A Report

On

UNDERSTANDING THE PROCESS OF NEW PRODUCT

LAUNCH-REAL ESTATE

By
KAJAL JAIN
Enrollment No:18BSP0494

At
SHAPOORJI PALLONJI REAL ESTATE

1
 A Report
On

UNDERSTANDING THE PROCESS OF NEW PRODUCT

LAUNCH-REAL ESTATE

By
KAJAL JAIN
Enrollment No:18BSP0494

At
SHAPOORJI PALLONJI REAL ESTATE

A report submitted in partial fulfillment of the requirements of

PGPM Programme of IBS Mumbai

Date of submission: 12th May 2019

Company Guide Faculty Guide

Mr. Sanjeev Chaurasia Prof. Shashi Gupta

2
 AUTHORIZATION

Dated: 24/05/2018

TO WHOMSOEVER IT MAY CONCERN

We hereby authorize the submission of the Project Work titled “Understanding

the process of new product launch-Real Estate”, undertaken by Miss. Kajal
Jain (Enrolment Number: 18BSP0494) as partial fulfilment of the requirement of

PGPM Programme of IBS Mumbai (2018 – 2020). The project work was executed
under our guidance and no part of this report has been submitted for any other
degree or recognition before.

Sincerely,

Sanjeev Chaurasia Prof. Shashi Gupta

Shapoorji Pallonji Real Estate IBS Mumbai

3
 ACKNOWLEDGEMENT

The gratification and elation that accompany the fruitful completion of the Final
report would be unaccomplished without mentioning the people who made it
possible.

I would like to take the opportunity to thank and express my deep sense of
gratitude to Mr. Sanjeev Chaurasia (Site Head) and my mentor for giving me this
wonderful opportunity to work with Shapoorji Pallonji and to gain valuable
learning experience from it that I can apply in my future work life.

I am expressing my indebtedness to Mr. Satish Bala my reporting manager, as well

my Team Leader for guiding me instead of his busy schedule. Also for giving me
in depth knowledge on real estate sector that helped know many aspects of real
estate business according to RERA.

I would like to thank Mr. Ajay Sharma , Nation Sales Head allowing me be
member of Shapoorji family.

I would like to thank all the employees of Shapoorji Pallonji who were very
grateful throughout my tenure at the organization.

I would like to extend my sincere thanks to my faculty guide Prof. Shashi Gupta
for her constant support, guidance and encouragement throughout my internship.

4
 TABLE OF CONTENTS

1. Executive Summary
2. Introduction...................................................................................................7
2.1 Real Estate in India....................................................................................7
2.2 RERA .........................................................................................................10
2.3 About Shapoorji Pallonji ........................................................................12
2.4 Group companies of Shapoorji Pallonji..................................................14
3. Marketing Models & Theories.....................................................................15
3.1 SWOT Analysis .........................................................................................15
3.2 Porters 5 Force Model..............................................................................17
3.3 Product Life Cycle ....................................................................................20
4. Lead type and Sales value chain...................................................................24
5. About the Project...........................................................................................27
5.1 Objective of the Project:............................................................................27
5.2 Methodology................................................................................................28
5.3 Scope of work..............................................................................................29
5.4 Learnings.....................................................................................................30
5.5 Limitations .................................................................................................31
6. Conclusion..........................................................................................................32
7. References..........................................................................................................33

5
1. Executive Summary
This report is part of multiple projects executed at Shapoorji Pallonji Northern Lights. The internship
mainly requires me to understand Real Estate industry as a whole in synchronization with the current
events in the market and to absorb knowledge of market condition and schemes

The project enables me to have an insight into the various aspects of the sourcing manager,
closing manager, customer relationship management, customer engagement at site and also will
enable me to highlight gaps in existing process and make recommendations to address any issues
identified.

The scope of my work comprises of tasks like:

 To actively participate in product promotion.

 To assist at each phase in process of launch/customer walk-in.

 To Acquire New Customers and New Channel Partners.

 To Perform Business Development activities.

 To Strategize, Plan and execute Product launches.
 To Conduct Comparative and Competitive Analysis.
 To perform Customer Relationship Management post-sales.

