Tranzum Courier Services (TCS) A Live Case Case Study Principles of Marketing
This report talks about the leading domestic courier service in Pakistan,
Submitted by: Anadil Mohammad Amna Fasih Ahmad Siraj Faizan Basit Submitted to: Ejaz Mian Date: 19/5/2012
in light of marketing concepts.
Table of Contents Initial Limitation .................................................................................................................. 4 Introduction ........................................................................................................................ 5 Origin ............................................................................................................................... 5 Milestones ....................................................................................................................... 6 TCS Today ........................................................................................................................ 8 Vision Statement ............................................................................................................. 9 Mission Statement ........................................................................................................ 10 Core Values: .................................................................................................................. 10 SWOT Analysis................................................................................................................... 11 Strengths ....................................................................................................................... 11 Weaknesses ................................................................................................................... 12 Opportunities ................................................................................................................ 12 Threats ........................................................................................................................... 12 Key Elements of the Marketing Strategy .......................................................................... 13 Target market ................................................................................................................ 13 Consumer Buying Behavior ........................................................................................... 13 Business Class ............................................................................................................ 14 Private Class ............................................................................................................... 14 One of the best Supply Chain ........................................................................................ 15 Marketing Mix ................................................................................................................... 16 Product .......................................................................................................................... 16 Promotion ..................................................................................................................... 19
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Print Media ................................................................................................................ 20 Radio .......................................................................................................................... 20 CSR initiatives by TCS ................................................................................................. 20 Pricing ................................................................................................................................ 22 Geographical Pricing ..................................................................................................... 23 Uniformed Pricing ...................................................................................................... 23 Zone Pricing ............................................................................................................... 23 Freight Absorption Pricing ......................................................................................... 23 Dynamic Pricing ............................................................................................................. 24 International Pricing ...................................................................................................... 24 Pricing problems ............................................................................................................ 24 Recommendations ............................................................................................................ 25 Conclusion ......................................................................................................................... 26 Contribution Statement .................................................................................................... 26 Works Cited ....................................................................................................................... 27
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Initial Limitation Initially we wanted to focus on sentiments express as we realized it was not marketed well despite its huge demand. The management of TCS told us that TCS is the largest domestic courier service in Pakistan while Sentiments express only deals with the gift delivery service. Its major revenue comes from other service department like domestic courier service which is still the flagship business in Pakistan despite the existence of competitors like DHL and FedEx. Due to this and the fact that Sentiment’s Express’s image
was backed by the image of the leading courier service, TCS did not see the need to promote one of its subsidiary services much. Hence, we decided on shifting our attention away from Sentiment’s Express and focusing more on the success of its sister company, TCS (Tranzum Courier Services). This we show in our report through a thorough primary and secondary research on TCS, analyzing it by using topics and methods covered in our marketing book, and giving our own suggestions to the company by which it can further enhance its success and reap both a large market share and profits.
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Introduction
Tranzum Courier Services Express, or better known as TCS Express, is a service-oriented company based in Pakistan which specializes in the dealing of carriage-able goods and documents. TCS Express’s operations start from the doorstep of the customer and end at the desired place through the most secure and reliable services. TCS Express’s mission, as described by Jamil Janjua, Group CEO at Tranzum TCS Express Worldwide, is to provide valuable service to customers which will not only contribute towards the consumer’s success, but also towards the profits of the company.
