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Greendust: Revolutionizing the Returns Process
內容大綱
GreenDust, a company established in 2009, sold branded, unused, seconds, surplus, and refurbished products at low prices. This traditionally had been an unorganized sector. With increased pressures on the bottom line, rapid changes in technology (and fast obsolescence), strategies of channel cleaning by the competition, and imminent e-waste regulations enforced by the Indian government, GreenDust tried to mitigate these factors by revolutionizing the returns management of consumer goods by streamlining it. While it succeeded in reducing the high costs associated with product returns, the company had to determine whether its business model was sustainable in 2014. Could GreenDust succeed in other emerging markets? How could the firm leverage its strength as an environmentally sustainable business?
學習目標
This case can be used in MBA courses on supply chain management, operations management, operations strategy, innovation, and green marketing. The case helps in understanding the concept of reverse logistics and strategies for risk mitigation. It illustrates the transition of reverse logistics from an unorganized sector to an organized sector in an emerging market with strains in profitability and sustainability. It can also be used to understand the strong link between returns management, business sustainability, and innovation. The case also reflects on the concept of quality as a value-based approach and the challenges associated with it.