recruitment process

Wel Come All

Recruitment

Presented By

ARABINDA DAS

What is Recruitment?

Recruitment refers to the process of attracting, screening, selecting, and on boarding a qualified person for a job. In other words to find out the best fit match for the best fit position with suitable criteria.

Recruitment cycle

Job Description

Job descriptions are written statements that describe the

Roles, responsibilities, Duties.Company Name & Address with websiteContact Person & Contact NoNo. of requirementJob titleDepartmentKey Responsibility areas

Preferred locationAlternative locationEducationExperienceBehavioral traitsOther skillsSalary rangeExpected starting dateOther comments:

Organizational Structure

Of

Wipro

© 2010 Wipro Ltd - Confidential

Wipro IT Business

Organization Structure

© 2010 Wipro Ltd - Confidential9

Wipro Limited

CHAIRMAN WIPRO LIMITED

Azim Premji

Joint CEO, IT Business

Suresh Vaswani

Joint CEO, IT Business

Girish Paranjpe

Human Resources

Pratik Kumar

Finance

Suresh Senapaty

Wipro Consumer

Care & Lighting

Vineet Agrawal

Wipro Infrastructure Engineering

Anurag Behar

Wipro Eco Energy

T K Kurien


SBU/Verticals Service Lines

IT Business Organization Structure

ChairmanAzim H Premji

Joint CEO Suresh Vaswani

Joint CEOGirish Paranjpe

SBU/Verticals

Manufacturing NS Bala

Energy & UtilitiesA Padmanabhan

Retail, Consumer Goods,

Transportation & GovtB M

Bhanumurthy

Wipro Infotech Anand Sankaran

Finance SolutionsSoumitro Ghosh

BTS(FS)

K R Sanjiv

Service Lines

EASSangita

Singh

TISDeepak

Jain

Testing ServicesGangadharaiah C P

BPOAshutosh

Vaidya

BTS(ES)Srinivas

Pallia

Global Consulting

Kirk Strawser

TechnologyG K Prasanna

Product Engineering

ServicesAyan Mukerji

Global Media & Telecom

Mark Fleming

Healthcare & ServicesRajiv Shah


IT Business Functional Structure

Functions

Azim H PremjiChairman

Functions

Chief MarketingOfficer

Rajan Kohli

Chief Quality Officer

Jagdish Ramaswamy

Chief Financial Officer*

Manish Dugar

Functions Head - Talent Acquisition*Pradeep

Bahirwani

Head –TED*Saurabh Govil

Functions

CIO Office & Operations

Laxman Badiga

Chief Technology Officer

I Vijay Kumar

Chief Global Delivery Officer

S Deb

Joint CEOSuresh Vaswani


Exec VP – FinanceSuresh Senapaty

Exec VP – HRPratik Kumar

Chief Strategy Officer #

Lakshminarayana K R (Lan)

*- these positions will have functional reporting to respective Function Heads and business reporting to Joint CEOs

# - this position will report into Suresh Senapaty for M&A and to the Jt. CEOs for Strategy

Strategic External Innovation

V. R. Venkatesh

Global Sales & Operations

Martha Bejar


Business Units


* For Service Function Org. Structure – Pl show BU / SL / Geo Alignment in the same format

