The business method relates to the progressive steps and decisions taken by various companies primarily to accomplish the aims and objectives of the company. Fleichmann et al. (2014) argue that trade procedures include a range of practices and rituals tailored by companies to carry out their activities. This paper addresses several facets of the corporate practices of my former organizations and the integration of those operations.
The desire to work in a busy sugar processing plant has given rise to a variety of market processes.
Among the most typical activities of the company encompassed manufacturing, distribution, and customer retention through the provision of essential after-sale services.
Manufacturing entails the actions that transform raw materials into the finished products. According to Kalpakjian (2014), manufacturing is where commodities undergo conversion from the physical state to a more useful form. In our organization, the procedure was accomplished with a series of actions. For instance, the raw materials, sugarcane were obtained through the formal agreement and procurement of the canes from the local farmers. Also, the firm had acquired some pieces of land where it grew sugarcane to supplement the outsourced products.
In order to make the products reach the companies in time, it requires more efficient transport means. While in the enterprise (Kalpakjian, 2014), we had powerful tractors and vehicles to promote quick-timely delivery of the sugarcane before drying up. At the factory, the technical machinery helped in doing the engineering from extracting juices from the sugar till grading the final sugar in readiness for sales. The entire course of manufacturing involving securing of the raw materials, transportation and the actual conversion duty of the products was advantageous because of the continuous supply of the sugarcane even at the shortage period to the firm. Similarly, the efficient transportation mode facilitated the timely delivery of the goods to the enterprise. Also, the end products were of high value, thus fetching the company more income through sales.
Distribution connotes the manner in which goods and services reach the potential market (Rushton et al., 2014). While in the company, the management deployed the use of the multi-channel distribution strategy where the finished sugar ready for consumption were either sold to consumers directly or given to retailers to reach out the buyers. Besides, the business was in touch with the wholesalers who finally dispatched the commodities to the retailers and ultimately consumers. To create more awareness on the company sugar brands, the online website was available where clients were able to view names and pose queries in line with the commodities. Distribution activity was possible with the help of company lorries for long distant deliveries as well as dispatching goods to the nearby customers. The use of multi-channel system resulted in the rapid sales of sugar, reduced expiry chances, as well as profit optimization.
After sale services refer to the free offers and gifts that are given to the potential customers to encourage the long-term interaction with the business (Gilmour et al., 2014). The company provided free transportation to the clients purchasing bulk goods as well as giving considerable discounts to the customers. The culture promoted customer loyalty since the buyers who bought in the premise were able to make repetitive transactions. Similarly, they were able to buy more products every time they would visit the premise.
The three types of processes; manufacturing, distribution, and after sale provisions have got very close connections aimed at achieving the competitive edge for the company. The integration points they have are customer retention, improved sales, and the efficiency and consistency in production. Customer retention culture strives to make buyers develop the recurrent purchases over time (Gilmour et al., 2014). To ensure that clients become habitual users of the companys sugar brands, the combination of both after sale services and distribution played a significant role. While giving gifts and offers to encourage the buyers to have an extended relationship with the business, the timely and safety deliveries also enhanced the trust with the customers especially the clients at the far places. Often, consumers could get the commodities to the required standards without necessarily visiting the premises in person.
Similarly, having after sales provisions and multiple channel distribution also contributed towards the maximization of the sales output. Several intermediaries resulted in more direct sales revenue as they were able to avail the produce to the market once manufactured. Likewise, after sale services motivated the customers to purchase the products in relatively large quantities, thus, increasing the sales turnover (Gilmour et al., 2014). On the other hand, the efficiency and consistency in production were as a result of improved machinery for the manufacture of sugar, proper procurement mechanisms, and faster clearing of stock-based by extensive distribution channel. As the channels dealt with the marketing of the final sugar, improved manufacturing and a full array of cane sources ensured that every time, the sugar products were available.
Overall, distribution, manufacturing, and after sale services are some of the most critical aspects of business processes. The combination of the activities results in customer retention, improved sales, and the efficiency and consistency of production as the key integration points. The designation of the process view of organization would help in mentoring people to become successful managers since it contains the directions and guidelines necessary for sound management skills in the management process. Every business should, therefore, strive to control the business activities and undertake the management roles to optimize the benefits for the enterprises.
Fleischmann, A., Schmidt, W., Stary, C., Obermeier, S., & Brger, E. (2014). Subject-oriented business process management. Springer Publishing Company, Incorporated.
Gilmour, P., Borg, G., Duffy, P. A., Johnston, N. D., Limbek, B. E., & Shaw, M. R. (2013). Customer service: differentiating by market segment. International Journal of Physical Distribution & Logistics Management.
Kalpakjian, S., & Schmid, S. (2014). Manufacturing Processes for Engineering. Boston : Pearson Education.
Rushton, A., Croucher, P., & Baker, P. (2014). The handbook of logistics and distribution management: Understanding the supply chain. Kogan Page Publishers.