Project Report

On Sales organization of

BENTLEY in India

SUBMITTED TO: - SUBMITTED BY:-

Prof. Naushad Malik Abhisek Swain

Faculty of Sales & Distribution Mgmt. Adarsh Tyagi

IILM (GSM), GREATER NOIDA Rakesh Khatri

Sachin Popli

Sandeep Yadav

Shubham Sharma
 ACKNOWLEDGEMENT

We take this opportunity to convey our sincere thanks and gratitude to all
those who have directly or indirectly helped and contributed towards the
completion of this project.

First and foremost, I would like to thank Dr Naushad Malik Professor, IILM-

GSM, Greater Noida for his constant guidance and support throughout this
project. During the project, we realized that the degree of relevance of the
sales and distribution being imparted in the industry is very high. The sales and
distribution management study enabled us to get a better understanding of
the nitty-gritty of the company.

We would also like to thank my batch mates for the discussions that we had
with them. All these have resulted in the enrichment of our knowledge and
their inputs have helped us to incorporate relevant issues into our project.

INDEX
Indian automobile industry
Porter’s model for Bentley Motors
Luxury Car Market life cycle
Vision and Mission
Bentley Motors
Sales and production
Market Potential for Ultra-Luxury Car
Why India…???
Sales Organization
Buyer expectation
Recommendation
Recruitment & people
Conclusion
Logistics
Graduate training program
Bentley Dealer Apprenticeship
Bibliography

Introduction
Indian Automobile Industry

Overview:

Since the first car rolled out on the streets of Mumbai (then Bombay) in1898, the Automobile
Industry of India has come a long way. During its early stages the auto industry was overlooked
by the then Government and the policies were also not favorable. Automobile sector is one of
the most dynamic sectors in India. Since, the introduction of liberalization policy and various tax
relieves by the Govt. of India in recent years, it has had a remarkable boom represented by the
entry of many foreign players, massive investments with the most up-to-date technologies in the
Automobile Industry.

Indian automobile industry is currently growing at the pace of around18 % per annum. Many
foreign companies have been entering in the Indian Automobile Market in various ways such as
technology transfers, joint ventures, strategic alliances, exports, and financial collaborations.
The auto market in India can boast of attractive finance schemes, increasing purchasing power,
and launch of the latest products.

A well-developed transportation system plays a key role in the development of an economy, and
India is no exception to it. With the growth of transportation system the Automotive Industry of
India is also growing at rapid speed, occupying an important place on the 'canvas' of Indian
economy.

The modern automobile market in India has been considering key issues in the process of
growth:

• Customer care, and not just 'service'

• Domestic as well as multinational investments
• Searing through cut-throat competition
• Road safety
• Anti-pollution norms
• Coordination with the government to enable advancement
• Used vehicle trade

Facts & Figures about Indian Automobile Industry:

• Production Trends:

Table 1.1: Sales of Vehicles in India (in No. Of vehicles)

 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
Category

Passenger 707,198 902,096 1,061,572 1,143,076 1,379,979 1,549,882 1,551,880

Vehicles

Commercial 190,682 260,114 318,430 351,041 467,765 490,494 384,122

Vehicles

Three 231,529 284,078 307,862 359,920 403,910 364,781 349,719

wheelers

Two 4,812,126 5,364,249 6,209,765 7,052,391 7,872,334 7,249,278 7,437,670

wheelers

Grand total 5,941,535 6,810,537 7,897,629 8,906,428 10,123,988 9,654,435 9,723,391

In Year 2007-08:

India has overtaken car-producing nations such as the United Kingdom and Italy and is now the
tenth and ninth largest producer of motor vehicles and passenger cars respectively in the world.
Indian auto manufacturers produced 1.71 m cars and 2.31 m motor vehicles in 2007¹. Domestic
passenger car sales increased by 11.8 % to 1.20 m in 2007-08 (year ended March 2008) whereas
two-wheeler (motorcycles, scooters and mopeds) sales decreased slightly to 7.25 m. India is the
largest manufacturer of three-wheelers (0.43 m in 2006-07) and the eighth largest commercial
vehicle (0.49 m in 2007-08). India is also the largest tractor manufacturing country having
produced around 310,000 units in the year ended March 2007.

Indian Four Wheeler Industry

The Four-Wheeler Industry in India has not quite matched up to the performance of its
counterparts in other parts of the world. The primary reason for this has been the all-pervasive
regulatory atmosphere prevailing till the opening up of the industry in the mid-1990s. The
various layers of legislative Acts sheltered the industry from external competition for a long
time. Moreover, the industry was considered low-priority as cars were thought of as unaffordable
luxury". Post Liberalization, the car market in India have been in a burgeoning stage with all
types of cars flooding the market in order to meet the demands of Indian customers who are
increasingly exposed to state of the world automobiles and want the best when it comes to
purchasing a car.

It is expected that by 2030, the Indian car market will be the 3rd largest car market across the
globe. The main encouraging factors for the success story of the car market in India are the
increase in the opportunity for new investments, the rise in the GDP rate, the growing per capita
income, massive population, and high ownership capacity. The liberalization policies followed
by the Indian government had been inviting foreign players to participate in the car market in
India. The recent trend within the new generation to get work in the software based sector has led
to the rise in the income level and change in the lifestyle significantly, which has further led to
the increase in the demand for luxurious cars among them.

The car Market in India is crowded with all varieties of car models like the small cars, mid-size
cars, luxury cars, super luxury cars, and sports utility vehicles. Initially the most popular car
model dominating the Car Market in India was the Ambassador, which however today gave way
to numerous new models like Hyundai, Honda, Mercedes-Benz, BMW, Bentley and many
others. Moreover, there are many other models of cars in the pipeline, to be launched in the car
market in India. Some of the leading brands dominating the car market in India at present are
Hindustan Motors, Reva Electric Car Co., Fiat India Private Ltd., Daimler Chrysler India Private
Ltd, Ford India Ltd., Honda Siel Cars India Ltd., General Motors India, Hyundai Motors India
Ltd., Skoda Auto India Private Ltd., and Toyota Kirloskar Motor Ltd. Since the demand for
foreign cars are increasing with time, big brands like Mercedes Benz, Volkswagen, Aston
Martin, Ferrari, and Rolls-Royce have long since made a foray into the Indian car market.

Facts about Indian Car Market:

• Low Penetration, but Rising Share of World Production:

Although the Indian automobile industry has come a long way since the deregulation in 1993,
India does not rank well among its global peers in many respects, viz., the contribution of the
sector to industrial output, number of cars per person, employment by the sector as a percentage
of industrial employment, number of months' income required to purchase a car, and penetration
of cars.

Figure 1.2: Passenger vehicle stock per 100 people

120

100 1.6
6.9
16.3

80 40.8 41.3

60 76.9 Series 2
Series 1

40

20

0
INDIA EUROPE US CHIINA JAPAN RUSSIA

India is far behind from other countries with just 6.9 cars per 100 persons, while Unites States
has 76.9 cars on per 100 persons. Among developing countries, Russia also stands ahead than
India and China with 16.3 cars per 100 persons.

Two things that stunted growth of the Indian automobile industry in the past have been low
demand and lack of vision on the part of the original equipment manufacturers (OEMs).
However, the demand has picked up after the liberalization of the regulatory environment, and
global OEMs who enjoy scale economies both in terms of manufacturing and research and
development (R&D) entered the Indian market. This has resulted in a significant shift in the way
business is conducted by suppliers, assemblers and marketers.