Energy & Utilities SBU

Anand Padmanabhan

Vertical Head- EnergyDayapatra Nevatia

Vertical Head- Utilities Arun Krishnamurthi

PD Contact Energy Somnath Ghosh

Offshore USUtilities A/csSrinidhi G S

Onsite PDUK A/cs

Debashish Naik

Europe Shell

Brian AllattAmerica

John Gustafson

Thames/ WWU Npower/SW/ NGN

Sahadev Singh

BFM Pradeep Sriram

TEDAmit Kumar Badkas

SQA Baskar Seshasayee

Service Functions

SBU Function Team

TW,SWsNpower

Ranga Sarat

ShellHarish S

BPSuresh B

Presales Utilities

Hariharan KOther

Energy Srinidhi GS

SBU Function Leaders

Verticals

Operations & Delivery

E R Chandramouli

Domain Competency & Strategic Initiatives

Subbi Lakshmanan

UK & US Utilities

A/csRavi Praksah M

BPSamiron G

Program DirectorOrigin

Manoj V

Field Force Sales

Head Energy Competence ,

presales, new GEOS & alliances

Arjun R

Energy and Utilities

Strategic MarketingAravind Kamath

Other Energy A/Cs

Rajaram S V


US SalesSimon Philips

SDH Securities & WTSVishwas Deep

Finance Solutions

Soumitro GhoshBU Head – Finance

Solutions

Girish S ParanjpeJt. CEO – IT Business

Global Head BankingSriram Srinivasan

Global Head SecuritiesRavi Krishna D

COORamesh Nagarajan

Non Linear Initiatives Kalyan Roy

US SalesSanthosh G

Nair

Europe SalesAngan Guha

New InitiativesRamesh P

Domain / SIRavi Kiran / Ashok H

Domain / SIMandar Joshi

SDH BankingKesava Moorthy

SDH InsuranceRajiv H K

TPGVijayakumar K K

Solution DesignGururaj L

Solution DesignSrikanth Namburi

BAS HeadMike Blum

BFMAneesh Garg

Risk & ComplianceS Mohan Rao

TEDIsaac

George/Sarika Pradhan

QualityV S Rajeev

KMRajendhiran

APAC SalesRemko Jacobs

MarketingNimisha Jashnani

M & AGopi Krishna

Talent Acquisition

Kanica Lalvani

CitiTBH

Global Head InsuranceAjoy Menon

Domain / SIUddipan B

Solution DesignMukund Tumkur

BAS HeadTBH

US SalesWayne Fialo

UBSRamesh S

ZFSSridhar C

NMutual/Hartford

TBHCredit Suisse

TBH


Global Media & Telecom

Mark D Fleming SBU Head

Vertical Head 1Communication

Anil K Jain

Vertical Head 2 Media

Stephen Snyder

Vertical Head 3Telecom / Integrated Services

Subrahmanyam P

Head SalesEurope

Jack Smies

Head SalesAmericas

Sanjay Dhar

Joint CEOGirish P

Service Functions

Field Force Sales

Verticals/ Delivery Structure

BFM Ashish Chawla

Talent Engagement & Development

Dhirendra Nath

Strategic MarketingShatrughan Yadav

COO (Delivery / Integrated servicesSubrahmanyam P


Service Functions

Client Solns HeadAbhijit Ghosh

SQA ManagerManjunath Ramaiah

TEDAmit Badkas

BFMRanjith Doshi

SVP & Head – Healthcare & Services SBURajiv Shah


KMSatheesh

ServicesTBD

Infocrossing IHSCliff Carroll

PESManimaran Rajakannu

BPORanjana Maitra

Solution Architect Mukulika Ghosh

Service Lines

Pre SalesManish Mehta

DevicesTBD

Practice HeadLalitha Amancherla

Head SalesEurope

Malay Joshi

Head SalesAmericas

Arnab Bag

HCITIndia & ME

Harbir Singh Sawhney

Onsite Presales HeadPrabhakar Ram

Practice Head PayorSreevatsa Sahasaranam

Practice Head ProviderTBD

Alliance ManagerTBD

Delivery HeadPrem Ramachandran

CEMAdithya Bhatia

Delivery Heads

Solution Delivery HeadSyamala Lanka

Vijayraghavan Srinivasan

Operational Excellence• Training

•Competency development, • Staffing

Satya Medavie

KavithaServices

