2. ABOUT HCL
2
• Started in 1976, HCL Infosystems Ltd. is a pioneer in India's information and communication
technology (ICT) market
• HCL is a leading global Technology and IT Enterprise with annual revenues of US$ 6.4
billion. The HCL Enterprise comprises two companies listed in India, HCL Technologies and
HCL Info systems.
• HCL Info systems Ltd. with revenue (LTM) of US$ 1.6 billion (Rs. 9,040 crores) is India’s
Premier Distribution and IT Service Solutions Company
• HCL LEARNING is a part of HCL INFOSYSTEMS
4. ABOUT HCL LEARNING
• HCL Learning is a part of HCL Info systems, a $2.6 billion ICT Enterprise. We are the only
education company which rests on strong research &development to design offerings for
the customers
• It was founded in the year 2009 and is located in Noida and its has around 50 centres
across India
• Following full cycle of Conducting research to understand real needs of our customers
• Develop offerings based on those needs and Measure the impact of its offerings to further
enhance its offerings
• HCL Learning Ltd: The learning solutions subsidiary, serves the entire spectrum of
education and training requirements across schools, colleges, individuals and enterprises
and offers Digital Content & Learning Solutions
• Our initiatives are driven by the latest innovations in Information Technology and we
envision transforming the Indian education space to compete with the best in the world. Our
vision is to provide “Learning that delivers measurable outcomes”.
9. INTRODUCTION
Personality development is the development of the organized pattern of behaviour's
and attitudes that makes a person distinctive. Personality development occurs by the
on-going interaction of temperament, character, and environment.
Personality development course basically deals with the public speaking and
Grooming of individuals
Now a days every organization wants to have multi talented man power, so we need
to develop ourselves at all the level
Personality development training helps you to overcome all these difficulties and
speak with confidence. It includes
1. Dressing sense
2. Speech
3. Body language
4. Behaviour
5. Habits
10. OBJECTIVES
To study and evaluate the feasibility of introducing personality development course into
HCL CDC business
The main objective of our study is to design a course that gives students a platform to
develop and hone themselves into a better professional
To identify how potential students choose where to study, both in terms of institution and
course
11. METHODOLOGY
EXPLORATORY RESEARCH- We will have to see and explore the product
acceptability
Use of Primary and Secondary Data to draw conclusions
Use of QUOTA SAMPLING TECHNIQUE to collect the data and reach a final
conclusion
12. Stage-1
• To analyze and study market size and opportunities
Stage-2
• Prepare a questionnaire for the students and the professionals
Stage-3
• Collecting and analyzing the data
Stage-4
• Module and sub-module comparison
Stage-5
• Presenting to the management.
ACTION PLAN
13. NEED
Need:
A lot of professionals lack basic communication skills this course would help them by
enhancing their vocabulary and confidence
Communicate effectively in English.
Comprehend, write and listen for business and official scenario.
Develop and exhibit self-confidence and commitment for personal excellence.
Improve and excel in presentation skills.
