B2B

BUSINESS TO BUSINESS
Term 4
Academic Year: 2018-20

JK Tyres

Assignment III

Submitted To: Prof. Arun Sangwan

Team Members:
Aritra Banerjee (128)
Soumya Chakraborty (161)
Tanmay Saha (167)
Tarun Tiwari (169)
Vivek Pawar (179)

Post Graduate Diploma in Management

Fortune Institute of International Business, New Delhi

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Contents
JK Tyres Limited ....................................................................................................................... 2
Key Account Management ........................................................................................................ 3
Importance of key account strategies and plans of JK Tyre & Industries .............................. 3
Key account strategy development process by JK Tyres........................................................... 4
GTM STRATEGY ..................................................................................................................... 5
Go-to-Market Strategy of JK Tyres & Industries ltd. ................................................................ 6
Types of sales Representation .................................................................................................... 7
1. Inside Sales ..................................................................................................................... 8
2. Outside Sales .................................................................................................................. 8
3. Sales Support .................................................................................................................. 8
4. Client Services ................................................................................................................ 9
5. Lead Generation/Development ..................................... Error! Bookmark not defined.
6. Business Development Managers ................................. Error! Bookmark not defined.
7. Account Managers ........................................................ Error! Bookmark not defined.

JK Tyres Limited

About the Company:

JK Tyres & Industries Limited is a tire, pipe and glove company, located in Delhi, India. The
name JK is derived from the initials of Kamalptji (1884-1937) and his father Seth Jujigal (1857-
1922). JK tire is based in more than 80 countries on all 6 continents. This is part of the J. J.
Organization membership group. JK Tire purchased the biggest tires in Mexico - Tournament
in 2008. With manufacturing facilities at all 9 plants, the total production capacity is almost 20
million tires p.a.

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Key Account Management

Establishing long-term and close customer relationships is an indispensable feature of

business-to-business organization, especially in expert organizations that require high levels of
trust and close customer interaction in service production. The Key Account Management
(KAM) system is an organized way to manage key customers and can be a useful tool for this
purpose. However, there are many factors to consider when implementing such a system in this
context. The purpose of this paper is to describe the specific and challenging features of KAM
implementation in expert organizations. In particular, the purpose of this paper is to describe
the types of organizational capabilities required for KAM system implementation and the types
of KAM organizations that are appropriate for a particular organizational feature. This study is
based on a qualitative single case study of an expert organization that built its KAM practice
for the first time.

Differentiating offers and treatments for key customers is a fundamental part of KAM's
definition. JK Tire found that the most value-added, profitable customers need specific,
differentiated strategies. It also shows that customers can provide more commitments in
exchange for differentiated treatment. Based on JK Tire's “Concise, Tire-Developed Strategy
for Every Global Customer,” it is the preferred choice for global best practice management.
However, there is very little literature on the content of key account strategies or strategic
account plans.

Importance of key account strategies and plans of JK Tyre & Industries

Developing these strategies is an important part of the key account manager's role, but
companies often lack understanding of strategic development and value, and they don't

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explicitly define their strategy. In the absence of a value proposition in writing, they may not
exist at all. Do not

JK Tire explored the incidence of joint strategic planning in KAM, where customers
participated in the process and found that joint strategic planning is closely related to the
relationship phase and occurs more often in tight and complex relationships that are designated
as interdependent. More distant partnerships. Joint strategic planning is also related to
relationship success, but the interpretation of “strategy” and “joint strategic planning” may be
different, and research cannot determine causality. For future research, the link between
account strategy, relationship phase and relationship success will benefit from further
investigation.

JK tyre strategic account plans in terms of their:

 scope and level (five levels identified, but only two including key account strategies)
 relationship to corporate strategies
 perceived strategic and operational benefits
 Quality and common defects.

Key account plans usually do not include an account strategy, and the quality is generally poor,
which raises the question of why suppliers accept this situation. JK Tire believes that suppliers'
tolerance for this situation stems from their perception that account strategies are challenging
and costly to implement, while JK Tire finds that key account managers' planning capabilities
and attitudes are a major factor. In addressing this issue, it will be interesting to further study
the reasons for the low quality of the strategic account plan, and it may be very valuable

Key account strategy development process by JK Tyres

In the absence of an account strategy, JK Tire Contribution is a rigorous process for building
environmental and business analysis and strategy development for personal critical accounts.
The end-to-end process has a strong theoretical foundation and a very practical application, so
it has now been adopted by many key account managers of major companies around the world.
The process incorporates well-tested and tested analytical methods that were originally
developed separately for the market or market segments and are suitable for treating each
customer as a market. This process requires rigorous analysis and testing of customer
perceptions and competitor activity.

The value of the process is twofold:

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 Through showing how account strategies may be created, it increases the likelihood
that they will be created.
 Through offering a rigorous process, it contributes to the quality of account strategies:
as Capon (2001, p.223) states ‘The key account strategy is only as good as the
situation analysis on which it is based’.
 In order to be useful to and usable by the key account manager, the organization and
the customer, account strategies need to be worked through and captured in strategic
account plans.

GTM STRATEGY

Go-to-Market Strategy is focus on how organizations put products on the market to achieve
market penetration, revenue and earnings expectations. The charter is a superb set of marketing
strategies because it affects all functions within the organization, with the goal of preparing the
entire company for market success. The GTM strategy basically involves three main issues -

• What to sell?
• Where can I sell?
• How to sell?

What to sell in Go-to-market strategy basically talks about the product that has been offered by the
company to the customer/consumer, Where to sell talks about place where product will be
offered whereas, How to sell is the promotional activities which help the company to promote
their product and increase their sales as well as revenue.

