The Steps forward (2000-2014)
Keeping mass safety in mind, Govt. of India banned the usage of domestic cylinders of 14.2 kg for commercial/Industrial purpose in the year 2000. Since then, company shifted its focus on commercial LPG sector supplies in regions of Delhi, NCR, Jaipur, Bhilwara etc. During this time our company gained extensive experience, stumbled upon barriers such as emerging after losing its edge in the commercial sector as there were heavy discounts offered to people by Govt. Oil Companies. We faced additional hurdles because bigger companies were backed up by higher resources than us. In fact, our company due to its commendable service saw many buyers willing to pay listed price without any discounts. Not only then but even today, our clients have always appreciated our devotion, time and relationship that we offer them before, during and after the assignments.
But then again, our company managed to sell cylinders on a good margin and focused in the areas of provisioning excellent customer service. Our key success factor can be determined from our efforts that specifically focused on consumers who were based out of small cities and villages where it was hard for the government undertakings to concentrate.
We ensured to elevate with time with our perseverance and control over quality management and customer service. Our company has codified manual systems, improved literature & procedural guidelines in every operational task. Our company has also adopted ‘Comprehensive training literature methodology’ for all our staff on practical basis especially for surveyors, sales representatives and business development managers.
Since the introduction of DBT Policy in 2012, we experienced favorable times and sold many connections, but due to wavering political implications, this policy could not sustain for a longer time. When Govt. again opened connections on subsidized rates, our company saw many clients returning to re-establish their connections with the company. This became a routine process for consumer to company to consumer which turned out to be profitable for Parallel Marketers as well because the company was able to balance out the funds flow and product supply-demand cycles simultaneously.