Home Solutions (India) Limited promised to design and install a new kitchen for a customer within a specified timeframe. However, there were numerous delays and broken promises in delivering the project. The customer's expectations were not properly managed throughout the process. Issues included lack of communication between departments, unreliable estimates, poor quality control and unmet standards. After months of delays and incomplete work, the unhappy customer had an inferior kitchen that did not match what was promised.
This document analyzes the symbolic linkages between the brands Raga and Tanishq in the Indian context. It provides background on the brands and their target markets of women. A survey was conducted of young Indian professionals and students to understand their brand perceptions and associations. The results showed that while Raga performs well in some dimensions, Tanishq has stronger brand equity, resonance, and excitement. Recommendations are provided on how Raga can better leverage the symbolic linkages and equity of Tanishq through co-branding, advertising, and improving its own brand image and resonance.
AIC Systems is a Taiwanese electronics manufacturer that began producing printed circuit boards and has expanded into consumer electronics. They were facing problems with low productivity on their netbook assembly lines due to inconsistent operations, bottlenecks, and a spike in production demands. To address this, they implemented several solutions including adopting a batch manufacturing process with gravity feed shelves to reduce re-stocking times, assigning dedicated floaters to each line, and improving material, machine, and capital productivity metrics to better utilize existing resources and boost output.
Supply Chain Performance: The Case of World Co. Ltdaliyudhi_h
The document discusses the supply chain performance of World Co. Ltd., a wholesaler of women's knit sweaters established in 1959 in Kobe, Japan. It outlines the company's expansion over the decades through establishing subsidiaries and brands. Key points discussed include establishing distribution centers near markets to improve responsiveness, building a logistics system to fulfill deliveries within 72 hours, and using a balanced scorecard to measure supply chain performance across financial, customer, internal process, and learning/growth metrics. The purpose of World's supply chain management is to deliver the right products to the right stores at the right time to maximize profitability.
Aqualisa, a UK shower manufacturer, invested in developing a new shower product called Quartz. However, sales of Quartz were lower than expected due to several issues: low consumer awareness, plumbers' reluctance to adopt new technologies, and the high price of Quartz targeted at the premium market. Aqualisa is considering various marketing strategies to boost Quartz sales, such as targeting consumers directly, DIY customers, developers, or trade shops and plumbers. Targeting trade shops and plumbers is identified as the best strategy as they have significant influence over consumers and the largest market share. The strategy is expected to increase Quartz sales four-fold, make plumbers more productive and profitable, and strengthen Aqualisa
PSI India aims to raise AIDS awareness and promote condom use in major port cities through the "Operation Lighthouse" campaign. The campaign will feature Balbir Pasha, a fictional character, in mass media advertisements to change risk perceptions and social norms. Advertisements will portray real-life situations to encourage condom use and provide contact information for HIV/AIDS resources. Both mass media and interpersonal communication will be used to reach port workers, sailors, security personnel, truckers, sex workers, and the general community in order to reduce HIV prevalence in high-risk areas.
- Delwarca is a software company that provides customer support through four units, including Remote Support managed by Jack McKinnon
- Customers were dissatisfied with long wait times under the previous single-phase support system
- McKinnon introduced the Rapid ID process which employs "Director Associates" to direct calls to the appropriate support level, reducing wait times and increasing customer satisfaction and capacity utilization
HubSpot is a leader in inbound marketing but seeks to accelerate growth and increase profits. It currently has 1,000 customers but high customer acquisition costs. The document proposes segmenting customers into Owners and Marketers and adjusting pricing plans. For Owners, it suggests incentivizing use of CMS and annual contracts. For Marketers, it recommends focusing on analytics, raising prices, and demonstrating inbound marketing success. New pricing forecasts increased lifetime profits per customer for both segments.
1) The national sales manager is facing issues with three executives - Frank, Schmidt, and Irons. Frank refuses to change his old sales methods, Schmidt is underperforming due to lack of product knowledge and poor customer relationships. Irons is struggling with personal problems including drinking and debt issues that are affecting his work.
2) For Frank, the manager should discuss performance expectations and potentially replace Frank if he refuses to change. For Schmidt, the manager should provide additional training but warn him about his interactions before considering termination. For Irons, the manager should offer organizational support for his personal issues but make it clear improved performance is required.
This document analyzes the symbolic linkages between the brands Raga and Tanishq in the Indian context. It provides background on the brands and their target markets of women. A survey was conducted of young Indian professionals and students to understand their brand perceptions and associations. The results showed that while Raga performs well in some dimensions, Tanishq has stronger brand equity, resonance, and excitement. Recommendations are provided on how Raga can better leverage the symbolic linkages and equity of Tanishq through co-branding, advertising, and improving its own brand image and resonance.