• Low Penetration Level:

Although India’s 4W sales have increased in recent years, penetration levels are low at around
0.9%. Till the last decode, the industry was considered low priority as cars were thought of as
'unaffordable luxury', and treated as such through Government policies. Although reduction in
excise duties, favorable Government policies, and lower prices have resulted in significant
increase in penetration, India's passenger car penetration is low by global standards-1.3% in
Chino, 59% in EU, and 81% in the US. Estimates from Notional Sample Survey 58th Round
(2002) indicates that ownership of four-wheelers (car or jeep) is restricted to about 4.4% of urban
households, and 0.6% of rural households. During 2002-03, ownership of cars/jeeps was
restricted to around 0.9 million households in rural areas, and 2.57 million households in urban
areas. Car penetration is high in Chandigarh, New Delhi, Goa and Kerala. However, penetration
is extremely low in the eastern states of Bihar, West Bengal, Orissa; and central states such as
Madhya Pradesh and Chattisgarh.

Indian Luxury Market

Luxury is all set for an unprecedented flourish here as the Indian consumer has overcome the
guilt pangs associated for ages with indulgence. The size of the luxury market in India is
estimated at around $ 3.5 billion, and what’s best, given the right momentum, it could easily
Leap frog to $ 30 billion by 2015.

Indians are lapping up luxury assets, services and goods with voracious appetite. Indians splurge
$ 2.9 billion on luxury assets (essentially private jets and luxury homes, cars, yachts and art),
spend another $ 953 million on luxury services and top it by buying luxury goods worth $ 377
million. Be it private jets, art, yachts, luxury homes, top-of-the-line cars, spas, fine dining, travel,
holidays, jewellery, state-of-the-art electronics, wines & spirits, apparels or personal care
products like perfume, the confident Indian consumer is going for it all. “I have arrived and I
want it,” is what resurgent India’s creamy layer feels. The typical luxury brand consumer is in
the 25-38 age bracket, usually an industrialist. The Indian consumer wants to get the best before
others, demands value for money through tough negotiations, and looks forward to recognition
and respect. Apart from industrialists, the big spenders identified include professionals, self-
employed and top guns working for leading corporates. Consumers of luxury are located across
the nation, be it Kanyakumari in the south, Jalandhar and Lucknow in the north, Surat and Pune
in the west or Asansol in the east. Mumbai, Delhi & Bangalore are the top three cities in terms of
rupee millionaires. There are a number of challenges; too, for the luxury business and this
include paucity of trained manpower, regulatory issues and high taxation, the survey pointed out.
The import duty on premium cars, for example, stood at 205% while wines & spirits invite 185%
customs levy.
Since the luxury market is not organized, the organizations concerned are not working together
on industry issues. As a result growth remains below potential and regulatory issues are not
being pursued vigorously. As compared to the markets like the US, Japan, Germany and even
China, the size of the Indian luxury market is small but the growth potential is tremendous. The
number of HNWIs is increasing and the tendency to opt for global brands increases as more and
more Indians travel abroad.

Luxury Car Market in India

Like anywhere else in the world, cars are the most visible symbol of a country’s high spending
customers. The luxury car market in India has tripled in the past five years. Last year, luxury
sports car maker Porsche made its Indian debut with the iconic 911 Carrera turbo, the Boxter and
its highly rated Cayenne SUV. Within a week of a launch, Porsche dealers claim to have taken
19 orders in Delhi and 12 in Mumbai, mostly for the Cayenne SUV. Super luxury cars like
Bentley’s Arnage R and its sports version are available locally at prices between Rs 1.9 crore and
Rs 4 crore. By next year Ferrari enthusiasts will be able to buy the Ferrari Modena in India,
along with luxury models from BMW range, Audi and sports car manufacturer Maserati.

It is a sign of what economic liberalization has done for millions of Indians. Sure, there are
abysmal and shameful levels of poverty and India is still very much a Third world country in
many respects. Yet, at the same time, country’s economic growth in the last decade, along with
China's has been the envy of the world. Its per capita income has grown at an incredible rate of
70% during this period. The opening up of the Indian economy and parallel boom in the IT and
service sectors have created an entire generation of wealthy Indians who are distinct from India’s
traditional business families.

The luxury car market in India has registered a fair amount of growth in the last few years and is
growing at the rate of 25% per year. A luxury car is a luxuriously styled automobile, which is
designed to give satisfaction and comfort to its owner. Luxury cars and premium cars are quite
expensive and they are purchased for their design, innovation, and technology. A luxury car
typically has carrying capacity of 5 passengers. The luxury cars in the Indian market are very
expensive, with price tags that start from Rs. 20 lakh. Hence, the people who belong to the high-
income group can only afford luxury cars and there are a lot of such takers in the Indian
automobile market.

The various reasons for the growth of the luxury car market in India are:

• The economy is rising in the country that has given the people more disposable income, which
they are spending in buying luxury cars.

• With the IT boom in the country many youngsters are earning high pay packages, which enable
them to buy luxury cars. And this have further given boost to the market of luxury car in India.

• The government have formulated many polices such as the relaxation of equity regulations and
the reduction of import tariffs pertaining to the automobile industry. These have helped to reduce
the prices of the luxury cars, which in turn have led to the growth of the luxury car market in
India.

• The automobile manufacturers and the financial institutions have launched various loan
schemes. This has made it very easy for the people to buy luxury cars and this has boosted the
luxury car market in India.
Figure 1.5: Porter’s model for Bentley Motors in India

Industry entrants
potential
Ferrari is coming india
competition

Medium
 by 2010. Also new player
like aston martin
planning to coming up in
strong next few years.

strong

medium

low
The products
are
highly customized so low highly customize
buyers cannot so buyer cannot
influence the product influence the price
price but they can of product but they
have an effect on can have an effect
their own vehicle’s on their own
price. Vehicle’s price.

* While there are number of players in the market, price gap between them
weakens the competition by some extent. & Because of Oligopoly structure.

Industry life cycle

Industry life cycle model identifies five sequential stages in the evolution of an industry that
leads to five distinct kinds of industry environment: embryonic, growth, shakeout, mature, and
decline

Luxury Car Market life cycle

mature
 Shake out decline

Growth

embyonic

Luxury

Exclusive Motors Pvt. Ltd

Exclusive Motors Pvt. Ltd is the authorized dealer of Bentley Motors and Lamborghini cars in
India. They are the only dealer of these ultra-luxury cars of Volkswagen AG group in India. The
organization linked with Bentley Motors in late 2003. From then the association of these two is
doing an exceptional job in serving the ultra-rich people of India. They were earlier associated
with Porsche Motors also. The organization is one of the oldest organizations in India that sell
ultra-luxury and imported cars. Under the guidance of Mr. Satyaprakash Bagla – MD, Exclusive
Motors Pvt. Ltd, the organization is performing excellent. Achievement of Bentley sales targets
in all four years confirms the fact. The organization is situated at New Delhi. Two showrooms,
one in Hotel Ashok and the other in Hotel Samrat serves the customers. Company’s sales
activities run from the Ashok Hotel showroom while the administrative and service activities run
from the Samrat Hotel showroom.

Vision:
We are an authentic British motor company dedicated to the design, engineering and crafting of
the world’s most respected high performance cars. That British authenticity is in our history –
and in our blood.

