Professional Documents
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2008 HCL Infosystems is ISO 9001:2000 certified. HCL crosses $5 billion mark.
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Strategic Outsourcing HCL offers world class Strategic Outsourcing Services to enterprises of all sizes.
IT Audit - Security, Compliance & Risk Management Offering complete IT Audit Services for Small to Large Businesses.
ERP Consulting & Services Benefit from our reliable ERP Consulting and Services.
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Facilities Management Introducing innovative Facilities Management services for complete satisfaction.
Managed Services Offering best in class Managed Services that you can depend upon.
VPN & Managed Networking (HCL Infinet) Benefit from our Internet Infrastructure Services.
Mission
"To provide world-class Information Technology solutions and services in order to enable our customers to serve their customers better
Quality Policy
"We shall deliver defect-free products, services and solutions to meet the requirements of our external and internal customers, the first time, every time."
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BPO: Business Processing Outsourcing is heading towards a maturity level where a new form of BPO, called Transformational BPO, is evolving that constitutes Full Process Outsourcing and Multiple Process Outsourcing . The evolving trend is more focused towards compliance , time-to-market, focus on core process, and quality improvement rather than cost savings. Applications: Leveraging strong partnerships with platform / product companies, the team of applications professionals deliver unprecedented value to few of the largest players in the field of Financial Services, Retail and Healthcare.
ITHardware: HCL Infosystems portfolio of products covers the entire spectrum of the information technology needs of its customers. By virtue of the immense diversity of markets and customers that it address, HCL Infosystems products offerings include everything from high end enterprise level servers for mission critical applications to multimedia home computers. Telecom and Imaging Products and Retail: HCL Infinet covers a range of telecom and imaging products including enterprise networking.HCL tied up with Nokia in 1995 with the sale and services of Nokia mobile phones in India. Networking and Network Integration: Network Management involves Network Monitoring of Bandwidth Utilization, Network Errors / Collisions, Network Troubleshooting, Day-today Network Operations, Network performance monitoring, Tuning Network Operating System and advise action plan. SJBIT Page 8
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HCL CDC Some Key Projects 1. Client: Tribal Welfare, Maharashtra Scope: To train Tribal school students of Class V to Class XII across Maharashtra. Modules Covered: Basic Computer Programs. 2. Client: Tamil Nadu Government, (VAZHHNDHU KAATUVOM) Scope: To Select and Train 100 un-employed youth ( Girls and Boys ) for each of 15 Districts of Tamil Nadu and also assist them in placement Modules Covered: Basics of Computer Hardware and Networking. 3. Client : Confederation of NGOs of Rural India(CNRI) Scope: To Setup 3000 Center for Development of Employable Skills and train rural youth of the Country through NGOs. SJBIT Page 11
4. Client : Gujarat Informatics Limited Scope : Computer Functional Training to Govt. Employees of State of Gujarat in 25 districts under the Capacity Building Scheme under National e-Governance Plan (NEGP) Modules Covered : Computer System (OS & Hardware), Computer Network, Maintenance & Troubleshooting. 5. Client : CRIS (Centre for Railway Information System, an Organisation under Ministry of Railways) Scope : Two Years Rate Contract for Training Railway employees across the country. Modules Covered : Hardware/Software/Networking/Management
6. Client : Indian Air Force Scope : DIT (Directorate of Information Technology)-Indian Air Force, conducts various trainings on Development and IT Pro Skills for their officers for taking care of their own IT Infrastructure Modules Covered : Training on Oracle 9i and 10g with Java, Web Security, JAVA J2EE, Linux System Admin. 7. Client : INS Hamla, Naval Command Scope : INS HAMLA (Logistics Training Establishment ) for their own IT Assistants and IT Managers Modules Covered : Dot Net, Databases, Multimedia & Web Designing, Basic Networking, Windows Server 2K3.
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F. Ownership Pattern:
HCL -Organization structure
Ajai chowdhary Chairman An engineer by training, Ajai chowdhry is one of the six founder member of HCL and took over the reins of HCL infosystems, the flagship company of the group, as president and CEO in 1994. He was appointed the chairman of HCL infosystem in november 1999. In recognition of his contribution in championing the cause of the domestic Indian IT industry, Ajai has been conferred the DATAQUESTIT Man of the year 2007 award amongst other awards.
