tcs by idrees waris iugc
DESCRIPTION
TRANSCRIPT
INTRODUCTION
Came into being in 1983, as a domestic courier company.
TCS provides express and logistics services in the C2C, B2B and B2C segments.
The biggest network of 139 offices, 265 retail outlets and 2000 online and offline locations.
2 dedicated chartered planes including a Boeing 737, 187 fully equipped modern satellite-tracked ground vehicles, 2500 plus couriers and more than 6000+ employees
BUSINESS SCOPE
“We are catering to the need of “delivery” of promises.
A promise to deliver your time defined and sensitive documents safely”
REGIONS
350 cities in Pakistan
Network divided into three regions
South Region (Karachi, Quetta, Sukkur, Hyderabad)
North Region (Lahore, Faisalabad, Multan)Central Region (Rawalpindi/Islamabad,
Gujranwala, Peshawar)
FUNCTIONS AND APPLICATIONS
Domestic courier Express service
International courier service
Overland express
Gift delivery
COMPETITORS AND THEIR BUSINESSES
Gift Delivery
• OCS
Heavy equipment Segment
• DHL• Fed Ex• UPS• TNT
General Courier (Express) Segment
• LEOPARD• OCS• TNT
DISTRIBUTION CHANNELS
Cash BusinessCorporate Business
(Through walk –in)
(Through Account)
Bikes(Less than 2 kg)
Express(More than 2 kg)
Offices
Overland Shipping
Cargo
GENERAL COURIER INDUSTRY
PAST GROWTH IN TERM OF SHIPMENTS (Volume)
MARKET SEGMEN
T
2006 2007 2008 2009 GROWTH P.A
General Courier (Express) Service
28.32 32.64 40.31 48 Million 16%
Heavy equipment
22.65 26.11 32.5638.4
million
Gift Delivery 0.12 0.151 .194
0.259 million
PAST GROWTH (Value in MLN)
MARKET SEGMEN
T
2006 2007 2008 2009 GROWTH P.A
General Courier (Express) Service
1.024 1.192 1.472 1.76
Heavy equipment
0.8192 0.9536 1.1776 1.408
Gift Delivery 5.2 6.21 7.98 9
ANALYSIS
Emergence of multinationals in Pakistan
Growth in Banking industry
Awareness of special occasions
FUTURE GROWTH (Value in MT)
MARKET SEGMEN
T
2010 2011 2012 2013 GROWTH P.A
General Courier (Express) Service
60 74.4 90.768 108.9216
Heavy equipment
48 59.52 72.6144 87.13728
Gift Delivery 0.299 0.34 0.38 0.42
FUTURE GROWTH BY REVENUE MLN
MARKET SEGMEN
T
2010 2011 2012 2013 GROWTH P.A
General Courier (Express) Service
2.2 2.684 3.38184 4.125845
Heavy equipment
1.76 2.1472 2.705472 3.300676
Gift Delivery 9.98 10.5 11.2 11.5
ASSUMPTIONS
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
The trend of special occasions would increase in future, so there is an assumption that the segment of sentiments would eventually grow.
PRODUCT LIFE CYCLE STAGES
SEGMENTS
INTRODUCTION GROWTH MATURITY DECLINE
General Courier (Express) Service
X
Heavy equipment
X
Gift Delivery
X
COMPETITION/ SEGMENT MATRIX
Competition
SEGMENTS
General courier
Heavy equipment Gift delivery Overall
1.TCS
2. OCS
3. Leopard
4. Other Companies
HistoricalGrowth
Projected Growth
CompanyProfitability
TOP KEY EXTERNAL TRENDS
Trend PotentialImpact TCS OCS Leopard
Other Compani
es
Globalization
Scarce resources
Economic Recession
Emphasis on small business
One window solution
Opportunities
Price Consciousness
Decrease profit margin
Technological Trends
Improve services
Untapped market in rural areas
Increase the sale and revenue
LEADING INDICATOR
Technology
Speed/ time delivery
Trust
Price consciousness
SWOT ANALYSIS• Highly experienced people in organization
• Infrastructure• Ownership of aircrafts• Technology • Strong distribution
network• Own training program• Brand image
STRENGTH
•They are not cost efficient in their operations•Scarce resources to cater global market
WEAKNESS
SWOT ANALYSIS
• Globalization• Coverage of rural areas
OPPORTUNITIES
•Political instability•Fuel prices•Fax and internet•Natural disasters
THREATS
CONFRONTATION MATRICES
•Globalization
Coverage of rural areas
•Highly experienced people in organization•Infrastructure•Ownership of aircrafts•Technology •Strong distribution network•Own training program•Brand image
Due to the strong distribution network and infrastructure they can cater the segment of rural areas.
