Serco is a global company that provides essential services to governments and private sector customers in over 30 countries. Founded in 1929, Serco now employs over 70,000 people and has over 700 contracts worldwide. The document discusses Serco's focus on service delivery, people management, innovation, and building long-term relationships to continually improve services and meet evolving customer needs.
Maruti Suzuki is the leading automobile manufacturer in India. It has over 50% market share in the passenger vehicle segment. The document discusses Porter's 5 forces analysis of the automobile industry in India and a PESTLE analysis. It then summarizes Maruti's strategies, including expanding its product portfolio, upgrading manufacturing facilities, increasing distribution network, and implementing various promotional strategies. Maruti has been able to achieve over 10 million vehicle sales in India through strategic moves to strengthen its market leadership position.
Maruti Suzuki is the largest automobile company in India. [1] It was established in 1981 as a collaboration between the Indian government and Suzuki Motor Corporation of Japan. [2] Maruti 800 was Maruti's first car, launched in 1983. [3] It went through different stages of the product lifecycle - introduction from 1983-1986, growth from 1987-1996, maturity from 1997-2002, and decline from 2002 to present. [4] Facing competition from newer small cars, Maruti repositioned the 800 as the Alto 800 in 2012 to try and revive sales. [5] When analyzed using the BCG matrix, Maruti 800 shifted from a star during introduction and growth to a
Maruti Suzuki Zen Estilo & WagonR PresentationBishal Gupta
Maruti Suzuki produced the Zen Estilo and Wagon R to provide similar yet differentiated options for customers. While both were compact hatchbacks with similar specifications, the Estilo targeted young couples and was positioned as stylish, while the Wagon R focused on families and spaciousness. This dual approach helped increase both models' sales by cannibalizing each other somewhat. Maruti leveraged its large dealership network and promotional activities to market the cars through various media and events.
This document provides a SWOT analysis of the retail industry in India. It identifies several strengths, including a large purchasing power from the emerging middle class, favorable population demographics, and low retail penetration compared to other countries. Weaknesses include political and regulatory uncertainty, poor infrastructure, and low conversion rates. Opportunities exist in developing digital strategies, rural retailing, and taking a customer-centric approach. Threats include the availability and cost of real estate, high employee attrition rates, and an underdeveloped shopping culture.
Project on maruti suzuki distribution channelUnnAti Mistry
Maruti Suzuki has developed a unique distribution network in India to improve customer service and gain a competitive advantage. It has established four distinct retail channels - Maruti Suzuki ARENA for mass market vehicles, Nexa for premium vehicles, True Value for pre-owned cars, and a commercial channel. Recently, Maruti Suzuki has witnessed substantial changes to its channels, including launching a separate Nexa network of exclusive showrooms to attract customers looking to buy larger, more premium cars and change perceptions of the company. The Nexa channel has seen remarkable financial improvements since its launch in 2015.
The consumer durables industry in India is poised for strong growth driven by increasing disposable incomes and rural electrification. Major segments include consumer electronics (brown goods) like TVs and appliances (white goods) like refrigerators. The market is expected to grow at a CAGR of 14.8% to $12.5 billion by 2015. Key players like Samsung, LG, and Whirlpool have large market shares, though competition is intense. The industry relies on economic growth as higher household incomes are driving greater spending on durables.
Maruti Suzuki is the leading automobile manufacturer in India. It has over 50% market share in the passenger vehicle segment. The document discusses Porter's 5 forces analysis of the automobile industry in India and a PESTLE analysis. It then summarizes Maruti's strategies, including expanding its product portfolio, upgrading manufacturing facilities, increasing distribution network, and implementing various promotional strategies. Maruti has been able to achieve over 10 million vehicle sales in India through strategic moves to strengthen its market leadership position.
Maruti Suzuki is the largest automobile company in India. [1] It was established in 1981 as a collaboration between the Indian government and Suzuki Motor Corporation of Japan. [2] Maruti 800 was Maruti's first car, launched in 1983. [3] It went through different stages of the product lifecycle - introduction from 1983-1986, growth from 1987-1996, maturity from 1997-2002, and decline from 2002 to present. [4] Facing competition from newer small cars, Maruti repositioned the 800 as the Alto 800 in 2012 to try and revive sales. [5] When analyzed using the BCG matrix, Maruti 800 shifted from a star during introduction and growth to a
Maruti Suzuki Zen Estilo & WagonR PresentationBishal Gupta
Maruti Suzuki produced the Zen Estilo and Wagon R to provide similar yet differentiated options for customers. While both were compact hatchbacks with similar specifications, the Estilo targeted young couples and was positioned as stylish, while the Wagon R focused on families and spaciousness. This dual approach helped increase both models' sales by cannibalizing each other somewhat. Maruti leveraged its large dealership network and promotional activities to market the cars through various media and events.
This document provides a SWOT analysis of the retail industry in India. It identifies several strengths, including a large purchasing power from the emerging middle class, favorable population demographics, and low retail penetration compared to other countries. Weaknesses include political and regulatory uncertainty, poor infrastructure, and low conversion rates. Opportunities exist in developing digital strategies, rural retailing, and taking a customer-centric approach. Threats include the availability and cost of real estate, high employee attrition rates, and an underdeveloped shopping culture.
Project on maruti suzuki distribution channelUnnAti Mistry
Maruti Suzuki has developed a unique distribution network in India to improve customer service and gain a competitive advantage. It has established four distinct retail channels - Maruti Suzuki ARENA for mass market vehicles, Nexa for premium vehicles, True Value for pre-owned cars, and a commercial channel. Recently, Maruti Suzuki has witnessed substantial changes to its channels, including launching a separate Nexa network of exclusive showrooms to attract customers looking to buy larger, more premium cars and change perceptions of the company. The Nexa channel has seen remarkable financial improvements since its launch in 2015.
The consumer durables industry in India is poised for strong growth driven by increasing disposable incomes and rural electrification. Major segments include consumer electronics (brown goods) like TVs and appliances (white goods) like refrigerators. The market is expected to grow at a CAGR of 14.8% to $12.5 billion by 2015. Key players like Samsung, LG, and Whirlpool have large market shares, though competition is intense. The industry relies on economic growth as higher household incomes are driving greater spending on durables.