Delivery Head- Healthcare

Prem Ramachandran

Vertical Head- HealthcareRaman Sapra

Delivery HeadSiva Kumar Potnuru

Delivery Head- Devices

Siva Kumar Potnuru

Healthcare & Services


Manufacturing

Manufacturing and PharmaN S Bala

Solution Delivery HeadSuresh B

PharmaSrinivas Rao R

Industrial ManufacturingHari Menon

High tech and Consumer Electronics

Ramakrishnan R

Process and PBHarsha Lal

Head SalesEurope

Paul Neal

Head SalesAmericas

Malay Verma

Head SalesJapan

Gopa Kumar


Service Functions

Field Force Sales

Delivery Structure

BFM Raghavendra

Jha


Shreyans Solanki

SQA ChandraSekha

r V

Strategic Marketing

Rohit Srivastava

Knowledge ManagementSatheesh S

Auto ,Aero & DefenseGopinathan Padiyath

PLMRam Walvekar

MESSuresh Nair

EIGAmarnath A

Transition MgtMakarand T

Verticals Structure

DH – AutoSrinivas T

DH – Auto – GMPremchand M

DH - HCESubramanyan A

DH – Process & PBNarayan Katti

DH - IMVenkatesh N

Head - SSAGMadhavan S

DH - OperationsRajeev K


RCTG

SBU HeadRetail, Consumer Goods, Transportation

& GovernmentBhanu Murthy

Vertical HeadRetail - Americas & Japan

Hari Shetty

Vertical HeadRetail - EuropeMike Davies

Vertical HeadConsumer Goods

Somjit Amrit

Vertical HeadGovernment US & UK

Umesh

HeadBusiness Advisory

ServicesMani

Subramaniam

HeadIndustry Solutions & Technology Group

Vivek Venugopalan

HeadBPO ServicesManohar M

HeadCompetency CentresSrikanteswara S

Head SalesRetail Europe

TBD

Head SalesConsumer Goods,

Transportation Europe

Vivek Sharma

Head SalesAmericas Sid Nair

Head SalesJapan

Raju San

Head SalesAPAC

Manoj Nagpaul / Sameer Satpute

Head SalesCanada


Service Functions

Field Force Sales

HeadSolution Definition

Madhavan Seshadri

HeadAnalyst, Alliances

TBD

HeadDemand GenerationSrikanth Sivaraj

HeadGlobal Delivery & Operations

Vinod Kumar

SBU Functions

SBU Functions

Verticals

BFM Deepak Kaushik


Amrita Samuel

SQA Murughan

Kulandaivel

Strategic MarketingTBD

Knowledge Management

Raju Ramakrishnan

Vertical HeadTransportationAnurag Seth

Vertical HeadGovernment –APAC

Kannan N

Head SalesChina

HeadSBU Special Programs

Ravimani V

Head Commercial &

ContractsTBD

HeadEmerging Market

Kannan N


Technology

TechnologyG.K. Prasanna

Mansoor Ahmed SyedStorage & ISV Vertical

Pavan Goyal Computing, Peripherals &

Consumer Electronics

Ganesh KrishnamurthySemiconductor

Head SalesEurope

Malay Joshi

Head SalesAmericas

Vasu Sarangapani

Head SalesJapanTBH

Head SalesIndia & ROWCoumarane Packirisamy


Service Functions

Field Force Sales

Verticals Structure / Delivery Structure

BFM Navneet

Khandelwal


Priyanka Sudarshan

SQA Raju R

Strategic Marketing

TBH

Rajeev Kumar PathakIT Services Practice

Siby AbrahamService Delivery Head


Wipro Infotech

* Dual reporting also to WT leaders

Anand SankaranSr VP and Head – India and

Middle East

Head – Services BizAchuthan Nair

Head – WS&TAshok Tripathy

Head – TOSGaurav Chadha

Head – BSDSairaman J

Head – ConsultingL Ramanath *

Customer Relationship Group

& New Verticals

Anurag M

Head - Telecom Vertical

Anil K Jain *

Head - Gulf

Pinaki Kar

Head – KSA & WAL

Durga Prasad Y

Head of Govt Vertical -

Ranbir Singh

Suresh VaswaniJt CEO – IT business

Service Functions

Go To Market teams (Sales)