6
 2. INTRODUCTION

2.1 Real Estate In India

The real estate sector is one of the most globally recognized sectors. In India, real estate is the
second largest employer after agriculture and is slated to grow at 30 per cent over the next
decade. The real estate sector comprises four sub sectors - housing, retail, hospitality, and
commercial. The growth of this sector is well complemented by the growth of the corporate
environment and the demand for office space as well as urban and semi-urban accommodations.
The construction industry ranks third among the 14 major sectors in terms of direct, indirect and
induced effects in all sectors of the economy. It is also expected that this sector will incur more
non-resident Indian (NRI) investments in both the short term and the long term. Bengaluru is
expected to be the most favored property investment destination for NRIs, followed by
Ahmedabad, Pune, Chennai, Goa, Delhi and Dehradun. India's rank in the Global House Price
Index has jumped 13* spots to reach the ninth position among 55 international markets, on the
back of increasing prices in mainstream residential sector.

Market Size

The Indian real estate market is expected to touch US$ 180 billion by 2020. Housing sector is
expected to contribute around 11 per cent to India’s GDP by 2020. In the period FY2008-2020,
the market size of this sector is expected to increase at a Compound Annual Growth Rate
(CAGR) of 11.2 per cent. Retail, hospitality and commercial real estate are also growing
significantly, providing the much-needed infrastructure for India's growing needs.
Private equity and debt investments in India's real estate sector grew 12 per cent year-on-year to
US$ 4.18 billion across 79 transactions in 2017. In 2017, M&A deals worth US$ 3.26 billion
were made in India’s real estate sector. Private equity investments in Indian retail assets
increased 15 per cent in CY 2017 to reach US$ 800 million. India is expected to witness an
upward rise in the number of real estate deals in 2018, on the back of policy changes that have
made the market more transparent. Sectors such as IT and ITeS, retail, consulting and
e-commerce have registered high demand for office space in recent times. The office space
absorption in 2017 across the top eight cities amounted to 18 million square feet (msf) as of

7
September 2017. Private equity inflows in office and IT/ITES real estate have grown 150 per
cent between 2014 and 2017 backed by a strong attraction towards office sector. In 2017, new
retail space of 6.4 million has finished and supply of around 20 mn sq ft is expected in 2019.

The following graph represents the annual growth of the real estate market in India

8
Investments/Developments

The Indian real estate sector has witnessed high growth in recent times with the rise in demand
for office as well as residential spaces. Private Equity and Venture Capital investments in the
sector have reached US$ 4.1 billion between Jan-Nov 2018. Private Equity and Venture Capital
investments in the sector have reached US$ 4.1 billion between Jan-Nov 2018. Institutional
investments in India’s real estate are expected to reach US$ 5.5 billion for 2018, the highest in a
decade. According to data released by Department of Industrial Policy and Promotion (DIPP),
the construction development sector in India has received Foreign Direct Investment (FDI)
equity inflows to the tune of US$ 24.87 billion in the period April 2000-June 2018.

Government Initiatives

The Government of India along with the governments of the respective states has taken several
initiatives to encourage the development in the sector. The Smart City Project, where there is a
plan to build 100 smart cities, is a prime opportunity for the real estate companies. Below are
some of the other major Government Initiatives:

Under the Pradhan Mantri Awas Yojana (PMAY) Urban, more than 6.85 million houses have
been sanctioned up to December 2018.

In February 2018, creation of National Urban Housing Fund was approved with an outlay of Rs
60,000 crore (US$ 9.27 billion).

Under the Pradhan Mantri Awas Yojana (PMAY) Urban 1,427,486 houses have been sanctioned
in 2017-18. In March 2018, construction of additional 3,21,567 affordable houses was sanctioned
under the scheme.

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 2.2 RERA: Real Estate Regulatory Authority

An act to establish on 1st may 2017, Real Estate Regulatory Authority (RERA) for regulation
and promotions of the real estate sector and to ensure sale of plot, apartment of building, as the
case may be, or sale of real estate project, in an efficient and transparent manner and to protect
the interest of consumers in the real estate sector and to establish an adjudicating
mechanism/speedy dispute redressal and also to establish the Appellate Tribunal, to hear appeals
from the decisions, directions or orders of the real estate regulatory authority and the
adjudicating officers and for matters connected therewith or incidental thereto.

Under RERA, all developers need to register to launch projects, which get registered only after
all necessary permissions and land for the project are in place. They are required to provide all
the mandatory information to be up on the official website of RERA to help buyers take an
informed decision about buying property.

