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    Group 6 - GreenDust Revolution

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    Vipul Bhagat
    Greendust revolutionizes the returns process by refurbishing rejected, defective, or returned products and selling them at low prices through their hybrid retail model. They convert the unorganized reverse logistics sector into an organized one by using reverse logistics as a sourcing engine. Key benefits include reducing product return costs for customers by 25% and improving asset recovery rates by 50%. Greendust enables manufacturers and retailers to comply with e-waste regulations by enforcing the four R's - reduce, reuse, repair, and recycle. They have prevented over 300,000 products from becoming electronic waste since 2014.

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    Group 6 - GreenDust Revolution

    Uploaded by

    Vipul Bhagat
    308 views19 pages
    Greendust revolutionizes the returns process by refurbishing rejected, defective, or returned products and selling them at low prices through their hybrid retail model. They convert the unorganized reverse logistics sector into an organized one by using reverse logistics as a sourcing engine. Key benefits include reducing product return costs for customers by 25% and improving asset recovery rates by 50%. Greendust enables manufacturers and retailers to comply with e-waste regulations by enforcing the four R's - reduce, reuse, repair, and recycle. They have prevented over 300,000 products from becoming electronic waste since 2014.

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    Group 6- GreenDust Revolution

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    Greendust revolutionizes the returns process by refurbishing rejected, defective, or returned products and selling them at low prices through their hybrid retail model. They convert the unorganized reverse logistics sector into an organized one by using reverse logistics as a sourcing engine. Key benefits include reducing product return costs for customers by 25% and improving asset recovery rates by 50%. Greendust enables manufacturers and retailers to comply with e-waste regulations by enforcing the four R's - reduce, reuse, repair, and recycle. They have prevented over 300,000 products from becoming electronic waste since 2014.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    308 views19 pages

    Group 6 - GreenDust Revolution

    Uploaded by

    Vipul Bhagat
    Greendust revolutionizes the returns process by refurbishing rejected, defective, or returned products and selling them at low prices through their hybrid retail model. They convert the unorganized reverse logistics sector into an organized one by using reverse logistics as a sourcing engine. Key benefits include reducing product return costs for customers by 25% and improving asset recovery rates by 50%. Greendust enables manufacturers and retailers to comply with e-waste regulations by enforcing the four R's - reduce, reuse, repair, and recycle. They have prevented over 300,000 products from becoming electronic waste since 2014.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 19

    Greendust: Revolutionizing

    the Returns Process

    • Group 6 :-
    • Anik Jaiswal (04)

    • Ishu Khanna (13)

    • Nupur Kapoor (22)

    • Siddharth Mishra (35)


    1. Company Background
    2. What is Reverse logistics?
    3. Circular Economy
    4. Green Dust USP
    5. Business Model
    6. In-House Process
    7. Technological process flow diagram
    8. Value creation for customer
    TABLE OF 9. Responsive Supply Chain
    CONTENT 10. Utilizing Information
    11. How the activities fit together
    12. Responsibility
    13. Greendust since 2014
    14. Competition
    15. Latest update on Greendust
    16. Conclusion
    Background:-
     Established in 2009
     Sold branded, unused, seconds,
    surplus, and refurbished products at
    low prices.
     Use reverse logic as sourcing
    engine.
     Fastest $150 million run rate
     14 repair center & 250 franchise
    stores
     Offices in Dubai, Hong Kong and
    USA.
    Explored Four key areas:-
     A buyback/ exchanged program for
    value customers.
     Exploring environmentally
    conscious buyer
     Expansion into emerging markets
     Product category expansion
    The systems required to take care of waste in a responsible,
    effective and sustainable way.
    Reverse direction of a typical supply chain.
    Is about movement of goods from a consumer towards a
    producer in a channel of distribution.
    Synonymous with material recycling and waste
    management to minimize cost, retrieve value from reverse
    flows, and fulfil legislative and environmental
    requirements.
    WHAT IS Plays the role of logistics in product returns, source
    reduction, reuse of materials, materials substitution, waste
    REVERSE disposal, recycling, refurbishing, repair and re-
    LOGISTICS manufacturing.
    Prevents the disposal of end-of-life products into the less
    environmentally friendly channels such as landfill and
    incineration.
    Considered as the backbone of ‘sustainable development’
    in its economic and environmental footprint on business
    practices.
    The process of planning, implementing and controlling the
    efficient, cost-effective flow of raw materials, in-process
    inventory, finished goods and related information from the
    point of consumption to the point of origin for the purpose
    of recapturing value or proper disposal.
    Greendust, through its branding exercise,,
    has altered the perception of refurbished
    products and stresses the extended life of
    the products and low maintenance costs.

    Selling refurbished products


    contributes to the ‘green’ initiative
    of the OEMs in managing the
    ‘cradle-to-grave’ lifecycle of
    products.
    CIRCULAR
    ECONOMY
    This represents a restoration cycle
    according to the circular economy
    framework.

    Essentially the reverse supply


    chain can be divided into product
    acquisition, logistics, inspection,
    disposition and sales.
    Converted an unorganized Based on a unique hybrid
    sector into a more organized retail model where reverse
    one. logistics is used as a
    sourcing engine.