Origin TCS Express was born in 1983 as a domestic courier company after PIA Engineer, Khalid Awan, realized that there was a gap in the Pakistani market for courier services. This gap was created due to the Government of Pakistan not allowing foreign courier service companies, such as DHL, to operate locally and allowed them to carry out only international courier services from within Pakistan. Furthermore, before the advent of TCS, the only player in the Pakistan market when it came to domestic courier services was the state monopoly, Pakistan Post Office. However, this service was infamous for its slow deliveries and other bureaucratic inefficiencies. Khalid Awan, realizing the huge potential of a domestic courier service, wanted to exploit the opportunity. He undertook intense training at DHL and worked at its country manager for some time. He then set out to establish Pakistan’s very own first courier service company, in collaboration with DHL, with his brother Sadiq Awan. However, TCS’s operations were restricted to the handling of inward and outward transmission of
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business-related documents. But soon, TCS got its first break when Pakistani banks looked to TCS for help to handle the clearing of outstation cheques after they were bring threatened of privatization by the Pakistani finance minister, Mahboob-ul-Haq, due to some inefficiencies in the banks’ clearance process. TCS took up the
responsibility and this caused a growth in the company on a large-scale: a 200 percent increase in the network of couriers including foot runners, cyclists and delivery vans. All of this was needed to service the huge demand created by the Pakistani banks. The consequent result was TCS’s nationwide recognition and this helped TCS in opening its
branches/outlets across Pakistan.
Milestones Through investing into its business model and realizing customer needs and expectations, TCS has been able to achieve many milestones over the years of its operations. These milestones have indeed set quality standards and benchmarks for the express courier service.
1983 TCS was found in Pakistan, with 12 stations & 25 booking first day
1985 Countrywide Network Expansion to over 100 locations to meet Pakistan Banking
Council need
1989 Established Unique Gift Delivery Service, Sentiment Express (Gifts & Greetings)
1990s Emerged as the leading courier company in Pakistan (High Growth Years)
1992-96
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Diversification (Air Cargo and Trucking)
1997-2000 International Expansion (UAE & Canada)
2001-02 Major Investments and Re-structuring of domestic operation
2002 Formed TCS Aviation in order to become self-reliant International Expansion (UK) Formed Road Transport Company (Renamed TCS Logistics in 2006)
2003 Recognized in Harvard Business School ’s Case Study
2004 Ground Breaking of TCS customized operations and corporate office at Karachi
Airport, Total Area: 5400 sq yards; Established Visatronix; Acquired non-resident visa facilitation rights for the embassy of Canada, High
commission of India, Embassy of Spain, Italian Consulate Karachi; Formed TCS Air & Sea Freight Division; Formed Travel & Tour Company (INTIANA & VISATRONIX); Formed TCS Management Development Services Company (OCTARA);
2006 Established Mail Management Solutions division & Print shop; Acquired non-resident visa facilitation rights for Embassy of South Africa;
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2007 TCS awarded Super-Brand title; TCS awarded Brand of the Year award; TCS won 1st Telecom Excellence Award; Implemented ISO 9001:2000 in TCS Logistics;
2008 Brands of the Year Award; Brands Icon of Pakistan; Completed 25 years; Acquired non-resident visa facilitation rights for Embassy of Malta; Won the Logistics & Printing project of Election Commission of Pakistan;
2009 Acquired non-resident visa facilitation rights for Embassy of Egypt; Acquired non-resident visa facilitation rights for Malaysian Embassy Karachi; Through investing into its business model and realizing customer needs and
expectations, TCS has been able to achieve many milestones over the years of its operations. These milestones have indeed set quality standards and benchmarks for the express courier service.
TCS Today Today TCS is known for its trust and reliability element and has a strong presence not only in Pakistan, but also in the Middle East and North America. The company provides both domestic and international services to consumers, corporate, SMEs and households and is now the biggest network in the country.
