Case Study of Zensar Technologies,Pune (RPG Group) for
Managerial economics/ MBA Part I
By
Renzil D’cruz
About.me/renzilde
Drop me message @ renzilde@gmail.com
Bayonne Packaging is a specialty packaging company experiencing delivery delays and quality issues leading to financial losses. Their computerized scheduling system is not being followed properly. Various work centers are underutilized and experiencing high set-up times. Rush orders by the owner's family member disrupt the schedule. Implementing recommendations like prioritizing orders, improving maintenance, increasing capacity, and introducing an ERP system could help address these issues.
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
The document discusses self-management at The Morning Star company. It was started in 1970 and believes in self-management rather than a traditional hierarchy. Employees have a CLOU (Colleague Letter of Understanding) that outlines their responsibilities and goals. However, issues arose with a lack of accountability, coordination, skills development and compensation decisions. The proposal suggests addressing these through premium pay for top performers, improving the compensation evaluation process, and adding both minimum fixed pay and variable premium pay. Self-management works best with peer accountability and initiative from all colleagues.
This case study examines interpersonal issues within Solutions Unlimited, an organization lacking a clear structure and defined roles. The document introduces the main characters and analyzes the situation, identifying individual, group, and organizational problems. These include a gullible protagonist, an authoritarian manager, and easily offended coworkers. Factionalism has led to bitterness among employees. The organization lacks senior leadership and clear policies. To resolve the issues, the document recommends establishing a formal structure, filling key roles, improving interpersonal skills through training, increasing transparency in hiring, and encouraging team bonding activities.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
Bayonne Packaging is a specialty packaging company experiencing delivery delays and quality issues leading to financial losses. Their computerized scheduling system is not being followed properly. Various work centers are underutilized and experiencing high set-up times. Rush orders by the owner's family member disrupt the schedule. Implementing recommendations like prioritizing orders, improving maintenance, increasing capacity, and introducing an ERP system could help address these issues.
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
The document discusses self-management at The Morning Star company. It was started in 1970 and believes in self-management rather than a traditional hierarchy. Employees have a CLOU (Colleague Letter of Understanding) that outlines their responsibilities and goals. However, issues arose with a lack of accountability, coordination, skills development and compensation decisions. The proposal suggests addressing these through premium pay for top performers, improving the compensation evaluation process, and adding both minimum fixed pay and variable premium pay. Self-management works best with peer accountability and initiative from all colleagues.
This case study examines interpersonal issues within Solutions Unlimited, an organization lacking a clear structure and defined roles. The document introduces the main characters and analyzes the situation, identifying individual, group, and organizational problems. These include a gullible protagonist, an authoritarian manager, and easily offended coworkers. Factionalism has led to bitterness among employees. The organization lacks senior leadership and clear policies. To resolve the issues, the document recommends establishing a formal structure, filling key roles, improving interpersonal skills through training, increasing transparency in hiring, and encouraging team bonding activities.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
Som case study - dont bother me i cant copeRajendra Inani
The document analyzes two production lines, Line A and Line B, that are currently producing below desired levels. For Line A, hiring two additional workers and running two hours of overtime daily is recommended to increase production from 315 to 420 units per day. For Line B, hiring one additional worker and running one hour of overtime is recommended to increase production from 140 to 210 units per day. Both solutions maintain over 85% efficiency while meeting production goals with minimal additional costs.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Bayonne Packaging is experiencing operational issues in several key areas:
- Dependability is poor, with 20% of orders late in October 2011 compared to a target of 5%.
- Quality is also an issue, with 6% of products found defective internally and 1% rejected by customers due to gluing problems.
- Costs are up, with a net loss of 7.2% in October 2011 and cost of goods sold reaching 90.7% of net sales that month.
- The Heidelberg printing press, running at 100.29% capacity utilization, is the bottleneck in the production process, limiting overall throughput and speed.
- Lack of an integrated ERP system
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
Hindustan Unilever Limited (HUL) is India's largest FMCG company. One of its oldest brands, Lifebuoy soap, was officially launched in India in 1935. While it stood for health and hygiene through germ protection, over time it faced stagnating market share. To address this, HUL changed Lifebuoy's manufacturing process, divided it into different price categories, reduced prices, and focused promotion on rural populations. A key campaign, 'Swasthya Chetna', initiated in 2002, aimed to educate over 130 million rural Indians across 30,000 villages on the importance of hand washing with soap. By partnering with local governments and using interactive methods, it became the world
Merck developed Propecia to treat male pattern hair loss. Clinical trials found that 83% of men maintained their hair and 66% experienced regrowth within a year. However, some men saw no effect and stopping Propecia reversed benefits within a year. A small percentage of men experienced sexual side effects. The potential market was large since hair loss affected many men, but they were often unaware or resigned to it. Existing solutions like transplants, wigs, and Rogaine had limitations. Propecia faced challenges in targeting men just starting to lose hair who would benefit most, and overcoming concerns about side effects mentioned in advertising.