Head – IS & Admin CV Kamat

Head – People

functionsJoseph John

Head – BusinessFinanceSatish

Srinivasan

Head - BD & InnovationMukund S

Head – Quality

Shreeshan R

Head – EPD /TISVikas Srivastava

Head – Defence VerticalPSGP *

Head – Legal,

Manoj Jain

Head - ISDSuprio

Sengupta

Business Units


Service Lines


BTS-ES

BTS(ES)Srini Pallia

Practice Head 1BTS(ES)BC3

Jayakrishnan S

Practice Head 2 BTS(ES)EBI

Hari Kishan Burle

Practice Head 3BIIM (RCGT ,E&U)P Srinivas Rao

Practice Head 4BIIM(MFG&HCS)Prasad Shyam

Practice Head 5Microsoft Practice

Chandrashekar S

Head SalesEurope

Anil Rebello

Head SalesAmericas

Hiral Chandrana

Head SalesAPAC / JapanSudhir Nair

Head SalesCanada

Hiral Chandrana


Service Functions

Field Force Sales


BFM Giridhar Bhat


Suvro Raychaudhuri

SQA Sukumar

Strategic MarketingNaveen

Chandrashekar

Knowledge ManagementMadhav G S

Practice Head 6Enterprise Solutions &

ArchitectureTBD

SDH - Delivery and Operations

P. Srinivasa Rao

Multi-practice & Demand Generation

Prasad Shyam

Consulting ServicesDR. Uday Bhaskar

Head- Global Alliances And Strategy

Sudhir Kumar Nair


BTS (FS & TMT)

BU Head, BTS(FS&TMT)K R Sanjiv

Joint CEOGirish S Paranjpe

Practice Head ESS

Prasenjit Saha

Practice Head DWH & E mobility

Pawan Kumar

Practice HeadMSBU

Manoj Kumar Rai

Practice HeadPCM

Shridhar Rajgoplalan

Practice HeadPPMS

Sunil Anand

Customer ExperienceTheme Head

Gopalakrishna Bylahalli

Practice HeadBPM & SOA

Krishnakumar Menon

Service Delivery HeadBPM & SOA, PCM & MSBU

Sujatha Visweswara

Service Delivery HeadDWH & ESS

Arup Banerjee

Architecture Function HeadEAC

P V Sridhar

Head SalesAmericas

Open

Head SalesAPAC

Arnab Ghosh

Head SalesEurope

Mark Payne

BFM Paluk

Khanna

Strategic MarketingNaveen

Chandrasekar

SQA Gokul PS

TEDIsaac V GeorgeNatesh Selvaraj

Practice Structure Delivery Structure Field Force SalesService Functions


EAS

Global Delivery OrganizationTBD

Sales USSenthil

Sales EuropeStuart Abott

Sr. Vice PresidentSangita Singh

Service Functions

Field Force Sales

Delivery Structure

BFM Gaurav Kedia

Talent Engagement & Development -

TBD

QualityTBD

COEG S Nathan

Talent AcquisitionRuby Lalla

SAP 1Raja Ukil

ORACLELangbert Walker

CRM, SCM, MSC S Swaminathan

People Soft, JDEPreet Takkar

SAP 2Amitava Sharma

OTArnab Chaudhary

People Engagement& Business Support

Mohit Agarwal

SAP AllianceVaibhav Gomkale

Oracle Alliance, PDG and Sales Analysis

Arup B Chakroborti

OperationsTBD

BTTBD

TrainingTBD

Sales APACMd. Haq (Just Hired)


