At Alpha, we have following business priorities that our executives are trying to solve: 1. Can Alpha be the Transformation Pioneer in modernising Digital Banking? Disruptions in the business landscape and the impact of technology are compelling banks to shift to innovative business models, while delivering superior experience with agility. Banks are challenged majorly on two fronts. On one hand, the changing customer expectations and the entry of innovative players in the market are driving them to be highly competitive to stay relevant. On the other hand, new regulations are striving for changes that promote more competition and collaboration in the ecosystem. They have created an undeniable need for the payment architecture and banking services to be highly flexible and efficient. The team at Alpha constantly innovates and works towards shaping the future in payments, digital channels, credit services, digital core, and commercial and corporate banking. How can the team ensure growth and market leadership in the sector? 2. How can Alpha foray into consulting industry and become amongst the top 10 consulting companies in the next 5-10 years? The pandemic has forced several sectors to adopt new ways of working. Even the primarily client-driven consulting sector has had to adapt to new methods of service, structure, technology and operation.The upcoming years will be all about going digital. Artificial Intelligence would be used to process, handle and analyse huge amounts of data efficiently and faster. The task for Consulting firms therefore, would be to add value to their clients by using analytical tools and offer quantifiable results, combining the domain knowledge of SMEs with technology to provide products and solutions. The team at Alpha wants to leverage its long drawn domain expertise and serve its client to become the most sought after consulting firms in the world.

1. B-PRO 2.0
B-PRO 2.0
Wipro’s exclusive business innovation challenge
Tabassum Irfan
Harender Singh
Mayank Kumar
TEAM: BLAZZERS

2. B-PRO 2.0
CASE ANALYSIS
Phase 3: Chemicals, Healthcare,
Biotechnology, Renewable Energy,
Automobiles, Pharmaceuticals
Phase 2: Real Estate,
Manufacturing, IT & BPM, Aviation,
Tourism & Hospitality
Phase 1: Banking, Financial
Services, Retail,
E-Commerce, Insurance
Approach used – Top-
bottom
Method Used – Weighted
Average Ranking Method
Weights given based on –
Market Capitalization,
Compound annual growth
rate, Market Beta
Top 5 Sectors – Banking,
Financial Services, Retail, E-
Commerce, Insurance.
Sector Selection – The
biggest market to capture
Sector Selection
BFSI Sector
Banking, Financial Services and Insurance
APEC Countries
1. The global open banking market size is expected to grow from $15.13 billion in
2021 to $19.14 billion in 2022 at a compound annual growth rate (CAGR) of
26.5%.
2. Population in 15-64 age group is expected to grow strongly going ahead, giving
push to number of customers in banking sector.
3. Rising per capita income will lead to increase in the fraction of the Indian/Global
population that uses banking services.
4. Rapid urbanization, decreasing household size & easier availability of home
loans has been driving demand for housing.
5. Personal finance, including housing finance provide an essential cushion against
volatility in corporate loans.
Business Model – Alpha Ltd.
 Adoption of modern business trends such as IOT
, AI and using them for sustainable business
growth
 Software development , Data Analytics &
management of company
Key Activities
Value Preposition
Strengthening
organizational
structure
automated
demand
generation
engine
Provide retail and
commercial
Banking
Software Pricing
Partners
Innovative pricing
strategies
Growth Drivers
 Investment Partners
 Technology Vendors
 Regulatory Agencies
 Directors, partners, PMs &
Business Analysts
 Recruitment firms
Key Partnerships
Market Player
Key Resources
 Physical and IT infrastructure
 Certain Development skills
 Problem Solving skills
Cost Structure
Cost types Involved % share it holds
Salaries of Professional Staff 49.00
Technological Infrastructure 12.2
VM Department 5.24
Market Research Department 11.47
Finance 3.14
PR & Marketing 2.05
Maintenance 1.63
Rent (Offices & warehouses) 7.28
External Services 4.19
Channels
Remote Consulting and
Analytical services
Innovative Consulting
formats
Revenue Stream
Consultation and
IT Infrastructure
fees.
financial
management
system using AI
Inhouse Software
developed and
Database memory
Cloud computing
and other digital
transformations
Revenue
participation of
new ideas,
Patents and
Subsidiaries
Customer Relationships
 Highly committed Experts
 Environment social and governance (ESG)
leadership
 High quality customer services and client
expectation
Customer Segments
Financial Business institutions and corporations
Government Companies & MSME
Retail banking Segment
Source: www.thebusinessresearchcompany.com
Refer Annexure - I
INSISTENCE
INNOVAION
PROFESSIONALISM
Ambitions Realized - To create a great company that attracts, develops, inspires, and keeps extraordinary employees. To assist our clients in significantly improving their
performance in a distinctive, long-lasting, and significant way.