Core Competence and Competitive Advantage - Indigo Airlines and ITCTathagata Ghosh
The document analyzes the core competencies and competitive advantages of Indigo Airlines and ITC.
For Indigo Airlines, its core competencies include having a single aircraft type which lowers training and maintenance costs, high employee efficiency, on-time performance, and a low cost structure. This allows Indigo to offer lower fares while maintaining profitability.
For ITC, its core competencies are its unmatched distribution reach through a large warehousing network, strong brand building capabilities, deep farmer linkages through programs like e-Choupal, and expertise in rural markets through customized retail formats. These competencies provide competitive advantages across ITC's diversified businesses.
The Intel Inside campaign was highly successful for Intel. It increased Intel's market capitalization from $1 billion to $5 billion by 2003 and worldwide sales rose 63% in its first year. The campaign made Intel synonymous with processors and helped launch new chip lines. It simplified an understanding of chips for customers. However, the campaign also made diversification difficult without changing the theme. For AMD, copying the campaign would not be as effective since Intel had already established brand recognition, so AMD should focus on value, efficacy, and low-cost markets. Intel segmented based on performance and price to target different market segments.
Mahindra & Mahindra is exploring launching a small SUV in India. As the market leader in utility vehicles with 65% market share, M&M does not currently have a presence in the growing small SUV segment. This presents an opportunity for M&M to tap into the potential of the small SUV market and fill a gap in its product portfolio. The document discusses the automotive industry in India, particularly the small car segment, and analyzes whether M&M is well positioned to enter the small SUV market.
This document provides a summary of a presentation by Kaushlesh Pandey on generating leads for business expansion of Philips India Pvt Ltd, with a focus on modular switches and sockets. The objectives are to improve sales, study the market potential in Pune, generate leads, and increase awareness and business. The presentation includes background on Philips, its products, divisions, competitors like Anchor and Legrand, learnings from interacting with projects and retailers, and conclusions on the experience gained.
The document discusses Tata Motors' development of the Tata Ace small commercial vehicle. It summarizes the key features of the Ace, including its versatility, low operating costs, comfortable interior, and safety features. It then describes how Tata Motors applied the marketing concept by conducting market research with potential customers to understand their price and feature needs before designing the Ace. Tata Motors was thus able to identify customers' latent demand for a smaller last-mile distribution vehicle and develop an appropriate marketing mix to target this segment. The Ace provided benefits and satisfaction to customers by meeting their needs for transporting sub-1 ton loads over small distances at low maintenance costs and with better driving comfort and safety.
Maruti Suzuki India Ltd. operates as an open system, taking various inputs like manpower, raw materials, finances, and technology and transforming them through processes like research and development, manufacturing strategies, and marketing to produce outputs like customer satisfaction, accountability, and social responsibility. The company's vision is to be the leader in the Indian automobile industry and a source of pride for India. Its core values and inputs include locally sourced materials, over 7,500 employees, financing from Indian financial institutions, and advanced IT systems. The company focuses on strategies like pricing, repositioning products, and customer service to transform these inputs through its multi-tier management structure and large dealer network into various car models and services that deliver value to
Group 1 presented a case study on Maruti Udyog Limited, now known as Maruti Suzuki India Limited. The summary is:
1. Maruti Suzuki is India's largest automobile company and a joint venture between Suzuki Motor Corporation and the Government of India.
2. It was established in 1981 to meet the demand for personal transportation in India and began production in 1983.
3. Over the years, Maruti has grown to become the market leader in the car segment through strategic initiatives like expanding its product line up, focusing on customer service, and maintaining cost leadership.
Mahindra and Mahindra Limited is India's largest tractor manufacturer with a domestic market share of around 42%. It operates globally with manufacturing plants in India, China, and the United States. The company focuses on quality, customer focus, and transparency. It utilizes its scale, technological capabilities, and integrated supply chain to deliver affordable, high-quality tractors and farm equipment. Mahindra faces competition from other tractor manufacturers but maintains sustainable competitive advantages through its operations, infrastructure, and brand.
Mahindra and Mahindra Limited is an Indian automotive company and one of the largest vehicle manufacturers in India. The company was established in 1945 and is a leader in the tractor and utility vehicle market in India. It has a presence in key automotive sectors including farm equipment, automotive components, infrastructure development, and information technology. The company has grown significantly over the last 5 years at a CAGR of 14% and is expanding its operations globally through partnerships and acquisitions. Mahindra is also focused on corporate social responsibility initiatives in areas like education, environment, and health.
“Retailing includes all activities involved in selling goods or services directly to final consumers for personal , non business use.” - Philip Kotler
70% population lives in villages
About 6 lakh villages are in India
Rural retail are growing @7%
A real source of energy
Hub of raw materials
This document analyzes Century Plyboards (India) Ltd and recommends buying its stock. It summarizes the company's position as India's largest plywood manufacturer with 25% market share. It also notes that the proposed Goods and Services Tax could benefit organized players like Century by leveling costs between organized and unorganized competitors. Finally, it recommends buying Century stock with a target price of Rs 236, representing a 33% upside.
Study of promotional strategy of icici prudential life insurance co ltdProjects Kart
This document is a certificate of participation for a student named Rajni Kant who completed a project titled "Advertisement Effectiveness Study (With reference to Life Insurance)" for the ICICI Prudential Life Insurance Co. Ltd. The project was conducted as part of the Post Graduate Program in Management and Insurance at the International School of Business and Media in Noida, India. The certificate certifies that Rajni Kant successfully completed the project, which analyzed and evaluated the media strategy of ICICI Prudential Life Insurance Co. Ltd.
The marketing plan targets young professionals and businessmen/women who want a luxury sedan with powerful engines. The Honda Civic competes against the Toyota Altis, Chevrolet Cruze, Ford Focus, Mazda 3, and Hyundai Elantra. The plan differentiates the Civic by positioning it as exuding luxury and status. The total sedan market is over Php41 billion. The Civic is priced from Php908,000 to Php1.165 million and is promoted through advertising, events, personal selling, and promotions. Dealerships are located nationwide, and differentiation is the primary winning strategy.