AIC Systems is a Taiwanese electronics manufacturer that began producing printed circuit boards and has expanded into consumer electronics. They were facing problems with low productivity on their netbook assembly lines due to inconsistent operations, bottlenecks, and a spike in production demands. To address this, they implemented several solutions including adopting a batch manufacturing process with gravity feed shelves to reduce re-stocking times, assigning dedicated floaters to each line, and improving material, machine, and capital productivity metrics to better utilize existing resources and boost output.
Supply Chain Performance: The Case of World Co. Ltdaliyudhi_h
The document discusses the supply chain performance of World Co. Ltd., a wholesaler of women's knit sweaters established in 1959 in Kobe, Japan. It outlines the company's expansion over the decades through establishing subsidiaries and brands. Key points discussed include establishing distribution centers near markets to improve responsiveness, building a logistics system to fulfill deliveries within 72 hours, and using a balanced scorecard to measure supply chain performance across financial, customer, internal process, and learning/growth metrics. The purpose of World's supply chain management is to deliver the right products to the right stores at the right time to maximize profitability.
Aqualisa, a UK shower manufacturer, invested in developing a new shower product called Quartz. However, sales of Quartz were lower than expected due to several issues: low consumer awareness, plumbers' reluctance to adopt new technologies, and the high price of Quartz targeted at the premium market. Aqualisa is considering various marketing strategies to boost Quartz sales, such as targeting consumers directly, DIY customers, developers, or trade shops and plumbers. Targeting trade shops and plumbers is identified as the best strategy as they have significant influence over consumers and the largest market share. The strategy is expected to increase Quartz sales four-fold, make plumbers more productive and profitable, and strengthen Aqualisa
PSI India aims to raise AIDS awareness and promote condom use in major port cities through the "Operation Lighthouse" campaign. The campaign will feature Balbir Pasha, a fictional character, in mass media advertisements to change risk perceptions and social norms. Advertisements will portray real-life situations to encourage condom use and provide contact information for HIV/AIDS resources. Both mass media and interpersonal communication will be used to reach port workers, sailors, security personnel, truckers, sex workers, and the general community in order to reduce HIV prevalence in high-risk areas.
- Delwarca is a software company that provides customer support through four units, including Remote Support managed by Jack McKinnon
- Customers were dissatisfied with long wait times under the previous single-phase support system
- McKinnon introduced the Rapid ID process which employs "Director Associates" to direct calls to the appropriate support level, reducing wait times and increasing customer satisfaction and capacity utilization
HubSpot is a leader in inbound marketing but seeks to accelerate growth and increase profits. It currently has 1,000 customers but high customer acquisition costs. The document proposes segmenting customers into Owners and Marketers and adjusting pricing plans. For Owners, it suggests incentivizing use of CMS and annual contracts. For Marketers, it recommends focusing on analytics, raising prices, and demonstrating inbound marketing success. New pricing forecasts increased lifetime profits per customer for both segments.
1) The national sales manager is facing issues with three executives - Frank, Schmidt, and Irons. Frank refuses to change his old sales methods, Schmidt is underperforming due to lack of product knowledge and poor customer relationships. Irons is struggling with personal problems including drinking and debt issues that are affecting his work.
2) For Frank, the manager should discuss performance expectations and potentially replace Frank if he refuses to change. For Schmidt, the manager should provide additional training but warn him about his interactions before considering termination. For Irons, the manager should offer organizational support for his personal issues but make it clear improved performance is required.
Titan launched a premium Swiss watch brand called Xylys in India priced between INR 10,000-33,000. Xylys offered over 60 models across contemporary, classic, and sport collections. With economic liberalization and growth in disposable incomes, the luxury watch market in India was estimated to be growing at 20% annually. However, Titan's Xylys brand faced challenges in establishing itself against well-known European brands in terms of positioning and perception. The case examines behavioral concepts around how consumers perceive luxury watch brands and their self-identity.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
Southwest Airlines operates many flights through Baltimore-Washington International Airport (BWI). Flight F110 from Nashville to Baltimore was delayed, arriving at 8:55 instead of the scheduled 8:15. This caused some passengers to miss connecting flights. The document outlines the process for unloading and reloading bags from F110 and getting passengers to their connecting flights. It also discusses Southwest's culture of employee empowerment and teamwork compared to other airlines. Recommendations include improving the process for deciding whether to hold connecting flights, delegating cargo responsibilities, and enhancing new employee training.
