Weiking

Weikang Team Members
Mayank Kumar
Pharmaceutical
Ashish Aggarwal
Vamshi Krishna
Sudheer Kumar
Co. Ltd. Case Smita Singh

Ruhi Nikose
Piyushi Prabha
Analysis Divya R.
Introduction
 Weikang Pharmaceuticals was established in
2005
 Products include high technology biomaterials
like TISTAT
 Has achieved rapid growth with over 300
employees and Operating income of 85.88
Million RMB
 Products are sold all over China and exported
as well
 Main customers are hospitals who use Weikang
products in surgeries
Distribution Channel and Case Scenario
 Company operated acc. to principles of direct supply to distributors
 Each distributor was given a particular region to operate in
 Distributors were incentivised depending on sales performance
Liuzhou (Li Nanning • Zhong made sales to Nanning Second

People’s Hospital
Zhong) (Sun Qiang) • This was violation of distribution
agreement
• Qiang approached the company for
More than double action against Zhong
Annual sales of 13 no. of hospitals as • Meeting of all regional managers and
M RMB achieved compared to
Liuzhou sales managers was called
• Survey for opinions of all distributors
and salespersons was conducted
Market was Many potential

saturated customers existed
ISSUE: How to deal with
cross border operations
Few Facts of Channel Conflict
 Lack of any channel conflict in a marketing strategy usually indicates gaps in

market coverage
 Conflict cannot be eliminated.
 The goal of marketing management must be to optimize market coverage and
manage a healthy level of channel conflict so that it does not become
destructive
 Market share erosion and declining street prices are evidence that channel
conflict is becoming destructive.
 As markets evolve and mature, many manufacturers will be required to add
new, lower-cost channels in order to cover all major market segments.
Structural
Controls(alternative 1)
 Structural controls are only as
effective as their enforcement.
 At 3 levels: Accounts products and
geography.
 no value unless –
1. spell out the controls
2. enforce the stated penalties to
all channel members.
Piggyback Distribution strategy
 Piggyback is a form of distribution in foreign markets in which a SME company (the “rider”),
deals with a larger company (the “carrier”) which already operates in certain foreign markets
and is willing to act on behalf of the rider that whishes to export to those markets.
 This enables the carrier to utilize fully its established export facilities (sales subsidiaries) and
foreign distribution.
 A special norm will be applied in case of a territory reaching saturation point.
 The distributor needs to take permission from the head office to enter into other territory.
 In the case, Liuzhou province reached a saturation point.
 The distributor can request the Head office for a special permission to enter into Nanning
province.
 Head office can analyze the market scenario and take decision.
 The distributors will co-ordinate together to approach the prospects and will do the sale
 Once, the sale is done the profit earned will be shared among them.
 By this, they will conquer the market share
as well as earn profits without conflict.
Alternative 2(Economic Punishment)
Why?
01 Violated the agreement the company

had signed with distributors
Can cause huge damage to both

02 company’s pricing and sales systems
If behavior of distributor as unpunished,

03 it would sharpen conflicts between
both distributors
Some hospitals in Nanning had begun to

04 bargain for lower prices; Bargaining
power could become overstretched
Lesson for others

05
Issue
 Direct supply to distributors – responsible for particular

regions
 Incentives on sales performance
•Cross boundary sales made to Nanning Second People’s Hospital
Violation of distribution agreement
Qiang approached the company for action against Zhong
Meeting of all regional managers and sales managers called
Survey conducted for opinions of all distributors and salespersons

Support for Peaceful Support for Severe
Settlement Punishment
Increased market share – more sales Cross boundary sales breach of

volume contract
Dilemma
Driven and enthusiastic – example for Can start a precedence among other
other distributors as dedicated to distributors
Weikang development Can start a price war
Severe action can intimidate other Degrade company market share and
distributors and limit ambition reputation
Nanning distributor not active or Make distributor network difficult to
tenacious enough manage
Client not a current client
Cannot lose or deter dedicated and
high performing distributors like
Zhang
Thank You

Weiking

Uploaded by

Copyright:

Available Formats

Weiking

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Weiking

Uploaded by

Copyright:

Available Formats

Weikang Team Members

Co. Ltd. Case Smita Singh

Liuzhou (Li Nanning • Zhong made sales to Nanning Second

Market was Many potential

 Lack of any channel conflict in a marketing strategy usually indicates gaps in

01 Violated the agreement the company

Can cause huge damage to both

If behavior of distributor as unpunished,

Some hospitals in Nanning had begun to

Lesson for others

 Direct supply to distributors – responsible for particular

•Cross boundary sales made to Nanning Second People’s Hospital

Violation of distribution agreement

Qiang approached the company for action against Zhong

Meeting of all regional managers and sales managers called

Survey conducted for opinions of all distributors and salespersons

Increased market share – more sales Cross boundary sales breach of

You might also like