Vora and Company faced several problems including lack of market research, an experienced competitor, poor communication with agents, uncommitted agents in South India, and issues with product packaging, pricing, and advertising. As a consultant, I would analyze the market environment and consumer behavior. I would also examine the competitor and recommend improving quality, advertising, price, and packaging. It would be important to directly communicate with agents to increase effectiveness and appoint experienced agents in South India. The packaging, pricing, and advertising also need to be improved. Specifically, the packaging design should be changed, price increased along with commission rates, and advertising conducted through radio and newspapers.
BMW launched the Z3 roadster to expand its market share in the US. It selected the Z3 because it captured BMW's brand of performance and luxury. BMW used non-traditional marketing like product placement in the James Bond film GoldenEye to generate excitement for the new roadster. It launched the car through a variety of channels like a Neiman Marcus catalog and BMW's website to build anticipation before the car was available in dealerships. The unconventional marketing approach was a success in generating buzz around the Z3's launch.
The case analyzes issues arising at Solutions Unlimited due to lack of proper organizational structure and HR processes. Nitish, a new MBA graduate, faces job dissatisfaction due to interpersonal conflicts with his colleague Meena and unclear roles and responsibilities. In the long run, the company risks losing key employees and morale. Options proposed include establishing a clear organizational structure, recruitment policies, conflict resolution mechanisms, alignment of individual-team goals, and personality development programs. The organization should also create a dedicated HR department and implement regular feedback and succession planning.
Cooper Pharmaceuticals abruptly terminated Bob Marsh after 12 years as a drug sales representative in Toledo. Customers are complaining about the decision. Marsh had a history of strong customer relationships but poor record keeping and disorganization. While earlier managers acknowledged his strengths, later ones focused more on weaknesses in performance reviews. The frequent changing of sales managers and lack of career development or enrichment for Marsh contributed to his disengagement. Terminating such a loyal employee with good customer relationships was too harsh a decision without addressing his motivational needs or trying other options.
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
Supply Chain Performance: The Case of World Co. Ltdaliyudhi_h
The document discusses the supply chain performance of World Co. Ltd., a wholesaler of women's knit sweaters established in 1959 in Kobe, Japan. It outlines the company's expansion over the decades through establishing subsidiaries and brands. Key points discussed include establishing distribution centers near markets to improve responsiveness, building a logistics system to fulfill deliveries within 72 hours, and using a balanced scorecard to measure supply chain performance across financial, customer, internal process, and learning/growth metrics. The purpose of World's supply chain management is to deliver the right products to the right stores at the right time to maximize profitability.
Mrs. fields cookies odc section c_group 9Karan Jaidka
Mrs. Fields had partially lost control due to their rapid expansion and changing organizational structure. They recorded losses in 1988 as their stores were closing. Their expenses had increased more than their sales. Their information system was not efficient after acquiring another company since applications needed updating and knowledge was lost due to staff downsizing. A modified information system was needed to meet their goals of personal involvement, less hierarchy, and quality control while helping with decision making and coordination as the company grew.
The document discusses Ingersoll-Rand's stationary air compressor market and distribution channels. It notes that the market declined from $500M to $460M from 1980-1985 but unit sales rose. Ingersoll-Rand uses multiple channels like direct sales, manufacturers' reps, independent distributors, and air centers to sell different compressor types and sizes. It analyzes these channels for a new centrifugal compressor product, the Centac-200, and recommends distributing it through independent distributors and air centers for better market penetration and ROI.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Ingersoll Rand uses multiple distribution channels, including a direct sales force, independent distributors, company-owned distributors (Air Centers), and manufacturers' representatives. This document evaluates distributing a new 200hp centrifugal compressor, the Centac-200, through Air Centers versus independent distributors. Air Centers are recommended because they provide better control and market penetration for Ingersoll Rand compared to independent distributors. Distributing through Air Centers would save the company $450 per unit sold and generate an additional $90,000 in margin if 200 units were sold in the $9 million market.
