem that could have cropped up. A unique relationship marketing exercise was undertaken to build a rapport with dealers.

Press ads , in-shop promos, a presence on the home tele-shopping programme on satellite TV and corporate direct mailers were prepared in conjunction with the advertising agency.


The strategic tools employed:

 Samsika Strategic Marketing Module^TM
 Samsika Product Management Module^TM
 Samsika Retail Barometer^TM
 Samsika Sales Training Module^TM
 Samsika Candidate Profile Format^TM
 Samsika Dealer Appointment Format^TM
 Samsika Triangular Perception Module^TM
 Samsika Agency Evaluation Module^TM
 Samsika Product Story Module^TM

RESULTS

In 1996, Vinmac Multichef became the national leader with a 53% market share, against 24% in 1994-95. Sales have more than doubled to cross the Rs 5 crore mark and the curve is still shooting upwards.

From a small two-member team Vinmac's Multichef now has a professional sales force and is a force to reckon with nationally.The number of distributors has increased from 7 in 1995 to 34 in 1996.


The number of dealers has gone up from 628 in Bombay and Gujarat to a network of 4820 all over India. With Multichef firmly established as a national brand,Vinmac is now looking at launching more products under the same name.

SERVICES


 184 MEMBERS ENROLLED AT RS. 5 LAKHS EACH BY APRIL 1997.
 FURTHER, EVEN WITH A PRICE INCREASE TO RS. 6.5 LAKHS,    THE MEMBERSHIP HAS NOW CROSSED 614 AS OF OCTOBER    1998.

Leisure lifestyles and a great getaway right in the nerve centre of a snazzy city. The Club, H M Suburban Fitness Park, promises all that and more.

OBJECTIVES

 To promote the concept.
 To pave the way for the brand to be accepted.
 To develop the marketing and pricing strategy.

INPUTS

Since The Club was still in its infancy, Samsika's main task was to get the creme de la creme of society to approve the concept and endorse it by way of membership. For this it had to isolate the target group and then home in on it. The focus, naturally, was on the corporate sector and the elite whose lifestyles were compatible with The Club concept. Since membership was by invitation only, it was imperative to ensure that brochure went to right persons.The Club is, after all, a member of the International Health Racquet and Sportsclub Association, which means that members can avail of facilities in more than 1500 prestigious establishments worldwide. Keeping the status of The Club in mind as well as amenities like tennis, squash, swimming, billiards & snooker, bowling, cards, library, putting green, cyber cafe, health & fitness centre, coffee shop & restaurants, lounge, meeting rooms, children's playing area and landscaped gardens, Samsika went about collecting a database and with the help of direct contact created a climate favourable for a membership drive.

The strategic tools employed:

 Samsika Strategic Marketing Module^TM
 Samsika Customer Contact Sheet Module^TM
 Samsika Sales Training Module^TM
 Samsika Land Brand Module^TM
 Samsika Naam Ka Daam Module^TM
 Samsika Value Loyalty versus Brand Loyalty Module^TM
 Samsika Telemarketing Module^TM
 Samsika Product Story Module^TM

RESULTS

Sales have crossed the 614 member mark including corporates like Citibank. Membership to The Club is today sought after not by those who aspire to a level of social status; but by those who have it, and having it see no need to flaunt it.