Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
The document analyzes Sterling's potential acquisition of a unit from Montagne Medical Instruments Company that manufactures and markets germicidal, sanitation, and antiseptic products. It finds that acquiring the unit at the quoted price of $265M is not worthwhile based on a net present value analysis. However, the acquisition would be worthwhile if Sterling invests more money post-acquisition to expand the unit's operations. A sensitivity analysis supports proceeding with expansion given expectations of inflation, costs, and pricing. The conclusion is that Sterling should only acquire the unit if willing to further invest in expanding its capacity.
1) TVS Motors entered into an agreement with BMW Motorrad to share technology for building motorcycles under 500cc. The deal does not include any equity investment.
2) TVS will invest €20 million over two years to manufacture motorcycles using BMW technology at its Indian plants. BMW will cover testing and development costs.
3) The deal will help BMW enter new markets like India and Asia, while helping TVS strengthen its product lineup and market share above 250cc models. Motorcycles are expected to launch by end of 2015.
BigBasket.com was India's first online grocery retailer. It successfully provided last-mile delivery to customers in Bangalore, Hyderabad, and Mumbai. While traditional brick-and-mortar grocery stores struggled, BigBasket became the first online grocery retailer to report a breakeven in one of its operating cities in March 2014. The document then discusses strategic groups and mobility barriers in the retail grocery industry, sources of customer value for online grocery retailers like BigBasket, customer segmentation strategies, BigBasket's value chain and margin management, and the long-term resources, capabilities and profitability of BigBasket.
porter five force model on constructive industry in indiaHarshit Gupta
The document analyzes Porter's Five Forces model for the construction industry in India. Rivalry among existing competitors is high due to the large number of construction companies and difficulty differentiating services. The threat of new entrance is also high given over 60,000 registered participants and low barriers to entry. However, the threat of substitutes is low as private housing does not have close substitutes. The bargaining power of buyers is low due to high demand, while the bargaining power of suppliers is high due to shortages of labor and materials and the influence of banks on funding.
Mountain Man Beer Company (MMBC) is a family owned brewery with a strong brand known for its premium beers. It has seen declining revenues as younger consumers prefer light beers. Two options to address this are introduced: 1) a light beer under the Mountain Man brand, which risks cannibalizing existing sales and brand erosion, or 2) a light beer under a new name, incurring higher advertising costs without leveraging the strong brand. A feasibility analysis shows introducing a light beer under a new brand name could generate over $15 million in additional revenue by 2007 without damaging the core brand. While this option looks promising, introducing light variations on the Mountain Man name could save on advertising costs while leveraging the brand equity.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
The document analyzes Sterling's potential acquisition of a unit from Montagne Medical Instruments Company that manufactures and markets germicidal, sanitation, and antiseptic products. It finds that acquiring the unit at the quoted price of $265M is not worthwhile based on a net present value analysis. However, the acquisition would be worthwhile if Sterling invests more money post-acquisition to expand the unit's operations. A sensitivity analysis supports proceeding with expansion given expectations of inflation, costs, and pricing. The conclusion is that Sterling should only acquire the unit if willing to further invest in expanding its capacity.
1) TVS Motors entered into an agreement with BMW Motorrad to share technology for building motorcycles under 500cc. The deal does not include any equity investment.
2) TVS will invest €20 million over two years to manufacture motorcycles using BMW technology at its Indian plants. BMW will cover testing and development costs.
3) The deal will help BMW enter new markets like India and Asia, while helping TVS strengthen its product lineup and market share above 250cc models. Motorcycles are expected to launch by end of 2015.
BigBasket.com was India's first online grocery retailer. It successfully provided last-mile delivery to customers in Bangalore, Hyderabad, and Mumbai. While traditional brick-and-mortar grocery stores struggled, BigBasket became the first online grocery retailer to report a breakeven in one of its operating cities in March 2014. The document then discusses strategic groups and mobility barriers in the retail grocery industry, sources of customer value for online grocery retailers like BigBasket, customer segmentation strategies, BigBasket's value chain and margin management, and the long-term resources, capabilities and profitability of BigBasket.
porter five force model on constructive industry in indiaHarshit Gupta
The document analyzes Porter's Five Forces model for the construction industry in India. Rivalry among existing competitors is high due to the large number of construction companies and difficulty differentiating services. The threat of new entrance is also high given over 60,000 registered participants and low barriers to entry. However, the threat of substitutes is low as private housing does not have close substitutes. The bargaining power of buyers is low due to high demand, while the bargaining power of suppliers is high due to shortages of labor and materials and the influence of banks on funding.