The document discusses options for implementing an ERP system for a company that provides electrical and civil services. Three options are considered: implementing ERP on-premise through Bluechip corporation, implementing ERP on-premise through Codeautomations, or implementing ERP on the cloud through Codeautomations. Bluechip's on-premise quote is over budget. Codeautomations' cloud option has the lowest initial cost but higher ongoing costs than their on-premise option. While the cloud option is cheapest initially, the on-premise option through Codeautomations has the lowest total cost over 5 years. However, organizational acceptance and risk of failure also need consideration.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
Managerial Economics case study Zensar TechnologiesRenzil D'cruz
Case Study of Zensar Technologies,Pune (RPG Group) for
Managerial economics/ MBA Part I
By
Renzil D’cruz
About.me/renzilde
Drop me message @ renzilde@gmail.com
Som case study - dont bother me i cant copeRajendra Inani
The document analyzes two production lines, Line A and Line B, that are currently producing below desired levels. For Line A, hiring two additional workers and running two hours of overtime daily is recommended to increase production from 315 to 420 units per day. For Line B, hiring one additional worker and running one hour of overtime is recommended to increase production from 140 to 210 units per day. Both solutions maintain over 85% efficiency while meeting production goals with minimal additional costs.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Bayonne Packaging is experiencing operational issues in several key areas:
- Dependability is poor, with 20% of orders late in October 2011 compared to a target of 5%.
- Quality is also an issue, with 6% of products found defective internally and 1% rejected by customers due to gluing problems.
- Costs are up, with a net loss of 7.2% in October 2011 and cost of goods sold reaching 90.7% of net sales that month.
- The Heidelberg printing press, running at 100.29% capacity utilization, is the bottleneck in the production process, limiting overall throughput and speed.
- Lack of an integrated ERP system
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
Hindustan Unilever Limited (HUL) is India's largest FMCG company. One of its oldest brands, Lifebuoy soap, was officially launched in India in 1935. While it stood for health and hygiene through germ protection, over time it faced stagnating market share. To address this, HUL changed Lifebuoy's manufacturing process, divided it into different price categories, reduced prices, and focused promotion on rural populations. A key campaign, 'Swasthya Chetna', initiated in 2002, aimed to educate over 130 million rural Indians across 30,000 villages on the importance of hand washing with soap. By partnering with local governments and using interactive methods, it became the world
Merck developed Propecia to treat male pattern hair loss. Clinical trials found that 83% of men maintained their hair and 66% experienced regrowth within a year. However, some men saw no effect and stopping Propecia reversed benefits within a year. A small percentage of men experienced sexual side effects. The potential market was large since hair loss affected many men, but they were often unaware or resigned to it. Existing solutions like transplants, wigs, and Rogaine had limitations. Propecia faced challenges in targeting men just starting to lose hair who would benefit most, and overcoming concerns about side effects mentioned in advertising.
Vora and Company faced several problems including lack of market research, an experienced competitor, poor communication with agents, uncommitted agents in South India, and issues with product packaging, pricing, and advertising. As a consultant, I would analyze the market environment and consumer behavior. I would also examine the competitor and recommend improving quality, advertising, price, and packaging. It would be important to directly communicate with agents to increase effectiveness and appoint experienced agents in South India. The packaging, pricing, and advertising also need to be improved. Specifically, the packaging design should be changed, price increased along with commission rates, and advertising conducted through radio and newspapers.
BMW launched the Z3 roadster to expand its market share in the US. It selected the Z3 because it captured BMW's brand of performance and luxury. BMW used non-traditional marketing like product placement in the James Bond film GoldenEye to generate excitement for the new roadster. It launched the car through a variety of channels like a Neiman Marcus catalog and BMW's website to build anticipation before the car was available in dealerships. The unconventional marketing approach was a success in generating buzz around the Z3's launch.
The case analyzes issues arising at Solutions Unlimited due to lack of proper organizational structure and HR processes. Nitish, a new MBA graduate, faces job dissatisfaction due to interpersonal conflicts with his colleague Meena and unclear roles and responsibilities. In the long run, the company risks losing key employees and morale. Options proposed include establishing a clear organizational structure, recruitment policies, conflict resolution mechanisms, alignment of individual-team goals, and personality development programs. The organization should also create a dedicated HR department and implement regular feedback and succession planning.
Cooper Pharmaceuticals abruptly terminated Bob Marsh after 12 years as a drug sales representative in Toledo. Customers are complaining about the decision. Marsh had a history of strong customer relationships but poor record keeping and disorganization. While earlier managers acknowledged his strengths, later ones focused more on weaknesses in performance reviews. The frequent changing of sales managers and lack of career development or enrichment for Marsh contributed to his disengagement. Terminating such a loyal employee with good customer relationships was too harsh a decision without addressing his motivational needs or trying other options.