Business Model Adopted :
Firm + Productized
Size: 100 personnel
Revenue: 40 Million
Complexity: Provide specialized services
Profit: Generated from Margin
Customized
Product
Higher Value
Assets
Greater
Opportunity

3. B-PRO 2.0
IMPLEMENTATION PLAN
Implementation
Roadmap
Skilled Data
Scientist and ML
Engineers Team
Setup
High performance
CPU'S GPU's
Innovation Facilities & high-density
compute infrastructure
Software & Infrastructure Design
Development of module
standard AI module
Two engagement model: initial
support provided by firm in later
stage in house to client
Providing Best Solution
Helping business to
identify where AI will
add value
contextualizing
business
automation needs
and goals.
Reskill workforce to ensure
complementarity
Go-Live Strategy
Training of internal Team
Selection of right measuring
metric
Support & Maintenance
Integrating AI in the workplace
processes
Implementation of Blockchain
to business
Expansion
Inclusion of
multiple
stakeholder
Integration with
ERP
BaaS (Blockchain as a Service)
Scaling Up Solution
Improvement in the current
package
Renewal of the Data at the
regular Interval
Support & Maintenance
Run of Pilot Project
Implementation and Gap
Identification
Go-Live Strategy
Integrating AI in the workplace
processes
Implementation of Blockchain
to business
Software & Infra
Defining of the
Project Scope
Customized
Package
development
Local Infrastructure and Team Set-Up
Client Onboarding
Prototype
Developed Model
Communication
Model M2M
1)Expertise in UX and UI
2) Sustainable Power devices
Implementation of IoT Infra
Product Design
Prototyping Implementation
Go Live Strategy
R&D or Proof of Concept
Integration with tech ML, AI
and other
Integration
IT Security
Predictive
Maintenance
Support and Maintenance
6 Months 6 Months 6 Months 2 months
Continuous 15 Months Continuous 2 Months
Continuous
Artificial Intelligence Blockchain Internet of Things
2024 2025 2026
Go-to-Market
Strategy
City Selection
The Offshore development center ODC, for this project should
Setup in
Bengaluru
Largest IT Hub
High education and skill level
Availability of quality workforce
Strong Infrastructure
Creating
framework as per
client's requirement
to analyse the
digital trends and
innovation in
market.
Power
transformation
with new data and
technological
capabilities,
develop the talent.
Efficiently
orchestrating
components for
sustained
transformation
and full-scale
deployments.
Utilization of the
digital innovation /
technology to
satisfy our
customers
requirement.
Understand the
digital trends and
innovations that will
help the firm
/industry in long
term

4. B-PRO 2.0
IMPLEMENTATION PLAN – CONTD.
Why Blockchain??
Keeping Digital assets secure.
Through the elimination of the middlemen and
commission
By Increasing Security & Reducing Fraud, reducing
human errors
By Expediting International Transaction e.g.: Bitcoin
Wallet
Full visibility, allowing automatic reconciliation and lower
compliance costs
It will help in keeping the better tracking of transaction than
existing protocol such as SWIFT
Challenges with Blockchain
Banks need to develop infrastructure to operate global
network using matching solutions.
DoS- Denial of Service: attacks target a company's web
server to prevent customers
In blockchain, endpoints are the nodes and may be
completely homogeneous
In consortium blockchain, we must stop all participants to
have visibility of data.
Collaboration & Standardization of all participants &
making them use standard format
Advantages of AI - Customers point of view
1. Democratization of predictive analysis
2. Run Business with foresight
3. Embed ML in analytics workspace
4. Increase productivity and operational efficiencies
5. Make faster business decisions based on outputs from cognitive
technologies
6. Use insight to predict customer preferences and offer them a
better personalized experience
7. Generate quality leads and grow your customer base
8. Enabling analysis and offering intelligent advice and support
AI for Data Analytics Partner Solution
AI for Data
Analytics
Access Data
Data Warehouses
pipelining
Visualize Insights
Business Intelligence and
Analytics
Act
Business Process
Automation
AI/ML Services
Alpha’s Partners
Leading Predictive
analytics powered by
Alpha’s AL/ML
Happy Customers
Source: AIDA value proposition, Amazon
Challenges with AI Implementation
1. High Implementation Cost
2. The need to deploy and retrain the employee
3. Algorithmic Bias in Data from human
4. Data storage and security
5. Legal Issues related to development of AI software and
implementation
Why IoT- Internet of Things ??