Mission:
To achieve International standards of excellence in all aspects of ultraluxury car business with
focus customer delight through services.

Customer distribution of exlusive motors all over india

BENTLEY MOTORS

Introduction:
Bentley Motors was founded by W.O. Bentley in 1919 when the first Bentley engine burst into
life at New Street Mews, London. From these modest beginnings, W.O’s company went from
strength to strength through the 1920s, with an evolving series of acclaimed motorcars and
a parade of racing triumphs to prove their outstanding performance. These laurels were capped
with five outright victories at Le Mans between 1924 - 1930 and a sixth in 2003. If Bentley had
mission statements in those days, it could not have been expressed more eloquently than in the
words of W.O. himself, “To build a good car, a fast car, the best in class”.

These words are just as relevant today as they continue to inform Bentley’s beliefs, actions and
ambitions for the future. Located in Crewe, England since 1946 and owned since 1998 by
Volkswagen AG, Bentley Motors is dedicated to making responsive and powerful Grand Tourers
with the stamina to cross-continents at pace, and drive in refined comfort and style.

Bentley Brand:
There are many unmistakable characteristics that define a Bentley handcrafted luxury, distinctive
design, breathtaking power and performance, a refined and exhilarating driving experience. Yet
it is the combination of these characteristics that makes the brand so unique. More than any other
trait, power is the defining characteristic at the heart of our brand. In a Bentley, it’s that
distinctive surge, like a giant hand pushing you towards the horizon. A Bentley is unmistakable –
all it takes is a glance at the twin headlights, matrix grille or the high waistline to know one. The
paradox of the car is that although it is instantly recognizable, it takes time and effort to hand-
build each one. That’s the assured Bentley hallmark.

Bentley cars (launch):

• 1998– Arnage saloon
• 1999– Hunaudieres Concept
• 2002– State Limousine
• 2003– Continental GT coupé
• 2005– Continental Flying Spur saloon
• 2006– Azure convertible
• 2006– Continental GT convertible
• 2008– Bentley Brooklands coupé
• 2008– Continental GT Speed coupé

Existing Offerings (Product Line):

Series Model Ex-Showroom Price*

(New Delhi)
• Continental Flying Spur Rs. 2.00 Crores
GT Rs. 1.99 Crores
GT Convertible Rs. 2.24 Crores
GT Speed Rs. 2.14 Crores

• Arnage R Rs. 2.25 Crores

L Rs. 2.50 Crores
RL Rs. 2.75 Crores
Azure Rs. 3.80 Crores

• Brooklands Rs. 4 Crores+

* Approx. because of exchange rate fluctuations.

Note- 3.5% Insurance charges & 4% Road Tax (New Delhi) added for on road price.

Interesting Facts:

• It takes 150 hours to hand-build a Continental GT and 400 hours to build an Arnage.

• Every single component of a Bentley is filed on computer in minute detail and can be tracked
back through each stage of its development.

• Veneers are both book and mirror matched to create perfect symmetry either side of a Bentley's
centerline.

• Every piece of glass in a Bentley is given its final polish with finely powdered pumice normally
used to polish optical lenses.

• Lacquer-spraying robots in the Paint Shop are programmed to simulate a human sprayer on his
best day.

• Steering wheels are doubled stitched by hand using two needles simultaneously; the process is
far too complicated for a machine. It takes 15 hours work to create one steering wheel.

• A full set of leather for a Bentley is selected and cut at the same time, so that there is as little
variation in texture as possible.

• The trimming of each Continental GT uses 135 meters of thread, the equivalent of 28
Continental GT back to back, 1.3 football pitches or the height of the “London Eye”.

Sales & Production:

Bentley sales continued to increase and in 2005 were 8,627 sold worldwide, 3,654 of which were
sold in the United States. In 2006, Bentley was able to sold 9387 units. In 2007, with sales of
10,014, the 10,000 cars per year threshold was broken for the first time in the company’s history.
Global sales increased by 7% in 2007. Increases were seen in almost all major markets: +7% in
the UK, +4% in North America, +7% in Europe, +18% in the Asia Pacific region and 93% in
China alone. For 2007 a record profit of €155 million was also announced.

Production/Sales of Bentley Motors

Year 2006 2007 2008

Model
Continental Flying 4,042 2270 1813
Spur
Continental GT coupe 3,611 2140 2699
Continental GT - 4,847 2408
Cabriolet
Arnage 464 357 277
Azure 177 350 165
Brooklands - 8 312
Total Production 10,036 9972 7674
Total Sales 9,387 10,014 7605
(Deliveries)

Market Potential for Ultra-Luxury Cars in

INDIA
There are enough people in India who can afford these high-sticker cars. The National Council of
Applied Economic Research (NCAER) says that by 2010 India will have an astonishing 1,40,000
households that earn over Rs. 1 crore (Rs 10 million) a year. That's up from 53,000
such household in 2005 & just 20,000 households in 2001-02. So clearly, the list of prospective
buyers for super luxury cars is growing.

Further, a Keystone India report, The World's Top Auto Markets by 2030, projects that over the
next 23 years, emerging markets will account for a stunning 69% of industry sales and 87% of
vehicle registrations. China and India will be the major players, as their combined shares of
motor vehicle registrations will from 5.3 to 37% by 2030.

Although China is likely to become the world's largest motor vehicle market by 2017, India, due
to its late start, is projected to catch up quickly, surpassing Japan within 10 years to third place in
sales. By 2030, India's auto market is expected to be similar to the United States' in size.
However, the premium carmakers recognize that in India they are in for a long haul. While
Mercedes Benz India hopes to sell 4,000 units a year by 2010.

Porsche has sold about 500 cars ever since it began operations in India in 2004. Similarly,
although Bentley's introductory product was the powerful, two-door GT it followed this up with
the Flying Spur – a fourdoor luxury limo targeted at volumes in India. An erstwhile favorite car
of the erstwhile maharajahs, the Rolls Royce, made a comeback to India after 5 decades, in April
2005. In one year, eight Rolls' were sold. "Despite over 100 per cent import duty, sales of
imported BMWs were soaring. Ferrari’s announcement to roar into the Indian market from 2010
& Aston martin’s aspirations to enter into the Indian automobile market by next year also signals
that the market has just picked up the pace and there are greater possibilities for these marques to
thrill the ‘Global Indians’. Analysts estimate a continued growth rate of 12-15 % per annum in
the luxury car market of India. While luxury brands make the rush for India, Indian companies
are not far behind in trying to acquire some premium names -- Tata Motors recent acquisition of
Ford's Land Rover, and Jaguar brands. It seems that one way or another; India's tryst with luxury
car brands is only just beginning

Future Outlook

The luxury automobile industry is witnessing tremendous and unprecedented changes these days.
This industry is slowly and gradually shifting towards Asian and developing countries, mainly
because of saturation of the luxury automobile industry in the established and developed
countries. The principal driving markets for Asian automotive industry are China, India and
ASEAN nations. Bentley’s top 4 markets are facing downturn in their economy and the Bentley
market has already affected in United States by it. Bentley’s sales are down by 22% in Q1 of
2008. In Germany Aston martin has already outperformed Bentley in growth terms and very near
in terms of unit sales in Germany. Good news for Bentley from Germany is that there arc rival
Rolls Royce could not perform well in 2007 and their sales drop by more than 16%. These signs
from the market are also strengthen the point that the market is looking towards emerging
economies of the world like BRIC countries.

