• GROUP C8

• UM17360 Sumit Sandilya

• UM17363 Saraf Pratik Liladhar
PRO CLEAN, • UM17364 Satya Suraj Patra
TENNESSEE • UM17365 Shipra Priyamvada
• UM17367 Shubham Sharma
• UM17368 Shuvam Kumar Patra
01 02 03 04 05
The carpet cleaning For the 5-year period The carpet cleaning 77% of the firms which 4 out of 5 firms that are
industry in the United ending in 2017, the industry is responsible are currently operating in currently working within
States generates an industry achieved an for about 10% of the the carpet cleaning the carpet cleaning
average of $5 billion in annualized growth rate overall cleaning industry industry in the U.S. industry are either sole
revenues annually. (IBIS of 1.6%.(IBIS World) revenues. (Service employ 4 or fewer proprietors or work as
World) Monster) employees. the only employee for
their business.

US CLEANING INDUSTRY (CARPET CLEANING)

– MAY’18
 POLITICAL Stable to political alterations

Cleaning spends depends on

ECONOMICAL Economic condition of people

PESTLE SOCIAL Word of mouth

ANALYSIS
Developments in New Cleaning
TECHNOLOGICAL Techniques

On time delivery
LEGAL
Safekeeping of goods

Safe disposal of chemicals

ENVIRONMENTAL
Condition of vans
Bargaining Power of
Suppliers
The market is mature and all
possible positions from low
cost-low quality to high cost-
high quality competitors have
been taken
Price competition has ensued
and the bargaining power of
suppliers is low
PORTER 5 FORCES
Bargaining Power of
Buyers
Customers have high bargaining
power as a result of the large
choice available
Threat of Substitutes Threat of New Entrants Rivalry among existing
firms
The threat of substitutes is high There are low-entry barriers High levels of competition as a
There are numerous substitutes and it’s easy to enter and exit result of industry conditions
in the form of increasingly the market
powerful and versatile multi- New national chains are
functional vacuum cleaners aggressively entering the
and other cleaning equipment market
that cleans carpets and other
flooring
Throwing out soiled or old
carpets and replacing them is
another option
There are numerous
inexpensive flooring
alternatives to carpets
4/5
 Site hits
Digital
App Downloads

Critical CRM
Customer Retention Rate
Conversion Rate
Success
Factors Number of Subscriptions
CLV Average life time of
subscription

Utilization Rate
Operations
Turn Around Time
 Cost savings
24X7 Customer Support
Customers Value for money
High perceive value

Achieve its monthly target because they will able to

Employees monitor the sales data
Career Progression

Stakeholder Able to monitor demand in production plants

Suppliers Reduce lead time
Analysis Demand Forecasting

Place order for high demand product

Prevent situation of stock out
Distributors Increase Profit
Increase customer satisfaction

Increase the opportunities for society at large

Environment/ Sustainability Develop a healthy work-life balance for their employees
Contribution to the GDP
 Training – Exhaustive training for digital transformation of employees for creating a culture of growth and
innovation.

 Business Model – Carpet Cleaning

 Process - There were two methods of carpet cleaning available in the market:
• Steam Cleaning – Vacuum the Carpet Steaming the Carpet
• Dry Cleaning/Chemical Cleaning - Chemical compound to treat the Carpet Cotton bonnet
spinning on a rotary machine Cotton Bonnet absorb the dirt into the cotton pad
Digital Transformation involves transformation of process to build a new kind of service organization

 Partners – Carpet Business Owners and Real Estate Agents

 Technology – Transformation of technology for a edge centric, cloud enabled and data centric world and
for that they should have a software defined hybrid operating model so that they can create and deliver
everything as a service dynamically

ECO FACTORS - Factors why the company stay in the Industry

 Strategy –
• Marketing Strategy - Target all potential residential customers in Knoxville without bothering to focus
on demographics
• Technology Investment Strategy – As a service consumption models to optimized IT investments

 Resource –
• Cleaning tools and equipment
• Van
• Human Recourses
 Competitive Advantage –
• Standard low price for standard cleaning services
• Close to customer base
 Skills - Salesforce, Employees and Marketing

ECO FACTORS - Factors why the company stay in the Industry

 Comprehensive
Mission & Strategic Development of
Implementation
Goals Business Case
Plan

Performance Issues
Target Processes & Addressing Change
& Improvement
Feasible Alternatives Management
Goals

BPR Yes / No? Management of BPR Performance

Measurement
Metrics

BPRA READINESS FACTORS

ROOT CAUSE ANALYSIS

UNDER UTILIZATION LACK OF UP-

OF MACHINERY AND SELLING AND
TECHNICIANS CROSS SELLING
Due to inability of up-sell and
Vans and Technicians were cross-sell they were unable
standing idle for 2/3 of the to increase the revenue
day at new office.

