1

MP BIRLA INSTITUTE OF MANAGEMENT 1

An Internship Report On

Organization Study and a Research on Lead Generation For Business Development in Manufacturing Sector

At

Bangalore, India

Submitted in partial fulfillment of the requirements of the M.B.A Degree Course of Bangalore University

Submitted By: Register Number:

Sushruth J.R 07XQCM6117

Under the Guidance Of:

Prof. S. Sathyanarayana

M.P. BIRLA INSTITUTE OF MANAGEMENT Associate Bharatiya Vidya Bhavan

# 43, Race Course Road Bangalore-560001

2007 - 2009


EXECUTIVE SUMMARY

The MBA course offered by the Bangalore University has its own unique syllabus

that requires its MBA students to undertake an internship with any of the leading

business houses for a period ranging from 6 weeks to 8 weeks during the third

semester. The purpose of this internship is to enable the students to appreciate and

understand the nuances of the practical world vis-à-vis the theoretical input

administered during regular academic sessions. This helps in creating Managers who

are equipped with the experience of linking the theoretical inputs with those of

practical exposure and come out with creative solutions / ideas in enhancing the

business. In partial fulfilment of MBA degree of Bangalore University I took up an

organisation study at Zensar Technologies. I feel, it was a great opportunity for me to

work with this company and being a part of the company; I carried out organisation

study, along with a project on Lead generation for business development

During my training period I was involved in the organisation study and project. This

training has really improved my level of confidence and in the process I have gained

many new skills. Finally it was a nice experience during my entire training period In

ZENSAR Technologies, Bangalore and I think my effort in preparation of report is

satisfactory to the required extent.


DECLARATION

I hereby declare that this “Organisation Study and a Research on Lead Generation

for Business Development in Manufacturing Sector” At Zensar Technologies is a

record of independent work carried out by me towards partial fulfilment of

requirements of the MBA course of Bangalore University at M.P. Birla Institute of

Management. The report has not been submitted in part or full towards any other

degree or diploma.

Place: Bangalore Sushruth J R

Date: Register NO: 07XQCM6117


GUIDE’S CERTIFICATE This to certify that this report titled “Organisation Study and a Research on Lead Generation for Business Development in Manufacturing Sector” at Zensar Technologies Bangalore, has been prepared by Mr Sushruth J R bearing the register no.07XQCM6117 under the guidance and supervision of Prof. S. Sathyanarayana Professor, M P Birla Institute of Management, Bangalore. To the best of my knowledge this report has not formed the basis for the award of any other degree. Place: Bangalore Prof. S. Sathyanarayana Date: Professor, MPBIM


PRINCIPAL’S CERTIFICATE

This to certify that this report titled , “Organisation Study and a Research on Lead

Generation for Business Development in Manufacturing Sector” at Zensar

Technologies Bangalore, has been prepared by Mr Sushruth J R bearing the

register no.07XQCM6117 under the guidance and supervision of Prof. S.

Sathyanarayana Professor, M P Birla Institute of Management, Bangalore.

Place: Bangalore Dr. N. S. Malavalli Date : Principal, MPBIM


ACKNOWLEDGEMENTS

I thank Dr.N.S.Malavalli, Principal, M.P.Birla institute of management, Bangalore,

who has given his valuable support for this study. I am extremely thankful to

Prof. S. Sathyanarayana Professor, M.P.Birla institute of Management,

Bangalore,who has guided me to do this study by giving valuable suggestions. I

profusely thank Mr. Satesh Rangarajan regional manager – south zensar

technologies, for all their support and guidance extended for this study. I equally

thank all the Employees and Executives of Zensar Technologies who helped me to

study the organization. My gratitude will not be complete without thanking my

beloved parents who have been a constant source of aspiration and blessings in my

pursuit for studies. Finally, I express my sincere gratitude to all my friends and well

wishers who helped me to do this project.


TABLE OF CONTENTS

SERIAL NO PARTICULARS PAGE NUMBER

EXECUTIVE SUMMARY

DECLARATION

GUIDE’S CERTIFICATE

PRINCIPAL’S CERTIFICATE

COMPANY’S CERTIFICATE

ACKNOWLEDGEMENT

PART 1.

ORGANISATIONAL STUDY

CHAPTER 1 INDUSTRY PROFILE 1.1 IT sector in india 1 1.2 IT in manufacturing 5 CHAPTER 2 COMPANY PROFILE 2.1 Brief Company Profile 7 2.2 Company History 8 2.3 Board of Directors 10 2.4 Management Team 10 2.5 Company’s Vision 11 2.6 Company’s Mission 11 2.7 Values 12 2.8 People 13 2.9 Quality policy 16 2.10 World class infrastructure 18 2.11 Financial Stability 18 2.11 Corporate Social Responsibility 19 2.12 Recognition 19 2.13 Service offerings 22 2.14 What Zensar Does 25 2.15 Industries of Operation 25 2.16 Success stories 32



CHAPTER 3. ORGANISATIONAL STRUCTURE 3.1 Introduction 33 CHAPTER 4. FUNCTIONAL DEPARTMENTS 4.1 HR Department 35 4.2 Administration Department 38 4.3 Marketing Department 39 4.4 Finance Department 40 4.5 Delivery Department 40 CHAPTER 5. SWOT ANALYSIS 5.1 SWOT Analysis 42

PART 2

RESEARCH CHAPTER 1 INTRODUCTION 43 1.1 Business development 45 CHAPTER 2 RESEARCH DESIGN 2.1 Introduction 51 2.2 Statement of the problem 52 2.3 Need for the study 53 2.4 Objective of the study 54 2.5 Scope of the study 55 2.6 Profile of the study area 56 2.7 Sampling 56



2.8 Tools for data collection 57 2.9 Data collection procedure 58 2.10 Methodology employed for data 58 analysis 2.11 Limitation of the study 59 2.12 Chapter scheme 60 CHAPTER 3 ANALYSIS AND INTERPRETATION 61 CHAPTER 4 SUMMARY, RECOMMENDATIONS AND CONCLUSION PART 1 4.1.1 Summary of findings 71 4.1.2 Recommendations 72 4.1.3 Conclusion 73 PART 2 4.2.1 Appendix 4.2.2 Bibliography


LIST OF DIAGRAMS/TABLES/CHARTS SERIAL NO PARTICULARS PAGE NUMBER

DIAGRAMS

Diagram 3.1 Organisational chart of zensar 34

Diagram 1.1 Flow chart for business development 46

TABLES

Table 3.1 Penetration of E Learning 61 Table 3.2 Companies interest towards E Learning 62

Table 3.3 Status of product development in 63

Manufacturing companies

Table 3.4 Companies interest in outsourcing 65

product development

Table 3.5 Penetration of Enterprise resource planning 66 Table 3.6 Companies interest in implementing ERP 67 Table 3.7 Spending on IT 68 Table 3.8 Usage of IT 69


CHARTS


Chart 3.1 Penetration of E Learning 61 Chart 3.2 Companies interest towards E Learning 62 Chart 3.3 Status of product development in 64 Manufacturing companies

Chart 3.4 Companies interest towards product 65

Development Chart 3.5 Penetration of Enterprise resource planning 66 Chart 3.6 Companies interest in implementing ERP 67 Chart 3.7 Spending on IT 68 Chart 3.8 IT Usage 70


PART 1


ORGANISATIONAL STUDY


CHAPTER 1

INDUSTRY PROFILE


1.1 INDUSTRY PROFILE

IT Sector in India

The Indian Information Technology and related services sector is expected to reach

USD 64 billion in FY 2008, a growth of 33% in the current fiscal year. This continued

growth amidst concerns about the sector’s sensitivity to an impending slowdown in

the US economy and supply-side challenge, revalidates the strong fundamentals of the

Indian IT-BPO growth story. As a proportion of national GDP, the Indian technology

sector revenues have grown from 1.2% in FY 1998 to an estimated 5.5% in FY 2008.

Net value added by this sector to the economy is estimated at 3.3-3.9% for FY

2008.Exports remain the mainstay of the sector – estimated to cross USD 40 billion in

FY 2008, with services and software accounting for over 98% of the total. While US

and UK remain the dominant markets, the industry footprint is steadily expanding to

other geographies. The Industry’s vertical market exposure is well diversified across

several mature and emerging sectors; while BFSI and Hi-tech/ Telecom remain the

largest verticals, Manufacturing, Retail, Media, Utilities and Healthcare also growing

steadily. IT services, accounting for about 57% of exports, is witnessing a noticeable

shift from projects towards multi-year outsourcing-based relationships; remote

infrastructure management is emerging as a key growth driver. BPO, accounting for

about 27%, is the fastest growing segment across software and services exports driven

by scale as well as a rapidly expanding service landscape. Continued growth across

product development and engineering services reflects India’s increasing role in

global technology creation; India is becoming a strategic hub for R&D, accounting for

a growing proportion of Global Product Development (GPD) resources. Broad-based

growth is reinforcing India’s leadership as the key sourcing location for a wide range

of technology related services. Credible scale across a wider service portfolio is

helping firms deepen relationships with existing clients as well as drive access to

previously untapped opportunities. Industry structure reflects a healthy balance

between Indian and foreign multinationals, successfully operating a range of sourcing


models. While larger players continue to drive industry growth, SMEs also play a key

role in nurturing innovation – and continue to attract VC/ PE interest.

