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Case Studies


Sarit Centre

Customer Background:

Sarit Centre is Kenya 's first, biggest and busiest shopping mall, opened in 1983 in Nairobi. It has total built-up area of 500,000 sq. ft on six levels, housing a mix of supermarkets, shops, service outlets, offices, 2-screen cinema, health club with swimming pool, 1,500 sq ft of food court, etc. Approx. 20,000 shoppers visit it daily. Enlightened Sarit Centre management have installed our Smart Value Plus i.e. Cross Loyalty product, to position itself in ever-increasing competitive environment.

Comprehensive Loyalty cum E-purse programme:

Sarit Centre has launched Loyalty cum E-purse programme for its shoppers to enhance shopping experience and to offer privileged services to its loyal customers. The programme is built around our Smart Value Plus concept.

Under the programme shoppers enrol themselves for Smart Value or Smart Value Plus Card as per their choice. Shoppers may opt for secondary card(s) also.

Cardholder may get money uploaded on e-purse in primary as well as secondary card. Shoppers earn loyalty points on making purchase-using card. They get choice to redeem loyalty points against purchase at any member outlet or by getting credited to e-purse on card. They can redeem loyalty points by making payment for parking.

Various Lucky draws are carried out for different segments of cardholders based on accumulated loyalty points/age of membership.


The programme is first of its kind launched in East Africa. 150 merchant outlets are member of programme.

Benefits derived

  • Enhanced Brand Value of Sarit Centre
  • Enhanced bond between shoppers and the mall
  • Created PULL factor
  • Earn while Spend feel in shoppers


Kenya Tea Development Agency Limited

Kenya Tea Development Agency Limited (KTDA) is managed by industry acclaimed professionals. KTDA has 53 operational tea processing factories with installed processing capacity of 780 million Kgs green leaf with an annual turnover of US $ 320million. KTDA, listed in local stock exchange, decided to automate green leaf procurement and payment mechanism by adopting Tea Plucker Management System.

Earlier System:

A member record card issued to each grower every month. Green leaf tea brought by grower is weighed using spring balance at Green Leaf Collection Centre. The clerk records weight on member card as well as in Green Leaf receipt book.

Green Leaf is repacked in KTDA bags of 12 kgs each and transported with Deliveries Note, in specially designed trucks to factory. Green leaf received is weighed again at factory and recorded.

Details of green leaf received from growers are entered into computer system manually, from Deliveries Note and Receipt book for further processing.

Limitations of this system:

  • Paper Card need to be issued every month
  • Difficult to maintain
  • Manual process multiple entries of data
  • Prone to errors and mal practices
  • Delay in payment to the growers
  • Time consuming

Tea Plucker Management System:

Smart Tea Plucker Management System automates weighment and payment mechanism. System has been designed integrating Digital electronic weighing scale, battery operated handheld terminal, portable printer with Smart Card at its core.

Smart Tea Plucker Card is issued to registered Tea Growers with relevant details printed on plastic portion of the card as well as stored into the chip.

After quality check, green leaf bag is weighed, and Smart Card is inserted into Handheld terminal. Weight is captured directly from weighing scale and stored into smart card as well as terminal. Weighment slip is printed from printer attached to terminal and issued to grower. Delivery manifest is forwarded to factory through Smart card along with truck.

At factory, truck is weighed, and delivery manifest is downloaded into computer system for further processing for payment to growers.


Tea Plucker Management System has been installed piloted at Nyankoba Tea Factory and is now operational in 15 other KTDA Tea Factories.

Benefits Derived:

  • Increase in productivity by 200%
  • Reduction in Operational Cost
    • Tangible
      • Salary of data entry operator
      • Lesser number of weighing clerks - Salary
      • Cost of printing member record card, receipt book, delivery note, etc. Smart card has 10 years life
    • Intangible
      • Higher Grower satisfaction
      • Accurate weighment
      • Electronic transaction error free
      • No scope of mal-practices
      • In time payment to Grower
      • MIS reports
      • Existing Hardware and Software utilised
      • Steam lined operation


Municipal Corporation Delhi

Ramky Environ Systems Limited, with revenue of more than one billion USD is entrusted to manage waste collection system from households and commercial establishments of Northern Delhi.

Ramky established following infrastructure and processes, to achieve stated objectives - Garbage Flow Collection Process

Different types of vehicles are allocated to perform this work :

Primary Vehicles

The garbage is collected by the “primary vehicles” from the residential and commercial establishments and transferred to the nearest bin placed at the street corner. Each primary vehicle has to go through approximately 8 routes per day.

Secondary Vehicles

The “Secondary Vehicles” are responsible for replacing the filled-up bins with the empty bins.They take filled-up bins to nearest Transfer Points where these bins are emptied. These vehicles have to go through approximately 5 routes per day.

Tertiary Vehicles

The “Tertiary Vehicles” are responsible for picking up garbage from Transfer points and dump it at the final dumping location i.e. SLF site at Narela. These vehicles have to go through many routes every day and their movement is controlled by the concerned supervisor.

Process Adopted

The entire process was managed manually as follows - The vehicles are parked at the depots. Vehicles have to leave depot by 8 AM in the morning. For every vehicle, Supervisor used to record odometer reading, fuel status and time of leaving depot manually. There was no mechanism to monitor vehicles once they were out of the depot.

Problems Faced

Ramky realized the enormity of task undertaken with strict SLA signed with Municipal Corporation of Delhi, to clear every Transfer Point at pre-specified timings every day. It became difficult to manage the whole process manually. This led to penalty imposed by Government to the tune of US$ One Million.

The Solution We took up the challenge to provide an automated system to track, monitor and control all vehicles from central control room.

We have fitted every vehicle with a latest GPS technology-based vehicle tracking device, set-up back-end system, created web based solution to enable supervisors to not only monitor but also to have ability to stop vehicle moving away from Geo fencing created. These devices store information in absence of GPRS coverage, and transmit whenever GPRS signal is available. Further, they have the provision to transmit alert signal, in case driver tries to cut-off external power to tracking device, from the vehicle battery.

While doing so we realized that many bin locations are not clearly defined on map. So, we undertook task of digital mapping to mark locations on map and to work-out routes to be followed. Alternatives were created to deploy a vehicle close by, in case designated vehicle breaks-down.

The project was implemented on war footing in the backdrop of penalty imposed by MCD. Now it is possible for Ramky’s Supervisors to monitor every vehicle in real time mode, find out location, over speeding, etc on a click of button. It is further possible to trace back historical data to understand trend, take corrective action and control entire operation.