10
Developers will have to price in the cost of capital which they are forced to block in escrow
account – 70% of cash inflows goes exclusively into this account and interest on land and other
costs incurred by developer prior to project launch will have to borne for longer period by
developer. Developer also has to estimate costs at the time of possession before project start in
spite of its low visibility at the beginning of a project.

RERA would likely to increase customer confidence and improve demand prospects over the
long term, but in the short-term, it may pose various challenges for developers, like:- lower
launches due to RERA and market uncertainty higher costs due to RERA and GST for new
launches and ongoing projects.

11
 2.3 ABOUT COMPANY

In 1865, Shapoorji Pallonji, then known as Littlewood Pallonji & Company, a contracting firm,
started its first project the iconic Malabar Hill reservoir, followed by the footpath of Chowpatty,
both in Bombay, as the city was then called. The reservoir, to this day, supplies water to half the
city of Mumbai. Shapoorji Pallonji rich and diverse legacy makes business one of the country's
oldest, largest and most reputed engineering and construction firms.

Today, Shapoorji Pallonji is a well-diversified business, with clients in over 71 countries,

delivering complex and challenging projects for over 150 years. Operations encompass 6 major
business areas with 13 group companies, 3 divisions and a strong employee base of over 60,000
professionals from across 40+ nationalities. Above all, Shapoorji Pallonji are engineers at the
core, committed to delivering projects and solutions globally with the help of state-of-the-art
technology, the results of which will last for generations.

SHAPOORJI PALLONJI REAL ESTATE

Shapoorji Pallonji has developed many of India's iconic skyscrapers, IT parks and affordable
residences that enrich lifestyles. Shapoorji Pallonji build quality homes with impressive facades
and amenities; in 1928 Shapoorji Pallonji provided a swimming pool for Acropolis, Patropolis
and Heliopolis, the first for any residential project in Bombay.

Prominently driving India's real estate sector since 1970 with innovative design, flawless
execution and quality at the core of each project. With Joyville, an affordable housing project JV
between Shapoorji Pallonji, Actis, IFC and ADB, Shapoorji Pallonji are set to deliver 20 million
sq. ft. of housing stock over the next eight years, evoking trust and reliability in the industry.

12
Key Achievements
 The Imperial, Mumbai, is India's tallest luxury residential twin towers with 60 storeys
each, soaring 258 meters high. The project has won a record 11 CNBC Awards and 10
Asia Pacific Property Awards in a single year.

 Shukhobrishti, Kolkata, is India's largest affordable housing project, spread over 150
acres with 20,000 residential units.

 .Joyville, Kolkata, winner of the 'Best Affordable Housing Project' in 2017

20K :Apartments at the largest affordable housing project in India, at Kolkata

20 : Acres of SP Infocity IT parks spread across India

60 : Storeys at The Imperial, Mumbai, the tallest twin towers in India

15K : People working with SP Infocity across Locations

7 :Cities have Shapoorji Pallonji Real Estate projects

13
 2.4 GROUP COMPANIES OF SHAPOORJI PALLONJI

14
3. MARKETING MODELS & THEORIES

3.1 SWOT

Strengths:
 Known for its construction quality, also SPRE is in joint venture with other builders
for construction
 150 years of legacy in construction which brings trust between consumers.
 IGBC (Indian Green Building Council) approved buildings.
 Use of SALESFORCE for Customer Relationship Management
 Land used for construction is owned by Forbes which enables economical price
offerings
 Facility management team and various house maintenance appliances are offered by
Eureka Forbes

15
Weakness:

 Lack of online presence and social media.

 Channel partner has many grievances. (Brokerage issues).
 Lack of motivation for employees.
 Customer has negative perception for CRM team
 Cancellation process

Opportunity:

 Expansion of online presence and digital marketing. (wider audience for relatively
little expense).
 Expansion in new geographies.
 Different sectors. (low price range, affordable housing)
 A celebrity/influencing personality can be hired as brand ambassador
 Exceptional provision of negotiation should be given to potential prospects

Threats:

 Intensively competitive market - competitor can easily influence the market by

keeping the low pricing
 Substitute product – due to high pricing customer can easily switch to another brand
 Dishonest Channel Partners – Customers opting through can channel partners can be
diverted to competitors for Channel partner’s profitability
 Change of sourcing team – This team is kidney to any real estate firm, any employee
who is switching the company from this team can take away the business generated
by them

16
3.2 PORTER‟S 5 FORCE MODEL

Bargaining
power of
Buyers
(Low/Medium)

Threat of New Competitive Threat of

Entrant Rivalry Substitutes
(Low) (High) (Low)

Bargaining
power of
Suppliers
(Medium)

17
Threat of New Entrants:

 This one seems to be relatively low, It is not easy for someone to just enter into the
market and build a quality project.