Recognizing the advantages of multi-country service delivery to better manage

evolving customer requirements and execute end-to-end delivery of services, Indian

companies are enhancing their global service delivery capabilities through a

combination of green field initiatives, cross border M&A, partnerships and alliances

with local players in customer markets and near-shore, low cost locations.

An increasing number of service providers of Indian origin are being recognized as

‘global players’ with multi-country presence, employing a multicultural workforce

drawn from different nationalities, serving countries globally. The widening service

portfolio and geographic footprint is also helping firms deepen existing client

relationships and access previously untapped opportunities. Over the past 5-6 years,

the service-line mix of Indian IT providers has evolved from being predominantly

driven by custom application development and maintenance to a wider portfolio of

services including IS outsourcing, software testing, applications management and

system integration. The share of these ‘other’ services has grown from 20 percent in

FY 2001 to over 55 percent in FY 2007. This expansion of the service offerings has

not only enabled Indian firms to build on existing relationships by expanding the size

and scope of work undertaken, but has also brought them the recognition of becoming

full-service providers. Consequently, Indian firms are now regularly invited to bid for

larger and more complex outsourcing contracts, requiring expertise in multiple

aspects of IT provisioning and management.

A study of the economic impacts of the growth of the IT-BPO sector, undertaken by

CRISIL in 2007 estimates that every job created in the IT-BPO sector influences the

creation of about four more jobs in the overall economy – through indirect and

induced multiplier effects. This translates to the creation of about 10 million job

opportunities attributed to the growth of this sector. India’s domestic IT-BPO market


is expected to cross USD 23 billion in FY 2008 with healthy growth across all key

segments. IT services spend is showing signs of increasing sophistication, estimated

to be growing at nearly 43% in 2008. Domestic BPO spends are also growing rapidly

led by BFSI, Telecom and Airline Industries.

Direct employment in the services and software products segments is expected to

reach nearly 2 million by the end of FY 2008. This represents a net addition of

375,000 professionals to the industry employee base this year. Indian IT-BPO firms

have steadily expanded their delivery footprint to over 45 cities across the country

contributing to the nation’s efforts towards more distributed growth and development.

Over the past 5-6 years, several satellite towns (to existing city centres) have

mushroomed across the country – with the IT-BPO firms playing anchor role in their

development.

A huge opportunity beckons us in the area of R&D. We have the chance to become

not just a service or manufacturing hub, but a true thought -leader. Government,

industry and academia need to work closely together on this so that India becomes the

laboratory of the world. Software product companies need to continuously upgrade

their products in order to remain competitive. Companies such as Microsoft, Oracle

and Adobe have setup captive back-end development centers in India. Some

companies are also partnering with Indian vendors to set up development centres in

India. Additionally, outsourcing of certain development functions, such as testing and

maintenance, are also finding favour. As the Indian IT industry matures, it is climbing

up the value chain in terms of service offerings, Clients in Europe and the US are

beginning to outsource high-end functions of product development such as

requirement specification and designing to Indian companies. These functions require

highly specialized skill sets and domain knowledge of industry verticals. In little over

a decade, the Indian software industry has astounded its skeptics and emerged as an

important force on the global software scene. To be truly beneficial, we need to use

the capability of the Indian IT industry as a lever to solve the more fundamental

problems.


At the broader level, the Indian software and service industry has emerged as a key

growth driver for the Indian economy, creating multiplier effects through employment

generation, reducing trade deficit and boosting forex reserves. IT has increased

productivity, quality and cost-effectiveness in sectors including manufacturing and

services. The industry is the biggest employer, providing jobs for over a million

Indians and spurring the growth of ancillary industries including transportation, real

estate and catering -- while swelling the government's coffers through taxes and

boosting consumer spending. It has also been the largest contributor towards creating

a new and positive image of the country. The government should treat this sector as a

lighthouse industry and devise a concerted strategy with actionable initiatives to

ensure that we become a dominant player in the global IT industry.

India is recognized as a source of low-cost, high-IQ, English-speaking brainpower.

The prevalence of vibrant democratic institutions, a strong entrepreneurial heritage,

large investor class, strong math and computer science education, select globally

recognized institutions of higher learning have all made India perfectly suited to the

development and success of IT industry. Recently, NASSCOM commissioned the

global strategic consulting firm McKinsey to look at the Indian IT industry.

McKinsey’s findings, as published by NASSCOM indicated the following:

Market openings are emerging across four broad sectors, IT services, software

products. IT enabled services, and e-businesses Software & services will contribute

over 7.5 % of the overall GDP growth of India & IT exports will account for 35% of

the total exports from India. This represents a potential for 2.2 million jobs in IT by

2008 with IT industry attracting a Foreign Direct Investment (FDI) of U.S. $ 4-5

billion.


1.2 IT in manufacturing The rate of change in manufacturing today is faster than ever. Retailers and

consumers demand flexibility and responsiveness, regulatory oversight is on the rise,

and increasing consolidations require companies to demonstrate cost and efficiency

improvements. Today’s manufacturing enterprise, whether it produces consumer

goods or weapons systems, must often juggle a range of conflicting demands. Smaller

lot sizes, increased product flexibility, higher product quality, decreased delivery

time, and smaller profit margins are typical of the ambitious goals in many such

organizations. Through it all, the enterprise must consistently aim for producing the

right product, with the right quality, in the right quantity, at the right price, and at the

right time and it must do more than satisfy its customers; it must delight them. Correct

and timely information is key to meeting these goals, and information technology,

database management systems, enterprise resource planning systems, and simulation

and computer-aided design tools-- has become indispensable to most manufacturing

enterprises. Although its role in manufacturing has been more to support processes, IT

is evolving to become a catalyst for process and product change. IT is at the heart of

successful enterprises worldwide, and manufacturing enterprises are no exception.

Information technology is making possible substantial changes in the organization and

effectiveness of manufacturing activities. Equipment and stations within factories,

entire manufacturing enterprises, and webs of suppliers, partners, and customers

located throughout the world can be more effectively connected and integrated

through the use of information technology. Information technology provides the tools

to achieve goals that are widely regarded as critical to the future of manufacturing:

rapid shifts in production from one product to another; faster implementation of new

concepts in products and faster delivery of products to customers; more intimate

interactions with customers, who more directly and completely specify what they

need; fuller utilization of capital; and streamlining of operations to focus on what is

essential to a business and to eliminate unnecessary activities. As this list suggests,

technology is a critical enabler, but its development and implementation will be


shaped by organizational, managerial, and human resources concerns. Because of

these concerns, manufacturers have had difficulty getting the most out of the

technology that exists today. Sensitivity to these concerns is essential to the successful

development and implementation of the technologies associated with visions of

manufacturing for the 21st century.


CHAPTER 2

COMPANY PROFILE


2.1 COMPANY PROFILE

Zensar Technologies is a global information technology services and business process

outsourcer headquartered in Pune, India. It is a software wing of RPG Group , and

offers a range of integrated information technology (IT) and BPO products and

services to Fortune 500 clients.

Zensar has a marketing presence in the US, Europe, Asia Pacific and Australia. The

company has operations and a customer base spanning across 18 countries including

software development centers at Pune and Hyderabad in India and Shenzhen in China.

It is the world's first enterprise-wide SEI CMM Level 5 Company and now a CMMI

Level 5 Company. Zensar is also an ISO 9001:2000 and ISO 27001 certified

company.

Zensar service areas include Testing, Enterprise Collaboration and Content

Management, Enterprise Application Integration, Business Intelligence & Data

Warehousing. Zensar's core competency is Application Modernization, using Zensar's

SBP framework.

Zensar Technologies is a globally focused software and services company spread

across 18 countries, servicing over 100 active customers, providing end-to-end

services from IT development to Business Process Outsourcing, from consulting to

implementation. It is a company that can engage with some of the world's largest

customers and still provide personalized care, where innovation is routine, out-of-the-

box is run-of the mill and distinction is regular.


Among India’s top 25 software companies, Zensar has software development centres

in India and China. Zensar’s enviable list of marquee customers can be attributed to

the maturity of its quality processes, proven delivery capability, sound domain

expertise and its revolutionary Solution BluePrint (SBP) framework. Zensar’s

innovation in componentization - SBP brings in automation, platform independence,

elimination of time-consuming coding activity and reduction of cost.

Zensar offers complete business solutions through a business model that includes

consulting and knowledge management services, dedicated offshore development

centres, enterprise applications and custom application development, migration and

BPO services. These offerings cut through all verticals such as Retail, Banking and

Financial services, Manufacturing, Utilities and Telecom Zensar is the world’s first

enterprise-wide CMM Level 5 organization and one of the very few to be CMMI

Level 5 certified.

2.2COMPANY HISTORY

In 1959, Hollerith Limited took over the Indian business of Powers-Samas

Accounting Machines Ltd., London. On 1 October 1959, the name of the company

was changed to International Computers and Tabulators Limited and the new trade

mark ‘I.C.T.’ was used in relation to the company’s products. In October 1996, ICIL

purchased the Software Business from ICIM. On 14th January 2000, the name of

ICIL was changed to Zensar Technologies Limited.Pursuant to the Order of the

Mumbai High Court dated 16th August 2001 ICIL (Zensar Technologies Limited)

merged with ICIM (Fujitsu ICIM Limited) to form a new company by the name of

Zensar Technologies Limited.Recently Fujitsu's stake in Zensar has been purchased

by RPG group as Fujitsu Services is planning to come to India on its own


The important milestones in the history of zensar are

1963 - The Company was Incorporated on 29th March, at Mumbai. The Company

manufacture and dealing in all kinds of computers, tabulators, accounting and

calculating machines and other machines and punch cards.