Improved customer service: Leveraging data from mobile
applications, or other domains
Cardless transactions: With the aim of facilitating
transactions as much as possible
Expanded services: Modern banking is not only confined to
money and asset management.
Improved analytics: IoT can provide banks with up-to-date
information regarding the projects
Better Fraud detection which has been a rising concern for
banking sector
The biggest challenge for IoT in banking pertains to the security of the
banks and their clients. Some of them include:
1. Data breaches
2. Data exploitation
3. Vulnerable applications
Challenges of IoT in Banking?

5. B-PRO 2.0
FOCUS ON SUSTAINABILITY
SDG Opportunities
12
months
24
months
Identify and Commit
Develop targets & KPI's
The 17 SDGs are accompanied by 169 specific applicable targets
Align sustainability and corporate strategy toward targets
Create business opportunities
Collaborate
Measure, assess, report and communicate
Sustainability Roadmap
18
months
Pinpoint goals related
to directly to indirectly
Determining the levers
available to scale impact
Publicly committing to the
SDGs to tackle
relevant goals
Products or services
are developed
Innovation and R&D are
refocused
Strategies to achieve both
corporate goals and the
SDGs
Identifying underserved
geographies and
segments of society
Investing in education,
capacity building &
work opportunities
Reduce link b/w economic
growth
and extensive use of
resources
Identifying collaboration opportunities with
peers, customers, suppliers, academia and
nonprofit organizations
Partnering with governments,
cities and civil society to
deploy ESG model
Aligning existing reporting
and communication with
the SDGs
Developing systems to integrate
the management of SDG issues
into everyday business
decision-making
Establishing targets
and KPIs
Aligning any existing
targets and monitoring
Measurement methods
with new targets
and KPIs
Net Carbon Zero by 2028
First firm out of Fortune 500 to achieve this milestone
With the implementation roadmap on the left
Alpha’s
Sustainability Suite
Product Sustainability
Software
Sustainability
Data
Up-to-Date industry
specific Dataset used
as foundation for
calculations
Corporate
Sustainable
Software
Streamline and simplify
organizational reporting and
management
Data
Governance
Maintain data
integrity with
online , rule-
based workflow
Analytics
Analyze and report
on spare parts,
inventory, services,
products, spend
and supply chain
detail
Strategy
guidance
unique , flexible
advisory approach
provide appropriate
guidance
Performance
improvement
services assess current position
/situation and identify opportunities
to proceed
Understand , Optimize
and communicate
product performance
Analyzing &
Reporting
Made easy
First-of-Its-Kind Offering Helps Enterprises Improve the Environmental
and Social Impact Performance
Opportunity Relevant SDG's and Target Illustrative Facts
Innovation and Market
Development:
- Act as an enabler: access to
finance, information & services,
smart cities
- Support diverse
monitoring/management systems:
crisis management etc.
1. Ensure learner’s knowledge and
skills - promote sustainable
development, among others,
through sustainable development
and sustainable lifestyles in a
firm.
2. Ensure access for all to
adequate, safe, and affordable
basic services
1. To achieve Europe’s targeted
80% CO2 reduction by 2050
compared to 1990
2. Oil consumption (Apec region)
in the transport sector must
drop by around 70%
Efficiency & Cost Savings:
- Develop more energy-efficient
products for own industry Expand
- New ICT solutions for clients to
reduce energy consumption Reuse,
1. By 2028, achieve sustainable
management and efficient use of
natural resources
2. By 2028, Substantially reduce
waste generation by reduction,
recycling, and reuse
1. Report from United Nations
University (UNU) -
the world produced 41.8 million
metric tons of e-waste in 2014.
Reputation Management
- Manage negative env. and social
impacts and Supply
chain impacts
1. Encourage companies, esp. large
companies to adopt sustainable
practices and integrate
sustainability information.
2. Promote public procurement
practices that are sustainable.
1. More than 2 billion people in
the world lack access to basic
financial services, like savings
accounts, loans or insurance
products.
2. Shifting payments— salaries,
pensions, social benefits(Cash
to electronic)
Risk reduction
- Combat potential abuse of
technology
- regulation/taxation (extended
producer responsibility, e-waste,
privacy , data protection
1. Encourage companies, especially
large and transnational
companies, to adopt sustainable
practices.
2. To integrate sustainability
information into their reporting
cycle
1. 20% of banks have
experienced enforcement
actions by a regulator’s failure
to curb illicit business practices.
2. Internet connectivity could
generate $2.2 trillion of
economic growth.