Educational and professional reasons
14. LIMITATIONS
Limitations:
General psyche of the Indians can be a problem
Some people can find this course expensive
Majority of the population will have high placement expectations
Difficult to categorize the respondents as both students and professionals are part of
the sample
No exact statistics available which would ensure the market size/opportunity with
regards to Personality development course
15. OPPORTUNITY
India produces 50 lakh graduates every year
Experts say with poor English language skills, computer training and analytical ability,
making the cut from the classroom to the boardroom is not easy
IndiaSkills, a skills training company, "Nearly 85 percent of graduates are not
employable, while 75 percent of engineering graduates are not employable
SOURCE:http://www.ndtv.com/article/india/50-per-cent-of-indian-graduates-not-fit-to-be-hired-
report-384202
16. OPPORTUNITY
Less than 25% of students of higher education are studying in English medium in the
north central region of India, including Bihar and UP, compared to around 75% in
south India
Those who speak English fluently earn up to 34% more than those who don't speak
the language, According to a survey
SOURCE: http://timesofindia.indiatimes.com/india/English-edge-Those-who-speak-the-language-
fluently-earn-34-more-than-others/articleshow/28414991.cms
17. COMPETITOR INFORMATION
COMPETITORS COURSE DURATION FEES DELIVERABLES
ACADEMY OF BRITISH ENGLISH
PERSONALITY
DEVELOPMENT 96 HOURS 5500RS
INSTITUTE
CERTIFIED,BOOKS
BSL TRAINING ACADEMY
PERSONALITY
DEVELOPMENT 45 HOURS 5000 RS ISO CERTIFIED,BOOKS
INDO-AMERICA INSTITUTE OF
MANAGEMENT
PERSONALITY
DEVELOPMENT 70 HOURS 3000 RS
NO
CERTIFICATION,BOOKS
DUCAT SE-PD PROGRAMME 75 HOURS
5500-
6000 RS
DUCAT CERTIFIED,2GB
MATERIAL
BIRD ACADEMY
PERSONALITY
DEVELOPMENT 45 HOURS 3000 RS
COMPANY'S
CERTIFICATION,STUDY
MATERIAL
STUDY ABACUS
PERSONALITY
DEVELOPMENT 60 HOURS 5000 RS
COMPANY'S
CERTIFICATION
PRIA WARRICK FINISHING
SCHOOL
PERSONALITY
DEVELOPMENT
customised as per client's
request 69000 RS
INSTITUTE
CERTIFICATION
INTERVIEW GYAN SPOKEN ENGLISH
INDIVIDUAL NEEDS TO BE
EVALUATED FIRST 5000 RS
NO
CERTIFICATION,STUDY
MATERIAL
20. 100%
0%
RESPONDENTS WHO ARE
CURRENTLY PURSUING A
COURSE IN PERSONALITY
DEVELOPMENT
NO YES
• Out of the 43 respondents none were pursuing a course in personality
development
• Out of the 43 respondents 37% are interested in pursuing personality
development course
NO,
27
YES,
16
RESPONDENTS INTERESTED IN
PURSUING A COURSE IN
PERSONALITY DEVELOPMENT
RESPONDENTS ATTITUDE TOWARDS THE COURSE
21. RESPONDENT PROFILE
10+2 OTHERS POST GRADUATE UNDERGRADUATE
WORKING
PROFESSIONAL
Total 1 0 22 7 13
0
5
10
15
20
25
RESPONDENT QUALIFICATION
22. COURSES THAT PEOPLE ARE INTERESTED IN
COMPUTER
RELATED
FINANCE
RELATED
LANGUAGE
COURSE
MANAGEMENT
COURSE
NONE OTHERS
Total 4 2 2 1 30 4
0
5
10
15
20
25
30
35
23. NO YES
Total 33 10
0
5
10
15
20
25
30
35
INDIVIDUALS INTERESTED IN STUDYING A SPECIFIC
MODULE IN PERSONALITY DEVELOPMENT
REMARKS- The modules mentioned by the individuals were.
• Communication skills, public speaking
• Confidence, Grooming
24. 12 weeks 4 weeks 8 weeks Did not respond
Total 2 30 7 4
0
5
10
15
20
25
30
35
PREFERRED DURATION OF THE COURSE
The ideal duration of the course according to the respondents should be 4
weeks.
25. What they expect from the institute ?
100% PLACEMENT
GURANTEE
NOT RESPONDED PLACEMENT ASSISTANCE WORK EXPERIENCE LETTER
Total 14 3 12 14
0
2
4
6
8
10
12
14
16
STUDENT EXPECTATIONS
26. 5%
77%
18%
DID NOT RESPOND NO YES
77% of the respondents preferred face to face learning rather than online based
learning.
