IRP (BOSCH, eCLERX, BIRLASOFT)

INDUSTRY REVIEW PROJECT
Submitted in partial fulfillment of the requirements for the award of the

Degree of Bachelor of Business Administration
Of Christ (Deemed to be University)
By
SHREA SHARMA (Reg. No. 20111553)

MADHWARAJ KULKARNI (Reg. No. 20111527)
ASHUTOSH NAYAK (Reg. No. 20111508)
Under the guidance of
Prof. Vinay A.
School of Business and Management

CHRIST (DEEMED TO BE UNIVERSITY)
PUNE, LAVASA
2021-22
1|Page
CERTIFICATE
This is to certify that the project report, titled “Study on the Auto-Ancillaries Industry”
submitted to Christ (Deemed to be University), in partial fulfillment of the requirements for
the award of the Degree of Bachelor of Business Administration, is a record of original
research work done by ASHUTOSH NAYAK(20111508), during the period 2021 – 2022 of
his study in the School of Business and Management at Christ (Deemed to be University),
Pune, Lavasa, under my supervision and guidance and the project report has not formed the
basis for the award of any Degree/ Diploma/ Associate ship/ Fellowship or other similar title
of recognition to any candidate of any University.
Prof . Vinay A.
Date:
Place: Pune, Lavasa

CERTIFICATE
research work done by MADHWARAJ KULKARNI (20111527), during the period 2021 –
2022 of his study in the School of Business and Management at Christ (Deemed to be
University), Pune, Lavasa, under my supervision and guidance and the project report has not
formed the basis for the award of any Degree/ Diploma/ Associate ship/ Fellowship or other
similar title of recognition to any candidate of any University.
Prof . Vinay A.
Date:
Place: Pune, Lavasa

CERTIFICATE
research work done by SHREA SHARMA(20111553), during the period 2021 – 2022 of his
study in the School of Business and Management at Christ (Deemed to be University), Pune,
Lavasa, under my supervision and guidance and the project report has not formed the basis
for the award of any Degree/ Diploma/ Associate ship/ Fellowship or other similar title of
recognition to any candidate of any University.
Prof . Vinay A.
Date:
Place: Pune, Lavasa

DECLARATION
I ASHUTOSH NAYAK(Reg. No. 20111508), hereby declare that the project report, titled
“Study on the Auto-Ancillaries Industry” submitted to Christ (Deemed to be University), in
partial fulfillment of the requirements for the award of the Degree of Bachelor of Business
Administration is a record of original and independent research work done by me during
2021
– 2022 under the supervision and guidance of Prof. Sriram M, School of Business and
Management at Christ (Deemed to be University), Pune, Lavasa, and it has not formed the
Ashutosh Nayak
Date: (Reg. No. 20111508)
Place: Pune, Lavasa

DECLARATION
I, MADHWARAJ KULKARNI (Reg. No20111527) , hereby declare that the project report,
titled “Study on the Auto-Ancillaries Industry” submitted to Christ (Deemed to be
University), in partial fulfillment of the requirements for the award of the Degree of Bachelor
of Business Administration is a record of original and independent research work done by me
during 2021
Madhwaraj Kulkarni
Date: (Reg. No. 20111527)

Place: Pune, Lavasa
DECLARATION
I, SHREA SHARMA (Reg. No. 20111553), hereby declare that the project report, titled
“Study on the Auto-Ancillaries Industry” submitted to Christ (Deemed to be University), in
partial fulfillment of the requirements for the award of the Degree of Bachelor of Business
Administration is a record of original and independent research work done by me during
2021
Shrea Sharma
Date: (Reg. No. 20111553)
Place: Pune, Lavasa

ACKNOWLEDGEMENT
I would like to express my profound gratitude to all those who have been instrumental in the
preparation of this project report. I wish to place on records, my deep gratitude to my project
guide, Prof. Vinay A. for his advice and help.
I would like to thank our Vice Chancellor, Dr. Fr. Abraham V.M, Director, Pune, Lavasa
campus Rev.Fr. Jossy P George, Academic Coordinator Pune, Lavasa campus Rev.Fr. Arun
Antony and Head, School of Business and Management, Pune, Lavasa campus, Dr.Sumitra
Binu for their support.
Lastly, I would like to thank my team members and friends for their constant support and help.
Ashutosh Nayak
(20111508)
Madhwaraj Kulkarni
(20111527)
Shrea Sharma
(20111553)
Date :
Place: Pune, Lavasa

TABLE OF CONTENTS
Chapter I- Industry Profile Page no.
 Evolution/History ……………………………………………………… 11
 Major Players and their market shares ……………………………… 12
 Industry growth rate and turnover …………………………………… 13
 Govt. Regulations/Policies ……………………………………………… 13

Chapter II-Company Profile
COMPANY 1 (BOSCH)
 History/ Founders’ profile …………………………………………… 15
 Product profile ………………………………………………………… 15
 Client profile …………………………………………………………… 18
 Organization structure………………………………………………… 18
 Present market share ………………………………………………… 18
 Future strategies ……………………………………………………… 19
 Financial Information ………………………………………………… 22
 Achievements ………………………………………………………… 24
COMPANY 2 (eClerx)
 Product profile ………………………………………………………… 26
 Client profile …………………………………………………………… 34
 Organization structure………………………………………………… 34
 Present market share ………………………………………………… 34
 Future strategies ……………………………………………………… 35
 Financial Information ………………………………………………… 35
 Achievements ………………………………………………………… 38
COMPANY 3 (BIRLASOFT)
 Product profile ……………………………………………………… 40
 Client profile ………………………………………………………… 41
 Organization structure……………………………………………… 42
 Present market share ……………………………………………… 42
 Future strategies …………………………………………………… 42
 Financial Information …………………………………………… 43
 Achievements ……………………………………………………… 43
Chapter III-Research Methodology
 Objectives …………………………………………………………… 44
 Scope ………………………………………………………………… 44
 Methodology of data collection …………………………………… 44
 Limitations ………………………………………………………… 44
Chapter IV- Comparative Analysis
COMPANY 1 (BOSCH)
 SWOT ……………………………………………………………… 45
 McKinsey’s 7S Model …………………………………………… 46

COMPANY 2 (eClerx)
 SWOT …………………………………………………………… 53

COMPANY 3 (BIRLASOFT)
 SWOT …………………………………………………………… 56
 COMPARATIVE TABLE……………………………………… 65
Chapter V- Conclusion 71
REFERENCES 72
ANNEXURES 72
CHAPTER I
INDUSTRY PROFILE
EVOLUTION/HISTORY
Looking back, Indian auto ancillary industry can be categorized in two parts: pre-Maruti
arena and post-Maruti arena. Before Maruti Suzuki India (Maruti) started its operations in
India in 1983, most automotive industry players were more like assemblers of the original
equipment manufacturer (OEM) parts, and they were rather smaller contributors to
automotive industry.
 Supply chain tiers of auto ancillary industry

In the beginning years of Maruti imported most of the components and assembled in
India to increase production rapidly. In order to bring down cost and as well as to
reduce lead time, Maruti planned to increase locally manufactured components in
their cars. To maintain the same quality and culture of Japanese manufacturing
industry, Maruti encouraged partnerships of its Japanese subcontractors to Indian
manufacturers. In many cases, subcontractors – forming Tier I suppliers of Maruti –
sourced their supplies from their subcontractors, thus forming Tier II suppliers in
supply chain of auto ancillary industry. Maruti’s success with subcontracting
encouraged other growing automotive industry players such as Tata, Mahindra go
same route. This helped them cut down cost, decentralizing supply of components
and thus establishing more reliable supply chain. Ability to develop subcontractors
with defined processes and procedures allowed automotive industry to expand their
productions to newer locations quickly.
 Growth of auto ancillary industry

Before 1983, Auto ancillary industries focused on supplying auto components to very
few companies in India as well as export them to certain smaller extent. In order to
maintain the same quality of component as that of original ones, Maruti also provided
tools and technologies to Indian subcontractors. This availability of advanced foreign
technology helped auto ancillary industry to develop its base rapidly.
In 1991 Indian economy was opened, bringing in more automotive manufacturers to
India. Even though they did bring their subcontractors too, eventually ended up
developing and sourcing components from local subcontractors. Auto ancillary
industry was helped by this expansion and come out of shadow of Maruti as they had
new options to supply their components. Though boost in demand of automobile
presented opportunity to expand, new entrants in auto ancillary industry also gave rise
to competition. In 2019-20, auto ancillary industry constituted 4% total export from
India. It accounted for 2.3% of GDP and 25% of manufacturing GDP.
MAJOR PLAYERS AND THEIR MARKET SHARES
The major players in the auto ancillary market are GNA axles, Varroc Engineering and Pricol with
a market share of 916 crore, 5618 crore and 1151 crore respectively. So, when we plot these
values on a graph, we can see that Varroc Engineering is a major player in the auto ancillary
industry.
Market capitalization
6000
5000
4000
3000
2000
1000
0
1 2 3
According to the graph, the highest market capitalization is Varroc Engineering and it captures
almost 73% of the market capital. The second company with highest market capital according to the
data is Pricol and the third highest is GNA axles.
INDUSTRY GROWTH RATE & TURNOVER
Industry turnover is anticipated to reach US$ 200 billion by FY26 and exports from the industry is
expected to grow at an annual rate of 23.9% to reach US$ 80 billion by 2026. The Indian auto-
components industry is set to become the third largest in the world by 2025.
Below are few infographics showing performance in 2019-20:
 Industry revenue
 Year over year growth
GOVT. REGULATIONS/POLICIES
The Government of India’s Automotive Mission Plan (AMP) 2006-2016 has come a
long way in ensuring growth for the sector. Indian Automobile industry is expected to
achieve a turnover of US$ 300 billion by 2026 and will grow at a CAGR of 15% from
its current revenue of US$ 74 billion.
In November 2020, the Union Cabinet approved PLI scheme in automobile and
auto components with an approved financial outlay over a five-year period of Rs.
57,042 crore (US$ 8.1 billion)
Government has come out with Automotive Mission Plan (AMP) 2016-26 which will
help the automotive industry to grow and will benefit Indian economy in the
following ways: -
 Contribution of auto industry in the country’s GDP will rise to over 12%.
 Around 65 million incremental number of direct and indirect jobs will be created.
 End of life Policy will be implemented for old vehicles.
CHAPTER II
COMPANY PROFILE
COMPANY
1 HISTORY
In 1886, Robert Bosch founded the “Workshop for Precision Mechanics and Electrical
Engineering” in Stuttgart. This was the birth of today’s globally operating company. Right
from the start, it was characterized by innovative strength and social commitment.
The history of Bosch starts with many first steps. The step into independence, onto the
automotive market, into markets outside Germany, and onto the factory floor of major
manufacturing. It all began with an advertisement for magneto ignition systems in U.S.
newspapers, which generated a million dollars’ worth of orders for Bosch in 1906 and
doubled sales within one year. Business in the United States was so successful that in 1912
Bosch started manufacturing its star product in a factory of its own in Springfield,
Massachusetts.
Bosch negotiated the rapids of economic crisis and National Socialist diktats with innovative
strength and endurance till the second world war posed renewed immense challenges.
At the end of the second world war, Bosch had lost its international sites for the second time.
Large parts of its production facilities lay in ruins. The two following decades were devoted
to reconstruction, but also to harnessing new lines of business.
The 1960s through to the 1980s were marked by transformation at Bosch, turning it into a
diversified group with self-managed divisions, a global company, and the market leader
in automotive electronics.
PRODUCT PROFILE
In our car, at home, or at work — Bosch technology shapes many areas of life. The product
profile is divided into 3 broad categories namely: -
1.0 MOBILITY
Bosch develops innovative solutions that facilitate new mobility offerings. Whether for
private or commercial vehicles, multimodal transportation services, fleet management, or
smart transport infrastructure, Bosch brings together vehicle technology, the data cloud, and
services to offer complete mobility solutions.
1.1 Mobility solutions web portal
The Bosch mobility solutions web portal presents highlights from the areas of connected
mobility, automated mobility, and powertrain systems and electrified mobility. Find out
more about our products and services, not only for passenger cars, but also for commercial
vehicles, two-wheelers, off-highway applications, and ship and rail transport.
1.2 Bosch Automotive Aftermarket