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Harsh chatale CEO Harsh chitale joined HCL infosystem as Chief Executive Officer in 2010 and heads the overall business strategy and operations of HCL infosystem. He brings a wealth of experience as a senior business leader with rich business management experience in both indian and global companies. Harsh is a recipient of the Directors Glod Medal at IIT Delhi, from where he completed his Electrical Engineering.
J V RAMAMURTHY President and Chief Operating Officer. JV Ramamurthy is president and Chief Operating Officer, HCL infosystems Ltd. He brings 3 decades of diverse industry experience and leadership to the company. A technocrat and a man of broad vision, he has spearheaded companys entry into number of new verticals and partnership.
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SANDEEP-KANWAR
CFO & EVP
Sandeep Kanwar joined HCL in 1988 and in a span of eight years progressed to the position of Chief Financial Officer at the young age of 35. He is well respected amongst colleagues & customers for his financial acumen and management skills.
HARI-BASKARAN EVP Hari, a BE graduate and alumni of IIM - Bangalore, has been instrumental in building up the largest retail network for digital life style products in the country. He heads the Distribution and Marketing Services and Retail business division for HCL.
GEORGE-PAUL EVP George Paul, a graduate in Electronics & Telecommunications joined HCL in 1983. He heads the Marketing Function along with HCL R&D. SJBIT Page 15
RAJEEV-ASIJA EVP Rajeev, an engineering graduate, joined HCL in 1983,. With two decades of industry experience, he heads the Enterprise Solutions & services of HCL.
RAJENDER-KUMAR EVP Rajender Kumar joined in 1976. With over three decades of industry experience in procurement, manufacturing & channel development, he heads the Corporate Initiatives including Quest for Excellence Program.
M.CHANDRASEKARAN Sr. VP M Chandrasekaran joined HCL in 1984. With over two decades of industry experience in sales, support and marketing, he heads the office automation products business for HCL.
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VIVEK-PUNEKAR VP HR Vivek joined HCL in 1986. An engineer by profession with over two decades of industry experience in various functions, he heads the HR function for the company. Credited with innovative HR initiatives that has made HCL among the best companies to work for.
G. Competitors Information
Redington CMC S Mobility Smartlink Net
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I.Achievements/ Awards:
HCL Infosystems awarded with the CMMi (Capability Maturity Model integration) Maturity Level 5 certification for its Jaipur Development Centre HCL Infosystems - Dream Company of the Year!!! The organization bags no. 1 position in DQ- Best Employer Survey 2011! Hcl infosystems awarded Dun & Bradstreet Rolta Corporate Award Under computer hardware and peripherals category Honourable president of India feats Mr Ajai Chowdhry, IT Industrys visionary, with prestigious Padma Bushan for his immense contribution to trade & Industry. HCL Infosystems Awarded most promising new technology for urban Applications at Municiplica 2011 HCL Infosystems awarded as a powerbrand of India in the IT & Office Automation Category. HCL Infosystems tops IDC-Dataquest Customer Satisfaction Charts for 3rd consecutive year.
The recent acquisition of Dubai-based NTS Group has helped HCL Infosystems expand in emerging markets of Middle East and Africa. The company intends to further expand its reach through acquisitions domestically as well as internationally. It has also ventured into the IT services domain through launching new technology services including cloud computing, education and homeland security.
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Figure 1: McKinsey's 7S Model These seven variables include structure, strategy, systems, skills, style, staff and shared values. Structure is defined as the skeleton of the organisation or the organisational chart. The authors describe strategy as the plan or course of action in allocating resources to achieve identified goals over time. The systems are the routine processes and procedures followed within the organisation. Staff are described in terms of personnel categories within the organisation (e.g. engineers), whereas the skills variable refers to the capabilities of the staff within the organisation as a whole. The way in which key managers behave in achieving organisational goals is considered to be the style variable; this variable is thought to encompass the cultural style of the organisation. The shared values variable, originally termed superordinate goals, refers to the significant meanings or guiding concepts that organisational members share (Peters and Waterman, 1982). The shape of the model (as shown in figure 1) was also designed to illustrate the interdependency of the variables. This is illustrated by the model also being termed as the "Managerial Molecule". While the authors thought that other variables existed within SJBIT Page 22
anticipation of, changes in its external environment. Strategy is differentiated by tactics or operational actions by its nature of being premeditated, well thought through and often practically rehearsed. It deals with essentially three questions (as shown in figure 1) where the organisation is at this moment in time, 2) where the organisation wants to be in a particular length of time and 3) how to get there. Thus, strategy is designed to transform the firm from the present position to the new position described by objectives, subject to constraints of the capabilities or the potential (Ansoff, 1965).
