Thursday, August 27, 2009

Who made your trip this time?


Detail of all IIPM branches

MakeMyTrip had a first mover advantage. As competition intensified, so did their focus on service and delivery... Respondents give them maximum marks for ‘corporate packages.’
By Pawan Chabra


She makes it her business to make everyone’s leisure trip hassle-free; but her own life is surprisingly devoid of any leisurely moments. Jaya Talwar, Senior Executive-Escalation, MakeMyTrip, starts her day at 5:30 am and by the time she gets to her office in the sprawling NCR suburb of Gurgaon, she’s already organised her (seemingly endless) list of things-to-do for the day. But then, she has no complaints, having happily sacrificed her love for cooking to the hurly burly of professional life. Talwar is part of the escalation team that takes care of customer queries and complaints and understands the importance of service in the online travel industry. She starts off her day at office by scanning the previous day’s e-mails, followed by daily meetings. The rest of her day goes into fixing customer problems. A Miranda House graduate, she started her career with the company as an executive in the post-sales department. And now after three and a half years in the travel outfit, she takes immense pride in being a part of the popular online travel portal.

The industry may have been on the back foot after the Mumbai terror attacks and more importantly under the slowdown blues, but industry watchers expect it to be just a short blip just before online travel makes a strong comeback. MakeMyTrip, for one, plans to deal with these ‘short-term hurdles’ by sprucing up their service even more and offering them a great hassle-free experience. “You need to value the importance of a commitment in this industry otherwise there is no way you can reach at the top,” asserts Talwar from her experience. Ask the end users and most consider the ease with which the company’s website can be navigated as the backbone of its success. But Talwar believes that the particular art of following up with the customers to ensure a great service is also a vital pillar for MakeMyTrip’s success. No wonder, she believes, that her department is the most vital part of the organisation’s success!


But doesn’t she get bored handling similar kind of customer queries and problems everyday? Well, her answer is (yes, you guessed it right), a resounding “No!” Says Talwar, “As you have to deal with a new kind of consumer on a daily basis, there is no monotony in the job.” Instead, she says, that she enjoys these daily challenges, apart from the little moments of life and laughter they provide her. She narrates one such incident, while guffawing loudly, “A customer once sent a very long e–mail complaining about the bad service, but when we tried to sort it out we figured that it was actually for one of our competitors.” She claims the complaint ratio to be only 0.5% out of the total customers attended by the company. But if you think that this 0.5% is easy to deal with, you better give it a second thought. Talwar recalls an incident where it took four long hours to make a customer understand that he was at fault when he was trying to cancel a booking for a hotel on a very short notice and asking for a refund. The customer was notified earlier of the company’s ‘no refund on cancellation’ clause, she adds.

Talwar spends most of her day dealing with such customers, but her primary concern is to ensure a delightful experience to every customer she handles. After all, in her industry, the cost of getting a new consumer is 10 times higher than retaining an older one. No wonder then the priority is to retain every customer at all cost. “When Kingfisher and Air Deccan merged, the new airline changed its PNR no. No customer was able to get the refund from the airlines in case of cancellation. MakeMyTrip had to give the refund to consumers from its own pockets to ensure that they remain satisfied with our service,” recollects Talwar. But try as you might, there is always room for improvement in the service industry. Queries and complaints are a part of their life. Well, the next time you are dissatisfied with a service in their bouquet, at least you know who to contact :-)

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
IIPM set to beat economic slowdown
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IIPM, GURGAON


Saturday, July 25, 2009

K. V. SRIDHAR, NCD, LEO BURNETT


Detail of all IIPM branches

1. Hutch’s network ad featuring the pug
2. Mentos’ ‘Dimag ki batti jala de’ campaign
3. Thums Up’s ‘Taste the thunder’ campaign, which was launched in 2007 featuring Akshay Kumar and was shot in Australia
4.Bingo!’s campaign
5. ‘What an idea, sirjee!’ campaign

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).


For More IIPM Info, Visit below mentioned IIPM articles.
IIPM 4Ps Quiz
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM - Admission Procedure
IIPM, GURGAON


Friday, July 17, 2009

Get ready to......Play Footsie!


IIPM Alumni Officially on Facebook

The problem accentuates when you take into account the huge brand and portfolio stretch by the company in recent times. In its 13 year India stint, Reebok has increased its annual turnover by an impressive 500% by continually enriching its portfolio. “If you are opening your own retail stores, it’s necessary that you offer as many options as possible,” says Prem. Nike, Puma and Adidas are also bearing the brunt of expanded portfolios, which includes footwear, apparel & accessories for the female consumer too. Their over-optimism touched new heights when many of them announced their foray into the Rs.130 billion kids prĂȘt-a-porter market too. Clearly, an enhanced portfolio portends an even greater sourcing problem, for the already beleaguered players.

However, some like Bata are optimistic about their supply chain. Bata India has strategic alliances with several suppliers and the company boasts of consistently exploring options that enhance the availability of these suppliers. Anything goes, including emotive cajoling and carrots of comparatively higher margins than rivals. Says Marcelo Villagran, MD & CEO of Bata India Ltd., “Our partnership with many suppliers has been standing for more than a decade and we have always paid them according to the changing market,” he says. This is not to say that Bata India has not invested in its own manufacturing hub. But Villagran is confident of being able to “bank on his suppliers” for any contingency that comes up.

Sourcing is one area where Nike India boasts an edge. Despite playing second fiddle to rival Reebok in India in the sportswear category, the shoe-maker from Uncle Sam’s country has understood the importance of establishing a sturdy sourcing hub. Nike has consolidated its sourcing base to 70-90 fixed vendors from seven countries, including Bangladesh (where the slowdown hasn’t affected the manufacturing industry much).

These vendors are further connected to Nike through five exclusive dedicated agents. The $18.6 billion company is also gung-ho on ground activation activities, deploying over 70% of its marketing expenditure toward BTL promotions for sports like athletics, football and tennis. Besides, having ignored cricket for years, Nike (albeit belatedly) has recognised India’s undying fetish for the gentleman’s game and is batting hard to lure the consumer with cricket accessories (in its stores) and advertising campaigns.

To its disadvantage, Nike is not the only sportswear brand banking on cricket. Reebok has been doing it for years. Avers Rajiv Mehta, MD of Puma India, “Focus on several sports might help globally, but in India the competitive edge in sports only comes from cricket.” Puma recently announced its association with defending champions Rajasthan Royals as the official sponsor of their uniforms during IPL 09’.

Ravdeep Singh, CEO, Planet Sports, imparts some words of wisdom: “Right now, the core focus should be on the rising real estate and raw material costs.” Singh too is feeling the slowdown heat. “We are compromising with 25% of our margins,” he says, adding that although raising prices would have been an option in normal course to decrease pressure on margins, it would be suicidal in a slowdown.

Clearly, trouble is brewing! Their over-optimism may be well-warranted, yet global players in the footwear fray are a decidedly worried lot today. Brands that manage the slowdown today, without mortgaging the future, will be the eventual winners. Whether or not it was meant for them, yet to ‘Keep Walking’ is their only solution in sight!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
For More IIPM Info, Visit below mentioned IIPM articles.