Tweeter etc. was a consumer electronics retailer operating in New England. It faced challenges in the 1980s-1990s from competitors offering lower prices and perceptions of Tweeter being expensive. Tweeter analyzed customer behavior and launched a three-pronged strategy including an Automatic Price Protection policy to match competitors' prices. This led to increased sales but some doubts remained about perceptions of its pricing. Tweeter also acquired stores in Philadelphia as it aimed to change its positioning from a high-end to a broadly competitive retailer.
The document provides an overview and analysis of Research In Motion (RIM) and their Blackberry smartphones. It describes RIM's history and products, including the Blackberry and Blackberry Enterprise Server. It then performs a SWOT analysis and discusses RIM's original "Blue Ocean Strategy". The focus is stated as using scenario analysis to identify potential threats to Blackberry's dominant position and strategies for RIM to address those threats over the next 3-5 years. An analysis of the smartphone industry and Porter's 5 Forces model is also presented.
The document discusses options for implementing an ERP system for a company that provides electrical and civil services. Three options are considered: implementing ERP on-premise through Bluechip corporation, implementing ERP on-premise through Codeautomations, or implementing ERP on the cloud through Codeautomations. Bluechip's on-premise quote is over budget. Codeautomations' cloud option has the lowest initial cost but higher ongoing costs than their on-premise option. While the cloud option is cheapest initially, the on-premise option through Codeautomations has the lowest total cost over 5 years. However, organizational acceptance and risk of failure also need consideration.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Virgin mobiles pricing for the very first timeSwapnil Soni
Virgin Mobile aims to address high customer dissatisfaction in the US cellular market through a radically different pricing approach. It plans to eliminate contracts, reduce hidden fees, simplify pricing without buckets or peak/off-peak differentials, and increase handset subsidies to attract customers. This strategy aims to make pricing transparent and flexible to meet customer needs. However, it may face challenges in achieving profitability due to higher expected churn without contracts and lower monthly margins from simplified pricing. Virgin Mobile must carefully set prices to break even on its reduced acquisition costs and maximize customer lifetime value.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
Designs by Kate uses a direct sales model where women ages 25-50 serve as sales executives and earn commissions of 25-32% on sales over $1000. They hold social gatherings called DBK Parties to showcase products in a soft selling environment. However, sales have declined due to overlapping sales territories that cause reps to lose 15% of recruits after the first, and 10% after the next. Solutions proposed include expanding product categories, increasing events, and boosting incentives and rewards for leaders.
Tanishq - Positioning to capture Indian woman’s heart - Marketing Management...Abbas Dhuliawala
Tanishq is a jewelry brand owned by Titan Industries, a Tata Group company. It was launched in 1994 to capture the Indian women's jewelry market which was dominated by unorganized local jewelers. Initially, Tanishq faced challenges due to consumers' preference for 22-karat gold and perception of jewelry as investment over ornament. Through market research, Tanishq repositioned itself by offering 22-karat gold, promoting purity using a karat meter, and changing its designs to appeal to local tastes. It also launched sub-brands like GoldPlus to target different segments. Today Tanishq is a leading player with over 165 stores pan-India pursuing opportunities for growth in India and other Asian markets.
This document discusses the personality profiles and brand relationships of three individuals - Jean, Karen, and Vicki. It analyzes their life stories and how they relate to the brands they use. Jean has close relationships with established, well-known brands that match her preference for certainty. Karen's brand relationships reflect her busy lifestyle and focus on convenience and cost. Vicki chooses brands that reflect her feminine personality and preference for purity.
Ingersoll Rand manufactures stationary air compressors ranging from 3/4 to 6,000 hp. They use four distribution channels: direct sales force, independent distributors, IR distributors (Air-centers), and manufacturer's representatives. IR is introducing a new centrifugal compressor, the Centac-200, in the medium 200hp range. This market is currently dominated by Atlas Copco, which uses distributors. Three options for distributing the Centac-200 were considered: direct sales force, individual distributors, or Air-centers. Air-centers were concluded to be the best option as they are specialists who can focus on the niche oil-free compressor market and provide expert service, unlike individual distributors. This
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Titan launched a premium Swiss watch brand called Xylys in India priced between INR 10,000-33,000. Xylys offered over 60 models across contemporary, classic, and sport collections. With economic liberalization and growth in disposable incomes, the luxury watch market in India was estimated to be growing at 20% annually. However, Titan's Xylys brand faced challenges in establishing itself against well-known European brands in terms of positioning and perception. The case examines behavioral concepts around how consumers perceive luxury watch brands and their self-identity.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
Southwest Airlines operates many flights through Baltimore-Washington International Airport (BWI). Flight F110 from Nashville to Baltimore was delayed, arriving at 8:55 instead of the scheduled 8:15. This caused some passengers to miss connecting flights. The document outlines the process for unloading and reloading bags from F110 and getting passengers to their connecting flights. It also discusses Southwest's culture of employee empowerment and teamwork compared to other airlines. Recommendations include improving the process for deciding whether to hold connecting flights, delegating cargo responsibilities, and enhancing new employee training.