    The company takes rejected,


    defective, unsold, returned By managing their (the
    products from OEMs, clients’) returns, the
    GREENDUST refurbishes them, provides a
    year’s warranty from their
    unwanted products are
    pushed back into the market
    USP side, and sells them as using Green Dust through
    factory seconds through an online and offline model.
    their brand, Green Dust.

    They are still OEM-branded products, for example


    LG or Whirlpool, but with a Green Dust stamp on
    them.
    BUSINESS MODEL

    Marketing Strategic Market Acquisition by targeting “


    – Online Sourcing Value for Money” consumers
    and offline

    Sales Sales –
    Sales by locating close offline- Online,
    to customer franchisee, hybrid
    dealers online
    Warrantee Dispatch –
    and GreenDust
    Extended Stores, Customer Fulfilment and
    Warrantee Dealers Satisfaction
    IN-HOUSE PROCESS

    Inspection
    Defect Repairing and Packing
    & Quality
    Identificatio disposal of and
    Procuremen Check
    n non-repairable Labelling
    t
    Green Dust has created various values for its
    customers including :-

    Reducing product return costs by 25 per cent


    (including warehousing, people, transportation, etc),

    Increasing cash flow from systematic asset recovery,


    VALUE
    CREATION Improving asset recovery by 50 per cent,
    FOR
    CUSTOMER Not cannibalizing the new product sales channel from
    returned items,

    Increasing productivity by 10 per cent.

    Enabler for adhering to e-waste regulation by


    supporting to 4 Rs- reduce, reuse, repair and recycle
    R E S P O NS I V E S U P P LY C H AI N

    Fast communication
    Indian consumers demand a
    between customer and
    proactive approach to
    supplier can facilitate order
    returns
    processing

    Proactively disposing
    Electronic products lose returned, refurbished, and
    30% of their value in 4 surplus products reduce
    months revenue leakages (better
    cost control)

    Warehousing + inventory
    carrying costs = 20% of
    product value
    Understanding
    Different cultures
    consumer needs

    Value oriented Quality products

    UTILIZING
    INFORMATION
    One bad
    experience can
    Reverse logistics
    end customer
    loyalty

    Proper disposal of
    E-waste
    irreparable /
    compliance
    outdated products
    HOW THE ACTIVITIES FIT
    TOGETHER

    Cooperation between
    Marketing + GD repair
    procurement and Web marketing informs
    centre find out what
    suppliers to receive potential customers of
    products were
    products just at the product availability
    manufactured/repaired
    time needed

    CRM activities + CRM information


    Production
    market planning to exchange for supply
    customization, point-
    provide desired chain planning and
    of-sale data
    customer service levels operations

    Logistics ensure the


    Warehouse releases,
    product is available
    end-customer
    when and where
    consumption
    desired by customers
    RESPONSIBILITY

    • Green Dust enables manufacturers and retailers to become environmentally conscious and to
    comply with e-waste regulations.
    • Enforces the 4 Rs – Reduce, Reuse, Repair and Recycle.
    • Instead of Reverse Logistics and Recycling 201 allowing them to be dumped, Green Dust
    brings the rejected items to life and use by testing and repairing them.
    • Until now the company has prevented over 300,000 products from becoming scrap.
    • It also hopes to cover all possible product categories, since the potential of this business is not
    limited to electronics and consumer appliances.
    • Some of the products it collects will not be refurbished or resold, but the model supports eco-
    friendly destruction of such items.
    • Products sold by Green Dust may have dents, scratches and aesthetic damages, but they will be
    functional.
    • The products will not carry an OEM Warranty, but Green Dust offers a functional warranty of
    one year on all Green Dust-Certified products, unless otherwise specified.
    GREENDUST SINCE 2014
    COMPETITION
    LATEST UPDATE ON GREENDUST

    • Changed business model from


    B2C to B2B in 2019

    • Changed from inventory led


    business model to technology
    enabled service and solution
    company in reverse-logistics.
    No website for direct
    consumers anymore

    • The company will provide


    liquidation-as-a-service (selling
    returned and refurbished
    goods) to its partners without
    taking inventory ownership.
    CONCLUSION

    • Greendust succeeded in reducing the high costs associated with product returns
    and create a successful business model
    • The business model largely depends on its partner companies and the reverse
    supply chain.
    • Lots of competitors jumped into this market segment. Companies like Flipkart
    leveraged their consumer reach with subsidiary like 2gud
    • This forced Greendust to find a new niche in reverse logistics ecosystem and
    collaborate with competition.
    • Geendust change its business model from B2C to B2B with zero inventory
    • Offered technology enabled liquidation-as-a-service to its partners
    • Other competitors were doing B2C business for last mile connectivity
    FUTURE
    WORKS

    •
    •
    Thank You!
    Integrate grammar correction
    Customer recognition through voice/visuals
    • Integrate with CBS and enable transaction using voice
    • Financial advices based on markets and transaction history
    • Enhancements to handle second level aggregation queries

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