 There are innumerable regulations and other obligations to be dealt with before entering
into this market.

 Real estate used to be known as unorganized sector until the year 2017 when RERA has
arrived and now it is functioning as organized sector.

 This is the segment where brand reputation and history of player in market are kept as
evaluating parameters.

 The amount of working capital and cash flow is required is difficult to maintain, also
resources are not easily available

Threat of Substitutes:

 This factor purely depends on consumer’s requirements though we can define this as
comparatively low

 The ticket size i.e. the pricing and payment scheme can be threat to any product under
this business.

 The revised GST on housing can also be reason for substitutes for an example two
different products of same ticket size but of different GST rates due its project type.

 Channel partners influence can also play a vital role in substitutes promotion.

 The location and connectivity of project is something that can not be substituted by any
other project

Competitive Rivalry:

 Thane market is highly competitive when it comes to real estate which is currently known
as modern economical residential place. (Thane comes under Smart City and there are
approximately more than 50 new constructions are taking place currently)

 Competitor can easily influence the market by keeping the low rates and attractive
payment schemes.

18
  The market also lures many investors due to its lucrative nature which promotes the
competition

 Channel partner who generates the more than 70% of business are working with multiple
developers that sums up to competition (As the preferred inventory was not available
channel partners were directing the customers to other Thane projects)

 Poaching is done for sourcing resources on higher pay package to overtake the business
partners (Shapoorji’s most of the employees are hired from Lodha)

Bargaining Power of Buyers:

 This fluctuates, depending on the market condition. If market is in favorable condition

the bargaining power of buyers are low however it is slightly high in other scenarios.

 When the project is in its pre-launch and launch phase, the bargaining power is absolutely
low as builder has wide range of inventory available and this is the most crucial and peak
time for selling of any construction project.

 The result of launch phase is the units of inventory that a builder left with now this is the
sustenance phase where buyer has bargaining power because builder is often not able to
offer desired inventory

Bargaining Power of Suppliers:

 This is medium as there is negligible threat of forward integration by suppliers. There are
ample number of suppliers of Raw Material and Labour for Shapoorji Pallonji Real
Estate

 It is biased on concept of supply and demand of raw materials, construction labor union
and geography in which the project is being developed.

 The revised GST for real estate has given some bargaining power to suppliers are the
GST on raw materials is fixed however for builders in order to sell any unit will be based
on project type


19
3.3 Product Life Cycle

Introduction
 Unlike the other product and industry, the introduction phase of any real estate product is
only about floating information in market that a product will be launched soon.

 This the phase where builder or developer is waiting for the RERA number for to arrive
for project in order to give project information to all its channel partner and potential
customers.

 The builder is only allowed to give idea to it’s customer stating that a new property will
be launched to so and so area which can be done using brand campaigning which should
not include any information about the project.

 Shapoorji Pallonji did a massive brand campaigning in Thane for roughly 4 months
before launching Northern Lights, the launch date was not declared however a tentative
week was communicated to all the Channel partner as a launch day, so they can start
segmenting their prospect clients for future

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Growth Stage
Growth Stage for any real estate product can be defined by its pre-launch phase
The pre-launch phase for Northern lights is from 9th March to 19th March. Only the tentative
pricing was disclosed for each configuration type. At this phase a expression of Interest is taken
from who are willing to be part of Northern Lights Family.
Expression of Interest :- Rs.45000/- amount is collected as token amount which is refundable
and unit preference is considered where as it does not promise or commit to allocate the same
unit.
In period of 11 days 2500 customer walked in and 500 EOIs were collected so the conversion
rate is 20% in Pre-launch phase

21
Maturity
Launch phase of real estate project is typical maturity phase where maximum of selling takes
place and 80% of inventory is targeted to sell
On 20th March the product was launched with it’s pricing , which was less by 7 lacs than the
promised pricing. On 20th March onwards the Unit allocation process was initiated.
The conversion rate from EOI to allocation(Final Purchase) is 50% to 60%
In the launch phase no EOI was being accepted, direct bookings were offered with available
options/ available inventory, the conversion rate for fresh walk-in to final purchase is 10%.
Following graph gives the typical unit allotment behavior in Launch phase. Weekdays are pretty
slow if business is considered where as weekends are at its peak. Gudi Padwa proved to be the
most favorable day for the business.

