About Ramnarayan Shiw

The dealership was started in the year 1979 and is currently the oldest running dealership in the northeastern part of the country. It was started under a Hindu Undivided Family (HUF) that prior to the dealership were involved in the supply of spares of various companies like Fiat, Willys, Hindustan Motors and some others. The supplies were mainly to government departments such as ONGC which was the only PSU in the area established on account of huge oil reserves in this terrain. It was all started in 1950’s when the family involved in the repair of vehicles of any make. Slowly and gradually the supply of spares came in the loop and finally when the overall operations gained volume, they decided to apply for the dealership of the then only manufacturer of Jeeps, Mahindra & Mahindra. Due to lack of private working houses, the sales was contributed by government department and offices. Different variants of Jeeps like petrol driven, ambulances and mini-vans were supplied. Then came the revolution of diesel run vehicles that were more fuel efficient and economical.

The lack of capital and money in the Indian market led to low sales and production for the company. The entire era from 1990-1995 was marked with dearth of sales for the firm. This lead to the breaking of the HUF and the firm was on the verge of dilution. However, for the upkeep of the brand, RK Agarwalla, one of the brothers took the responsibility of dealership. Initially, the sluggishness prevailing at that time hindered the sales of vehicles and break evening was very hard for the firm. Still, keeping optimism, the proprietor drove the dealership until the time favouring the sales of automobiles. To overcome the cash flow problems, another dealership of Cummins Gensets was taken under the same brand name of “Ramnarayan”. This to some extent helped in tackling the problem of cash flows. In the meantime, Mahindra launched two models – Bolero & Scorpio that mastered the utility vehicle segment in the Indian Automobile Market. Prior to launch, the organization had a workforce of nearly 30 employees and involved in mainly traditional marketing strategy, dominated by “sellers market”. The lush green tea gardens and hilly terrain assisted in the sales of the 3 signature models, Pick-Up, Bolero & Scorpio. The potential of the UV market was always undermined but Mahindra proved it wrong. The efficient system of channel partners of the company helped the company achieve high growth in the sales figures.

Presently, with a manpower strength of 100+ and selling 100 vehicles on an average every month, the firm is very well professional managed by a strong top level management who are consistently involved in the day to day operations as well as improving efficiency in the systems. The daily vehicle reporting in service is around 20 vehicles which is taken care by a well trained team of mechanics & technicians, supervised by service advisors and the service manager himself. The proprietor has also changed the management thinking and has turned the traditional marketing technique to customer centric marketing strategy. In order to reach the market better, the dealership is under the process of expanding its branches to nearby two districts. Recently, the dealership was also facilitated with the award for “Best Infrastructure” in the eastern zone for the newly built state-of-art 3S facility including Sales, Service & Spares with an upcoming completely exclusive Body Shop consisting of Crash Repair System, Paint Booth and Accidental Repairing with pneumatic tools.

All the above endeavors have been possible due to an efficient and hard working team of employees who have been associated from more than 10 years and some employees even up to 20 years. This creates a positive environment in the organization and helps in carrying forward the firm’s values and traditions. The new employees also gain a spirit of teamwork and cohesiveness by witnessing the dynamism of the older employees who are providing their service to the same organization since ages. The employees have therefore have been given with necessary authority to carry out the responsibilities paving a way for decentralized culture. The empowered employees take the responsibility of carrying out the different functions ranging from planning, staffing and also controlling.

The dealership follows the guidelines of the company and has a formal organization structure with different department heads reporting to the top management. It is nothing but functioning as a mini corporate resembling the principal company. Thus, clearly defining the roles, duties, span of control, responsibilities and authority. However, the finances is kept under the direct supervision of the proprietor himself as it is the lifeblood of any organization and in order to maintain the smooth functioning of the business. In order to maximize efficiency the management therefore, uses a mix of traditional as well as modern techniques of management, as we see, finances are under the direct supervision of the owner while other functions are delegated according to the department responsible. All the statutory and legal compliances are also adhered completely by following the mandate of Factories Act and Shops & Establishment Act. All necessary enrollments for Provident Fund as well as Employee State Insurance are also complied with.