Following
are
some
relevant
regarding the operating scale of TCS:
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figures
Monthly pickups and deliveries: 6 million Offices: 155 Continent of operations: 5 Professionals working with TCS: 7000 Express Centers: 530+ On-line and off-line locations: 2000 Satellites tracked delivery vehicles: 250 Chartered planes: 2 Couriers: 3000+ Employees: 6000+ Destinations: 3500
Currently, TCS operates with seven registered companies: five in Pakistan and one each in the United Kingdom (UK) and United Arab Emirates (UAE). TCS is the only logistics company in Pakistan that flies its own aircraft and also operates a 24/7 call center. TCS is headquartered in Karachi, near the Hajj Terminal at the Karachi Airport, and provides express and logistics services in the following segments: Consumer-to-consumer Business-to-business Business-to-consumer
Vision Statement “TCS will be recognized and respected as professional, innovative,
profitable information, and knowledge based logistics/services enterprise. TCS embeds internet based technologies into its internal operating structures and as business solutions for customers; with customer, employee and shareholder interests at
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the core of its operations; demonstrating a clear concern for ethical conduct and good corporate citizenship; with the objective of growing into a regional and global player, with emphasis on the Middle East, Europe and North America".
Mission Statement “To direct all our organizational efforts at building upon the existing organizational
strengths and brand recognition to achieve enhanced levels of profitable growth in the core business, and diversify into new areas that compliment and supplement the core business, with the diversification aimed at achieving excellence and industry leader status in the new areas. The TCS People will however be encouraged to be open to unconventional ideas and services and recognize new trends at very early stages".
Core Values: The goal set by TCS’s Management is to continually strive to achieve excellence - both on and off the job. Following are the core values of TCS:
Quality TCS people should direct every effort to deliver maximum value and satisfaction to our customers. Profitability through Efficiency Efficiency will be the hallmark of TCS people to optimize profitability and growth. Ethics Nothing unethical shall be practiced by TCS people in relation to our customers and the world at large. Justice Justice to be the guiding principle of TCS people. Exemplary Conduct Inspirational and motivational in everything that TCS people accomplish.
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SWOT Analysis Strengths
Independent and self-reliant cargo operations
Owns own fleet of trucks, vans and motorcycles
Country-wide branches
Independent planes and their licenses
More than 55% share in the domestic Pakistani market
7% share in the international market
More than 50% share in Overland express
More than 60% share in Sentiments express
Coverage of more than 200 countries through operations
Owns 5 major 24/7 sorting hub facilities
Owns a highly trained workforce
Heavy advertising in the domestic market
Has sufficient funds to fund itself
Internal generation of cash in the company is strong
High growth rate since inception
Has management control of the joint ventures in Canada and UAE
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Weaknesses
Lack of formal contacts with delivery persons
Has not been able to continue point of delivery I.T Support System
Does not own expert I.T systems and support
Relies in international partners for overseas operations
Family issues between the founding brothers have caused several problem in the company
Employee turnover is high and these employees eventually join competitors
Opportunities
TCS can easily expand its international operations and gain subsidies from the Pakistan government under the name of foreign exchange
The industry in which TCS operates has high barriers of entry
As Pakistan industries grow in size, so do the size of TCS’s profits since this
means more business for the company
TCS can benefit from the tax benefited leasing law in Pakistan and lease equipments to support its growth
Since TCS is the biggest in its industry, it can easily instigate several price wars in order to eliminate small competitors.
TCS can easily start its own domestic airline service as it has all the resources needed to start one (experience pilots, flying experience and license).
As it has developed its own fleet of airplanes, TCS can also establish its own set of sea terminals at ports for high shipments.
Threats
Legislative barrier like the Post Office Act of 1898 Pakistan International Airlines (PIA) has also started its own courier services
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The other competitors of TCS are experienced and have vast amounts of cash available to them
TCS has been an almost victim to corruption from favors instigated by the Pakistani politicians
A constant obstacle to TCS has been government bureaucracy
Key Elements of the Marketing Strategy Target market The services offered by TCS are such that they are required by all nearly all businesses weather large scale or small scale. Consequently TCS target market consists of the business market or the corporate sector. The corporate sector, the two major target areas for TCS are banks/financial institutions and export/import sector. Banks and financial institutions are the major target markets which generate a large percentage of its revenue. The main product is DOX in order to send drafts, cheques, agreements etc. TCS has traditionally remained dominant in this sector as it provides timely and speedy delivery. Another major target market of TCS is the export/import sector. It attracts businesses by offering different sized packaging and ensuring a safe and timely delivery of their goods. TCS also targets consumers. For example its students express and sentiments express targets customers looking for a quick and economical way to deliver goods or documents to places inside and outside their locality.
