A project report on competitive intelligence for manthan services bangalore


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A project report on competitive intelligence for manthan services bangalore

  1. 1. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 1 EXECUTIVE SUMMARY We no longer live in a stable and predictable economic climate, competition is the norm and things happen at a rate faster than before. Organizations will survive and thrive only if they become flexible and able to respond quickly and appropriately, not only to changing circumstances but also by proactively meeting the challenge to compete. Managers and staff will need to be trained to see competition as a challenge and opportunity rather than a threat. Having talked about competition, one would quite certainly look to the comparison with competitors as a tool to bring about the winning strategy. Objectives and scope of the project This project is intended to study and develop and also to understand the way of performing COMPETITIVE INTELLIGENCE A module for Competing intelligently is thus proposed. To make these study possible samples of 20 BPO Companies for CI on Manthan Services, Bangalore and 8 numbers of institutes forming the major competitors have been interviewed. From the primary & secondary research we have come to know in future health & pharma sector and engg graphics sector is having the potential so we will suggest Manthan services to expand their services in this sectors with cost efficiency, good quality services with additional features.
  2. 2. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 2 Chapter 1 INTRODUCTION Today's competitive and quickly moving markets require executives to carefully consider available alternatives before making a decision. This is especially true for decisions with long-term impact, which are often referred to as strategic decisions. COMPETITIVE ANALYSIS A Competitive Analysis is a program for gathering and analyzing information about your competitors, their strengths and weaknesses. Business intelligence [an alternate term for competitive intelligence] is the activity of monitoring the environment external to the firm for information that is relevant for the decision-making process of the company. Organization means how marketing, sales force, distribution channels, advertisement, are used for the customer benefit. COMPETITIVE INTELLIGENCE DEFINITIONS The discipline of collecting and analyzing competitive information to create actions to benefit your company. This business technique can be applied by large or small business. Strategic intelligence is concerned mainly with competitor analysis or gaining an understanding of a competitor's future goals, current strategy, assumptions held about itself and the industry, and capabilities -- diagnostic components. Intelligence about the firm's major customers, suppliers and partners (in marketing or research and development alliances) is often also of strategic value. Some common goals of competitive intelligence: o Detecting competitive threats o Eliminating or lessening surprises o Enhancing competitive advantage by lessening reaction time
  3. 3. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 3 o Finding new opportunities The objective of competitor intelligence is not to steal a competitor‘s trade secrets or other proprietary property, but rather to gather in a systematic, overt (i.e., legal) manner a wide range of information that when collated and analyzed provides a fuller understanding of a competitor firm's structure, culture, behavior, capabilities and weaknesses. Today's competitive and quickly moving markets require executives to carefully consider available alternatives before making a decision. This is especially true for decisions with long-term impact, which are often referred to as strategic decisions. There are two main strategies for firms to maintain their profits at a higher level than the rest of the industry.  A firm could try to outperform its competitors, for example, providing cost- or product differentiation advantages to its customers.  The second approach is to find an industry segment where these forces are less severe. COMPETITIVE INTELLIGENCE PROCESS The Competitive Intelligence (CI) process transforms disaggregated competitor data into relevant, accurate and usable strategic knowledge about competitor's position, performance, capabilities and intentions. The primary objective of CI is to provide users and decision-makers with useful and actionable information to make informed decisions. The basic operations in conducting CI are illustrated below and described briefly in the following sections.
  4. 4. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 4 1. Planning and Direction Phase The planning and direction phase is a cooperative activity whereby intelligence users and CI professionals define management's actual intelligence needs. To facilitate this activity, key topics are used to create an interactive and efficient dialog with the company's key decision-makers. The better management can articulate their needs, the more likely they will receive intelligence they can use. 2. Collection and Compilation Phase Internal: Frequently, the best intelligence is located right in your own organization. Sales/Marketing staff could have information on:  Sales practices  Distribution channels  Training programs  Compensation methods  Product differentiation  Pricing practices and trends  Promotion mix  Market and customer base Operations staff could have information on:  Nature of processes  Production facilities  Employee mix  Cost trends  Productivity  Capacity utilization Accounting/Financial staff could have information on:  Historical performance  Financial projections  Comparative key indicators
  5. 5. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 5 Engineering staff could have information on:  Technological leadership  Product development  Patents  Production process Human Resource staff could have information on:  Organization  Mgmt Devel.  Recruiting  Training  Unionization Several methods to obtain information internally:  Develop an internal network  Create ―who knows who‖ list  Develop a call list  Encourage swaps/exchanges  Provide value-added feedback External Resources: Information can be collected from a wide variety of sources. The following is a partial list of external sources for data collection:  Suppliers  Customers  Industry Analysts/Experts  Competitors  Internet  Web Sites  Databases  Scanning (Magazines, trade journals, etc.)  Exhibitions and trade associations  Government sources (embassies, government agencies, etc.) 3. Analysis & Production Phase Information without interpretation is most often useless. Quantifiable information is the easier part of the analysis process because it usually entails comparing data such as revenues, market share, product performance, features and benefits, employee turnover, etc. The real art is to interpret non-quantifiable data and provide an intelligence product that is actionable.
  6. 6. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 6 The production phase is the activity related to preparing the information in a format that is easy-to-use and actionable. Formats and tools vary from company-to- company, but the following simple steps can be applied to facilitate use and appreciation of the information:  Identify the essential elements of information  Use bullet-point format  Use graphs and charts to compare quantifiable data  State conclusions and recommendations  Produce new bulletins and competitor profiles 4. Dissemination Phase CI information, such as News Bulletins and Company Profiles, should be stored in a company-wide database (intranet-based) so that all employees have access to basic, publicly-obtainable information on competitors, team partners and suppliers in a concise format. Intelligence reports, however, should be closely held since they provide comparative data, tactical strategies or recommendations which are company sensitive. This information should remain in the hands of decision-makers such as senior management, product lines managers or marketing managers. CI information can be diluted as required in the event of a proposal exercise so that volume managers can ensure that key tactical issues (strengths and weaknesses, technical performance, product features and benefits) are addressed, directly or indirectly, in the proposal response. Ask any business manager how they define Competitive Intelligence (CI) and you'll hear responses ranging from, "that spy stuff" to "industrial espionage" to "systematic collection and analysis of competitor information", from those slightly better informed. But, CI has priorities that range a lot more broadly than understanding competitor behavior; although that's a key part - its influence and usefulness shows up in many firms in other areas more traditionally served by existing "silos" of functionality that sometimes take offense at CI playing in their sandbox.
  7. 7. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 7 Minimizing Threats CI has always concentrated its attention on minimizing threats to current business activities, or status quo, of the firm and has done so through encouraging a better understanding of the shorter-term operational initiatives the firm might take to dominate the markets in which the company competes in the present tense, relative to its competitors for that same total-available-market. This focus has allowed many companies to build very effective CI operations with the mission of remaining aware and responsive to competitive threats as they arise on the market landscape. This rather reactionary perspective remains CI's primary objective - although often, simply to be aware of current activities in a marketplace, are discounted and derided by more "proactive" thinkers within the firm. By contrast, I would argue that this is the minimum that must be done to craft an effective competitive strategy in the short-term. Maximizing Opportunities The most common area in which new CI functions disappoint its internal customers is that of maximizing new business opportunities for the firm. While many managers fail to accept CI's role in helping the company to select new markets for existing offerings, fresh revenue streams, or other opportunities for the firm to grow value for shareholders, this is a vital lesson for CI teams to understand: their value will best be judged on the basis of contributing to the net profitability of the enterprise at large... or their net cost to the enterprise in defending (or recommending abandonment) of existing (and sometimes less important) markets that may already have matured or are plagued by price commoditization. It is far more important in this respect for the CI function to help the firm find new markets for existing or adapted products and services (even if those products and services have very little to do with what the company does today) in order to move the organization towards its most profitable potential direction while avoiding costly and sometimes ruinous mistakes in strategic direction made by decision makers higher-up.