Tweeter etc. was a consumer electronics retailer operating in New England. It faced challenges in the 1980s-1990s from competitors offering lower prices and perceptions of Tweeter being expensive. Tweeter analyzed customer behavior and launched a three-pronged strategy including an Automatic Price Protection policy to match competitors' prices. This led to increased sales but some doubts remained about perceptions of its pricing. Tweeter also acquired stores in Philadelphia as it aimed to change its positioning from a high-end to a broadly competitive retailer.
The document provides an overview and analysis of Research In Motion (RIM) and their Blackberry smartphones. It describes RIM's history and products, including the Blackberry and Blackberry Enterprise Server. It then performs a SWOT analysis and discusses RIM's original "Blue Ocean Strategy". The focus is stated as using scenario analysis to identify potential threats to Blackberry's dominant position and strategies for RIM to address those threats over the next 3-5 years. An analysis of the smartphone industry and Porter's 5 Forces model is also presented.
The document discusses options for implementing an ERP system for a company that provides electrical and civil services. Three options are considered: implementing ERP on-premise through Bluechip corporation, implementing ERP on-premise through Codeautomations, or implementing ERP on the cloud through Codeautomations. Bluechip's on-premise quote is over budget. Codeautomations' cloud option has the lowest initial cost but higher ongoing costs than their on-premise option. While the cloud option is cheapest initially, the on-premise option through Codeautomations has the lowest total cost over 5 years. However, organizational acceptance and risk of failure also need consideration.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Virgin mobiles pricing for the very first timeSwapnil Soni
Virgin Mobile aims to address high customer dissatisfaction in the US cellular market through a radically different pricing approach. It plans to eliminate contracts, reduce hidden fees, simplify pricing without buckets or peak/off-peak differentials, and increase handset subsidies to attract customers. This strategy aims to make pricing transparent and flexible to meet customer needs. However, it may face challenges in achieving profitability due to higher expected churn without contracts and lower monthly margins from simplified pricing. Virgin Mobile must carefully set prices to break even on its reduced acquisition costs and maximize customer lifetime value.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
Designs by Kate uses a direct sales model where women ages 25-50 serve as sales executives and earn commissions of 25-32% on sales over $1000. They hold social gatherings called DBK Parties to showcase products in a soft selling environment. However, sales have declined due to overlapping sales territories that cause reps to lose 15% of recruits after the first, and 10% after the next. Solutions proposed include expanding product categories, increasing events, and boosting incentives and rewards for leaders.
Tanishq - Positioning to capture Indian woman’s heart - Marketing Management...Abbas Dhuliawala
Tanishq is a jewelry brand owned by Titan Industries, a Tata Group company. It was launched in 1994 to capture the Indian women's jewelry market which was dominated by unorganized local jewelers. Initially, Tanishq faced challenges due to consumers' preference for 22-karat gold and perception of jewelry as investment over ornament. Through market research, Tanishq repositioned itself by offering 22-karat gold, promoting purity using a karat meter, and changing its designs to appeal to local tastes. It also launched sub-brands like GoldPlus to target different segments. Today Tanishq is a leading player with over 165 stores pan-India pursuing opportunities for growth in India and other Asian markets.
This document discusses the personality profiles and brand relationships of three individuals - Jean, Karen, and Vicki. It analyzes their life stories and how they relate to the brands they use. Jean has close relationships with established, well-known brands that match her preference for certainty. Karen's brand relationships reflect her busy lifestyle and focus on convenience and cost. Vicki chooses brands that reflect her feminine personality and preference for purity.