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
Supply Chain Performance: The Case of World Co. Ltdaliyudhi_h
The document discusses the supply chain performance of World Co. Ltd., a wholesaler of women's knit sweaters established in 1959 in Kobe, Japan. It outlines the company's expansion over the decades through establishing subsidiaries and brands. Key points discussed include establishing distribution centers near markets to improve responsiveness, building a logistics system to fulfill deliveries within 72 hours, and using a balanced scorecard to measure supply chain performance across financial, customer, internal process, and learning/growth metrics. The purpose of World's supply chain management is to deliver the right products to the right stores at the right time to maximize profitability.
Mrs. fields cookies odc section c_group 9Karan Jaidka
Mrs. Fields had partially lost control due to their rapid expansion and changing organizational structure. They recorded losses in 1988 as their stores were closing. Their expenses had increased more than their sales. Their information system was not efficient after acquiring another company since applications needed updating and knowledge was lost due to staff downsizing. A modified information system was needed to meet their goals of personal involvement, less hierarchy, and quality control while helping with decision making and coordination as the company grew.
The document discusses Ingersoll-Rand's stationary air compressor market and distribution channels. It notes that the market declined from $500M to $460M from 1980-1985 but unit sales rose. Ingersoll-Rand uses multiple channels like direct sales, manufacturers' reps, independent distributors, and air centers to sell different compressor types and sizes. It analyzes these channels for a new centrifugal compressor product, the Centac-200, and recommends distributing it through independent distributors and air centers for better market penetration and ROI.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Ingersoll Rand uses multiple distribution channels, including a direct sales force, independent distributors, company-owned distributors (Air Centers), and manufacturers' representatives. This document evaluates distributing a new 200hp centrifugal compressor, the Centac-200, through Air Centers versus independent distributors. Air Centers are recommended because they provide better control and market penetration for Ingersoll Rand compared to independent distributors. Distributing through Air Centers would save the company $450 per unit sold and generate an additional $90,000 in margin if 200 units were sold in the $9 million market.
The document discusses options for implementing an ERP system for a company that provides electrical and civil services. Three options are considered: implementing ERP on-premise through Bluechip corporation, implementing ERP on-premise through Codeautomations, or implementing ERP on the cloud through Codeautomations. Bluechip's on-premise quote is over budget. Codeautomations' cloud option has the lowest initial cost but higher ongoing costs than their on-premise option. While the cloud option is cheapest initially, the on-premise option through Codeautomations has the lowest total cost over 5 years. However, organizational acceptance and risk of failure also need consideration.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
Managerial Economics case study Zensar TechnologiesRenzil D'cruz
Case Study of Zensar Technologies,Pune (RPG Group) for
Managerial economics/ MBA Part I
By
Renzil D’cruz
About.me/renzilde
Drop me message @ renzilde@gmail.com
Microsoft liasion office - business managementWaseem Safdar
Microsoft Pakistan presents on its business details and strategy. It has three main divisions - large enterprise, medium and small enterprise, and developers. Key functional departments include finance, customer service, marketing and sales, and R&D. Communication channels are matrix-based with dual reporting. Financial analysis shows increasing sales, profits, and ratios from 2012-2014. The code of ethics focuses on integrity, compliance with laws, and ethical decision-making. Corporate social responsibility priorities are good citizenship, governance, and being an appealing workplace. Suggestions include improved marketing, more outlets and service centers, and special offers.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
The document is a summer internship project report for eClerx Services Pvt. Ltd. The project involved streamlining regional differences across loans processes for three different cities. The intern identified opportunities for automation and standardization by analyzing error trends and process maps. Specific recommendations included automating an external email tracker and GRM IPD process, and providing standardized checklists and templates for activities. The project aimed to reduce time, improve accuracy and eliminate manual errors.
Financial Analysis & Accounting Case Study - Infosys & TCSIshan Parekh
This document provides an overview and financial analysis of Infosys and TCS through ratio analysis, fund flow analysis, and cash flow analysis. Ratio analysis shows metrics such as liquidity, leverage, activity, profitability, and coverage ratios for 2010-2011 and 2009-2010. Fund flow analysis examines how Infosys and TCS utilized funds from sources like net profit and how they were applied toward uses like dividends, working capital, assets. Cash flow analysis details beginning and ending cash balances and cash from/used in operating, investing and financing activities. Key findings are Infosys has high cash levels that could be better utilized, while TCS focuses on dividends and future growth.
3i Infotech is an Indian IT company that provides software products and IT services. According to its financial statements:
- Revenue has grown significantly over the past 4 years at a CAGR of 61% through both organic growth and acquisitions.
