tcs by idrees waris iugc

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!