Reasons for Growth and future potential

Indian luxury and super luxury car segment is growing at an astonishing rate 25% per annum.
Bentley Motors has allocated only 25 units to India per year since last four years. The key drivers
of growth in this segment of cars are the increasing purchasing power of Indians, more global
Indians, increasing exposure of these cars, rising passion towards ultimate cars and up to some
extent reduction in import duties. Let’s see those growth drivers in details.

1)Growing Affluent Population:

The main key growth driver is the ever-growing number of ultra-rich people. In terms of
population percentage, it may see very small. The seriously rich and affluent represent just 1% of
the entire population, but with a base of one billion people, it still adds up to 10 million high-end
customers, a substantial number in any market. They are what is being termed Global Indians,
the ones who are traveling abroad at the drop of a Barbour hat. They are acquisitive, brand
conscious and, above all they want the best and they want it now. If they can buy in their city it
is so much better. The reason of increasing affluent population is the rise in the disposable
income of Indian people.

India is becoming a country of millionaires. With each passing day, the number of millionaires
seems to be growing in the country. A millionaire as defined by the world wealth report is an
individual with over $1 million in financial assets excluding the primary residence or private art
or antique collections. They are also called as High Net worth Individuals (HNWIs). In 2006
India had 100,015 millionaires, compared with 83,000 in 2005, India would have 134,000
millionaires who have liquid cash of $1 million by 2009 .

The number is growing atan estimated rate of 20%/year. India is now the world' second-fastest
producer of millionaires, just behind Singapore. The rate of growth is more than twice the having
growth of millionaires in the U.S. While China is 7.8% and Russia experienced 15.5% growth in
HNWIs. A lot of this is new money, not legacy Indian wealth. Up-and-coming sectors such as
software services, telecommunications, finance, and real estate are minting new millionaires
every day. And the Bombay Stock Exchange has more than doubled in the past two years,
handing many investors tremendous capital gains. The growth is not only among the
millionaires; overall India’s annual disposable income has also increased substantially. In 2004,
India’s total disposable income was $ 468,998.16 million, while in 2008 India sees an increase of
1.7 times from 2004 to $ 797,791.79 million. According to world wealth report 2007, HNWIS
like to spend their money primarily on luxury collectibles (26% on automobiles, boats, airplanes
etc., 20% on art and also 14 % on wines & antiques). India also consists 4.35% of world’s
billionaires, while U.S. tops with the major share of 40.96% among world’s 1150 billionaires . It
is expected that per head disposal income in India will grow at CAGR of 12.11% from fiscal
year (FY) 2007 to FY 2010. It is likely to boost purchasing powers of population.

2. Changing demographic distribution & spending habits:

Shopping habits of Indians are changing due to their growing disposable income, relative
increase in the younger population, and the change in attitudes towards shopping. The emphasis
has changed from price consideration to design, quality and trendiness. With multiincome
families and increasing international exposure through travel and the Internet, the attitude is
changing from the traditional savings to a spending approach.

Age is also a major factor that affects the spending decisions of an individual. For instance,
people in 20-24 years age group spend more on electronic / home appliances and movies,
people in 28-32 years age group spend more on cars & houses (real estate), while people in the
45-48 years age group spend more on vacations. Currently India’s more than half population
comes under the bracket of age 15 to 49 years and the trends showing continuous increase in the
numbers .

Spending habits are different for people belonging to different sections of society. For instance,
people belonging to the middle class consider basic necessities and education and spending
toward the future of their children as their top priorities, followed by lifestyle goods. The rich
class spends more on luxury goods and international brands. It is observed that as disposable
income increases, people prefer more of branded goods, shift to processed foods, and the
expenditure on food, beverages, tobacco, and transport and communication also increases. A
comparison of consumer spending habits in 2002 with those in 2007 revealed that expenditure on
food, clothing and personal care has remained more or less constant, but expenditure on luxury
goods has increased. India’s Annual Consumer expenditure has increased from $ 399,305.03
million to $ 659,182.28 million, 1.65 times of rise in expenditure . McKinsey study states that
Indian consumer spending could more than quadruple to US$ 1.8 trillion by 2025 - from about
US$ 457.74 billion in 2005 - steered by a ten-fold jump in its middle-class population and a
three-fold rise in household income.

3. Govt. Rules & Regulations (import duties):

Govt. rules and regulations do play a major role in deciding the demand and supply of
Automobile Industry. Generally, small segment affects from them most. Luxury and ultra-luxury
car segment does not have that amount of influence from them. Reduction in import duties
fuels demand for these cars also but not by large extent. India has seen a reduction of only 6% in
the last 5 years. Import duties generally consist of the Basic Duty, Additional Customs Duty,
Countervailing Duty, Surcharge and Special Additional Duty. In year 2003 the import duty
(total) for cars was around 120% and these days in year 2007 and early 2008, it comes around
114%. We can see that not much reduction happened in terms of import duties but demand
increased to a great extent. Thus, it can be said that minor import duty revision does not affect
the demand of ultra-luxury cars.

4. Passion towards super luxury cars is increasing:

Increasing motor sport activities in India like car and bike rallies (Raid the Himalayas), Formula
1’s rising exposure and possibilities for holding the event in India, auto expo s, International
product launches in the country are creating an atmosphere for experiencing the vehicles not
just use them for transportation. It makes people think about experiencing the same feelings of
racers not just by driving them once but also forever by owning them. More number of drivers
being recognized on world arena, Indian teams are participating in world racing events, these all
are the facts in increasing passion level of Indian people for speed, power, and elegancy. ‘Paisa’
and ‘Passion’ are the two most important factors in buying these expensive marques.

It has been observed that every developed automobile market has a history of great motor sport
events. Like NASCAR in U.S., Europe is without doubt the heaven for the racers and this
increasing exposure of these events in developing countries like Russia, China, and Brazil
etc. Formula helped a lot in developing the market for these power pumped vehicles with
elegance. Study says that prospective buyers do watch a lot of motor sport events and that creates
the passion in them also.

Young population, money and passion certainly make a deadly combo. Young age gives the
aspirations, money gives the affordability and passion gives the push for buying an ultra-luxury
car.

Other factors:

Poor Road conditions were one of the main factors for not buying an expensive car, because of
high maintenance. Governments have taken admirable steps by introducing some excellent
projects all over India and International competition also helped in improving quality of the
work. Good conditions of the roads have allowed ultra-rich people to buy these expensive, status
symbol cars, without bothering about high and frequent maintenance of these cars because of bad
roads.

Interest rates play a significant role in car sales as nearly 80% of cars are financed. Lower
interest rates fueled demand into automobile industry. As we have already discussed that by
2030, most of the India’s population would be aged around 30years and young people have
more aspirations from life. Like recognition, importance etc. These needs raise the aspiration
levels of the people and it will further shoot up. Rising aspiration levels always increase the
demand of luxury items. Rupee is appreciating from last some years, this result in lesser cost for
these expensive cars. Rupee appreciation results in higher incomes of people and helps in
attracting the customers for buying luxury cars. As the global companies have started to give
importance to India, India’s population have also became very very brand conscious

Why India?

