"In the past two years Ujaala Borderline had lost two crucial accounts and lost in the bidding process for a third big account. Sweekar's CEO had advised them that he was taking the business from Ujaala Borderline of his firm and going with another provider. The CEO had pointed out several servicing dilemmas that had occurred in the last two years and considered that these issues were dismissed. In the initial stage, there were complexities in policies and numerous predicaments with delivery. In the second stage, due to Ujaala Borderline’s several organizational alterations, supervisors at Sweekar were needed to interact with several Ujaala Borderline staff - this dilemma was compounded by the claim from each Ujaala Borderline staff member that the Sweekar account was possessed by them. There were several blunders in estimates. Sweekar had three distinct relationship managers in four years due to the high staff turnover at Ujaala Borderline.
Eventually, a recent claim had not been settled to Sweekar's satisfaction. He wondered what had happened as the CEO left the meeting. He nearly collided with an auto rickshaw as he was thinking about the meeting with the CEO and recent events of Sweekar. If Dhirender had not shouted a caution there likely would have been a crash. The CEO now realized that Ujaala Borderline had many difficulties and he knew that he needed to act quickly and decisively to turn things around or else his occupation was at risk."
Ujaala Borderline General Insurance Company Limited Case Study Solution
PUBLICATION DATE: September 21, 2011 PRODUCT #: W11186-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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