As-Is Analysis Where The Smart Bridge is currently Competitive Analysis Internal: Strengths Internal: Weaknesses External: Opportunities External: Threats To-be State of TSB Which metrics change Resource allocation Growth Strategy of TSB Tailwinds vs headwinds

1. The Smart Bridge
Interview
Naval Singh
I hear and I forget. I see and I remember. I do and I
understand. - Confucius

2. Index
As-Is Analysis
• Where The Smart Bridge is currently
Competitive Analysis
• Internal: Strengths
• Internal: Weaknesses
• External: Opportunities
• External: Threats
To-be State of TSB
• Which metrics change
• Resource allocation
Growth Strategy of TSB
• Tailwinds vs headwinds

3. As-Is Analysis

4. Current state
Talent outlook. While internships are zooming, pre-placements decline https://www.thehindubusinessline.com/on-campus/while-internships-are-zooming-
pre-placements-decline/article67877918.ece
All India Survey on Higher Education (AISHE) 2020-2021 https://pib.gov.in/PressReleasePage.aspx?PRID=1894517
50+ companies
2000+ projects
(8 lakh*$65*83= Rs.431 Cr)*5% https://www.scribd.com/document/519317173/SmartInternz-Investor-Deck-Jul21
Rs.21
Cr

5. To be state

6. Vision 2026: 1035 days from 10-03-2024
Internship for Every
Student
Promote Industry Approved
Professional Electives
Become a Talent Factory
of India by 2026
200+ companies
8000+ projects
X *
Rs.43 Cr

7. Resource allocation
• Core operations – excellence through:
• AI and human driven rapid content development
• Mentor community and partnerships with firms like Task
Rabbit, Up Work, Apna
• Aligning physical content delivery to high margin services
• Product development – Features and rapid iteration
• Marketing – Value communication and mind share growth
• Corporate Development – Growing the ecosystem
• Finance – Optimizing vendor relations and digital fulfillment

8. Competitive Analysis
Internal (Strengths and Weaknesses)
External (Opportunities and Threats)

10. Internal: Strengths
• Ecosystem of Veranda Learning for a catchment pool
• Mentor supported focused approach
• Growth through key skilling partnerships like Swayam Pro
• Ecosystem of OEM Industry partnerships like Google,
Salesforce
• Ecosystem of System Integrators and positive feedback from
hiring managers for skill alignment
• Tighter alignment with the broader Skill India, Digital India,
AICTE approved and NASSCOM’s vision
• MBKM policy aligned for Indonesia
https://ijcsnet.id/index.php/go/article/view/112/115

11. Internal: Weaknesses
• Speed of execution, e.g. # of institutions covered, B2B repeat
rate
• Competitor benchmarking against key metrics e.g. hackerrank,
leetcode
• Need for student journey map alignment to Veranda’s supply
chain e.g. % of students aligning end to end to the supply chain
vs % of deviations
• Need for NPS and top of mind recall for key decision makers
through frequent surveys, agility of process improvement,
gamification and reward to incentivize desired behavior

12. External: Opportunities
• Alignment with government schemes and initiatives aimed at
promoting skill development and entrepreneurship
• Developing specialized courses in high-demand sectors like EV
• Strengthening and diversifying partnerships with leading
technology firms and Indian companies
• Offering access online and F2F for a wider audience, including
those in remote areas with limited access to quality education
• Technology to deliver educational content and virtual
internships
• International markets (SG, SL, US) and OEM authorized partner

13. External: Threats
• Established colleges may view as a competitor and resist
collaboration, hindering access to students
• Limited market penetration, limited internet connectivity and
educational infrastructure.
• Fast-paced nature of technological innovation leading to a gap
between industry requirements and student skills e.g. ChatGPT
• Stagflation, may affect student enrolment and corporate
spending on training programs although current growth is 8.3%

14. Growth Strategy

15. Align, Accelerate and Prioritize
Run the business
• Ecosystem and network effects realization: by age learn, unlearn,
relearn
• Software OEM and Industry partnerships renewals: serving partners
• Measure, benchmark and improve process efficiency: optimize opex
• 10x quality of service delivery through simplify, standardize and
automate
Grow the business
• PPP for PMKVY 4.0 for skilling to cover Coding, AI, Robotics courses;
30 Skill India International Centres to be setup across states
• Unified Skill India Digital platform –upskilling, schemes access,
employer
• National Apprenticeship Promotion Scheme to support 47 lakh youth
https://web-assets.bcg.com/4e/af/158e810f42af8bfb425f587e8a31/india-union-budget-2023-24-analysis.pdf

16. References