We have seen that India has the potential for more number of luxury cars. But why only India?
Comparing other countries with India would satisfy this question. How can we say that India is a
better choice for Bentley to allocate more vehicles for the growing market?
Facts about India are really promising:

1. Real GDP Growth:

The two primary drivers of personal wealth generation are GDP growth & market capitalization.
While Indian markets are giving good returns and India’s real GDP growth is outstanding. There
are much of possibilities of more prospective buyers. In 2006, China & India sustained real GDP
growth rates of 10.5% & 8.8%, respectively, among the highest of any economy in the world.
IMF is optimistic about the developing world, whose economies are expected to grow, led by
China and India.

2. Consumer Expenditure (US $ million):

It hardly benefits the rise in income of people until they spend more than average they spend.
Indians are spending almost 1.5 times from four years back. 24% more spent by Indians in year
2007. The data table below demonstrates that emerging markets are viewing better consumer
expenditure than their developed counterparts.

3. Annual Disposable Income (US S million):

Disposable income Annual disposable income of Indians has also increased by more 1.5 times in
last four years comparing with 1.16 times increase in U.S., 0.98 times (reduction of 2%) in Japan
and 1.07 times in Germany. Only Russia and Brazil have shown more growth than India in the
same period. India has seen a substantial growth of almost 25% in annual disposable income.
The growth is in single digits in countries like U.S., Japan and Germany.

4. Growth of HNWIs:

Globally, the HNWI population grew by 8.3% in 2006, to a total of 9.5 million households.
HNWI population gains were particularly strong in Africa, the Middle East and Latin America.
India outperformed all the countries in growth rate of HNWIs since 2004. India’s number is
pretty small but the growth is substantial with the rate of more than 20%. The rate of growth is
more than twice the growth of millionaires in the U.S. While China is having 7.8% and Russia
experienced 15.5% growth in HNWIs. Also India featured prominently amongst the major stock
exchanges in emerging economies with strong growth rate in market capitalization.

It can be seen on the basis of above reasons and promising facts about India that India along with
China is the countries developing with the most rapid pace. Developed countries have been
saturated by large extent. In any country of the world, Luxury markets does not seem to get
affected immediately by any kind of financial crisis in that country. U.S. recession affected the
incomes and expenditures even of the wealthy people but later than an ordinary customer. United
States sub prime crisis is already started to show the effect on luxury market and is believed to
affect China because of its export’s dependence over US. As other developed countries are also
facing a downturn, it is the right time to grab the market in India. The facts presented above also
supporting India’s better position in future and at present also over several countries/markets.

Sales Organization
Introduction to the study

Sales is the most important business activity of Exclusive Motors Pvt. Ltd. Being the only dealer
in India for Bentley Motors and Lamborghini cars, to provide the best services to the customers
throughout India is a very challenging task. But as being in the luxury segment they have to
regularly update their approach towards the market and customers. This study on their sales
organization will help them to improve their approach and use resources in the most efficient
way. This thesis will review the sales process adopted by the Exclusive Motors salespeople,
will analyze the sales trends from the establishment of Exclusive Motors Pvt. Ltd. This thesis
will also check the customer satisfaction by surveying them via e-mail. Last but not the least this
study will also try to analyze the facts for less referral from existing customers.

Existing Sales process

Review of the sales process adopted by Exclusive Motors done by the observational method
during the office hours. I have attended 3 meetings & sales presentations with my corporate
guide and the corporate sales manager of Exclusive Motors, Mr. Amit Agarwal. The scope of the
review is that all the meets, I have attended were in New Delhi. After analyzing those sales
presentations and discussion with my corporate guide, the sales process adopted by Exclusive
Motors is:

Pre-sale preparation

The sales force of Exclusive Motors is well equipped with the knowledge about the products
they are selling and the manufacturer company ‘Bentley’. They are well aware of the USPs of
their product, competitor’s strategies, credit policies and ordering process. But, when it comes to
customer’s information, things go a little bit vague. They have a broad idea about their
customers. Like, customers want exclusivity and they buy these ultra-luxury cars as a status
symbol with world-class performance. EM is not focusing on each customer’s/prospect’s
attitude, preferences, buying habits, perceptual biases about companies and brands, motives and
process of decision making for their product category. This information can prove very helpful in
realize a sale. Collecting this information would not be very difficult as prospects are extremely
successful people & well known to the society.

Prospecting & Qualifying

Exclusive Motors has a prospects database, from which it chooses to call the prospects. Prospects
have been classified in three categories: HOT A, HOT B & HOT C. In which HOT A are the
prospects, which have the most chances/probability to buy the product. They are the most
attractive prospects in terms of producing a sale. HOT B are the lesser attractive prospects than
HOT A and HOT C are the least attractive prospects. The database is based on the personal
contacts of the Owner & MD, Mr. Satyaprakash Bagla. He is in the business of selling imported
cars in India from last 20-25 years. The database is having the name and the contact details of the
prospective buyers. EM does not have any mechanism to differentiate between prospects &
suspects. As we have already mentioned in pre-sale preparation stage, customer’s buying habits,
buying history, attitude, passion towards ultra luxury cars and other psychographics information
can provide great help in prospecting. Largely, Prospects trigger the sales process by inquiring
about the product through call or visit. Which, we know as the pull strategy. Most of the times
prospects calls for the product. Though they are not very specific about the model but they are
very sure about, which brand of the car they want. It suggests that the customers are very keen
about their status. After discussing with market experts, it’s been found that approaching the
prospective buyers does not produce that much of success in terms of sale.

Pre-approach (Pre-call Planning)

When a customer approaches to EM, the sales force skips this step. When EM’s salesperson
approaches a prospect, he does a smallresearch on his attitude, behavior, passion and the rime
buying force for these kinds of ultra-luxury cars, before approaching him. EM Salesperson
generally does FAB analysis before approaching the prospective customer.

Approach to the customer (initial contact)

In this stage, sales force of Exclusive Motors makes cold phone calls to prospective buyers. The
objective of the cold calls is to get the prospect’s attention & confidence and to gauge the
customer’s interest. Introductory approach is being used by Exclusive Motors’s sales force. If
customer demonstrates positive feedback during calls then the salesperson asks for a meeting or
time for the next call to explain more about their products and if customer gives a negative
feedback, the EM salesperson wishes the prospect for future endeavors and cleverly asks for the
appointment. In further contacts/calls sales force tries to determine the buying need of the
customer for that product (prime force), appealing feature for that specific customer, information
on decision maker etc. After some dialogues, EM salesperson asks the prospective customer to
visit the showroom whenever he/she comes to New Delhi. When that customer comes to New
Delhi, EM sends an ultra-luxury car to receive that customer from his accommodation or airport
to the showroom to make him feel important. In showroom, a well constructed & equipped
interaction room has been built for meetings with the customers.

In case of customer approaching EM for the product, EM salesperson gives customer the details
about the existing product line and their USPs, newest developments, tries to narrow down their
choices and asks for the appointment for a meeting.