Preference of face to face classes over online classes
28. RECOMMENDATIONS
Personality development has various modules that are being provided as a different
course in it-self thus an English speaking course is something which I suggested
HCL CDC needs to increase its awareness so as to increase its market share and
attract new students/clientele
A further tie up can be done with the likes of British council so that a state of the art
content can be developed
30. MARKET SIZE
The size of the ELT market in the K12 segment is expected to increase from around
USD 587 million in 2012 to USD 1.32 billion in 2015 (with an estimated CAGR of
31%)
The total ELT market size in the focus segments is expected to grow from USD 2.76
billion in 2012 to USD 4.67 billion in 2015
There is a lot of room for expansion of the private English language training, which in
2010 the British Council called a ‘large and growing market’, estimated to be worth
$450million
SOURCE: http://thepienews.com/analysis/what-does-indias-elt-market-look-like/2/
http://www.britishcouncil.in/sites/britishcouncil.in2/files/draft_elt_report_24_dec.pdf
31. OPPORTUNITY
India ranks 21 on the world scale when it comes to English proficiency
When it comes to global stage India’s English proficiency is considered to be
moderate
India in particular has risen in terms of English proficiency ↑ +7.03
SOURCE: http://www.ef.com/epi/analysis/ef-epi-trends/
32. COMPETITOR DETAILS
COMPETITOR COURSE DURATION FEES DELIVERABLES
INLINGUA GENERAL ENGLISH 32 HOURS 5000-20000 BOOKS,INSTITUTE CERTIFICATION
BRITISH COUNCIL
ENGLISH COURSES FOR YOUNG
LEARNERS 28 HOURS 7100 BOOKS AND A READER IS PROVIED
BRITISH COUNCIL ENGLISH COURSES FOR ADULTS 30 HOURS 12000 CREATIVE WRITING.
BRITISH COUNCIL
ENGLISH COURSES FOR
WORKPLACE 32 HOURS 11600
ENGLISH EXECUTIVE TRAINING
,INSTITUTE CERTIFICATION
BRITISH ACADEMY FOR ENGLISH
LANGUAGE(BAFEL) SPOKEN BASIC ENGLISH 180 HOURS 7500 2 BOOKS, NO INSTITUTE CERTIFICATION
CAMBRIDGE INSTITUTE OF
PROFESSIONAL STUDIES ENGLISH COURSE INTERMEDIATE 120 HOURS 5500 BOOKS PROVIDED
33. LEARNINGS
I learnt that never assume things before conducting a proper research it is all
hypothesis. For ex- in my project it can be easy to assume that people do opt for
personality development course but any conclusion or a business decision should
not be made without being backed up by a proper statistical proof.
The respondents tend to give out pretentious responses to the question thus it should
be carefully recorded/judged by the researcher
We never know the actual relation between positive response to an actual
consumption of the good/service as the respondents tend to change their mind at the
time of purchasing
I learnt how to draft a questionnaire for an expanding business
Also learnt how to tweak competitor’s product and introduce them with different
approach into our line of business
Learnt pivot table analysis technique
34. LEARNINGS
I reached the conclusion of doing a research on English language course as majority
of the respondents wanted language skills training backed by proper presentation
technique
So I know that one research can lead to a new business idea as the market trend and
preference is being read
Certain grey areas to avoid while expanding the business was also learnt like certain
institutes stopped personality development course as the student turnover ratio for
that particular course was not profitable for the institute
35. CONCLUSION
From the responses and feedback taken from the institutes and the respondents I
suggested that it is not feasible for us to introduce personality development course in
to HCL CDC ( career development Centre) business
37. ABOUT THE PRODUCT
DIGI-LITE is an economical version of digi school which is in a concept stage. It
consists of
1. A c.p.u with k-12 content
2. Mouse
3. TV/projector ( either 1 of them)
38. OBJECTIVES
OBJECTIVES
1. To find out the acceptability about the product
2. To understand the current market situation in the desired market segment/target
market
3. Find out the exact price point range
4. To create a monopoly and generate maximum revenue possible
5. Developing and implementing a company-wide go-to-market plan.
6. To identify the basis of product selection by the principals and the directors
39. METHODOLOGY
RESEARCH METHODOLOGY
EXPLORATORY RESEARCH- We used this method of research as the product is still in concept
stages and the problem has not been clearly defined, data would be collected and as a source of
information we can reach a decision based on our findings.
SOURCES OF DATA
PRIMARY DATA- The data recorded was done via interaction with the school teachers and the
directors as this is a new product with no competitors hence no secondary data was available
SAMPLING TECHNIQUE USED- We used QUOTA SAMPLING METHOD as our sample mix
consisted of school principals and directors.