Mountain Man Beer Company (MMBC) is a family owned brewery with a strong brand known for its premium beers. It has seen declining revenues as younger consumers prefer light beers. Two options to address this are introduced: 1) a light beer under the Mountain Man brand, which risks cannibalizing existing sales and brand erosion, or 2) a light beer under a new name, incurring higher advertising costs without leveraging the strong brand. A feasibility analysis shows introducing a light beer under a new brand name could generate over $15 million in additional revenue by 2007 without damaging the core brand. While this option looks promising, introducing light variations on the Mountain Man name could save on advertising costs while leveraging the brand equity.
The Indian mobile accessories market generated over 61,388 crore INR annually with earphones, USB cables, and TWS contributing most to revenue at 25% each. The market is estimated at 7.5 billion USD annually with the top products - earphones, USB cables, TWS, and neck bands - accounting for 70% of total revenue. The market involves multiple participants like manufacturers, distributors, retailers, and consumers.
The document summarizes a Consumer Report from May 2013 that compares the Tesla Model S to a vehicle Marty McFly might have chosen in Back to the Future. In 3 sentences:
The Consumer Report from May 2013 featured in the document compares Tesla's all-electric Model S sedan favorably to a vehicle Marty McFly could have chosen instead of the DeLorean time machine in the movie Back to the Future. Tesla's Model S is highlighted as a luxury electric vehicle offering outstanding performance and a package of services. The report presents the Model S as a car that could have fulfilled Marty McFly's futuristic transportation needs had it been available when the movie was made.
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
Unilever in INDIA: Hindustan Lever's Project Shakti-Marketing FMCG to the Rur...ARPUTHA SELVARAJ A
Project Shakti is HUL's initiative to improve rural distribution and provide income opportunities for women. It selects villages and recruits local women to become direct-to-consumer retailers ("Shakti Amma") of HUL products. The women receive business training and credit support. They earn income through door-to-door selling and petty shops. The program aims to reach 600 million consumers across India by improving access to affordable products and generating sustainable livelihoods for rural women.
Uber aims to improve the customer pickup experience using machine learning. Currently, there are pain points like drivers stopping in the wrong location due to GPS inaccuracies or riders not arriving on time. The ideal experience would have accurate rider location prediction. Uber is considering investing in machine learning to better predict rider locations using its large database, as this approach would be more sustainable than simple heuristics. Machine learning could also help optimize different strategies for pickups across countries by adapting to variables like cultural differences.
Rich Con Steel: A case on IT Implementation (an HBR case)Himadri Singha
Rich-Con Steel wanted to modernize their outdated IT infrastructure. Their legacy system could not manage orders or generate historical reports. The president, Marty Sawyer, wanted a system for automated order management and trend analysis. She selected an ERP package but implementation was unsuccessful. Users were not trained, no testing was done, and the transition was too abrupt. This caused billing errors, lost orders, and customer complaints. An ideal approach would have involved defining goals, customizing the system, training users, testing, and a phased transition with an experienced consultant and CIO leading implementation instead of the president.
Company and Product information from WallBox Chargers. State of the art charging solutions systems for domestic and workplace applications. Just Plug&Drive
In 1996, cellular penetration in Italy had reached 7.5% with Omnitel aiming to gain market share as a new entrant. Analysis of customer segments showed that prospects and current users valued service quality and cost, with prospects having negative perceptions of brands focused on peak pricing. Omnitel's Libero plan targeted prospects by offering no monthly fee and usage-based pricing to meet needs around service, cost, and flexibility.
TATA STEEL is the largest private sector steel marketer in India with a crude steel production capacity of 6.8 million tonnes per annum. It aims to enhance its domestic steel capacity to 30 million tonnes by 2015. In 2003, TATA STEEL launched TATA Steelium, India's first branded cold rolled steel, to address customers' problems with quality, access to manufacturers, and product identity. TATA STEEL conducted extensive research and partnered with distributors to ensure success of the new brand.