  8. 8. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 8 COMPETITIVE GUIDELINES Developing your higher-level competitor capabilities begins with awareness of key Competitive Guidelines and the tools, techniques and approaches that give them vitality. The following are a few of the Guidelines that provide a roadmap on how to create your competitive success. Competitive Guideline #1 Companies don't compete ... people compete. Be sure that you are knowledgeable about the person who makes the decisions in your competitor's camp. There is a technique for helping with this: Shadowing. Competitive Guideline #2 Knowing what your competitors have done is good ... predicting what they will do and acting upon it is great. Many successful competitors find that Gaming helps to develop their skills in this critical area. Competitive Guideline #3 Competitive intelligence is important ... actionable competitive intelligence will impact your bottom line. What is the difference between a nice to know fact and critical intelligence that drives action in your business worth? Proactive Discovery Networks go beyond reporting yesterday's competitive news. Competitive Guideline #4 If your competitive intelligence is driving an important decision make sure you use multiple sources. How embarrassing to commit significant resources, time and funds to an action to learn you've been "played" by your competitor. There is a technique to help with this: Triangulation. Competitive Guideline #5
  9. 9. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 9 Streamline the intelligence gathering process or become a victim of information overload and analysis paralysis. In recent years Competitive Intelligence Technologies have introduced dozens of new products and services that reduce the amount of time and money spent gathering competitive data and information. THE TOP 12 PRIORITIES FOR COMPETITIVE INTELLIGENCE 1. Current Competitor Activities & Strategy Monitoring - The standard "meat" of the CI program, it's important to remember that, above all, customers expect the CI team to be aware and helpful in understanding competitors' current activities and plans. Usual sources for this kind of research come from public announcements (Web, news, PR, etc.) and follow-up interviews conducted against the competitor to ascertain their commitment to current initiatives. This is standard, old-school "competitor intelligence", the constant striving towards knowing how to successfully transfer marketshare from the competitor's company to one's own. 2. Customer & Vendor Monitoring - Threats of backwards- and forwards- integration by customers and vendors is a possibility often discounted, but a fact most often realized, by firms every day - even described as two of the drivers of competitive strategy within the classic (Michael) Porter's Five Forces Model - these threats are known as "latent competitors", or those which could relatively easily move back and forth in the value chain to exclude the firm as a preferred source in the open market. As customers and vendors move up and down the value-added-ladder, healthy profits at different stages within the value chain create sometimes-irresistible opportunities for such traditional allies to move quickly into a "cannibalization" mode against the firm. Likewise, an understanding of customer-share, or "wallet", can be revealing in terms of unexploited opportunities to sell more products/services within existing customer relationships thereby minimizing selling and marketing costs, while
  10. 10. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 10 maximizing impact within a customer's value chain, and excluding competitors from those self-same opportunities. 3. Operational / Performance Benchmarking - Benchmarking initiatives are traditionally conducted against direct competitors, but can also prove beneficial in studying latent competitors, "parallel competitors" (or, substitutes for your products/services), as well as best-in-class or best-in-world firms that can easily move into diversified businesses based on their core competence to take advantage of market opportunities perceived by their own intelligence team. Most often, such benchmarking studies begin by isolating the operational deficiencies present in the firm, identifying practices at firms that excel in those areas, then conducting research to determine why they excel and transfer that knowledge to the firm to increase tactical efficiency. Sometimes a company can catch-up to a competitor or develop their own differentia compared to other supplier options that will create a level of market dominance based on operational efficiency. This is especially true for those firms who cannot seem to achieve cost-competitiveness but instead compete in spite of their selling price, rather than because of it... with obvious implications for cash-flow and financial solvency. 4. Strategic Probabilities & Possible Futures - The future is the battleground for all business, and, as we try to predict that future, "scenario planning" has been a tool used by many competitive strategists to understand the sum-total of all possible futures and assign probabilistic likelihood to each of those possibilities - thereby, gaining an understanding of what is likely to happen moving forward. Closely tied to war-gaming, in that, business war games try to predict how companies will make decisions and the comparative outcomes of those decisions, across a number of financial quarters - where they will invest, what markets they will attack, which ones they'll abandon, etc. - the most common method of scenario planning is characterized by "decision-trees" or the "implications-wheel" models that have been used to comprehensively and
  11. 11. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 11 statistically weight all possible outcomes and then craft decisions based on the least harmful or most helpful series of outcomes probabilistically predicted. 5. Product/Service Sales & Marketing Support - One of the highest-impact areas that the intelligence team can assist in, a solid understanding of strengths and weaknesses, not only of competitors but of the firm's own customer and market perceptions, helping sales force win new customers or maximize share of existing ones can be the make-or-break metric of success or failure. While the ability to contribute recommendations to sales force for ensuring "FUD- Factor" (fear, uncertainty and doubt) in the minds of customers about competitors' products and services is important, it's also critical to understand the marketing messages relayed to this customer-base by competitors that can help the firm to mitigate threats to existing customers and win more profitable revenues from new ones. This is closely related to value-chain, channel and customer intelligence, but usually conducted anonymously in order to ensure truthful discussion by customers and distributors of the relative perceptions of their buying options. 6. Internal Knowledge Management - Knowledge management and its connection with CI has often been talked about, but my own opinion on the subject is that, CI presents what is perhaps the most solid business case for KM initiatives the firm can get its arms around. Some 80-percent of what a company needs to know about its market and competitors already exists within the firm and, when directed towards a specific business problem or objective, KM can be of great assistance to the CI team in exploiting these internal sources - in the form of more tacit "communities of practice" as well as for customized search- and-retrieve of subject-matter experts and identifying sources of explicit documentation for market awareness. 7. Intellectual Property Exploitation/Protection - For companies like IBM (who once provided a "free service" to the general public to search patent records, which in reality was used to scan for companies interested in licensing its
  12. 12. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 12 technologies), intellectual property (IP) has become a multi-billion-dollar business. Likewise, as what might often become the cornerstone of a firm's core competence and competitive differentia, IP can determine who wins and ultimately loses the competitive battle in the hearts and minds of customers. In certain markets, IP is the single greatest influencer of wins and losses - pharmaceuticals, for example, are guaranteed a period of protected re- capitalization on their investment in developing new drugs, and defer the problems faced later on, when these "cash cows" are overcome by generic copy- cats. Lately, these forces have been lessened by shrewd manipulation of product features as points-of-patent to perpetuate historic monopoly protection of secure markets - from the design and form of the pill itself to the application effectiveness timeframe, pharma companies are developing new ways to protect and exploit old products. 8. M&A-Alliance-Investment Support - Buying, investing-in and allying with companies that have something to offer - either in the form of marketing channels or production capabilities, if not raw cash-in-hand - provide many firms the engine of growth for their future expansion plans. However, statistically speaking, most deals fail to produce the highly touted and endlessly promised shareholder value they purport to deliver. This is most often due to a lack of due-diligence in the qualification process - and a source of tremendous validation value for the intelligence team. Recent efforts to include pre-deal due diligence by intelligence teams have had substantial effects on post-deal success - beginning with selection of candidates and ending with final consummation of the deal and integration of enterprises. 9. Long-Term Market Prospects - Are you in the right business... today? Tomorrow? That's what an understanding of long-term market prospects can produce for the firm. Every business is locked into the devilish "product life cycle" that includes not only the most profitable periods of product/service lifespan, but also eventual decline and death. Most commonly directed towards
  13. 13. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 13 understanding which markets will be fastest growing (a traditional market research activity) and then making recommendations to decision-makers on the means by which the firm can come to dominate those markets, a solid understanding of core competence is also important here. A firm like Corning, which began in the tableware business and came to dominate the fiber-optics business, is such an example; likewise, a company like Enron, a giant in the energy business, has transferred its core competence to the Internet and even the steel-selling business (although, of course, there are more significant lessons there...). 10. Counter-Intelligence & Information Security - CI is conducted by every company, against all competitors, although I would qualify that by saying it is most often an informal process, rather than one with an official staff and specific mission. One really must assume that their organization is under the scrutiny of one's rivals, at least periodically, and that, traditional (and some very non-traditional) methods will be used to extract sensitive information from the firm to enable the competitor to better succeed in the marketplace. While most often deployed against "industrial espionage" activities, counter-intelligence is often a very highly developed process - sometimes even designed specifically to dis-inform one's competitors as to the firm's future plans. The legal and security teams are most often considered the liaisons to counter-attack these specific initiatives - despite the fact that legal and security tend to be better at minimizing the impact of breaches after they've occurred rather than preventing against such actions beforehand. The intelligence team has an important role to play as a point of contact for these defenders of the firm's proprietary information in that, CI personnel are best-suited to countervail the same strategies they are actively engaged in with competitors. Likewise, former employees, contractors, and other individuals privy to the nature of the firm's proprietary information can be significant sources of CI for competitors.