6. B-PRO 2.0
Profitability Projections
We seek Alpha’s Board to fund our initial investments
7.6 Million USD
In a phase of four years
*Detailed Presentation
The business growth expected on basis of the developed
business model for Alpha Ltd.
Initial Investment will retrieve within 1½-year of Go-Live
Business Model
Structure of BFSI team
Month 1 Month 2 Month 3 Month 4
Partner [persons] 2 2 2 2
Director [persons] 2 2 2 2
PM [persons] 10 10 10 10
Associate [persons] 30 30 30 30
Business Analyst [persons] 50 50 50 50
Revenue 1372560 1372560 1372560 1372560
Gross Margin 796660 796660 796660 796660
Revenue 1372560 1372560 1372560 1372560
Salaries of Professional Staff 575900 575900 575900 575900
Salaries 500000 500000 500000 500000
Social Securities 75900 75900 75900 75900
Operational profit before bonuses 340510 340510 340510 340510
Gross Margin 796660 796660 796660 796660
HQ Costs 456150 456150 456150 456150
Operational profit after bonuses 272408 272408 272408 272408
Profit before bonuses 340510 340510 340510 340510
Bonuses 68102 68102 68102 68102
Revenue Generation
BFSI Division -Chennai
1. Considered a hierarchy with professional staff as 2 Director, 2 Partners, 10
PMs, 30 Associate and 50 BAs.
2. Assumed utilization of hours, 10%, 10%, 30%, 40%, 50% respectively.
3.Assumed 21 working days in month with 8 hrs. working a day for staff
4. Fixed costs consists – VM Department, Market research, Finance, PR&
Marketing, HR, Material & Utilities, Maintenance, Rent, and others
5. Assumed 23% social securities on professional staff.
6. Assumed Revenue growth is by 8% year-on-year for Alpha limited.
7. Social securities for professional staff is assumed as 20% of offered salaries.
8. Depreciation value is calculated as for 5 years keeping in mind major
updates will be required for all the developments every 5 years.
Assumptions:
Refer Annexure - III
Cost-Benefit Analysis
Initial Investment 2022 2023 2024
Hardware (e.g., servers) $10,00,000 $10,00,000 $10,00,000
Software (e.g., catalog software) $30,00,000 $30,00,000 $30,00,000
Digital Banking Modernization $1,50,00,000 $1,50,00,000 $1,50,00,000
Total Initial Investments $1,90,00,000 $1,90,00,000 $1,90,00,000
Benefits 2022 2023 2024
Direct consultancy charges $1,75,94,640 $1,90,02,211
Sales from increased partner parti. $1,00,000 $1,00,000
Total Benefits $1,76,94,640 $1,91,02,211
Costs (Ex. Initial Capital Investments) 2022 2023 2024
Cost of professional staff $12,72,600 $15,27,120
Material and Utilities $24,000 $28,800
Maintenance $36,000 $36,000
Rent $10,00,000 $10,00,000
Depreciation on capital expenditures $38,00,000 $38,00,000
Total Costs $61,32,600 $63,91,920
Totals 2022 2023 2024
Net Benefits (Costs) $1,15,62,040 $1,27,10,291
Tax $34,68,612 $38,13,087
Value after tax $80,93,428 $88,97,204
Depreciation added back $38,00,000 $38,00,000
Cash flow ($1,90,00,000) $1,18,93,428 $1,26,97,204
Cumulative cash flow ($1,90,00,000) ($71,06,572) $55,90,632
Company Data Rate
Required rate of return 10%
Tax rate 30%
Evaluation Metrics Values
Net present value (NPV) $3,18,74,662
Internal rate of return (IRR) 61.37%
Payback period (in years) 1.56
1.56
Payback
Period 61.37%
IRR
0
5000000
10000000
15000000
20000000
25000000
30000000
2023-24 2024-25 2025-26 2026-27 2027-28
Sales Gross Margin Net Profit
How to avoid Mutiny?
Rotate
people
between
teams
Build
Knowledge
base
Oblige PMs
to do lesson
learnt
Disseminate
actively key
knowledge
We recommend no discounting at all, Do this!
Decrease scope
to adjust
proposed price
Increased
scope at
same price
Unbundle
project &
create 2-3
price plans
Shift the
work to
them
FINANCIALS

7. B-PRO 2.0
Do you have any questions?