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generally referred to as organisational structure. Organisations are structured in a variety of ways, dependent on their objectives and culture. The structure of the company often dictates the way it operates and performs (Waterman et al., 1980). Traditionally, the businesses have been structured in a hierarchical way with several divisions and departments, each responsible for a specific task such as human resources management, production or marketing. Many layers of management controlled the operations, with each answerable to the upper layer of management. Although this is still the most widely used organisational structure, the recent trend is increasingly towards a flat structure where the work is done in teams of specialists rather than fixed departments. The idea is to make the organisation more flexible and devolve the power by empowering the employees and eliminate the middle management layers (Boyle, 2007).
and implement the strategy and run day-to-day affairs. For example, a company may follow a particular process for recruitment. These processes are normally strictly followed and are designed to achieve maximum effectiveness. Traditionally the organisations have been following a bureaucratic-style process model where most decisions are taken at the higher management level and there are various and sometimes unnecessary requirements for a specific decision (e.g. procurement of daily use goods) to be taken. Increasingly, the organisations are simplifying and modernising their process by innovation and use of new technology to make the decision-making process quicker. Special emphasis is on the customers with the intention to make the processes that involve customers as user friendly as possible (Lynch, 2005).
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Style/Culture: All organisations have their own distinct culture and management
style. It includes the dominant values, beliefs and norms which develop over time and become relatively enduring features of the organisational life. It also entails the way managers interact with the employees and the way they spend their time. The businesses have traditionally been influenced by the military style of management and culture where strict adherence to the upper management and procedures was expected from the lowerrank employees. However, there have been extensive efforts in the past couple of decades to change to culture to a more open, innovative and friendly environment with fewer hierarchies and smaller chain of command. Culture remains an important consideration in the implementation of any strategy in the organisation (Martins and Terblanche, 2003).
Staff: Organisations are made up of humans and it's the people who make the real
difference to the success of the organisation in the increasingly knowledge-based society. The importance of human resources has thus got the central position in the strategy of the organisation, away from the traditional model of capital and land. All leading organisations such as IBM, Microsoft, Cisco, etc put extraordinary emphasis on hiring the best staff, providing them with rigorous training and mentoring support, and pushing their staff to limits in achieving professional excellence, and this forms the basis of these organisations' strategy and competitive advantage over their competitors. It is also important for the organisation to instil confidence among the employees about their future in the organisation and future career growth as an incentive for hard work (Purcell and Boxal, 2003).
some common fundamental ideas or guiding concepts around which the business is built. This may be to make money or to achieve excellence in a particular field. These values and common goals keep the employees working towards a common destination as a SJBIT Page 25
A detailed case study or comprehensive material on the organisation under study is required to analyse it using the 7S model. This is because the model covers almost all aspects of the business and all major parts of the organisation. It is therefore highly important to gather as much information about the organisation as possible from all available sources such as organisational reports, news and press releases although primary research, e.g. using interviews along with literature review is more suited. The researcher also needs to consider a variety of facts about the 7S model. Some of these are detailed in the paragraphs to follow.
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WEAKNESS: One of the key weakness of HCL is that it has lost projects incontinuation like recently BFSI cuts projects. HCL has always a weakness in TIER1 sectors. Total asset turnover is one of the weakness of HCL as they hasalways failed to materialize its assets in right direction. Lack of innovation and distribution network especially in caseof laptops has reflected HCLs weakness.
OPPORTUNITIES: Acquisitions:-HCL has already done 3 major acquisitions like Liberty. This enables them to expand and create opportunity for them to wide there spectrum. Key opportunities lies in the countries like Eastern Europe and APAC(Asia-Pacific Region). Mid Market segment is the opportunity area as againstfortune200 companies.