Consumer Buying Behavior The typical customers are categorized into two classes, the business class and the private class. The major reason why TCS is the market leader in the courier service is
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because of the perception that is associated with its brand. TCS is perceived as a value for money, efficient and timely method of sending things through courier services. The typical consumer perception varies from category to category. Firstly we will be discussing the typical buying behaviour of the business class clients.
Business Class This class usually consists of organizations; they outsource their courier needs to TCS. The main reason why they outsource their courier services to TCS is because of the timeliness factor coupled with the largest network a courier service has. This visibility gives TCS a great edge over competitors like DHL and OCS. Also the rate of the services provided is much lower than those of its competitors; this is one aspect that appeals to the profit oriented organizations. But there’s a flip side to the rosy coin, in international courier services, these very same ‘profit-oriented’ organizations choose DHL or FedEx as a courier service provider over
TCS because of the fact that TCS has relatively lesser visibility in the global arena. The effective distribution in international arena is limited to certain countries. Also for international deliver TCS’s charges are higher than its competitors. All in all, if
summarised the business class is an active customer class for TCS that is affected by the prices they charge for their services.
Private Class In the private class category, the main reason why people choose TCS over other courier service providers is because of the trust-bond they have come to associate with TCS. Many people in the class trust players that are reputed, and have been providing such services for the longest time period. TCS was the pioneer in the courier service provider category; this is the biggest reason many private customer use TCS over other service providers. Also many consumers that represent the younger generation associate innovation with TCS.
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The various event based promotions is seen as an innovative step by many young consumers and hence they like to try TCS products and services. Many people are swayed by the timeliness of the service by TCS when compared with OCS and other courier service provider. Having a vast number of outlets throughout Pakistan has enabled TCS to minimize time lags to a bare minimum and this has helped attract customers by earning their trust, through delivering their packages on time.
One of the best Supply Chain TCS has established one of the most remarkable supply chains in the courier service industry. Headquartered in Karachi, TCS today provides express and logistics services in the C2C, B2B and B2C segments. It has a wide network of 140 offices, making it the biggest courier of the country. In addition, it has over 350 retail outlets and over 2000 service locations worldwide. It has a fleet of 5 planes, 200 vehicles, 3000 bikes and 6000 employees to facilitate its operations. The new state of the art building is located near the port making TCS more efficient (Kotler, 2008). The most important aspect of the TCS supply chain is that it has established a value delivery network. By installing a customer friendly distribution system, TCS has achieved a leadership position in the express courier industry in Pakistan and is adamant to expand globally too (Kotler, 2008).
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Marketing Mix The marketing mix consists of four elements: Product, Price, Promotion and Place. We will talk about each one in light of TCS’s marketing strategy.
Product
1) International express services TCS operates in UAE, UK and Canada, other than Pakistan. it offers excellent speedy and fast delivery services internationally and covers about 3500 destinations across the world through its extended international network. Its international express services include:
Freight plus
This offers delivery of less urgent and large size shipments within 10-12 working days. But this service is not for domestic goods, its exclusive for export shipments. Moreover customer clearance is also provided.
Red box
TCS has come up with a red box to help customers safely deliver anything they want to from toys, books clothes to shoes or other accessories. The box is simple and, convenient and also cost in effective. Things can be sent to residents in UK, USA, Canada and Far East. TCS has gone out of its way to help customers show their loved ones how
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much they care with the innovation of the red TCS bx. Everything from its red attractive color to its material helps make the delivery service unique and safe. The box is available in two different weights ten kg and twenty five kg.
Students express
This service is especially for students. It delivers their documents to colleges, universities and other educational institutions anywhere in the world. To avail this service the student has to submit a copy of his/her id card along with the documents to be sent and the rest is taken care of by TCS.
