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Group_6__GreenDust_Revolution.pptx.pptx.pdf

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Group_6__GreenDust_Revolution.pptx.pptx.pdf

  1. 1. Greendust: Revolutionizing the Returns Process • Group 6 :- • Anik Jaiswal (04) • Ishu Khanna (13) • Nupur Kapoor (22) • Siddharth Mishra (35)
  2. 2. TABLE OF CONTENT 1. Company Background 2. What is Reverse logistics? 3. Circular Economy 4. Green Dust USP 5. Business Model 6. In-House Process 7. Technological process flow diagram 8. Value creation for customer 9. Responsive Supply Chain 10. Utilizing Information 11. How the activities fit together 12. Responsibility 13. Greendust since 2014 14. Competition 15. Latest update on Greendust 16. Conclusion
  3. 3. Background:-  Established in 2009  Sold branded, unused, seconds, surplus, and refurbished products at low prices.  Use reverse logic as sourcing engine.  Fastest $150 million run rate  14 repair center & 250 franchise stores  Offices in Dubai, Hong Kong and USA. Explored Four key areas:-  A buyback/ exchanged program for value customers.  Exploring environmentally conscious buyer  Expansion into emerging markets  Product category expansion
  4. 4. WHAT IS REVERSE LOGISTICS The systems required to take care of waste in a responsible, effective and sustainable way. Reverse direction of a typical supply chain. Is about movement of goods from a consumer towards a producer in a channel of distribution. Synonymous with material recycling and waste management to minimize cost, retrieve value from reverse flows, and fulfil legislative and environmental requirements. Plays the role of logistics in product returns, source reduction, reuse of materials, materials substitution, waste disposal, recycling, refurbishing, repair and re-manufacturing. Prevents the disposal of end-of-life products into the less environmentally friendly channels such as landfill and incineration. Considered as the backbone of ‘sustainable development’ in its economic and environmental footprint on business practices. The process of planning, implementing and controlling the efficient, cost-effective flow of raw materials, in-process inventory, finished goods and related information from the point of consumption to the point of origin for the purpose of recapturing value or proper
  5. 5. CIRCULAR ECONOMY Greendust, through its branding exercise,, has altered the perception of refurbished products and stresses the extended life of the products and low maintenance costs. Selling refurbished products contributes to the ‘green’ initiative of the OEMs in managing the ‘cradle-to-grave’ lifecycle of products. This represents a restoration cycle according to the circular economy framework. Essentially the reverse supply chain can be divided into product acquisition, logistics, inspection, disposition and sales.
  6. 6. GREENDUS T USP Converted an unorganized sector into a more organized one. Based on a unique hybrid retail model where reverse logistics is used as a sourcing engine. The company takes rejected, defective, unsold, returned products from OEMs, refurbishes them, provides a year’s warranty from their side, and sells them as factory seconds through their brand, Green Dust. By managing their (the clients’) returns, the unwanted products are pushed back into the market using Green Dust through an online and offline model. They are still OEM-branded products, for example LG or Whirlpool, but with a Green Dust stamp on them.
  7. 7. BUSINESS MODEL Strategi c Sourcin g Market Acquisition by targeting “ Value for Money” consumers Marketin g – Online and offline Sales offline- franchis ee, dealers Sales by locating close to customer Sales – Online, hybrid online Dispatch – GreenDu st Stores, Dealers Customer Fulfilment and Satisfaction Warrante e and Extended Warrante e
  8. 8. IN-HOUSE PROCESS Inspectio n & Procurem ent Defect Identificat ion Repairing and disposal of non- repairable Quality Check Packing and Labelling
  9. 9. VALUE CREATION FOR CUSTOMER Green Dust has created various values for its customers including :- Reducing product return costs by 25 per cent (including warehousing, people, transportation, etc), Increasing cash flow from systematic asset recovery, Improving asset recovery by 50 per cent, Not cannibalizing the new product sales channel from returned items, Increasing productivity by 10 per cent. Enabler for adhering to e-waste regulation by supporting to 4 Rs- reduce, reuse, repair and recycle
  10. 10. RESPONSIVE SUPPLY CHAIN Indian consumers demand a proactive approach to returns Fast communication between customer and supplier can facilitate order processing Electronic products lose 30% of their value in 4 months Proactively disposing returned, refurbished, and surplus products reduce revenue leakages (better cost control) Warehousing + inventory carrying costs = 20% of product value
  11. 11. UTILIZING INFORMATION Understanding consumer needs Different cultures Value oriented Quality products Reverse logistics One bad experience can end customer loyalty E-waste compliance Proper disposal of irreparable / outdated products
  12. 12. HOW THE ACTIVITIES FIT TOGETHER Cooperation between procurement and suppliers to receive products just at the time needed Marketing + GD repair centre find out what products were manufactured/rep aired Web marketing informs potential customers of product availability CRM activities + market planning to provide desired customer service levels CRM information exchange for supply chain planning and operations Production customization, point-of-sale data Warehouse releases, end- customer consumption Logistics ensure the product is available when and where desired by customers
  13. 13. RESPONSIBILITY • Green Dust enables manufacturers and retailers to become environmentally conscious and to comply with e-waste regulations. • Enforces the 4 Rs – Reduce, Reuse, Repair and Recycle. • Instead of Reverse Logistics and Recycling 201 allowing them to be dumped, Green Dust brings the rejected items to life and use by testing and repairing them. • Until now the company has prevented over 300,000 products from becoming scrap. • It also hopes to cover all possible product categories, since the potential of this business is not limited to electronics and consumer appliances. • Some of the products it collects will not be refurbished or resold, but the model supports eco-friendly destruction of such items. • Products sold by Green Dust may have dents, scratches and aesthetic damages, but they will be functional. • The products will not carry an OEM Warranty, but Green Dust offers a functional warranty of one year on all Green Dust-Certified products, unless otherwise specified.
  14. 14. GREENDUST SINCE 2014
  15. 15. COMPETITION
  16. 16. LATEST UPDATE ON GREENDUST • Changed business model from B2C to B2B in 2019 • Changed from inventory led business model to technology enabled service and solution company in reverse-logistics. No website for direct consumers anymore • The company will provide liquidation-as-a-service (selling returned and refurbished goods) to its partners without taking inventory ownership.
  17. 17. CONCLUSION • Greendust succeeded in reducing the high costs associated with product returns and create a successful business model • The business model largely depends on its partner companies and the reverse supply chain. • Lots of competitors jumped into this market segment. Companies like Flipkart leveraged their consumer reach with subsidiary like 2gud • This forced Greendust to find a new niche in reverse logistics ecosystem and collaborate with competition. • Geendust change its business model from B2C to B2B with zero inventory • Offered technology enabled liquidation-as-a-service to its partners • Other competitors were doing B2C business for last mile connectivity
  18. 18. FUTURE WORKS • Integrate grammar correction • Customer recognition through voice/visuals • Integrate with CBS and enable transaction using voice • Financial advices based on markets and transaction history • Enhancements to handle second level aggregation queries Thank You!

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