![]() ![]() These swadeshi kendras were pre-existing stores that would lease part of their shop floor space for Patanjali products. A new network of one lakh ‘swadeshi kendras’ was to be established. The ensuing plan to power such growth required another distribution channel, apart from the arogya and seva kendras, and super distributor network-a network of freelance retailers. Ramdev realized that they could realistically touch the Rs1,000 crore mark soon and that was their next target. Patra’s efforts began to pay off almost immediately: Patanjali Ayurveda’s turnover increased to Rs446 crore in 2012, from Rs317 crore at the end of 2010-11. those months I did not care at all if inventory was moving or not. All Patra asked his employees was: ‘How many super distributors did you make? How many distributors? How many retailers?’ He says, ‘That was their performance yardstick. For the first three months, they had no sales targets at all. Then began the appointment of distributors under the super distributors. Patra appointed some of his top people to liaise with the new super distributors to help them find their bearings. ![]()
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