Bosch offers a wide range of spare parts to the aftermarket and repair shops — from new and
exchange parts to repair solutions — as well as repair shop equipment such as diagnostic
software and hardware. With service training courses and partner programs for repair shops,
Bosch offers automobile competence and knowledge to service technicians all over the
world. Thus, repair shops can test and repair more efficiently, more safely, and more
quickly. 1.3 Bosch Car Service
At more than 16,000 Bosch certified car service garages, drivers benefit from first-class
service, expert know-how, and ex-works quality automotive spare parts. From mechanics to
electrics and diesel technology — our expert professionals work with state-of-the-art testing
technology.
1.4 Motorsport
As a partner, supplier, and sponsor, Bosch has played an important role in motorsports in a
number of legendary victories since 1901 with deep passion and unrivalled experience.
Today many teams and manufacturers around the globe rely on the components and the
expert knowledge in full-system development. Their systems and components ensure that
each race is thrilling — full of passion and innovation.
1.5 eBike systems

Bosch develops, produces, and market products that fascinate people. Their systems enable
mobility that is more individual, sustainable, and connected than ever before. Bosch eBike
Systems stands for quality and reliability, cooperative partnership with customers, dealers,
and manufacturers, as well as optimum service.
2.0 AT HOME
Bosch offers you individual solutions for your home to make life a bit easier every day.
2.1 Garden tools

Whether or not you were born with a green thumb, Bosch gardening tools will make it look
like you were. Deftly sculpt hedges and shrubs, effortlessly trim unruly lawn edges, and
quickly and safely shred tough branches and leaves. Create the garden of your dreams with
their extensive range of innovative tools and accessories.
2.2 Heating and hot water

Bosch’s customized solutions for indoor climate and domestic hot water feature state-of-the-
art technology, connectivity, ease of use, and attractive design. Bosch uses its
comprehensive know-how to provide the right solutions, whether in condensing technology,
solar thermal systems, heat pumps, or combined heat and power.
2.3 Home appliances

Bosch Home Appliances is dedicated to providing intelligent, reliable, and appealing
solutions to make life a bit easier every day. This underscores Bosch’s ambition to
create
technology that always serves a purpose: our products are there whenever people need them,
and harmonize with the home environment when they’re not — always supportive, never
obtrusive.
2.4 Power tools for DIY enthusiasts

With the right power tools, DIY is twice as enjoyable. With Bosch, you not only have
more options, you also work much more precisely, flexibly, safely, and productively. Their
tools feature impressive quality, first-class handling, and state-of-the-art technology.
3.0 INDUSTRY AND TRADES

Bosch offers innovative products and services for industry and trades.
3.1 Business process outsourcing (BPO) solutions

Bosch Service Solutions is a leading international supplier of business process outsourcing
solutions. In more than 30 languages, we provide solutions for complex, technology-
driven services.
3.2 Drive and control technology

Bosch is a globally active partner, with a one-of-a-kind portfolio for mobile applications,
factory automation, and process plant engineering that features cutting-edge technology and
matchless industry expertise. The experienced associates work continuously to develop safe,
versatile and resource-conserving solutions worldwide.
3.3 Energy and Building Solutions

As a reliable partner, Bosch provides connected and integrated solutions that makes our
buildings more secure, more efficient, and more comfortable. Their experts support you as
consultants, installers, and service providers.
3.4 Large thermal plants and system solutions

Bosch provides perfectly tailored and highly efficient system solutions for commercial and
industrial application — whether in terms of industrial boilers, CHP plants, air conditioning
appliances, and waste heat recovery systems.
3.5 Power tools for professionals

Bosch develops innovative, high quality power tools that are guaranteed to produce
professional results in all fields of craftsmanship. Their tools are reliable, powerful and
robust, fulfil the highest demands, and make your work easier. Bosch cordless tools excel
especially due to their long lifetime, high performance capability, and very long runtime.
3.6 Safety and security solutions

Bosch’s product portfolio includes video surveillance, intrusion detection, fire detection, and
voice evacuation systems as well as access control and management systems. Professional
audio and conference systems for communication of voice, sound, and music complete the
range.
3.7 Software solutions

The way the internet of things is transforming the world offers great opportunities for
many sectors such as manufacturing, mobility, energy management, and more. Software
and
service platforms from Bosch provide a solid foundation for installing and operating tailor-
made solutions.
CLIENT PROFILE
BOSCH has a very diversified list of products and so is its client profile. Its Home products
such as garden equipment, kitchen appliances etc are generally purchased by domestic
users.
Its products related to mobility i.e., vehicles are normally purchased by all major car
manufacturers across the globe such as Geely, Volvo, Daimler, Audi, Benelli, BMW, Jaguar,
Land Rover, Porsche. It was once quoted that there is NO CAR WITHOUT BOSCH. Almost
each and every car is having Bosch products like ABS, ESP, iBooster, IPB etc. These
products are used for Active Safety.
ORGANISATIONAL STRUCTURE
BOSCH has a hybrid structure between centralization and decentralization. Like many
progressive organizations, Bosch largely supports decentralized decision making. Job roles at
Bosch are designed to be carried out with responsibility, and employees often set their goals
with mutual coordination and understanding with the supervisors.
However, Bosch is also centralized in making sure that supervisors oversee, and approve of
the various efforts, and tactics that employees choose to ensure that they are aligned with the
organizational strategy ad values.
PRESENT MARKET SHARE
EARNINGS PER SHARE:

BOOK VALUE PER SHARE:
FUTURE STRATEGIES
BOSCH is committed to sustainability and is constantly evolving in this respect. The cor-
responding strategic foundations are anchored in the “New Dimensions — Sustainability
2025” target vision.
By acting in an economically, environmentally, and socially responsible manner, Bosch
wants to improve people’s quality of life and safeguard the livelihoods of present and future
generations.
Bosch has set itself clear sustainability targets with its “New Dimensions — Sustainability
2025” target vision. The vision describes six fundamental dimensions, each of which is
described below:
 CLIMATE
Bosch is a climate action pioneer, and its business operations have been climate neutral
(scopes 1 and 2) since 2020. Along the entire value chain, Bosch contributes its knowledge
and technologies, multiplying the influence it has on the reduction of greenhouse gas
emissions (scope 3).
 CO₂ scopes 1 and 2

Operating climate-neutral from 2020 onward and continuously improving the mix of
measures until 2030
 CO₂ scope 3
Lowering absolute CO₂ emissions by 15 percent by 2030
 ENERGY
Bosch encourages the expansion of renewables and strives continuously for energy efficiency
— from development to manufacturing to the finished product.
 Energy efficiency
Saving 1.7 TWh through increased energy efficiency by 2030
 Renewable energy
Increasing own renewable generation at their sites to 400 GWh and significantly
expanding purchase of green electricity from new plants by 2030
 WATER
For Bosch, water is a resource to be treated sparingly. Regions in which water is scarce are a
special concern.
 Water scarcity
Reducing by 25 percent absolute water withdrawal at company locations in regions
with water scarcity by 2025
 Water quality
Increasing the quality of wastewater flows
 URBANIZATION
Bosch wants to minimize its ecological footprint and strives to create social benefit. In this
endeavour, Bosch puts its faith in the principles of the circular economy and the opportunities
presented by digitalization.
 Resource efficiency
Increasing resource efficiency by strengthening the circular economy
In 2020, Bosch developed a circular economy strategy that takes into account
environmental and social impacts along the end-to-end value chain. In 2021, the
company is now systematically analysing the main materials used in Bosch products
and developing an action plan to strengthen the circular economy.
 Digitalization
Pursuing responsible digitalization
Bosch uses the opportunities offered by data, AI, and the IoT to develop technology-
driven solutions that serve people and nature. With their code of ethics for AI, we
have set concrete guidelines for the responsible development and application of AI.
 GLOBALIZATION
Bosch takes on responsibility and is sensitive to human rights being respected — along the
entire value chain.
 Responsibility
Making sustainability more transparent and measurable
 Human rights
Increasing transparency and respect for human rights along the value chain Bosch is
currently working on a systematic analysis of social and environmental risks along
the value chain. In 2020, the focus was on working conditions in raw materials
extraction. Taking the risk analysis as a basis, a risk matrix is to be created in 2021
that will allow concrete measures to be directly derived from it.
 HEALTH
Bosch contributes to human health with innovative products and services and by
ensuring that people and the environment do not come to harm in its production
processes.
 Occupational health and safety