  14. 14. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 14 11. Legislative/Regulatory Impact on Business Issues - In certain industries, more than others, government activities - in both legislative and regulatory realms - can be disproportionately influential in enabling or hobbling a firm's competitive strategy. Typically most influential in industries for the public interest such as telecom, finance, energy, healthcare and transportation, this is also important in understanding the implications of strategic initiatives such as merger and acquisition approval - if a government or trade bloc denies approval for a certain merger - as we saw happen with MCI/WorldCom and Sprint as well as GE and Honeywell - the competitive benefits of the deal will certainly be compromised. Likewise, if a certain drug or market strategy (witness the recent energy-availability concerns in the USA) meets with regulatory scrutiny, legal issues can and often do ensue, effectively scuttling the competitive strategies of the market players involved. This activity is closely tied to strategic futures as the key impact is uncertain, yet must still be planned for, despite the relatively small likelihood of outcome. 12. Decision-Support & Consultative Briefings - The (admittedly) catch-all final category, intelligence teams will be required to assist both tactical and strategic decision-makers in becoming aware of all options available to them in each of those decisions. The real value-add that most managers ask for when they request better information is a really a more thorough understanding of the options available to them - simply, so that they don't miss any options that they might not have thought of on their own. These "trusted-advisor" missions are diverse and require the most highly developed understanding of one's own intelligence mission and resources - but also provide the greatest opportunity for the intelligence team to make an impact on the company's long-term competitiveness. Likewise, the penultimate objective of every intelligence function should be to become this trusted advisor. and maintaining a competitive advantage. COMPETITIVE ANALYSIS
  15. 15. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 15 Business takes place in a highly competitive, volatile environment, so it is important to understand the competition. Questions like these can help: 1. Who are your five nearest direct competitors? 2. Who are your indirect competitors? 3. Is their business growing, steady, or declining? 4. What can you learn from their operations or from their advertising? 5. What are their strengths and weaknesses? 6. How does their product or service differ from yours? What to address in your competitor analysis?  Names of competitors - List all of your current competitors and research any that might enter the market during the next year.  Summary of each competitor's products - This should include location, quality, advertising, staff, distribution methods, promotional strategies, customer service, etc.  Competitors' strengths and weaknesses - List their strengths and weaknesses from the customer's viewpoint. State how you will capitalize on their weaknesses and meet the challenges represented by their strengths.  Competitors' strategies and objectives - This information might be easily obtained by getting a copy of their annual report. It might take analysis of many information sources to understand competitors' strategies and objectives.  Strength of the market - Is the market for your product growing sufficiently so there are enough customers for all market players? Ideas for gathering competitive information  Internet - The internet is a powerful tool for finding information on a variety of topics.
  16. 16. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 16  Personal visits - If possible, visit your competitors' locations. Observe how employees interact with customers. What do their premises look like? How are their products displayed and priced?  Talk to customers - Your sales staff is in regular contact with customers and prospects, as is your competition. Learn what your customers and prospects are saying about your competitors.  Competitors' ads - Analyze competitors' ads to learn about their target audience, market position, product features, and benefits, prices, etc.  Speeches or presentations - Attend speeches or presentations made by representatives of your competitors.  Trade show displays - View your competitor's display from a potential customer's point of view. What does their display say about the company? Observing which specific trade shows or industry events competitors attend provides information on their marketing strategy and target market.  Written sources: o General business publications o Marketing and advertising publications o Local newspapers and business journals o Industry and trade association publications o Industry research and surveys o Computer databases (available at many public libraries) COMPETITIVE ANALYSIS CONSISTS OF FOUR MAIN STEPS 1. Identification of your competition - competitive analysis experts will look at your primary and secondary and indirect competitors as well as your potential competitors so you will know who your customers can approach to get a product or service that fills the same need as yours does. 2. Analyze strengths and weaknesses - Next our competitive analysis experts will determine your competitors' strengths and weaknesses. You will
  17. 17. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 17 know why customers buy from them - whether it is price, value, convenience or some other factor. 3. Examine opportunities and threats - Our competitive analysis experts will tell you how well your competitors are prepared to deal with outside opportunities and threats such as technological developments, regulatory or legal action, economic factors, or even a possible new competitor. 4. Determine your company's position in the marketplace - Finally, our competitive analysis experts will tell you how your company compares to the competition. This will give you a better understanding of what you do well and what you need to do better. THE CYCLE OF COMPETITIVE INTELLIGENCE The CIA describes the intelligence cycle as "the process by which raw information is acquired, gathered, transmitted, evaluated, analyzed and made available as finished intelligence for policymakers to use in decision-making and action." There are five steps which constitute this cycle:  planning and direction  collection and research  processing and storage  analysis and production  dissemination and delivery ―Failure to frequently analyze your competition can cause your organization to target the wrong customers, incorrectly price your products, launch a product that does not fill a specific need or waste time and monies on ineffective marketing campaigns. By effectively analyzing your competition, you will always stay one step ahead. ‖ What is Competitive Analysis?
  18. 18. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 18 Competitive analysis is a program for gathering and analyzing information about your competitors’ activities and general business trends to further your own company’s goals. Why do you need Competitive Analysis?  Your pace of business is rapidly changing  You are overloaded with information from many sources  There is increased global competition from new competitors  The existing competition is becoming more creative  Industry technology is always changing How will Competitive Analysis help your company? It can help you:  Foresee changes in the marketplace  Anticipate the actions of your competitors  Discover new or potential customers  Learn from the successes and failures of others  Increase the number and quality of mergers and acquisitions  Learn about new technologies, products and processes that affect your business  Enter new lines of business Why don’t all companies use Competitive Analysis?  Managers feel they already know everything there is to know about their market  Companies think that there is nothing of any importance occurring outside their own organization  Many feel that it is considered spying or unethical  It‘s not taught in business school, therefore it must not be vital
  19. 19. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 19  Senior management considers it a cost center, not a profit center and too expensive to implement  Mistakenly many feel that the results are too hard to measure INDUSTRY ANALYSIS - THE FIVE FORCES APPROACH Companies are always concerned about the influence of market forces on their profits. A rather simple method of predicting the likely profitability of an industry has been introduced by M. Porter (1980). He describes five forces that affect the profits of an industry. Internal Rivalry The term internal rivalry refers to competition for market shares in an industry and is therefore, closely related to the other four forces as will be clear later. This relationship is depicted in Figure, where the central role of internal rivalry is represented accordingly. The outcomes can be twofold. On one hand, prices are driven towards the cost margin, and on the other hand - in the non-price dimension - fixed costs are driven up, for example by requirements for research and development expenditures, etc. However, it seems that the competition in the price dimension has generally more potential to erode profits. There are certain conditions that heat up price competition, those are: o There are many sellers in the market. o The products are perceived as being homogeneous by the customers.
  20. 20. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 20 o The customer faces low switching costs for changing to a product from a competing firm. o The orders come generally in for big quantities, but rather infrequently. o There is excess capacity in that particular industry. Entry Reported high profits in an industry will automatically attract investors, who are willing to enter that industry. Basically, new entrants will stimulate internal rivalry in their struggle for expanding their market share and therefore, erode profits in that industry. However, there might be conditions that serve as barriers to possible entrants. (i) Economics of scale. (ii) Limited access to essential channels of distribution. (iii) Patents. (iv) Need for establishing brand identity. (v) Incumbents maintain excess capacities and threaten with slashing prices. Substitutes Internal rivalry is also higher through the existence of substitutes, which are basically different products, but they can serve the same purpose. To be effective as a substitute, it must be sold in the same market. We will treat the definition of markets later on, but sometimes the firm level price elasticity of demand is used for determining substitutes. Supplier Power A supplier has power, if he can negotiate prices in his favor and extract profits from its customers. The opposite is the case in a perfectly competitive market, where the supplier is assumed to be a price taker. Upstream suppliers will have the power to erode industry profits under the following two conditions: 1. The industry is concentrated that means there are only a few sellers
  21. 21. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 21 2. Customers are locked into long term relationships with their suppliers, because of relationship specific investments, like a big corporate computer network that has been installed by one vendor. Buyer Power Buyer power means, that the buyer is able to negotiate the price. Buyer power will be higher, if the industry is more concentrated and the vendors are locked into relation specific investments with their customers, similar to the conditions for supplier power. In contrast, the willingness of customers to shop around is an important cause for internal rivalry. This should not be mistaken with buyer power. Even though the model is very appealing, it possesses certain limitations. (i) The model does not account for the magnitude or the growth of demand. (ii) The model focuses on an industry as a whole not on individual firms. (iii) The industry and the markets must be well defined. SAMPLE QUESTIONS FOR COMPETITIVE ANALYSIS STUDY General Information and Benchmarking  How do your competitors rate with their clients for future vision, technology, industry knowledge, and functionality ?  How well do your competitors meet implementation schedules?  What reputation do your competitors have for customer service and support?  What are your competitors strongest and weakest points?  How loyal are your competitors' clients? Vendor Relationship  How do you feel your current vendor is meeting your needs?  In what areas are they not meeting your needs.  How would you rate the vendor in the following areas:  Service and Support?  Implementation and installation?