Thanks
mayank.kumar@siom.in
+91 9686333507
Connect with us:
tabassum.irfan@siom.in
+91 7020744571
Harender.singh@siom.in
+91 9812969049

8. B-PRO 2.0
ANNEXURE - I
References
 https://www.bcg.com/industries/financial-institutions/overview
 https://www.ey.com/en_gl/assurance/why-sustainable-development-goals-
should-be-in-your-business-plan
 https://www.forbesindia.com/blog/technology/banking-on-technology-tech-trends-
that-have-carved-a-niche-this-year/
 https://www.bain.com/consulting-services/digital-transformation/
 https://www.investopedia.com/terms/b/businessmodel.asp
 https://sba.ubc.ca/industry-overview-management-consulting-canada
 https://www.mckinsey.com/locations
 https://www.analyticsinsight.net/formulating-6-step-strategy-iot-implementation-
organisation/
 https://www.finextra.com/blogposting/21220/the-benefits-of-iot-in-banking-for-
clients-and-businesses
 https://iot-analytics.com/implementing-iot-technology-6-things/
 https://eoscostarica.medium.com/why-integrating-erp-systems-into-blockchain-is-
a-great-idea-e384b298a4a8
 https://www.techtarget.com/searchenterpriseai/tip/10-steps-to-achieve-AI-
implementation-in-your-business
 https://grapeup.com/services/ai-consulting-implementation/
 https://www.nibusinessinfo.co.uk/content/business-benefits-artificial-intelligence
 https://www.spiceworks.com/tech/artificial-intelligence/guest-article/top-10-ai-
development-and-implementation-challenges/
 https://www.siemens-advanta.com/blog/IOT-challenges
 http://s3.amazonaws.com/aws-bsdc/SDG-Sectors.pdf
 https://www.hks.harvard.edu/sites/default/files/centers/mrcbg/programs/cri/files/r
eport_19_EO%2BFinance%2BFinal.pdfhttps://research.aimultiple.com/iot-
banking/
 https://www.zuora.com/2016/01/15/5-go-to-market-strategy-considerations/
 https://www.occstrategy.com/en/
 https://financetalks.ie.edu/which-are-todays-drivers-for-consulting-in-the-
financial-sector/
 https://corporatefinanceinstitute.com/resources/questions/model-
questions/financial-modeling-for-consulting/
 https://netprogps.com/banking/
 https://www.wipro.com/banking/
 https://www.wipro.com/business-process/banking-/
 https://www.siemens-advanta.com/sites/default/files/2021-
08/Digital%20Transformation%20Challenges_horizontal_0.png?ste_sid=ab28
f65e4839eca5df115b92f658c4d2https://www.statista.com/statistics/647231/w
orldwide-blockchain-technology-market-size/
 https://www.statista.com/statistics/1095957/global-venture-capita-funding-
value-by-region/
 https://economictimes.indiatimes.com/markets/stocks/news/indian-banking-
and-financial-sector-at-an-inflection-point/articleshow/83781541.cms
 https://www.mckinsey.com/business-functions/mckinsey-digital/our-
insights/tech-forward/it-resilience-for-the-digital-age
 https://www.researchgate.net/figure/The-PDCA-application-for-the-BCG-
design-process_fig1_272020131
 https://www2.deloitte.com/jp/en/pages/risk/solutions/bcm-bcp/bcm.html
 https://research.aimultiple.com/iot-banking/
 https://aws.amazon.com/blogs/apn/ai-for-data-analytics-aida-partner-
solutions-will-empower-business-experts-with-predictive-analytics/

9. B-PRO 2.0
ANNEXURE - II
S.No. Sectors Market
Size
Expected
Growth (CAGR)
Market
Beta
2Auto Components 1926340000000.00 0.03 1.40
3Automobiles 85320000.00 0.09 1.13
4Aviation 1930000000.00 0.12 1.28
5Banking 57050000000000.00 0.09 1.63
6Biotechnology 497000000000.00 0.09 1.06
8Chemicals 4241280000000.00 0.04 1.16
9Consumer Durables 21500000000.00 0.05 0.95
10Defence Manufacturing 48565000000.00 0.05 1.28
11E-Commerce 6883700000000.00 0.20 1.14
12Education and Training 3191790000000.00 0.08 0.79
15Financial Services 25839350000000.00 0.10 1.37