The document discusses a case study about Vincent Colmo and Daniel Delconte who partnered to form River Triangle Associates (RTA) to invest in real estate properties. It describes their Steel Street project, a 6-story office building renovation in Pittsburgh that ran into cost overruns and leasing issues. Their options are analyzed, with providing leasing incentives and contributing more equity identified as the best approaches to improve the project returns. Sensitivity analysis is also conducted to understand the impact of variables like vacancy rates, rental rates, costs, and financing changes.
- General Motors, the iconic American car company and once the third largest in the US, filed for bankruptcy protection - the largest in US history. This could result in 20,000 workers losing their jobs.
- GM struggled with very high labor costs, rising competition, and the recession which reduced sales and profits. It also had huge costs for retired worker benefits that became unsustainable.
- The US government provided $19 billion in aid to keep GM afloat but it still filed for bankruptcy. The government may take a 70% stake in the restructured company in exchange for providing another $30 billion.
This document provides an overview of Cree Inc., a major player in the LED market. Some key points:
- Cree is a LED chip and component manufacturer based in Durham, North Carolina. Its annual revenues grew from $6.3 million in 1993 to $423 million in 2006.
- By 2006, Cree's net income had started to decline and revenues decreased for the first time in 2007.
- The document discusses the LED lighting market and Cree's strategies, recommending that Cree pursue both the backlighting and general lighting markets using different strategies for each.
01 Case Analysis on Vail Resorts, Inc. - Business Policy and Decision ScienceMia Vargas Nerpio
Vail Resorts was established in 1962 in Colorado and has since grown to become the largest ski resort operator in the US through strategic acquisitions and expansions. It operates several mountain resorts and has diversified its offerings beyond skiing/snowboarding to include accommodations, entertainment, and transportation. While seasonal factors present challenges, Vail has mitigated financial risks through its size, product diversity, and dominant market position. The document analyzes Vail's business model and competitive strategies and recommends further expansion into summer activities and international markets to continue its profitable growth.
Şirketlerin büyüyen global rekabet ortamında karlılıklarını sürdürmek için uygulayacağı süreçler belirtilmektedir. Büyüme için şirket birleşmeleri ve halka arz konularına değinilmektedir.
The Indian mobile accessories market generated over 61,388 crore INR annually with earphones, USB cables, and TWS contributing most to revenue at 25% each. The market is estimated at 7.5 billion USD annually with the top products - earphones, USB cables, TWS, and neck bands - accounting for 70% of total revenue. The market involves multiple participants like manufacturers, distributors, retailers, and consumers.
The document summarizes a Consumer Report from May 2013 that compares the Tesla Model S to a vehicle Marty McFly might have chosen in Back to the Future. In 3 sentences:
The Consumer Report from May 2013 featured in the document compares Tesla's all-electric Model S sedan favorably to a vehicle Marty McFly could have chosen instead of the DeLorean time machine in the movie Back to the Future. Tesla's Model S is highlighted as a luxury electric vehicle offering outstanding performance and a package of services. The report presents the Model S as a car that could have fulfilled Marty McFly's futuristic transportation needs had it been available when the movie was made.
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
Unilever in INDIA: Hindustan Lever's Project Shakti-Marketing FMCG to the Rur...ARPUTHA SELVARAJ A
Project Shakti is HUL's initiative to improve rural distribution and provide income opportunities for women. It selects villages and recruits local women to become direct-to-consumer retailers ("Shakti Amma") of HUL products. The women receive business training and credit support. They earn income through door-to-door selling and petty shops. The program aims to reach 600 million consumers across India by improving access to affordable products and generating sustainable livelihoods for rural women.
Uber aims to improve the customer pickup experience using machine learning. Currently, there are pain points like drivers stopping in the wrong location due to GPS inaccuracies or riders not arriving on time. The ideal experience would have accurate rider location prediction. Uber is considering investing in machine learning to better predict rider locations using its large database, as this approach would be more sustainable than simple heuristics. Machine learning could also help optimize different strategies for pickups across countries by adapting to variables like cultural differences.
Rich Con Steel: A case on IT Implementation (an HBR case)Himadri Singha
Rich-Con Steel wanted to modernize their outdated IT infrastructure. Their legacy system could not manage orders or generate historical reports. The president, Marty Sawyer, wanted a system for automated order management and trend analysis. She selected an ERP package but implementation was unsuccessful. Users were not trained, no testing was done, and the transition was too abrupt. This caused billing errors, lost orders, and customer complaints. An ideal approach would have involved defining goals, customizing the system, training users, testing, and a phased transition with an experienced consultant and CIO leading implementation instead of the president.
