Tcs by idrees waris iugc

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Tcs by idrees waris iugc

  1. 1. INTRODUCTION<br />Came into being in 1983, as a domestic courier company.<br />TCS provides express and logistics services in the C2C, B2B and B2C segments.<br />The biggest network of 139 offices, 265 retail outlets and 2000 online and offline locations.<br />2 dedicated chartered planes including a Boeing 737, 187 fully equipped modern satellite-tracked ground vehicles, 2500 plus couriers and more than 6000+ employees<br />
  2. 2. BUSINESS SCOPE<br />“We are catering to the need of “delivery” of promises.<br /> A promise to deliver your time defined and sensitive documents safely”<br />
  3. 3. REGIONS<br />350 cities in Pakistan<br />Network divided into three regions<br />South Region (Karachi, Quetta, Sukkur, Hyderabad)<br />North Region (Lahore, Faisalabad, Multan)<br />Central Region (Rawalpindi/Islamabad, Gujranwala, Peshawar)<br />
  4. 4. FUNCTIONS AND APPLICATIONS<br />Domestic courier Express service<br />International courier service<br />Overland express<br />Gift delivery<br />
  5. 5. COMPETITORS AND THEIR BUSINESSES<br />
  6. 6. DISTRIBUTION CHANNELS<br />Cash Business<br />Corporate Business<br />(Through walk –in)<br />(Through Account)<br />Bikes(Less than 2 kg)<br />Express(More than 2 kg)<br />Offices<br />Overland Shipping<br />Cargo<br />GENERAL COURIER INDUSTRY<br />
  7. 7. PAST GROWTH IN TERM OF SHIPMENTS (Volume)<br />
  8. 8. PAST GROWTH (Value in MLN)<br />
  9. 9. ANALYSIS<br />Emergence of multinationals in Pakistan<br />Growth in Banking industry <br />Awareness of special occasions<br />
  10. 10. FUTURE GROWTH (Value in MT)<br />
  11. 11. FUTURE GROWTH BY REVENUE MLN<br />
  12. 12. ASSUMPTIONS<br />Since , TCS has been the outsource for the banking industry and many telecos so they assume that in future they would be asked to deliver those bills and documents to their customers<br />The trend of special occasions would increase in future, so there is an assumption that the segment of sentiments would eventually grow.<br />
  13. 13. PRODUCT LIFE CYCLE STAGES<br />
  14. 14. COMPETITION/ SEGMENT MATRIX<br />
  15. 15. TOP KEY EXTERNAL TRENDS<br />
  16. 16. LEADING INDICATOR<br />Technology<br />Speed/ time delivery<br />Trust<br />Price consciousness <br />
  17. 17. SWOT ANALYSIS<br />
  18. 18. SWOT ANALYSIS<br />
  19. 19. CONFRONTATION MATRICES<br />O P P O R T U N I T I E S<br />STRENGTH<br />
  20. 20. O P P O R T U N I T I E S <br />WEAKNESS<br />
  21. 21. CONFRONTATION MATRICES<br />T H R E A T S<br />STRENGTH<br />
  22. 22. WHAT DO CUSTOMERS WANT?<br />time delivery<br />Speed<br />Reliability <br />Brand image<br />Minimum price<br />Dealing with customers<br />Flexible payment<br />Insurance coverage<br />Money back guarantee<br />
  23. 23. Most Important Aspects<br />Speed<br />Brand image<br />On time delivery<br />Security of the documents<br />Minimum price<br />Branches of TCS exist on different places<br />WHAT DO CUSTOMERS WANT<br />
  24. 24. RELATIVE IMPORTANCE OF FACTORS<br />
  25. 25. RELATIVE IMPORTANCE OF FACTORS<br />
  26. 26. CUSTOMERS’ BUYING CRITERIA<br />
  27. 27. RELATIVE PERFORMANCE RATING<br />Question its cost<br />Keep it up<br /> BEST<br /> SAME<br />Improve fast<br /> WORSE<br />Do Not Sweat<br />Le Least 10% Most 20%<br />
  28. 28. OBJECTIVES<br />To reduce the operational cost by 5 to 10%<br />To increase profitability by __%. <br />
  29. 29. STRATEGIC ISSUES<br />TCS planning to capture the market share of rural area but the threat from local competitors.<br />Due to Scarce resources, they are unable to cater global market<br />TCS is not cost efficient in its operations <br />
  30. 30. ACTION PLAN<br />
  31. 31. ACTION PLAN<br />
  32. 32. THANK YOU! <br />

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