Ingersoll Rand manufactures stationary air compressors ranging from 3/4 to 6,000 hp. They use four distribution channels: direct sales force, independent distributors, IR distributors (Air-centers), and manufacturer's representatives. IR is introducing a new centrifugal compressor, the Centac-200, in the medium 200hp range. This market is currently dominated by Atlas Copco, which uses distributors. Three options for distributing the Centac-200 were considered: direct sales force, individual distributors, or Air-centers. Air-centers were concluded to be the best option as they are specialists who can focus on the niche oil-free compressor market and provide expert service, unlike individual distributors. This
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Enriching engagement with ethical review processes
Home Solutions (India) Ltd - Kitchen Solutions
1. 2015
Report on Home Solutions
(India) Limited-Kitchen Section
BY
PRATICK CHOUDHURY - 22
RANJINI R. - 24
SAMRAT MAZUMDAR- 25
2. Home Solutions (India) Limited- Kitchen Solution
Future Group is an Indian private conglomerate, headquartered in Mumbai. The company is
known for having a significant prominence in Indian retail and fashion sectors, with popular
supermarket chains like Big Bazaar and Food Bazaar, lifestyle stores like Brand Factory,
Central etc. and also for having notable presence in integrated foods and FMCG
manufacturing sectors.
HomeTown is a unique one-stop destination for complete home-making solutions, the first
of its kind retail format in India. It provides consumers all that goes into building a house
and everything to make it a ‘Home’, all under one roof.
The format also offers a one-of-its-kind Design and Build service that encompasses
experienced designers who help design the home, and a team of skilled technicians for
services like carpentry, flooring and tile installation, plumbing, sanitary ware installation,
painting and wallpaper, electrical fittings and much more. Design and Build is flexible,
transparent and easy on the pocket.
The store is divided into 3 sections:
Exhibitions: Puts up a live display of various rooms such as living room, dining room,
bedroom, kids room, kitchen and bathroom.
Markets: Featured products for living room, dining room, bedroom, kid’s room,
kitchen and bathroom, home furnishing, mattresses and Depot.
Services: this section offered service such as Mr.Carpenter, Mr.Plumber,
Mr.Electrician, door delivery and installation.
Home Town maintained its USP as “ab ghar banana kitnaaasaan!!” Offering an array of
home products and the services of skilled technicians, Home Town offers an experience that
is democratic, hassle-free and convenient. All this comes with service and product
warranties at great prices.
Facts of the Case:
Mrs.Raj Dogra, a middle income working woman wanted to revamp her home.
She was keen to have a new kitchen with smart designs as were displayed at Home
Town.
She made several visits to Home Town and spent lot of time with Mr.Vipin, who was
in charge of designing the kitchen, discussing the design of the kitchen.
Mrs.Dogra finalized the design specification of the kitchen for Rs.1,11,000 with a
delivery due date after a month i.e. June 9, 2007.
3. Mr.Vipin made false promises that modules would be fabricated at the company’s
world class facility at Nagpur.
Mr.Vipin had handed over the blueprint of the modular kitchen and diagrams
suggesting changes in the kitchen space.
Customer got the preliminary work done.
Mr.Vipin sent technical staff for inspection after repeated requests from the
customer.
Technical staff approved the space ready for installation
On June 6, Mr.Vipin was unsure of the delivery and reluctant to give commitment.
On June 8, Mrs. Dogra went to Home Town to know the exact status from Mr. Vipin
who was trying to hide himself so as to not face Mrs.Dogra
When encountered, Mr.Vipin revealed that the company did not have stock as
specified by Mrs.Dogra.
Customer’s dream of having a modern and trendy kitchen was shattered.
For one month the family was eating outside and had made temporary makeshift
kitchen was made in the bathroom.
It had become an awkward situation for the customer in front of family members.
On speaking to Mr.Vinod, Head of kitchen section, Mumbai, Mrs.Dogra was to
change her specifications as the required material would be available only after 3
months.
She was assured that the products would be delivered within 10 days i.e. June 19.
Promise to compensate for the delay was not attended.
On June 14, Vipin sent an SMS that the kitchen was getting air-lifted on June 20.
When nothing was heard till June 21, customer made enquiries about the same to
find out that due to rains the roads were blocked and further delay was estimated.
If the kitchen was being air-lifted, why was it getting delayed because of the rains?
Customer was not given proper information about the same.
Mrs.Dograr sent an email to the Pantaloon Customer care cell on June 23, with a
request that the matter be brought in notice of Mr.KishoreBiyani, CEO Future Group.
Finally material was delivered to the customer on June 27.
When carpenter came to install the same, it was discovered that the material was
short supplied and the kitchen was not ready for installation as the plumbing work
was not in order, even though it had been approved by the technical team of Home
Town.
