Third week of the month. 65% of target achieved. My distributor calls and says, "No more billing. My ROI is worse than a bank FD." My team had already accepted defeat.
We'd decided to replace our super distributor in Rajasthan. One problem: he was holding ₹12 crores of our inventory. If he dumped it at distress prices, market pricing would collapse across the state.
Competitors offered better margins. Bigger schemes. More incentives. Yet when I needed that extra push during month-end, when I had supply crises, when rivals tried to poach my partners — they stayed.