  22. 22. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 22  People?  Price?  What are the vendor‘s strengths and weaknesses?  Would you recommend the vendor to a third party?  Would you consider changing vendors?  What "business value" were you looking for from the vendor?  What functionality is the product missing? Short List Vendor Selection  What criteria did you use to narrow the selection for your short list?  Who is involved in deciding which products make the cut.  What process do you use to rate each of the products on your short list? Final Vendor Selection  What aspects of the product, or segment of the sales process were most important in determining which product to choose?  What attributes does the product you chose lack?  What factors contributed to you choosing the other products on your short list? SAMPLE RESEARCH APPROACH - COMPETITIVE INTELLIGENCE ANALYSIS 1. Assess the structure of industry sector, competition in the areas of manufacturing and trade. 2. Identify operating practices and market access mechanisms, including:  Marketing strategy;  Advertising and promotion;  Pricing policy and mechanisms;  Approach to NPD (New Product Development);  Storage and transportation;
  23. 23. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 23  Trade channels (distribution, wholesale, retail, customers, end-users). 3. Analyze and present findings (text, charts, graphs, maps) according to the sample structure below:  Comparative cross-tab of pre-defined parameters, broken down by competitor.  Trends in competitive developments (price, quality, financing and payment terms, promotion, etc);  Current status and operations of local manufacturers;  Plans of local manufacturers (including reconstruction, investments, re- structuring, privatization, etc); market access channels, marketing strategies, business practices. Market Structure and Competition The structure of a market refers to the number and size of firms in it. Many markets are dominated by a few large firms. Take for example, the market for soft drinks and airframe manufacturing. Other markets have many sellers, such as the markets for TV-sets and stationery. In some markets the products are homogeneous (metals, chemicals), that means sellers can meet the needs of customers equally well. In this case price will be a major factor influencing the buying decision. Whereas, in markets with heterogeneous products (PC, soft drinks) customers will have preferences for different sellers and price will be less important. Market Definition George Stigler (1985) and Robert Sherwin have described a market as "that set of suppliers and demanders whose trading establishes the price of a good." In other words two sellers are in the same market, if one seller's pricing and production decision materially affects the price that the other seller may charge. The economic literature provides several concepts of defining markets. We shall attempt to detail these concepts, which can be categorized as qualitative and quantitative approaches. Perfect Competition
  24. 24. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 24 A market with perfect competition is constituted by many sellers providing homogeneous goods and well informed customers, who can shop around for the best price without extra cost. The interaction between all sellers and all buyers will determine a single price that clears the market. All companies face infinitely large elasticity of demand. Since prices cannot be controlled, firms decide only about the amount of output they want to produce and sell. In order to maximize profits, firms will choose their output such, that marginal cost of production equals marginal revenue. The higher the number of sellers in the market, the lower the market price will be and firms will make less profit. Naturally firms could make higher profits, if they colluded in setting a higher price for their products. Fortunately legal provisions in the USA and the European Union prohibit such policies to protect customers. Monopolistic Competition Edward Chamberlin (1933) introduced the term monopolistic competition in order to describe markets with two features:  There are many sellers in the market. If only one lowers its price, no one would follow, because there are just too many competitors to keep track of.  The sellers are differentiated and thus offer heterogeneous products. As a result customers will choose on factors other than price alone. Oligopoly Now, we want to investigate the situation of a market that has only a few sellers. In this case the theory predicts that the price and output decision by one firm will indeed have influence on the overall price and output in this particular market. Who are your competitors? Starting simply is the best way! If you are working on behalf of an online retailer, do not let your clients get away with comparing themselves to large online retail portals or commerce centers like areas of Yahoo! and eBay - unless they are of that size and stature.
  25. 25. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 25 Focus on the level of products that are offered, and to whom the operation seeks out as its customers (or targeted audience). Once you can define what the company is about, and who they target - use the search engines to your advantage and help them select their most poised online competitors. Who is a competitor in business? Business competitors are:  Other organizations offering the same product or service now.  Other organizations offering similar products or services now.  Organizations that could offer the same or similar products or services in the future.  Organizations that could remove the need for a product or service. Why monitor competitors? By knowing our Competitors we may be able to predict their next moves, exploit their weaknesses and undermine their strengths. Collecting competitor information  Sales representatives deal on a daily basis with customers - and will hear what the competitors have been doing. They are the business foot soldiers - with the ear to the ground who can forewarn management about impending enemy campaigns.  Research & Development may come across new patents.  Purchasing may find out that a supplier is now also supplying a competitor. Market research can give feedback on the customer's perspective Competitor profiling Another common technique is to create detailed profiles on each of your major competitors. These profiles give an in-depth description of the competitor's background, finances, products, markets, facilities, personnel, and strategies. This involves:  Background o location of offices, plants, and online presences o history - key personalities, dates, events, and trends o ownership, corporate governance, and organizational structure
  26. 26. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 26  Financials o P-E ratios, dividend policy, and profitability o various financial ratios, liquidity, and cash flow  Products o products offered, depth and breadth of product line, and product portfolio balance o new products developed, new product success rate, and R&D strengths o patents and licenses o quality control conformance o reverse engineering  Marketing o segments served, market shares, customer base, growth rate, and customer loyalty o promotional mix, promotional budgets, advertising themes, ad agency used, and sales force success rate o distribution channels used, exclusivity agreements, alliances, and geographical coverage o pricing, discounts, and allowances  Facilities o plant capacity, capacity utilization rate, age of plant, plant efficiency, capital investment o location, shipping logistics, and product mix by plant  Personnel o number of employees, key employees, and skill sets o strength of management, and management style o compensation, benefits, and employee morale  Corporate and marketing strategies o objectives, mission statement, growth plans, acquisitions, and divestitures o marketing strategies
  27. 27. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 27 Market Intelligence (MI) – Information relevant to a company‘s markets, gathered and analyzed specifically for the purpose of accurate and confident decision making in determining market opportunity, market penetration strategy, and new market development metrics. The Importance of Competitive Analysis Why should competitive analysis be important to company? Because a good competitive analysis will allow the company to identify its competitors and evaluate their respective strengths and weaknesses. For your business to succeed, you need to know almost as much about your competitors as you do about your own company and customers - a competitive analysis can provide you with this information. Unfortunately, many small business owners make the mistake of waiting until a competitor has opened up shop across the street and is cutting into profits to pursue a competitive analysis and find out who and what they're up against. From information to intelligence All this information needs to be collated - with any links and commonalities highlighted. The information will need to be indexed and catalogued - so that when new information comes along, it can be quickly linked to similar information that had previously been found. It may be stored in a custom-built or dedicated competitor database accessible via the company Intranet - although it can also be stored in much less sophisticated forms. Finally, the relevance and importance of each piece of information needs to be interpreted and analyzed - on its own and in conjunction with other information, the other pieces in the jigsaw. This is where information starts to become intelligence. What customer needs and preferences are you competing with? The list may go on and on, but select those that are most prominently touted by the competitors in both online and offline documents. Guarantees, price breaks, exclusive offers, are all commonplace in order to help make visitors customers.
  28. 28. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 28 Beyond that, the audience that is targeted may in fact have very specific demands in order to be pleased as a client of any online operation. Research those needs, analyze how the other online competitors of your client meet such needs - and recommend steps in order to give your client the upper hand. What are the similarities and differences between their products/services and yours? While it may be good to offer the same products and services as others - it is also critical within the online marketplace to obtain a distinct advantage over others. How do their prices compare to yours? If the product (or service) demand exists, competitive pricing could be the make- or-break point for any online operation. If your client features a more extensive inventory, with better shipping procedures and timeframes - but the pricing is noticeably higher than others - expect that to be reflected once the traffic starts coming into the site. How does your client plan to compete? Search engine optimization will in fact generate more visitors to any online web site, and if done properly, will gain a significant amount of continuous attention from the targeted visitors of your client's market. Once those targeted visitors begin coming in, make sure that your client has a progressive (and aggressive) plan in place to better suit the demands of such users. Simple things like FAQ's, automated support systems, and a knowledgeable sales staff will make things flow much more smoothly. Offer advice to your client as needed within this department. Often, those looking for SEO are ready to establish a flat-lined level of sales or product support, but not one that is scaleable over time. SWOT: To make a good positioning, you have to realize a SWOT analysis: It means strengths/weaknesses/opportunities/threats. PESTEL: It means: Political factors, Economic factors, Social factors, Technological factors, Environmental factors, Legal factors
  29. 29. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 29 Factor Vector Market research Income, tastes, resources and strengths of competing, suppliers, work patterns, population clusters, price, elasticity‘s Macroeconomics and sector policies Terms of access and trade, price policies, fiscal and monetary policies, tariff and non tariff barriers Natural resources and human capital Geological resources, labour, climate, experience Physical, technical, and social infrastructure Transport, credit, market information, extension, communications, marketing extension, post harvest facilities Micro marketing relationships Quality control, efficiencies of management- buying, selling, handling, production, marketing, promotion, credit coordination, market research, risk analysis, relationship building. COMPETITIVE STRATEGY Value chain analysis espouses three roles for marketing in a global competitive strategy. The first relates to the configuration of marketing. It may be advantageous to concentrate some marketing activities in one or a few countries. A second role relates to the coordination of activities across countries to gain leverage say, of know how. A third critical role of marketing is its role in tapping opportunities for upstream advantage in the value chain. More will be said about value chain analysis in later chapters. GENERIC COMPETITIVE ADVANTAGE If there are few perceived differences between products and their uses are widespread, then the lowest cost firms will get the advantage. This is the case of television sets and many fruit products. If there is a large perceived difference created, then the firm has more price leeway. CARMEL and OUTSPAN successfully created a perceived quality advantage, as have Cadbury and Nestle. Focus strategies concentrate on serving a particular segment better than anyone else. A good example of this is the Dutch flower auction or Gerber baby foods. STRATEGIES FOR SUCCESS  Economies of scale - low cost of production.  Customer knowledge - shifting the product mix to meet changing demand.
