This Case is aboutÂ OPERATIONS MANAGEMENT, ORGANIZATIONAL CULTURE
PUBLICATION DATE: May 14, 2013 PRODUCT #: 113003-HCB-ENG
Transport Corporation of India was a logistics firm that supplied multi-modal transportation options to its customers.
Established in the year 1958, TCI had escalated from a ‘single person, one truck, and one office’ set-up to an organization with revenues of around $400 million in half a century.
.The increase of TCI was helped by the development of individual departments that provided its customers with specialized services – Express Cargo, Supply Chain Solutions, Seaways and Worldwide. In the year 2012, the business revived it attempts to cultivate cross selling across the departments with the hope that customer would raise -stickiness and foster growth. Yet, as the business attempted to push on the cross selling program across its various departments, it confronted myriad problems.
It needed to train its divisional sales staff about the services offered by sections besides their own; to move them to cross-sell; and to create intra-office confidence to ease cross selling.
Since the Joint Managing director, Vineet Agarwal, under the assistance of his father D.P. Agarwal, Vice-Chairman and Managing Director, TCI, and in combination with TCI’s Executive Committee, had initiated initiatives like guidance across divisions, competitions on cross-selling, and tracking of cross-selling leads, he was not convinced that these were adequate. Were there other customs in which TCI could effectively cross-sell?Transport Corporation of India (A) The Cross-selling Conundrum Case Solution
Could they set in place a system which particularly incentivized cross- sales staff to be motivated by sales? The (A) case focuses on TCI’s cross selling efforts as well as the tactical conclusions before it. Cases (B), (C), and (D) discuss special scenarios that illustrate problems associated with the cross selling initiative.