1981 -Industrial licence was received for the manufacture of mini computer/micro

processor based systems.

1986 - ICIM Quattro Super Micro Computer was introduced.

1987 - During January, DRS - 300 a state-of-the-Company introduced main frame

Series-39 computers.

1989 - The company entered into the prime UNIX PC market during the year.

1992- The Company entered into the reprographics business of photocopies and fax

machines.

2001 - The Company has approved the merger of Zensar Technologies Ltd with the

company.

2002- Ties up with Cisco, Australian and Fujitsu, Japanese company for setting up

offshore development centres at its Pune facility .

2003- Signs a 50:50 Joint venture with Asia Logistics Technologies.

2004- Zensar Technologies ties up with 6 overseas companies .Zensar inks pact with

PeopleSoft. Forms joint venture with a Chinese software firm in Shenzhen

2005-Zensar Technologies has acquired a US company, OBT Global

May 2007-Zensar among Fortune Top 10 Global Offshore Outsourcing Providers

from India


2.3 Board of Directors

Mr.H.V.Goenka, Chairman

Mr. John Levack, Director

Mr. P. K. Choksey, Director

Mr. P. K. Mohapatra, Director

Dr. Ganesh Natarajan, Deputy Chairman and Managing Director

Mr. Arvind Agrawal, Diremanctor

Mr. Venkatesh Kasturirangan, Director

Mr.A.T. Vaswani, Director

2.4 Management Team

Dr. Ganesh Natarajan, Deputy Chairman and Managing Director

Mr. Parmod Bhalla, Chief Operating Officer

Ms. Prameela Kalive, Chief Human Resources Officer

Mr. Vivek Gupta, EVP and Head, Global Outsourcing Services, Americas

Mr. Nitin Parab, EVP and Head, Global Enterprise Application Services

Mr. V Balasubramanian, EVP and Head, Global Transformation Services,

Mr. S. Balasubramaniam, Chief Financial Officer

Ms. Lavanya Jayaram, Head, Corporate Innovation Group


2.5 COMPANIES VISION

Transformation Partners to Global Corporations

2.6 COMPANIES MISSION

Leveraging technology and processes to help customers attain their goals


2.7 VALUES

Customer Sovereignty

Our customers are the reason for our existence. We anticipate their needs and

endeavor to meet and surpass their expectations.

Passion for Excellence

We strive to attain individual and team excellence through a spirit of continuous

learning, lofty standards, new ideals and a commitment to high levels of achievement.

Continuous Innovation

We aspire to seek and create a 'new way.' We will continuously reengineer our

processes and mindsets and encourage individual creativity and improvisation in all

our actions.

Transparency and Integrity

We will nurture a culture of spontaneity and mutual trust. Impeccable ethics and

morals will be the cornerstone of all our interactions and relationships.

People Orientation

We will accord empathy, respect and dignity to every Zensarian. We will create an

environment where every committed and capable member of the organization is given

ample rewards and opportunities for growth.

Social Responsibility

We will recognize,abide by and add value to the social environment, while embracing

our responsibilities as a good corporate citizen in every country we operate.


2.8 People

People are our most valued resource

Zensar has a work culture that is young, energetic, performance driven, where

employees are constantly innovating at work and actually having fun doing it. The

leadership defines and embodies the 5F Culture.

The 5F Culture

Fast

The organization believes in speedy actions in whatever we do.

Focused

The organization remains strongly focused on its business objectives and strategies.

Flexible

Zensar believes in the sprit of innovation and agility to respond to changing business

situation.

Friendly

The Organization believes in and practices strong people orientation. Zensar has an

open culture.

Fun

We believe in having fun at the work place while focusing on complex business

problems.

Zensar has created an environment, where every committed and capable member of

the organization is given ample rewards and opportunities for growth.


The skills of our consultants are updated and enhanced through regular training.

Consultants are provided with a broad overview of the industry they service and are

trained to work with non-IT staff and effectively transfer knowledge to end-users.

Opportunities

Experienced Professionals

Zensar, a fast-growing CMMI level 5 Company, engaged in challenging vertical -

focused solutions for international clients in Banking, Finance, Insurance,

Manufacturing, Retail and Telecom sectors is always on the look out for professionals

who can combine in-depth IT expertise with strong industry background.

Such professionals find here immense opportunities to work on solutions that are

higher up the value chain, from hot apps like Oracle 11i, embedded systems, mobile

business solutions to a host of mission critical applications. Solid infrastructure and

technology resources enable our teams to work on major projects across technologies,

industries and countries..

The recruitment process involves following steps:

• Short-listing of profiles by recruitment team

• Preliminary interviews by recruiter

• Technical interviews by technical panel

• Final interview


Campus

Zensar visits a number of leading institutes including IIMs, Manchester Business

School and leading Engineering colleges to recruit the best talent. Some of the

Engineering colleges visited over the past few years are:

• Birla Institute of Technology - Mesra, Ranchi (BIT - Mesra)

• Shri. G.S. Institute of Technology & Science, Indore (SGSITS)

• Vivekanand Education Society’s Institute of Technology, Mumbai (VESIT)

• DAVV, Indore

• NIT - Calicut

• NIT - Trichy

• NITK - Suratkal

• NIT - Warangal

• BHU – Varanasi

• RGPV, Bhopal

• SATI, Vidisha

• ITM, Gwalior

• College of Engineering, Pune (COEP)

• Vishwakarma Institute of Technology, Pune (VIT)

• Maharashtra Institute of Technology, Pune (MIT)

• Bharati Vidyapeeth, Pune

• Pune Institute of Computer Technology, Pune (PICT)

• Sinhagad Technical Education Society, Pune

Candidates are selected mainly from B.E./B.Tech.(Computer Science, IT, Electronics

& Telecom branches) and MCA streams.


The process followed for selection is:

• Pre-placement presentation

• Written test to gauge the aptitude and technical competence

• Shortlisted candidates go through two rounds of interviews: One by a

technical panel and another by HR panel.

• The final shortlist is then announced.

Zensar has also embarked upon Industry-Institute interaction program that involves,

hiring MBA students during their studies and grooming them to be “Zensarians” at

the time of their course completion. One such partnership is with SICSR (Symbiosis

Institute for Computer Studies & Research) for their MBA-IT program.

2.9 QUALITY POLICY

Zensar is committed to meet customers’ needs and expectations by delivering

competitive IT and Business Process Outsourcing services and solutions.

Quality Objectives

• Deliver IT and BPO services and solutions that meet the customer requirements

• Acquire and build long lasting client relationships

• Improve our competitiveness by enhancing employee skills, process performance

and technology utilisation


Quality Credentials

• Among the first in India to achieve ISO 9001 certification

• First in the world to achieve Enterprise-wide SEI-CMM Level- 5

• One of the few companies worldwide to achieve SEI CMMi Level- 5

• Six Sigma implementation initiatives

• Zensar has also adopted the EFQM (European Foundation for Quality

Management) quality model to ensure overall organizational excellence.

Quality Management System

Zensar’s Quality Management System has been created over a span of 12 years.

Based on international frameworks and benchmarks it uses:

• ISO 9001:2000: Basic system for defining our QMS and to assess QMS

effectiveness

• SEI CMM/CMMI: Best practices for software engineering and continuous

process improvement

• Total Quality Management (TQM): Used to bring about overall improvement

and business excellence

• Six Sigma: Used as a tool for systematic analysis and process improvement

At Zensar, Quality Assurance (QA) is established during every phase of a project life

cycle. It is a systematic approach to ensure quality of deliverables and process

deployment. QA is done by establishing plans, processes, standards, and procedures

and then objectively verifying & monitoring the process effectiveness and product

quality.


The key areas of focus for the QA activities are: –

• Quality of Deliverables

• Effectiveness of reviews and testing

• Integration of the project team and the stake holders (for e.g. Onsite / Offshore)

• Project life cycle

2.10 WORLD CLASS INFRASTRUCTURE

Zensar’s offshore centre has world-class capabilities to support and deliver quality

services to its Customers. Following are the salient features of our offshore

development centre at Pune:

• Dedicated customer centres

• Over 90,000 sq ft offshore facility housing 2000+ seats

• State-of-the-art hardware and software infrastructure

• High speed communication networks

• Robust security infrastructure

• Supports 24x7 operations

2.11FINANCIAL STABILITY

Listed on the Indian stock exchanges, Zensar is a joint venture between Fujitsu

Services and one of India's largest corporate groups, RPG, with Electra Investments

Trust as an institutional investor.


Zensar Technologies has been a profit making organisation since its inception and is

completely debt free. The company’s revenues have been growing at the rate of more

than 25% in the last three years and touched $99 million in the last financial year.

