| Period | Improvements | Reasons/Changing Business Needs |
| Evaluation Cycle II: (‘96-‘98) | Re-designed customer satisfaction and requirement determination process (partnering Thermax, and with inputs from Ryerson followed up by MODE in 1998-99), including for international markets | To account for segment specific business needs (initiated in customer satisfaction review meeting) |
| Customer Complaints Handling Process: Modi Xerox as a benchmarking partner helped us arrive at a comprehensive process | For addressing customer complaints and using the data in prioritization of customer requirements. (Initiated as a feedback from JN Tata), Focus on operational efficiency | |
| Product Improvement and Development: Vesuvius has been the benchmarking partner | The customer’s changing requirements is captured in this process. (initiated as feedback from Mode survey) | |
| Customer Week Concept: HTA, our partner in marketing communications brought in this concept from Philips | Customer Week exposes a wider cross section of people to the customers and their changing requirements | |
| Evaluation Cycle III: (‘98/‘99) | Customer visit reports centrally analyzed and action taken through ATR, Technical reports on visits to international customers | More focused and proactive information gathering (initiated from Management Review meeting, Area Sales Managers conference) |
| Re-engineering of MD and OG & F process. ADL and IBM provided the consultancy and Best Practices to design world-class processes | Small initiatives were not enough to meet the requirements of a significantly altered market place | |
| Evaluation Cycle IV: (‘99-‘00) | Supply Chain redesign ( Hub and Spoke concept) to enhance service levels and improve CSI, Revenue Management to focus on factors affecting customer profitability | Price sensitivity of steel market; focus on cost-competitiveness and service |
| Evaluation Cycle V: (2000-2001) | IT enablement across the organisation for MDP processes, LP/FP profit centres created Setting up of E-Commerce task force. Web enabling SAP to provide customers 24/7 access to their accounts | Institutionalising the reengineered processes. Knowledge sharing across the organisation. 24/7 accesses to customers. Understand their own info needs |