Look of the kitchen was spoiled as tiles had to be broken and water pipes were taken
outside the walls
A team of carpenters were deputed from Mumbai to handle the installation.
Plumbing problem was unattended.
The colour and material of the shutter as chosen by the customer as an alternative
to the original specification, was different from that selected by the customer
4. Mr.Vinod visited customer’s house on July 4and promised to change the shutters
within a period of three weeks
According to Mr.Vinod, even though the existing shutters were not as per the
customer’s choice, they were close to what she had opted for.
This annoyed Mrs.Dogra as it was her kitchen and she would like to modify it
according to her choice, moreover when she was not getting it done for free of cost
The replacement for the shutter was provided several days after the promised date
Customer was waiting for someone to re-fix the shutters and rectify the defects that
still existed
Till August 3, Mrs.Dogra was still waiting for the carpenter to complete the work
The management of Home Town tried to identify its mistakes and learn from them
so that they are able to provide effective service delivery and eventually are able to
meet customer expectations.
Lack of Upward Communication :
There wasno propercommunication
channel betweenMr.Vipinand
Mr.Vinod.Issuesfacedbythe
Mrs.Dogra were neveraddressedon
time andwere nevercommunicated
to the highermanagement.
Insufficientrelationshipsfocus:Home
Town’smainmotive wastoclose the
deal ratherthan buildastrong
customerrelationship.Theynever
focusedonthe problemfacedby
Mrs.Dogra and were notat all
empathetictowardsher.Their
reluctantresponse wasanindication
of theirdisinteresttowardscustomer
problemsandtheirlackof focus
towardsbuildingastrongrelationwith
the customers.
Inadequate Service Recovery: Inspite
of continuousfollow upsbythe
customer,the employeesof Home
Towndid notrespondtoher
promptly.Notonlycouldtheymeet
the deadlinesthattheyhadpromised,
theywere alsoveryaloof andnon-
empathetictowardsthe entire
situation.Insteadof providing
compensationtothe customer,they
were tryingtoavoidher.
5. Poor service design:The entire processwasveryunsystematicand
unstructured.Vague promiseswere made tothe customerwhichledthe
customerto buildhopeswhichwere eventuallynotmet.There wasno
concrete processsharedpriorwiththe customer.
Absence of Customer-drivenstandards:The standardsset byHome Town
were notaccording tothe customerneedsandexpectations.
Inappropriate physical evidence andservicescape:The technicianhad
wronglyapprovedthatthe space was readyforinstallation.Thiseventually
ledto a majorproblemwhile installation.Since the plumbingworkwasnot
inorder,tileshadto be brokenand waterpipeshadto be takenoutside
the wall.Thisspoiledthe entirelookof the kitchen.
Lack of teamwork: Lack of teamworkwasveryevidentinthe case as
there wasno coordinationbetweenthe technicianandMr.Vipin,the
logisticsteamandMr.Vipin.
Problemswith service intermediaries:The coordinationbetween
logisticsandmanagementwasnotsynchronisedasMr.Vipin saidthat
the kitchenwasbeingair-lifted,afterwhichthe customerwasinformed
that there wouldbe furtherdelaybecause roadswere blockeddue to
heavyrains.The technical staff whowassentfor inspection,wrongly
approvedthe space readyfor installationwhichcreatedalotof
inconvenience later.
Mr.Vipinwasnotaware of unavailabilityof stockthatwasrequiredby
the customer.
6. Ineffective Managementofcustomerexpectations:Throughout
the case,none of the expectationsof the customerwashandled
properly.Evenwhenthe customerwaspatientinfollowingupwith
the service provider,she wasnotassistedinthe rightmannerand
none of her expectationswere metaspromisedinthe beginning.
Mrs.Dogra was neverinformedaboutthe delaythatwasexpected.
She was askedtochange the selectionof shutterdue to
unavailabilityof stock.
Overpromising:Home Towndidnot leave anyopportunityinoverpromising.Rightfromthe time
that the moduleswouldbe fabricatedatthe company’sworldclassfacilityatNagpur,to assurance
of desiredshutters,employeeshadonlymade false promisestoMrs.Dogra.
Inappropriate pricing:The expectationthatamiddle-income housewife hadtorevampherkitchen
ina modernandtrendywaywas thoroughlyshatteredbecause of the carelessnessandnon-
empatheticattitude of the employeesof Home Town.None of the expectationof Mrs.Dogramet
comparedto the price that she was chargedby the company.