2.11CORPORATE SOCIAL RESPONSIBILITY

Zensar Foundation today is an independent trust managing various activities for

socio-economic development. The Foundation comprises employees from Zensar and

eminent personalities from the world of business and social philanthropy. The

Corporate Social Responsibility as a function in Zensar was formally registered in

November 2004. Financially the trust is reliant on contributions made by employees

of Zensar and funds allocated by the company. ‘ZensarCares’ is the core team of

employees that implements all the initiatives of this trust.

2.12 RECOGNITION

Zensar is committed to meet customers’ needs and expectations by delivering

competitive IT and Business Process Outsourcing solutions. This sentiment is evident

from their continuous perseverance to accredit themselves with globally recognised

industry standards and the awards they are bestowed with by various global

institutions.

CNBC TV 18 International Trade Award 2008-Best Exporter of the Year

In appreciation of its outstanding contribution to Indian trade CNBC-TV 18 has

honored Zensar with The Exporter of the Year Award for 2008 for the second

consecutive year for wealth creation in India’s international trade community.


Zensar has been recognized as an organization that has reacted well to changing

demands and markets via their career development strategies and has implemented

change management initiatives at its best.

Zensar is amongst Global Outsourcing 100

Zensar Technologies was recognized by the International Association of Outsourcing

Professionals (IAOP) as one of The Global Outsourcing 100 in 2008 in a special

advertising feature in the April 3, 2008 issue of FORTUNE® magazine.

Zensar has consecutively been named for the second time in the annual Global

Services 100 list, a research project honoring the leading providers of business and

technology services, conducted by Global Services and neoIT.

Zensar has been recognised by the BBB and has received the BBB online reliability

seal. Zensar is now part of core group of businesses that support ethical business

practices and integrity in the market place.

Trailblazer of the Year Award for Best HR Practices for 2006

In recognition of the outstanding contributions and achievements, particularly in the

field of Human Resource & Development, the National HRD Network honored

Zensar with the Trailblazer of the Year Award from NHRD for Best HR Practices for

2006.

Zensar has also been recognized for its unique HR practices by the Madhya Pradesh

government which recently conferred the Golden Edge Award for Best HR practices

for 2006.


Corporate Governance Business for Social Responsibility Award for 2006

For its unique contribution to the society, Zensar won the Corporate Governance

Business for Social Responsibility Award for 2006, which was presented by Bombay

Stock Exchange in association with Times Now.

CNBC TV 18 International Trade Award 2007-Best Exporter of the Year

In appreciation of its outstanding contribution to Indian trade CNBC-TV 18 has

honoured Zensar with The Exporter of the Year Award for 2007 for wealth creation in

India’s international trade community.

Winner of FICCI’s CSR Special Jury Commendation Award

Zensar has been awarded the ‘Special Jury Commendation’ Award by the President of

India, Dr. A.P.J Abdul Kalam for the outstanding commitment and contribution to

Nation Building through CSR efforts.


2.13 SERVICE OFFERINGS

Application Portfolio Management (APM)

Application Portfolio Management (APM) encompasses some of Zensar’s most

mature service offerings and is responsible for a sizeable portion of the company’s

global business.

The solutions portfolio of APM is comprised of the following services:

• Application Portfolio Consulting, which includes guiding customers in the areas

of application portfolio management, offshoreability readiness and process consulting.

• Application Development (AD), which includes all aspects of custom/bespoke

software development such as solution architecture, analysis, design, construction and

testing; application enhancement and application re-engineering.

• Application Support & Maintenance (ASM), which include provision of Level-

1 to Level-3 support, 24x7 production support and technical help desk.

• Testing Services, as a stand-alone offering, which include all facets of application

testing such as functional testing, performance testing and operational acceptance

testing.

• Infrastructure Management (IM) Services, which include provision of

infrastructure consulting, turnkey infrastructure projects and managed services.

Enterprise Application Services (EAS)

EAS encompasses some of Zensar’s most rapidly growing service offerings. As the

partner of choice for end-to-end Enterprise Application services, Zensar has built long

terms relationships with several marquee customers.


The group has a wide solution portfolio such as

• ERP services: Oracle, SAP, PeopleSoft, JD Edwards

• Customer Relationship Management (CRM)

• Business Intelligence / Data warehousing (BI/DW)

• Enterprise Collaboration and Content Management (ECCM)

Apart from hi-tech discrete manufacturing, EAS has also gained deeper knowledge

about processes and business issues in the information, logistics, and travel and

entertainment industries.

EAS leverages its experience in areas of ERP consolidation in Mergers &

Acquisitions, migration of enterprise suites to Linux, 24x7 DBA and infrastructure

support, building collaboration strategies and infrastructure, managing enterprise

content, IT imperatives of SOCs compliance and defining a migration roadmap for

JDE/PeopleSoft to Oracle or SAP in adding value to customers across the globe.

Innovation Technology Solutions (ITS)

The Innovative technology solutions offering leverages the benefits of the innovative

Solution BluePrinting (SBP) framework using a future proof Global Delivery Model.

The services portfolio has three main elements:

Application Modernization

• Re-engineering

• Modernization with Maintenance

• Migration/Conversion

• Porting & Related Application Enhancements

• Platform compatibility & Certification


Product Engineering Services

• Development of Products

• Product Support, Maintenance and Enhancement

• Product Testing & Certification

• Product Globalisation & Localisation

Embedded & Systems Services (ESS)

• Embedded and System Software Product Design and development

• New Product Development

• Porting

• Platform Migrations

• Re-engineering

• Design and development of Test Tools for design validation and Mass

Production set-ups for a variety of targets.

• Maintenance of delivered products

• Testing of target platforms and devices for specifications and performance

(Stress Testing), Benchmarking

• Consultation in Product Conceptualization

Business Process Outsourcing and Optimization - BPO²

True to its values of innovation and customer focus, Zensar has brought the advantage

of BPO² to the customer. BPO² is not just about moving processes offshore to Indian

shores, but in delivering consistent value to customers by optimizing the processes

while they are outsourced.

Unlike most other BPO companies, BPO² offers its solutions as part of Zensar’s

bouquet of IT and BPO services. Since almost all back office business processes


depend on an IT solution backbone, Zensar as a provider of both IT and BPO, offers

the customer a one-stop solution. The key to optimization lies here. As business

processes change over time, it necessitates modification of the way the process is

managed and the back-end IT system for the same. It works very effectively and to

the customer’s convenience to have both these tasks executed by a single solutions

provider leading to a much higher overall value and sustained advantage.

2.14 WHAT ZENSAR DOES

Zensar undertakes complex development or migration projects using the multi shore

Global Delivery Platform or helps in implementing Oracle or SAP applications. They

then build a long term outsourcing partnership relationship to manage the customer’s

applications, processes and even 24X7 DBA support – from the US, UK, Poland,

China and India with consulting solutions resident in 20 countries. Zensar’s expertise

spans Retail, Manufacturing, Financial Services, Utilities, Pharmaceuticals, Media

and Textile domains.

2.15 INDUSTRIES OF OPERATION FOR ZENSAR

• Distribution & Logistics

• Entertainment

• BFSI

• Manufacturing

• Retail

• Telecommunication

• Utilities


DISTRIBUTION & LOGISTICS

Distribution & Logistics include a broad range of activities concerned with effective

and efficient movement of semi-finished or finished goods from one business to

another and from manufacturers/distributors/retailers to the end customers. The

activities include freight transportation, warehousing, material handling, protective

packaging, inventory control; order processing, marketing, forecasting, and customer

service. In case of third party logistics companies, the main value delivery process is

the infrastructure process and has to be carefully managed. In this regard managing

warehouses and transportation becomes extremely important. In case of B2B inbound

logistics, the various process include: warehousing, freight forwarding and custom’s

clearance at seller end, air or sea transport, customs clearance, freight forwarding, and

warehousing at buyer end finally delivery to the buyer.

ENTERTAINMENT

Zensar has an extensive track record working with few of the world's largest

entertainment companies on their Enterprise Resource Planning needs. With the

emergence of enterprise applications as a basic necessity for any business, Zensar is

ready to offer its broad based experience in the enterprise applications field to help

entertainment companies concentrate on their end product.

Some of the solutions include:

• End-to-end implementation of packaged ERP solutions

• Cross Platform upgrade of ERP solutions

• Custom Bolts on development

• 24x7 Remote DBA services


BFSI (Banking, Financial Services and Insurance)

Zensar has more than 200 person years of experience working with Financial

Institutions. Based on their extensive domain knowledge, technological expertise and

proven experience in offering financial services solutions, Zensar has helped many

financial institutions in leveraging technology to meet these new business imperatives

Customer List

• Investec

• Credit Suisse

• Ned Bank

• UBS

• AIG/AIU

• AXA

• Fidelity

• Royal Bank of Scotland

• Mutual and Federal

• Merrill Lynch

• Assurant


MANUFACTURING

Zensar empowers its clients with Best Practices implementation and right tools to

enhance competency and growth. Its domain and enterprise package solutions help

manufacturing industry clients operate with the Best Manufacturing Practices in place

while overcoming regulatory and operational challenges. By leveraging its deep

industry expertise with proven technology capabilities, their professionals bring about

immediate, measurable and lasting cost efficiencies in client business processes.

Manufacturing industries are faced with the challenge of a highly dynamic and

interactive business environment. It has become imperative for the manufacturers to

improve processes to increase the productivity and cut down on cost. They need to

focus on streamlining their own processes and at the same time emphasize on the

capabilities of the suppliers.