2) Domestic express services
TCS is known as the most trusted name for delivering
a
wide
variety
of
documents,
packages, parcels, and cargoes within Pakistan. This includes:
MMS
Mail management solution MMS ensures continuous delivery of value. TCS imported state of the art printing and sorting technology from the best suppliers in Europe and Asia pacific. This has allowed TCS to operate as the only end to end solution provider in the category with the largest delivery network in Pakistan.
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Sentiments express
TCS sentiments express handles the gifts delivery service. It was started when the management realized there was huge demand from consumers wanting to celebrate various occasions like Eid or birthdays with their friends, family, and colleagues residing in a different city. TCS saw that these customers did not have an easy and cheap way to deliver gifts to their near and dear ones. So TCS came up with sentiments express which makes it easy for customers to deliver personalized high valued gifts safely. TCS offers a wide array of gifts ranging from gourmet cakes, floral bouquets, to various other gifts wrapped in a unique and attractive way , adding more meaning to people’s celebration.
Same day express
Overnight express
Red box
3) Logistics services TCS rightly saw potential of supply chain management in Pakistan and introduced its logistics wing as a registered company in 2002.
Overland express
TCS overland express is the market leader in door to door goods transportation in Pakistan by land through forty to fifty containers. This is especially suitable for
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companies that have to transport goods or merchandise in bulk to different cities all over the country within three days. Moreover packaging facility is also available. The main product offering are: • LCL (Loose container Load) • FTL (Full Container Load) • Hub to Hub delivery • Hub to Door delivery • Pallet boxes of 50 Kgs. • Built-in insurance of Rs 100 per kg Ware house and distribution
The W&D division provides total logistics and supply chain solutions in Pakistan. it has one of the most modern and efficient tools in warehouse management and out of the box distribution models.
Promotion TCS does not indulge into mass promotional activities like DHL does. The reason that TCS does not invest in mass marketing is because of its loyal customer base, also promoting itself on billboards has not being effective in the past. The only TV commercials that TCS does are for special occasion
like
Father’s
Day
etc.
But
even
those
advertisements were discontinued, since the cost incurred was
greater
than
the
actual
outcome
of
the
advertisements. On the other hand to create awareness of
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its occasion based schemes, media such as radio and newspaper are used extensively. The main concern is cost. The cost incurred in having a print advertisement and radio commercial is lesser than running an advertisement on TV. Also TCS is investing itself into e-marketing, whereby we saw that TCS ads started appearing on Facebook and other popular websites.
Print Media The infrequent nature of occasions makes way for advertising only for a limited time at a specific time of the year. This saves the overall cost as compared to having a TVC running all year round. This is an effective method of promoting its products and services, as it pin-points the targeted consumer effectively.
Radio Another media that is extensively used by TCS is radio. The major reason being cost. The cost incurred is lesser than running promotional content on TV. Another activity that TCS employees carry out is that they attract new clientele through radio, is the concept of giveaways. On selected events, give-ways are given as prize to random people who take part in a contest being held by TCS through radio.
CSR initiatives by TCS
TCS takes customer social responsibility very seriously, it has made it a fundamental part of its business. TCS has worked in collaboration with a lot of NGOs and governmental organizations such as SIUT, SOS village, drug enforcement cell among others to work towards a peaceful and prosperous society. th
10 young leaders conference 2011 This 6 day conference was an activity based event. The main idea was to make young aspiring minds to think creatively on
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the current issues of Pakistan. In essence the discussion led the young generation to believe that there is a bright future possible for Pakistan.
TCS and PUKAR relief work TCS joined hand with PUKAR an NGO, to work towards rehabilitation of oppressed people of Swat. Also TCS has placed donation boxes for PUKAR throughout its network across Pakistan. In essence it is working towards the rehabilitation of the internally displaced people.