16FMCG 105870000000.00 0.03 0.66
18Healthcare 178500000000.00 0.13 0.65
19Infrastructure 2242300000000.00 0.06 1.37
20Insurance 5376320000000.00 0.09 0.92
21IT & BPM 142600000000.00 0.12 1.25
22Manufacturing 672500000000.00 0.13 1.01
24Medical Devices 488980000000.00 0.06 0.74
27Oil and Gas 620000000000.00 0.06 0.76
28Pharmaceuticals 405520000000.00 0.11 0.40
29Ports 148100000000.00 0.05 1.44
30Power 1614030000000.00 0.09 0.74
32Real Estate 3386110000000.00 0.10 0.74
33Renewable Energy 881700000000.00 0.08 0.97
34Retail 20331100000000.00 0.08 0.73
35Road Safety 3670000000.00 0.10 0.51
38Steel 31700000000.00 0.07 1.31
39Telecommunications 2642140000000.00 0.05 0.49
40Textiles 993600000000.00 0.04 0.69
41Tourism and Hospitality 716000000000.00 0.16 1.51
S.No. Sectors Market
Size
CAGR Market
Beta
Weighted Score Rank
5 Banking 5.705E+13 0.089 1.63 0.186963 1
15 Financial Services 2.58394E+13 0.096 1.37 0.097588 2
34 Retail 2.03311E+13 0.077 0.726 0.074673 3
11 E-Commerce 6.8837E+12 0.197 1.14 0.057952 4
41 Tourism and Hospitality 7.16E+11 0.164 1.51 0.037717 5
20 Insurance 5.37632E+12 0.091 0.92 0.035631 6
32 Real Estate 3.38611E+12 0.096 0.74 0.029557 7
22 Manufacturing 6.725E+11 0.131 1.01 0.029109 8
21 IT & BPM 1.426E+11 0.12 1.25 0.027479 9
12 Education and Training 3.19179E+12 0.08 0.79 0.026836 10
4 Aviation 1930000000 0.1158 1.28 0.026621 11
8 Chemicals 4.24128E+12 0.043 1.16 0.026496 12
18 Healthcare 1.785E+11 0.133 0.65 0.025623 13
19 Infrastructure 2.2423E+12 0.0648 1.37 0.025617 14
30 Power 1.61403E+12 0.088 0.74 0.023268 15
6 Biotechnology 4.97E+11 0.094 1.06 0.023158 16
33 Renewable Energy 8.817E+11 0.084 0.968 0.022077 17
3 Automobiles 85320000 0.09 1.13 0.021585 18
28 Pharmaceuticals 4.0552E+11 0.1134 0.4 0.021542 19
38 Steel 31700000000 0.074 1.3125 0.020387 20
2 Auto Components 1.92634E+12 0.03 1.4 0.019477 21
39 Telecommunications 2.64214E+12 0.054 0.493333 0.019235 22
35 Road Safety 3670000000 0.099 0.51 0.01888 23
29 Ports 1.481E+11 0.049 1.44 0.017657 24
10 Defence Manufacturing 48565000000 0.052 1.28 0.016779 25
27 Oil and Gas 6.2E+11 0.06 0.76 0.016197 26
24 Medical Devices 4.8898E+11 0.055 0.74 0.01491 27
9 Consumer Durables 21500000000 0.047 0.95 0.013726 28
40 Textiles 9.936E+11 0.04 0.686667 0.013645 29
16 FMCG 1.0587E+11 0.0315 0.66 0.009615 30
A. Sector Selection – Weighted Average Ranking Method
Top sectors with market size, CAGR and Market beta
Driver Weights
Market Size 40%
Expected CAGR 40%
Market Beta 20%
Weightage to drivers
Sectors with Ranking
B. Cost Benefit Analysis
Alpha Limited
BFSI Modernisation Plan
Date
Company Data Rate
Required rate of return 10%
Tax rate 30%
Initial Investment in Web Site 2022 2023 2024 2025
Hardware (e.g., servers) $10,00,000.00 $10,00,000.00 $10,00,000.00 $10,00,000.00
Software (e.g., catalog software) $30,00,000.00 $30,00,000.00 $30,00,000.00 $30,00,000.00
Digital Banking Modernisation
development $1,50,00,000.00 $1,50,00,000.00 $1,50,00,000.00 $1,50,00,000.00
Total Initial Investments $1,90,00,000.00 $1,90,00,000.00 $1,90,00,000.00 $1,90,00,000.00
Benefits from Web Site 2022 2023 2024 2025 2026 2027
Direct consultancy chanrges $1,75,94,640.00 $1,90,02,211.20 $2,05,22,388.10 $2,21,64,179.14 $2,39,37,313.48
Sales from increased partner participation $1,00,000.00 $1,00,000.00 $1,00,000.00 $1,00,000.00 $1,00,000.00
Total Benefits $1,76,94,640.00 $1,91,02,211.20 $2,06,22,388.10 $2,22,64,179.14 $2,40,37,313.48
Costs (Excluding Initial Capital Investments) 2022 2023 2024 2025 2026 2027
Cost of professional staff $12,72,600.00 $15,27,120.00 $18,32,544.00 $21,99,052.80 $26,38,863.36
Material and Utilities $24,000.00 $28,800.00 $34,560.00 $41,472.00 $49,766.40