  30. 30. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 30  Technological innovation - vacuum packing policy, bulk transport.  Infrastructural development - supermarkets, transport systems. Examples of elements included in the export marketing mix 1. Product support - Product sourcing - Match existing products to markets - air, sea, rail, road, freight - New products - Product management - Product testing - Manufacturing specifications - Labeling - Packaging - Production control - Market information 2. Price support - Establishment of prices - Discounts - Distribution and maintenance of pricelists - Competitive information - Training of agents/customers 3. Promotion/selling support - Advertising - Promotion - literature - Direct mail - Exhibitions, trade shows - Printing - Selling (direct) - Sales force
  31. 31. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 31 - Agents commissions - Sale or returns. 4. Inventory support - Inventory management - Warehousing - Distribution - Parts supply - Credit authorization 5. Distribution support - Funds provision - Raising of capital - Order processing - Export preparation and documentation - Freight forwarding - Insurance - Arbitration 6. Financial support - Billing, collecting invoices - Hire, rentals - Planning, scheduling budget data - Auditing Service support - Market information/intelligence - Quotes processing - Technical aid assistance - After sales - Guarantees - Warranties/claims - Merchandising
  32. 32. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 32 - Sales reports, catalogues literature - Customer care - Budgets - Data processing systems - Insurance - Tax services - Legal services - Translation 7. Financial support - Billing, collecting invoices - Hire, rentals - Planning, scheduling budget data - Auditing Who Does Competitive Intelligence? Those working in CI range from public, legal or corporate librarians and information center analysts to management personnel, specialists in financial data, business-development people and strategic planners to ex-CIA operatives and retired military intelligence personnel, information specialists and academicians. (One of the authors of this book, John Moorhead, is a former U.S. Naval Intelligence Officer.) Many corporate practitioners, according to a survey done by the Conference Board, are marketing directors or marketing research managers. It seems that at this point in CI's evolutionary progress, to quote Lawrence of Arabia, "nothing is written." Competitive intelligence is the core of competitive strategy Why do evidently great organizations with great products, wise managers, and other successful strengths, go out of business? Economies of scale, the foundation on which big companies have based their dominance in the Industrial Era, is no longer an advantage. Changes in information
  33. 33. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 33 technology, in the financial system, in just-in-time production techniques, and in the rise of companies offering distribution and support systems which previously only the largest companies could afford -- removing the advantages of being big. The diseconomies of scale - overhead, inflexibility -- are becoming increasingly powerful. Value of Competitive Intelligence Here are just a few of the questions firms ask themselves when implementing a CI program:  How do we most usefully define the company's mission, its strategic intentions, its objectives and its strategic choices?  What do we need to know to develop and to select strategies which are not only successful, but sustainable?  What new products should we build and which markets should we enter and how?  How do we implement our competitive strategy? Competitive intelligence is usually composed of five major areas of endeavor, and is performed under three main approaches in the CI framework:  assessment of strategies  competitor perceptions  effectiveness of current operations  competitor capabilities  long-term market prospects CI is focused on decision making Seldom do people realize that business, just like life is merely a series of decisions. And global firms have a growing need for the necessary information on which to base decisions concerning the conduct and development of each of their firm's strategic objectives, and the protection of their organizations against threats from their competitors. Purpose & Role of Intelligence in Business
  34. 34. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 34 Intelligence is both, a process and a product -- an analytical process that transforms tumultuously gathered competitor and market information into actionable knowledge about competitors' capabilities, intentions, performance, and position; as well as the final product of that process. The focus of market research tends to be on the problems associated with the profitable marketing of a firm's products and services. The scope of competitive intelligence is far broader. Competitive intelligence is a value-added concept that layers over the top of business development, market research and strategic planning. The research objectives of a competitive intelligence project will often involve issues such as: the manufacturing capabilities of the competitor; analysis of alliances and/or joint ventures entered into by competitors; the competitor's future plans and strategies for specific markets, or product lines; reasons behind changes in the corporate or business unit strategy, et cetera. Competitive Analysis & Testing Do your customers know the difference?
  35. 35. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 35 How do your products compare with others on the market? While companies often make claims of superior performance, how many can back them up with objective, quantifiable data? THE AARDVARK STORY - A CASE STUDY Aardvark had a problem, perhaps many problems. The market for widgets seemed to be changing, revenue and premiums were under pressure in their key market segments. New market entrants and Aardvark's main competitor were eroding market shares. New business models fuelled by information and telco technology and movements in the exchange rate also seemed to be complicating the picture. What was going on, what was driving this turbulence? How would Aardvark respond? How could they improve their competitive advantage? MindShifts worked with Aardvark to define the key intelligence topics and refine the key questions which would drive a situational analysis. Internal sources of information, expertise and networks across the organisation were mined. At the same time MindShifts carried out a targeted search for publicly available information which would add input to the analysis. We also talked to industry commentators and associations, suppliers, competitors and employees in search of information and knowledge. Through careful analysis, the strategic drivers were now becoming clear, the market and competitive terrain had fundamentally shifted and Aardvark now appeared to be positioned in the wrong place to take optimal advantage from this powerful set of trends. On the basis of this analysis MindShifts proposed strategies that would move Aardvark to take advantage of the emerging opportunities. Working with MindShifts, Aardvark was able to move quickly to modify its capability and move into emerging market segments through a new distribution channel with the right sort of product and service offer. Within 12 months, Aardvark had reversed the erosion in market share and was also experiencing strong growth in the new market segments they had entered. Aardvark obtained first mover advantage and its major competitor is now playing catchup.
  36. 36. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 36 MindShifts continues to supply key intelligence and analysis to Aardvark and has now assisted them to develop their own competitive intelligence capability. Other examples of the types of work we have done for other clients are outlined below:  Competitor Profile A typical assignment would encompass profiling one or more aspects of a particular competitor, including: strategies, market positioning / sales / advertising, operations, personnel, management, logistics / distribution, financial, manufacturing or information technology components. A detailed report is delivered outlining the competition's current and projected future activities, as well as recommendations for our client to maintain or improve market positioning.  Organizational Charts A firm wanted to gain an understanding of the organizational structure and dynamics of a potential acquisition before making the final decision to purchase. The MindShifts Group was asked to identify all departments, structure, staffing and head count. This information was used to develop an understanding of the duplication that would exist between the two firms in the event of a merger.  Industry Profile A client approached The MindShifts Group to identify companies within their industry sector, and provide brief profiles on the major players. A report was delivered identifying new competitive threats and possible counter strategies for our client. Some Common Questions How do you initiate a CI program for an emerging company? Especially in a rapid growth environment. The best way to say this is 'start small'. As a small company your competitive sensors are already finely tuned. Moving from using the Internet for your basic research, you will get the most from gathering information at tradeshows and conferences. Don't go without a plan though. Attend with a small group and assign individuals to monitor
  37. 37. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 37 certain booths and seek answers to specific lists of questions. Leonard M Fuld offers more detail on intelligence gathering at tradeshows in his book, 'The New Competitor Intelligence'. Again, these shows or conferences are where the latest news or development activity bubbles to the surface - way before you read it in the press. Don't forget to share information across the company. You will be surprised what colleagues will pick up from customers and suppliers. The subject of Business and Competitive Intelligence is getting a lot of air time and people often switch between BI and CI. Are they the same thing? What is the difference? Over the past year or so, Business Intelligence has come to mean data warehousing. Software companies use this "new" term to address database management and so it has moved from its original meaning of business competitiveness. Competitive Intelligence however is not just about your competitors, but about your own competitiveness. It is the organizational process that guards a company's competitive advantage. Competitive Intelligence is used to identify what it is that you need to know about your environment and organization that will enable you to compete more effectively as well as how competitive you are and how you can compete more efficiently and effectively in the future. The Competitive Intelligence process involves the gathering, analyzing and interpreting of publicly available information to serve as the basis of strategic decisions and as input into the development of competitive strategy. To put it more succinctly, Competitive Intelligence considers the potential effects of, and opportunities created by, all external elements of the competitive environment (regulatory, technical, economic, etc.) Competitive Analysis is an element of CI that focuses primarily on current and potential competitor-created forces. Remember that CI is not market research, abstracts or news articles, thick reports of facts, nor found. CI is processed, actionable information used for minimizing strategic decision risk. It is created for a specific purpose.