Company and Product information from WallBox Chargers. State of the art charging solutions systems for domestic and workplace applications. Just Plug&Drive
In 1996, cellular penetration in Italy had reached 7.5% with Omnitel aiming to gain market share as a new entrant. Analysis of customer segments showed that prospects and current users valued service quality and cost, with prospects having negative perceptions of brands focused on peak pricing. Omnitel's Libero plan targeted prospects by offering no monthly fee and usage-based pricing to meet needs around service, cost, and flexibility.
TATA STEEL is the largest private sector steel marketer in India with a crude steel production capacity of 6.8 million tonnes per annum. It aims to enhance its domestic steel capacity to 30 million tonnes by 2015. In 2003, TATA STEEL launched TATA Steelium, India's first branded cold rolled steel, to address customers' problems with quality, access to manufacturers, and product identity. TATA STEEL conducted extensive research and partnered with distributors to ensure success of the new brand.
The document discusses a case study about Vincent Colmo and Daniel Delconte who partnered to form River Triangle Associates (RTA) to invest in real estate properties. It describes their Steel Street project, a 6-story office building renovation in Pittsburgh that ran into cost overruns and leasing issues. Their options are analyzed, with providing leasing incentives and contributing more equity identified as the best approaches to improve the project returns. Sensitivity analysis is also conducted to understand the impact of variables like vacancy rates, rental rates, costs, and financing changes.
- General Motors, the iconic American car company and once the third largest in the US, filed for bankruptcy protection - the largest in US history. This could result in 20,000 workers losing their jobs.
- GM struggled with very high labor costs, rising competition, and the recession which reduced sales and profits. It also had huge costs for retired worker benefits that became unsustainable.
- The US government provided $19 billion in aid to keep GM afloat but it still filed for bankruptcy. The government may take a 70% stake in the restructured company in exchange for providing another $30 billion.
This document provides an overview of Cree Inc., a major player in the LED market. Some key points:
- Cree is a LED chip and component manufacturer based in Durham, North Carolina. Its annual revenues grew from $6.3 million in 1993 to $423 million in 2006.
- By 2006, Cree's net income had started to decline and revenues decreased for the first time in 2007.
- The document discusses the LED lighting market and Cree's strategies, recommending that Cree pursue both the backlighting and general lighting markets using different strategies for each.
01 Case Analysis on Vail Resorts, Inc. - Business Policy and Decision ScienceMia Vargas Nerpio
Vail Resorts was established in 1962 in Colorado and has since grown to become the largest ski resort operator in the US through strategic acquisitions and expansions. It operates several mountain resorts and has diversified its offerings beyond skiing/snowboarding to include accommodations, entertainment, and transportation. While seasonal factors present challenges, Vail has mitigated financial risks through its size, product diversity, and dominant market position. The document analyzes Vail's business model and competitive strategies and recommends further expansion into summer activities and international markets to continue its profitable growth.
Şirketlerin büyüyen global rekabet ortamında karlılıklarını sürdürmek için uygulayacağı süreçler belirtilmektedir. Büyüme için şirket birleşmeleri ve halka arz konularına değinilmektedir.
LODER ve MTSO tarafından düzenlenen IV. Ulusal Lojistik Proje Yarışması Bireysel Kategoride ödüle layık görülen projemdir. Perakendeciler için Lojistik firmaları tarafından işletilen "tamamlama-replenishment" servisidir.
Markalaşma Kılavuzu
Kılavuzda, markalaşma konusunda temel kavramlar, pazarlama yönetimi, marka teşvikleri ele alınmıştır.
Yayın Tarihi: Aralık 2011
Istanbul Sanayi Odasi Kalite ve Teknoloji Ihtisas Kurulu (ISO-KATEK) Markalasma Kilavuzu Çalisma Grubu
1. Akaryak t Da t m Sektöründe
Mü teriyi Anlamak & Memnuniyet Yaratmak
Bir Ba ar Öyküsü : OPET
Yalç n Lokmanhekim
Pazarlama Müdürü
21 Kas m 2006
2. Nas l bir GÜNDEM izleyece iz?
• Opet’in Kilometre Ta lar ?