PES

SBU NameAyan Mukerji

Vertical Head 1Cluster Head-MAC &

Gaming, DSPNagamani

Vertical Head 2Aerospace &

Defense Sumonta M

Vertical Head 3Automation

PracticeSudhi Bangalore

Vertical Head 4HPIPG +

Peripherals + TPPRaghavendra K M

Vertical Head 6SnS Cluster

Vasudevan A

Head SalesEurope

Senthil M

Head SalesAmericas

Vinay Rawat

Head SalesJapan

Soumya Bhattacharya

Head SalesAPAC

Kuttappa B


Service Functions

Field Force Sales

BFM Amit Bajoria

Talent Engagement & Development Debashish Chatterjee

SQA Rajashekhar

Sharma

Strategic MarketingSumonta

Mazumder

Knowledge Management

TBD

Vertical Head 5Medical Devices

Manimaran R

Vertical Head 4HPC, CloudPractice &

SolnsSajjad HK

Vertical Head 4Vertical Solutions for

MFG,E&U & RCTGAmitava Bhattacharjee

Vertical Head 4EDS

Dr TS Krishnamurthy


Solution Delivery Head Cluster 1

Anup Kumar Sureka


Vijayakumar Kabbin


Prasad V Bhatt

Recruitment and OPS ,Risk office, Non-linearity,

Windows Emb. allianceRamesh Sethuraman


Testing Services

Testing ServicesGangadharaiah C P

Kumudha SridharanTMT Testing

Arun Kumar Singh FS Testing

Vivek BhasinES Testing and

Practices

Saikrishna DarbhaSDH

Head SalesEurope

Monish Mishra

Head SalesAmericas

Ajay Kumar

Head SalesJapan

Vittal Vashist N

Head SalesAPAC

Vittal Vashist N

Head SalesCanada

Ajay Kumar


Service Functions

Field Force Sales


BFM Sunil Jaiswal


Shalini Macaden

SQA Thomas George

Strategic Marketing

Sanjay Seth

Innovation CentreMahesh V


TIS

TISDeepak Jain

Balakrishnan RamaniTSS and GSI

Ayush MIttal Managed Services

Prasenjit Saha#MSS

DeliverySanjesh Gupta K

Head SalesEurope

Ian Ordish

Head SalesAmericas

Sanjeev Gupta

Head SalesJapan

Vikram Chandna

Head SalesAPAC

Sriprakash Mishra


Service Functions

Field Force Sales


BFM Deepak

Chandran


Subramani BT

SQA Anand

Prakash

Strategic Marketing

Sureni Rout

ResourcingThomas Anand

Talent AcquisitionRajesh

Chandran

# Prasenjit rolls up to BTS-FS, so not covered in this document


Azim H PremjiChairman – Wipro Ltd

Suresh VaswaniJoint CEO – Wipro Technologies

Girish ParanjpeJoint CEO - Wipro Technologies

Ashutosh VaidyaHead – Wipro BPO

Go-To-Market Organization

Tapan BhatTechnology, TSP, TEP,

Media & Communications

Ramit SethiFinance

Solutions

Nagendra P Bandaru

GEO Sales Team

Saragur Srihari Retail, CPG, Services (RCS),

Manufacturing, Healthcare & Life Sciences (Mfg – HLS)

Global Delivery Organization

Harsh BhatiaTechnical Helpdesk

Srijit RajappanCustomer Service

Puneet Chandra Corporate Business Services

(F&A, HR, Procurement)

Ramit SethiFinance Sols.

(KPO, LPO & Securities)

Sanjeev BhatiaInternational Operations

Nithya Ramkumar Process Platform

Service Functions

Praveen KamathTalent Acquisition

and Employee Branding

Alok JainTT COE, CSD, CWFM & Ombudsperson.

Atul KapoorInformation

Systems

P C JainInfrastructur

eMgmt. Group

Keyur ManiarTransition

Arun MadanControllership & Facilities Mgt.

