This document discusses Netmagic, an Indian cloud computing company. It provides an overview of Netmagic's history and journey since being founded in 2002. It discusses Netmagic's current services, competition in the cloud industry, and critical success factors. The document also outlines some short-term and long-term strategies for Netmagic, including improving the customer interface, introducing AI and billing customization, and developing a multi-cloud system with pay-per-use management tools. It concludes by projecting significant revenue and profit growth for Netmagic over the next 3 years.

2. GROUP 3
• Ram Naresh • Vineet Gaur • Arun Garg
• Abhismita Sen • Nishanth Amerneni • Tanu Kapoor
MEMBERS
2

3. TABLE OF CONTENT
• CURRENT INDUSTRY SCENARIO OF CLOUD
• JOURNEY SO FAR OF NETMAGIC
• CRITICAL SUCCESS FACTORS FOR NETMAGIC
• VALUE CHECK PREPOSITION OF NETMAGIC
• LIMITATIONS OF NETMAGIC

4. CURRENT INDUSTRY
What is Cloud?
The term Cloud refers to a Network or Internet i.e. Framework at remote Location
Development Models
Public, Private, Hybrid and community clouds
Service Models
Infrastructure as a service (IaaS) ,Platform as a service(PaaS )and Software of service (SaaS)
Industry Product analysis
YouTube ,Netflix ,Dropbox ,Twitter , Amazon ,LinkedIn , Facebook and many more
Competition
AWS, Red Hat, SAP ,Google Data Center

5. CURRENT INDUSTRY
•Public cloud services revenue in India is projected to total $2.4 billion in 2019
•A massive increase of 24.3% from 2018,
•India revenue represents only 1.2% of the global public cloud services total in
2019,
• India ranks among the nine countries whose growth rate will be higher than
the global average growth rate (16%).
• India is also on pace to record the third-highest growth rate in 2019 after
China (33%) and Indonesia (29%).
Potentiality

6. JOURNEY SO FAR….
FOUNDED IN 2002 By SHARAD SANGHI
2006-09
2010-11
Annual growth
sustained of 35%
2009-10
Joining of Mr.Sunil Gupta & Team
NBSS, ZOHO CRM ,
SAP FINANCIAL TOOL ,
MY NETMAGIC , CUSTOMER PORTAL
INTRODUCED IN SILOS
2013
ZOHO Replaced
By SUGAR CRM in Consultation
Of functionality team
NetMagic Became
a Part of NTT Global
2012
• Sugar CRM + NBBS+
People Soft Replacement of SAP
2013• Saleforce.com was created at NTT
•2015 Introduction of project Runbook (PRB-)
•2015 Complete Integration
•2015 Human resource System (HRA )was introduced
•My NetMagic portal Improved
• ERP was developed by Gupta implement in 2015 by NTT Global
2015-17
• Introduction of Business intelligence -
• Analytic system Qlick Sense & Qlick View
• Introduction of GST
•Project Spectrum started on January 2017
•VAS added on NetMagic Portal
Revenue increased
to 15 times &
profit
60 times
In Past 7 years

7. Critical Success Factors of the Brand
OPERATIONAL EFFEICIENCY
SHIFT FROM SILOS
TO INTEGRATED MODEL
CUSTOMER CENTRICITY
Via INTEGRATED SYSTEM
SYNERGY IN ORGANIZATIONAL
FUNCTIONALITY
DECENTRALIZED
DATA CENTER
ONSHORE
DATA CENTER
CONTINUOUS
PRODUCT
ENHANCEMENT
ENTREPRENEURIAL
MANAGEMENT
TEAM
USP
END TO END
MANAGED
SERVICE

8. VALUE CHECK PREPOSITION
COMPETITIVE ANALYSIS

9. CHALLENGES
• GLOBAL ENTRANCE IN THE MARKET
• DEPENDENCY ON VENDORS/SUPPLIERS
• CUSTOMER PORTAL MOBILITY
• GOVERNMENT REFORMS & REGULATIONS

10. SHORT TERM
• Make Effective Presentations
• Using Awesome Backgrounds
• Engage your Audience
• Capture Audience Attention
Ingenious
Client Strategy
Billing
Customization
Personalized
User Interface
Cloud
Management
System
Introducing AI &
BI Practices

11. Multi Clouding
System
“Pay Per Use”
Management
tools

12. Execution of Short Term Strategy
Ingenious Client
Interface
Introduction of VAS like, Enhanced security,
Auto Technological Shift Services
Billing Customization
Cloud Management
System
Personalized User
Experience
Introducing AI & BI
Practices
Introduction of Customized Pricing for
Premium Clients
Simplified UI along with lower turn around
time
flexibility of usage & simplify payment
options
Need based Solution offerings

13. Execution of Long Term Strategy
MULTI CLOUDING
SYSTEMS Multi Cloud Services feasibility on a
single platform
“PAY PER USE”
MANAGEMENT TOOL
Multi pricing slabs & pay for the
consumed services

14. FUTURE TRAJECTORY
• 3 YEARS ASSUMTION (2017-2020)
• THE COMPANY CAN GROW UPTO 20 TIMES IN
REVENUE
• THE COMPANY CAN GROW UPTO 75 TIMES IN
PROFITS

15. THANK YOU