Reducing the accident rate to 1.45 accidents per million hours worked or less by 2025
 Substances of concern
Continuously upgrading materials data management
FINANCIAL INFORMATION
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ACHIEVEMENTS
BOSCH has earned many awards and accolades and the same has been mentioned in the list
below: -
1. CSR
1.1 FICCI CSR Award
1.2 Digital Collaboration Award 2016
1.3 Karunya CSR Excellence Awards
1.4 Recognising our Swachh Bharat Mission – 2017
1.5 Heroes Of Benguluru Award 2018
1.6 U&I Trust Recognition for the Project at Karnataka State Home for
Intellectually Challenged
2. QUALITY
2.1 ISO 27001 Certification
3. HR/Work Culture
3.1 NASSCOM Corporate Award for Excellence in Gender Inclusion
3.2 Arogya World Healthy Workplace Awards 2019 - Gold Level Award
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4. INNOVATION
4.1 CES® 2021 Innovation Awards Honoree - Bosch Hemoglobin Monitor
4.2 CES® 2020 Innovation Awards Honoree - Bosch Vivascope
4.3 CES® 2019 Innovation Awards Honoree - Bosch Phantom
5. TECHNOLOGY
5.1 IT Pride of Karnataka at Bengaluru Tech Summit 2017-18
5.2 NASSCOM Engineering & Innovation Awards 2021
5.3 Engineered in India Product of the Year 2021 – Bosch Phantom
5.4 Next-Gen Product of the Year 2021 – Bosch Hemoglobin Monitor
6. HEALTHCARE
6.1 iF Design Award 2020 – Vivascope
6.2 A' Design Award 2020 – Vivascope
COMPANY 2
HISTORY / FOUNDER’S PROFILE

eClerx was founded in 2000 by Mr. Anjan Malik and Mr. PD Mundra with the goal
of transitioning, managing and transforming complex business processes.
Anjan Malik is a Co-founder and the Executive Director of eClerx’s onshore

subsidiaries. He has over 25 years of experience in consulting, investment banking
and knowledge process outsourcing. Anjan worked with Accenture in Europe and
Lehman Brothers in the US before starting eClerx, with PD Mundra, in 2000. Anjan
holds an MBA from The Wharton School of Business, University of Pennsylvania
(USA) and a Physics degree from Imperial College, London (UK).
PD Mundhra is a Co-founder and Executive Director of eClerx Services Limited. He

has over 19 years of experience, with ten years in the KPO / BPO sector, along with
stints in banking and manufacturing industries. He holds a Master of Business
Administration degree in finance from The Wharton School, University of
Pennsylvania and a Bachelor of Commerce from St. Xavier’s College, Kolkata.
PRODUCT PROFILE
eClerx is mainly into providing services related to business process management,
change management, data-driven insights and advanced analytics powered by smart
automation. The industries they serve to includes financial services, cable and
telecommunications, retail, fashion, media and entertainment, manufacturing, travel and
leisure, software and high-tech.
 Customer Operations
Customer operations refers to those functions that directly engage your
customers such as sales and services which is the most important but currently
undervalued function in any kind of business.
Customer operations is further divided into sections as described below:
 Field Technical Operations
Since today’s service companies depend heavily on technology and human
resources to achieve success. They strive to understand the challenges
businesses face in delivering accurate billing and returns authorizations by
ensuring on time arrival of technicians and eliminate repeat calls.
 Frontline CX
Their frontline CX services consists of 2 major sub services that are provided
that is business optimalization and customer interaction monitoring. That
includes business process optimization and customer interactive monitoring.
 Analytical Solutions
Analytical Solutions provided by eClerx include 3 major subcategories advanced
analytics, digital analytics and enterprise business intelligence. Advanced analytics
includes customer insights and profiling
 Technical Solutions
eClerx Customer Operations designs and implements technology solutions
that simplify complex business processes and accelerate transformation. Our
scalable suite of tools improve efficiency, deliver superior quality, and
produce cost-effective outcomes. Powered by smart automation, AI, and
machine learning, eClerx’s solutions enable organizations to manage high
volume, repetitive and rule-driven tasks with minimal effort. Additionally,
they empower businesses to train agents and highlight exemplary calls;
seamlessly track equipment, work orders, invoicing and payroll; and uncover
and solve for defects. They are divided again into 3 sub-groups that is RPA,
Chatbots and Q-Clips.
 Omni – Channel Customer support
Omni -Channel support includes Live voice and Chat support email support
and social media support. Live chats are used for sales, repairs, billing,
technical support and retention.
 Financial Markets
A financial market is a market in which people trade financial securities and
derivatives at low transaction costs. Some of the securities include stocks and bonds,
raw materials and precious metals, which are known in the financial markets as
commodities. For financial organizations across the world eClerx Markets, offers
consulting, technological innovation, and process management expertise to uniquely
solve operational challenges. With nearly two decades of industry experience
complemented by the application of smart automation and robotics, our team of
experts deliver holistic solutions across the trade life cycle, change management, data
analytics, compliance, cash securities operations, document digitization and
generation, and outreach.
Services related to financial markets are categorized in 6 different sections as
described below:
 Regulatory compliance data
They help their clients acquire, digitize, validate, store, and distribute data.
What’s more, they do all of this while ensuring global compliance with
regulations across multiple jurisdictions. Their industry-recognized solutions
bring together deep domain experience, understanding of relevant regulations
and data management know-how, combined with a pool of trained resources.
They help compliance departments, and AML officers report on risk,
exposure, respond to regulatory scrutiny and deliver advanced integration and
resolution capabilities.
This is done in 4 ways
1. KYC and Client onboarding: They bridge gaps between
regulations, internal regulatory program, clients, data and
operations
2. Tax Operations: Reducing the operations cost
3. Transaction Monitoring: Minimize regulatory exposure
4. Reference Data Management
 Document Management
eClerx Markets’ document management services include:
o Data Modeling: Our expertise has enabled us to develop proprietary data models
for multiple agreement types. These can be further customized per client and
regulatory requirements and can accommodate unstructured language
o Data Capture: We have a proven 99.5% data accuracy rate, driven by a flexible
maker- checker workflow within Extractor, our proprietary document extraction
software
o Metrics and Reporting: Dynamic and customizable dashboards presenting risk
analytics and benchmarking metrics
o Searchable Database: Repositories of agreement data that enables keyword and
clause searches across the document universe
o Output: We can deliver the output in multiple formats, tailored to meet existing
database schemas, or host and manage the data on our platforms
 Cash securities and operations:
Cash securities are classified into 2 sub-groups:
o Syndicated Loan Services: They help businesses understand credit agreements and
loan documents and capture data across various fields. They address problems like
1. Significant manual effort required in sourcing data points from loan agreements
2. Inability to accurately capture key parameters within a client’s risk system
3. Inaccurate capture and duplication of terms
4. Labor intensive process that demands high accuracy
o Securities and finance: It mitigate portfolio risk and helps augment your returns.
1. It helps in efficient physical settlement of securities. Income processing,
cash settlement, amount reconciliation
2. Monthly useful insights
3. Helps business stay updated with market trend by checking of books and
ensuring that they are within market demand
 Corporate Actions
eClerx manages all the elements of corporate actions for their clients. Their services include
providing end to end solutions tracks and manages corporate actions through their life cycle.
They help reduce risk for front, middle and back office with the help of their proprietary tools
which create underlying efficiencies which come along with the services of their subject
matter experts, they reduce risk for the front, middle and back office.
Services included under corporate actions are:
1. Centralized announcement, gathering, validation and distribution

2. Claims generation and processing for all eligible positions
3. Entitlement creation and calculation
4. Generating payments and providing pre- and post-
settlement reconciliation
5. Comprehensive reporting to deliver transparency and enhanced control
6. Experience with industry platforms such as Fidelity Action
Xchange, DTCC, Equilend, CREST and Intellimatch
 Derivative Trade Support
Derivative trade support aims to manage complexity while reducing costs. They support all
post execution activity across bilateral OTC derivatives, cleared OTC derivatives and
listed derivative transactions. These services are further divided into 6 sub parts:
1. OTC Confirmation: Blending scalability and precision

2. Listed Derivatives Support: Acts as trusted partner to world’s largest clearing brokers
3. Listed Billing and Brokerage: Helps integrate people and technology to deliver
industry solution
4. Settlement: Accurate and timely delivery
5. Margin: Remove risk from collateral processing
6. Reconciliations: Actively manage operational and counterparty risk arising from
poor data flows
 Technological Products
Technological products at eClerx markets specialize in designing and implementing
technology solution that simplify complex business process. Their technological solution help
improve efficiency and effectiveness and deliver value through automation, enhanced
controls, and implementation of the best-in-class process for specific areas within an
institution. They focus primarily in 6 areas:
1. Extractor: They provide document digitalization solutions