Quantitative research: After doing a thorough research we would quantify the responses which would
help us conclude our research and reach a conclusion
STATISTICAL TOOL USED- MICROSOFT EXCEL (PIVOT TABLE)
40. ACTION PLAN
Stage-1
• To analyze competitors and their offerings
Stage-2
• Prepare a questionnaire for the schools
Stage-3
• Collecting data from the principals via face to face interactions
Stage-4
• Analyzing the collected data
Stage-5
• Interpreting results and providing conclusions and recommendations
41. MARKET SHARE
Name of the Company INSTALLED BASE(no of private schools)
Educomp 14500
Next Education 6000
HCL Learning 3000
Tata Interactive 2000
Pearson Education 2000
Extra Marks Education 1300
Others 3000
TOTAL 31800
Name of the Company INSTALLED BASE(no of private schools)
Educomp 14500
Next Education 6000
HCL Learning 3000
Tata Interactive 2000
Pearson Education 2000
Extra Marks Education 1300
Others 3000
TOTAL 31800
45. Schools Profiles
• Average of school fees, total number of students and number of
students per class room.
PHASE 1 PHASE 2
46.
47.
48.
49. Attitude Towards ICT in Education
• Most of the principles believe that ICT is good for students as they would learn with interest.
• Some proactively said that it would lead to improved standards and an increase in the school’s
recognition.
highly negative highly positive negative neutral positive
Total 3 24 4 2 10
0
5
10
15
20
25
30
ATTITUDE TOWARDS ICT IN EDUCATION
50. How Principles rate Digital learning on the scale of 1 to 5
• The rating is done to measure the value of the digital learning by the principals
• With 1 being least important and 5 being the highest level of importance
2
3
11
20
7
0
5
10
15
20
25
SCALE OF 1 SCALE OF 2 SCALE OF 3 SCALE OF 4 SCALE OF 5
RATING OF ICT BY PRINCIPALS
51. AWARENESS
• Majority of principals are not aware what digital class room means.
• They assume that showing children education cd’s or teaching them through internet means digital
education
52. Response towards annual content up gradation charge of
10k.
50% of the potential clients either disagree or turn to a may-be school when they
hear about the annual up gradation cost.
53. Response to comfort factor at the price point of 50k-60k
• Majority of the schools are located in the rural areas and thus are financially weak.
• They ask for EMI options.
• The one’s who fall on the may be parameter want the technology but want certain discount
I.E they want the Product to be priced at 40k.
PHASE 1 PHASE 2 PHASE 3
54.
55. Response for overall verdict buy/no BUY
MAY-BE
NO
YES
7
25
11
OVERALL VERDICT
1. Out of the total sample size of 43. 25 principals said that they wouldn’t buy this product
2. 7 were unsure and said they might think about the purchase
3. 11 principals said that they would buy the product when launched
56. Problems/Challenges(with the target market)
Clientele/gentry. Principals said that the students come from financially poor back ground and
will take this as a leisure activity rather than serious learning.
Parents will not approve as their mentality is such that they need a human i.e. a teacher for their
children.
Some principals suggested that such services will be a flop in rural areas as no body takes digital
learning seriously.
The Principals say that computer education is must. But refrain from using it blaming that children
are not serious about using computers for knowledge purposes
Some principals also say that they do not use computers because of running costs i.e usage of
electricity.
Finances would be a major problem
Factors such as electricity supply and theft are major concerns as well
57. Observations
DIGI-LITE will find it hard to create a new market.
The only schools interested in the product are the one’s who already have some kind of exposure
towards digital class room solutions.
Newly constructed schools seem interested but it is hard to judge whether they will actually buy or
not .
Almost every Positive respondent needs an EMI option.
They look for discounts when they know that there is no EMI model available.
58. SUGGESTIONS
It would be better if there was an EMI model available as most of the schools do not have strong
spending power.
The ideal pricing of the product should be around 40-45k as this would turn may-be schools to a
definite client.
Certain Schools can be given the product on trial basis as this could create a value and a need
of our product.