• Tüketici Gözünde Neredeyiz?
• Mü teriye Özel Hizmeti Nas l Sa"l yoruz?
• Opet De"erleri Bizi Nereye Götürdü?
• Yap ta lar m z Neler Oldu?
• ' Ortaklar m zla Ba ar y Nas l Beraber Yakalad k?
• Ba ar Öykümüzü Mü terimizle Birlikte Nas l
Yazd k?
3. Ba ar Öyküleri Kolay Yaz lm yor...
- Teknolojiyi ekonomi ve performansa çevirirseniz,
- Sosyal sorumluluklar n z yerine getirir, ülkeye
katk da bulunursan z,
- Çevreye duyarl olursan z...
ve
tüm bunlar yaparken sözünüzün ard nda durursan z
siz de ba ar öyküleri yarat rs n z...
4. Kilometre Ta lar m z
1992 OPET’in kurulu u
1994 OPET markal madeni ya lar n üretimi
2001 Full Force yak tlar lansman
2002 Koç Holding ortakl - Sunpet
2004 Ultra Eurodiesel ve 98 Oktan lansman ,
2005 OPET Kart
2006 Türkiye Mü teri Memnuniyet Endeksi sektör
birincili i...
5. Akaryak t Da t m Sektöründe Neredeyiz?
Son 4 y lda Pazar Pay
Türkiye’nin 4. büyük akaryak t da t m firmas “OPET”;
• Ciro 3,5 Milyar USD / y l.
• Beyaz ürünlerde %14 Pazar Pay
• Siyah ürünlerde %16 Pazar Pay
• 620 OPET >stasyonu
• 640 Sunpet >stasyonu
• Türkiye’nin en büyük depolama kapasitesi: 800.000 m3
• 1.4 milyon OPET Kartl mü teri
6. Bu Sektördeki 2 Temel Kabul ?
1. Akaryak t Al m ,
Zevkle Yap lan Bir Al veri De ildir...
2. Akaryak t Da t m ;
– Rekabetin Yo un,
– Detay n Fazla Oldu u Bir Sektördür.
7. Tüketici Gözünde Akaryak t Sektörü Nas l?
•Avrupa’n n en pahal akaryak t
- Kur unsuz benzinde 63 liras
- Motorinde 55 liras vergidir.
•Amerika’da yap lan ara t rma...
8. Mü teriler En Önemli VARLIAIMIZ...
Mü teri Memnuniyeti Mü teri Bli kilerini i ni
n
er
Yönetmek (CRM) k il
esi
B li lm
ri t iri
te e
M
ü inl
D er
Geleneksel Pazarlama
Mü teri Say s
9. Peki, Bizim Yap ta lar m z Neler Oldu?
Mü terilerimizi Tan d k ve >htiyaçlar n Kar lad k
Mü terilerimizi Segmentlerle Yönettik
Mü terilerle >leti imi Do ru Kurduk
Mü teri Yakla m m z OPET Ailesi Olarak Payla t k
Mü terilerimize Farkl Olan Sunduk
Mü terilerimizi Dinledik
Sorumluluklar m zla Hareket Ettik
HEDEF
“TÜKETBCBNBN BLK TERCBHB OLMAK”
10. Yap ta lar m z Nas l Kulland k?
Mü terilerimizi Tan d k ve >htiyaçlar n Kar lad k
HEDEF
TÜKETBCBNBN BLK TERCBHB OLMAK
11. Mü terilerimiz ve Bhtiyaçlar
OPET KART
• 1.400.000 kartl mü teri
• Sektörde benzeri olmayan on-line ileti im altyap s
• Mü terilerin akaryak t al m al kanl klar kay t alt nda
• Türkiye’nin en büyük perakende i birli i olan Koç CRM-Paro
projesinin liderlerinden
12. Mü terilerimiz ve Bhtiyaçlar
OTOB>L>M
• Araçlar ndan inmeden,
Nakit veya kredi kart na ihtiyaç duymadan
OPET Kart sahipleri gibi puan kazanmak
• Al veri tutar kredi kart na yans t l yor
i lem SMS ile an nda tüketiciye bildiriliyor
13. Yap ta lar m z Nas l Kulland k?
Mü terilerimizi Tan d k ve >htiyaçlar n Kar lad k
Mü terilerimizi Segmentlerle Yönettik
HEDEF
TÜKETBCBNBN BLK TERCBHB OLMAK
14. Segmentlerle Nas l Yönettik?
Segmentlerle izliyoruz...