2. Roboworx: Help in providing RPA (Robotic process automation) services
3. Exception Management Dashboard: Provide break management solution
4. Risk and control Dashboard: Helps in reducing operational risk by operational
risk reporting and control
5. Billing Manager: Help in providing brokerage lifecycle management
6. Compliance Manager: KYC and client data collation and workflow
7. Reconciliation Manager: Improve data quality by reducing volume of breaks
8. Email Validation: It acts as a perfect pair which provide email validation and
incoming email tracking
9. Outreach Manager: Manage data remediation initiatives through email broadcast
and tracking of responses.
 Digital Services
Digital services of eClerx include marketing, e- commerce, business intelligence
analytics, operations and finance and creation of stunning assets to use in print
and digital mode is something that the digital wing at eClerx provides customers.
eClerx digital services specializes in 5 primary areas as described below:
 Marketing
The marketing services of eClerx is sub -divided into 9 parts:
1. A/B Optimatization Testing: Help increase website, email and online conversions
with the help of data driven insights from E-Clerx. They provide customized
solution
which include building plans, campaign set up and reporting of analytics and
providing actionable insights.
1. Campaign Operations: Campaign operation help in optimizing customer journey
from assessment, strategy, design and deployment of campaign to obtain reporting
and analytical insights
2. Creative Services: eClerx provides 5 types of creative services photography, CGI,
Pages, Digital and Video. Their team of photographers are fully equipped to handle
full image services. They are experts all sourcing all kinds of page layouts, digital
services and text adaptation.
3. Digital Analytics: Digital Analytics help drive transformation across customer
journey. They have 100% Return on investment cost savings. Digital Analytics has
helped companies uncover opportunities worth $10 million
4. Data management: Helps clients like Fortune 500 companies create integrated
business intelligence model to manage global business goals. They wanted to satisfy
diverse needs of their customers. eClerx created a holistic data architecture Strategy
design so that data could be extracted more easily.
5. Forecasting Solutions: Helps clients optimize marketing strategy by improving
forecasting on sales, customer interaction by using multiple modelling methodology
by using variety of factors like seasonality and market spend. They analyzed and
reported effectiveness of multiple campaign deep dives weekly to enable in campaign
course corrections.
6. Personalization: EClerx provided personalized services in order to identify
prospective customers with multiple products which led to customer fatigue and low
conversion. The personalized project identified optimum number of contact points by
email increasing customer engagement
7. Pricing and Competitive Intelligence: Helps client track 40 competitors across 500
locations for an estimated 50000 contracted properties. There was high end contract
management with hotels to provide maximum occupancy. Client was caught off
guard by sudden changes in competitor pricing and was losing market share as a
result.
8. Social Media Services: eClerx identified and validated content by identifying
keywords by scanning existing content, building search queries creating topic profiles
and extracted, verified and cleansed the data. Client got 24% increase in customer
engagement over two-month period.
 E-Commerce
E-Commerce groups are required to create optimal user experience that improves cart
conversions. Their methods for optimalization guide clients through online customer journey
to remove friction from user experience. This improves customer experience by providing
what customers are looking for at a faster pace
eClerx’s e-commerce services are divided into 8 sub-groups:
1. Pricing and Competitive Intelligence: E-Clerx helped a global leader in the travel
industry track 40 competitors across more than 500 locations worldwide. There was lack
of high- end contract management. The client was caught off guard due to sudden
changes in competitor pricing and was losing share price as a result. eClerx tracked 10
million data points from the client’s top competitors across global regions. They
automated data harvesting platform to optimize data collection from multiple sources and
presented critical issues to be addressed.
2. A/B testing: They help increase website, e-mail and online conversions with A/B
testing. Client needed a partner who could help build and execute an A/B testing
program across all its regions. eClerx designed a customized solution which increased
quality and efficiency across all regions. They built tailored tools for intake of test and
trained ideas and consulted regional stakeholders on optimization. They created a global
standard for test reporting and optimized process of converting test ideas into executed
campaigns.
3. Search Engine Optimization: They help client find prospective travelers from finding
them in their online searches. eClerx Digital has employed a 5-step process to
improve content marketing for the clients.
4. Tag Management: They help create a migration plan to ensure no business marketing
was affected further. They resolved tagging related issue to ensure accurate data
collection.
5. Website search optimizations: They perform quality audit of website search results and
perform analysis to understand gaps in the current search situation to optimize
customer’s search experience
6. Re-platforming: They help client launch new ecommerce platform within tight
timeline and strategize plan and launch across multiple platforms
 Creative
eClerx provides 5 types of creative services photography, CGI, Pages, Digital and Video.
Their team of photographers are fully equipped to handle full image services. They are
experts all sourcing all kinds of page layouts, digital services and text adaptation.
 Operations & Finance
There are four key services which eClerx provides under operations and finance
1. Intelligent RPA (Robotic Process Automation): The client was facing issues of
manual error. To solve this, they developed an Intelligent Robotic Process Automation
bot which led to a 23% productivity improvement, 100% error free lead sanitization
and resulted into higher quality leads and faster lead delivery to the account team.
2. Data Management: eClerx provides holistic Data architecture strategy that broke
down client’s silos so that data can be integrated and extracted more easily. They
centralize the data so that reporting and predictive analysis can be done easily.
3. Pricing and Competitive Intelligence: E-Clerx helped a global leader in the travel
industry track 40 competitors across more than 500 locations worldwide. There was
lack of high-end contract management. The client was caught off guard due to sudden
changes in competitor pricing and was losing share price as a result. E-Clerx tracked 10
million data points from the client’s top competitors across global regions. They
automated data harvesting platform to optimize data collection from multiple sources
and presented critical issues to be addressed
4. Forecasting Solutions: Helps clients optimize marketing strategy by improving
forecasting on sales, customer interaction by using multiple modelling methodology
by using variety of factors like seasonality and market spend. They analyzed and
reported effectiveness of multiple campaign deep dives weekly to enable in campaign
course correction
 Business & Intelligence Analytics
Business Intelligence and analytics is divided into four key areas:
1. Digital Analytics: Helps establish data driven culture
2. Data management: Helps create integrated business intelligence model
3. Forecasting: Helps improve forecasting for customers, website traffic by
using rudimentary methods
4. Personalization: Identifies optimum number of contact points which
increase customer engagement
CLIENT PROFILE
eClerx provides critical business operations services to over fifty global Fortune 500
clients, including some of the world’s leading companies across financial services, cable &
telecom, retail, fashion, media & entertainment, manufacturing, travel & leisure, software
and high- tech.
eClerx has wide variety of clients in different domains that they serve to. This includes:
 Financial Services – HSBC, American Express, Citibank, Paypal

 Retail and eTail – Mattel, OfficeDepot, Walmart, Wayfair, Fergusson
 High Tech & Software companies – Dell, AMD, Microsoft, Autodesk, Seagate,
Adobe, Symantec
 Travel & Leisure – Avis, Slversea, hotels.com, Marriot
 Luxury & Fashion – Bottega Veneta, Zegna, Fendi, Prada, Philipp Plein, Trussardi
 Cable & Telecomm – Comcast, Cox, Motorola, Time Warner Cable, Vodafone
ORGANIZATION STRUCTURE
eClerx is mainly into BPO operations. So if we assume its turnover of 18 billion USD
is from this sector and turnover of overall IT/BPO operations in India being 136
billion USD, present market share of eClerx is around 13% among Indian companies.
FUTURE STRATEGIES
eClerx is in the midst of a deliberate transformation that has needed investments. They
want to be transformed from being all-India delivery knowledge process outsourcer
reliant on a handful of client and service lines to become more technology-centric process
management and data analytics company. Today they service several hundred clients
across many functions, from locations across the world, with a fantastic, global
management team. They are aware that this transformation has meant lower profitability
and growth in the recent past than shareholders have been otherwise accustomed to, but
they believe this transformation to be key to their long-term future, and to shareholder
returns. Each year, they improve processes, systems, culture and capabilities to be a
better firm than they were the year prior, and 2019 was another such year. With their
great people, their client portfolio, their capabilities, and hunger to do better, they are
confident of our future.
 Year over year highlights

 Revenue Demographics
 Year over year parameters
 Balance sheet
ACHIEVEMENTS
COMPANY 3
EVOLUTION/HISTORY
KPIT Cummins Infosystems was established in 1990 as KPIT Infosystems and became a
public limited company in 1999. KPIT Cummins is focused on co–innovating domain
intensive technology solutions for manufacturing corporations (in Automotive, Industrials,
Hi–Tech verticals) and Diversified Financial Services to help its customers become more
efficient, integrated and innovative enterprises. It has People strength of 4800+.
 DIFFERENT DIVISIONS
Manufacturing Solutions– is a focus vertical in the Automotive, Industrials and Hi–Tech
domains.
Diversified Financial Services– its proprietary tools include Data–on–move Suite of products,
e–purse framework, and Mobile Payment frameworksAdvanced Technology Solutions– it
focuses on automotive electronics, mechanical design, and semiconductor solutions.
Enterprise IT Solutions–it focuses on ERP and business intelligence.Business
Process Outsourcing– it focuses on finance and accounting and risk management.
KPIT Cummins Global Business Solutions (wholly–owned subsidiary) is to partner Cummins
in delivering finance and accounting services to Cummins entities worldwide.
The company has a strategic partnership with South Africa–based Business Connexion to
enter the South African market. It is to have two offshore development centers for Dialog
Semiconductor, a developer of mixed signal semiconductor solutions.The company is a
member of Japan Automotive Software Platform ARchitecture to develop and establish a
standard <st1:country–region w:st="on">Japan</st1:country–region> automotive platform
architecture.
 TECHNOLOGY FACTS ABOUT THE COMPANY

 KPIT Cummins, an ARM Connected Community Member is certified
as an ARM Approved Design Center
 Premium Member of AUTOSAR (Automotive Open System Architecture)
 Associate member of JasPar (Japan Automotive Software Platform Architecture)
 Successfully executed projects compliant with Safety integrity Level (SIL) specifications
 Largest 3rd party ODC (Offshore Development Center) in Automotive
 Largest 3rd party ODC (Offshore Development Center) in Semiconductor (for a
Japanese Semiconductor giant)
 Largest Offshore Development relationship – Multi continental, multi technology,
multi service for Discrete Manufacturing giant.
The company is involved in consulting expertise projects in Supply Chain Management
(SCM), Product Lifecycle Management (PLM), Manufacturing Execution Systems
(MES),
etc. It has also developed strengths in ERP Audits, Risk Management and Compliance
consultancy services and Activity based costing amongst many others.
Work with Investment and Retail banks, Asset Management and Financial Platform
institutions, with a focus on securities services, credit cards, and fund administration,
insurance and leasing. Its offerings include Application Decommissioning, Maintenance,
Development, Implementation, Re–engineering and Integration for global banks and financial
organizations.
Product engineering services, network operating system development, product lifecycle
development, designing product its analysis and optimization.
Designing and developing chips–system on chip. Analog mixed system, also provide end to
end validation that ensures zero defects and excellent on ground performance.
 MILESTONES ACHIEVED
 1990– KPIT Infosystems incorporated, by a group of CPAs
 1994–98– Excellence in exports from Government of India
 1995–96– Outstanding achievement award from Oracle
 1997– Achieved ISO 9001, certified by KPMG
 1999– IPO: 42 times oversubscribed
 2002– Merger of Cummins Infotech into KPIT Infosystems to form KPIT
Cummins Infosystems Limited.
 2003– KPIT Cummins assessed at CMM Level 5
 2004– ISO 9001:2000
 Integrated all off– shore facilities in Pune into the state of the art campus
at Hinjawadi
 Acquisition of SolvCentral.com, USA
 Acquisition of Pivolis.com, France
 AWARDS/ACHIEVEMENTS
 The company is CMMI Level 5, ISO 9001:2000, and ISO27001 certified.
 The company was rated among the five rising stars in IT by Outlook Business in
May 2007.
 One of the world’s first few companies to achieve the BS25999:2007, a
Business Continuity Management Standard.
 In 1995–96, received outstanding achievement award from Oracle.
 In 1994–95, received excellence award in exports from Govt. of India
 RECENT DEVELOPMENTS
KPIT Cummins Infosystems and Dassault Systems (DS) the world leader for Product
Lifecycle Management (PLM) software solutions have announced a go–to–market
partnership for joint solution & business development on ENOVIA Platform.
PRODUCT PROFILE
Our customer is a leading manufacturer of premium writing, text, cover, specialty and private
watermark papers. The company is known for a strong commitment to
quality products including elegant cotton fiber papers to unique translucent sheets, catering
to designers and corporate executives across the globe.
CLIENT PROFILE
 Automobile: The automobile industry has been spinning in revolution by technology-

