Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/22213
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dc.contributor.authorRaghuram, G.-
dc.contributor.authorSanghani, Pooja-
dc.date.accessioned2019-06-06T20:17:03Z-
dc.date.available2019-06-06T20:17:03Z-
dc.date.issued2017-08-29-
dc.identifier.urihttp://hdl.handle.net/11718/22213-
dc.description.abstractRivigo, a new entrant in the trucking business in India, believed that a new paradigm in the trucking/logistics industry could be brought about that would not only improve the quality of service dramatically, but also upgrade a truck driver’s lifestyle. While the industry faced driver shortage largely due to long stays away from home, Rivigo hoped to attract drivers by offering them roles which would bring them back home in 24 hours. Drivers would be part of a relay, handing over the truck at pit stops. Further, they leveraged an IT-enabled IoT platform on a fleet of owned trucks. All this revolutionized most of the traditions then followed in the industry. The entrepreneur and his core team comprised professionals from premium institutes of the country, with experience in professional organizations in related domains. By offering services like assured delivery at half the time and full shipment visibility, Rivigo had to charge a premium to market segments that would value this. The case raises the question of sustainability in the future.en_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.relation.ispartofseriesBP0401;-
dc.subjectTruckingen_US
dc.subjectLogisticsen_US
dc.subjectDisruptionen_US
dc.subjectDriveren_US
dc.titleRivigoen_US
dc.typeCases and Notesen_US
Appears in Collections:Cases and Notes

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