Unit Allotments
80

70

60

50

40

30

20

10

0
Weekdays Weekends Gudi Padwa

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Decline Stage
The last but not the least is decline stage is for life cycle of nay product which is termed as
sustenance phase for real estate product. As soon as the launch is over the sustenance phase
starts.
The product has almost lost its charm in this phase and in order to attract the customer the
builder has to come up with some schemes or events to keep the identity of product alive.
This phase must target to sell all the remaining inventory which is 30% to 5%. Of total stock.
The following figure shows the number of customers that visits the site during the sustenance
phase.

20
18
16
14
12
10
8
6
4
2
0
Number of walkins

Out of these 20 customers only 2 customers will make the final purchase that is booking.The
conversion rate is 10 % same as maturity phase.

We can conclude that minimum of selling happens in sustenance phase with extremely slow
speed by using maximum of efforts.

23
 4. LEAD TYPE AND SALES VALUE CHAIN

Lead Type
Following are the customer business lead types in real estate insutry:
1. Direct customer:- These are the customer who walks in directly to the site for the the
project information source can be digital media, SMS , News paper, hoardings,
advertisement
2. NRI customer(Non-Resident Indian) :- There buying motive is investment most of the
time.
3. Channel Partner:- These are the business partner who get their own client through their
sources and for each client conversion fee is paid to CP.
4. Corporate Client/ Employee: These customers are employee of Shapoorji who are
given benefits or discount over regular customer .

Customer type

15

10

70

CP Employee NRI Direct

24
Sales Value Chain

A standard process is followed for all the customers in order to achieve the final sales , which
can be depicted from the steps of sales value chain.

Few steps in sales value chains are explained beow:-

3D model
The project is explained to each customer using a 3D Model of Northern Lights, which gives out
information about location , amenities, typical structure of basement, podium and tower .The
actual drone shot images are displayed around the structure to have better understanding of
various views from the tower.
3D layout of apartments
A 3D layout is demonstrated of all the configuration offered at Northern Lights 1BHK,
2BHK(Regular), 2BHK(Larger) , Jodi layout 1+2 BHK, Jodi layout 2+2 BHK this gives the
customer thorough understanding of configuration and dimensions for apartments .

25
AV(Audio-Video representation)
A small auditorium that gives feeling of theater is build in the site office , where video graphic
representation of project is given. It comprises of three clips, first clip gives detail of background
, history and innovative constructions done by Shapoorji, second clip is a drone shot video of
Thane geography which gives brief of connectivity of major prime locations od Thane with
respect to Northern Lights, third clip gives graphical representation of entire project .

Sample Flat
Customer is given a demonstration of sample flat i.e show flat, which helps customer in
experiencing the look and feel of the end product and also triggers the buying decision.

Understanding of cost sheet

The various payments plan available are offered to customer as per their requirements which are
CLP(construction linked plan), Annual plan. Subvention Plan. The customer makes the final
decision on the basis of their own cash liquidity and cash flow frequency till project possession
year.

26
 5. ABOUT THE PROJECT

5.2 Objective of the Project

To gain knowledge about Industry by achieving following:

Understanding the real estate as market and its functioning.
Basic terminologies which is used and area calculations
The RERA guidelines and basic knowledge of RERA.
Understanding of payment cost sheet and housing loan processing.
Documentation required for registration and booking.

Understanding the product life cycle:

Actively participate in each phase of product life cycle to closely understand the behavior of
product and prepare a report on it.

Understanding the consumer behavior:

Interacting with the customer during the business transaction and at each step of sales value
chain to understand their behavior and requirement.

Generate leads for the business:

Encourage customers for site visit and following up with them after visit for closure.

Business partner activation:

To tap the local channel partner which can boost the sourcing of potential clients.