- Profits have also increased substantially, with net profit margin growing from 0.14 to 0.22 between 2007-2008.
- However, debt levels have also risen considerably to finance growth, with total debt increasing from Rs. 546 crores to Rs. 1225 crores.
- While growth has been strong, the company needs to improve its cash flows and working capital management to support further expansion in a sustainable manner. Tighter
Establishing a framework for it governance by dave cunningham 2007David Cunningham
Establishing an IT governance framework is important for law firms to effectively manage IT resources, risks, and investments. Published frameworks provide guidance but also require customization for each firm. Assessing firm performance through metrics and benchmarks allows for continuous improvement.
Finance Transformation Asia - Justifying Technology InvestmentAdhish Pendharkar
Calculating the ROI of the tools & technology on offer: will they really help my business?
What metrics are important when bench-marking transnational effectiveness and finance IT capabilities?
Matching technology and processes: where it is today, and where it needs to be?
Business Continuity Management: How do you tackle compatibility issues with legacy systems?
SAP Simple Finance is a solution that aims to simplify finance operations by providing real-time data transparency across ERP systems on an intuitive user interface. It addresses common challenges like long closing cycles, lack of on-demand access to finance data, and difficulties managing working capital across multiple legacy systems. The solution is built around six core capabilities including unified financial and management accounting, elimination of data aggregates, and integrated business planning. Deloitte can help organizations implement SAP Simple Finance successfully through services like portfolio strategy development, application rationalization, and business case development to realize benefits such as reduced IT costs, improved flexibility, and maximized value from technology investments.
Financial statements analysis of Infosys annual report 2007-08Rahul Kejriwal
Infosys is an Indian multinational corporation that provides business consulting, information technology and outsourcing services. It has over 52 global development centers and received close to 1 million job applications in a year, selecting only 2.3% of applicants. Key factors for Infosys's growth include its global delivery model, superior quality, innovation and leadership. Factors critical for continued growth are effective integration of onsite and offshore work, increasing the depth and breadth of services offered, and making strategic investments in human resources and infrastructure.
This document provides an overview of Genpact, an Indian business process management company. Some key points:
- Genpact was established in 1997 as an independent unit of GE Capital and became independent in 2005.
- It is headquartered in Gurgaon, India and has over 41,000 employees across 35+ operations in 13 countries.
- Genpact provides business process outsourcing services across various industries like BFSI, healthcare, retail, automotive and more. Within BFSI, it focuses on areas like banking, financial services, insurance.
- The document discusses Genpact's financial performance, locations, solutions offered, organizational structure and a SWOT analysis. It also
This report is my term group project. It talks about the hr policies in TCS, then mainly on compensation structure. It covers the reward and award system. TCS follows Performance Appraisal of Balance Scorecard and Compensation structure based on EVA model. Award Process also covered over here.
How to create value for your organization? Why TSR is the best metric for value creation? Why is it difficult to create sustainable value? How to build sustainable value creation strategy & create value for a longer period of time? Why CSR & brand value change not consider as a part of TSR? Why multiple compressions are so difficult to beat? Why investors & analyst discounts valuation multiple? How to transit majority investors without eroding TSR? How to create value in low growth economy? How to play your strategy with sustainable TSR matrix as per investors eye? Why investors communication is so important for value creation? Which strategy you should use for value creation? How to use value creation scenarios? Why cash strategy is so important in low growth economy?
If all these question bothers you before developing your company’s corporate strategy/value creation strategy then you must see your New Year’s
complimentary gift presentation
“A handy e-book on how to create sustainable shareholders value”
Agile Leadership: Effectively Managing the New Role of the CFOProformative, Inc.
Video & Presentation: http://www.proformative.com/resources/video-presentation-agile-leadership-effectively-managing-new-role-cfo
Today, the CFO's role is more complex and challenging than ever, as he or she is expected to be involved in every aspect of the business, from providing strategic business advice and analysis to the CEO and executive team, to implementing high growth strategies while improving the company's productivity and efficiency. CFOs are also often tasked with implementing organizational controls for compliance, ensuring cost controls, and overseeing operations, IT, and core back-office functions. In this session, we will discuss how the CFO can effectively manage these diverse responsibilities by increasing real-time visibility into company performance across departments, making the business planning process transparent and improving core business processes across the organization.
Speaker:
Dan Miller, VP Finance & General Manager of the Software Vertical, NetSuite
Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Leadership | Session: 4
Comparative Analysis of Financial Statement OfIT industriesPranav Veerani
Comparative Analysis of Financial Statement
OfIT industries
INTERNATIONAL ACCOUNTING PRACTICES
GRADUATE SCHOOL OF MANAGEMENT STUDIES
Comparative Analysis
Introduction of IT industry
TCS
Infosys Limited
HCL Technologies
Wipro Ltd
Tech Mahindra Ltd.