driven trends, thus dynamically effecting the way in which automotive industry players
react to the fluctuating needs and behaviors of consumers, or partnerships, and even
bring about a change.
As a result of the emergence of new aspects of connected cars, self-driving cars, apps, the
Internet of Things, the User Experience (UX), Big Data, and more, the possibilities in a
vehicle are enormous.
Our Automotive Solutions enable automotive industry clients to cope with rapidly
changing market scenarios and in some cases, completely new business models.
Moreover, our solutions also empower auto industry OEM's suppliers, sales and service
organizations to simplify and optimize their core processes.
 Banking: We help banks and financial institutions digitally transform their
businesses and improve operational efficiency, optimize costs, mitigate risk, build agile
regulatory responses, and create superior digital experiences.
 High tech: High Tech companies, operating on the cutting edge of technology, are
reimagining their business models based on the nexus of IoT, Cloud, Analytics, Mobile
and Social (iCAMS). Across the highly competitive global market, business
consolidations are common, with companies positioning themselves as digital
businesses and platform companies. We see a focus on IT Transformation, Cloud
Adoption,
Innovation, Smart Appliances, Logistics Optimization while moving
towards Servitization.
To constantly improve the user experience there is a need to facilitate agile product
development, more frequent product introductions, and smarter user interfaces. OEMs are
seeing pressure on aftermarket activities addressing warranties, returns and repairs.
The global High-Tech market is dynamic and often seasonal. Complex supplier
relationships require components to be sourced from multiple suppliers that may be
subject to industry-wide shortage or regulations. There is the need for advance
notification of lifecycle events, product customization and third-party integration.
Complex networks of sales & marketing systems include channel partners, dealers,
VAR's and Alliances, which all have a window into the end customer and product
volumes of data that, when made usable, can provide a competitive edge for both
consumer electronics companies and OEMs.
ORGANIZATIONAL STRUCTURE

Market share is defined as the proportion of total sales of a company during a specific period
relative to the total sales pertaining to the industry during the same period. Here, total sales
may be measured by volume or value. Volume refers to unit share. Value refers to revenue
share.
FUTURE STRATEGIES
Birlasoft Limited quote is equal to 387.250 INR at 2021-07-12. Based on our forecasts, a
long-term increase is expected, the "BSOFT" stock price prognosis for 2026-07-03 is
1554.940 INR. With a 5-year investment, the revenue is expected to be around
+301.53%. Your current $100 investment may be up to $401.53 in 2026.
AWARDS AND RECOGNITION
1. Birlasoft named a Finalist for the 2021 Microsoft Partner of the Year Awards
2. Birlasoft Honored at the Mint - TechCircle Business Transformation Symposium
Awards 2021
3. Birlasoft wins Manufacturing Leadership Partner Award
4. Birlasoft Wins Three Distinguished Oracle JD Edwards Partner Awards
5. Birlasoft wins the Aegis Graham Bell Award (AGBA) for its intelliOpen solution
6. Birlasoft recognized as India’s Most Admired & Valuable Power Brand Company 2020.
7. Birlasoft receives SABERA 2020 Award for its community-benefiting Initiative -
Project Shodhan
CHAPTER III
RESEARCH METHODOLOGY
OBJECTIVES
The main objective for the report was to gain valuable facts about the company and draw up a
report to justify the facts with proof. The end result is to gain knowledge and experience of
working with the huge and typical information to find out various causes and their impact on
the company and its future to emphasize on the critical parts like financials analysis,
comparative analysis and other important details about the company.
SCOPE
This report has covered all of the reasons why the company and trading industry is growing
and able to sustain by analyzing the annual reports of the company and the official reports of
the trading industry department. Out of the given sources the main focus was to discover
trends of the company with change of the time and analyze the company’s way of operations
to gain valuable facts which can be used to develop future goals of the company, which is
done by close observation to the official web site and the financials of the company.
METHODOLOGY OF DATA COLLECTION
The given information in this report is the compiled form of secondary data which is
gathered from different valid sources like annual report research papers and etc which are
descriptive in nature expressed in form of the overview report. The report has both
qualitative and quantitative data types which describe all crucial aspects of the company like
financial performance, business strategy, mode of operations and so on.
LIMITATIONS
The main obstacles were to get access to the information which is non-disclosable by the
company like client profiles and exact way of doing business trade to the UK. There was
also less information about the market share of the company which is why the figures are
estimates of the real market situation.
CHAPTER IV
COMPARATIVE ANALYSIS
COMPANY 1
BOSCH
SWOT ANALYSIS
1. STRENGTHS
 Established brand image around the world over the centuries.
 High Customer satisfaction.
 Streamlined procedures for every function of the company.
 The company’s corporate social responsibility has helped to develop its brand and
the market.
 Employees are given great importance, this has resulted in less employee turnover,
and this has helped to curtail hiring and training costs.
 Leadership through innovation.

 Continuous improvement of products.
 Wide portfolio of loyal customers.
 Bosch is cash rich, so dependency for external funds is minimal.
2. WEAKNESSES
 Marketing of products is given less importance.

 Adaptability towards change is low.
 Unionized work environment.
 Concentration is given to create monopoly opportunities in the market.
 Performance appraisal of the employees is not satisfactory.
3. OPPURTUNITIES
 Continuous innovation of products.
 Produce innovative products
 Bosch can foray into other line of business as it has a good brand image.
 It can produce eco-friendly to replace existing products as the market for eco-friendly
products are growing and the economic forums have cited the need for these
products.
4. THREATS
 Increase of competition.
 Brand image being diluted.
 Too many substitute products available in the market.
 Growing bargaining power of suppliers and customers.
 Traditional method of working of the business.
McKINSEY’S 7S MODEL
What is McKinsey’s 7s Model?

The McKinsey 7s model is a strategic tool and framework that helps managers and
businesses assess their performance. The McKinsey 7s model identifies 7 key elements for an
organization that need to be focused and aligned for successful change management
processes as well as for regular performance enhancements.
The 7 elements identified in the McKinsey 7s model can be categorized as being hard or
soft in nature. They are identified as:
 Hard Elements
 Strategy
 Structure
 Systems
 Soft Elements
 Shared values
 Skills
 Style
 Staff
Bosch makes use of the McKinsey 7s model to regularly enhance its performance, and
implement successful change management processes. Bosch focuses on the 7 elements
identified in the model to ensure that its performance levels are consistently maintained, and
improved for the offerings.
1. HARD ELEMENTS
The hard elements of the McKinsey 7s model comprise of strategy, structure, and
systems. The hard elements of the model are easier to identify, more tangible in
nature, and directly controlled and influenced by the leadership and management of
the organization.
1.1. STRATEGY
1.1.1. Clearly
defined
The strategic direction and the overall business strategy for Bosch are clearly defined
and communicated to all the employees and stakeholders. This helps the
organization manage performance, guide actions, and devise different tactics that are
aligned with the business strategy.
1.1.2. Guiding behavior for goal attainment
The strategic direction for Bosch is also important in helping the business guide
employee, staff, and stakeholder behavior towards the attainment and achievement of
goals. SMART Goals are set with short- and long-term deadlines in accordance with
the business strategy. The business strategy helps employees decide tactics and
behaviors for attaining the set goals and targets to help the business grow.
1.1.3. Competitive pressures
Bosch’s strategy also takes into consideration the competitive pressures and activities
of competitors. The strategy addresses these competitive pressures through suggestive
measures and actions to address competition via strategic tactics and activities that
ensure sustainability to Bosch via adapting to market changes, and evolving consumer
trends and demands.
1.1.4. Changing consumer demands
An important aspect of the strategy at Bosch is that it takes into constant consideration
the changing consumer trends and demands, as well as the evolving consumer market
patterns and consumption behavior. This is an important part of the strategic direction
at Bosch as it allows the company to remain competitive and relevant to its target
consumer groups, as well as allows the company to identify demand gaps in the
consumer market.
1.2. STRUCTURE
1.2.1. Organizational hierarchy

Bosch has a flatter organizational hierarchy that is supported by learning and
progressive organizations. With lesser managerial levels in between and more access
to the senior management and leadership, the employees feel more secure and
confident and also have higher access to information. Moreover, the flatter hierarchy
also allows quicker decision-making processes for Bosch and increases organizational
commitment in the employees.
1.2.2. Inter-Departmental coordination

Bosch has high coordination between different departments. The company’s
departments often form inter-department teams for projects and tasks that require
multiple expertise. All coordination between different departments is effective and
organized. Bosch has a systematic process for initiating and monitoring coordination
between departments to ensure smooth work operations and processes – and goal
attainment.
1.2.3. Internal team dynamics [department specific]

Bosch encourages teamwork and team-oriented tasks. Where jobs require individual
attention and scope, the company also assigns individual responsibilities and job
tasks. However, all employees at Bosch are expected to be team players who can
work well with and through other members, and who get along well with other
people.
1.2.4. Centralization vs. decentralization

Bosch has a hybrid structure between centralization and decentralization. Like many
progressive organizations, Bosch largely supports decentralized decision making. Job
roles at Bosch are designed to be carried out with responsibility, and employees often
set their goals with mutual coordination and understanding with the supervisors.
However, Bosch is also centralized in making sure that supervisors oversee, and
approve of the various efforts, and tactics that employees choose to ensure that they
are aligned with the organizational strategy ad values.
1.2.5. Communication
Bosch has a developed and intricate system for ensuring communication between
employees, and different managerial levels. The communication systems at Bosch
enhance the overall organizational structure. The systematic, defined, and organized
communication allows an easy flow of information and ensures that no organizational
tasks and goals are compromised because of a lack of communication, or
misunderstandings.
1.3. SYSTEMS
1.3.1. Organizational systems in place
Bosch has defined and well-demarcated systems in place to ensure that the business
operations are managed effectively and that there are no conflicts or disputes. The
systems at Bosch are largely departmental in nature, and include, for example:
- Human resource management
- Finance
- Marketing
- Operations
- Sales
- Supply chain management
- Public Relation Management
- Strategic leadership
1.3.2. Defined controls for systems

Each of the defined and demarcated systems at Bosch has especially designed tools
and methods as controls for evaluating performance and goal attainment. These
controls and measures are designed specifically in different departments based on the
nature of their tasks and responsibilities.
1.3.3. Monitoring and evaluating controls