  39. 39. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 39 There is a great deal of business intelligence software available now. What software would you recommend for setting up a CI system in our company? There are a number of software programs and SCIP has published a study on software (see Fuld & Co "Intelligence Software Report 2000"), however, the appropriate software will depend on your organizational requirements and existing IT systems. Sounding like a broken record - Software will NOT produce intelligence. Software cannot read and understand your questions. Software cannot read and understand supporting materials - NOT NOW ... and may I suggest, not ever! The human brain is still the only software and hardware that can make sense of and analyze information to produce meaningful intelligence for decision makers. However, having said the above, CI software and/or IT is an enabler in the CI process. As a tool it can play a number of roles - it can become a data collector, filter, and repository; it can move the information to the right customers; and it can make the whole intelligence process more user friendly allowing more people to participate in sharing vital knowledge. Just remember, without the analysis and understanding, and using only a software system, all you are doing is moving information around your organization. No intelligence has been created. How can I begin a CI project in my company? CI can be started in a small way. The key is understanding who your client user will be and key issues that they will be addressing over the coming months. Without a key intelligence topic (KIT) or key intelligence questions (KIQ) you have no project. Once you have understood your clients requirements and the strategic issues involved you can start your CI project. The first step in establishing any CI program in a company is to ensure that you are able to deliver some value at the end. By starting with a small project and working with your client, your chances of success increase.
  40. 40. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 40 Chapter 2 PROFILE OF BPO, IT AND CRM SOCIETY (BIC SOCIETY) VISION: To make North Karnataka Region an international destination for BPO, IT and CRM activities. MISSION:  Facilitating setting up of BPO, IT & CRM enterprises in North Karnataka  Developing and harnessing the human resource potential in North Karnataka region by enabling educational institutions in training & development of students in this region.  Facilitate and Co-ordinate recruitment process for the benefit of industry and students.  Encourage entrepreneurship in the area of BPO, IT and other allied areas in this region.  To lobby with Governmental Agencies for creation of necessary infrastructure and environment for IT related activities in this region NEED FOR THE SOCIETY: Information Technology has a tremendous potential for economic development in the North Karnataka region. STPI, IIITB (Hubli Campus), STEP, and Incubation Centers have all been set up to usher in the IT revolution in this region. Research projects at Undergraduate, Postgraduate and Doctoral levels have been carried out on various facets of the above area. In order to see discernible results in the form of wealth
  41. 41. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 41 creation and employment generation at the regional level, it is felt that a society for BPO, IT & CRM activities should be setup to initiate, co-ordinate and generally be a catalyst for development of all resources in this region. This Society will also help in creating an environment suitable for development of IT industry in this region. Hence this Society is being formed THE OBJECTIVES OF THE SOCIETY  To make North Karnataka as the international destination for BPO IT and CRM activities.  To facilitate, associate and help, in all ways possible, various Government agencies and departments for improving the infrastructure facilities as required by the IT and allied companies.  To encourage research in the areas of CRM, BPO and ITES sectors by initiating projects at graduate, postgraduate and at doctoral levels.  To encourage setting up BPO, IT based industries or ventures in the region by increasing awareness amongst potential students for a career in BPO, IT, improving the Human Resource base through education and add-on Training Programs.  To Increase social awareness of BPO, IT industry and also remove some misapprehensions of the industry so that it helps in overall development of the region.  To design and facilitate conduct of training programs to enhance skills of students seeking career in BPO, IT sector.  To facilitate the Venture capitalist invest in this sector and thereby help in overall growth of BPO, IT sectors in this region.  To provide information on State and Central Government Policies on various support and incentives available to this sector.
  42. 42. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 42  To help evolve and design ITES policy for the BPO / ITES and CRM sector with special reference to the North Karnataka region.  To undertake any activity that the Executive Committee may feel necessary for the overall development of the BPO, IT sector in North Karnataka region. BPO (BUSINESS PROCESS OUTSOURCING) Industry profile What is Business Process Outsourcing (BPO)? The concept of outsourcing started with Ross Perot when he founded Electronic Data Systems in 1962. EDS would tell a prospective client, "we are familiar with designing, manufacturing and selling furniture, but we're familiar with managing information technology. We can sell you the information technology you need, and you pay us monthly for the service with a minimum commitment of two to ten years. BPO is the act of transferring some of an organization's repeated non-core and core business processes to an outside provider to achieve cost reductions while improving service quality. Because the processes are repeated and a long-term contract is used, outsourcing goes far beyond the use of consultants. If done well, BPO results in increasing shareholder value. The main difference between BPO and more traditional IT outsourcing is that BPO offers companies a way of achieving transformational outcomes much more quickly. In a typical BPO contract, a service provider takes over a specific corporate function. Effective BPO encompasses much more than just changing who is responsible for performing the process. In BPO, the outside provider not only takes on the responsibility to manage the function or business process, but also re-engineers the way the process has been traditionally done. The next generation of Business Process Outsourcing has emerged as a priority for businesses looking to better options in managing their application portfolios. The first wave offered low-cost, off-shore development labor, but today firms are demanding new, less risky options for applications that are strategic, complex, or mission-critical, while
  43. 43. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 43 still taking cost into consideration. Outsourcing has moved from a niche technology management tool to a mainstream strategic weapon. Business Process Outsourcing leverages process driven efficiencies in terms of organizational excellence, responsiveness & branding, financial efficiency and customer relationship. BPO is emerging as a powerful and flexible approach that business leaders can use to achieve a wide range of tactical and strategic aims. The most common business process that gets outsourced is call centers. Call centers and Help Desks of many multi national and fortune 500 companies are being outsourced to low waged, English speaking countries such as Philippines and India. Countries like India with vast IT human resources are also attracting outsourcing from American IT/Technology companies to outsource their IT Help Desks. Many of these help desks are state of the art with latest Help Desk software and help desk hardware with technical savvy IT graduates behind them answering your questions.
  44. 44. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 44 Key Elements of BPO Business Process Outsourcing in today's world is seen as a strategic management option rather than just a way to cut costs. It helps achieve the companies their business objectives through operational excellence and an edge in the market place. Every company today, has one or more of its services outsourced so that it can focus more on its core competencies. Outsourcing's emerging power as a business tool of unique versatility and flexibility is undoubted. Resources of the companies need to be focused on core business functions so the non-core functions need to be outsourced. Outsourcing gives you the right combination of people, processes and technology to operate effectively in the Global market place without burdening your time and budget. This is the reason why more and more companies are showing interest in outsourcing there activities to various offshore locations. With the cost to bring a product from development to market having increased significantly, outsourcing is seen as a potential savior. Two prime factors come into play when searching for a reliable outsourcing provider: quality and price.
  45. 45. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 45 BENEFITS OF BPO Business Process Outsourcing (BPO) has been found beneficial to the businesses with the results of increased customer satisfaction. More efficient operations, access to global capabilities, increased cash flow, and faster time-to-market are also the very feasible outcomes of BPO. Non-core business processes, such as human resources, finance and accounting, are critical, but also resource-intensive, time-consuming, and costly. Outsourcing improves operational efficiencies and drastically reduces costs without large, up-front capital investments. Business Process Outsourcing provides quantifiable benefits through improved efficiencies, lower overhead, reduced payroll and benefit expenses, and fewer capital investments.
