Dealer

The company currently has 50 exclusive dealers and 300 non-exclusive dealers. Management has three proposals in front of them. The first suggestion is to increase the number dealers in their existing markets. The second recommendation is to develop an exclusive franchise agreement with existing non-exclusive dealers. The third recommendation is to decrease the number of dealers and focus company’s resources on increasing support for the existing dealers. Of course there is an option for them to

There are 3002 independent garage door dealers, who bring the market size to 348.5 million dollars. Some of Pyramid Door’s competitors in this industry are Overhead Door Corporation, Wayne Dalton Corporation, Amarr Garage Doors, and Raynor Garage Doors. The largest manufacturer in the United States is Clopay Corporation, which has 2,000 independent dealers and also markets through well-known chains like Home Depot and Lowes. This is quadruple the amount of dealers that Pyramid Door utilizes. Richard

Pro Audio Sales Agent Program 1. Major Facts / Major Problems: - The program is an administrative nightmare at retail level - Retailers have problems in delivering the product -many dealers were spending time training customers and later losing them to other dealers. -there were errant sales agents working against the retail price -the product image of PSX-360 was on the verge of damage because of the new plan. 2. Possible Solutions: Solution A: Control the retail price of electronic, and

currently has 50 exclusive dealers and 300 non-exclusive dealers. Management has three proposals in front of them. The first suggestion is to increase the number dealers in their existing markets. The second

racing motorcycles. The main objective of the study is to identify the financial status of the Authorised Dealers and also analyze the pre and post period status of supply chain finance of Authorised Dealers of TVSM. The data is collected from questionnaire, dealer visits, personal interviews and structured phone interview. An attempt was made to collect the data from all 70 Authorised Dealers and a response rate of 58/70 (83%) was been obtained and the final sample size was of 58 Authorised

It’s about development of a formal exclusive franchise program, since 27 nonexclusive dealers had posted such a possibility in the last year. Each of these dealers represented a different market, and each of these markets was considered to have a high potential and be a candidate for the new advertising and promotion program. Pros: * The company would drop present dealers in their markets and not add new dealers. * The program could be implemented during the traditionally slow quarter of the

caused when a title is held and not sent to the payoff dealer in a timely manner is to create a dealer notification process. This process will consist of contacting the dealer by phone, email or fax to notify them of the accounts that have a title on hold for missing odometer statement. The solution should be implemented because it is quick to implement, will have a low cost to implement and will have a big impact on the issue. If the dealers are notified as soon as the title is placed on hold they

introduced. Difference between VAT and CST Under the CST Act, the tax is collected at one stage of purchase or sale of goods. Therefore, the burden of the full tax bond is borne by only one dealer, either the first or the last dealer. However, under the VAT system, the tax burden would be shared by all the dealers from first to last. Then, such tax would be passed upon the final consumers. Under the CST Act, the tax is levied at a single point. Under the VAT system, the retailers are not subject to

as the leader in high-end home theatre speakers, it is at an inflection point where it needs to decide whether it wants to be a high-end speaker producer served through customized dealer channels, or a mass market audio systems maker. The past decade has seen the rise of a new competitive threat, the demise of its dealer channel and the emergence of a highly informed and selective customer base which have all served to hurt the company’s prospects. In the early 2000s, when price competition prompted

as the leader in high-end home theatre speakers, it is at an inflection point where it needs to decide whether it wants to be a high-end speaker producer served through customized dealer channels, or a mass market audio systems maker. The past decade has seen the rise of a new competitive threat, the demise of its dealer channel and the emergence of a highly informed and selective customer base which have all served to hurt the company’s prospects. In the early 2000s, when price competition prompted