In October 2017, a brand was added to the Mashhad sales branch, which increased the turnover of this branch more than three times: Henkel.
Henkel is a German company headquartered in Düsseldorf. The antiquity of this company is more than 130 years, and last year, it had more than 18 billion euros of sales, and more than 51,000 people had participated in this company recruitment worldwide. The company entered the Iran market, in 2002, by buying out a considerable percentage of Pakvash company shares and has been one of the chief players in the Iran detergent and hygienic market by offering brands, such as Pril, Persil, Vernel, and Taj since then.
In 2016, more than 40% of the Iranian detergents and hygiene market share were owned by this company, which presented Iran as one of the six sales leaders’ countries in the world. Henkel’s working model with sales representatives in all Iran provinces is “hybrid”. In other words, the sales team and the sales and logistics required infrastructures are sales representative responsibilities, while sales and the team management, including supervisors and sales managers, are the Henkel obligations.
Adding such a brand with such a volume of sales to the basket of the Mashhad branch was not an easy task. Initially, it was necessary to extend the capacity of the warehouse. For this purpose, a 2,000-meter shed was rented in Toos Industrial town of Mashhad. Then the distribution fleet of this branch had to be increased more than three times. Also, two dedicated sales lines, with about 40 marketers, had to be recruited for this brand.
All these initial activities took about two weeks, and after that short time, the first purchase from Henkel occurred.
The sharp increase in the volume of branch operations made work overwhelming challenging for the Mashhad team. With exemplary hard work, this team has passed the too tough first weeks, and the first-month target is met. But there is still plenty of room for improvement and facilitation for this project. As an illustration, it can be pointed out to improving the warehousing space, improving and accelerating operational processes, and enhancing the cash flow of the project.
It is supposed that with the implementation of project improvements, the workload of the teams involved in this project returns to the standard stage. Plus, our excellent performance in the purchase, sales, and distribution of this powerful brand creates opportunities for expanding cooperation in other provinces and sales channels.