Zensar has been closely linked with this sector in providing IT solutions that has

helped the customers in increasing their productivity, reducing costs and enhancing

their end-customer experience. Zensar provides the complete array of solutions from

analysis and evaluation of processes, development of customised solutions to

implementation of enterprise products in order to service the customer's unique needs.

They provide solutions in the following domains:

• Enterprise Resource Planning (ERP) solutions

• eSourcing / eSales / eDisposal Solutions

• Supply Chain Management (SCM) solutions

• Customer Relationship Management (CRM) solutions

• Business Intelligence & data warehousing solutions

• CAD/ CAM/ CAE services

Zensar’s service offerings in the above mentioned domains include supply chain

optimization, building interfaces with 3PL logistics providers, inventory control and


integration with manufacturing systems. Efficient and consistent delivery practice has

enabled us to deliver meaningful business value to industry leaders within

Manufacturing Space in discrete and process flows viz. Fluke, Cisco, Logitech, etc.

RETAIL

Zensar has a strategic focus on the Retail Services sector, leveraged by its stakeholder

the RPG Group – the pioneer of organized retailing in India. For over twelve years,

Zensar has been providing domain expertise and IT solutions to support and drive

retail business performance to Tier-I retailers across the globe. Zensar’s customers in

retail have a variety of choices from packaged solutions to tailor made solutions.

Retail Services

Consulting

Package Solutions

Application Portfolio Services

Zensar has expertise in developing custom solutions in the following areas:

• Planning

• Merchandising

• Warehouse Management

• Financials

• Business Intelligence


Process Outsourcing

Zensar has integrated its Retail domain expertise and IT solutions experience to

provide knowledge services specifically tailored to various needs of the retailer.

zensar have performed processes in the critical areas of Customer Management and

Back-office processes. In SCM they have worked in critical areas such as Logistics,

Procurement, Merchandising, Finance and HR.

TELECOMMUNICATION

Zensar's Telecom Domain expertise and software services encompass a gamut of

Business and Operational Support system in the Wireline and Wireless Environment.

Zensar's service offering in BSS OSS (Business and Operational System) includes:

• IT Consulting

• Implementation of Business and Operational Support systems

• System Integration Services

• Application Management

• Management of infrastructure/facilities management

• 24X7 Production Support

UTILITIES

Zensar has over the years acquired and honed its domain knowledge in various sectors

of the utilities industry. Its customers also benefit from its extensive exposure to the

best industry practices that they have meticulously documented from their

engagements with the finest global corporations.


Zensar is pioneer in implementing value-based end to end solutions to the E&U

industry, in United Kingdom and in India. Zensar has been associated with Utilities

customers in UK for the past 15 years and participated in the regulation and

deregulation journey of the UK energy market. As part of the exciting journey,

Zensar has build expertise in various areas

Zensar has positioned itself as a Transformation Partner for some of the leading

companies in the world such as


2.16 SUCCESS STORIES

• Implementation, roll-out of Asia Pac Instance of ARBOR/BP for MCI

Worlcom

• Supply chain integration and multiple projects for large Finland based Mobile

company

• Legacy web integration at Sprint telecom

• Suspense Management and Analysis system for a UK based Carrier

• Upgrade to higher version of Retail Billing System for a UK based operator

• Migration from Oracle Version 7 to Version 8 for Inter Carrier Billing System

for a UK based Operator

• Upgrade to higher version of Inter Carrier Billing System for a UK based

Carrier

• 24/7 support at Atlantic Telecom

• 24/7 support to SBC Communications

• Predicting customer churn for a South Asia based Mobile operator


CHAPTER 3

ORGANISATIONAL

STRUCTURE


3.1 Introduction

Every organization is made on a structure that best suits its industrial sector.

The Organizational Structure is the way in which the interrelated groups of an

organization are constructed. From a managerial point of view the main

concerns are ensuring effective communication and coordination. Each department

has its own set of duties & responsibilities and every person in the organization

has someone whom he needs to report to. In a Functional structured

organization, the organization is structured according to functional areas instead

of product lines. The functional structure groups specialize in similar skills in

separate units. Like any software company, ZENSAR also has its own set of

departments. As I was working for a small segment of the huge ZENSAR

Technologies, I was in contact with a small group of people from varied departments

like the Human resource, Marketing, IT services, admin, delivery and testing services.

The various departments integrated with each other to service the clients from

whom the projects were acquired. The departments are coordinated and have been

integrated in such a way that the whole of the organization has been benefited and the

whole process of delivering the completed project to the satisfied client is made much

smoother. Listed below are the various departments in the segment I worked with and

their various activities that have led to the increased satisfaction of the clients.


3.1 ORGANISATIONAL CHART OF ZENSAR

CEO

COO

Human Resource Head Administration Head

Accounts & Legal Affairs Head

Strategic Business Unit Head

Training & Development

Recruitment

Employee relations

United States (ERP)

United States & United Kingdom (Global Services)

Rest of World (Global Services)

Sales Delivery Centre


CHAPTER 4

FUNCTIONAL

DEPARTMENTS


FUNCTIONAL DEPARTMENTS

The department which functioning in zensar are

Human resource department

Administration department

Marketing department

Finance department

Delivery department

4.1 Human Resource department

Attracting the most qualified employees and matching them to the jobs for which they

are best suited is significant for the success of any organization. However, many

enterprises are too large to permit close contact between top management and

employees. Human resources managers and specialists provide this connection. In

the past, this department has been associated with performing the administrative

function of an organization, such as handling employee benefits questions or

recruiting, interviewing, and hiring new staff in accordance with policies and

requirements that have been established in conjunction with the top

management. And consult top executives regarding strategic planning. They have

moved from behind-the-scenes staff work to leading the company in suggesting and

changing policies.

Zensar has been awarded several awards for its innovative HR practices which

acknowledge its commitment towards attracting, enabling and retaining talent.

Zensar’s belief and strong focus on people being its core value, drives all its people

development practices. Zensar’s HR strategy is aligned along three key dimensions:


1. Attract

Industry-Academia Partnership

Zensar has established strong strategic partnerships with Academic Institutions in

India, China and UK to identify, nurture and develop fresh talent for supporting its

growth.

Associate Referral Program

Zensar has a strong Associate referral program that it leverages to find good talent

from the Industry. About 25% of Zensar’s talent requirements are met through this

program.

2. Enable

Development Centres (DC) enable Zensarians to continually assess and develop their

behavioural and leadership skills. Zensar was one of the first companies to set up DCs

with the aim of preparing leaders for the future and providing a forum for other

leadership development initiatives.

Performance Planning and Evaluation is a very well managed HR process in Zensar

and is carried out with a Top-Down Approach with the goals of the CEO being

aligned with his next level and the levels after that.

Training and Development is ingrained into Zensar’s core philosophy of value

addition to the end-customer through value addition to associates. Therefore, there is

strong emphasis on training for customer-specific skill sets. Some of the training and

development programs undertaken are as follows:

EPGDBM: Zensar has partnered with one of the leading management institutes to

conduct an Executive MBA program especially for Zensar associates. This is an

exclusive EPGDBM program, customized to the specific needs of the organization.


SICSR: Zensar has partnered with SICSR (Symbiosis Institute for Computer Studies

& Research)for participating in the training of and recruiting high performance

candidates from the SICSR MBA-IT program.

Spot Awards: This award has been instituted to recognize and reward exemplary

performance instantaneously. Since April 2005, 300 individual and 90 team spot

awards have been awarded.

3. Retain

Organization and Management Review (OMR) is an umbrella initiative that focuses

on organization structure and key people development processes. The Review is used

to identify critical positions and resources in the organization and draw up

comprehensive succession plans for each critical position and resource.

360 Degree Feedback Process enables hierarchical barriers to be broken and a true

spirit of collaboration to emerge at all levels. Starting with the senior management, a

complete 360 feedback process is undertaken for managers to help them develop a

road map to identify areas of improvement based on the feedback from superiors,

peers and subordinates.

HR Shared Services model in Zensar effectively leverages the benefits of outsourcing

and is used to effectively manage the back office HR processes and delivery SLA

driven performance to the internal customers of HR.

The Associate Relations function in Zensar is unique and has been established to

provide Zensarians with a “one window accountability” for any Human Resource

related issue. The objective is to embed the HR function inside the Business and Line

management and make it an integral part of Business.

Job Rotation And Career Movement: Zensar encourages job-rotation as well as career

movement across various customer programs as well as functional streams to ensure

overall development associates.

Forum to Share: Zensar provides several formal and informal forums to associates to

share views


4.2 Administration Department

The administration department at ZENSAR, has a lot of activities to be

performed ranging from the canteen facilities to taking care of the repair services of

the building which houses all the employees of ZENSAR Technologies. The

department takes care of all the activities that benefit and provide comfort to the

employees as well as the clients of ZENSAR Technologies

Some of the activities performed by the department which can be listed are as follows:

• Canteen facilities

• All purchases made for the company

• Cab facilities for the employees

• Any special pick-ups for the employees

• Hospitable service to the clients that come from other

• countries

• Repair services to the building

• Ensures the availability of drinking water facility

• Power facilities

• Looks into everything that comes in and goes out of the building


4.3 Marketing Department

The marketing department in zensar acts as a common medium between Customer

and zensar. The objectives if marketing department are.

