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He asked her, how she is communicating with her son who is in a city.
She told that she receives post card every week and it costs one rupee and
she replies with another post card. He told the team, if you want to reach
maximum number of customers in India you should keep price to one
rupee. The technical calculation at that time was to offer at six rupees per
call.
One more example comes from ICICI Bank. As India’s largest privately-
owned commercial bank, investment bank and insurance provider, it faced
many challenges when expanding its commercial banking business. The
company faced the same problem HUL did: establishing a relationship with
the country’s rural citizens. Building new bank branches would be too
expensive as the average deposit in rural areas would not be high enough
to cover the cost of operating a branch. Rather than opening branches,
ICICI decided to use existing channels such as microfinance organizations
and local fertilizer distributors.
ICICI had these organizations carry out some of the activities a bank
branch would, thereby giving it access to a larger customer base. By
supplementing an existing structure from other organizations, ICICI was
able to provide its services to a much larger market. It has pioneering the
concept of Employee on the Street or EOS. A business manager is
encouraged to recruit if he finds any person on the street to sell the service.
Peter Cappelli, Harbir Singh, Jitendra Singh and Mike Useem are
professors of management at the Wharton School of the University of
Pennsylvania and are the co-authors of The India Way: How India’s Top
Business Leaders Are Revolutionizing Management (Harvard Business
Press, 2010).