Pricing Analytics: Creating Linear & Power Demand CurvesMichael Lamont
An introduction to the two most common types of demand curves (linear and power), which can be used to estimate the price for a product or service that maximizes profit margins. Includes hands-on real-world examples using Excel.
Internship report on Berger paints mba 2015-17Akansh Chand
The document provides an overview of the paint industry in India. It discusses that India is the second largest paint market in Asia with annual demand of over 2 million tons. The paint industry in India has been growing at a rate consistent with GDP growth or even higher in some years. It is anticipated that the sector will post a compound annual growth rate of around 15% from 2012 to 2015. The per capita paint consumption in India is still very low compared to developed nations at around 4 kg. As India develops, per capita paint consumption is expected to increase. The organized sector accounts for around 65% of the market share while the unorganized sector has around 35% share.
Reliance Fresh uses an integrated promotional strategy including advertising, sales promotions, events, public relations, and direct marketing. Their key communication tools are newspaper advertisements, in-store signage and audio promotions. They aim to effectively communicate their offers to customers and drive sales. Customer feedback is collected but not fully utilized. While their communication mix is effective, Reliance Fresh could benefit from a more coordinated IMC approach to make promotions more efficient.
The document provides information about State Bank of India's (SBI) SMS Unhappy campaign. It discusses the evolution and operations of SBI. It then describes the SMS Unhappy program launched in 2009, which allowed customers to send an SMS with the word "Unhappy" to register a complaint. The campaign resulted in over 21,000 complaints addressed within 10 days, demonstrating improved customer satisfaction and complaint resolution for SBI.
Manish Singh completed a 2-week internship in the Marketing and Sales department of Praxis Developers India Pvt. Ltd., a real estate company in Jaipur. In the first week, Manish learned about the company's projects and chose to focus on their Holiday Farms project in Jaipur. Manish attended a project trip to Jaipur to learn about the local real estate market and why the company chose that location. In the second week, Manish was able to sell one property and shortlist over 20 potential customers from online portals. Manish gained experience in skills like negotiation, customer profiling, and sales pitching. The internship provided Manish valuable lessons in marketing and an understanding of
Using large events to leverage urban regeneration: the 2010 FIFA World Cup ™ ...Cape Town Partnership
The document discusses how the Cape Town Partnership is leveraging the 2010 FIFA World Cup in South Africa to promote urban regeneration in the Cape Town central city area. The Partnership aims to use the event to enhance citizen participation, create a unique visitor experience, contribute to an efficient event, and leave a lasting economic and social legacy. Specific plans include using traditional events to promote a football culture, organizing fan zones and viewing areas, and upgrading transportation infrastructure. The World Cup preparations are also intended to help mitigate the effects of the global recession on Cape Town.
Short term change management model for Serco PlcLohet Ramesh
Serco was a global services company that faced several issues from 2011-2014, including fraud charges, lack of transparency, and falling profits. During this period, there was significant leadership change as the CEO and chairman stepped down. A short-term change model is proposed to address the crisis, focusing on communication, accountability, and adhering to changes during the transition process using Kurt Lewin's change model.
Core Competence and Competitive Advantage - Indigo Airlines and ITCTathagata Ghosh
The document analyzes the core competencies and competitive advantages of Indigo Airlines and ITC.
For Indigo Airlines, its core competencies include having a single aircraft type which lowers training and maintenance costs, high employee efficiency, on-time performance, and a low cost structure. This allows Indigo to offer lower fares while maintaining profitability.
For ITC, its core competencies are its unmatched distribution reach through a large warehousing network, strong brand building capabilities, deep farmer linkages through programs like e-Choupal, and expertise in rural markets through customized retail formats. These competencies provide competitive advantages across ITC's diversified businesses.
The Intel Inside campaign was highly successful for Intel. It increased Intel's market capitalization from $1 billion to $5 billion by 2003 and worldwide sales rose 63% in its first year. The campaign made Intel synonymous with processors and helped launch new chip lines. It simplified an understanding of chips for customers. However, the campaign also made diversification difficult without changing the theme. For AMD, copying the campaign would not be as effective since Intel had already established brand recognition, so AMD should focus on value, efficacy, and low-cost markets. Intel segmented based on performance and price to target different market segments.
Mahindra & Mahindra is exploring launching a small SUV in India. As the market leader in utility vehicles with 65% market share, M&M does not currently have a presence in the growing small SUV segment. This presents an opportunity for M&M to tap into the potential of the small SUV market and fill a gap in its product portfolio. The document discusses the automotive industry in India, particularly the small car segment, and analyzes whether M&M is well positioned to enter the small SUV market.
This document provides a summary of a presentation by Kaushlesh Pandey on generating leads for business expansion of Philips India Pvt Ltd, with a focus on modular switches and sockets. The objectives are to improve sales, study the market potential in Pune, generate leads, and increase awareness and business. The presentation includes background on Philips, its products, divisions, competitors like Anchor and Legrand, learnings from interacting with projects and retailers, and conclusions on the experience gained.
The document discusses Tata Motors' development of the Tata Ace small commercial vehicle. It summarizes the key features of the Ace, including its versatility, low operating costs, comfortable interior, and safety features. It then describes how Tata Motors applied the marketing concept by conducting market research with potential customers to understand their price and feature needs before designing the Ace. Tata Motors was thus able to identify customers' latent demand for a smaller last-mile distribution vehicle and develop an appropriate marketing mix to target this segment. The Ace provided benefits and satisfaction to customers by meeting their needs for transporting sub-1 ton loads over small distances at low maintenance costs and with better driving comfort and safety.
Maruti Suzuki India Ltd. operates as an open system, taking various inputs like manpower, raw materials, finances, and technology and transforming them through processes like research and development, manufacturing strategies, and marketing to produce outputs like customer satisfaction, accountability, and social responsibility. The company's vision is to be the leader in the Indian automobile industry and a source of pride for India. Its core values and inputs include locally sourced materials, over 7,500 employees, financing from Indian financial institutions, and advanced IT systems. The company focuses on strategies like pricing, repositioning products, and customer service to transform these inputs through its multi-tier management structure and large dealer network into various car models and services that deliver value to
Group 1 presented a case study on Maruti Udyog Limited, now known as Maruti Suzuki India Limited. The summary is:
1. Maruti Suzuki is India's largest automobile company and a joint venture between Suzuki Motor Corporation and the Government of India.