• To find out the prospective customer

• To meet the requirements for delivery and specific requirements of the

customer

• To monitor and improve upon customers satisfaction based on the feed back

received.

Here is the process on how the marketing department operates.

1 Lead generation

2 Presales

• Study

• Proposal

• Negotiation

• Poc

• Close

3 Sales

The other works carried out by marketing department is corporate communications

which involves

• Management of advertising and branding

• Maintenance of website and updation

• Procuring and managing information


4.4 Finance Department

Funds are required not only for the payment of salaries and wages but also for

working capital required for financing day-to-day activities of the business.

Accounting daily transactions and allocating funds for various departments are the

main functions of the department.

The other responsibilities of the finance department are listed as follows:

• Preparing invoices for clients

• Monitoring the efforts based on purchase order

• Budgeting

• Preparation of financial reports(quarterly & annual reports)

• Monitoring & paying expenses

• Taking care of payroll of all the employees in the organisation

• Taking care of Taxation.

4.5 Delivery department

The delivery department in an organization consists of the developers i.e. the people

who develop and do the work to complete the project and also consists of the

testers i.e. the employees involved in testing the project results at every phase in the

project completion phase i.e. the total duration of the project from the time of its

initiation to the time of the completion of the project. The developers are the

employees who do the actual ground work of getting the project completed well in

time and as per the quality norms.

Zensar´s Global Delivery Platform (GDP) envisions the world’s largest Collaborative

co-operative society in the software domain, creating a global delivery platform and

connecting software professionals across geographies and keeping the focus


essentially on design and allowing Zensar´s unique BluePrint Foundry framework to

generate the software code.

GDP combines mature off-shoring processes, which emulate global manufacturing

best practices and a community of intellect across the globe that spans multiple

business domains. The global delivery platform thus significantly reduces the pain of

people dependence and technology bondage to deliver agile, flexible, future-proof

solutions on demand.

The Global Delivery Platform seeks to change the way software built – through

collaborative design by globally distributed application modelers. It not hindered by

traditional requirements of brick-and-mortar structures and geographically co-located

software developers. We expect this breakthrough in technology and approach to

business to revolutionize the way the word thinks of software development. It is

envisioned that the platform will provide our customers with flexibility in choice,

allow a large talented pool across the world to benefit from the growth in IT services

and provide software that is standardized and built to last.


CHAPTER 5

SWOT ANALYSIS


SWOT

Strength

Highly qualified and renowned top management

World class infrastructure

Financial stability

Commitment to quality

Innovative delivery frame work

High priority to Customer focus

Highly qualified and large human resource

Good brand name in the market.

Importance given to Research & Development

Weakness

No branch office in other major cities

Relied more on US and UK yet to tap Indian and asia pacific market

Non availability of domain specific work force


Opportunities

Scaling of operation

Can enter and explore asia pacific and Indian market

They can take over smaller companies as per the global norm for expansion of the

business empire into the unexplored areas of business.

Threats

Thick competition from other companies

Pricing

Availability of specific man power for the particular domain


PART - II


RESEARCH

A RESEARCH ON LEAD GENERATION FOR BUSINESS

DEVELOPMENT IN MANUFACTURING SECTOR


CHAPTER 1

INTRODUCTION


INTRODUCTION

Troubled times can either destroy a company or bring out the best. In the case of Rs

232-crore Pune-based Zensar Technologies, bad times have brought out the best as

the company has managed to buck the slowdown and is now poised to leapfrog into

the big league. The impressive growth in bottom line has been achieved through a

variety of factors. Besides the focus on convincing customers to move to the offshore

model, Zensar knew that it had to create unique innovative practices to penetrate a

market dominated by the Big Five players of the Indian IT industry.The reason behind

this research was to understand the management process, the expertise it has

developed and the skills it has owned, especially in the field of IT industry as it is one

of the booming industries in India.

It was a great opportunity for me to work with this company and being a part of this

company. I understood how the company works. I was also able to know how the

departments coordinate with each other. This training has really improved my level of

confidence and in the process I have gained many new skills and I think my effort in

preparation of report is satisfactory to the required extent.


1.1 Business Development

Business development includes a number of techniques designed to grow an

economic enterprise. Such techniques include, but are not limited to assessments of

marketing opportunities and target markets, intelligence gathering on customers and

competitors, generating leads for possible sales, followup sales activity, formal

proposal writing and business model design. Business development involves

evaluating a business and then realizing its full potential, using such tools as

marketing, sales, information management and customer service. For a sound

company able to withstand competitors, business development never stops but is an

ongoing process.

Business development cannot be reduced to simple templates applicable to all or even

most situations faced by real-world enterprises. Creativity in meeting new and

unforeseen challenges is necessary to keep an enterprise on a path of sustainable

growth.


1.1 Flow chart for business development

Identify the suspect

Lead Generation

Find out the prospect

DUMP

Positive Lead

YES

No

Approach & Qualify

Study and Presentation

Estimate the opportunity

Proposal & Negotiation

CLOSE


Lead generation

Lead generation (commonly abbreviated as lead-gen) is a marketing term that refers

to the creation or generation of prospective consumer interest or inquiry into a

business' products or services. Often lead generation is associated with marketing

activity targeted at generating sales opportunities for a company's sales force.

Therefore a lead is correctly described as information regarding or provided by a

consumer that may be interested in making a purchase. Whereas, generation is one of

a myriad of activities that may produce that information and perceived interest.

The nature of lead generation depends entirely on the decision process of the buyer.

For complex products and services requiring a complex decision process, the keys are

identifying the most likely prospects and then educating and qualifying them before

deploying more expensive sales resources. The education benefits the buyer;

qualification benefits the seller. This gradual lead cultivation process can go on for

months and involve several individuals involved in evaluating a solution.

For commodity products, the rendezvous dilemma is one where two parties are

seeking each other, but are obscured by time, distance, or attention. In essence there is

a set of well-matched candidates for product purchase within a larger set of poorly

matched candidates. Those well-matched candidates are what one is seeking to attract

or identify in effective lead generation.

Although there are several methodologies and implementations, each involves one of

two primary rendezvous strategies: Broadcast or Concentration.

Broadcast involves communicating to a broad set of candidates with the expectation

of a statistical response back to the marketer. Advertising is a classic example of

broadcast marketing rendezvous.

Concentration involves identifying and creating situations that concentrate well-

matched candidates into a broadcast-effective set. Market segmentation and trade

shows are classic examples of concentration-marketing rendezvous strategies.


Types of lead generation

Lead generation can take on various marketing methodologies:

Broadcast Advertising

Direct Mail

Event or Trade Show marketing

Seminar or Training

Publicity and Public Relations

Whitepapers or Product Literature

Email marketing

Web marketing (Search Engine Optimization or other Internet Media buying)

Telemarketing

Online lead generation

Since 2000, an increasing number of sales organizations have been shifting their

direct marketing budgets into the online channel. The internet allows for the

development of an extremely targeted lead generation campaign offering geographic,

demographic, and contextual targeting services.

Although the online channel is growing extremely rapidly, with search marketing and

pay per click (PPC) advertising commanding the bulk of advertisers' online budgets,

the demand for highly skilled search marketers remains high. Similarly, a number of

software tools (such as bid management software) have emerged, allowing individual

search marketers to more efficiently manage their paid search campaigns.

A GP Bullhound Research report states that from 2006- 2007, the online lead

generation market grew at 71% YTY - more than twice as fast as the online

advertising market. Today, the online lead generation segment is valued at $1.3

billion, and is expected to cross $2 billion by 2008. The rapid growth is primarily

driven by the advertiser demand for ROI focused marketing.


To meet the increased demand for online lead generation marketing, the number of

publishers offering online lead generation programs has grown exponentially over the

last year.

Many types of advertising such as direct marketing, online banners and search

marketing are deployed for the purpose of lead generation. However, due to large

drop-offs in clicks and conversions, these methods are inefficient.

Opt-in units are the most common types of advertising utilized by the online lead

generation advertising. These are ad formats that enable consumers to explicitly opt-in

to an advertiser offer without leaving the website on which the ad was displayed.

The most common types of opt-in ad units are:

Co-registration advertising: The advertiser receives some or all of the standard fields

collected by a site during the site's registration process.

Custom co-registration: The advertiser receives the standard fields collected by a site

as well as answers to few custom questions – e.g.- Have you traveled overseas in the

last six months?

Full Page Lead Generation: The advertiser's offer appears as a full page ad in an

HTML format with relevant text and graphics. The advertiser receives the standard

fields and answers to as many as twenty custom questions that s/he defines.


Lead acquisition

Lead acquisition is one of the most critical activities within the lead generation

process. Identifying or attracting a prospective candidate is an expensive and complex

task, which becomes even more so if you do not have mechanisms to capture that

information for action. The lead acquisition process can take several forms as given

below:

Business card

Participant scanner

Inquiry card

Inbound telephone

Email

Web form


CHAPTER 2

RESEARCH DESIGN


2.1 INTRODUCTION

Research design concerns the planning of scientific inquiry, the development of a

strategy for finding out something. This involves: theory, conceptualization,

formalization,operationalization of variables, preparations for observation (choice of

methods, selection of units of observation and analysis), observation, data analysis,

report (and back to theory).There are many types of research design of which survey

method is employed in this research.

