TNT Case Study-Analysis

Marketing Intelligence Assignment

Guru Prasad K SRIPATHY Mohamed Shoaib Rakesh Janardhan REDDY Sapthagiri SRINIVAS Shaikh Adnan Rasheed

1. Is all growth good growth? Questions for Turner and Taylor. What are the metrics used in the performance assessment of your distributor/channels partners? Why are you not using technology for increasing your sales (i.e., E-commerce)? What are your Variable costs and fixed costs? What are the processes, which are in place to regulate your cash flow (Inflow and outflow)? How are you measuring the profitability per employee in your organization? How accountable is your sales team? How is your sales team being compensated? What additional fringe benefits do your sales personnel get on achieving targets? What is your budget for Sales & Marketing, Operations, Research & Development and Human Resources within organization? How do you calculate your profit margin? What strategic management tools are used for profit maximization? How do you manage and classify various administrative costs? What is your vision for brand development? Have you analysed on which products you need to focus more? How do you measure your customer satisfaction? 2. Balance Scorecard - Measures

Financial
o o o o o o What are the risk assessments? What is the risk mitigation? What is the cost ratio benefit? What is the cost per personnel? What is the cost per channel sales? How quickly do you break even in a financial year?

Customers
o What are the various brand awareness campaigns that are in place for promoting the products? o What is the feedback mechanism employed to understand the requirement of the consumers in a holistic view? o What are the perceived benefits for the customer? o Customer retention value? o What is your benchmark for customer satisfaction metrics?

Internal Processes
o How is reviewing of internal business processes done? o Managing internal delays (Meeting deadlines, customer expectation) o Analysis of processes, check points and outputs to highlight potential improvement areas. o Identifying and accessing any risk associated with any course of action, including doing nothing? o Developing appropriate action on nature and to what extent is there a necessity of change in processes required? 3. The indicators on the Dashboard.

Learning and Growth

o How are bottle neck addressed at various levels? o What skill based trainings do the employees undergo? o How is technology used for overall profitability and development of the organization? o Utilization of Learning curve for the development process o Encouraging informal meetings to understand issues o Suggestions from employees for developmental activities

Leads to Sales Orders & sale volume on a day to day basis Feedback from Customers Change in internal process (e.g., Kaizen), for development increased productivity Handling Bottlenecks Internal Process, Vendors & Customers

4. Relationship between Dashboard and Balance scorecard. A good internal process with recognition and rewards, lead to increase in morale of the employees and in turn leads to increased revenue Customized development plans for identifying issue(s)/bottle neck(s), which leads to increase in productivity Effective implementation of feedback system across the levels for the overall development of the organization Implementation of Kaizen methodology, will lead to development of personnel and the organisation References:
http://www.bdo.uk.com/services/advisory/technology-advisory-services/reviewing-internalbusiness-processes http://www.balancedscorecard.org/portals/0/pdf/laske4.pdf