Comparative of company
Gujarat Technological University, Ahmadabad
Academic Year: 2018-20
Linking Strategic Planning with Operational Planning, Thomson ReutersInnovation Enterprise
Thomson Reuters is proposing changes to better link strategic planning with operational planning by aligning operating segments with market segments. This would allow market growth projections to be used as a leading indicator for business growth. It would also provide a more robust analysis by tying market share and revenue to business forecasts. The goal is to execute strategic planning by informing large investments, acquisitions, and capital expenditures based on consistent targets across market and operating segments. This approach provides increased visibility but reduces flexibility around targets.
The annual report summarizes Aurionpro's performance in fiscal year 2012-2013. While global economic conditions were challenging, Aurionpro grew revenues by 18% to 568.64 crores (USD 107.76 million) with net profits of 45.83 crores (USD 8.7 million). The Chairman discusses steps taken to streamline operations and resume aggressive expansion, including a rebranding initiative. Key business areas and offerings are also outlined.
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Case Study of Zensar Technologies,Pune (RPG Group) for Managerial economics
1. Case Study: Zensar Technologies
For
Managerial Economics
By
Rashmika Kangrana
Renzil D’cruz
Rishabh Mehata
Rohit Jumale
Rohit Tiwari
Under Guidance of
Dr. P.A.Johnson
3. Zensar Technologies
Our Mission
Leveraging technology and processes to help customers attain their goals.
Our Vision
Transformation partners to global corporations.
About Zensar
Zensar Technologies is a global information technology services and business process
outsourcer headquartered in Pune, India. It is a software wing of RPG Group, and offers a range of
integrated information technology (IT) and BPO products and services to Fortune 500 clients.
Zensar has a marketing presence in the US, Europe, Asia Pacific and Australia. The company has operations
and a customer base spanning across 18 countries including software development centres at Pune and
Hyderabad in India and Gdansk in Poland.
Zensar service areas include Application Support and Development, Application portfolio management,
Testing, Enterprise Collaboration and Content Management, Enterprise Application Integration, Business
Intelligence & Data Warehousing. Zensar's core competency is Application Modernization, using Zensar's
SBP framework.
Zensar is the world's first enterprise-wide SEI CMM Level 5 Company with activity that spans across
Utilities, Retail and Distribution, Banking, Financial Services and Insurance, Manufacturing and
Telecommunications.
Zensar Technologies (Parent Company RPG Group) provides Services such as Application Portfolio
Management, Enterprise Application Service, Innovative Technology Services, Business process
outsourcing and optimisation, First Time Outsourcing and it is 3,000 crore (US$567 million) company
having more than 7000 employees dated April 2012.
4. Achievement Highlights
Zensar profit net up by 35 % at Rs 20.22 cr - Leading software solution company and BPO services provider
Zensar Technologies Ltd has reported a good year-on-year profit growth for the quarter ended December 31.
It posted a y-o-y net profit of Rs 20.22 crore as against Rs 15.02 crore posted during the same period of the
previous year reflecting a growth of 34.6 per cent.
Key People
Dr.Ganesh Natarajan, Vice Chairman & CEO,Zensar Technologies.
Vivek Gupta, Chief Executive, IBS and Executive Chairman, Akibia
Nitin Parab, Chief Executive and Global Head, Enterprise Transformation Services (ETS)
Harish Gala, Global Head, Enterprise Applications (Oracle and SAP)
Yogesh Patgaonkar, Global Head, Human Resources
Sanjay Marathe, Head, Strategic Services Unit and CTO
Ajay Bhandari, Chief Corporate Development Officer
S. Balasubramaniam, CFO
Scrip ID : ZENSAR
Scrip Code : 504067 (BSE)
Industry : IT Consulting & Software
Company :ZENSAR TECHNOLOGIES LTD. 504067
Period: Year 2008 to Year 2012 (All Prices in )
Year Open High Low Close
No. of
Shares
No. of
Trades
Total
Turnover
Deliverable
Quantity
% Deli.
