Transport Corporation of India (A): The Cross-selling Conundrum Harvard Case Solution & Analysis

Transport Corporation of India was a logistics firm that provided multi-modal transport alternatives to its customers.

Established in the year 1958, TCI had evolved from a 'one man, one truck, one office' set-up to an organization with revenues of $400 million in around half a century.

TCI's growth had been helped by the creation of individual departments that provided specialized services to its customers - Supply Chain Solutions, Express, Freight, Seaways and Worldwide. In the year 2012, the company rekindled its efforts to nurture cross selling across the divisions with the hope that customer would raise -stickiness and foster growth. However, as the business attempted to push the cross selling plan across its various departments, it faced myriad problems.

It needed to train its divisional sales-staff about the services provided by divisions besides their own; to inspire them to cross-sell; and to create intra-division confidence to ease cross selling. Since the Joint Managing director, Vineet Ararwal, underneath the guidance of his dad D.P. Agarwal, Vice Chairman and Managing Director, TCI, and in conjunction with TCI's Executive Committee, had introduced initiatives like training across divisions, contests on cross-selling, and tracking of cross-selling leads, he was not convinced that these were enough. Could they put in place a system which expressly incentivized cross- sales staff to be motivated by sales? The (A) case emphasizes on TCI's cross-selling predicaments along with the tactical conclusions before it. Cases (B), (C), and (D) discuss special situations that attest problems related to the cross selling initiative.

PUBLICATION DATE: May 14, 2013 PRODUCT #: 113003-HCB-ENG

Transport Corporation of India (A) The Cross-selling Conundrum Case Study Solution

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