Sales Presentation & Demonstration

Praise and compliment approach is used by the EM salesperson during meetings and
presentation. In this stage, EM salesperson plans the series of meetings with the convenience of
the customers at their desired place either at their place or at the showroom. In the first meeting
EM salesperson ask the expectations of the customer from the car. After knowing the
expectations EM salesperson narrow down the choices among his offerings. Mostly customer’s
expectations are related to power, looks, exclusivity and brand image. EM salesperson describes
the FAB analysis about the products to the prospects. In the further meeting the salesperson from
Exclusive Motors shows the features of the car, both interior and exterior on a notebook by
configurator. No demonstration? Because these ultra-luxury cars are very personalized, very
exclusive, as their production starts only after placing the order by the customer. In next meeting
customers decide on the specific features he wants to be in his car. EM salesperson also assists
on many things regarding features. This is one of the longest interactions between the company
& its customer. It generally takes around 3 to 5 hours to finally decide upon the every feature of
the car. Which makes customer feel special, feels like this would be the only car in the world of
its kind. Because even the colour of thread, which is used for stitching leather can be
personalized by the customer. EM salesperson provides the information about the ordering
process, billing and payment process in the next meeting. Generally, customers have very
specific wants in features. In case of rejection by the Bentley about the feature’s possibility, the
salesperson meets the customer again and makes him aware about the situation and asks for any
other feature option. After constructing the car by the customer, EM salesperson provides the
detail about the total price of the car and detailed additional charges or the specific features in
further meetings. Tax benefits & exchange rate issues have also been discussed during the
meeting by the EM salespersons in the meetings. Demonstration of the customer’s car is not
possible because the car comes into production only after confirming the order. But Customers
want the brand more than the model. EM salesperson asks them to experience the car’s
performance of that brand if the specific model is not possible.

Overcoming Objections

Generally, customers have questions regarding delivery period, which is about 4 to 6 months
after placing the order. EM salesperson handles this beautifully by explaining them again that
this car is going to be very special and will be only it’s kind of in the world. So that much of
time is acceptable. The customers also raise custom clearing issues. EM salesperson assures
them to guide throughout the process as the car comes on customer’s name from the
manufacturer company. It takes some days in normal cases but Exclusive Motors can get out the
car in quick time. Thanks to strong paper work & prior homework. Issues regarding after-sales
service are also questioned most of the times during the presentation meetings. This is the most
important and critical activity performed by Exclusive Motors Pvt. Ltd. The after-sales
relationship with the customers is important to create a good image among the customers & get
the referrals from them. Here re-buying does not exist in most cases, that’s why referrals are
important.

Closing the Sale

Usually customer comes forward to place the order. It is direct order method. Placing the order
can take lot of time after presentation and demonstration stage or can be on the spot while
demonstration. Exchange rates and bank loan stretches the duration for ordering the vehicle.
Customer gives his name and address for ordering the vehicle.

Follow-Up and Service after the Sale

Once the order is placed, EM salesperson regularly informs the customer about the status of their
car. Bentley Motors sends an invoice in the name of the customer. Invoice comes to Exclusive
Motors, EM salesperson again meet the customer and asks for the payment through Telegraphic
Transfer. Customer has to pay the amount of invoice directly to Bentley in GBP, their national
currency. In case of Lamborghini its Euro. He guides the customer all through out the payment
procedure. Vehicle comes by air or by ship to India in the name of the customer. EM has an
association with a clearing agent. Documents for custom clearance filled through clearing agent
on behalf of the customer. After clearance from the airport or seaport, car comes to Exclusive
Motors for a Pre Delivery Inspection (PDI). After PDI car is delivered to the customer. All
through out the various stages customer is informed by the EM salesperson. Exclusive Motors
has a well-trained and dedicated technician’s team for after-sales service. These technicians are
trained under the Bentley technicians under the yearly program of training organized by Bentley
Motors. This team of technicians is called ‘Flying Doctors’. This team flies to the customer’s
place for the regular check up of the vehicle or any complaint from the customer. The customers
of Bentley are throughout India; it is challenging to reach in quick time. The team responds in 2
days maximum for sorted out the problem in the car.

Sales trends

Exclusive Motors Pvt. Ltd. has a cap on maximum unit of vehicle for sales in India from Bentley
Motors. The cap is of 25 vehicles per year. Bentley does not set the specific target for specific
models. Like sales target for Arnage series, sales target for Continental series. The sales data of
last 4 years have been analyzed and the data gives us following trends for Exclusive Motors:

• Metro cities are outperforming Tier II cities in terms of unit sales of Bentley. But these small
cities do have good probability for a potential market for these ultra-luxury cars. Largely,
because of boom in real estate industry & strong, growing economy of India. Till 2007, Bentley
has sold 36 vehicles to these Tier II cities with 64 vehicles delivered to Metro men. Year 2006
saw an increase of almost 40% in sales of tier II cities. Though in 2007 sales went down
from 2 units. But the future for Bentley in tier II cities is very bright.

• Entrepreneurs (excluding exporters) undoubtedly dominate over professionals, & employees in

buying ‘their’ Bentley. While, entrepreneur’s sales figures are quite constant, employees have
started to buy these luxury cars. Employees include CEOs, MDs and other top management
people of large companies, who are not the owner of the company. Exporters are having a tuff
time because of rupee appreciation and it’s shown in their spending over luxury items also.
Exporters figures gone down to 3 and only 1 vehicle in the year 2006 & 2007 respectively.
Industry experts’ belief that rupee appreciation is one of the main reasons for decline in sales to
exporters. Professionals include lawyers, doctors, chartered accountants etc. Most of the
entrepreneurs are not the big guns of the Indian Industry. They are the people who supplies to
these big companies.

• By 2010, India’s half population would be less than 30 years of age. And with Indian economy
is booming and giving opportunities to youth of India to make careers, make money out of it.
Indians have grab that opportunity very well, as India is the second fastest producer of $
millionaire in the world. It shows in the trends also that in 2007 around 50% of Bentley’s sales
were in age group of 30 to 39 years. Sales trends shows that age group 55 – 59 year are no more
interesting. While group of 30 -34 years buyers have now started to spend their money on these
ultraluxury cars. 35 – 39 years age group is continuously increasing and is the attractive group of
buyers for Bentley.

• Though women have started to compete with men in the corporate world. But the scenes are
totally changed in terms of buying ultra-luxury cars, Bentley in particular. Male buyers dominate
the Bentley India sales since its operation starts in India. But female share of Bentley buyers
have continuously increasing and last year tally goes up to 6 vehicles compare to only 1 vehicle
in year 2004. Graphical distribution might indicate the declining share of male buyers but it is
mainly because of the limit imposed by Bentley Motors on sale per year.
• Continental GT was the best selling model for Bentley in India in its introductory year but,
Continental Flying spur is the best selling model for Bentley from last 3 years in 4 years history
of Bentley in India. It seems Indian customer have accepted Flying spur and GT of Continental
series as sales of Arnage series is far behind. Price is also a major factor in this data. Bentley has
also seen the sale of its GTC model and new model GT speed in India at the end of year 2007.

Buyer’s Expectations

Before going into customer satisfaction survey to measure the success and effectiveness of the
sales procedure currently adopted by Exclusive Motors Pvt. ltd. It is necessary to understand,
what do the customers expect from such brands & products. By discussions with prospective &
existing buyers, who have visited to the Exclusive Motors showroom. These are the expectations,
I could able to identify in almost every customer:

• Experience
As the sophisticated luxury customer has progressed to an increasingly pared-down lifestyle so
the interest in ‘experiences’ has increased. These customers do not want only the best product
but they want the best overall experience.

• Value
Value and luxury are not the terms that have always gone hand in hand. But this belief is
changing. Luxury car customers say that when charging a premium there has to be a reason. The
performance of vehicle should give him/her the value for money.