Qty to
Traded
Qty
* Spread
H-L C-O
2008 192.00 203.70 71.00 78.35 32,07,206 50,998 43,42,47,053 19,43,515 60.60 132.70
-
113.65
2009 81.00 351.00 64.65 324.10 55,35,846 83,647 1,16,74,84,788 31,09,765 56.18 286.35 243.10
2010 326.00 365.90 151.15 166.65 64,31,592 1,40,373 1,84,34,12,495 25,49,743 39.64 214.75
-
159.35
2011 167.00 193.30 113.15 143.30 18,94,760 60,699 31,00,39,077 9,79,811 51.71 80.15 -23.70
2012 143.25 302.45 133.55 296.85 48,88,293 1,63,593 1,07,25,96,009 16,48,760 33.73 168.90 153.60
* Spread
H-L : High-Low
C-O : Close-Open
6. Annual Trends
(in Cr.) 2011 - 12 2010 - 11 2009 - 10 2008 - 09 2007 - 08
Income Statement(View in (Million))
Revenue 712.75 584.52 502.32 428.00 335.87
Other Income 27.91 7.31 2.91 2.62 11.91
Total Income 740.66 591.83 505.23 430.62 347.78
Expenditure -577.36 -478.85 -393.18 -341.11 -282.36
Interest -1.03 -0.86 -0.55 -0.54 -1.12
PBDT 162.27 112.12 111.50 88.97 64.30
depreciation -25.05 -25.88 -24.92 -22.29 -15.64
PBT 137.22 86.24 86.58 66.68 48.66
Tax -42.67 2.24 -2.43 -6.21 -3.29
Net Profit 94.55 88.48 84.15 60.47 45.37
Equity 43.41 43.30 21.58 23.97 23.96
Reserves 374.01 341.27 272.34 230.46 181.05
EPS 21.79 20.47 35.77 25.23 18.95
CEPS 27.55 26.41 50.54 34.53 --
OPM % 22.91 19.33 22.31 20.91 19.48
NPM % 13.27 15.14 16.75 14.13 13.51
Detailed Detailed Detailed Detailed Detailed
Consolidated Consolidated Consolidated Consolidated Consolidated
Type Audited
Date Begin 01-Apr-11
Date End 31-Mar-12
Description Amount (Rs. million)
Net Sales / Income from Operations 7,127.50
Net Sales / Income from Operations 7,001.70
Other Operating Income 125.80
Expenditure -6,024.10
Other Expenditure -1,262.00
Employee Benefit Expenses -4,277.30
Depreciation & amortization expense -250.50
Purchase of Stock in Trade -234.30
Profit from Operations before Other Income, Interest and Exceptional Items 1,103.40
Other Income 279.10
Profit before Interest and Exceptional Items 1,382.50
7. Interest -10.30
Finance Costs -10.30
Profit after Interest but before Exceptional Items 1,372.20
Exceptional Items 0.00
Profit (+)/ Loss (-) from Ordinary Activities before Tax 1,372.20
Tax -426.70
Net Profit (+)/ Loss (-) from Ordinary Activities after Tax 945.50
Extraordinary Items 0.00
Net Profit 945.50
Equity Capital 434.10
Face Value (in Rs) 10.00
Reserves 3,740.10
EPS before Extraordinary items (in Rs)
EPS after Extraordinary items (in Rs)
Basic EPS after Extraordinary items 21.79
Diluted EPS after Extraordinary items 21.55
Number of Public Shareholding 2,25,50,970.00
Percentage of Public Shareholding 51.95
Promoters and Promoter Group Shareholding
Pledged / Encumbered
Number of Shares 0.00
Percentage of Shares (as a % of the total shareholding of promoter and promoter
group)
0.00
Percentage of Shares (as a% of the total share capital of the company) 0.00
Non-encumbered
Number of Shares 2,08,58,804.00
Percentage of Shares (as a% of the total shareholding of promoter & prom
group)
100.00
Percentage of Shares (as a % of the total share capital of the company) 48.05
Notes
18. Ratios
current ratio is also called as working capital as well as bankers ratio it is given as current assets divided
by current liabilities.
This ratio indicates two information
• Working capital position
• Short term solvency position
1. This ratio shows capacity of the company to pay its current liabilities
2. The standard ratio is 2;1 which indicates that for every 1 rupee liability there should be 2
rupees of current assets
3. If the ratio is low it indicates inadequate working capital and unsatisfactory short term
solvency position .
4. If the ratio is very high it indicates inefficient utilisation of shareholders funds
Debt Equity ratio it is given by debt divided by equity.
• Debt =borrowed funds
• Equity=proprietors funds
1. this ratios shows relationship between own funds and borrowed funds
2. a standard ratio is 2:1 which indicates that for every one rupees of own funds 2 rupees can
be borrowed
3. if the ratio is very high it indicates excessive borrowings and repayment problems in the
future
4. if the ratio is very low it indicates under utilisation of borrowings capacity
0
0.5
1
1.5
2
2.5
2008 2009 2010 2011 2012
current ratios
19. Debtors Turnover Ratio: this ratios means no of times the debtors are turned overi.e goods sold and
money collected from debtors. A higher ratio indicates quick sales and quick collection from the debtors.