2. It was established in 1981 to meet the demand for personal transportation in India and began production in 1983.
3. Over the years, Maruti has grown to become the market leader in the car segment through strategic initiatives like expanding its product line up, focusing on customer service, and maintaining cost leadership.
Mahindra and Mahindra Limited is India's largest tractor manufacturer with a domestic market share of around 42%. It operates globally with manufacturing plants in India, China, and the United States. The company focuses on quality, customer focus, and transparency. It utilizes its scale, technological capabilities, and integrated supply chain to deliver affordable, high-quality tractors and farm equipment. Mahindra faces competition from other tractor manufacturers but maintains sustainable competitive advantages through its operations, infrastructure, and brand.
Mahindra and Mahindra Limited is an Indian automotive company and one of the largest vehicle manufacturers in India. The company was established in 1945 and is a leader in the tractor and utility vehicle market in India. It has a presence in key automotive sectors including farm equipment, automotive components, infrastructure development, and information technology. The company has grown significantly over the last 5 years at a CAGR of 14% and is expanding its operations globally through partnerships and acquisitions. Mahindra is also focused on corporate social responsibility initiatives in areas like education, environment, and health.
“Retailing includes all activities involved in selling goods or services directly to final consumers for personal , non business use.” - Philip Kotler
70% population lives in villages
About 6 lakh villages are in India
Rural retail are growing @7%
A real source of energy
Hub of raw materials
This document analyzes Century Plyboards (India) Ltd and recommends buying its stock. It summarizes the company's position as India's largest plywood manufacturer with 25% market share. It also notes that the proposed Goods and Services Tax could benefit organized players like Century by leveling costs between organized and unorganized competitors. Finally, it recommends buying Century stock with a target price of Rs 236, representing a 33% upside.
Study of promotional strategy of icici prudential life insurance co ltdProjects Kart
This document is a certificate of participation for a student named Rajni Kant who completed a project titled "Advertisement Effectiveness Study (With reference to Life Insurance)" for the ICICI Prudential Life Insurance Co. Ltd. The project was conducted as part of the Post Graduate Program in Management and Insurance at the International School of Business and Media in Noida, India. The certificate certifies that Rajni Kant successfully completed the project, which analyzed and evaluated the media strategy of ICICI Prudential Life Insurance Co. Ltd.
The marketing plan targets young professionals and businessmen/women who want a luxury sedan with powerful engines. The Honda Civic competes against the Toyota Altis, Chevrolet Cruze, Ford Focus, Mazda 3, and Hyundai Elantra. The plan differentiates the Civic by positioning it as exuding luxury and status. The total sedan market is over Php41 billion. The Civic is priced from Php908,000 to Php1.165 million and is promoted through advertising, events, personal selling, and promotions. Dealerships are located nationwide, and differentiation is the primary winning strategy.
Pricing Analytics: Creating Linear & Power Demand CurvesMichael Lamont
An introduction to the two most common types of demand curves (linear and power), which can be used to estimate the price for a product or service that maximizes profit margins. Includes hands-on real-world examples using Excel.
Internship report on Berger paints mba 2015-17Akansh Chand
The document provides an overview of the paint industry in India. It discusses that India is the second largest paint market in Asia with annual demand of over 2 million tons. The paint industry in India has been growing at a rate consistent with GDP growth or even higher in some years. It is anticipated that the sector will post a compound annual growth rate of around 15% from 2012 to 2015. The per capita paint consumption in India is still very low compared to developed nations at around 4 kg. As India develops, per capita paint consumption is expected to increase. The organized sector accounts for around 65% of the market share while the unorganized sector has around 35% share.
Reliance Fresh uses an integrated promotional strategy including advertising, sales promotions, events, public relations, and direct marketing. Their key communication tools are newspaper advertisements, in-store signage and audio promotions. They aim to effectively communicate their offers to customers and drive sales. Customer feedback is collected but not fully utilized. While their communication mix is effective, Reliance Fresh could benefit from a more coordinated IMC approach to make promotions more efficient.
The document provides information about State Bank of India's (SBI) SMS Unhappy campaign. It discusses the evolution and operations of SBI. It then describes the SMS Unhappy program launched in 2009, which allowed customers to send an SMS with the word "Unhappy" to register a complaint. The campaign resulted in over 21,000 complaints addressed within 10 days, demonstrating improved customer satisfaction and complaint resolution for SBI.
Manish Singh completed a 2-week internship in the Marketing and Sales department of Praxis Developers India Pvt. Ltd., a real estate company in Jaipur. In the first week, Manish learned about the company's projects and chose to focus on their Holiday Farms project in Jaipur. Manish attended a project trip to Jaipur to learn about the local real estate market and why the company chose that location. In the second week, Manish was able to sell one property and shortlist over 20 potential customers from online portals. Manish gained experience in skills like negotiation, customer profiling, and sales pitching. The internship provided Manish valuable lessons in marketing and an understanding of
Using large events to leverage urban regeneration: the 2010 FIFA World Cup ™ ...Cape Town Partnership
The document discusses how the Cape Town Partnership is leveraging the 2010 FIFA World Cup in South Africa to promote urban regeneration in the Cape Town central city area. The Partnership aims to use the event to enhance citizen participation, create a unique visitor experience, contribute to an efficient event, and leave a lasting economic and social legacy. Specific plans include using traditional events to promote a football culture, organizing fan zones and viewing areas, and upgrading transportation infrastructure. The World Cup preparations are also intended to help mitigate the effects of the global recession on Cape Town.
Short term change management model for Serco PlcLohet Ramesh
Serco was a global services company that faced several issues from 2011-2014, including fraud charges, lack of transparency, and falling profits. During this period, there was significant leadership change as the CEO and chairman stepped down. A short-term change model is proposed to address the crisis, focusing on communication, accountability, and adhering to changes during the transition process using Kurt Lewin's change model.