Bosch continually evaluates its systems through the designed controls. This
monitoring of the performance is continual and ongoing. This is largely done through
observation and informal discussions. Feedback to employees and overall department
heads is informally given regularly as and when is required. Formal evaluation of
performance is also conducted semiannually – or quarterly, depending on the need
and the urgency of the projects and assigned tasks.
1.3.4. Internal processes for organizational alignment

Bosch also has special processes and methods for ensuring that all departments and
systems within the organization are aligned and working in harmony towards the
greater business goals and targets. This is made possible through ensuring that all
systems are designing and working towards goals and targets specific to their
expertise under the broader business vision and strategy.
2. SOFT ELEMENTS
The soft elements of the McKinsey 7s model, in turn, include shared values, staff,
skills, and strategy. These elements are less tangible in nature and are more influenced
by the organizational culture. As such, the management does not have direct influence
or control over them. These elements are also harder to describe and directly identify
– but are equally important for an organization’s success and improved performance.
2.1 SHARED VALUES
2.1.1. Core values
The core values at Bosch are defined and communicated to foster a creative and
supportive organizational structure that will allow employees to perform optimally,
and enhance their motivation and organizational commitment. The core values at
Bosch include, but are not limited to:
- Creativity
- Honesty
- Transparency
- Accountability
- Trust
- Quality
- Heritage
2.1.2. Corporate culture

The corporate culture at Bosch also encourages innovation and creativity by allowing
independence for growth to individuals and teams –thus helping them refine their
careers as well as personalities. Lastly, the corporate culture at Bosch also has a
supportive leadership which works towards increasing employee motivation and job
satisfaction by giving way to visibility and accessibility.
2.1.3. Task alignment with values

Bosch ensures that all its job tasks and roles are aligned with the core values that the
company propagates. This means that all activities, tactics, and strategic tactics
employed by Bosch will reflect its core values, and will not deviate away from these.
This is to ensure a consistent, and reliable brand image, as well as an honest
organizational culture.
2.2. STYLE
2.2.1. Management/leadership style
Bosch has a participative leadership style. Through a participative leadership style,
Bosch is able to engage and involve its employees in decision-making processes and
managerial decisions. This also allows the leadership to regularly interact with the
employees and different managerial groups to identify any potential conflicts for
resolution, as well as for feedback regarding strategic tactics and operations.
2.2.2. Effectiveness of leadership style

The participative leadership style is highly effective in achieving the business goals
and vision of the organization. Employees feel to be active members of the
organization who are valued for their suggestions, feedback, and input. Moreover,
through participative leadership, leaders and managers are able to identify current
and potential conflicts within the Bosch organization, and actively work to resolve
them as soon as possible.
2.2.3. Cooperation vs competition – internally
With its supportive and encouraging organizational culture, Bosch gives way to
internal collaboration and cooperation between employees, systems, teams, and
departments. This cooperation and collaboration at Bosch are important since its
operations are spread globally, and also because tasks and responsibilities within the
company often require inter-departmental feedback and input.
2.2.4. Team vs groups

Bosch has effective and functional teams and works with them internally to achieve
its various business goals and objectives, and complete tasks. The company’s
management is encouraging and supportive, and the leadership provides a motivating
and pragmatic vision toad achieve. The human resource management system, as well
as the organizational training, supports all employees in their growth fairly and
transparently. This leads to effective team formation instead of nominal groups
within the organization for various projects, as well as department-specific tasks and
roles.
2.3 STAFF
2.3.1. Employee skill level vs business goals
Bosch has a sufficient number of employees employed across its global operations.
Employees for different job roles and positions are hired internally as well as
externally – depending on the urgency and the skill levels required. Based on this, it is
seen that Bosch has employees who are skilled as per the requirements of their job
roles and positions. All employees are given in house training to familiarize
themselves with the company and its values. External training along with in-house
training is provided for skill level enhancement.
2.3.2. Number of employees

Bosch has employed a large number of employees. The number of employees varies
from country to country as per the requirements and needs of the business and
operations. The global team of Bosch is an inclusive one that accepts, and encourages
diversity, and works in synchronization with members to ensure attainment of
business goals. The team member sand employees are the most important part of
business success for Bosch.
2.3.3. Gaps in required capabilities and capacities

Bosch has a well-defined system for identifying potential needs of capabilities and
capacities for the organization. The human resource function of the business has a
systematic process that aligns all other departments to identify potential vacancies or
skill gaps. Based on the nature of the need, the human resource department arranges
for recruitments which may be permanent or contractual in nature, as well as arranges
training sessions, if need be, for the current workforce.
2.4. SKILLS
2.4.1. Employee skills
Bosch has a commendable workforce, with high skills and capacities. All employees
are recruited based on their merit and qualifications. Bosch prides itself on hiring
the best professionals and grooming them further to facilitate growth and
development.
2.4.2. Employee skills vs task requirements

Bosch has defined tasks and job roles and hires and trains employees for skill levels
accordingly with respect to those. The company ensures that all its job requirements
are met and that employees have the sufficient skills to perform their respective jobs
in accordance with the values and culture as well as the business goals and strategy of
Bosch.
2.4.3. Skill management

Bosch pays particular attention to enhancing the skills and capacities of its employees.
It arranges regular training and workshops – internally as well as externally managed-
to provide growth and development opportunities for its employees. Bosch focuses on
personal as well as professional growth for its employees and works accordingly with
them.
2.4.4. Company’s competitive advantage

The human resource is one of the core competitive advantages of the company. The
skills of employees are developed specifically for job roles and requirements at Bosch
and provide a competitive benefit to the company – where players cannot imitate
employee skills or training. This creates a unique and non-substitutable competency
for Bosch.
COMPANY 2
eClerx
SWOT
ANALYSIS
The 7S analysis model was developed by well known business consultants Robert H
Waterman and Tom Peters in the 1980s. The 7S stand for structure, stratergy,systems, skills ,
style, staff and shared values.
There are two elements in the 7S analysis
 Hard elements - Stratergy,Structure and Systems
 Soft elements - Skills, Style, Staff and Shared values
We will see how the hard elements and soft elements are applied in case of eClerx.
1. Hard elements
The hard elements consists of Stratergy,Structure and Systems.
 Structure
eClerx has a tall organizational structure as there are more people on the top and
as the organization grows, the number of levels grow. Initially, the focus of the
company was on digital services, financial markets, and customer operations
but
now with time, they have forayed into talent, onshore consulting, digital delivery
which meant that they need more people as subsequent levels increase.
 Strategy
2021 Q1 started on a dull note due to the ongoing pandemic situation. But the
employees were able to quickly adopt to the WFH modus operandi and raise the
production in such a way that they increased their total income by 13.11%, their
earnings before interest and tax (EBIT) by 62.78% and their profit after tax (PAT)
increased by nearly 80% as compared to previous quarter. This can be visualized
in the following manner.
 Systems
They use a chain system where different levels of management report to their
seniors. Their system is divided into 3 parts Board of directors, N-1 and N-2
levels. The N-1 level of the company comprises CFO, Secretary, Technology, HR
and Customer Support. The N-2 level of the system consist of services like
financial markets, enterprise technology, program, compensation benefits and
onshore consulting
2. Soft elements
The soft elements include: Skills, Style, Staff and Shared values.
 Skills
Employers at eClerx look for people who can lead the way. According to some
employee reviews some of them say that the hardest part of the job was to prove
themselves that they can be the best in every situation. They also make sure that
there is a good amount of coordination among the teams.
 Style
They follow a mix of autocratic and democratic management style as according to
some employee reviews they provide a quality workplace to work in so that there
is positive environment in the organization. But they follow autocratic style while
giving salaries to the employees which means that some employees do not get
their payments on time.
 Staff
Managers at eClerx make sure that their staff is motivated and always give their
best in whatever they do by giving them essential benefits like maternity leaves
for female employees. They make sure that their employees are up to the industry
standards which they make sure by providing adequate Job Training and tuition
to freshers.
 Shared Values
centric. They care deeply about their people and make sure they invest a good
chunk of their money on upskilling their HR. They are honest and empathetic in
their interactions with their clients. They make sure they do the best in
whatever they do.
COMPANY 3
BIRLASOFT
SWOT ANALYSIS
1. STRENGTHS
Stocks where Mutual Funds Increased Holdings in Past Month
Expensive Stars (DVM)
Consistent Highest Return Stocks over Five Years - Nifty500
Company with high TTM EPS Growth
New 52 Week High
Effectively using its capital to generate profit - RoCE improving in last 2 years
Growth in Net Profit with increasing Profit Margin (QoQ)
Growth in Quarterly Net Profit with increasing Profit Margin (YoY)
Company with No Debt
Increasing profits every quarter for the past 3 quarters
Increasing Revenue every quarter for the past 2 quarters
2. WEAKNESS
Companies with growing costs YoY for long term projects
Promoter decreasing their shareholding
Declining Net Cash Flow : Companies not able to generate net cash
3. OPPORTUNITIES
Rising Delivery Percentage Compared to Previous Day
Companies with 10% increase in share price over three months, with rising net profit growth
Individual Superstar Investors raised stake in these stocks
Brokers upgraded recommendation or target price in the past three months
High Momentum Scores (Technical Scores greater than 50)
Highest Recovery from 52 Week Low
RSI indicating price strength
Volume Shockers
Stocks near 52 Week High with Significant Volumes
4. THREATS
8.4% returns for Nifty 500 over 0.3 years

319.5% returns for Nifty 500 over 5.1 years
56 | P a g e
1. STRATEGY
 Client-Focused Strategy to Achieve Growth
 Focuses on Limited number of large Organizations
 Commands Premium Margins
 Invests on Brand-Building
 Believes in Organic Growth Through Risk
1.1.1. Clearly defined

The strategic direction and the overall business strategy for Tata Consultancy
Services are clearly defined and communicated to all the employees and stakeholders.
This helps the organization manage performance, guide actions, and devise different
tactics that are aligned with the business strategy. Moreover, the business strategy’s
definition and communication also make operations for Birlasoft more transparent
and aligns the responsibilities and actions of the company.
1.1.2. Guiding behaviour for goal attainment