0
0.1
0.2
0.3
0.4
0.5
0.6
2008 2009 2010 2011 2012
debt equity ratios
0
1
2
3
4
5
6
2008 2009 2010 2011 2012
debtors turnover ratios
20. Earning per Share(EPS) : Net profit after tax-preference dividend/no of equity shares. This means
earning made during the year on each equity shares
Net Profit Ratio : It is given by net profit divided by sales.
• This ratio shows relationship between net profit and net sales.
• This ratios shows profitability of the business.
• A higher ratio indicates higher profit and vice versa.
0
5
10
15
20
25
30
35
40
45
2008 2009 2010 2011 2012
EARNING PER SHARE
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
2008 2009 2010 2011 2012
NET PROFIT RATIO
21. Awards
Zensar Technologies felicitated with Emerging Business Applications Award for 2009 at the Oracle UK
Partner Awards in London.
Third consecutive CNBC award for Outstanding exporter of the year 2009 in IT, ITES & Electronics.[3][4][5]
Oracle UK Partner Award
Zensar felicitated by Special Jury Commendation Award by the then President of India, Dr. A.P.J. Kalam
for outstanding commitment and contribution to Nation Building through CSR efforts.
Zensar named as the Trailblazer of the Year 2006 by the NHRD for Best HR Practices.
Zensar awarded the ‘Corporate Governance Business for Social Responsibility Award’ for 2006.
Acquisitions and Joint Ventures
Acquired ThoughDigital for US $ 24.9 million in 2007.
Joint venture with a Tokyo Based EZA to form Zensar Advanced Technologies.
Acquired Hyderabad based OBT global in 2005.
Acquired Akibia Inc. worth $100 Million.
Partnerships and Alliances
Zensar and SOA Software announce Global Strategic Partnership in 2007
IBM - Zensar has entered into a partnership with IBM Partner World to leverage the growing E-business
market
Zensar Technologies is a Microsoft Gold Certified Partner
Zensar is a channel and service partner of SAP
Zensar technologies is a worldwide recognized Oracle partner
The Markets :
CHina, India, Middle East, SAARC countries
Market Dynamics
- Large and young populations and vast resource bases
- Transitional societies making drastic economic and political reforms
- Among the world’s fastest growing economies
- Transition from dependency to global interdependency with two way trade
and capital flows
Opportunities
- New and growing domestic markets
- New sources of talent
- High IT Adoption and investment in Infrastructure
- Strong Govt promotion and support
Expectations
– Accelerate growth of IM business in US and Europe
– Expand presence in current accounts
– Implement seamless multi-shore delivery model
– Streamline process to respond to larger opportunities
Expectations
• Accelerate growth of IM business outside of US and Europe
• Implement go-to-market strategy in core geographies
• Gain acceptance in market as Global IM solutions provider
Develop Solutions for Target Vertical markets
• Develop IM solutions to complement Zensar Vertical strategy
• Build domain expertise to market & deliver these solutions
22. • Team with Vertical Heads to integrate the IM solutions into there
Messaging
Evolving as end to end IT infrastructure
outsourcing company
–Capable to offer a single SLA to CIO for
the entire DC operation
• Which includes Networks, Systems, Applications,
Compliance, and Risk
Strategies for CHIMPS
Application Management
24. Strengths
Key Focus Metrics
• Employee Engagement
• Retention of critical talent
• Employee satisfaction
Broad basing the organization and scaling up people capabilities
• Building and retaining leadership
• Strengthening the quality of middle managers
• Enhancing Employee Engagement
Weakness
Company Focus
• Customer Focused Business Processes
• Best in Class Performance Measures
• Right People for the Right Roles
• Highest Quality at Lowest Prices
• Best in Class Information Technology
• Knowledge Management as a differentiator!
Threats
Top 5 Competitor:
Cognizant
Tata Constancy Services
IBM (Daksh)
iGATE Patni
Infosys
Using Strengths Steps to get explore opportunities
Steps Taken for transformation
Reduce Cost
intranet application for employee self-service
on-line sales-force support
Improve Processes
on-line customer support
e-procurement
Redefine Processes
vendor-managed inventory
strategic sourcing initiatives
sell product through e-channels
Redefine Business Models
sell (rather than give away) service
outsource production
Create Markets
become a market maker/e-channel / infomediary
leverage intangible assets