  46. 46. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 46 Companies seeking the Business Process Outsourcing benefits generally engage themselves in a systematic process led by the outsourcer and well designed to ensure a positive and mutually beneficial experience for both client and provider. BPO allows organizations to move non-core business processes to a services provider so that they may focus on the more important strategic, revenue-generating programs that create profitable growth and sustain business success. BPO provides access to proprietary workflow systems, process reengineering skills, and innovative staffing and delivery models, combined with world-class technology delivered by experts. Business Process Outsourcing provides the flexibility to respond to a rapidly changing marketplace and scale operations up or down as conditions dictate. How big is this Business Process Outsourcing affair really? The first question is about the size of the ITES/BPO business in the years ahead. There is such a wide range of estimates put out by consultancies and private research agencies that credibility is at a premium. An estimate prepared by IDC that NASSCOM cites sees global ITES business rising from $570 billion in 2002 to $1,200 billion in 2006. The recent E-Commerce and Development Report 2003 cites a Goldman Sachs figure of $570 billion in 2005 for global BPO contracts and a Gartner estimate of $300 billion of ITES revenue in 2004. Another research agency, Forester, says that because of unreliability of suppliers, the global BPO business will rise to only $145 billion by 2008. With the increasing presence of Globalization, many companies are turning to offshore outsourcing. Outsourcing increasingly has taken the shape of Business Process Outsourcing, where whole business processes (such as support and development) are outsourced. Worldwide spending on Business Process Outsourcing (BPO) services will increase to $682.5 billion in 2008, with a compound annual growth rate of 11 per cent, says a study by analyst firm IDC. The growing backlash against BPO mirrors the public protests against the loss of jobs in manufacturing in the 1970s and 1980s - with one difference. Workers in IT and high-tech are numerically fewer but they are more powerful and have a greater visibility than the organized labor of the 1980s. Whatever the management consultants may say
  47. 47. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 47 about the larger benefits of outsourcing to the U.S. and the U.K. economies, rising unemployment among IT workers will lead to political and social lobbying that will compel corporations to go slow on outsourcing. The sword of globalization will be fought bitterly by the IT community in the U.S. Irrespective of the logic of globalization; the favored locations for BPO cannot hope to benefit freely from the drive to relocate services. Cross-border business process outsourcing is an emerging field in which the Indian subcontinent has moved forward aggressively and is one of the leaders in the field. India, one of the leaders in the Business Process Outsourcing sector in the world today, owes a robust growth of 8% in its economy to BPO. The past few years have seen major IT companies from the United States outsourcing their work to the subcontinent. All around the world, however, countries now compete to offer BPO services to large multinational organizations. The driver of this next stage in automation is not technology per se, but changes in competition and how businesses operate and execute their strategies. The Internet may be the agent of change, but the engine of change is a need to cut costs and improve core business processes in increasingly competitive global markets. THE OUTSOURCING HISTORY OF INDIA The outsourcing history of India is one of phenomenal growth in a very short span of time The idea of outsourcing has its roots in the 'competitive advantage' theory propagated by Adam Smith in his book 'The Wealth of Nations' which was published in 1776. Over the years, the meaning of the term 'outsourcing' has undergone a sea-change. What started off as the shifting of manufacturing to countries providing cheap labour during the Industrial Revolution, has taken on a new connotation in today's scenario. In a world where IT has become the backbone of businesses worldwide, 'outsourcing' is the process through which one company hands over part of its work to another company, making it responsible for the design and implementation of the business process under
  48. 48. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 48 strict guidelines regarding requirements and specifications from the outsourcing company. This process is beneficial to both the outsourcing company and the service provider, as enables the outsourcer to reduce costs and increase quality in non core areas of business and utilize his expertise and competencies to the maximum. And now we can see the benefit to the service companies in India as they mature, prosper and build core capabilities beyond what would generally be possible by the outsourcing company. Since the onset of globalization in India during the early 1990s, successive Indian governments have pursued programs of economic reform committed to liberalization and privatization. Till 1994, the Indian telecom sector was under direct governmental control and the state owned units enjoyed a monopoly in the market. In 1994, the government announced a policy under which the sector was liberalized and private participation was encouraged. The New Telecom Policy of 1999 brought in further changes with the introduction of IP telephony and ended the state monopoly on international calling facilities. This brought about a drastic reduction and this heralded the golden era for the ITES/BPO industry and ushered in a slew of inbound/outbound call centres and data processing centres. Although the IT industry in India has existed since the early 1980s, it was the early and mid 1990s that saw the emergence of outsourcing. One of the first outsourced services was medical transcription, but outsourcing of business processes like data processing, billing, and customer support began towards the end of the 1990s when MNCs established wholly owned subsidiaries which catered to the process off-shoring requirements of their parent companies. Some of the earliest players in the Indian market were American Express, GE Capital and British Airways. The ITES or BPO industry is a young and nascent sector in India and has been in existence for a little more than five years. Despite its recent arrival on the Indian scene, the industry has grown phenomenally and has now become a very important part of the export-oriented IT software and services environment. It initially began as an activity confined to multinational companies, but today it has developed into a broad based business platform backed by leading Indian IT software and services organizations and other third party service providers. The ITES/BPO market expanded its base with the
  49. 49. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 49 entry of Indian IT companies and the ITES market of the present day is characterized by the existence of these IT giants who are able to leverage their broad skill-sets and global clientele to offer a wide spectrum of services. The spectrum of services offered by Indian companies has evolved substantially from its humble beginnings. Today, Indian companies are offering a variety of outsourced services ranging from customer care, transcription, billing services and database marketing, to Web sales/marketing, accounting, tax processing, transaction document management, telesales/telemarketing, HR hiring and biotech research. Looking at the success of India's IT/software industry, the central government identified ITES/BPO as a key contributor to economic growth prioritized the attraction of FDI in this segment by establishing 'Software Technology Parks' and 'Export Enterprise Zones'. Benefits like tax-holidays generally enjoyed by the software industry were also made available to the ITES/BPO sector. The National Telecom Policy (NTP) introduced in 1999 and the deregulation of the telecom industry opened up national, long distance, and international connectivity to competition. The governments of various states also provide assistance to companies to overcome the recruitment, retention, and training challenges in order to attract investments to their region. The National Association of Software and Service Companies (NASSCOM) has created platforms for the dissemination of knowledge and research in the industry through its survey and conferences. NASSCOM acts as an 'advisor, consultant and coordinating body' for the ITES/BPO industry and liaisons between the central and state government committees and the industry. The ardent advocacy of the ITES/BPO industry has led to the inclusion of call centers in the 'Business Auxiliary Services' segment, thereby ensuring exemption from service tax under the Finance Bill of 2003. These measures have led to a steady inflow of investments by large foreign companies such as Reuters, for establishing large captive ITES/BPO facilities across India. Moreover, the existing ITES/BPO operations of major multi-nationals are also being ramped up to cater to the ever increasing demand for better and speedier service. Almost all of India's top ITES/BPO giants have announced some form of expansion and
  50. 50. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 50 are in the process of hiring manpower to fill the additional seats. India's competitive advantage lies in its ability to provide huge cost savings thereby enabling productivity gains and this has given India an edge in the global ITES/BPO marketplace. NASSCOM studies pinpoint the following factors as the major reasons behind India's success in this industry (Source: www.nasscom.org):  Abundant, skilled, English-speaking manpower, which is being harnessed even by ITES hubs such as Singapore and Ireland.  Improving telecom and other infrastructure which is at par with global standards.  Strong quality orientation among players and their focus on measuring and monitoring quality targets.  Fast turnaround times and the ability to offer 24x7 services based on the country's unique geographic location that allows for leveraging time zone differences.  Proactive and positive policy environment which encourages ITES/BPO investments and simplifies rules and procedures.  A friendly tax structure, which places the ITES/BPO industry on par with IT services companies. Outsourcing to India offers significant improvements in quality and productivity for overseas companies on crucial parameters such as number of correct transactions/number of total transactions; total satisfaction factor; number of transactions/hour and average speed of answer. Surveys by NASSCOM also revealed that Indian companies are better focused on maintaining quality and performance standards. Indian ITES/BPO companies are on an ascending curve as far as the quality standards are concerned. Organizations that have achieved ISO 9000 certification are migrating to the ISO 9000:2000 standards and companies on the CMM framework are realigning themselves to the CMMI model. Apart from investing in upgrading their CRM and ERP initiatives, many Indian ITES companies are beginning to acknowledge the COPC certifications for quality and are working towards achieving COPC licenses.