Maintenance $36,000.00 $36,000.00 $36,000.00 $36,000.00 $36,000.00
Rent $10,00,000.00 $10,00,000.00 $10,00,000.00 $10,00,000.00 $10,00,000.00
Depreciation on capital expenditures $38,00,000.00 $38,00,000.00 $38,00,000.00 $38,00,000.00 $38,00,000.00
Total Costs $61,32,600.00 $63,91,920.00 $67,03,104.00 $70,76,524.80 $75,24,629.76
Totals 2022 2023 2024 2025 2026 2027
Net Benefits (Costs) $1,15,62,040.00 $1,27,10,291.20 $1,39,19,284.10 $1,51,87,654.34 $1,65,12,683.72
Tax $34,68,612.00 $38,13,087.36 $41,75,785.23 $45,56,296.30 $49,53,805.11
Value after tax $80,93,428.00 $88,97,203.84 $97,43,498.87 $1,06,31,358.04 $1,15,58,878.60
Depreciation added back $38,00,000.00 $38,00,000.00 $38,00,000.00 $38,00,000.00 $38,00,000.00
Cash flow -$1,90,00,000.00 $1,18,93,428.00 $1,26,97,203.84 $1,35,43,498.87 $1,44,31,358.04 $1,53,58,878.60
Cumulative cash flow -$1,90,00,000.00 ($71,06,572.00) $55,90,631.84 $1,91,34,130.71 $3,35,65,488.75 $4,89,24,367.35
Evaluation Metrics Values
Net present value (NPV) $3,18,74,662.26
Internal rate of return (IRR) 61.37%
Payback period (in years) 1.56

10. B-PRO 2.0
ANNEXURE - III
C. Financials - Business Model
[hours] 1 2 3 4 5 6 7 8 9 10 11 12
Available Hours 15792 15792 15792 15792 15792 15792 17808 17808 17808 17808 17808 17808
Partner 336 336 336 336 336 336 336 336 336 336 336 336
Director 336 336 336 336 336 336 336 336 336 336 336 336
PM 1680 1680 1680 1680 1680 1680 2016 2016 2016 2016 2016 2016
Associate 5040 5040 5040 5040 5040 5040 5880 5880 5880 5880 5880 5880
Business Analyst 8400 8400 8400 8400 8400 8400 9240 9240 9240 9240 9240 9240
Capacity Utilized 1 2 3 4 5 6 7 8 9 10 11 12
Billable Hours [hours] 6787 6787 6787 6787 6787 6787 7644 7644 7644 7644 7644 7644
Partner 34 34 34 34 34 34 34 34 34 34 34 34
Director 34 34 34 34 34 34 34 34 34 34 34 34
PM 504 504 504 504 504 504 605 605 605 605 605 605
Associate 2016 2016 2016 2016 2016 2016 2352 2352 2352 2352 2352 2352
Business Analyst 4200 4200 4200 4200 4200 4200 4620 4620 4620 4620 4620 4620
Available Hours [hours] 15792 15792 15792 15792 15792 15792 17808 17808 17808 17808 17808 17808
Partner 336 336 336 336 336 336 336 336 336 336 336 336
Director 336 336 336 336 336 336 336 336 336 336 336 336
PM 1680 1680 1680 1680 1680 1680 2016 2016 2016 2016 2016 2016
Associate 5040 5040 5040 5040 5040 5040 5880 5880 5880 5880 5880 5880
Business Analyst 8400 8400 8400 8400 8400 8400 9240 9240 9240 9240 9240 9240
Utilization [hours]
Partner 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
Director 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
PM 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30%
Associate 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40%
Business Analyst 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50%
Revenue [USD] 1372560 1372560 1372560 1372560 1372560 1372560 1559880 1559880 1559880 1559880 1559880 1559880
Partner 20160 20160 20160 20160 20160 20160 20160 20160 20160 20160 20160 20160
Director 16800 16800 16800 16800 16800 16800 16800 16800 16800 16800 16800 16800
PM 201600 201600 201600 201600 201600 201600 241920 241920 241920 241920 241920 241920
Associate 504000 504000 504000 504000 504000 504000 588000 588000 588000 588000 588000 588000
Business Analyst 630000 630000 630000 630000 630000 630000 693000 693000 693000 693000 693000 693000
Fees [USD/hour]
Partner 600 600 600 600 600 600 600 600 600 600 600 600
Director 500 500 500 500 500 500 500 500 500 500 500 500
PM 400 400 400 400 400 400 400 400 400 400 400 400
Associate 250 250 250 250 250 250 250 250 250 250 250 250
Business Analyst 150 150 150 150 150 150 150 150 150 150 150 150