O P P O R T U N I T I E S
STRENGTH
•Globalization
•Coverage of rural areas
•They are not cost efficient in their operations
•Scarce resources to cater global market
Since they are not cost efficient there for it is difficult for them to cater the rural segment
Scarce resources make them reluctant to enter the global market
O P P O R T U N I T I E S
WEAKNESS
CONFRONTATION MATRICES
•Political instability
•Fuel prices
•Fax and internet
•Natural disasters
•Highly experienced people in organization•Infrastructure•Ownership of aircrafts•Technology •Strong distribution network•Own training program•Brand image
• The highly trained and experienced people forecast the fuel prices in future and they set their strategies, design their routes and budgets to cope with the high prices in future
T H R E A T S
STRENGTH
WHAT DO CUSTOMERS WANT?
time deliverySpeedReliability Brand imageMinimum priceDealing with customersFlexible paymentInsurance coverageMoney back guarantee
Most Important Aspects
SpeedBrand imageOn time deliverySecurity of the documentsMinimum priceBranches of TCS exist on different places
WHAT DO CUSTOMERS WANT
RELATIVE IMPORTANCE OF FACTORS
FactorsAbsolut
elyCritical
Very Importa
nt
QuiteImporta
nt
Nice to Have
No Significa
nt
Don’tWant it
5 4 3 2 1 0
Time delivery
Speed
Fair dealing with the customer
Reliability/ assurance
Strong image
RELATIVE IMPORTANCE OF FACTORS
FactorsAbsolut
elyCritical
Very Importa
nt
QuiteImporta
nt
Nice to Have
No Significa
nt
Don’tWant it
5 4 3 2 1 0
Minimum price
Outlets availability
FlexiblePayment
CUSTOMERS’ BUYING CRITERIAQuality & Price TCS OCS LEOPARD
Non-price attributes affecting customer choice % Weight
Time delivery 20 20 18 17
Speed 20 20 16 16
Fair dealing with the customer 10 10 8 8
Reliability 20 20 16 14
Strong image 15 15 14 12
FlexiblePayment 10 8 8 8
Outlet availability 5 5 3 2
100 98 83 77
Has quality gone up/down + + + +
RELATIVE PERFORMANCE RATING
•Time delivery•Speed•Reliability•Strong image
• Flexible payment• Outlet availibility
Fair dealing with the customer
Minimum price
Keep it up
Improve
fast
Question its cost
BEST
SAME
WORSE
Le Least 10% Most 20%
Do Not
Sweat
OBJECTIVES
To reduce the operational cost by 5 to 10%
To increase profitability by __%.
STRATEGIC ISSUES
TCS planning to capture the market share of rural area but the threat from local competitors.
Due to Scarce resources, they are unable to cater global market
TCS is not cost efficient in its operations
ACTION PLANWHAT HOW WHO WHEN
Decrease the turn-over rates
By giving proper training HR Manager Continuous
Process
To reduce the cost of their operations by 2 to 5%
They should reduce the number of outlets in those areas where there are more than 2 outlets, covering small areas
The CEO.
To reduce the time utilized in documentation procedures
Rather than making the work more manual they can acquire such technological systems that should be cost effective and those that could reduce the time
With the help of IT department they can create such systems
June, 2011
ACTION PLAN
WHAT HOW WHO WHEN
Awareness program in rural areas to cater this segment
•Increase distribution network in lower areas.•By doing promotional activities and door to door information
•With the help of marketing Department and top level Management Collaboration for improving distribution system.•Alliance with local people in local areas.•Regional marketing manager.
By March 2011.
THANK YOU!