Goodlass Nerolac: Sketching A New Direction For Core Dealers

Mumbai: | Updated: Jul 31 2002, 05:30am hrs
In an effort to beef up its direct marketing efforts, Goodlass Nerolac Paints Ltd is in the process of redefining the role of its dealers through its ‘The Core Dealer Club of Goodlass Nerolac’. In addition, the company is also rolling out a slew of new learning initiatives to support the activities of the club.

According to Mr Anuj Jain, vice-president (sales and marketing), Goodlass Nerolac Paints Ltd, with this move, the company aims to build stronger ties with its top-level 150 dealers (of the overall 11,000 dealers), who contribute 20 to 25 per cent to the company’s overall sales turnover every year.

Established in 1997, Goodlass Nerolac’s ‘The Core Dealer Club’ comprises 150 Nerolac dealers who address the needs of Nerolac customers to help deliver better value for products across the nation.

Adds Mr Jain: “These 150 dealers are consulted on various products, industry and market communication-related issues. In fact, these dealers are considered virtual spokespersons for the rest of the dealer community.”

As part of the new learning initiative, The Core Dealer Club opted for a complete ‘face-lift’ with a brand new logo in place. “The new logo signifies that dealers and the company are all unified to strive for excellence. The visiting cards and letterheads for club members also bear a new look,” according to Mr Jain.

Prior to this initiative, the club focussed primarily on sales to increase revenues. But now, the company plans to focus on building relationships. Also, the company plans to maintain a continuous dialogue, encourage feedback and instil loyalty in dealers, says Mr Jain.

Recently, ‘The Core Dealer Club’ with a membership of around 100 paint dealers from across India hosted its fifth annual conference in Hong Kong, between July 5 and 8 this year.

Adds Mr Jain: “During the conference, we discussed with our dealers how best they could redefine their roles in the Indian paint market on certain emerging factors in order suit the paint market worldwide.”

As part of the learning process, dealers should start imparting knowledge to painters on the changes in shade preference from pastel colours to more brighter and darker colours, explains Mr Jain.

Since changes in paint application techniques from brush to rollers will be an emerging factor for the Indian paint market, Indian dealers should also quickly adapt to this change by imparting knowledge to painters and to consumers. “This is because the finish on the wall when applied through roller will be much better compared to application by brush,” he adds.

On the exclusivity of the Goodlass Core Dealer’s Club members, says Mr Jain: “Every year Goodlass Nerolac invites a limited number of dealers after the regional offices nominate them based on their performance in the previous year. The membership is not permanent and is based on targets achieved.”

On Goodlass Nerolac’s strategy on training its dealers, comments Mr Prashant Mulay, research analyst, Strat Caps Securities Pvt Ltd: “In order to build its brand in the decorative paints segment, Goodlass Nerolac’s long-term strategy should be to influence consumers directly. In fact, when it comes to selecting a paint, the company should adopt a strategy whereby consumers (and not the painters) make their own decisions.”