7. The service that was provided by Home Solutions India Ltd was falling below the adequate
service level even. If it shown in chart, it should look like the following:
Service received
The factors that influenceddesiredandpredictedserviceare
Many serviceswere
promisedand
promotedduring
sellingthe product
and inAds.
It was the needof
Mrs.Dogra fora new
modernkitchen.Home
improvementsare nota
casual affairfor a middle
income groupfamily.
Delayintransportationof
productsdue to rainswhich
was one of the reasonthat
ledto transportingthe
productsby road ratherthan
beingairlifted.
8. Service Quality
In satisfaction versus service quality, satisfaction was very far fetched as they severely
lacked on basic service quality they projected and promised.
The important service quality dimensions that Home town missed are as follows:
Reliability: This was the major area where outcry happened, the person dealing with Mrs
Dogra was very unreliable and even other people involved in this whole case. The ability to
perform the promised service dependably and accurately was absent and no sense of
reliability was passed to customer.
Responsiveness: The people of Home town were giving false information to customer and
delaying the whole process with vague replies and even responding very late to her queries.
The willingness to help customers and provide prompt service was completely absent.
Assurance: The Home town people failed to built trust even though their planned work was
failing, they were giving false assurance at beginning which damaged the reputation more
than being good. Employee’s knowledge and courtesy & their ability to inspire trust and
confidence was not there at all.
Home townlackedthe basic functionof the service
whichiscalled‘musts’.Astheywere promisedtoget
the kitcheninstalledwithinstipulatedtime,they
failedwhichletthe familytoorderfoodfrom
outside.SatisfiersandDelightswere notpresent.
9. Empathy:After regular complain by Mrs Dogra for the delay of the whole service, the Home
town people started avoiding her and didn’t gave her any special attention to make her feel
comfortable and reassured. Caring, individualized attention given to customers were not
there. It seemed like a transactional relationship rather than creating a healthy relationship
b/w the store and customer.
Tangibles: No personnel, communication material was present or being provided for more
support to the customer. Though physical facilities made it look genuine and trustworthy
but it didn’t hold strong in this case. Even they asked her to change her requirement since
they did not have the required product.
10. Relationship Marketing:Home Town and Mrs. Dogra
Customer acquisition was done as she had trusted them for revamping her kitchen
and had earlier also placed an order for several bathroom items including Jacuzzi etc.
But Home Town was not able to satisfy her requirements right from the beginning
hence, retaining customer by giving her a chimney and financial discounts (discount
of 11000) was not a good enough technique.
Hence, they failed to build a good relationship with the customer.
In thiscase,Home Town was
onlyable toacquire the
customer,Mrs. Raj Dogra and
not able tosatisfyher.Home
Townwasn’tget above the
Acquiringstage.
11. Customer (Mrs.Dogra) satisfaction
It is very much evident from the case that Mrs.Dogra was not at all satisfied with the service
provided by Home Town.The reasons being:-
1. Service features were not up to the level-The service provided lacked the entire
service marketing mix.
Product-The product delivered was short supplied and also the the colour
and material of the shutter supplied was different from the one that she had
selected.
Place-Home Town had no idea about the intermediaries when the product
would be delivered, delay in time, transportation facilities.
Price-Although the price was approachable,but for the worst service
delivered price couldn’t be considered.
Promotion-Campaigns and Ads that were done for promotion were just
Overpromising and led to underdelivery of service.
People-Employees were not responsive to face customers and also gave
reluctant replies.
Physical Evidence-The kitchen space was literally destroyed.Improper
approval by Home Town staff,plumbing work not in order,cutting of tiles to
find plumbing alternatives etc.
Process-It was the worst customer oriented process and a terrible experience
a customer can expect.
2. Customer emotion was not understood-
Mrs.Dogra desired for a new dream kitchen with trendy smart designs.She
dreamt for a beautiful smart kitchen
Such type of major home improvements is not a casual affair in middle
income group family.
This wasn’t understood by Mr Vinod or Mr.Vipin and it led to providing the
worst customer experience.
3. Facing awkwardness with family members/friends –Humiliation/Insult faced by in
front of family members and friends as they weren’t still able to resume normal
living in their home.
12. Service Encounter themes
Notat all uptostandards.
Needof Mrs.Dogra wasthat
the kitchenbe deliveredon
time andthe service offered
be smooth.Butitwas
delayed.
Alsothe the colourand
material of the shutter
suppliedwasdifferentfrom
the one that she had
selected.
Alsoshe hadto request
several timestoMr.Vipin
and Mr. Josephto getthe
site inspected.