TCS joins hand for relief work TCS joined hand with leading media partners to work towards relief work for those affected by the recent floods in Pakistan. TCS accepted donations in the form of cheques and cash for this noble cause, and established relief donation boxes across its entire network within the country.
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Pricing This section will delve into the pricing strategies adopted by the Tranzum Courier Services and will critically analyze their efficacy in the domestic and international context. A significant way of achieving high profitability is to retain existing customers who contribute to the service provider’s revenue by continuously purchasing and paying
more for products and services and building brand equity to the provider. Achieving and maintaining a high market share and a high price premium through attracting and retaining a loyal customer base is particularly significant in a business-to-business and business to consumer market (Rauyruen, Kenneth, & Groth, 2009, p. 175). Pricing is very important tool of any marketing mix and even more important in Pakistan’s courier service industry which is monopolistically competitive.
Loyal
customers are insensitive to price changes, which is also the case with TCS to some extent. However, the advent of numerous local and international players in the global Courier service industry has affected the consumer loyalties worldwide and customers are more likely to switch between service providers than ever before (Boronico, 1997, p. 80). Moreover, in TCS’s case, the firm is operating in a developing market with an escalating consumer base, thus, pricing is very important for the organization which will not only help it to attract new customers, but also allow it to sustainably retain them. TCS practices three different kinds of pricing strategies due to different nature of the business. The service it provides differs because TCS’s services vary from the type of
customer to the level of service to be offered and the geographical proximity of the service. Thus the pricing model needs to be completely different from that of traditional product manufacturers or service providers since the nature of their products and services is fixed, unlike the case of TCS where one business may want to send a parcel to Kazakhstan and at the same time a consumer may want to send a parcel within Karachi.
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To cater all these deviances in the extent of services provided due of the nature of the business, TCS have adopted numerous pricing strategies for different business units and consumer & business groups. Just like all the travel and courier business in the world, TCS too practices Geographical pricing which is quite evident from the TCS rate list attached in the appendix 1.
Geographical Pricing TCS practices extensive geographical pricing and the extent of it can be comprehended by the types of geographical pricing it has adopted. TCS has adopted five different types of geographical pricing strategies. The most important ones from them are uniformed
delivery pricing and zone pricing.
Uniformed Pricing Uniformed delivery pricing is mainly practiced in Sentiments Express in which the cost of cake with its delivery will remain the same no matter to and from which location it is sent.
Zone Pricing Zone pricing is mostly practiced in international courier services. As it can be seen from the TCS rate list in appendix 1, the international prices are categorized into different zones and each zone has a different price from other zones. The price stays the same no matter which location in the zone courier is sent.
Freight Absorption Pricing Sentiments express also uses freight absorption pricing to some extent as the products offered by sentiments express are not charged for freight charges. Now whether the freight charges are included in the price or TCS intentionally absorbs them to penetrate market is another case.
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Dynamic Pricing The essential characteristic of dynamic pricing is that prices are adjusted continually to meet the characteristics and needs of individual customers and situations. This pricing is mostly practiced in domestic & international mails and parcels. TCS offers a basic rate and then rates of specific different services can be added to the basic rate if the consumer wants to avail services that are not being offered in the basic rate free of cost. For example, if Mr. A wants to send a mail from Karachi to Lahore, then the basic rate is Rs. 140 per kg, however an additional surcharge is added if the mail is to be sent by ‘same day express’, which will deliver it same day rather than on the next working day
(TCS, 2012).
International Pricing It is very important for companies that operate internationally to set prices that are reconciled with each and every individual country. The most important price determinant in the international courier industry is the existing prevailing prices in the industry. TCS also practiced international pricing strategy as it operates in many other countries other than Pakistan along with major industry players like FedEx, DHL etc. Appendix 2 & 3 show the prices of TCS that are aligned with the international prices of major multinational companies. It can be deduced from the data that TCS’s international
prices are not very different from the FedEx international prices.