The strategic direction for Birlasoft is also important in helping the business guide
employee, staff, and stakeholder behaviors towards the attainment and achievement of
goals. SMART Goals are set with short- and long-term deadlines in accordance with
the business strategy. The business strategy helps employees decide tactics and
behaviors for attaining the set goals and targets to help the business grow.
1.1.3. Competitive pressures
Birlasoft strategy also takes into consideration the competitive pressures and activities
of competitors. The strategy addresses these competitive pressures through suggestive
measures and actions to address competition via strategic tactics and activities that
ensure sustainability to Birlasoft via adapting to market changes, and evolving
consumer trends and demands.
1.1.4. Changing consumer demands
An important aspect of the strategy at Birlasoft is that it takes into constant
consideration the changing consumer trends and demands, as well as the evolving
consumer market patterns and consumption behavior. This is an important part of the
strategic direction at Birlasoft as it allows the company to remain competitive and
relevant to its target consumer groups, as well as allows the company to identify
demand gaps in the consumer market.
57 | P a g e
1.1.5. Flexibility and adaptability
The strategy at Birlasoft is flexible and adaptable. This is an important aspect of the
strategic direction, and strategy setting at Birlasoft. Rigidity in strategy leads a
company and a business to often become stagnant and obstructs advancement, and
progression with evolving changes in the consumer markets.
1.2. STRUCTURE
1.2.1. Organizational hierarchy
Birlasoft has a flatter organizational hierarchy that is supported by learning and
progressive organizations. With lesser managerial levels in between and more access
to the senior management and leadership, the employees feel more secure and
confident and also have higher access to information. Moreover, the flatter hierarchy
also allows quicker decision-making processes for Birlasoft and increases
organizational
commitment in the employees.
1.2.2. Inter-Departmental coordination
Birlasoft has high coordination between different departments. The company’s
departments often form inter-department teams for projects and tasks that require
multiple expertise. All coordination between different departments is effective and
organized. Birlasoft has a systematic process for initiating and monitoring
coordination between departments to ensure smooth work operations and
processes – and goal
attainment.
1.2.3. Internal team dynamics [department specific]
Birlasoft encourages teamwork and team-oriented tasks. Where jobs require individual
attention and scope, the company also assigns individual responsibilities and job tasks.
However, all employees at Birlasoft are expected to be team players who can work well with
and through other members, and who get along well with other people. The teams at Birlasoft
are supportive of all embers and work in synch with synergy towards achieving the broader
team objectives and goals under the Birlasoft designed strategy and values.
1.2.4. Centralization vs. decentralization
Birlasoft has a hybrid structure between centralization and decentralization. Like many
progressive organizations, Birlasoft largely supports decentralized decision making. Job roles
at Birlasoft are designed to be carried out with responsibility, and employees often set their
goals with mutual coordination and understanding with the supervisors.
1.2.5. Communication
Birlasoft has a developed and intricate system for ensuring communication between
employees, and different managerial levels. The communication systems at Birlasoft enhance
the overall organizational structure. The systematic, defined, and organized communication
allows an easy flow of information and ensures that no organizational tasks and goals are
compromised because of a lack of communication, or misunderstandings.
1.3. SYSTEMS
1.3.1. Defined controls for systems
Each of the defined and demarcated systems at Birlasoft has especially designed tools and
methods as controls for evaluating performance and goal attainment. These controls and
measures are designed specifically in different departments based on the nature of their tasks
and responsibilities. Moreover, each department also designs specific controls for members
for
performance evaluation, as well as for inter-departmental tasks and responsibilities.
1.3.2. Monitoring and evaluating controls
Birlasoft continually evaluates its systems through the designed controls. This monitoring of
the performance is continual and ongoing. This is largely done through observation and
informal discussions. Feedback to employees and overall department heads is informally
given regularly as and when is required. Formal evaluation of performance is also conducted
semiannually – or quarterly, depending on the need and the urgency of the projects and
assigned tasks. This is a formal process that is undertaken by supervisors and managers to
ensure the
identification of performance lags, and suggestive means of improvement.
1.3.3. Internal processes for organizational alignment
Birlasoft also has special processes and methods for ensuring that all departments and
systems within the organization are aligned and working in harmony towards the greater
business goals and targets. This is made possible through ensuring that all systems are
designing and working towards goals and targets specific to their expertise under the broader
business vision and strategy. Moreover, the strategic leadership at Birlasoft also ensures that
all systems are allocated with resources, and set specific targets to achieve similar business
goals in any specific period.
2. SOFT
ELEMENTS 2.1
SHARED VALUES
2.1.1. Core values
The core values at Birlasoft are defined and communicated to foster a creative and supportive
organizational structure that will allow employees to perform optimally, and enhance their
motivation and organizational commitment. The core values at Birlasoft include, but are not
limited to:
- Creativity
- Honesty
- Transparency
- Accountability
- Trust
- Quality
The Birlasoft business also ensures that all its activities and operations are conducted with
high ethical and moral standards that redefined and benchmarked against international
criteria.
2.1.2. Corporate culture

Birlasoft encourages an inclusive culture that celebrates diversity. The company has an
international presence, and production units that are spread across different countries, as
such, Birlasoft ensure that its organizational culture is supportive of diversity, and has
internal policies to reduce incidences of discrimination.
The corporate culture at Birlasoft also encourages innovation and creativity by allowing
independence for growth to individuals and teams –thus helping them refine their careers as
well as personalities. Lastly, the corporate culture at Birlasoft also has a supportive
leadership which works towards increasing employee motivation and job satisfaction by
giving way to visibility and accessibility.
2.1.3. Task alignment with values

Birlasoft ensures that all its job tasks and roles are aligned with the core values that the
company propagates. This means that all activities, tactics, and strategic tactics employed by
Birlasoft will reflect its core values, and will not deviate away from these. This is to ensure a
consistent, and reliable brand image, as well as an honest organizational culture. In the event
of organizational change, the company will continue to ensure that all change management
processes and methods incorporate the core values so that the organizational culture is
consistently maintained, and systematically changed if need be.
2.2. STYLE
• Emphasis on Developing Leadership Qualities
• Established Infosys Leadership Institute (ILI) for the same
• Open Door Policy & Continuous Sharing of Information
• Inputs from the Employee in Decision Making
2.2.1. Management/leadership style
Birlasoft has a participative leadership style. Through a participative leadership style,
Birlasoft is able to engage and involve its employees in decision-making processes and
managerial decisions. This also allows the leadership to regularly interact with the employees
and different managerial groups to identify any potential conflicts for resolution, as well as
for feedback regarding strategic tactics and operations. Through its participative leadership,
Birlasoft is able to enhance employee motivation, and increase organizational
commitment and ownership
amongst employees as well as other stakeholders.
2.2.2. Effectiveness of leadership style
The participative leadership style is highly effective in achieving the business goals and
vision of the organization. Employees feel to be active members of the organization who are
valued for their suggestions, feedback, and input. Moreover, through participative leadership,
leaders and managers are able to identify current and potential conflicts within the Tata
Consultancy Services organization, and actively work to resolve them as soon as possible.
2.2.3. Cooperation vs competition – internally

With its supportive and encouraging organizational culture, Tata Consultancy Services gives
way to internal collaboration and cooperation between employees, systems, teams, and
departments. This cooperation and collaboration at Birlasoft is important since its operations
are spread globally, and also because tasks and responsibilities within the company often
require inter-departmental feedback and input. Moreover, with increased expansion, and
synergy, the business also regularly forms project teams – which function effectively because
of the cooperative and collaborative culture within the Tata Consultancy Services
organization.
2.2.4. Team vs groups
Birlasoft has effective and functional teams and works with them internally to achieve its
various business goals and objectives, and complete tasks. The company’s management is
encouraging and supportive, and the leadership provides a motivating and pragmatic vision
toad achieve. The human resource management system, as well as the organizational training,
supports all employees in their growth fairly and transparently. This leads to effective team
formation instead of nominal groups within the organization for various projects, as well as
department-specific tasks and roles.
2.3 STAFF
• Focuses on Quality of Human Resources n90% of the Workforce are Engineers
• At the Entry Level, Birlasoft Hires Candidates with Superior Academic
Record, Technical Skills and High learn ability
• Spends 3% of revenue on Up gradation of Empoyee's skills
2.3.1. Employee skill level vs business goals
Birlasoft has a sufficient number of employees employed across its global operations.
Employees for different job roles and positions are hired internally as well as externally –
depending on the urgency and the skill levels required. Based on this, it is seen that Birlasoft
has employees who are skilled as per the requirements of their job roles and positions. All
employees are given in house training to familiarize themselves with the company and its
values. External training along with in-house training is provided for skill level enhancement.
2.3.2. Number of employees

Birlasoft has employed a large number of employees. The number of employees varies from
country to country as per the requirements and needs of the business and operations. The
global team of Birlasoft is an inclusive one that accepts, and encourages diversity, and works
in synchronization with members to ensure attainment of business goals. The team members
and employees are the most important part of business success for Birlasoft.
2.3.3. Gaps in required capabilities and capacities
Birlasoft has a well-defined system for identifying potential needs of capabilities and
capacities for the organization. The human resource function of the business has a systematic
process that aligns all other departments to identify potential vacancies or skill gaps. Based
on the nature of the need, the human resource department arranges for recruitments which
may be permanent or contractual in nature, as well as arranges training sessions if need be for
the current workforce.
2.4. SKILLS
2.4.1. Employee skills
Birlasoft has a commendable workforce, with high skills and capacities. All employees are
recruited based on their merit and qualifications. Birlasoft prides itself on hiring the best
professionals and grooming them further to facilitate growth and development.
2.4.2. Employee skills vs task requirements

Birlasoft has defined tasks and job roles and hires and trains employees for skill levels
accordingly with respect to those. The company ensures that all its job requirements are met
and that employees have the sufficient skills to perform their respective jobs in accordance
with the values and culture as well as the business goals and strategy of Tata Consultancy
Services.
2.4.3. Skill management

Birlasoft particular attention to enhancing the skills and capacities of its employees. It
arranges regular training and workshops – internally as well as externally managed- to
provide growth and development opportunities for its employees.
2.4.4. Company’s competitive advantage

The human resource is one of the core competitive advantages of the company. The skills of
employees are developed specifically for job roles and requirements at Birlasoft and provide
a competitive benefit to the company – where players cannot imitate employee skills or
training. This creates a unique and non-substitutable competency for Birlasoft.
COMPARATIVE TABLE
Parameters Company 1 Company 2 Company 3

Name of the enterprise Bosch eClerx Birlasoft
Year of Establishment 1886 2000 1990

