Danilo Zatta, PhD, MBA’s Post

Investigation concerning Erpiliç Entegre Tavukçuluk Üretim Pazarlama ve Ticaret AŞ Concluded The investigation which has been conducted according to the Competition Board decision dated 04.01.2024 and no 24-01/8-M(3) in order to determine whether Erpiliç Entegre Tavukçuluk Üretim Pazarlama ve Ticaret AŞ (ERPİLİÇ) violated article 4 of the Act no 4054 on the Protection of Competition by means of imposing region and customer restrictions to its buyers has ended with settlement. During the investigation process, ERPİLİÇ made a commitment application about the competition concerns caused by region and customer restrictions stemming from the contracts it made with its dealers. As a result of the commitment process, in the meeting on 26.09.2024, the Board took the decision no 24-39/913-392 that the commitments submitted by ERPİLİÇ shall be accepted as they are able to solve the competition problems detected within the scope of the file, the commitments in the final commitment text shall shall be made binding and the investigation on ERPİLİÇ shall be terminated. The commitments accepted will be included in the reasoned decision in detail; within the framework of the commitment text submitted, ERPİLİÇ * Will allocate the dealers operating in cities other than İstanbul exclusive regions, where they will be authorized to make active sales, * It will be stated in dealership contracts that the passive sales by the dealers operating in cities other than İstanbul will not be prevented, * The “Notice Text” to be sent to dealers operating in İstanbul will include clear definitions of active and passive sales and * The said “Notice Text” will clearly inform that there are not any restrictions on dealers’ passive sales.

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The RV Aftermarket trade – Manufacturers -Suppliers, Distributors, Dealers – faces an unprecedented and existential challenge. The RV aftermarket segment has a stated goal to “pursue a great consumer parts & accessories outcome to benefit RVing and supply chain members.” But it cannot accomplish this goal without a robust supply chain focused on consumer satisfaction.

Explore how RockAuto LLC stands tall in the auto parts supply chain through key insights provided by NBD DATA. Uncover their strategic partnerships and export focus, especially on the Turkish market's Differential Kits. A must-read analysis for stakeholders and potential buyers interested in effective supply chain strategies. Dive into the details here: https://lnkd.in/ghYaYMnu 🚗🔧

Best practice: How a discount system improved the pricing strategy in Japan Today's markets demand flexibility and adaptability - in #Japan, redesigning a company's #pricing strategy is a real challenge. Our AAA Advisor Mario Spitzer in Tokyo played a key role in this transformation for more #competitiveness and #customerTrust. Unlike in Western countries, where list prices provide orientation, ‘moon prices’ are often common in Japan - prices that are far higher than the real sales prices and serve as a basis for negotiation. This practice leads to a non-transparent price structure that unsettles retailers and customers. Before the restructuring, there were no clear criteria for granting discounts. Discounts were granted subjectively in order to meet the perceived competitive conditions. Clear guidelines for retailers could not be enforced. To change this, a new pricing strategy was developed together with the sales team and the head office, based on a #discount system that takes qualitative and quantitative factors into account. The new system ensures regulated and transparent discounts by combining order quantities, sales space design, technical service and training as well as the application of the CI by the sales partner. This structure ensures that discounts are not only granted according to volume, but also according to the long-term importance of the customer relationship. At the same time, the new discount system offers retailers the opportunity to improve their purchasing conditions and discounts by fulfilling the required qualitative factors. Resistance to the implementation came mainly from the sales department, where many feared that the stricter discount system would lead to a loss of sales. However, clear communication convinced the team that transparency and consistent pricing strengthen customer trust in the long term and promote clear business relationships. The #transparency provided by the structured discount system resulted in a significant increase in sales and significantly improved the competitive position in Japan. The result was overwhelming: customers felt better informed and were more willing to make purchasing decisions. Price transparency strengthened customer confidence in the long term. The market share was massively increased. This example shows how important it is to scrutinise structures and develop innovative approaches that do justice to market conditions. In a world characterised by constant change, flexibility remains the key to success. Adapting the #pricing strategy is a prime example of how change can lead to a competitive advantage and strengthen the foundation for long-term customer relationships. Find out more and contact us: https://lnkd.in/dp5bKQUK - and feel free to follow us here on LinkedIn!

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Too many rumors about automotive industry in Thailand   Everyone knows that Thailand is one of the biggest automotive industries in ASEAN in both production and sales for many years. In 2024, the situation seems not good in the market. The sales dropped to number 3 follow Indonesia and Malaysia in last few months, and the production number is also decreasing during the same period.   As a journalist, I had heard many rumors about many car manufacturers here in Thailand. And some is true, but many are fault. You may hear about Subaru’s and Suzuki’s plan to stop the production and change to import the car from somewhere else. Or Mitsubishi cut off the sub-contract workers. I think this is the business. If the plan A did not work, so they go for plan B.   Last week, we had bigger rumors about the bigger car companies here that they had some problem with production and will have some big changes in the local plant, too. The stories end up very fast with Toyota confirmed about their long holiday for the plant and Honda describe how they will operate their two plants in Thailand.   What I want to share is it is normal to spread the bad news during the bad situation. When the industry slow down and the market is shrinking, everything that the manufacturers do in common can became rumors that they will change, or they will leave. So, I suggest you check and re-check it clearly before believing or publishing anything.   Even it is way easier to post and wait for the company to answer, but we can help to create the media industry that truth and trust are better that fast and fake. 😃

A point of reflection for 2025 You can't just rely on distributors to read the market for you. You need to pulse-check the market yourself. Our Founder and Head of Sales, Peter P., posted almost exclusively on doing business in Asia over the last 12 months, featuring companies and people who are committed to growing their businesses in this dynamic region. When growing beyond the borders and somebody is interested in your product or service, do you just accept what distributors tell you as facts or do you scramble to your feet to throw darts in the vacuum through scattergun research? A fundamental break or friction in cross-border business comes from a lack of perspectives. How differently do your overseas customers view your product/service? Facts and knowledge alone don't seem to cut it. Although Peter primarily posted about Korea and Taiwan, the overarching message that he tried to get across is different angles you could look at entering unfamiliar markets, having done this himself multiple times: different market-specific elements, and different levels of perseverance and patience required. In that sense, Peter sees the role of export managers or agents as crucial to temporarily bridge the differences and get things moving. Once there's traction and momentum, it's much easier to work through hits and bumps. At Floridge Exports, we will continue bridging the gap and hope more people can join us on this journey. Thank you to all those in the Australian and New Zealand FMCG space who've interacted with us, and thank you to those who took the time to DM us with genuine interest in doing business in Asia. Merry Christmas and Happy New Year!

 Improving aftersales absorption to 60% +. To keep this very simple you need to follow the following points: 1) Create a process that enables you to do the following: To decrease dead stock in the future to less than 2% of stock holding Increase sales in parts and service departments that will increase the GP absorption.(to at least 60% collective aftersales GP) All of the above will increase the CSI of the dealership  2) Create processes around the reports on your system and use them as working documents daily, weekly, and monthly. 3) Make sure your suggested order is working and set up correctly regarding lead times and daily stock required on parts self (this means reports need to be up to date) Also what is your policy on stocking parts? 4) Learn how to communicate better with your OEM supplier and create a relationship that works for both parties. 5)Create awareness in the workshop on KPIs that need to be reached daily 6) Parts set targets that achieve your goals and focus on conversion ratios from quote to invoice. 7) Depending on what system you use some systems you can create a great process and transparent system others you need to work with what you have If anyone wants to discuss this in more detail please do not hesitate to contact me Cell no. 082-883-2716 E-mail address: garybraude85@gmail.com