LOW
PROFITABILITY AND
CASH CHURNING
Only 10% of business currently
comes from marketing efforts Due to payroll and van lease
payments, cash flow has
become an issue
Their capacity grew but the business
didn’t and they were relying mostly
on repeat business Inability to properly execute
zone scheduling.
LACK OF MARKETING HIGH OPERATIONAL
COSTS
 Potential customer
calls
As-Is Model Sales Manager visits
potential customer

Sales Manager
measures and gives
estimate

Customer
decision to
award to
Pro Clean

Accepted

Technician
dispatched to clean
and present invoice

Sales manager
follows up to collect
receivables
 Potential customer
To-Be Model visits site/app

(Rug Cleaning) Give details of the

order

Subscription Subscription
Data stored in DB
/One time
One-time

Billing
Estimate
Accepted

Pick-up Scheduled/
Drop at Service
Station

App continuously
shares status

Home delivery/
Pick up

Billing & Payment

 Potential customer
To-Be Model visits site/app

(Carpet Cleaning) Give details of the

order

Subscription Subscription
Data stored in DB
/One time
One-time

Billing
Estimate
Accepted

Schedule time for

the service

Vans sent to the

location at pre-
decided time

Cleaning Operation
Feedback to DB
Executed

Billing & Payment

Cost Benefit Analysis
Stakeholder Cost Benefits
Customers Technologically Abled, Download Real time tracking, Pick and Drop Service, Hassle free
App, Visit site service
Employees Learn the technology usage Higher efficiency, Hassle free service, Feedback for
improvement
Vans Location device installment Higher utilization
Owner Implement Digital First Competitive Advantage, Customer Satisfaction,
Sustainability, Profits
DIGITAL FIRST
• User can create carpet cleaning orders
through this feature
• Once the order is placed the nearest
vans would be notified for servicing the
client and collect payments
• Customer can provide feedback and
comments if any
• Customer details would be stored so as
to provide better estimates and service
• The user would be able to know the
fees, ETA and the nearest vans available
for service
• Using this feature the user can track
past orders and track the progress of
the current orders
End User App Interface and Features
Pro Clean • User can create rug washing orders
through this feature
Rug Clean Order • Once a user selects this the user can
request his rug to be picked from his
house or can drop it off at the washing
stores
Carpet Cleaning • Customer can opt for a subscription
based model, wherein he will receive
discount and priority service
• Customer can provide feedback and
Past Order and
comments if any
Tracking
• The user would be able to know the
fees, ETA and the nearest centers
• Accessible by store managers and pick
up boys
• Will allow them to see where users are Pro Clean
placing order for pickup
• Provide navigation to reach customers Pending Orders
home and pickup soiled rugs
• Provide reverse navigation to drop • Store manager can check the pending
cleaned rugs back to customers place orders and use them to plan inventory
• Allows customers to make payment via Pickup and Drop
and staff for the week
orders
credit and debit cards • Will allow store manager to plan better
utilization of machines thus increasing
• Update the app after every cleaning efficiency of the center
process so that the user knows the MIS and Tracking
progress
• Provides high level and granular
analytics to store manager and other
users for better decision making

Rug Cleaning Centre Interface and

Features
• Accessible by store managers and van
drivers
• Will allow them to see where users are
placing order for cleaning and schedule
vans according to availability and
customer preferences
• Provide navigation to reach customers
home and perform cleaning
• Allows customers to make payment via
credit and debit cards
• Update the app after every cleaning
process so that the user knows the
progress
• Provides high level and granular
analytics to store manager and other
users for better decision making
Carpet Cleaning Interface and
Features
• Store manager can check the new
orders and direct his staff/ cleaning
Pro Clean vans accordingly
• Allows manager for better scheduling
of the vans and provide quick service to
New Orders
the clients are their desired times
Service Order • All the apps should be integrated using
a cloud platform, which will help
provide consistency and better data
management
MIS and Tracking
• Also having a cloud platform will help
provide a consistent experience to all
users across multiple devices
 Digital customer relationship
management is the use of
Internet communications
channels and technologies to
enhance customer relationship
management (CRM) and
customer experience
management (CEM ) initiatives
Digital CRM strategy
An important goal of digital
CRM is not only to provide an
organization with a clear
picture of each customer's
habits and preferences, but
also to make personalization
and automated messaging
easier.
Implementing a digital CRM
strategy would help Pro Clean
acquire new customers easily
at low costs while retaining
their existing customers with
personalized service offerings
Thank you!