  51. 51. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 51 Despite being a fledgling in the global ITES/BPO industry, the Indian ITES industry recorded a growth rate in excess of 50% in 2002-03. Industry experts consider this a positive indication of the times to come and a look at the ranking and the revenue and headcount statistics show the potential of the industry. The global ITES/BPO industry was valued at around US$ 773 billion during 2002 and according to estimates by the International Data Corporation worldwide, it is expected to grow at a Compounded Annual Growth Rate (CAGR) of 9% during the period 2002-2006. NASSCOM lists the major indicators of the high growth potential of the ITES/BPO industry in India as the following (Source www.nasscom.org  During 2003-04, the ITES-BPO segment is estimated to have achieved a 54 percent growth in revenues as compared to the previous year.  ITES exports accounted for US$ 3.6 billion in revenues, up from US$ 2.5 billion in 2002-03.  The ITES-BPO segment also proved to be a major opportunity for job seekers, creating employment for around 74,400 additional personnel in India during 2003-04.  The number of Indians working for this sector jumped to 245,500 by March, 2004.  By the year 2008, the segment is expected to employ over 1.1 million Indians, according to studies conducted by NASSCOM and leading business Intelligence Company, McKinsey & Co. Market research shows that in terms of job creation, the ITES-BPO industry is growing at over 50 percent. Surveys of the Indian ITES/BPO industry in 2004 expected it to follow the trends given below: Customer care: Customer care and support services will continue to lead in terms of revenue generation, with a turnover of around US$ 1200 million in 2003- 04., up from last year's turnover of US$810 million. Finance: With the financial services segment moving into value added domains like insurance claims processing, financial management services and equity
  52. 52. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 52 research, this segment is expected to clock the highest growth, with estimates of US$820 million in revenue in 2003-04, up from US$510 million in 2002-03. HR services: HR services are also expected to grow and revenues are expected to touch US$70 million during 2003-04, thereby providing latent opportunities to the industry's dominant players. Payment services: This segment has also been identified as a high growth area within the industry, and is expected to generate revenues of around US$430 million for 2003-04, up from US$210 million in 2002-03. Administration: Revenues from the administration services segment are expected to increase from US$ 310 million in 2002-03, to US$540 million during 2003-04. Content development: The content development services segment which includes engineering and design services, digitization (GIS), animation, network management and biotech research, is expected clock a turnover of around US$520 million in 2003-04. The availability of technically trained and skilled manpower in India is making companies across the world look at the country as a profitable base to shift their high-end support services. Companies like COLT Technology Services are considering outsourcing their technical back-office support work to India. Other areas are high-end network engineering/management support. Another field which is showing immense potential is that of digital content creation and animation. Animation studios like Walt Disney, MGM and Warner Brothers are already outsourcing low-end work like clean- ups, tweening and modeling to India. The availability of skilled and trained manpower and India's ability to keep in step with the latest technological advances in the industry is prompting foreign studios to consider India as a base to shift other high-end animation work like storyboarding and developing original content for animated films ad TV series. Tele-radiology is the next segment that holds great promise, mainly due to the time zone differences and the availability of highly skilled radiologists and companies like Teleradiology Solutions have been offering their services to US and South-East Asian
  53. 53. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 53 hospitals for the past two years. Engineering services like CAD/CAM 2D, 3D and CAE modeling and design automation are the latest additions to the ever increasing list of processes being outsourced to India. COMPANY PROFILE Manthan Services Manthan is a leading provider of Business Process Management services to companies in the legal, retail and market research domain. We run world-class service operations in the Indian and global environment. We specialize in provisioning of offshore professional services to firms through global delivery model. We are guided by some of the leading thought leaders and domain experts from the industry. Manthan Services has a pointed focus to comprehensively deliver the value of quality and cost to companies around the world through optimized global delivery model. Headquartered in Bangalore, Manthan provides comprehensive support services in the niche areas of Legal, Retail and Business & Market Research Verticals.
  54. 54. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 54 Manthan's core strength in the legal domain is a team consisting of highly qualified solicitors blended with vast experience in the legal domain working together with people whose forte is process expertise in BPO. This combined capability of domain and process expertise is the key proposition of Manthan service offerings ensuring predictability and reliability. Manthan provides services across the lifecycle of Business and Market Research. The services span intelligence reports on companies/sectors/economy. As part of quantitative data analysis Manthan is a strategic partner to various Market research firms, enabling them with high-end analytics capabilities. We support firm in their bid to be more competitive and service a variety of research needs. We cover the entire lifecycle starting from data aggregation to business reporting & presentation services. In the retail domain, Manthan works with retailers to provide complete analytics solution and support them in their various functions. With a thorough grounding in this domain, Manthan Services offers a wide range of services to players in the global retail industry delivering quality services. Services Legal Services Manthan provides comprehensive case management support and transaction processing services to solicitor firms across domains of:  Intellectual Property Law  Conveyancing  Remortgage  Immigration Law  Employment Law  Injury Compensation Law  Wills and Probate
  55. 55. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 55 Manthan provide other support services like legal transcription and data digitization & archiving services to our clients. Retail Services Manthan cover the entire retail cycle offering support services to retailers in stages of planning, procurement, sales and tracking. The service offering ranges from tracking activities like invoice reconciliation to product information management. Sales support services like Customer Information Management and Catalogue Management are part of our core offering. Our expertise spans: Retail Analytics Plano grams Content Management Catalogue Management Transaction Audits Invoice Reconciliation Research and Analysis Manthan provide comprehensive support to Market and Business Research companies across various verticals. The services include:  Data Preparation & Analysis o - Statistical Modelling Reporting o - Media Evaluation  Clip Coding & Analysis  Industry/Company/Market Profiling - Competitor Analysis - Benchmarking Transaction Processing Manthan provide backend support and processes voluminous transactions for its clients. We provide expertise for both, contact and non-contact services. Our systematic approach towards training, quality control and service delivery helps our associates, process transactions and consistently perform above the client's enterprise averages.
  56. 56. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 56 Manthan cover the entire range of services in payroll and accounting including accounts receivables / payables, ledgers, bookkeeping, financial reporting among others. Customer Care Manthan provide support services across all customer touch-points such as phone, e-mail, web-response, and chat. We provide round the clock support for customer care, order processing, complaint resolution, direct response and e-mail response management. Manthan highly skilled and trained work force manages your services to deliver customer delight. Sales Support Manthan provide a full range of marketing support including acquisition, retention, win-back programs, lead generation, market research surveys, and appointment setting to both business-to-business and business-to-consumer customers. Manthan offer sophisticated data analysis techniques and provide constant campaign performance information that is utilized to evaluate our calling strategies and re-focus our efforts when necessary. Clients At Manthan, we have committed to excellence and are constantly upgrading our expertise in our key domains. Manthan work with prestigious Market & Business Research and firms for our service in the Research and analysis domain Request for Case Studies in Research & Analysis Manthan are working with some of the largest retailers in the area of Retail analytics and transaction processing services. Request for Case Studies in Retail Manthan clients include leading solicitor firms based in UK providing direct legal services. The ken of services delivered span from legal research to legal case management in residential conveyancing. LEGAL SERVICES
  57. 57. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 57 Manthan at Manthan make an attempt to be an extended arm/team of our clients (law firms in Us, UK and other commonwealth countries). Manthan have built a team of qualified lawyers with expertise in UK and US laws. Our service offerings span the following practice areas: Intellectual Property Law Manthan IP practice assists companies in various activities including patent search, patent landscaping, patent drafting, Freedom-to-Operate, agreements besides trademark and copyrights services. Our IP team is a blend of technology experts and IP solicitors. Conveyancing Manthan provide conveyancing services including sale, purchase and right-to-buy services. Our team is proficient in drafting documents, coordinating with lenders, purchasers, sellers, housing council and bank for the complete lifecycle of a transaction. Our team has expertise in handling most exceptions, which can occur in such transactions. Remortgage Manthan remortgage services help client in managing all stages of the transaction lifecycle. Manthan team handles the complete process from receiving instructions, updating the case management tool, asking lender for documents, coordinating the all concerned parties to ensuring that the payment is received by the lender within the specified time frame. Manthan team proactively handles all reviews during the remortgage lifecycle. Immigration Law
  58. 58. COMPETITIVE INTELLIGENCE FOR MANTHAN SERVICES BANGALORE Babasabpatilfreepptmba.com Page 58 Manthan draft documents related to all immigration practices spanning work permits, citizenship, sponsorship declarations, student & visitor visas, change in status and all other permits. Employment Law Manthan employment law practice has expertise in drafting commercial agreements, claims for unfair dismissal, discrimination, working time regulations etc. Injury Compensation Law Manthan team offers Injury compensation law services like road traffic accidents and employment related injuries. Manthan expertise and knowledge in this field puts us in the best position to service these needs. Wills and Probate Manthan provide wills and probate drafting services from our India center. Our team, proficient with UK laws and US is best placed to provide these services from India. The review procedures both at India and onsite ensure quality of service. RETAIL SERVICES Retail Analytics Manthan cover processes that aim to drive market share and customer profitability through the use of intelligence derived from data mining and statistical modeling. Manthan Analytics umbrella includes tools and capabilities that can enhance the identification, acquisition, management, and retention of customers. Process examples include risk modeling, data mining, actuarial and underwriting services, response models, customer segmentation, and cross-sell models. These processes form part of every stage of supply chain sales analysis, Panel Data Analysis, promotion effectiveness, merchandise planning and inventory planning. Panel Data Analysis