Verypoor.There were
no properresponse to
mails.Mailsfrom
Mr.Vinodwere short
and justaddressing
the problemsrather
than beingapologetic.
Mr Vipinalsotriesto
avoidMrs.Dogra till
she caught herat the
cafeteria.
Mr Vipinand
Mr.Vinodnever
understoodthe ordeal
Mrs.Dogra had been
goingthrough.
Service Recoverywas
terrible.Noproper
communicationfrom
Mr VinodorMr Vipin
evenafterrepeated
mailsandcomplaints
fromMrs.Dogra
As incentivesthey
providedchimney
that Mrs.Dogra
alreadyhadand
didn’tmentionabout
the Rs. 11,000
disocunttheyhad
mentioned.
Eventhe response
providedwasn’t
timelyand
sometimesMr.Vinod
didn’tevenreply.
13. Mrs.Dogra complaint actions following Service Failure from Home
Town employees
Although they mentioned to provide service warranty for 1 year, but that was after the
completion of job. In this case, the job itself was not carried out upto the satisfaction of the
customer.So,Mrs. Dogra will have limited hopes for service warranty.
Although it is less likely that Mrs.Dograwill switch,but if she does
,these might be some of the reasons:
1. Inconvenience:
Wait for appointment and service
Although Mrs.Dogra cancelled her office engagements so as to be available
for 3 days to facilitate installation, she came to know that the delivery of
products was further delayed.
Also there was no or late reply to mails she sent out of the poor service
delivered.
2. Core service failure: All the service mistakes done that resulted in the poor service
provided.
3. Service encounter failure: Unresponsive.Mr.Vinod tried to avoid Mrs.Dogra.Also the
entire logistics was not clear.
4. Response to service failure- Reluctant response, not proactive to inform the
customer about the delay.
Mrs.Dogra was a VOICERtype of complainer.
She activelycomplainedtoMr.Vinod
regardingthe service gapsandcustomer
expectationsbutshe islesslikelytospread
negative wordof mouthor switchor go to
thirdparties.
Althoughshe wrote ineverymail aboutthe
ordeal she wasfacingand askingto refundthe
moneybutstill she didn’ttake anyactions.
Atmostshe tookher complainttoMr.Diwakar
the store manager and sentmailsto
PantaloonsCorporate office CustomerCare
and alsoexpressedherinteresttogetintouch
withKishore Biyani,CEOfuture group.
14. Service Recovery Strategies
If Home Townwould
have respondedtothe
mailssentbyMrs.Dogra
ina properand timely
manner,itatleastgivesa
sense of relief tothe
customerthat the
service provideris
workingonthe issues
mentioned.
Alsoitneedstoprovide
propercommunication
whenthe productswill
reach,whatare the
difficultiesfacedin
logisticsandwhatare
the revisedtimelinesso
that there ismore
transparencybetween
service providerand
customer.
Thiscase that
happenedbetween
Home townand Ms.
Dogra can be taken
as a reference to
improve future
businessfrom
customers.
15. If I were the CEO what would I have done?
1. A dedicated Customer Relationship Manager along with a team who would be the
interface between the customer and the various departments of the organization.
Thus instead of voicing concerns to the Section Managers,Head of Section or Store
Manager who are busy with sales ,the primary job of the Customer Relationship
Manager will be to take customer concerns into consideration and solve them to
build relationships.
2. Focus would be not to sell,but to build relationships with customers.This would
mean investing in IT and periodic market research to know customer needs
,expectations, feedback of the service provided or the service yet to be provided and
make buying an experience or ad values to the entire process.
3. Keeping complete control and track of intermediaries and channels and providing
that data to customer to increase transparency between customer and services
provided.Each and every process of mine will be traceable and customers will have
exact information where their orders or services are pending. For ex:-They will know
whether the product is manufactured, dispatched, when will it be delivered, when
will the service provider come.
4. Booking or fixing appointment of service provider as per convenience of customer
and service provider.
5. Have a proper Grievance Redressal system,once the grievance is received it is
verified,action taken is planned ,approved and taken.
6. Motivating employees to face service delivery failures and how to handle
them.Providing incentives if they achieve objectives and targets so that employees
are motivated.
7. Not overpromising and leading to failure to meet expectations. Rather promising
slightly more so that realistic promises made by Marketing team can be achieved by
Operations team.
8. Prioritize customers having service failures and giving it more importance to service
recovery and service delivery .
9. Take service failures as experience and improvise services. Also benchmarking
services so that employees will be motivated to set high benchmarks for incentives.