Newly constructed schools are hot prospects for us as they have liquid finances available and are
not moved by additional charge of 10k annually.
A demo version of our content can be given to schools so that they could understand our product
better and ultimately buy the product.
We should also organize workshops which would not only educate the principals but also create
brand awareness and potential clients.
59. CONCLUSION
After the completion of the research certain insights were taken into considerations regarding
launching the product for semi-urban and rural market. Factors such as market size was the keen
driving force while launching the product.
THE PRODUCT THAT WILL BE LAUNCHED HAS BEEN NAMED EASY SCHOOL
Premium Private Schools
~50,000
- Catered through Digital Classroom Solutions like Digischool
Basic Private Schools
~2,50,000
-Medium Buying Power
- No Solution to Meet Needs
- Aspiration to become Premium
Government Schools
~10,00,000
Low Buying Power - Mostly Uncatered
60. LIMITATIONS OF THE STUDY
1. Time constraint- the time given to carry out the research was less than what was required for
recording more number of samples.
2. Schools either had examinations or were preparing for their new sessions which led to less
sample size in this demography.
3. It was hard to reach a buy/ no-buy conclusion based on the principals views as they were too
reluctant to give an answer when asked would you buy our product or not.
4. In the first phase of my research an exact value of the product was not being delivered as the
content was not viewed by the principals.
5. The schools Targeted are mostly Semi urban / Rural and are price sensitive.
6. Have limited/no online Presence ( lack of details online)
62. PORTER’S FIVE FORCES MODEL
1. Threat of New Entrants: The easier it is for new companies to enter the industry, the more cutthroat
competition we as a company would face. Factors that can limit the threat of new entrants are known as
Barrier to Entry.
• In education industry, there are many restrictions as companies have to follow certain guidelines set
by Government & various educational policies.
• Initial setup cost is high as building a complete marketing network is difficult.
• It is difficult to achieve economies of scale for initial phase of 2-3 years.
There will be a less threat of new entrants in terms of digital classroom learning
63. 2. Threat of substitutes: What is the likelihood that someone will switch to a competitive product or
service? If the cost of switching is low, then this poses a serious threat. Here are a few factors that
can affect the threat of substitutes:
In education industry, there are fewer restrictions when it comes to provide the content online.
Like Merit Nation is providing the same content as HCL is providing, that is even free of cost.
Similarly many other companies are providing the content online. Hence principals tend to use
their own hardware and display the content
Some companies can come up with innovative products which can be cheaper hence schools
might shift towards the best substitute available
A fall in the quality of our product / poor after sale service can lead to loss of client ultimately
substituting our product with a rival’s product
.
64. 3. Bargaining Power of Suppliers: This is how much pressure suppliers can place on a business. If
one supplier has a large enough impact to affect a company's margins and volumes, then it holds
substantial power.
HCL Learning has a team of content developers and voice over actors, so the power of suppliers
decreases.
HCL has selected its suppliers after a thorough search for various components for digi-school
which provide right value with several components like exercise duty exemption.
They are supplying the product at very less cost as compared to other competitors
65. 4. Bargaining Power of Buyers: This is how much pressure customers can place on a business. If
one customer has a large enough impact to affect a company's margins and volumes, then the
customer hold substantial power
The role of freely available and instantaneous information relating to course descriptions, and
video lectures, give students more power of choice..
In education sector many companies offering same product at different & competitive cost.
The buyers have lot of options available and buy their digital classroom solutions based on the
best EMI model available to them
5. Competitive Rivalry within the Industry: This describes the intensity of competition between
existing firms in an industry. Highly competitive industries generally earn low returns because the
cost of competition is high.
Education sector has no current dominance because of competitive cost products available.
Same products are offered by different firms at different prices.
