Product details

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Subject category: Marketing
Authors: Nukhet Vardar
Published by: El Izi Communications Consultancy UK Ltd
Originally published in: 2020
Revision date: 09-Dec-2020

Abstract

Brisa Bridgestone Sabanci has been the clear market leader in the Turkish tyre market for many years. The market expanded by 28% from 2010 to 2015, reaching 22 million sales units. To meet this high demand, Brisa started stretching its distribution network and focusing on maximising its sales. As a first step, number of dealers were increased from 250 to 409, plus 200 branches. However, this quick expansion resulted in considerable increases in dealer complaints. Sales maximizing policy also meant higher stocks for dealers, causing financial difficulties for dealers and having adverse effects on Brisa's cash flow as well. Chief Sales Officer of Brisa, Yakup Demir, explains why and how they had to built a digital base called 'Genba Room' in 2018 and how they empowered their sales force by identifying problems, improving processes by using digital technologies and advanced data analytics. In the case we see the need to monitor the field closely through digital technologies so that necessary actions can be taken before problems arise; helping the company to sustain its leadership in a highly competitive environment. Also we witness how data analyses can initiate the change management within a company, making all departments/employees align and focus on the bigger picture.

Teaching and learning

This item is suitable for undergraduate courses.

Time period

The events covered by this case took place in 2020.

Geographical setting

Region:
Europe
Country:
Turkey
Location:
Istanbul

Featured company

Brisa Bridgestone Sabanci Lastik Sanayi ve Ticaret Anonim Sti, Istanbul, Turkey
Employees:
1001-5000
Turnover:
USD 627,7 million (2019)
Type:
Public company
Industry:
Manufacturing

Featured protagonist

  • Yakup Demir (male), Brisa Bridgestone Sabanci Chief Sales Officer

About

Abstract

Brisa Bridgestone Sabanci has been the clear market leader in the Turkish tyre market for many years. The market expanded by 28% from 2010 to 2015, reaching 22 million sales units. To meet this high demand, Brisa started stretching its distribution network and focusing on maximising its sales. As a first step, number of dealers were increased from 250 to 409, plus 200 branches. However, this quick expansion resulted in considerable increases in dealer complaints. Sales maximizing policy also meant higher stocks for dealers, causing financial difficulties for dealers and having adverse effects on Brisa's cash flow as well. Chief Sales Officer of Brisa, Yakup Demir, explains why and how they had to built a digital base called 'Genba Room' in 2018 and how they empowered their sales force by identifying problems, improving processes by using digital technologies and advanced data analytics. In the case we see the need to monitor the field closely through digital technologies so that necessary actions can be taken before problems arise; helping the company to sustain its leadership in a highly competitive environment. Also we witness how data analyses can initiate the change management within a company, making all departments/employees align and focus on the bigger picture.

Teaching and learning

This item is suitable for undergraduate courses.

Settings

Time period

The events covered by this case took place in 2020.

Geographical setting

Region:
Europe
Country:
Turkey
Location:
Istanbul

Featured company

Brisa Bridgestone Sabanci Lastik Sanayi ve Ticaret Anonim Sti, Istanbul, Turkey
Employees:
1001-5000
Turnover:
USD 627,7 million (2019)
Type:
Public company
Industry:
Manufacturing

Featured protagonist

  • Yakup Demir (male), Brisa Bridgestone Sabanci Chief Sales Officer

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