• ‘Bespoke’
The word ‘Bespoke’ has long been used in connection with luxury, but is now more relevant
than ever. Sophisticated customers are looking beyond standard retail and wanting something
beyond the off-the-shelf option.
• Engagement
Advertisements do not appeal to the customers of luxury cars. They do not buy the car of Rs. 2
crore by seeing an advertisement. They consider these advertisements as ‘selling by yelling’ and
danger to the image of luxury for the brand. These customers want to feel special, different from
common people. Thus, they are more positive for direct selling. E.g. Special invitations. Another
dimension of Engagement is the desire of more sophisticated customer to know
much more about a brand – to become expert (especially with products such as cars) who builds
up a high level of knowledge.

• Service
The customers of luxury cars want the world-class service from the companies at their place. If
the company is serving its customers excellent, only then the overall experience of the customers
turns out to be the best. The customer base of luxury companies is very small, so customers are
acceptable to demand the best. That’s what luxury is all about ‘The Best’.

• Technology
Technology is a major driver in all industries and luxury car market is no exception. The luxury
car buyers want to experience the latest technology in their vehicle. And technology is changing
so fast that if companies just sit and think, a new consideration will always come along.

• Responsibility
A common belief about luxury car customers is that these people do not care about the social
responsibilities of a car company. Luxury consumers are increasingly knowledgeable and they
know that responsibility includes much more than just using recycled paper. ‘Responsibility’
needs to be incorporated as a considered strategy on environmental issues, but also on matters
ecological, moral, ethical, social, cultural and perhaps charitable. Customers need transparency
from the companies

Recommendations for Bentley Motors, UK

• Bentley should increase the allocation of units for India by at least 7 to 10 vehicles per year
to maintain the advantage of early entry into the Indian market from Ferrari and Aston Martin.

• Introduction of the local currency invoicing to reduce Indian customers' exposure to exchange
rate fluctuations.

• Bring new innovations in model design to maintain the exclusivity. It will also give the
individuality to the car / company.
o Innovations like fuel tank cover inside rear lights.
o Diesel engines

Recommendation for Exclusive Motors

• Exclusive Motors should take initiatives to persuade Bentley Motors for increasing the
allocation for India.
• To serve better, Exclusive Motors should plan to open another showroom at either Mumbai or
Bangalore. After analyzing better prospect grounds. It will help EM to cover entire India better
and to reduce the response time for after-sales services.

• EM should take initiatives for push strategy into the market. It also needs to do prospecting
right. Because only by correct prospecting, push strategy works.

• For better prospecting, EM should enhance their database not by the number of prospects but
the value of the database. It should involve the buying history, attitude and behavior of the
prospects to qualify better among them. While prospecting, they should take current sales trends
into consideration.

• Sales force should be increased by at least 1 more sales person so that better sales efforts can be
made and better services can be provided.

• To improve and use the resources efficiently EM should review their sales expenditure on
every step. For doing that a model has been discovered, which is at the end of the
recommendations.

• Exclusive Motors need not to take major steps to improve the customer’s experience from their
services. Their services are rated fairly well. To increase the referrals, the overall experience,

EM needs to take tiny tiny steps.

o Take things to the next level. Remain one step ahead of the mainstream. Come up with ideas,
which will surprise and delight the customers (and generate valuable word of mouth - PR). For
example wishing with a hamper of chocolates and a bouquet of customer’s favorite flowers
on special occasions like anniversary, birthday or business achievements.

o Recruitment & People:

The need is to get the basics right. It comes down to investing in recruitment and training in
order to find, develop and retain qualified and experienced people. Those people who are able to
change with the ever evolving demographic of the luxury customer and strike the right degree of
(in) formality appropriate for the modern world.

Take steps to improve the ‘first impression’ of the after-sales people on customers by providing
them an identity card, logo plate of the company (Bentley & Lamborghini on same plate) and
uniform of light color etc.

To motivate the employees and workers, some kind of awards on the basis performance should
be introduced.

o After every scheduled vehicle service a small hamper of gift left inside the customer’s vehicle.
o Gift a compact disc to customers, which carries a video of their car being manufactured by the
mechanics at Bentley factory, Crewe.

o Promotional Activities:
Send some of your customers to some reputed motor sport event like Le mans 24 hours race in
France, Formula 1 grand prix etc. (it should be keep in mind that choose that grand prix where
Ferrari’s chances of winning are the least, it will help in making a lousy image of the
competitor.) As rich people only wants to be with No. 1 that impression of Ferrari’s loss will
keep them away from buying a Ferrari.

Hold an event for test-driving of the vehicles, only to the prospective buyers whom EM has
selected. Studies found that these kind of events help in boosting sales. As 6 out of 10 of
prospective buyers wind up buying a car.

Conclusion

In this report an effort was made to analyze the sales organization of Exclusive Motors Pvt. Ltd.
In this regards the major concern for the company to measure the success of the sales process
and services provided by them to their customers. This study has intended to capture the mindset
of Exclusive motors existing customers by the way of survey and personal interviews. It was
observed during the study that customers being very successful and busy could not give
sufficient time for the in-depth survey about their satisfaction level on each and every aspect of
Exclusive Motors. But whoever had the time, have helped me in this project by their responses.
The study has also captured the mindsets of after-sales people about the customers in the form of
valuable suggestions, which if implemented properly will surely bridge the gap between
customer’s desired expectation’s and existing experiences from Exclusive Motors Pvt. Ltd.

According to the study EM Personnel are the strength of the organization on customer
satisfaction parameters. Showroom facilities closely followed Personnel category as second
position on satisfaction index. Positive association found between female buyers and Continental
GT model. It has also been found that customers are not getting the desired overall experience
form EM, which is one of the main reasons for few referrals. The categories to judge customer
satisfaction level were product quality, after-sales service, showroom, personnel and sales
procedure.

Logistics
The Logistics function at Bentley Motors is an integral part of the manufacturing team. Over the
preceding years the team has had to rapidly improve the Logistics infrastructure and business
processes to support the introduction of the Continental range and the increase in annual
production volumes (from 2000 cars in 2003 to 10,000 in 2007).

Now with the launch of the all-new flagship, Bentley Mulsanne, and the future developments of
the second generation Continental range under way, Logistics are working towards the
implementation of an Integrated Logistics Centre here at Crewe.

This development is a strategic initiative that will involve the building of two new warehouses
on site including an automated mini-load store for small plastic boxes.

Logistics currently has around 220 Associates who look after 18,000 parts from over 650
suppliers and is sub-divided into three main function areas;

 Pre Series Logistics

 Logistics Operations
 Production Planning & Control

Pre-Series Logistics
Pre-series Logistics carries out all Logistics activities to support all build phases of any new
vehicle project or model year face lift prior to the start of production. These Logistics activities
include the following:

1.  Pre Series Logistics:

 Logistical introduction of new model years and engineering running changes

 Ensure new parts receiving at required parts quality
  Implementation of Engineering change requests
 Application of Product Emergence Process (PEP process)

2.  Systems and Processes

 Responsible for Pre-Series Car Orders

 Setting of Process Control Codes
 Coordination of engineering changes & management of permits for Logistics
 Maintenance & development of Pre-Series Systems
 Continuous Process Improvement

3.  New Parts Store

  Receive and control Pre-Series material through PEP Gateways
 Pick material to support build phases
 Deliver parts to point of use

4.  Supply Centre

 Manage and control all inbound materials (samples and parts for build)
 Material planning and scheduling
 Support the build of Pre-Series cars

Regional operation

Working closely with our dealer partners, as well as the development of new markets, Bentley
exports almost 80% of its cars to over 50 countries and it is not our intention to stop there.

