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Alura’s distributors held a closely guarded secret – the customer base. The Principal company was not allowed to interact with customers or penetrate the market, resulting in sales that relied solely on the distributor’s knowledge and network. Alura’s spends were high on the distributor and a consultant advisor who would facilitate the order acquisition and support distribution; the returns, though, were negligible.

Alura needed to re-formulate their strategies for India and re-evaluate their distribution channels. More importantly, they needed a partner who had experience in the field and in-depth knowledge of the local market, distributors, and customers. Sapience was brought on board in an advisory capacity.

When Sapience engaged with the distributor on behalf of Alura, they made a startling discovery: 70-80% of Alura’s business was coming from just two customers, one of whom was responsible for 60% of the total business. During the 5 years of Alura’s presence in India, customers had even stopped using the product in between and the business had plummeted. Needless to say, Alura had neither visibility nor access to any entry point into the Indian market, despite being a part of it.

The team at Sapience was clear about the way forward: rebuild the India business, create the brand, and build a customer service team in India. The strategic partnership evolved into much more than an advisory role – Sapience was entrusted with identifying resources and distributors, setting up a warehouse, importing the products, putting together a sales team, creating invoicing directly in front of customers, and connecting Alura sales representatives with the customers.