This presentation discusses applying a "Ninja business model" to improve operations at Palm Club. Currently, Palm Club faces issues like inefficient performance, conflicts between employees, poor succession planning, and high attrition. The Ninja model would involve rotating employees between departments for training, promoting based on competencies rather than seniority, identifying successors who are trained by top executives, and establishing knowledge centers for experience sharing. This would help address problems by fostering cross-functional understanding, evaluating skills versus job titles, and enabling better decision-making, development, succession planning, and lower attrition. The conclusion advocates that business strategies should be secretive like a Ninja and adopt lean, agile, and data-driven approaches as well as

1. Presentation On Ninja Business Model
BY Neha Jagare
Under Guidance Of
Prof. Shailesh Kale

2. Organization Vihang Palm Club
Parent company Vihang Group established in 2003-04
Category Club
Sector Human Services
USP Club with elite brands inside it
Segment People living in Thane looking for clubs with many
facilities under same roof
Target Higher middle and high class ,modern class living in
vicinity of 2-3 km
Positioning A club for commoners with moderate membership
rates
NINJA BUSINESS MODEL

3. EMPLOYEE LIFE CYCLE AT PALM CLUB
Employee joins organization
Works as a trainee based on
education qualification
Finally allocated the department in
which he is trained
Promoted on basis of seniority

4. PROBLEMS AT PALM’S CLUB
• Inefficient and ineffective performance
• Conflict among employees
• Poor succession planning
• High attrition rate
• Customer Dissatisfaction

5. REASONS BEHIND THE PROBLEMS
PROBLEMS
Lack of
information
sharing
No cross
function
understandi
ng
Skill Vs
Performanc
e not
evaluated

6. EMPLOYEE LIFE CYCLE
Employee joins organization
Rotated across the departments and
trained
Finally allocated the department
Promoted on basis of competencies

7. EMPLOYEE SUCCESSION TROUGH
NINJA MODEL
1
• The executives share their experiences
• Potential Successor is Determined
2
• Successor is Trained by the top executives
3
• The trained employee succeeds the executive

8. EMPLOYEE PERFORMANCE GRAPH
• Throughout the life cycle of employee in an
organization performance should be evaluated
• Skills Vs Designation should be continuously
evaluated
• Employee should be facilitated to get an edge on his
weaker areas

9. DEVELOPING KNOWLEDGE CENTERS
• Develop knowledge centers
• These knowledge centers focuses on sharing
experiences
• These experiences can be used to train , develop
competencies within employees
• This will help efficient succession planning

10. RESULTS OF
USE OF NINJA
BUSINESS
MODEL
Understandi
ng problems
of different
functions
Make
realistic
decisions
Developmen
t
Competenci
es
Lower
Attrition
Rate
Good
Succession
Planning

11. CONCLUSION
• Like a Ninja, the Business Strategy chosen should be Secretive.
• Ninja Skills for Business Model Innovation –
– Lean
– Agile
– Data Driven
• Successful organisations adopt emerging start up theories like
– Customer Development
– Business Model Canvas