Leading without Suits and Ties • Talks on Best Practices at CII, IIMs, IITs, companies Regularly sought by print media and electronic media • Common queries – How do they recruit? – Working of incentive system with “equal pay for all”? – Do they know their clients? – Robustness of distribution channel? – Dealing with growth? – Competitors? – World is changing! Not dabbawalas? Facts • 2003: 5000 recruits, 175, 000 clients • 350,000 deliveries • 75 kms of public transport • Failure: once in two months, one in 15 million • Rs 380 million per annum Structure • Three tier structure: – Executive committee – Mukadams – Dabbawalas • Role of Groups (a profit centre with 8 mukadams) • Culture similarity of the staff • Distinct local entity of dabbawalas – Known for reliability and work ethic – Helped by commuters Distribution Network • Baton relay system • Hub and spoke arrangement • No historical, theoretical legacy in the design • No use of computer technology • Coding system – Decentralized at the group level • Workday schedule • 30-35 deliveries (manageable) • Sorting, loading and unloading at peak rush hours • 4 handlings of a dabba in a day- coding essential Distribution Network • K-BO-10-19/A/15 • Clients name is not even existing • Easy coding scheme as the level of literacy is not very high Operating Environment • Competitors: Fast Food chains, restaurants and road-side vendors, Udipi chain etc. • Competition is different: – NO MANUFACTURING, ONLY DISTRIBUTION Success Factors • Low cost delivery – Rs. 150 -200 • Delivery reliability – Entrepreneurs, not employees – No strikes – Flat structure – Referrals from friends and relatives – No dilution of service culture Success Factors • Decentralization • Perceived equality – Effort different, same remuneration • Suburban Railway Network – Foodline of the city Future • Key concerns – Shrinking customer base and loyalty • Loss of textile mill workers in 80s amd 90s • Each group authorized to target new customers (school children etc.) – Lifestyle changes • Not a major damage for the business – Workforce management • Next generations do not seem to be greatly interested • Not many incentives for good workers • Not many disincentives wither (no firing) Future • Sales and Marketing reps of companies? – Approach • Only for sample products, flyers • Not for products with billing • Want to keep meal delivery simple and manageable • Replicate to other cities – Distribution network – Working population – Preponderance of long commuting times
Patty Bailey Collins Linda Bailey Collins Steven Douglas Collins Dale Clinton Collins Carolyn Bailey Collins Ella Bailey Ruby C. Bailey Juanita M. Bailey Cumbee Teddy R. Bailey James E. Bailey Edna v. Bailey Price Sandy G. Bailey Willard R. Meadows (Bailey) v. Buzz Scanland, Hotel Manger, Mary Moody Northern, Incorporated Ira E. Price L. J. Williams (Construction Company) Larry Falls, Sheriff, Giles County Mary Moody Northern, Inc., Patty Bailey Collins Linda Bailey Collins Henderson Price Edna v. Bailey Price Willard R. Meadows (Bailey) v. James A. Hartley, Commonwealth Attorney S. T. Vinson, Virginia State Game Warden W. A. Lucas, Investigator L. W. Falls, Sheriff of Giles County Unknown Deputies, Sheriff's Deputies to Be Named Later, Giles County, Pearisburg, Virginia, 46 F.3d 1123, 4th Cir. (1995)