No. of Present 395,000+ 8500+ 10,000 employees
Employees
A brief profile of Volkmar Denner has been chairman Anjan Malik is a Co-founder and the Dharmender Kapoor is CEO of
CEO/CMD the board of management of Robert Executive Director of eClerx’s birlasoft. DK comes with 30 years
Bosch GmbH and a limited partner o onshore subsidiaries. Anjan holds an of experience in the IT industry and
Robert Bosch Industrietreuhand KG MBA from The Wharton School of is recognized across the industry as
since July 1, 2012. His responsibiliti Business, University of Pennsylvania a thought leader. DK co-owns
include corporate strategy, corporate (USA) and a Physics degree from patents around Cloud and Digital.
communications and governmental Imperial College, London (UK). Dharmender joined Birlasoft from
affairs, and real estate and facilities. HCL Technologies where he was
heading Business and Technology
Transformation Services.
Total Share capital 29.49 crores 7749.15 Crores
Present Shareholding Promoters- 70.54% Promoters- 53%

Pattern Public- 29.46% FII- 19.09%
DII- 15.74%
MF- 14.92%
Others- 11.36%
65 | P a g e
Total Sales Turnover 9718.03 crore Rupees 1197 Crores Rs. 10,788.69 Million.
including Export value
Board of Directors/ VK Vishwanathan, Bernhard Straub Pradeep Kapoor, Independent Alka Bharucha, Independent
Management Profile Bernhard Steinruecke, Peter Tyroller Director, Alok Goyal, Independent Director, Amita Birla Chairman,
Bhaskar Bhat, Hema Ravichandar, Director, Biren Gabhawala, Anant Talaulicar, Independent
S.V. Ranganath, Independent Director, Srinjay Director, Ashok Kumar Barat,
Gopichand Katragadda, Sengupta, Independent Director, Independent Director,
Shailesh Kekre, Independent Director Chandrakant Birla, Director,
Chandrasekar Thyagarajan,
Chief Financial Officer,
Dharmander Kapoor, Managing
Director & CEO, Nandita Gurjar
Independent Director, Sneha
Padve, Co. Secretary & Compl.
Officer
Major Competitors in Wood, Continental, Parker Hannifin, Konecta, Cerved, Convergytics Affle India, Intellect design, Zensar
major business/es Siemens, Honeywell and Whirlpool. Tech
Annual Growth Rate -18.08% 49% 410.60 INR+336.60 (459.84%)past

5 years
No. of Subsidiaries 11 Subsidiaries 2 Subsidiaries and 6 Branches 24
(Plants/Branches)
Company Headquarters Gerlingen, Germany Mumbai Pune
Market Share in each N/A N/A

product
Mergers and Acquisitions of Bosch includes ProS
Acquisitions, Joint Telex Communication, Inubit, alth H eClerx is planning to buy a 100% stake
Ventures & Network, SPLT. Joint ventures of in Eclipse Global Holdings Ltd
Strategic Bosch includes the Joint venture of
Alliances/Tie-Ups Bosch and BASF for digital
technologies in the agricultural secto
Tie Ups of Bosch includes a tie up
between Bosch and Godrej and Siem
Home Appliances group for product
development.
Diversification and - eClerx deals in 3 main services

other businesses Customer Operation, Digital and
Financial Markets
Nature of Business & Bosch is a leading supplier of eClerx provides business process Birlasoft is a multinational
main business & technology and services in the areas management, automation and Information Technology services
other businesses Mobility Solutions, Industrial analytics services to a number of provider.
Technology, Consumer Goods, and Fortune 2000 enterprises,
Energy and Building Technology. ... including some of the world’s
The company has their presence in leading financial services,
three business sectors, such as communications, retail, fashion,
Automotive Technology, Industrial media & entertainment,
Technology and Consumer Goods an manufacturing, travel & leisure,
Building Technology. and technology companies.
Product profile Bosch has a wide variety of products eClerx is mainly into providing Birlasoft provides digital and
which is classified into Mobility services related to business information technology consulting,
products, Products for home, process management, change services, solutions and products for
management, data-driven insights organizations across industries,
and advanced analytics powered worldwide.
by smart
Products for industry and trade. automation. The industries they
serve to includes financial
services, cable and
telecommunications, retail,
fashion, media and entertainment,
manufacturing, travel and leisure,
software, and high-tech.
No. of Patents/ Patent- around 77,000, eClerx does not have any patents
Trademarks/ Trademark- 800 registered. It has 3 copyrights
Copyrights Roboworx, eClerx, eClerx markets
and FLUiiD4 registered trademark.
Market capitalization in 45,089 crores eClerx has a market capitalization 404.05 Crore INR
India or abroad of 7794 crores as on 20th July 2021
Latest Launch of Truemixx range They have a RPA product called April 13, 2021- Birlasoft launches
Products [2017-19] RoboWorx but it is not clear as Pega® Center of Excellence to help
to when it was launched. customers drive CX and automation
programs with AI-led technologies
CSR [Corporate Social CSR by BOSCH includes many eClerx has created a branch named Birlasoft's Community initiatives
Responsibility] activities such as Vocational training as eClerx cares exclusively for policy is based on "Triple Bottom
Initiatives/Philanthropy. known as BRIDGE (Bosch’s Respon CSR. Children rights and Line Theory" which focuses on the
to India’s Development and Growth education are a core part of their economic , social and environment
through Employability Enhancement CSR activity programme. They sustainability. Individual Social
Health, Hygiene and Education and collaborate with NGO to widen Responsibility is the main
Neighborhood Projects such as maki the reach of their efforts. component of Birlasoft's
school toilets in Bangalore and provi Community initiatives practices.
clean and safe drinking water in
Rajasthan
Total Size of Balance Total Assets- 14,764.28 crore, Total Assets- 3670.19Cr Total Assets- 5,169.39Cr
Sheets of 3 years [Total Total Liability- 14,764.28 crore Total liability- 3670.19Cr Total Liability- 5,169.39Cr
Assets & Total
Liabilities]
Corporate Governance N/A eClerx as a company faces 4 major No

Issues at company [if corporate governance issues:
any]
 Inefficient use of
shareholder funds- ROE is
declining in the last 2 years
 Inefficient use of assets to
generate profits
 Companies with a growing
cost year of year (YoY) for
long term projects
 Big deal (Insider and
SAST) sells last month
greater than 1% of total
shares.
Global On Fortune’s Global 500 list, Bosch Company is not ranked in DQ Top20: Meet India’s Top 100
Ranking/Country also ranks among the top 100 FORBES global ranking list. IT Companies- rank:68
Ranking [Such as companies, having moved up to 76 i
Fortune 2018 from 87 in 2017.
List/Forbes List]
Litigations, if any. N/A One of eClerx’s clients in the US No
was supposed to pay eClerx bills
worth $1 million had filed
bankruptcy in a New York Court.
eClerx was earning around 13% of
their total revenue from this client
which was among their top 5
customers.
Number of awards BOSCH has received many awards an They have won 20 awards since 2014. 10 mentioned above
and recognitions a few of them are FFE Recognition fo
Contribution to the Scholarship
Ecosystem-2019, ISO 27001
Certification, CES® 2018 Smart City
Innovation Award - Bosch Climo,
Engineered in India Product of the Y
2021 – Bosch Phantom etc.
Marketcapitalization N/A 20th July 2021 (Current): 7794 N/A

in case of listed Crores
company last 3 years 1st Jan 2020: 2431 Crores
1st Jan 2019: 4916 Crores
CHAPTER V
CONCLUSION
n has been done on the company’s founders, backgrounds, achievements, market share, financial standing, organizational s
71 | P a g e
REFERENCES
 https://www.birlasoft.com/sites/default/files/resources/downloads/investors/annua
l-reports/annual-report-2019-20.pdf
 https://economictimes.indiatimes.com/birlasoft-ltd/yearly/companyid-4471.cms
 www.birlasoft.com
 www.bosch.com
 www.eclerx.com
 www.moneycontrol.com
 www.essay48.com
 www.hindustantimes.com
 www.crunchbase.com
ANNEXURE
1. Ashutosh Nayak
20111508
[email protected]
2. Madhwaraj Kulkarni
20111527
[email protected]
3. Shrea Sharma
20111553
[email protected]

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INDUSTRY REVIEW PROJECT

Submitted in partial fulfillment of the requirements for the award of the

SHREA SHARMA (Reg. No. 20111553)

Under the guidance of

School of Business and Management

Place: Pune, Lavasa

Place: Pune, Lavasa

Place: Pune, Lavasa

Date: (Reg. No. 20111508)

Place: Pune, Lavasa

Date: (Reg. No. 20111527)

Date: (Reg. No. 20111553)

Place: Pune, Lavasa

Place: Pune, Lavasa

Chapter I- Industry Profile Page no.

 Major Players and their market shares ……………………………… 12

 Industry growth rate and turnover …………………………………… 13

 Govt. Regulations/Policies ……………………………………………… 13

 History/ Founders’ profile …………………………………………… 15

 Product profile ………………………………………………………… 15

 Client profile …………………………………………………………… 18

 Present market share ………………………………………………… 18

 Future strategies ……………………………………………………… 19

 Financial Information ………………………………………………… 22

 History/ Founders’ profile …………………………………………… 25

 Product profile ………………………………………………………… 26

 Client profile …………………………………………………………… 34

 Present market share ………………………………………………… 34

 Future strategies ……………………………………………………… 35

 Financial Information ………………………………………………… 35

 History/ Founders’ profile …………………………………………… 39

 Product profile ……………………………………………………… 40

 Client profile ………………………………………………………… 41

 Present market share ……………………………………………… 42

 Future strategies …………………………………………………… 42

 Financial Information …………………………………………… 43

 Methodology of data collection …………………………………… 44

 McKinsey’s 7S Model …………………………………………… 46

 McKinsey’s 7S Model …………………………………………… 53

 McKinsey’s 7S Model …………………………………………… 57

 Supply chain tiers of auto ancillary industry

 Growth of auto ancillary industry

MAJOR PLAYERS AND THEIR MARKET SHARES

Below are few infographics showing performance in 2019-20:

 Year over year growth

1.2 Bosch Automotive Aftermarket

1.5 eBike systems

2.1 Garden tools

2.2 Heating and hot water

2.3 Home appliances

2.4 Power tools for DIY enthusiasts

3.0 INDUSTRY AND TRADES

3.1 Business process outsourcing (BPO) solutions

3.2 Drive and control technology

3.3 Energy and Building Solutions

3.4 Large thermal plants and system solutions

3.5 Power tools for professionals

3.6 Safety and security solutions

3.7 Software solutions

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