Manohar B.K. is seeking a suitable position where he can utilize his skills and contribute to an organization's development. He has experience as a shift leader and head waiter in Dubai, UAE and India. His skills include being hardworking, energetic, organized, and able to work well independently and in a team. He is educated through level 12 and has certificates in food safety, first aid, and health and safety. References are available from his current catering manager in Dubai.
Transportation involves the movement of people and goods from one place to another. It plays an important role in industrial development, employment, and quality of life. There are various modes of transportation including road, rail, water, air, pipeline, and ropeway. Each mode has advantages and disadvantages depending on factors like cost, speed, carrying capacity, and suitability for different cargo. Transportation costs are influenced by attributes of the product being moved as well as market-related considerations like distance, regulations, and traffic flows. Improving transportation efficiency can significantly impact overall logistics system performance by reducing costs.
The document provides information about Samsung, including its founding, history, vision, and marketing strategies. It was founded in 1938 by Lee Byung-chul as a trading company and expanded into electronics. Samsung Electronics was established in 1969 and has since grown to be a global leader in consumer electronics through innovation, strategic pricing and distribution, and emphasis on understanding customer needs. The company aims to develop new technologies that enrich people's lives.
Very few companies have a chance to build something that people not just love, but that people respect. We believe that this is our one opportunity of a lifetime – to make a dent on the world.
Here's an inside look at how our team, culture and values feed into our mission to make the world a better place through data.
For more information on daily life at SocialCops, check out the Team section of our blog: http://blog.socialcops.com/team.
Careers information is available at https://socialcops.com/careers. For all other information and questions, check out our website at https://socialcops.com/.
Este documento contiene 70 adivinanzas bíblicas con preguntas y respuestas sobre personajes, eventos y pasajes de la Biblia. Las adivinanzas abarcan desde figuras como Salomón, Jesús, Pedro y Pablo hasta historias como la creación, la transfiguración, el milagro de Jesús sanando a un paralítico y la liberación milagrosa de Pedro de la cárcel. El documento parece estar dirigido a jóvenes para enseñarles sobre la Biblia de una manera entretenida a través de adivin
Pennrose is a real estate development company founded in 1971 with a mission to create safe and secure housing communities that improve the lives of working families. They develop high-quality affordable, conventional, mixed-income, and mixed-use properties across multiple states. Pennrose is guided by their core values of integrity, collaboration, accountability, and being results-oriented. They conduct business ethically and prioritize respect, diversity, and social responsibility. Through teamwork with partners and stakeholders, they work to ensure all parties, including residents and employees, have rewarding experiences and their developments benefit the community.
Reliance Industries' vision is to leverage its strengths to execute complex global projects and facilitate leading-edge communication services affordable to all in India and globally. Its mission is to create value for stakeholders through innovation, good governance, sustainability, and rural prosperity. The company's values are care, citizenship, fairness, honesty, integrity, purposefulness, respect, responsibility, safety and trust.
ISPAT Industries' mission is to support India's growth in steel with speed and innovation. Its vision is global recognition for quality and efficiency while nurturing nature and society.
Paras is a research-driven, fully integrated global company that values achievement of objectives and providing innovative healthcare solutions. It has a reputation for ethical business conduct
Nitesh Estates is an integrated property development company headquartered in Bangalore, India. Founded in 2004, Nitesh Estates has grown to develop over 20 million square feet of premium residential, commercial, hotel, and retail real estate. The company aims to achieve excellence in all its endeavors through adherence to high standards of quality, commitment, and integrity. It seeks to be a leading national developer and create value for customers and investors.
This ppt is about Nitesh Estates Ltd.
Nitesh Estates the real estate arm of the Nitesh Group, is an integrated property development company headquartered in Bangalore, India, with presence across 4 asset classes.
Future Considerations is a global consultancy that develops leaders, strengthens relationships and helps organisations find direction and purpose in complex business environments.
Simply put, we work with our partners to transform their leadership, teams and organisations by applying leading edge thinking to business reality and effect deep personal change as a conduit for organisational change, and vice-versa.
This is a quick powerpoint slide deck of who we are and what we are able to offer. If you’d like to know more contact me at peter@futureconsiderations.com
ListenTrust emerged as the leading bilingual call center by rebranding from Listen Up Español in 2016. They believe in hiring and training the best talent to deliver exceptional customer service across industries. ListenTrust creates a supportive, values-driven culture for their employees, known as "Superheroes", through competitive compensation, wellness programs, and opportunities for career growth and community involvement. The company's people-first approach and innovative technology have fueled its expansion into new markets and double-digit revenue growth in recent years.
Elkay's values focus on operating the business with integrity and responsibility to leave it stronger over time through continuous improvement, quality, and commitment to employees, customers, and communities. The document discusses Elkay's values of being in business forever, knowledge empowering people, and making a profit honorably by benefiting all stakeholders. It emphasizes the importance of effective communication, trust, and treating people with respect.
Facilitation at The Business Relationship Specialists brochure (2)LuisSoaresCosta
The Business Relationship Specialists is a Global Network of Executive Coaches, Behaviour Modelling Trainers, Change Management and Cultural Transformation Consultants and Facilitators
The document outlines the culture and values of HP Enterprise Services. It describes the company's core values of trust and respect, achievement and contribution, results through teamwork, meaningful innovation, and uncompromising integrity. It also details the company's rallying cry of "We make it matter" and leadership attributes of being accountable, having a will to win, passion for customers, being highly capable and innovative, and developing people and teams. The document is meant to unite and inspire the people of HP Enterprise Services by describing the culture and behaviors that will help the company achieve its goals.
This document outlines a company's corporate responsibility report. It discusses how the company focuses on being responsible to four key constituents: their community, customers, associates, and shareholders. The company believes in giving back to the community through their foundation, which donates 1% of profits to organizations helping people. In 2004, over $5 million was donated through focused acts of caring where divisions adopt local charities. The report details many of these adopted organizations and causes supported.