The pricing has to be competitive and the after sales service should be highly competent to gain
maximum market share and revenue
66. S.W.O.T ANALYSIS
• Players like educomp,
pearson creating
business problems
• Availability of content
online by other players
• Emergence of new
competiton e.g
vodafone
• Semi urban and rural
market is untapped
• Schools are opting
towards digital means
of learning
• Increasing awareness
about digital means of
learning
• Lacks market
awareness
• less promotional
campaigns
• Expensive
• Misjudgement in terms
of internet based
learning
• After sales service
need
Improvement
• Brand name and value
• State of the art content
• Best infrastructure in
the market
• Interactive content
with 3D-2D mapping
• PAN INDIA support
and service available
• Strong distribution
network STRENGTHS WEAKNESSES
THREATSOPPORTUNITIES
S.W.O.T
68. OBJECTIVE
To design a course outline in a way that has an edge over its competitors
Insert practical examples from the actual world of digital marketing
Outline the course with statistical figures with reference to Indian digital market
While developing the course the total course modules were divided amongst 6 interns and my part
included
1. Situating digital in marketing
2. Digital marketing strategy
3. Market research
69. • Increasing number of
local players in the
market
• High price of courses
• Changing technology
at a faster pace
• IT industry and
education sector is
booming every year
• Tremendous demand
for digital marketing
certificate holders
• Relatively new in the
field of learning
• lacks brand
awareness
• Less promotions
and advertising
campaigns
• Mismanagement in
launching of course
dates
• Brand name of hcl
• Well trained and
experienced faculty
• Good infrastructure
support
• State of the art
content
STRENGTHS WEAKNESSES
THREATSOPPORTUNITIES
S.W.O.T ANALYSIS HCL CDC
70. PORTER’S FIVE FORCE MODEL FOR DIGITAL
MARKETING COURSE
1. Barriers to entry
Low barriers to entry in terms of governmental regime.
Low capital investment required making entry easier
Course can be easily accessible via different mediums like online/offline making entry more easier
( personality development content as well as digital marketing content)
2. Bargaining power of Buyers
High bargaining power as number of players offering course at variant price points via different
mediums
Customers can easily switch from one player’s course to another player’s course as there is not
much brand loyalty and product differentiation
71. 3. Bargaining power of supplier
Low bargaining power as number of players offering the course at low to medium price points
Not much differentiation in terms of the course content and methodology so can be easily
switchable from one player to other
The suppliers do not have a lot of options as hcl has a content development team hence the
primary source of course deliverance is sorted
4. Industry Competitors
Many large and small players creating edge to edge competition.
Since fixed cost structure is less so CDC courses can be easily introduced by any players making
industry more competitive.
Since digital marketing is a new trend so market is growing exponentially and new players are
coming in to take a piece of this pie.
72. 5. THREAT OF SUBSTITUTES
In education industry, there are fewer restrictions when it comes to provide the content online.
Competitors like DSIM in offering placement assistance which would give the students an
alternative
A fall in the quality of our product / poor course content / unacceptable quality students can be one
of the reasons that students might shift towards a competitor
73. LEARNINGS
Never assume anything unless and until you have facts that are being backed by genuine data
How to make and formulate a questionnaire that helps in analysing and finding out about the
current pricing points , consumer behaviour and their expectation from the product
How to record accurate data and compile it
How to relate the collected data with the company’s goal and objectives
How can we go about tweaking the current product and come up with the best possible solution in
terms of what the we can offer which will meet the market needs
The respondents tend to give out pretentious responses to the question thus it should be carefully
recorded/judged by the researcher
We never know the actual relation between positive response to an actual consumption of the
good/service as the respondents tend to change their mind at the time of purchasing
In terms of compiling a course content always use secondary data and start with the basics and
then gradually go into details
74. LEARNINGS
In terms of compiling a course content always use secondary data and start with the basics and
then gradually go into details
While doing a secondary research on course comparison the biggest learning was that the
amount charged by the institutes varies and the actual fees can be bargained upon when it comes
to getting yourself enrolled for the course
A lot of theoretical knowledge in terms of internet usage in India, education industry trends and
strategy formulation in terms of business
Also realised that marketing is not just about launching a new product for a selected target group it
is much more than that ,it is about consistently identifying the ups and down’s related to the
product and ultimately track the response to anything which is customer-centric.
While doing a secondary research on course comparison the biggest learning was that the
amount charged by the institutes varies and the actual fees can be bargained upon when it comes
to getting yourself enrolled for the course