Subhasish BiswasRisk Management

& Compliance

Devender Malhotra

Quality and CAG

Manoj JaiswalBusiness Finance &

Pricing

Richa Tripathi Talent

Engagement & Development,

SLD

Keyur Maniar

Energy & Utility

Hoshedar N ContractorIMG, IS, Wividus, CWFM, TAEB, TT

COE

Hoshedar N Contractor

Transportation

Wipro BPO


WCS HeadKIRK STRAWSER

Regional HeadEurope

Roop Singh

Regional HeadJIMEA

Ramanath L

Practice HeadEnterprise

ArchitectureDr. Udaya Bhaskar

Practice HeadProcess Excellence

Rajeev Mendiratta

Regional HeadUSA

Christopher Rooney


Service Functions

Practice /Geography Leaders

BFM Sathish

Raghunathan

TED Nikita Lochub

Strategic Marketing

Manideepa Dasgupta

Shared ServicesVasudev Murthy/ Ron

Hardy

Practice Head IS GovernmentMuralidhara

Honnur

Wipro Consulting Services


Functions


Strategy, M&A

CSO Lakshminarayana K R

M&A LeadSridhar Srinivasan

Strategy & M&A lead for Tech/FSPramod Idiculla


Supriti BhandaryHR Lead for M&A

Sailesh MenezesTED

Strategy LeadAjay Bhaskar



Chief Information Officer

CIO Laxman K Badiga

Vice PresidentInformation Systems

Kenny Kesar

General Manager IT Management Group

R Srinivasan

CPOGlobal Procurement

Nagarajan A

CMOMaterials & Logistics

Harsha Kestur

General ManagerPhysical Security & IRMC

Gopal P Choudhary

Europe Ramesh Phillips


Service Functions

Global Operations

Function Heads

BFM Gowri

Shankar

TEDSailesh A J Menezes

SQA Sugathan R

Executive Secretary

Thanuja Michael

Knowledge ManagementAnjali Koli

Vice PresidentFMG

Ram Ramakrishnan

Vice PresidentTravel & TicketingSekar Sankaran

General ManagerOOC

M V Nayak

General ManagerICG

Suman Chakravarthy

General ManagerLeasing

Raghunandan

Head Land & Real Estate

V R Ganesh

Function HeadsOnly 4 team

members will be with IT

business. Others

move to WEEUSA

Sridhar RamasubbuAPAC/Australia /Japan

TBH


Chief Technology Officer

CTO Vijayakumar I


Anant C DCT- Tech

GS Nathan CT-EAS

Subbi Lakshman

CT- E&U

Mukundan SCT- WI

Sudarshan Murthy

Lead Research Analyst

Ram Prasad KRCentral CT

Rajesh Mishra

Hrishi Mohan Innovation Catalyst

Nitin Narkhede,CT-

Field Engagement

Ashim K GhoshGreen Tech Consultant

Soundaram SPMO

Vikesh MehtaLead Innovation

Catalyst

Jack StoryCTO Ifox


FP & A

Jatin Dalal-E&U, H&S,

Mfg, UK & Europe

Deepak ChandranTIS/ Tes

Deepak KaushikRCTG, WCS

Suresh Senapaty

Sridhar R Geos

Manish Dugar

Gaurav KediaEAS

Ravi Kiran VadapallyGDO/ CIO/PES/

Tech/FPA

Manoj Jaiswal- WBPOShivakumar RInfocrossing

Giridhar Bhat- BTS ES

Aneesh GargBTS FS&TMT/FS

Satish SrinivasanWI

TED/TA/TTMurugesan V

TEDSailesh M

MQPraful Ingle


Global Delivery Organization

GLOBAL DELIVERY ORGANIZATION

SAMBUDDHA DEB

SDH 4TIS + IFOX + ISD Thandavamurthy

SDH 2 Testing

Saikrishna Darba

SDH 3 EAS

Raja Ukil*

SDH5RCTG

T V Vinod Kumar

Joint CEOName

Service Functions

Delivery Structure

BFM RaviKiran Vadapally

TED Sailesh Menzes

Central Engineering Venkatesh

Hulikal

TED People Initiatives

Sachi Krishana

Talent Transformation

Selvan D

SDH6HLS

Symala Lanka

SDH 1FS + BTS ( FS/ TMT) Ramesh Nagarajan

SDH 8 BTS ( ES)