The Business Relationship Specialists Brochure (1)LuisSoaresCosta
The Business Relationship Specialists is a Global Network of Executive Coaches, Behaviour Modelling Trainers, Change Management and Cultural Transformation Consultants and Facilitators
The document outlines the vision and philosophy of the Chairman and CEO of the proposed private holding company AllenalarA Group of Companies (AAGC). The Chairman believes that God controls all circumstances and has given each person gifts and talents to fulfill God's purpose. The Chairman's philosophy is to depend on God for guidance to adapt to changing times. The AAGC aims to support companies across industries through mergers, acquisitions, and other transactions. It will require $500 billion in funding and offers board member and partner positions requiring $1 billion
The Oyster Partnership is a UK-based recruitment agency specializing in both private and public sector placements. It has over 100 years of combined experience among its highly-trained consultants. The agency is committed to corporate social responsibility and supporting the community through various charitable partnerships and sponsorships. It also aims to be an equal opportunity employer and provide benefits and training to support employees' careers and professional development.
This document is a corporate responsibility report from a homebuilding company. It discusses the company's culture of responsibility to four main stakeholders: the community, customers, associates, and shareholders. Regarding the community, the company focuses on social and environmental responsibility through charitable donations and volunteer activities. It operates a foundation that donates 1% of profits to causes like education, healthcare, and helping the less fortunate. Employees participate in annual "focused acts of caring" volunteer events with local charities. The report outlines the company's philosophy of giving back and lists examples of supported organizations.
Within People - A Guide to Bringing Values to LifeWithin People
How do you define your values to drive growth - and begin to live them in your culture? Full of case studies and practical tips, this guide was designed by Within People for leaders who use culture to drive their business forward, but are struggling to get values to work for them.
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The document discusses the vision and philosophy of Olayiwola A. Alara, the Chairman and CEO of AllenalarA Group of Companies. The group aims to support the creation and growth of companies across various industries through mergers and acquisitions, venture capital, and other financial activities. It will partner with non-profit organizations and support industries such as technology, media, agriculture, and more. The budget to establish the group is estimated at $500 billion, and the company is seeking investors and board members. The chairman believes that with his experience and God's guidance, he can successfully lead the company.
Advantage Group International Culture ManifestoCristina321121
Great corporate cultures aren’t created by accident—they require intention and commitment. Our new Culture Manifesto is designed to unite our global business behind our common purpose, while honouring our shared values and goals. Learn more about what it is—and how it works—here.
This document outlines the culture and strategic plan for Austin-Travis County EMS. It discusses their mission to provide reliable and effective emergency medical services that exceed expectations. The strategic plan focuses on four pillars - People, Service, Quality, and Finance. Under each pillar are strategic objectives like attracting and retaining quality employees, delivering high quality patient care, promoting a culture of safety and innovation, and ensuring good financial stewardship. The document emphasizes the importance of leadership and leading with love and respect to inspire employees and achieve exceptional results.
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2. Who we are
Founded in 1929,
as part of the
Radio Corporation
of America
Now more than
70,000 people
and 700 contracts,
in over 30 countries
First public sector
contract for the
UK Ministry of
Defence in 1964
3. We have nearly 50 years’ experience of helping our customers
achieve their goals. Many want us to improve their productivity
Serco improves the quality and and service quality. Others need us to support their rapid growth.
efficiency of essential services that Government customers face crucial issues such as economic
development, congestion, security and climate change. They value
matter to millions of people around the innovation and passion we bring to these challenges, and the
the world. collaborative, flexible and imaginative way we work.
The work we do for national and local Serco is a values-led company with a culture and ethos that is at
the heart of everything we do. We give our people real responsibility,
governments involves us in the most allowing them to put their ideas into practice and to truly make a
important areas of public service, difference for our customers and the public. Our approach has made
us one of the world’s leading service companies and our vision is
including health, education, transport, to be the world’s greatest.
science and defence. Our service ethos means that our customers come back to us again
and again. These long-term relationships help us to meet their
Our private sector customers are changing needs and to do what we do best...
industry-leading organisations in
a wide variety of markets. ...bringing service to life.
One of the
world’s leading
service
companies
Listed on the
London Stock
Exchange since
1988
A member of the
FTSE 100
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4. The Serco
Difference
Serco’s vision is bold. We want to be the world’s greatest service company.
For me, this is about being seen to be the best at what we do and how we
do it – what we call “bringing service to life”.
We make a difference to millions of lives by employing skilled people who share
a deep service ethos, enabling them to deliver the excellent service our
customers expect. We empower our people to decide how best to serve
our customers, to innovate, make changes and improve lives.
Our values, embodied in our Governing Principles, are a fundamental part
of our culture. We have the spirit and determination to put our values
before everything.
The result for our customers is outstanding service and a partner who is with
them for the long term. Wherever we are and whatever we do, our people, these
values and the way we work make Serco a truly special company.
Christopher Hyman
Chief Executive, Serco Group plc
2
5. Our Governing
Principles
Our values are a fundamental
part of the way we work and
inform every decision we make.
We foster an We enable our
By living these values, we make
sure that we work responsibly
entrepreneurial people to excel
and that we deliver the excellent
service our customers deserve.
culture Our success comes from our commitment
and energy to go the extra mile.
We are passionate about building innovative We are responsible to each other and can
and successful Serco businesses. expect support when we need it most.
We succeed by encouraging and generating We expect our people to achieve more
new ideas. We trust our people to deliver. by recognising and harnessing the power
of individuals.
We embrace change and, by taking measured
risks, encourage creative thinking. We value people for their knowledge,
ideas and potential to contribute.
We deliver our We build trust
promises and respect
We do what we say we will do to meet We build respect by operating in a safe,
expectations. socially responsible, consistent and
honest manner.
We only promise what we can deliver.
If we make mistakes we put them right. We never compromise on safety and
we always operate in an ethical and
We are clear about what we need to achieve responsible manner.
and we expect to make a fair profit.
We listen. In doing so, we treat others as
we would wish to be treated ourselves and
challenge when we see something is wrong.
We integrate with our communities.
Case Study
Living our values in offender management
Borallon Prison
Fostering an entrepreneurial culture requires us to encourage ideas and embrace change.