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Sometime GTM strategy also talks about Who we sell it to? In that case the company need to
mention their target group to whom they are going to offer their product.

Go-to-Market Strategy of JK Tyres & Industries ltd.

1. What to Sell? (Product)

JK Tires is one of the most outstanding tire manufacturers in India. The best quality, the latest
technology and consistent innovation are the mantras of JK Tire Co., Ltd. The company has a
good understanding of the customer's requirements and regularly improve their efficiency. It
involves the manufacture of flaps, tubes and tires. JK Tire Co., Ltd. is the first brand to
introduce passenger car radial. Its tires are suitable for a wide range of SUVs and cars, including
Nano, Audi, Mercedes and BMW. The UX1 is a high-performance tubeless radial with a
compact and aristocratic design that provides better handling and optimum comfort. The
Elanzo NXT has an aggressive pattern that provides superior control for SUVs. VECTRA is
the reliable radial of the car, while the Ultima NEO is a hatchback. The brand launched the
Challenger tire line for scooters, motorcycles, trucks and buses. Truck and bus tires account
for 19% of India's total tires. JK Tyres Ltd's product portfolio includes the following
itemsPassenger car tyres

 Farm tyres
 Off-road tyres
 Truck/Bus Bias
 LCV/SCV Bias
 Truck/Bus Radial
 LCV Radial
 Industrial and Specialty tyres
 PCR
 Racing
 OTR
 Military/Defence

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2. Where to Sell? (Place)

JK Tires has a strong presence in the Indian market. In addition to the domestic market, JK
tires also have a place in the international market, spread over 6 continents and spread over
more than 100 countries. JK Tires sells its products primarily through retail chains. Its products
can be easily purchased at any retail car store. It also has a specialty store that sells only JK
tires and accessories in its stores. JK Tires' primary and tertiary distribution networks form the
basis of a retail strategy. It has good rural outreach and is highly integrated.
It brings fair profits to dealers, which helps them maintain a strong retail chain network.

3. How to Sell?
JK Tyres is involved in a wide range of advertising and promotions. It launched advertising
campaigns through television, radio, newspaper, board, magazine and social media platforms.
Its advertisements are also displayed on the side of several vehicles such as trams, buses and
trucks. They have established a positive name for their brand through innovative ideas.
The company introduced an innovative concept called a tire service that allows tires to be
delivered at the door after placing an order. It also launched the Steel Wheel Initiative, a one-
stop service and sales center. It is a fanatic of many sports and events. It sponsored the JK Tire
National Racing Championship. The company won the annual brand award in 2015.

4. Who we sell it to?

Two-wheel/tricycle, small, luxury, racing and Suv, truck and bus manufacturing companies
and heavy equipment manufacturing companies are the target groups of JK Tire & Industrial.
We talked about their dealers, so they have 1,148 dealers in 1,077 cities in India.

Types of sales Representation

Sales can be one of the highest paid jobs, offering flexible working hours and promotion
opportunities. As we have learned while studying the Business to Business courses, there have
seven types of sales representation in the B2B context. “Working in sales” can refer to many
different types of sales roles; you may be surprised by the various options. Each position has
different roles, skill requirements, experience requirements and other different parameters.
While you may know what type of role you want to perform, it's important to understand the

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differences between positions to determine the best application skills. Here are 7 different types
of sales roles explained:

1. Inside Sales
As an internal sales representative, you will be responsible for maintaining existing customer
relationships. You are the primary point of contact for your company's customers and are
expected to maintain business and build strong business relationships. In recent years, sales
activities have shifted from external or traditional sales to internal sales, and internal sales are
now considered to be more effective and efficient when used in conjunction with inbound
marketing strategies. The sales representatives in Inside Sales work closely with customers and
get information about their needs, demands & wants and then creates a solution and develop
an actual sales process. They work closely to generate new leads via business directories and
client referrals. They are generally good in communication skills and are friendly in nature and
always looks on closing the deal.

2. Outside Sales
Outbound sales are indicated by the sale of products or services by sales staff who go into the
field to meet potential customers. External sales are considered a traditional approach because
it is face-to-face and interacts directly with customers primarily outside the office. The field
salesman manages his field as part of new and existing customer relationships. Unlike an
internal sales representative, he meets potential clients in person - usually in their offices, but
sometimes at trade fairs, conferences and other industry events. External sales representatives
typically spend more time in their customer offices than in their own offices. In order to succeed
in external sales, you need self-motivation and goal orientation to meet your own deadlines
with little supervision.

3. Sales Support
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As the team-based sales business is becoming a more common strategy, the job of sales support
is exactly what its title implies: you work hard to support sales representatives. Working
primarily behind the scenes, sales support is responsible for the details to help sales
representatives - those who perform customer-facing roles (such as external sales) complete
transactions faster. The sales representative finds the qualified and filtered to contact the
representative. This can happen through multiple channels, such as company websites, social
media, professional networks, email campaigns and online data mining. This already cuts a lot
of time for the necessary research work. This is a dynamic role that reduces time and costs
from the company's budget. Sales support can be responsible for many responsibilities, such as
investigating potential customers and creating customer profiles, analysing data, and
conducting research.

4. Client Services
Working in customer service is similar to working in internal sales. As a customer service, your
responsibility is to work with your customers to ensure they meet their needs and develop
strong business relationships. By ensuring customer satisfaction, Customer Service is
committed to increasing company growth through its existing customer base. If you want to go
beyond your requirements, establish a true relationship, and always ask the right questions,
then this role may be appropriate.

So, from those above sales representations, JK Tyre follows the first 4 steps to approach their
BB clients:

1. Inside Sales
2. Outside Sales
3. Sales Support
4. Client Services

Thank You

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