Professional Documents
Culture Documents
Gati Limited
Gati Limited
Gati Limited
Shubham -PGMF0921
Prof. S. Goswami
(Faculty: Strategy And Strategy
Overview
Gati ltd. Was incroprated on 25th April,1995 with its
registered office at Secunderabad.
It provide multi modal transportation include Road, Rail , Sea and Air and its
infrastructure facilities consist of rail transit centers ,surface transit centers and air
transit center across the country.
Gati website was inaugurated in 2002 which aims at rendering better services to
customers through which they can download information, lodge complaints
outlines and track its status, check price and transit time for shipment of any
Gati’s service.this implementation helped Gati to work pro-actively and provide
high level of customer satisfaction through reverse flow of information through
the website e-mail, SMS and toll free no.
Human Resources
Gati employed a workforce of 2,364 supported by 512 trainees from Gati learning school.
Gati brought fourth a higher level of critical appreciation of its performance management
system and linked it to business performance. It levered performance linked award (PLA)
as an impetus to gauge and reward performance.
The re-visit of the promotion policy opened a transparent career development map for all
employees of Gati especially those on the ‘fast track'. the revised promotion policy –
‘branded talent for tomorrow’ was based on careful diagnosis of the company’s operational
dynamics and enabled high performance to get on a ‘fast track ‘ growth route and reach
their deserving responsibility levels through special assessment centers .
Employees were informed of their strength and weaknesses at development centers and
advised on suitable means to develop themselves. the company attached great
importance to equip every employee and business partner with the right functional
competencies in their job .
Operation
Gati certified for design, marketing and providing cargo management services and
logistics solution . Gati established modern state-of-art warehouses at Gurgaon,
Ludhiana, Jaipu r,Indore, Kolkata and Pondicherry with multi-level stacking features for
effectively space utilization. Equipped with stackers ,forklifts ,cage lifts etc , they also
offers several benefits and services like online inventory control and monitoring , flexible
hiring options and billing/data collection.
In Sept. 2004 Gati entered into a special tie-up with India airlines and launched Gati
gold and Gati silver for speedy air delivery of time-sensitive consignments at several
major airports in India. this was a door-to-door pick – up and delivery for sensitive sub-
load cargo. the product provide a wide reach through multi-modal connectivity.
It offers value-added services such as flexible delivery options ,door pick-up and
delivery , online tracking and toll-free call number. Besides this it is more cost-effective in
comparison to other services.
Marketing
Gati marketing strategy aimed at attracting new customer and retaining old
ones. The clients of Gati included Hitachi , Pantaloon, Ford and Ranbaxy. A
series of activities were involved to serve the customers and make them long
term clients.
The dynamic market is constantly evolving and customers expectations were
on rise . Gati’s priority is to work toward personalized and innovative services in
order to build an everlasting relationship with customers.
The company took several internal and external initiatives in this regard including
changes in people and process. Management believes that the foundation of
any successful business is only as strong as the degree of customer satisfaction
.
Gati made it a primary responsibility to understand customers thoroughly and
delight them in the best manner possible
Integrated Logistic
Gati provides customised solutions by
integrating all the four stages of your business
— procurement, production, distribution, after
sales service and reverse logistics.
Gati offers its services as a 3PL or a third party
logistics provider. A 3PL provider allows a
company to-
Concentrate on core competencies
Create greater competitive flexibility and release
working capital
Get lean and agile
Exploit the better know - how and scale efficiencies
of logistics companies
Emerging challenges
In the express industry space was a perishable Item.
The limitation with regard to availability of space was the
foremost challenge faced by the industry.
Direct competition from unorganized sector player and
freight forwarders operating on lower profit margin was
another challenge faced by the industry where in a
collective approach could bing back the collective
services.
Due to liberalization of Indian economy and integration of
International trade increases customer requirement and
sacling up of operation lead to heavy investment by the
express industry in infrastructure setup, hub and new
technology.
Organized sector
This sector comprise national and international express
service with fully equipped infrastructure and other value
added services.
The last service provider were technology driven companies
with major emphasis on customer service and speed.
With the development of Just in time and E-commerce there
was a sizeable business opportunity for web-enabled
services: Convenience, Reliability and Speed were the
growth drivers.
Tracking services were offered by most of the organized
sector player.
The organized sector was mostly into the package segment
of the cargo management business.
Semi-organised
The semi-organized sector comprised players operating
within a limited geographical area.
Such companies generally had their own network of branches
and franchises in the region in which they operated.
However, Such companies did not have their own distribution
network, and relied on the network of other similar companies
in various location or acted as a wholesaler to organize
sector companies.
The semi-organized and unorganized players were mainly
characterized by high volume business and were operated on
price advantages.
Unorganised Sector
Un-organised sector comprised companies, which had
restricted operation within the boundaries of a particular
city( intra-city couriers).
Such companies were found in metropolitan and urban
cities and had one or more branches in those cities.
The delivery schedules were based on the urgency of
the consignments.
Operated on economies of scale where large companies
catered to the higher business volume.
This sector thrived on price and was unable to keep
pace with the market in terms of reliability and
timeliness.
Gati International
Gati pioneered the cargo management movement in India. And
then spread its wings over the sub - continent. The logistics leader
is now making its presence felt in the SAARC countries and the
Asia Pacific region.
Gati International, the global operations wing, provides us with a
strategic USP — an international reach, along with a highly
focused expertise in India - centric operations. This ensures that
Gati remains the undisputed leader not just in Indian operations,
but also in India - focused operations.
They have offices in Singapore, Hong Kong, China and Sri Lanka
which offer a range of distribution solutions to and from India
Gati takes care of the hassles of pick up, customs clearance and
delivery of freight and cargo.
Services offered include inbound air / sea movement and
outbound air / sea movement, along with:
H
Strategy Increase the business
of B2C (Courier).
Globalization
Company profile
Withdraw
L M H
Industry Attractiveness
Strategy
Gati limited has hybrid strategy of differentiation
and cost-leadership.
Strengthening the market standing, Brand
Positioning, Build on Core Competencies and
continue to enjoy the loyalty of customer results
in steady growth and value creation.
To position the company to focus on IT, Process
Improvement, Cost management and
establishment of state of art warehouse.
It proactively re-engineered its warehousing
infrastructure and made its operation more
mechanized, thereby reducing operational cost.
Pricing strategy
GATI can be classified based on their general
pricing strategy. GATI must decide whether
their approach is to use price as a competitive
advantage or to seek competitive advantage in
non-price ways.
Discount Pricing –
Competitive Pricing –
Full Price Pricing
Thank you..