At Borallon Prison, in partnership with Assistance Dogs Australia, we now provide a home and initial
training for Labrador puppies who will help people with disabilities. The puppies live with trusted
offenders, who train them to focus on their carer’s needs and teach them simple tasks, such as
opening cupboards. The puppies stay with us for 18 months before going on to final training.
Such innovative schemes help offenders tackle their behaviour while giving something back to the
community. Offenders benefit from building their teamworking skills and from the knowledge that
the puppies will bring companionship, love and new opportunities for the people they support.
As one said, “I feel like I’m doing something good, giving something worthwhile to someone.
The emotions I get from training the puppy and working with the other guys have been very beneficial.”
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6. What we do and how we do it -
delivering essential services
Within our markets, we provide
a wide variety of services.
These include:
Air traffic control Business process outsourcing
Defence support services Education & children’s services Environmental services Facilities management
Healthcare & hospital management Human capital management IT consulting Knowledge services
Management consulting Marine services Migration management Nuclear assurance
Offender management Rail & metro systems Science management Welfare to work
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7. Serco operates successfully in a broad and
growing range of markets because our core
capability – people-led service delivery and
change management – can be applied so widely.
Our customers want better, more reliable and
more productive services delivered with greater
efficiency. We start by analysing their problems
and producing a bespoke solution, with better
people management at its heart. This means that
we design organisations to remove bureaucracy,
enhance processes, instil our values and free
people to deliver their best.
We use technology to increase efficiency Case Study
and invest in the contract throughout its life, Designing efficient organisations
so our services keep pace with a changing US Patent and Trademark Office
world. We make the best use of our customers’
assets, so our work is as cost effective as A fast and effective patent process is vital
possible. And we share best practice and to a country’s economic and technological
compare our performance across contracts, leadership. When the US Patent and
to help us constantly improve our delivery. Trademark Office asked us to speed up and
improve their classification process, we built
a secure and virtually paperless operation.
We recruited and trained skilled staff and
installed IT and automated tools which
streamlined the process and minimised errors.
We now classify an average of 350,000
applications each year, identifying the correct
classification from more than 230,000 US and
international options. In doing so, we regularly
exceed stringent quality requirements while
meeting strict time limits, so that patents are
published on a timely basis and are available
for public examination and search.
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8. Specialist skills
We combine our core capability of people-led
service delivery and change management with the
specialist skills we need to deliver great service in
each of our markets.
We know exactly what it takes to run a safe and
punctual metro system, to keep a customer’s
procurement costs on budget, to maximise a
helicopter’s time on the front line and to ensure
a laboratory delivers world-leading research.
And so much more...
We can transfer our specialist skills between
markets, so that customers gain from expertise
we have honed elsewhere, and we bring
together unique combinations of skills from
across Serco, to create bespoke solutions.
Our experience enables us to take on new and
complex tasks and transform the quality, reliability
and efficiency of essential services ranging
Case Study
from air traffic control to managing education
authorities, and from running pathology services Enabling people to deliver
to supporting the armed forces of the UK, US, ACCESS
Canada, Australia and Germany.
ACCESS is our groundbreaking joint venture with Glasgow City
Council, designed to streamline and maximise the use of the
Council's property and ICT assets. It employs around 330 people
from Serco, the Council and direct recruits.
Delivering excellent service requires an engaged and integrated
team. Since we began in 2008, we have striven to make everyone
feel part of ACCESS. Our initiatives include informal questions and
answers with management, and leadership sessions which enable
our people to contribute to the direction of ACCESS’s activities.
Personal development is another key focus, with programmes
including management skills and customer care.
We aim to continuously improve, so we surveyed our people
to find out how we were doing. Overwhelmingly, they felt
supported and respected and wanted to help ACCESS succeed.
And, as importantly, they highlighted what we need to do next,
to help them deliver even better service to the people of Glasgow.
Case Study
Taking our skills in rail and metro to new markets
Dubai Metro
The Dubai Metro is the first of its kind in the Middle East. We brought
together skills and experience from around the world to help us win
the contract, assist in the Metro’s design and then operate the system,
combining our local understanding of the market and the customer's
needs with our global transport and metro capabilities, exemplified
by the award-winning Docklands Light Railway in London.
From the start of our involvement in Dubai, we have aimed to
provide a world-class service at an optimum cost. The outcome has
been a hugely successful start for the Metro, with punctuality and
reliability levels exceeding 98% – a level of service quality which is
unprecedented for a new system.
The Metro is staffed by our people from 26 countries, as well as from
Dubai. Our values help us to bring our workforce together, with part
of our training enabling them to understand and embrace the
cultures of their colleagues and Dubai.
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9. Case Study
Devolving responsibility in education
Focus on and children’s services
Helping children in Walsall
Serco’s approach to devolving responsibility has enabled
excellent
our education team in Walsall to revolutionise a key part of its
service. The borough’s KS3/4 Short-Stay school had
previously only been available for excluded pupils, with
children at risk of exclusion missing out on vital support.
service Our team responded by working closely with the secondary
behaviour and attendance partnership, head teachers and
lead professionals, who support children who are considered
vulnerable. They reorganised Walsall’s Short-Stay school
provision to include children at risk of exclusion, and the
structure now includes a Children-and-Families Social Worker,
Family-Support Workers and Youth Workers on the staff.
Our focus is always on delivering excellent service for Giving our team the freedom to act has delivered real benefits
customers. We create lean and responsive organisations and for children at risk of exclusion. Our on-going partnership work
devolve responsibility to our contract directors, so they can and our commitment to delivering services differently has
act quickly and decisively to meet our customers’ needs. reduced the number of permanent exclusions in Walsall
How we work is as important to us as what we do. The Serco by two-thirds.
Management System sets out our approach to everything from
health and safety to our business ethics. And our Governing
Principles underpin the thousands of decisions our people make
each day, ensuring that we always act responsibly.
Serco’s culture and way of working frees our people to put their
service ethos into action.
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10. Building long-term
relationships
Our focus on excellent service comes with a passion Case Study
for improvement. We are always looking to do better,
Supporting UK defence for nearly 50 years
to be more productive and to find new ways to help
RAF Fylingdales
our customers.
