Analysts felt that the service strategy adopted by the company strengthened its position considerably in the highly volatile aerospace industry. Moreover, the company gained a steady long-term revenue stream from the maintenance contracts. The service also enabled the company to improve its aero engine designs and build good relationships with customers. The after-sales services provided by Roll-Royce helped its customers reduce maintenance costs and downtime. In order to achieve this, Rolls Royce had to restructure and revamp its various operations including vertical integration of various divisions. With this paradigm shift and change in the culture, Rolls Royce pioneered and conceptualized ‘Power by the Hour’, an after-sales-service program that helps focus customer in their core business activities & offers peace of mind. Companies have identified that after-salesservice is a significant source of revenue for the organization. Earlier days, much of the service operations were handled by third parties. Today most Multi National Companies that are operating globally are realizing that they have to take complete control of After-Sales-Service, in order to compete effectively and synergize their operations with profitability. ATMURI (WMP7108), PIYUSH RAJESH GUPTA (WMP7109), POULASTYA DUTTA (WMP7110), PRAMUKH SINGH RAWAL (WMP7111)) and PRASHANT JOSHI (WMP7112) Section B, WMP 2011-14, INDIAN INSTITUTE OF LUCKNOW – NOIDA CAMPUS
Project Report Prepared by NUPUR MITTAL (WMP7106), PANKAJ GUPTA (WMP7107), PHANESH V.