Survey

In this method an empirical study involves collecting information from a larger

number of cases, perhaps using questionnaires, it is usually described as a survey.

Alternatively, a survey might make use of already available data, collected for another

purpose. A survey may be cross-sectional (data collected at one time) or longitudinal

(collected over a period). Because of the larger number of cases, a survey will

generally involve some quantitative analysis. Issues of generalisablity are usually

important in presenting survey results, so it is vital to report how samples were

chosen, what response rates were achieved and to comment on the validity and

reliability of any instruments used.


2.2 STATEMENT OF THE PROBLEM

Indian IT companies were concentrating mainly on UK & US clients but as these

global players are entering, into India the companies like zensar need to know

whether a lead is available for its product portfolio in India Additionally zensar

decided to focus only on large and growing verticals like retail, finance,

manufacturing, telecom, banking and insurance. zensar also re-configured the

company and created specialised and focused practice groups such as packaged

services, custom solutions, offshore development, consulting and infrastructure and

BPO services. For this It is necessary to know the strategy to be adopted to get the

clients for the products developed for above mentioned verticals.

For the purpose of getting clients for software development and for existing products

a methodology has to adopted for this purpose.

Also to know the current IT status of the companies and also to find out companies

which have and which are looking for any of products of our kind.

As far as software development is considered, it is necessary to know what kind of

software they want like ERP,E learning software and any other customised software

according to their requirement.

In the field of product development zensar needs to know whether the companies are

looking for outsourcing any product development projects.and to know customer

needs in this domain.


2.3 NEED FOR THE STUDY Multiple researches have been conducted to know the market share and market

potential of zensar products in various parts of the country by the trained market

researchers of the company. previously zensar was concentrating mainly on UK & US

clients but as some of the major global players are entering, into India the companies

like zensar need to know whether a lead is available from such companies in India

Additionally zensar decided to focus only on large and growing verticals like retail,

finance, manufacturing, telecom, banking and insurance. zensar also re-configured the

company and created specialised and focused practice groups such as packaged

services, custom solutions, offshore development, consulting and infrastructure and

BPO services. For this it is necessary to know the strategy to be adopted to get the

clients for the products developed for above mentioned verticals.


2.4 OBJECTIVES OF THE STUDY

• To know which companies or firms which are interested in implementing

ERP & E learning software and companies which are looking for outsourcing

product development.

• To know the current IT status of the companies ,the system which already

exists in the company

• To know what companies or firms need from the software packages.

• To generate the data base of prospective clients and their requirement for

business development


2.5 SCOPE OF THE STUDY

The scope is limited to the extent of the place, time. The organization and their

information collected during the project. It is done as a part of academic study. The

scope of the study limited to information supplied by the companies considered for

the research .The information collected is limited to the academic knowledge gained

by the student during the study of the course. The study is confined only to zensar

technologies.


2.6 PROFILE OF THE STUDY AREA The entire research work is done in Bangalore and channai. Manufacturing

Companies which have turnovers large enough to implement zensars products are

listed and selected for the study

This research is primarily qualitative in nature. This study is based on the data

collected through answered questionnaire, through face to face interview, telephonic

call, e mail received from different companies

2.7 SAMPLING

A Convenient ( Non- probability) sampling technique is used for selection of the

samples. A boundary was set in Bangalore and Chennai and the list of companies

which have the potential to implement zensar’s product was prepared.

A list of 20 customers is considered as the size of the sample. These samples are

companies which have business large enough to implement zensar’s products.

The 20 companies were interviewed in a span of 2 weeks through telephonic call, face

to face interview and e mail responses received from the different companies.


2.8 TOOL USED FOR DATA COLLECTION:

Secondary Data

Secondary data is the data collected by the researcher from some other sources

where the data would have already been collected and interpreted . Here its not

possible to get the data in its purest form because it would have been used

for some other purposes already. And the primary data collected by one

researcher becomes secondary data for the other researcher . Secondary data is

the refined form of primary data. Here the secondary data is collected from

company’s internal sources and from other websites.

Primary Data

Primary Data is the data exclusively collected for the research work by the researcher.

It is the raw data collected for research work that represents an official position or

opinion. This kind of data is always authoritative because the information collected

has not been interpreted or filtered by a second party. Primary data is collected afresh

from the field for the purpose of conducting the research.

A structured questionnaire was constructed with the help of the company personnel.

And was administered on respondendent.The questionnaire was constructed as

simple, concise and brief as possible with open and closed ended question.


2.9 DATA COLLECTION PROCEDURE

A part of respondents were met face to face, and other information were collected

through e mail responses and through telephonic calls. The respondents were mainly

managers of the IT Department of the companies.It involved calling the selected

manufacturing companies and taking appointments with the CIO or the IT manager to

have small discussion regarding the IT status in the firm.

2.10 METHODOLOGY EMPLOYED FOR DATA

ANALYSIS

This section summarizes the methods used to analyze the data and describes the data

handling, and their interpretations drawn using questionnaire.

The whole market potential for zensar’s products in south india is difficult to find as

there are thousands of manufacturing companies. So a convenient sample of 20 is

used to analyse the data and draw interpretations there from.

The major assumption in this research is that, the sample size on which

research conducted was on 20 companies and conclusions and

recommendations drawn there from are only through these samples.

The data was analysed , by tabulating the results obtained through questionnaire, the

data’s so obtained were entered in the table to form meaningful and useful

information. Simple arithmetic operations are used to calculate the values.

Percentages and pictorial representation of data are used to present the data as they

simplify the data by reducing all the numbers to a range from 0-100. and they

translate the data into standard form, with a base of 100.which is helpful for

comparision .A pictorial representation of data provides an easy understanding of the

data, pie charts are mainly used for the analysis.


2.11 LIMITATION OF THE STUDY

The study is not proposed to be an expert study as it was done by a student for the

purpose of a partial fulfilment of the course in the training, which is an integral part,

in completion and reward of MBA. The Study was conducted in a short period of five

weeks, and because of resource constraint the finding cannot be generalized for all

times.

The research investigation is limited to Bangalore & Chennai. The results are purely

based on primary information.

The analysis and interpretation is made under the assumption that data are accurate

using the samples. Some of the information's being confidential was not included in

the study. The scope of the study, by and large is very vast. It is difficult to satisfy all

the areas; therefore an attempt is made to cover as much as possible.


2.12 CHAPTER SCHEME Chapter one of this Research contains introduction to business development, the

business development process, lead generation etc in order to get an overview to the

business development process.

Chapter two contains research design comprising of sub chapters such as

Statement of the problem, Need for the study, Objectives of the study, Scope of the

study, Profile of the study area, Sampling, Tools for data collection, Data analysis,

Limitations of the study and a chapter scheme.

Chapter three of this work is made up of Data Analysis and interpretation,

Chapter four concludes the work with Summary of Findings, Recommendations,

Conclusions, Annexure and Bibliography.


CHAPTER 3

ANALYSIS AND

INTERPRETATION


ANALYSIS AND INTERPRETATION

RESPONSE OF MANUFACTURING COMPANIES

ELECTRONIC LEARNING E-learning is a type of education where the medium of instruction is computer technology. No in-person interaction may take place in some instances. In companies, it refers to the strategies that use the company network to deliver training courses to employees. Table 3.1 Penetration of E Learning sl no Particulars numbers percentage 1. No of companies using e learning 7 35 2. No of companies not using e learning 13 65 Total 20 100 Graph 3.1 penetration E Learning

E Learning

35%

65%

No of companies using E LearningNo of companies not using ELearning


Analysis: From the research it is clear that Out of the companies considered

Thirty five percent of companies have implemented e-learning and sixty five percent

of them are yet to implement the system

Interpretation: From the research it is clear that majority of the companies

considered are not using e-learning it has less market penetration and thus a good

market potential.

Table 3.2 Companies interest towards E Learning Sl no

Particulars nos percentage

1 No of companies interested in implementing e learning 8 62 2 No of companies not interested in implementing e learning 5 38 Total 13 100 Graph 3.2 Companies interest towards E Learning

E Learning

62%

38%No of companies interested inimplementing E LearningNo of companies not interestedin implementing E Learning


Analysis: From the research it is clear that sixty two percent of the companies which are not using e-learning are interested in implementing it and the remaining thirty eight percent of the companies are not interested in implementing e-learning. Interpretation: From the research it is clear that majority of the companies considered are not using e learning. Also majority of the companies which are not using e-learning are interested in implementing it. e-learning packages has a good market as the penetration of this product is low.

PRODUCT DEVELOPMENT:

In business and engineering product development is the term used to describe the

complete process of bringing a product or service to market. It involves the process of

idea generation, product design, and detail engineering, market research and

marketing analysis.