27
5.2 Methodology

Brand Campaigning: - The project is entering into new market i.e Thane , before the project
could be launched it was essential for Shapoorji Pallonji to establish a brand recognition in
Thane market , which was done with help of Brand Campaigning . Hoardings were displayed
almost at all the prime locations and at junctions.

Product Training and Knowledge: This Comprises of an overview of the projects of Shapoorji
Pallonji in detail. To know how one project, differs from the other, in terms of location, theme,
design, structure, target customers and amenities

New Channel partner activation:- Channel partners are spinal cord of any Real Estate
Business, they generate 75% of the business. To support this spinal cord segment of business
regular Channel partner meets are conducted and they are motivated to boost the sales.

Corporate tie-ups:- Shapoorji is a conglomerate company and the employees working under
Shapoorji umbrella are given attractive discounts on each purchase at Northern Lights. To
promote the same offers a promotion is done in all the child and sister company of Shapoorji.

Cold calling: This is most common and effective way for generating a lead. The data collected
from various sources is used to filter out potential customer. These customers are then sent
invitation for site visit. Even the NRI segment is tapped through this methodology to give out the
information about events and Road shows organized in foreign countries to introduce Northern
Lights.

28
5.3 Scope of work
Competition analysis :-Understanding of various competitors present in the market, visit
competitors site and prepare a report on it using various parameter.

Corporate tie-ups:- Scheduling and attending meetings for corporate tie ups through calls or
meeting in person with HR of the company.

Generating leads:-Communicating with channel partners and customers through calls, emails to

circulate invitation of site visit and launch.

Floor management and client handling:- which consists of generating a token for client site
visit, site tour and initial registration. Interacting with walk-in customers at the site to educate
them on project through presentation of site model , video graphic representation of product , site
and brand. Demonstration of end product i.e sample flat which consists of the configuration and
specification of flat and helps customer to have real time experience of product. Assisting the
closing manager with final process i.e booking where a lead is converted into customer

Customer Relationship Management: Explaining booking application process to customer

Perform the registration and documentation process during booking. Verifying the documents in
case of missing documents or incorrect documents

Activating new channel partners: Target new local channel partners which can help in
generating more business through sourcing. Gathering the data of local channel partners who are
already active with current market competitors through various website. Scheduling a meeting
with them to brief them about project and their benefits and support as a business partner.

29
5.5 Learnings:

I got acquainted with corporate environment and the principle of discipline and most importantly
Time Management. I learnt the work culture existing in Shapoorji Pallonji.

▪ Conflict handling– when There are times when customer and Channel partner are not on the same
page at this time I as Shapoorji face had to resolve on the conflict with respect to project details and
pricing and schemes.

▪ Negotiation skills are very important in selling and promotion. Right price for the right product and
good promotion depends on the market situation, benefit for company, etc.

▪ Concept selling technique- In real estate, most of the time, we have to sell the concept and not the
physical product. It involves emotional decision and once in a lifetime purchase for the customers.

▪ Presentation skills also improved with the customer handling. I learnt different ways for pitching
various kinds of customers since every customer has a different mind-set, requirements and
knowledge about the product. Improved the situation handling ability and convince people in our
favour.

▪ Time management is very important aspect in handling the multiple tasks. Ability to communicate
with the Channel Partners with clarity of thought and provides information that enables them to do
business with company.

30
5.5 Limitations:

 The property purchase is time consuming activity as the amount that a customer is
spending is huge and requires few arrangements
 Conversion ratio is uncertain as it varies phase to phase and also depends on mark
 The information extracted from channel partners is vague at times so the end result of
filtering the data remains uncertain.
 Some customers that walk-in to book apartment have financial constraints even if they
want to book.

31
6. Conclusion
 Real Estate is not only about delivering the product but also about delivering services
post sales.
 Understanding the client and market requirement is must if product has to be successful
 Product can showcase great performance even if market conditions are not favourable
 Brand value builds trust and excitement for customer.
 The digital presence is where Shapoorji as a brand is lacking, it needs be aggressively
covered at all the online platforms


32
7. References
https://www.ibef.org/industry/real-estate-india.aspx

https://www.business-standard.com/article/companies/shapoorji-pallonji-group-the-construction-giant-
run-by-cyrus-mistry-s-father-116102500288_1.html

https://www.shapoorjipallonji.com/timeline

https://en.wikipedia.org/wiki/Customer_engagement

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