Serco started work for the Ministry of Defence (MoD) in 1964
We aim to build long-term and mutually beneficial
at RAF Fylingdales, maintaining and operating the radar and
relationships with our customers. The closer we are,
computers of the UK’s ballistic missile early warning system.
the better we understand their goals. When our
This was our first ever public sector contract and we still
contracts come up for rebid, we retain at least 90% of
hold it today, after six rebids and two contract extensions.
them, reflecting the value that we deliver for customers.
Our relationship with the MoD at RAF Fylingdales exemplifies
Our customers also frequently expand our contracts,
the way we work. We build mutual trust and respect by living
as they see the benefits of our work first hand.
our values and delivering affordable defence capability.
We prove our worth by innovating and adding more value
each year. And we approach each rebid as if it were a fresh
contract, looking for ways to do things differently and further
improve our service.
Since 1964, we have developed our relationship with UK
armed forces to support all of the Front Line Commands –
the Army, Royal Navy and Royal Air Force. We are
responsible for a diverse range of essential services,
from putting the Royal Navy to sea, to maintaining 16 military
aircraft types and supporting the Defence Academy of the
United Kingdom.
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11. Meeting new
challenges
Because we have a broad business and people from many Case Study
backgrounds, we can bring new insights to a market and create
Developing new business models
unique solutions to our customers’ evolving and complex challenges.
Welfare to work
We meet new challenges by developing new models. These can
Serco developed a pioneering strategy for our
include joint ventures with customers or innovative ways that we
UK welfare to work contracts, which help long-
can be paid on results.
term unemployed people into sustainable work.
We also look outside Serco to bring in the skills our customers We brought together a network of commercial
need. We have a long track record of working in partnership with and voluntary sector partners to deliver all front-line
other companies and voluntary sector organisations, who have services, drawing on the best national providers
complementary capabilities and who share our values. and integrating them with local, specialist,
community-based organisations.
Our model gives long-term unemployed people
access to providers with different capabilities.
It enables small organisations to benefit from
government contracts, which they could not
bid for themselves. And as we co-ordinate and
manage our partners, it allows them to focus
on what they do best – delivering great service.
Case Study
Creating a groundbreaking joint venture in healthcare
GSTS Pathology
GSTS Pathology, our joint venture with Guy’s and St Thomas’
NHS Foundation Trust, is the UK’s largest independent provider
of pathology services and the first partnership of its kind in the
National Health Service.
GSTS is delivering real improvements. For example,
cervical screening times have more than halved and GSTS
Pathology introduced its own swine flu test in record times.
As a business, GSTS Pathology is also prospering, having formed
a strategic partnership with Bedford Hospitals NHS Trust to deliver
pathology services. This gives GSTS a presence in Eastern England
and the chance to enable other local NHS Trusts and hospitals to
develop and improve their pathology services.
9
12. Bringing service
to life
Around the world, we deliver a quality of service that makes
a difference to millions of lives.
In doing so, we meet and often exceed our customers’ expectations
because we enable our people to give their best. Here are just some
of the many ways that we bring service to life.
Bringing people
together
The Metro is staffed
by our people from 26
countries as well as
from Dubai
10
13. Reducing Boosting the UK Improving
reoffending economy young lives
Our restorative justice programme at Serco's contract to We have halved the gap
HMP & YOI Ashfield is achieving a 97% success rate manage the National in education standards
Physical Laboratory between Bradford
contributes £2bn per and Walsall and the
annum to UK GDP national average
Securing Exceeding
borders targets
Our work in homeland Our forensic medical
security helps to track services have exceeded
1 million visitors to the performance targets –
UK each week reaching 99%
Supporting Helping to create Helping
the military and sustain small soldiers
in the UK businesses Our personnel support services for
We deliver 1.5 million Our knowledge services the US Army reach out to 2 million US
man-hours each year, deliver more than £1bn of soldiers and their families
supporting military benefits to UK businesses
helicopter operations each year, with an online
customer satisfaction
rating over 90%
Protecting Acting
borders responsibly
Our border security Business in the
systems around the Community gave us a
world help prevent gold rating for corporate
nuclear material responsibility, in both
entering the US the UK and Australia
Working Giving customers Supporting
safely choice families
Northern Rail received We provide We enabled
the Royal Society for personalised support 2.7 million children
the Prevention of for jobseekers to get to benefit from the early
Accident’s highest the job that’s right for opening of 3,500 Sure
accolade in 2009, them Start centres
just one of our 29 awards
and commendations
Accelerating Ensuring nuclear Increasing
applications safety in the UK efficiency
We speeded up and We have more than Our data modelling
improved the quality 400 experts, with for the US Air Force
of processing more thousands of years’ Space Command cut
than 1 million US patent experience in nuclear costs and development
applications research and time by 18 months
development
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14. The future
The world is changing rapidly. Governments and
companies have to do more with less, while meeting
new challenges.
Customers seeking the best solutions will require
a particular kind of partner, one with a track record
of excellent delivery, with experience of many types
of essential services, who can bring in best practice
and ideas from around the world.
They will need a partner who can develop new ways
of working and who can create seamless alliances
with other companies and the voluntary sector.
And they will need a partner who works in the right
way, with strong values and a deep service ethos.
That partner is Serco.
We are ideally placed to help our customers meet
the challenges they face today, and tomorrow.
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15. Serco Group plc
Registered Office:
Serco House
16 Bartley Wood Business Park
Bartley Way
Hook
Hampshire RG27 9UY
Tel: +44 (0)1256 745900
Email: generalenquiries@serco.com
Americas
1818 Library Street
Suite 1000
Reston
VA 20190
United States
Tel: +1 703 939 6000
India
Level 6, Building No. 8b
DLF Cyber City
DLF Phase II
Gurgaon 122002
India
Tel: +91 124 400 9300
Middle East
PO Box 9197
Dubai
United Arab Emirates
Tel: +971 4 403 3500
Asia Pacific
Level 10
90 Arthur Street
North Sydney
NSW 2060
Australia
Tel: +61 (0)2 9964 9733
50%
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