Salaries of Professional Staff
Salaries [USD] 500000 500000 500000 500000 500000 500000 565000 565000 565000 565000 565000 565000
Partner 40000 40000 40000 40000 40000 40000 40000 40000 40000 40000 40000 40000
Director 30000 30000 30000 30000 30000 30000 30000 30000 30000 30000 30000 30000
PM 100000 100000 100000 100000 100000 100000 120000 120000 120000 120000 120000 120000
Associate 180000 180000 180000 180000 180000 180000 210000 210000 210000 210000 210000 210000
BA 150000 150000 150000 150000 150000 150000 165000 165000 165000 165000 165000 165000
Salary per 1 person [USD]
Partner 20000 20000 20000 20000 20000 20000 20000 20000 20000 20000 20000 20000
Director 15000 15000 15000 15000 15000 15000 15000 15000 15000 15000 15000 15000
PM 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000 10000
Associate 6000 6000 6000 6000 6000 6000 6000 6000 6000 6000 6000 6000
BA 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000
Social Securities 75900 75900 75900 75900 75900 75900 86250 86250 86250 86250 86250 86250
Salaries 330000 330000 330000 330000 330000 330000 375000 375000 375000 375000 375000 375000
Social security 23% 23% 23% 23% 23% 23% 23% 23% 23% 23% 23% 23%
Total Fixed Costs 456150 456150 456150 456150 456150 456150 458733 458733 458733 458733 458733 458733
Total salaries related to back office 105000 105000 105000 105000 105000 105000 107100 107100 107100 107100 107100 107100
# of Full Time Equivalent 21 21 21 21 21 21 21 21 21 21 21 21
VM Department 5 5 5 5 5 5 5 5 5 5 5 5
Market Research Department 10 10 10 10 10 10 10 10 10 10 10 10
Finance 3 3 3 3 3 3 3 3 3 3 3 3
PR & Marketing 1 1 1 1 1 1 1 1 1 1 1 1
HR 2 2 2 2 2 2 2 2 2 2 2 2
Average Salary per FTE 5000 5000 5000 5000 5000 5000 5100 5100 5100 5100 5100 5100
Social Securities as % of salary 23% 23% 23% 23% 23% 23% 23% 23% 23% 23% 23% 23%
Material and Utilities 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000
Maintenance 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000
Rent (Offices & warehouses) 300000 300000 300000 300000 300000 300000 300000 300000 300000 300000 300000 300000
Depreciation and amortization 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000
External Services 20000 20000 20000 20000 20000 20000 20000 20000 20000 20000 20000 20000
Revenue 1372560 1372560 1372560 1372560 1372560 1372560 1559880 1559880 1559880 1559880 1559880 1559880
Gross Margin 796660 796660 796660 796660 796660 796660 908630 908630 908630 908630 908630 908630
Revenue 1372560 1372560 1372560 1372560 1372560 1372560 1559880 1559880 1559880 1559880 1559880 1559880
Cost of Salaries of Professional
Staff 575900 575900 575900 575900 575900 575900 651250 651250 651250 651250 651250 651250
Salaries 500000 500000 500000 500000 500000 500000 565000 565000 565000 565000 565000 565000
Social Securities 75900 75900 75900 75900 75900 75900 86250 86250 86250 86250 86250 86250
Operational profit before bonuses 340510 340510 340510 340510 340510 340510 449897 449897 449897 449897 449897 449897
Gross Margin 796660 796660 796660 796660 796660 796660 908630 908630 908630 908630 908630 908630
HQ Costs 456150 456150 456150 456150 456150 456150 458733 458733 458733 458733 458733 458733
Operational profit after bonuses 272408 272408 272408 272408 272408 272408 359917.6 359917.6 359917.6 359917.6 359917.6 359917.6
Profit before bonuses 340510 340510 340510 340510 340510 340510 449897 449897 449897 449897 449897 449897
Bonuses 68102 68102 68102 68102 68102 68102 89979.4 89979.4 89979.4 89979.4 89979.4 89979.4
Capacity
Revenue
Salaries
Fixed
Costs
Profit
&
Loss
Capacities Revenue Salaries
Fixed
Costs
Profit and
Loss