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Opportunity of doing better on return on equity from 21.42% by beating satyam(26.08%) Increasing its market share from 9.8% vs 19.7%(HP) THREATS: One of key threat for HCL and the industry as a whole is the ban of outsourcing from India due to new regulations from U.S Dip in quarterly Sales by 5% can lead to loss of market shareand product depreciation. Small Players and manufactures are trying to enter into thesegment where they can provide much cheaper products than HCL which will be rising competition for HCL to stand.
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Jun '11 12 mths Sources Of Funds Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves Networth Secured Loans Unsecured Loans Total Debt Total Liabilities 44.58 44.58 0.00 0.00 1,902.46 0.00 1,947.04 110.43 467.11 577.54 2,524.58 Jun '11 12 mths Application Of Funds Gross Block Less: Accum. Depreciation Net Block Capital Work in Progress Investments Inventories Sundry Debtors Cash and Bank Balance Total Current Assets Loans and Advances Fixed Deposits Total CA, Loans & Advances Deffered Credit Current Liabilities Provisions Total CL & Provisions Net Current Assets Miscellaneous Expenses Total Assets Contingent Liabilities Book Value (Rs) SJBIT 364.05 131.99 232.06 19.95 705.05 586.25 2,084.26 230.50 2,901.01 714.99 4.19 3,620.19 0.00 1,949.25 103.42 2,052.67 1,567.52 0.00 2,524.58 338.98 87.36
Jun '10 12 mths 43.65 43.65 17.67 0.00 1,860.94 0.00 1,922.26 152.02 357.91 509.93 2,432.19 Jun '10 12 mths 274.88 103.66 171.22 25.69 911.19 835.40 1,956.92 289.86 3,082.18 555.31 2.75 3,640.24 0.00 2,182.10 134.05 2,316.15 1,324.09 0.00 2,432.19 113.65 87.26
Jun '09 12 mths 34.24 34.24 0.00 0.00 1,098.12 0.00 1,132.36 101.85 125.00 226.85 1,359.21 Jun '09 12 mths 234.10 83.47 150.63 9.50 276.10 888.26 1,498.26 198.67 2,585.19 315.17 4.32 2,904.68 0.00 1,899.81 81.89 1,981.70 922.98 0.00 1,359.21 57.18 66.14
34.23 33.83 34.23 33.83 0.00 0.00 0.00 0.00 968.83 808.46 3.20 2.92 1,006.26 845.21 0.00 12.02 352.66 223.87 352.66 235.89 1,358.92 1,081.10 Jun '08 Jun '07 12 mths 216.68 78.11 138.57 13.89 215.02 898.37 1,241.46 316.91 2,456.74 244.48 0.45 2,701.67 0.00 1,639.38 70.85 1,710.23 991.44 0.00 1,358.92 12 mths 162.31 63.83 98.48 21.36 279.78 791.73 1,002.51 179.34 1,973.58 170.28 14.60 2,158.46 0.00 1,395.88 81.10 1,476.98 681.48 0.00 1,081.10
Importance of marketing management: Marketing management is the most important function in the business organization. It looks after the marketing system of the firm It plans the develops the product on the basis of know demand.
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It has to prepare appropriate marketing plans or marketing mix to achieve the business goals.
Marketing is a comprehensive term and it includes all resource and a set of activities necessary to direct and facilities the flow of goods and services from producer to consumer in the process of distribution. Business man regards marketing as a management function to plan, promote and deliver products to the clients or customers. Human efforts finance and management constitute the primary resources in marketing. Main view points management is as follows: Analyzing, planning, implantation and Control programs. Mutual and personal gain Achieving effective response.
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Importance
In olden days marketing was seller oriented and there was seller market. The consumer had to purchase whatever was offered to him. They had no choice. So the study of consumer behavior was not important to marketers. Now things have changed modern marketing has become consumer oriented and there is a buyer market. If the choices, performance, tastes and attitudes of the consumer are neglected. No marketing efforts can be successful. Therefore the study of consumer behavior is very much essential success in business.
