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Mohda Cycles: Analytics To The Rescue

Mohda Cycles is a family-run Indian bicycle manufacturer that has been in business for over 60 years. They produce 1,800 bicycle configurations to meet growing demand in India. However, to remain competitive with large data volumes, Mohda Cycles needs to leverage analytics to improve operations, customer service, and stakeholder value. Their goals include using customer and component data to optimize sales, supply chain, and procurement.

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Sankalp Srivastava
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66 views

Mohda Cycles: Analytics To The Rescue

Mohda Cycles is a family-run Indian bicycle manufacturer that has been in business for over 60 years. They produce 1,800 bicycle configurations to meet growing demand in India. However, to remain competitive with large data volumes, Mohda Cycles needs to leverage analytics to improve operations, customer service, and stakeholder value. Their goals include using customer and component data to optimize sales, supply chain, and procurement.

Uploaded by

Sankalp Srivastava
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Mohda Cycles: Analytics to the Rescue

Rural India relies on bicycles for routine transportation, and bikes are
increasingly popular with environmentally conscious, middle-class urbanites.
But with an average of only 90 bicycles per 1,000 people, there is
tremendous growth potential for the market. For more than 60 years, Mohda
Cycles has dedicated their mission to the provision of affordable, quality
bicycles.

Low cost, eco-friendliness, and health benefits help keep bicycles a popular
form of transportation. India is the worlds second-largest producer of
bicycles, which continue to be the principal mode of transport for rural
families. Theyre also an antidote to urban traffic congestion for younger,
middle-class Indians.

Thanks to companies like Mohda Cycles, Indian bicycle and parts


manufacturing is recognized globally for quality and value. In 1951, the
Mohda brothers built their first 250 bicycles. Today, the company is going
strong and is still in the family, now operated by second and third
generations of the Mohda family.

Mohda Cycles built their success on a foundation of providing great product


selection, regular quality improvements, affordable prices, and by managing
business costs through streamlined distribution. The bicycle industry in India
is currently worth $1.2 billion annually, with a production output of about 15
million units. Each Mohda Cycles bicycle can have as many as 360 unique
components, and the company currently builds 1,800 different configurations
of pedal-powered and electric bicycle designs. To remain competitive as one
of the key players in the Indian market, Mohda Cycles needed to leverage
their growing data volumes to increase operational efficiency, improve
customer service, and provide greater value to their stakeholders.

The top objectives of the company are:

1. To leverage the value of large and growing customer volumes


2. Manage data for 360 cycle components and 200 models with an
average of three sizes per model and three colors per size
3. Accelerate operations in key business areas such as sales, supply chain
and procurement
4. Provide differentiating customer value by maintaining high service
levels.

Q 1: How do you think Mohda cycles can use data with analytics to meet the
above objectives and make their marketing/sales strategies more targeted?

Q 2: Deep dive into customer behaviour and use data analysis with business
knowledge to optimize daily operations.

Hema International Limited: Analytics to the Rescue

From sewing machines to ceiling fans, you can find Hema International
products in almost every household in India. And Hema wants to continue
building on this success with fast and market-driven business decisions. The
history of the company is as mentioned. In 1934 Indias first indigenous
sewing machine marketed under the brand name Hema. In 1946, the first
Indian sewing machine was exported. In 1968, Diesel engines were added to
the Hema product line. In
1975, Hema became a Public Ltd. Company. The number of employees is
2200 and the revenue is US$400 million. Hema deals with consumer
products. In 1980 Hema Sales became Hema International and a range of
home appliances were launched. Various of acquisitions were made and
finally the company was renamed as Usha International Limited in 2008.

Hema has always been an innovator in product design and their use of
technology. Today, Hema serves Indian consumers with a growing product
portfolio that includes ceiling fans, kitchen appliances, automobile parts, and
more.

In addition to their diverse product lines, Hema business activities include


manufacturing, marketing, and distribution. Hema has more than 33
warehouses, 70 company-owned retail stores, and a distribution network of
more than 14,000 dealers.

