1.
Greendust:
Revolutionizing the
Returns Process
• Group 6 :-
• Anik Jaiswal (04)
• Ishu Khanna (13)
• Nupur Kapoor (22)
• Siddharth Mishra (35)

2.
TABLE OF
CONTENT
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
9. Responsive Supply Chain
10. Utilizing Information
11. How the activities fit together
12. Responsibility
13. Greendust since 2014
14. Competition
15. Latest update on Greendust
16. Conclusion

3.
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

4.
WHAT IS
REVERSE
LOGISTICS
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.
Plays the role of logistics in product returns,
source reduction, reuse of materials, materials
substitution, waste disposal, recycling,
refurbishing, repair and re-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

5.
CIRCULAR
ECONOMY
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.
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.

6.
GREENDUS
T USP
Converted an
unorganized sector
into a more organized
one.
Based on a unique
hybrid retail model
where reverse
logistics is used as a
sourcing engine.
The company takes
rejected, defective,
unsold, returned
products from OEMs,
refurbishes them,
provides a year’s
warranty from their
side, and sells them as
factory seconds
through their brand,
Green Dust.
By managing their
(the clients’) returns,
the unwanted
products are pushed
back into the market
using Green Dust
through an online and
offline model.
They are still OEM-branded products, for
example LG or Whirlpool, but with a
Green Dust stamp on them.

7.
BUSINESS MODEL
Strategi
c
Sourcin
g
Market Acquisition by targeting
“ Value for Money” consumers
Marketin
g –
Online
and
offline Sales
offline-
franchis
ee,
dealers
Sales by locating
close to customer
Sales –
Online,
hybrid
online
Dispatch
–
GreenDu
st
Stores,
Dealers
Customer Fulfilment and
Satisfaction
Warrante
e and
Extended
Warrante
e

8.
IN-HOUSE PROCESS
Inspectio
n &
Procurem
ent
Defect
Identificat
ion
Repairing
and
disposal of
non-
repairable
Quality
Check
Packing
and
Labelling

9.
VALUE
CREATION
FOR
CUSTOMER
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,
Improving asset recovery by 50 per cent,
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

10.
RESPONSIVE SUPPLY CHAIN
Indian consumers
demand a proactive
approach to returns
Fast communication
between customer and
supplier can facilitate
order processing
Electronic products
lose 30% of their value
in 4 months
Proactively disposing
returned, refurbished,
and surplus products
reduce revenue
leakages (better cost
control)
Warehousing +
inventory carrying
costs = 20% of
product value

11.
UTILIZING
INFORMATION
Understanding
consumer
needs
Different
cultures
Value oriented
Quality
products
Reverse
logistics
One bad
experience
can end
customer
loyalty
E-waste
compliance
Proper
disposal of
irreparable /
outdated
products

12.
HOW THE ACTIVITIES FIT
TOGETHER
Cooperation
between
procurement and
suppliers to
receive products
just at the time
needed
Marketing + GD
repair centre find
out what products
were
manufactured/rep
aired
Web marketing
informs potential
customers of
product
availability
CRM activities +
market planning
to provide desired
customer service
levels
CRM information
exchange for
supply chain
planning and
operations
Production
customization,
point-of-sale data
Warehouse
releases, end-
customer
consumption
Logistics ensure
the product is
available when
and where desired
by customers

13.
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.

14.
GREENDUST SINCE 2014

15.
COMPETITION

16.
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.

17.
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

18.
FUTURE
WORKS
• 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
Thank You!