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Social factors Social classes Personal factors Age, gender, income, education, occupation Psychological factors Personality, learning, perception, attitude
The satisfaction of the customer can be easily canalized studying the behavior of the customers. Customer Behavior can be said to be the study of how individuals make decision on how spend their available resources (time, money and effort) on the various consumption related items. This simple definition of customer behavior tells marketers to resolve every activity around the ultimate customer and gauge their behavior.
The behavior of the customer helps the marketing to study, what factors influence the decision making process of the customers. The decision making process identifies the number of people who are involved in this process and ascribe a role of them.
All the firms have started considering COSTUMER AS THE KING or QUEEN. The market place is flooded with many new players including the host of MNCs resulting is available of more number of brands in every segment of the market. On account of this customer stated being choosy about what to buy. SJBIT Page 35
Scope of study:
The study covers that the company is going to improve the present products. The
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Basic Assumptions:
Through the survey the assumptions made include that the respondents have given frank opinion to various questions. That means they are well aware of the products and also their feedback are accurate. The company must give importance to the suggestions made by the customers and will implement them to enlarge their marketing activity.
Market Potential:
A market potential is an estimate of the maximum possible sales opportunities present in a particular market segment and open to all sellers of a goods and service during a stated per. This study finds that the HCL has many sales opportunities present in market to expand its business and increase its sale of Digi Class products so that it can make more profits. It can be concluded that HCL is one such a brand, which has used by several SJBIT Page 38
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INTERPRETATION:
From the above graph we can conclude that most of the students in school are not interactive in class room. As the above graph shows 59% of non interactiveness.
GRAPH-2
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INTERPRETATION:
The above graph shows the number of parents showing positive consciousness i.e. 94%
24 5 100
24% 5% 100%
Graph-3
INTERPRETATION:
the above graph shows the different teaching methods adopted for teaching. 62% of school use chalk and talk method for teaching. 9% of school use power point method for teaching. 24% of school use smart board method for teaching. 5% of school use other method for teaching.
TABLE SHOWING PERCIPTION TOWARDS TEACHERS ABILITY TO DELIVER BETTER WITH TRDITIONAL METHOD TABLE-4
Response factor YES NO SJBIT No. Of Respondent 28 72 No. of Respondent in Percentage(%) 28% 72% Page 42
100
100%
GRAPH-4
INTERPRETATION:
The above graph shows that 72% of teachers do not have the ability to deliver better with traditional methods of teaching.
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INTERPRETATION:
The above graph shows 82% of school needs to change the way of teaching in class room. For the better interactive class
TABLE SHOWING STUDENTS COMPETANCY AND POTENTIAL TO LEARN WITH OUT TECHNOLOGY TABLE-6
Response factor YES NO No. Of Respondent 23 77 100 No.of Respondent in Percentage(%) 23% 77% 100%
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GRAPH-6
INTERPRETATION:
The above graph shows 77% of student do not have the competent and potential without any technology adoption in class.
TABLE SHOWING METHODS WHICH CAN MAKE STUDENTS CREATIVE AND INTEREST IN CLASS TABLE-7
Factors chalk & talk lecturing SJBIT No. Of Respondent 1 7 No. of Respondent in Percentage(%) 1% 7% Page 45
5 87 100
5% 87% 100%
GRAPH-7
INTERPRETATION:
the above graph shows that 87% of school have a positive perception towards smart technology to make there students creative and interest in class room
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INTERPRETATION:
the above shows that 95% of school are aware of smart technologies in teaching.
100
100%
GRAPH-9
INTERPRETATION:
The above graph shows that 92% of school have a positive perception that this technology can help them gain competitive over other schools
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INTERPRETATION:
The above graph shows 80% of positive response that the product will help them to develop over all development of students. As it provides a practical knowledge about the subject and it has a various examples which helps the students understanding better.
GRAPH-11
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INTERPRETATION:
The above graph shows 81% of school have a positive response towards DIGI SCHOOL that this product is more competent than other competitors product.
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GRAPH-12
INTERPRETATION:
The above graph shows that 54% of school has been offered by competitors for there products.
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GRAPH-13
INTERPRETATION:
The above graph show the different price offered by the competitors for there product. 6% of school has been offered price ranging from 1000-2000 28% of school has been offered price ranging from 2000-3000 55% % of school has been offered price ranging from 3000-4000 11%% of school has been offered price ranging from 4000 and above.
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