Table 3.3 Status of product development in manufacturing

Companies

Sl no Particulars numbers percentage

1. No of companies with in house product development 7 35

2 No of companies with outsourced product development 4 20

3 No of companies with combination of in house and out

sourcing for product development

9 45

Total 20 100


Graph 3.3 Status of product development in manufacturing

companies

Analysis: From the research it is clear that forty five percent of the companies

considered are relied on combination of in house and out sourcing for product

development, thirty five percent of them are relied on in house product development

and remaining twenty percent are relied on outsourcing for product development

Interpretation: From the research it is clear that majority of the companies are

relied on combination of in house and out sourcing for product development and there

are opportunities for service providers to capture the part of product development

which the companies are willing to outsource .

product development

35%

20%

45%

No of companies with in houseproduct development

No of companies withoutsourced product development

No of companies withcombination of in house and outsource


Table 3.4 companies interest in out sourcing product Development

Sl no Particulars numbers percentage

1 No of companies interested in outsourcing product

development

13 65

2 No of companies not interested in outsourcing product

development

7 35

Total 20 100

Graph 3.4 companies interest in outsourcing product Development

Analysis :From the research it is clear that out of the companies considered sixty

five percent of them are interested in outsourcing product development where as

thirty five percent of them are not interested in outsourcing product development.

Interpretation: Majority of the manufacturing companies relied on combination of

in house and out sourcing for product development and most of them are interested in

outsourcing a part of work. A sizable business opportunity exists in this domain.

product development

35%

65%

No of companies interested inoutsourcing productdevelopmentno of companies not interestedin outsourcing productdevelopment


ENTERPRISE RESOURCE PLANNING: An ERP system is a business support system that maintains in a single database the

data needed for a variety of business functions such as Manufacturing, Supply Chain

Management, Financials, Projects, Human Resources and Customer Relationship

Management. The common database can allow every department of a business to

store and retrieve information in real-time.

Table 3.5 Penetration of Enterprise resource planning Sl no Particulars number percentage1 No of companies using ERP 15 75 2 No of companies not using ERP 5 25 Total 20 100 Graph 3.5 Penetration of Enterprise resource planning

ERP

75%

25%

No of companies using ERPNo of companies not using ERP


Analysis : from the research it is clear that seventy-five percent of the companies

considered are using ERP and remaining twenty five percent of companies are not

using ERP package.

Interpretation: From the research it is clear that majority of companies have already implemented ERP. Market penetration of this product is high thus the competition. Table 3.6 companies interest in implementing ERP

Sl no Particulars numbers percentage1 No of companies interested in implementing ERP 4 80 2 No of companies not interested in implementing ERP 1 20 Total 5 100

Graph 3.6 companies interest in implementing ERP

ERP

80%

20%

No of companies interested inimplementing ERPNo of companies not interestedin implementing ERP


Analysis: From the research it is clear that eighty percent of the companies which

are not using ERP are interested in implementing it. And remaining twenty percent

are not interested in implementing ERPpackage.

Interpretation: Most of the companies considered have an ERP system

implemented and remaining companies are looking for an ERP package. ERP has

higher market penetration and is a competitive sector

SPENDING ON IT TABLE 3.7 SPENDING ON IT

Sl no Particulars numbers percentage1 No of companies planed to decrease spending on IT 1 5 2 No of companies planed to increase spending on IT 12 60 3 No of companies planned to remain unchanged on IT budget 3 15 4 No of companies which are uncertain about IT budget 4 20 Total 20 100

Graph 3.7 Spending on IT

IT spending

5%

60%15%

20% no of companies planed todecrease spending on IT NO of companies planed toincrease spending on IT no of companies planed toremain unchanged on IT budget no of companies which areuncertain about IT budget


Analysis: From the research it is clear out the companies considered sixty percent of

them are planned to increase their spending on IT. where as twenty percent of them

are uncertain about their budget ,fifteen percent of them are planned to remain

unchanged on their IT spending and five percent of them are planned to decrease their

spending on IT.

Interpretation: From the research it is clear that. Majority of companies have

planed to increase the current spending by a range of 0-20% and for others it depends

on growth prospectus. Thus IT sector has huge market and growth prospectus.

USAGE OF IT

Table 3.8 Usage of IT Sl no Particulars numbers percentage 1 Companies using IT systems for less than two years 0 0 2 Companies using IT systems from two to ten years 6 30 3 Companies using IT for more than ten years 14 70 Total 20 100


Graph 3.8 Usage of IT

use of IT

0%30%

70%

Companies using IT systems forless than two yearsCompanies using IT systemsfrom two to ten yearscompanies using IT for morethan ten years

Analysis: from the research it is clear that out of the considered companies seventy

percent of them are using IT systems from more than ten years and remaining thirty

percent of them have been using IT systems from a range of past two to ten years.

Interpretation: From the collected information it is clear that IT has become the

integral part of business majority of the companies have been using IT system from

more than ten years. This implies that a huge market exists for new systems and

softwares.


CHAPTER 4

PART 1

SUMMARY, RECOMMENDATIONS AND

CONCLUSION


4.1.1 SUMMARY OF FINDINGS

1. Companies/Firms Spending on IT: From the research we found out that the budget allocation for IT in manufacturing sector is high. Majority of them have planed to increase the current spending by a range of 0-20% and for others it depends on growth prospectus.

2. Companies/Firms interested in e learning: Majority of companies are yet

to implement E Learning system. E Learning has lesser market penetration out

thirteen companies which are not using E learning software package eight are

interested in implementing it in their companies. This sector has better business

opportunities.

3. companies/firms interested in outsourcing product development From the research it is clear that majority of the companies are relied on combination

of in house and outsourcing for product development. And out of twenty companies

considered majority of them are looking for outsourcing a part of product

development.

4. companies/firms interested in enterprise resource planning Most of the companies considered have an ERP system implemented and remaining

companies are looking for an ERP package.Out of twenty companies fifteen have

already implemented the system and out of remaining five who don’t have the system

four of them are interested in implementing the package in their company.


4.1.2 RECOMMENDATIONS

From the research it is clear that there is a market for the companies product in

manufacturing sector as it is found out that companies are planning for high spending

on IT in future years to come. So it is better to have attractive product portfolio and

well planned approach from marketing department.

Out of the products range available with zensar ERP has the highest penetration in

manufacturing sector and thus a tough competition prevails for that product thus

while approaching such customer care should be taken in pricing and customisation of

the product

E learning software package has good market as many number of companies are yet

to implement and are interested in implementing it. Business development team

should utilise this lead. A good product and a good negotiation will definitely result

good business.

Most of the manufacturing companies relied on combination of in house and out

sourcing for product development and most of them are interested in outsourcing a

part of work the business development team should approach these companies to

convince them to get their work done through outsourcing to zensar.


4.1.3 CONCLUSION From the research it can be concluded that today IT has become the integral part of

the business and has a huge market potential for new and customised systems and

software. From the collected data it is found that a good lead is available for zensar’s

product portfolio in Bangalore and Chennai. It is also clear from the research that

there is a market for the companies product in manufacturing sector as it is found out

that manufacturing companies are planning for high spending on IT in future years to

come. The marketing team can take leverage of this generated lead with right

strategies for business development.

It has also been observed from the research that some domains such as ERP

Has higher penetration companies and market is already aware of the depths of this

domain so companies like zensar should concentrate on more flexible and customised

products to get better business e-learning packages have better opportunities as the

market is yet to be explored. Companies like zensar which are focussing on large and

growing verticals like retail, finance, manufacturing in large scale in such verticals

can take leverage of this to get a sizable share in e-learning and ERP. Product

development is one more area where zensar can grow as it is observed that a huge

market potential exists in this sector and zensar has already made a mark in this

domain. Over all for zensar a great opportunity exists in south India for its products a

right strategy should be adopted to get a good share in the market


CHAPTER 4

PART 2

APPENDIX

BIBLIOGRAPHY


4.1.1 APPENDIX:

Questionnaire Declaration: I Sushruth j r student of M.P.Birla Institute of Management, Race

course Rd Bangalore, is doing a market research for partial fulfillment of internship

project for 2nd semester MBA programme assigned by the Bangalore university. The

below mentioned data will be exclusively used for academic purpose and not for any

other use.

Name:

Designation :

Department :

Organisation name and address:

Contact Number:

Email ID:

Date:

1. How long have you been using IT systems in your processes Less than 2 year 2 to 5 years 5 to 10 years More than 10 years 2. Have you implemented any ERP systems in your company? Yes No


3. If yes , specify name of the solution & who has provided it?........…..

4.If Yes, what parts of the business have been integrated with IT Suppliers(SRM) Customers(CRM) Logistics Human Resources Different SBUs Others …………………

5. What are the kind of product development projects does your organisation undertake? CAD CAM CAE Others (please specify)………

6. What is the nature of product development at your workplace? In – house / Own Developed Outsourced Combination

7. What are your company’s plans for IT spending over next 1 to 3 year Decrease spending Increase spending by 0-20% Increase spending by more than 20% Will remain unchanged

8. Has e-learning been introduced in your organisation? Yes No


9.If No, do you have any plans of introducing it in near future ? Yes No

10.Rate the following parameters on a scale of 1 to 5 (1 – Lowest, 5 – Highest) which you feel an IT tool should have ? Parameters Rating

Increased Customer satisfaction and value

Ability to cater to wide variety of markets

Competitive Advantage

Cost Effectiveness

Easy to apply, install and implement

Difficult for competitors to imitate

Security Issues

Less Time consuming

11. Please mention your pain areas, related to Systems and processes, if any? ……………………………………………………………………………………………………………………………………………………………………………….


4.2.2 BIBLIOGRAPHY AND REFERENCES

Company’s Records

Company’s Files

Website: www.zensar.com

Search Engine

• www.google.co.in

• www.wikipedia.com

1

Documents

Transcript of 1