Hema is committed to pursuing excellence in all spheres of their business,


and they continue to build trust in their brand by focusing on customer
satisfaction. But just as Indias demand for consumer products has grown, so
too has the complexity of running a business that spans a nation of more
than 1.25 billion people. Hema stays ahead of the competition by responding
rapidly to changing market demands.
With their large and diverse operations, Hema has access to a lot of business
data. But to take full advantage of this resource they needed a high-
performance business analytics environment. They also wanted to gain
greater visibility across the countrywide enterprise so they could optimize
operations in key business areas like sales, supply chain, and procurement.

Future plans is to continue to gain an ever-deeper understanding of the


consumer through various sources, including retail point-of-sale reports, the
customer service portal, e-mail, and social media.

Q 1: How do you think Hema can use data with analytics to meet the above
objectives and make their marketing/sales strategies more targeted?

Q 2: Deep dive into customer behaviour and use data analysis with business
knowledge to optimize daily operations.

Malkan Bank: Analytics to the Rescue

From young Millennials seeking online banking, to retirement-minded baby


boomers looking for wealth management, to large corporations needing
solutions to capital requirements, 4.5 million customers count on Malkan
Bank to meet their financial needs. And by delivering on its promise to meet
those needs in the shortest possible time, Malkan Bank has emerged as the
largest online bank and fourth-largest retail bank in India. It employs 6318
employees and has a revenue of $990 billion. To sustain its success, Malkan
Bank also needs to anticipate its customers' future demands, interpret them
accurately, and provide a truly personalized banking experience.

Objectives
Respond to customer needs as quickly as possible
Gain insights into customer preferences to support a customer-centric
banking experience across all channels
Optimize the company's discount program (mDeals) by providing better
service to partners and more targeted offers to customers
Improve the performance of marketing campaigns by better understanding
customer behavior and anticipating future demand

Q 1: How do you think Malkan Bank can apply analytics to result in award-
winning customer relationship management and react quickly to their
requirements?
Q 2: How do you think Hema can use data with analytics to meet the above
objectives and make their marketing/sales strategies more targeted?

Q 3: Deep dive into customer behaviour and use data analysis with business
knowledge to optimize daily operations.

QuickFood: Analytics to the Rescue

Incorporated in 2011, QuickFood is Indias first and largest food technology


business. The companys forte lies in speedy and seamless delivery of
quality food, high in taste. As the only vertically integrated food business in
the country, QuickFood technologically operates all the three important
aspects of a Food on Demand business, viz. Ordering (the most convenient
ordering app in the country), Distribution (availability of food across different
cities) and Fulfilment (Delivery through the companys own logistics or
delivery boys). Series A from Sequoia Capital in FY2012 and Series B by
Lightbox Ventures, Sequoia Capital and Innoven Capital in FY2015, has
assisted QuickFood in its expansion plans significantly. With its wide
assortment of sumptuous meals from breakfast to dinner, delivered to
customers at any time of the day; QuickFood aims to become the best-in-
class Food on Demand business in the country, with the apropos tagline We
Got Your Food. With rapid and exponential growth, QuickFood is striving to
embrace new technologies to manage its growing business seamlessly and
offer better customer service.

Before the implementation ofan ERP package, personnel at QuickFood were


using the staple Microsoft Excel for preparing finance reports and POS for
transaction related activities. This legacy practice posed a great threat to the
security of all the critical data being worked upon.
Implementation of an ERP package streamlined the entire accounting
process ensuring optimum data security and transparency, all in real-time
basis. This provided managers and sales reps at QuickFood with instant
access to all the critical data that they can leverage to make informed
business decisions.

QuickFood wishes to expand its business and it is imperative to understand


what their customers think of their food variety and offering.

Q 1: How do you think QuickFood can use analytics to meet the above
objectives and make their marketing/sales strategies more targeted?

Q 2: Deep dive into customer behaviour and use data analysis with business
knowledge to optimize daily operations.

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