Elit
Gezginler
Haftasonucular Gececiler Sabah & Mass Yeniler
Ak amc lar
Tatilciler
Kay plar
15. Yap ta lar m z Nas l Kulland k?
Mü terilerimizi Tan d k ve >htiyaçlar n Kar lad k
Mü terilerimizi Segmentlerle Yönettik
Mü terilerle >leti imi Do ru Kurduk
HEDEF
TÜKETBCBNBN BLK TERCBHB OLMAK
16. Nas l Do ru bir BLETBKBM Kurduk?
Mü teri >leti im Kanallar m z
1. Televizyon Reklamlar
2. Radyo Spotlar
3. Bas l >lanlar
4. OPET Ça r Merkezi
5. Internet
6. SMS Servisleri
7. Paro Pod
8. Do rudan Postalama
17. Nas l Do ru bir BLETBKBM Kurduk?
Sponsorluklar m z
Cem Y lmaz
Tarkan
Dünya Rally
Iampiyonas
Rallye d’Orient
Klasik Otomobiller
Yar
>KSV Uluslararas
Tiyatro Festivali
18. Yap ta lar m z Nas l Kulland k?
Mü terilerimizi Tan d k ve >htiyaçlar n Kar lad k
Mü terilerimizi Segmentlerle Yönettik
Mü terilerle >leti imi Do ru Kurduk
Mü teri Yakla m m z OPET Ailesi Olarak Payla t k
HEDEF
TÜKETBCBNBN BLK TERCBHB OLMAK
20. B Orta m z Bayilerimizle Her eyi Payla t k
• E itim Ayda ortalama; 110 istasyonda 400 Personel
• Standart Hizmet Kalitesi ve
Ürününde Kalite Güvencesi
Kalite Kontrol Ekipleri ile;
Hizmet Geli tirme Ekipleri ile;
Ziyaret Defterleri ile:
• Son Teknoloji- Seç-g Anlay
ve Donan m
• Yenilenen kurumsal kimlik
Daha s cak, Daha h zl , Daha güleryüzlü
21. Yap ta lar m z Nas l Kulland k?
Mü terilerimizi Tan d k ve >htiyaçlar n Kar lad k
Mü terilerimizi Segmentlerle Yönettik
Mü terilerle >leti imi Do ru Kurduk
Mü teri Yakla m m z OPET Ailesi Olarak Payla t k
Mü terimize Farkl Olan Sunduk
HEDEF
TÜKETBCBNBN BLK TERCBHB OLMAK
22. Farkl Olan Sunduk
PROMOSYONLARIMIZ
• Tüketici ihtiyaçlar n gözettik
• Bayilerimizle daima i birli i
içinde olduk
23. Farkl Olan Sunduk
MIKE BEBEK ve GBTT OYUNCAK ARABA
KAMPANYALARI
• Mike ve Pelu ’un konu an bebekleri
• 400.000 evde GITT arabas
• ... ve haf zalarda OPET sloganlar
“Araban n hakk ...”
24. Farkl Olan Sunduk
YAKIT GÜVENCE SBSTEMB (YGS)