P Srinivasa Rao

SDH 9GMT

Vishwas Santurkar

SDH10, 11 PES

Anup Kumar Sureka Vijaya Kumar Kabbin

Delivery Structure

Center Head 1Chengdu

Suchira Iyer

Center Head 2Atlanta & Mexico Suraj Prakash

PGM- US

Judith

PGM Europe Steve

Delivery Structure- Near Shore Center/ Program Management Center Head 3

Philippines & Romania Sanjiv Bhatia

Service Functions

CSFA R Ramesh

Non Linearity Suryanarayana

Valluri

SDH 12VLSI

Prasad Bhatt

SDH 13Telecom EquipmentRavishankar G S

SDH 14 Technology

Siby Abraham

SDH 15Energy& Utilities

Chandramouli E R

Delivery Structure BPO Harsh Srijit

Puneet

Competency Group

Ramki Krishnan

SDH 7Manufacturing Suresh Bala


Geo Sales & Operations

President – Global Sales & Operations

Martha Bejar

IFOXSameer Kishore

MicrosoftK D Singh

Govt. RelationsMelanie

Carter-Maguire

Productized SolutionsSanjay Gupta

Jt. CEOSuresh Vaswani

CSO – APACRajat Mathur

CSO – US & Canada

Manoj Punja

CSO – EuropeJeff Jalil

CSO – JapanHiroshi Alley

CSO - LATAMTBH

Field Force Sales

Finance & OperationsSridhar R

MarketingRahul

Kadavakolu

Talent AcquisitionJackie Lewis

TEDSantosh

Karagada

Service Functions

Alliances & Specialist Groups

CiscoJyotirmayi

EMCMansoor A Syed

Quality & Op. Excellence

Bharadwaj H B

GPT & Sales ProcessRamakanth Desai

Sales Head - BPO

Nagendra Bandaru


Mission Quality

CQOJagdish Ramaswamy

Wipro Technologies

Wipro Infotech

Shreeshan R

FS & BTS FS&TMT

Rajeev v s

Service LinesGanesh Arunachala

Service Functions

Sugathan Ramasubramanian

CMT,PES,EDS,SEI,Japan & China

S.M.Bala

Mfg, HC,E&U, RCTSBTS ES,Mohankrisna G

Wipro BPO

Devendra Malhotra

SQA

SEPG

Sugathan Ramasubrama

nian

Sales Process

Bharadwaj H B

America & EuropeBharadwaj H B

Wipro Way andProcess Excellence(ALL WIPRO)

