The topmanagement at Castrol India is concerned that the market potential formotorcycle oils, which isone of their product categories, is much higher than the current sales level. While working on this project, you need to understand the gap in the current distribution strategy. You need to evaluate threenew distribution strategymodelsand suggest a suitable model that caters to the changingmarket conditions and is cost-neutral to the company as well.

Case study link: https://drive.google.com/file/d/1aK_AMi3ugAMTLm3OqAAq9IJU_XVl-Unp/view?usp=sharing

Question 5: (13.5 Marks)

As per the findings of Rai's project team, the future disproportionate growth in the MCO market would come from NFWs.

Question 5A:Determine the characteristics of the three segments of NFWs (answered in the section on ungraded questions) based on the following parameters:

• Segment size (1.5 marks)
• Share in the oil change process (1.5 marks)
• Oil buying behaviour (1.5 marks)
• Financial condition (1.5 marks)

Question 5B:Now, the challenge was how to distribute the products to the NFWs. The team identified the following three major distribution models that can be incorporated to cater to these NFWs.

Model 1: Asking the existing distributor network to supply directly to these NFWs.

• Castrol's distributors have been loyal to the company for years, but they originally needed to be convinced of the great potential that was available to them, albeit with its share of issues and challenges.
• NFWs are scattered across the country, leading to complications in coverage, serviceand collections for the existing distributors.

Model 2: Creating a parallel set of exclusive distributors for the MCO product category. These distributors would solely cater to the MCO products and would supply directly to the NFWs.

• Instead of creating new territory, distributors can be divided by product category.
• Multiple channels have worked for some companies, by providing access to new markets that were unreachable or partially covered. A completely new channel could give Castrol the freedom to design new schemes and to experiment. However, the company will need to persuade the current distributors to give up MCO, a product category that has been growing.

Model 3: Creating a new channel partner of intermediariesbetween existing distributor networks and NFWs who will supply exclusively to these NFWs.

• This option would make another first-mover advantage in the industry, by developing a rapport with the larger NFW base, and by using a business model that is scalable and sustainable.
• It may be difficult to find these new intermediaries who are willing to work hard and invest their income for a starting salary that could alsobe earned by working in a comfortable environment, in big retail malls for fixed hours.

Evaluate these three models on the following parameters (Answer as 'High' or 'Low'.):

• Parameter 1: Willingness of these channel partners to supply to the NFWs (0.5 + 0.5 + 0.5 marks)
• Parameter 2: Channel partners' preliminary knowledge of the local market that they are operating in (0.5 + 0.5 + 0.5 marks)
• Parameter 3: Potential of conflict(s) with other channel partners (0.5 + 0.5 + 0.5 marks)
• Parameter 4: Capital investment required to set up this model (0.5 + 0.5 + 0.5 marks)
• Parameter 5: Cost incurred by the channel partnerto supply to the NFWs (delivery cost) (high, medium, low) (0.5 + 0.5 + 0.5 marks)

Use the following format to answer the question:

Module Parameter 1 Parameter 2 Parameter 3 Parameter 4 Parameter 5 2