Pricing problems TCS is currently serving both B2B and B2C customers consecutively without any differentiation. For example, the mail delivery service is simultaneously used by business and other individual consumers and it is extremely implausible to differentiate between them with respect to marketing. There are separate services offerings for consumers
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and businesses but on many occasions directly go for the consumer service being offered. This is one of the issues TCS faces with respect to pricing. TCS does not practices competitive pricing which is evident from the comparison of TCS rates with that of local courier services. Appendix 4 shows the rate list of Leopards Courier Services, which is the biggest competitor of TCS in Pakistan. It can be noted from the comparison of Appendix 2 & 4 that TCS has quite high prices than its competitor because TCS believes its services are of better quality and does not believes in competitive pricing on cost of quality compromise.
Recommendations TCS have good pricing policies in practice. Currently they charge the highest price
domestically, however TCS can hold onto the market share by improving the quality of their service. Thus TCS should continue with this strategy as the loyalty of customer will be based on service rather than pricing. TCS should work more on promotion in order to improve the perception of their
reliability. Even though they have a good service currently, but a lot needs to be done to meet international standards. A very good and cutting edge method of promotion is to utilize the fleet of vehicles that is used to deliver couriers. A study of similar strategy used by DHL would be useful. DHL rejuvenated its promotional efforts by introducing this "the ultimate outdoor media vehicle" (Trickett, 2004). TCS should capitalize on its strong domestic market to target the international
segments. The strategy it should use is to focus on its core services and expand into other related chain of services such as starting its very own domestic or international airline services. This will not only incur profits for TCS but also help it in gaining a greater market share.
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Conclusion TCS Express is not only the biggest network of express and logistics operating within Pakistan, but is also the only courier service to operate its very own aircrafts. We believe, as mentioned previously in our report, that TCS should use this facility to its advantage and look into the possibility of operating its very own domestic passenger airline service. This would reap instant profits since TCS would be saved from incurring initial set-up costs such as hiring engineers and pilots as it already possesses all these. However, expansion into new markets will not be possible if the workforce of a company is not willing to do so. Thus, TCS should invest heavily into its workforce and strengthen them by training them for expansion and any future operations. Lastly, TCS should not forget that it still faces competition from several other courier services such as DHL, UPS and TNT. Thus TCS should also make sure that its strategy is one that can defend it in times when competition is tough.
Contribution Statement
Amna Fasih: Initial Limitation, Introduction Target market, Marketing Mix:
Product & Marketing Mix: Placement Anadil Mohammad Initial Limitation, Introduction, SWOT Analysis & Conclusion
& Recommendations. Ahmad Siraj: Marketing elements: Consumer Buying Behavior, Marketing Mix:
Promotion Faizan Basit: Marketing Mix: Price, Supply Chain Analysis, Recommendations.
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Works Cited Boronico, J. S. (1997). Postal service pricing subject to reliability constraints on service quality. Pricing Strategy and Practice , 5 (2), pp. 80-93. Kotler, P. (2008). Principles Of Marketing: A south Asian Perspective. New Delhi: Pearson Education. Rauyruen, P., Kenneth, M. E., & Groth, M. (2009). B2B services: linking service loyalty and brand equity. Journal of Services Marketing , pp. 175-186. TCS. (2012). Overland Express. Retrieved May 19, 2012, from TCS Pakistan: http://www.tcscouriers.com/pk/Services/ServicesDetail.aspx?ServiceId=19&CategoryId= 4 Trickett, E. (2004, November 8). Inside the mix: The ubiquity of DHL's delivery trucks played an important role during its recent relaunch. Retrieved May 19, 2012, from PR WEEK: http://www.prweekus.com/pages/login.aspx?returl=/inside-themix/article/50961/&pagetypeid=28&articleid=50961&accesslevel=2&expireddays=0&ac cessAndPrice=0
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Appendices
Appendix 1 1
Appendix 2 1
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Appendix 3 1
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