ISB Hyderabad

PGP 2019 – 2020

Course: SCAT
Coverage: First five sessions
Instructor: D.V.R. Seshadri
Questions for Assignments
Version 1 dated January 14, 2020
Honour Code: 4N
Note:
In the late stage of PGP, 7th Term, it is not worth
violating this code. Any violation will attract
severe penalty
CMR [Group Assignment]

1. What are the drivers of value for customers in each of the two segments (Homebuilders and
Commercial)?
2. How will you integrate the (conflicting) objectives (value drivers) of Blackstone and Blackstone's
customers as you work on the relationship?
3. How do the two segments differ in terms of drivers of customer engagement?
4. What categories of data in the case are missing that will help you to get a better grip of CEV,
including its various components, in the CMR-Blackstone relationship?

Zucamor [Individual Assignment]

1. To what extent is ‘value’ as the cornerstone present in the industry that Zucamor is in? In this
context, how easy is it for one player to break away from the rest of the industry?
2. Are there situations where price competitiveness is a superior strategy? Elaborate with reference
to Zucamor.
3. What additional data points will help you to think of innovative ways in which Zucamor can
profitably engage with its chosen customers? For which categories of customers does such
engagement make sense from both Zucamor’s and the chosen customers’ perspective, and why?
What could be the profile of such customers for whom deep engagement will make sense?
WESCO [Group Assignment]

1. What is the core competence of WESCO? How does this affect WESCO's decision to try and be a
tier-1 I supplier vs. a lower-tier supplier?
2. Can the NA program of WESCO be relooked at from a customer engagement perspective, and if
so, how?
3. What can Wesco do to enhance Customer Engagement Value from the perspective of Wesco’s
customers?
4. Given that Wesco has a choice of multiple suppliers for each of the SKUs that it procures, what
can the suppliers do to enhance CEV from the perspective of Wesco as customer?

Tata Steel’s inroads into the ECA Market [Individual Assignment]

1. What can TSL do to double its revenues profitably in the ECA Segment in the next five years, as
mandated by top management of Marketing & Sales of the company?
2. What aspects of customer engagement are Vivek Chauhan and his team missing that other
competitors may identify and use these as foot-in-the-door to strongly enter the market to
potentially displace the leadership that TSL had worked so hard to establish over the last many
years?
3. Was the company leveraging the digital platforms (that are vital in developing new services)
adequately to harvest market insights on an on-going basis? What would you suggest that Vivek
Chauhan and his team do to correct any lacuna?
4. The SME landscape is rapidly evolving in the country. What mechanisms are needed to ensure
that TSL can track emerging trends in the ECA markets? Importantly, Vivek Chauhan wondered
what additional data should his team gather from the ECA market comprising of the universe of
25,000 customers, including current customers and non-customers? What analysis approaches
would you recommend that TSL perform on this data, to ensure a better fit of TSL’s offerings to
the needs of the customers in this market? Vivek Chauhan was cognizant that competitors were
watching the moves of TSL in the ECA segment, and were likely to aggressively enter this market,
noticing TSL’s success in it.