Through our regional offices in key locations such as Dubai, Tokyo, Beijing, Berlin, Seoul,
Sydney and Boston; the Regional Operations team provides, and manages, a variety of services
at the all-important local level.

Working closely with each of our 149 dealers, our aim is to ensure that we maintain our brand
representation at the highest possible level, through marketing, business management, customer
and technical support as well as ensuring that we continually maintain a close relationship
between, Bentley its dealers and customers, regardless of distance. 

Training and development programme at Bentley

1.graduate training programme

2.undergraduate placements

3.apprenticeship programme

4.dealer apprenticeship programme

Graduate Training Program

We are seeking exceptional graduates with drive and

ambition who aspire to become leaders and innovators in
Bentley Motors Limited.
Placements are traditionally available within the following business functions:
  Engineering - Exterior and Interior,
 Purchasing,
 Production Technical Support,
 Logistics,
 Pre-Series Centre,
 Finance,
 Information Systems
 Sales & Marketing.

Please note that our graduate intake is managed flexibly each year, therefore placements are not
always available in every function mentioned above.

Programme Objectives:

 To meet our future business requirements for skilled professionals and competent managers
 To provide individuals with a sound foundation of business knowledge and understanding to
enable them to build a successful career within the VW group
 To provide a structured development activity that enables participants to gain a permanent
position in the business within 2 years

Our Graduate Development Programme includes:

Placements
You will undertake projects in your sponsoring function and a number of other linked functions.
Additional placement opportunities, with associated development programmes, will enable you
to experience the whole of the business in engineering, production, sales & marketing and
finance.

Masterclass
This is where graduates learn about various functions of the business through presentations, a
show-round of the facilities and discussions with the senior management team.

Directors Forum

Running a meeting with each of the Board Directors provides graduates with a fantastic
opportunity to ask questions relating to the board member’s career, their leadership experiences
and vision.

Graduate Monthly Meetings

Each month, graduates get together to learn about each other's placements and review and plan
elements of the graduate programme (not to mention the social activities!).

Business Projects
Graduates gain an opportunity to work on specific business projects as an internal consultant,
whether working as an individual or as part of a team.
Core Development
Each graduate will complete a development plan, following which they will undertake personal,
professional and technical training as appropriate.

School Liaison
Working with local children, supporting their development in business & technical skills
provides the graduates with the opportunity to contribute to the development of young people.

Team Building
Each year, we design a variety of team building projects, that include charity fund raising and
community project work.

Professional Development
We support your development by encouraging membership of professional bodies. What's more,
we will monitor your development and give you constructive feedback to make sure you are
thoroughly aware of your progress.The Graduate Development Programme is regarded as a long-
term investment. Bentley's future promises a new spirit of excitement and change; our graduates
have many opportunities as part of the growing Bentley business and, long-term, the VW group.

The Rewards

We offer a competitive salary, together with a range of company benefits including 34 days
holiday (inclusive of statutory days), and subsidised health club and restaurant facilities.
Graduates also have access to our extremely competitive car lease scheme and contributory
pension scheme.

Undergraduate Placements

Undergraduate students understand the immense benefits of

a placement with one of the world's most revered automotive
brands.
We can offer the invaluable opportunity to learn and develop your own competencies and
behaviours to improve your communication and team working skills whilst also gaining a solid
understanding of what it takes to be the best in your field, along the way.

We offer 12 month industrial placements, which are ideal for undergraduates on sandwich
courses commencing in July 2010.
We also offer 10 week summer placement opportunities to 'A' level and undergraduate students
wishing to gain business/manufacturing work experience. Recruitment information for the 2010
programme will be confirmed in January.

Placements are traditionally available within the following business areas:

 Engineering
 Public Relations
 Quality
 Purchasing
 Production Management
 Logistics
 Finance
 Information Systems
 Sales & Marketing
 Manufacturing Engineering

 We encourage our best undergraduates to develop lasting relations with Bentley and a successful
placement may lead to a graduate placement or a full time position. Yet only the most
enthusiastic, accomplished students will be considered.

The Rewards

Summer Placements – We offer a competitive salary, together with holidays and subsidised
health club and restaurant facilities.

Industrial Placements – We offer a competitive salary, together with a range of company benefits
including 34 days holiday (including statutory days) per annum and subsidised health club and
restaurant facilities.

Apprenticeship Programme

We are looking for individuals who relish a challenge, and

who seize an opportunity to display their potential.
The apprenticeship programme is an invaluable way of learning about yourself and your abilities,
and about teamwork and communication.

Framework of the Apprenticeship Programmers

During your programmers you will benefit from a wealth of support through both internal and
external networks. You will learn through a mixture of academic and practical training, including
work based NVQ's and further education technical certificates. In addition to the formal side of
your apprenticeship you will also undertake a core-training programme, which may include:
Placement
Additional placement opportunities in a number of areas to increase your skills and business
knowledge.

Communication Meetings
Each quarter you will meet with your peer group to learn about each other's placements and
discuss events happening within the business.

Workshops
Each apprentice will complete a development plan, which will assist with their personal,
professional and technical training. This may include attending workshops and events linked to
Team Building, Presentation Skills, Communicating Effectively and other workshops as agreed
with your sponsoring manager and the Academy.

Community Events
Part of the apprenticeship programme involves apprentices and graduates working with local
students on initiatives based in schools. There is also an expectation that apprentices will be
involved in initiatives to raise money for nominated charities.

The Rewards
We offer a competitive salary, together with a range of company benefits including 34 days
holiday (inclusive of statutory days), and subsidised health club and restaurant facilities.
Apprentices also have access to our extremely competitive car lease scheme and contributory
pension scheme.

Bentley Dealer Apprenticeship

The Bentley Dealer Apprenticeship Programme

As a Bentley Service Technician you will be involved in all aspects of maintenance and repair of
Bentley vehicles, from routine maintenance to complete vehicle system overhaul. Electronic
fault diagnosis using the latest diagnostic equipment and techniques now forms part of everyday
routine in a Bentley Dealership.

Requirements

You are required to have a keen interest in the motor vehicle industry, be aged between 16-19
and be highly motivated to achieve your course qualification. Work to the highest standards with
an attitude of getting it right first time. Ideally you will have G.C.S.E. in Maths, English and a
Science grade C or above.
Qualifications gained within a 3 year period will include:

 NVQ Level 2 progressing onto level 3 in Maintenance and Repair of Light Vehicles
 Key Skills Certificate
 IMI Technical Certificate
 Teambuilding Event
 Driving Dynamics Course
 Apprenticeship Completion Certificate
 Bentley Certified Technician Status

BIBLIOGRAPHY
BOOKS

 Sales & Distribution Management by Tapan k Panda and Sunil Sahadev (Oxford
higher education).

NEWS PAPERS

 THE ECONOMIC TIMES

 THE TIMES OF INDIA

MAGAZINES

 BUSINESS INDIA
 INDIA TODAY

INTERNET WEBSITES

 www.bentleymotors.com
 www.google.com
 www.scribd.com
 www.wikipedia.com