• Ford,
• FIAT,
Benzersiz bir i birli i,
• Alfa Romeo, Benzersiz bir ürün-hizmet güveni
• Trakmak
• Iveco Bu markalarda %50’nin üzerinde sürekli
• Beldeyama OPET mü terisi
25. Farkl Olan Sunduk
TÜRKBYE’DE BLKLER
FULL FORCE 98 OKTAN
FULL FORCE ULTRA EURO DIESEL
50 ppm
26. Yap ta lar m z Nas l Kulland k?
Mü terilerimizi Tan d k ve >htiyaçlar n Kar lad k
Mü terilerimizi Segmentlerle Yönettik
Mü terilerle >leti imi Do ru Kurduk
Mü teri Yakla m m z OPET Ailesi Olarak Payla t k
Mü terimize Farkl Olan Sunduk
Mü terilerimizi Dinledik
HEDEF
TÜKETBCBNBN BLK TERCBHB OLMAK
27. Mü terilerimizi Nas l Dinledik?
• Mü teri Hizmetleri – 444 67 38 ( 444 OPET)
• Mü teri Memnuniyet Anketleri
• Anket Formlar
• Web sitesi - www.opet.com.tr
• info@opet.com.tr
• Fax
28. Mü terilerimizi Nas l Dinledik
MÜKTERB DUYARLILIAI
Opet Ça r Merkezi:
Memnuniyet
Öneri
Talep
Soru
Iikayet
7 gün 24 saat hizmet
29. Mü terilerimizi Nas l Dinledik?
Mü terinin OPET’e Ula mas Mü teri Memnuniyeti
Güleryüzlü Yakla m Mü teriye Geri Bildirim
Öneri, Dilek veya Iikayetin Kay t Mü teride Memnuniyet Yaratacak
Alt na Al nmas Çözümlerin Sunulmas
>lgili Departman ve Saha Te kilat
>le Payla lmas
30. Mü terilerimizi Nas l Dinledik?
ÇÖZÜM TAAHHÜDÜMÜZ
Hizmet Kikayetlerinde; 24 Saat
Ürün Kikayetlerinde; 10 Gün
31. Mü terilerimizi Nas l Dinledik?
•FAHRB MÜFETTBKLBK
3.700 OPET Fahri Müfetti i
•GBZLB MÜKTERB
Y lda 5 kez profesyonel ziyaretçi
32. Yap ta lar m z Nas l Kulland k?
Mü terilerimizi Tan d k ve >htiyaçlar n Kar lad k
Mü terilerimizi Segmentlerle Yönettik
Mü terilerle >leti imi Do ru Kurduk
Mü teri Yakla m m z OPET Ailesi Olarak Payla t k
Mü terilerimize Farkl Olan Sunduk
Mü terilerimizi Dinledik
Sorumluluklar m zla Hareket Ettik
HEDEF
TÜKETBCBNBN BLK TERCBHB OLMAK
34. Blkelerimizi Yapt klar m zla
Nas l Örtü türdük?
• Mü teri Odakl Yakla m
• Mü teri Beklentilerini A an, Hatta Onlar Zaman Zaman Ia rtan Projeler
• Sürekli Yenilik
• Sürekli Daha Güzeli ve >yiyi Yapma Heyecan
• Süreklili i Kal c K lma
• Fiziksel, Duygusal ve Kurumsal Farkl la arak Büyüme
• SEÇ-G Konular nda Maksimum Hassiyet
• Yüksek Ürün ve Hizmet Kalitesi
• Sosyal Sorumluklar n Bilincinde Olma
• Tasarruf ve Verimlilik
• Çal anlar m z n Gücü ve Yaratt klar Ekip Ruhuyla Yol Alma
• Çal an m z n Bayimizin E itimine Yat r m
35. Yapt klar m z Ödüllendirildi mi?
En Ba ar l Mor >nek
2004
IPRA Gümü EFFIE
Golden World Awards 2005
2004
36. Hatta EN BÜYÜK Ödülümüzü de Ald k
Mü terilerimiz bize,
Onlar n gözünde
nas l bir imaj m z
oldu"unu
bir anket sonucu söylediler...
37. Tüketici Gözünde
Nas l bir OPET BMAJI Yaratt k?
KalDer ve KA Ara t rma Ltd. Ortak Giri imi
- 81 ilden 26.662 tüketicinin yan tlar na göre haz rlanan
- Türkiye’nin rekabet analizinin yap ld Türkiye Mü teri Memnuniyeti
Endeksi (TMME) çal mas n n 2006 y l 2. çeyrek sonuçlar na göre;
OPET;
• Mü teri memnuniyetinde sektörünün lideridir.
• 80.4 puan ile, Türkiye ortalamas n n (73,9)
üzerinde mü teri memnuniyeti yaratm t r.
38. Ba ar Öyküleri SEVG'YLE Yaz l yor...
- Teknolojiyi ekonomi ve performansa çevirince,
- Sosyal sorumluluklar n z yerine getirip, ülkeye
katk da bulununca,
- Çevreye duyarl olunca...
ve
tüm bunlar yaparken güleryüzle sözünüzün ard nda
durunca,
ba ar öyküleri yarat l yor...