- Usha Rangarajan

- Gurdarshan Brar

MQ Sub Functions

SQA Team



Managed Services

COERaju R


Strategic Marketing

CMORajan Kohli

Thought LeadershipOnline Marketing, EAS

Rahul Koul

BTS ES & BTS FS&TMT, PSG

Naveen C

Mfg,E&U,CEO CRM

Siddharth Nair

Jt- CEOGirish Paranjpe

Service Functions

Jt CEOSuresh Vaswani

Analyst relationsManideepa D

GMT, TechShatrughan SinghPES- Sumanto M

Aradhana Kansal, WBPO,TES

RCTS/H&S

FS

Field Marketing, Branding

Rahul Kadavakolu

Head PR &Communications

WI Ram Yadavilli

TIS& AllianceSureni Rout

BFMNithin VJ

TEDSailesh Menezes

MQPraful Ingle


Talent Acquisition

VP - TAPradeep Bahirwani

Campus Hiring, ER, Marketing, Onsite

Hiring Kannan Ramaiah

EVP - HRPratik Kumar

Service Functions

BFM Murugesan V

TEDSailesh A J Menezes

SQA Sugathan R

Leadership Hiring, Central

SourcingArvind J

BGV/TQG + Diversity initiatives

Smitha Trikanad

APAC/ASEAN+ Strategic DCs+ Contract Staffing + Out Locations+

Functional HiringSatish Krishnan

Americas + Europe

Jacqueline Lynam

TIS + Demand Management + ISRajesh Chandran

GMT, Technology, PES,EDS

Teresa Mishra

BTS, BTS (FS & TMT), RCTG, HC & Mf,

+ Partner MgmtPradeep Deshpande

FSKanica

Malhotra

EASRuby Lalla

TeSUthappa M K


Geographies


Field Force- USChief Sales & Operations

Manoj Punja

Business Units

MFGMalay Verma

E&UJohn

Gustafson

RCTGSid Nair

TechnologyVasu

Sarangapani

Media & Telecom

Sanjay Dhar

Healthcare & ServicesArnab Bag

BankingWayne Fialo

InsuranceSimon Phillips

SecuritiesSanthosh

Nair

Global Accounts

GEPrasoon Saxena

UBSRamesh

Subramanian

CitibankOpen

Service Lines

EASSenthil Kumar

TISSanjeev Gupta

BTS - ESHiral

Chandrana

BTS – FS/TMTOpen

BPOMike

Pithawalla

TestingAjay

Kumar

PESVinay Rawat

AlliancesArshad Sayyad

WCSTBD

Country Heads & Special Initiatives

CanadaChris Lord

BD & StrategyTBD

PMGJudith Rothrock

Global ProgramsTBD

Atlanta DCSuraj Prakash

Service Functions

Business FinanceSathish R

TEDRohit Khandelwal

Talent AcquisitionVenkat Inampudi

LegalOpen

Strategic Marketing

Kathlen Ulrich

No. of Reports: Direct – 19; Indirect - 9


Field Force - Europe

Chief Sales & OperationsJeff Jalil

Business Units

MFGPaul Neal

E&USteve

Powlay

RetailTBH

CPG & TVivek

Sharma

BFSIAngan Guha

Media & Telecom

Jack Smies

Hi-Tech & HealthcareMalay Joshi

GovernmentGeoff

Llewellyn

Global Accounts

ShellBrian Allatt

BPSamiron Ghoshal

BTSiddharth Mehta

Ericsson & ALURamadurai S

Nokia and NSNJayanta Dey

ZFS GlobalSridhar C

Service Lines

EASTBH

TISTBH

BTS - ESAnil Rebello

BTS – FS/TMT

Mark Payne

BPOVinay Firake

TestingMonish Mishra

PESSenthil M

ConsultingRoop Singh

Large DealsSteve

Powlay

Productized Solutions

TBH

Country Heads

FranceChris Martinoli

GermanyRalf Reich

S. AfricaShailendra Singh

NorwayKjell/Yngve

Service Functions

Business FinanceJatin Dalal

TEDNimish Khare

Talent AcquisitionMark Warburg

LegalSharmila Krishnan

Strategic MarketingTBH

No. of Reports: Direct – 20; Indirect - 13


Field Force - APAC

CSOO – ANZ & ASEAN

Rajat Mathur

EASArup C

WCSVinay Disley

TestingVittal Vashist

BTSSudhir Nair & Arnab Ghosh

BPO Rohan Prabhu

TISAyush Mittal

TISSriprakash Mishra

RCTGKannan N

CMSPMadhwesh K

SecuritiesShrikanth N

ManufacturingChannabasavanna HS

President – Global Sales &

OperationsMartha Bejar

CEM-Foster’sSachin Rane

Regional Head – ANZ

Manoj Nagpaul

Regional Head – ASEAN

Sameer Satpute

BFSIRemko Jacobs

E&UManish Prasad

Field Force Sales

BFMRamesh Bafna

MarketingIya Bhatia Malhotra

Advisory Relationships

Pragati Mehrotra

Business Development

Shyam Natarajan

FMGPurushotham

Menon

TEDSupriti

Bhandary

Service Functions

Vertical SPOCS

Service Line SPOCS


Field Force - Japan

Japan Geo, Head of Sales and OperationsHIROSHI ALLEY

DeliveryBFSI, RCTG, Mfg/HC

Sam Mathew

Delivery TMT

Sandeep Chhabra

Head SalesManufacturing & HC

Gopakumar Gopinathan Nair

Head SalesTMT

Anand Dass

Head SalesRCTG

Raju Verghese

Head SalesBFSI

Shinji Kimura / Akira Senoo

Head SalesEAS

Sreenivas Acharyulu

Unnamatla

President, Global Sales &Operations

Martha Bejar

Service Functions

Field Force Sales

Delivery Structure

BFM / FinanceSrikanth Samba

TED Stewart Azuma

Training and Quality

Sandeep Chhabra

Strategic MarketingMinoru

Wakabayashi

Legal CounselKenji Harahata

Head SalesPES

Soumya Bhattacharya

Head SalesTES

Open

Head SalesVSLI

Gautam K

Head SalesTIS

Vikram Chandna

Head SalesTel & Comm

Takuyo Nakatani

Talent AcquisitionTomoaki Hirose


Infocrossing

Sameer KishorePresident and Member of the

Board (Infocrossing)

Service Delivery and Client Engagement

ITOVince Deluca

Vertical Head 2 I H S

Cliff Carroll

Vertical Head 3ETC

Chris Esworthy

Vertical Head 4BPO

Sam Berger

Vertical Head 5BU

Name

Head SalesTim Pauley

(ETC)

Head SalesDan Martino

(ITO)

Head SalesJapan

Name

Head SalesAPACName

Head SalesCanadaName

Martha BejarGlobal Sales and Operations /

Chairman of the Board (Infocrossing)

Service Functions

Field Force Sales


FinanceShiv

Rajagopalan

Talent Engagement & Development Al Stichter

LegalNick Letizia

Strategic Marketing

Michael Wilczak

CTOJack Story


Saurabh GovilSenior Vice-President -

TED

Testing, TIS & EASPriti Rajora

General Manager

Americas & EuropeSantosh KaragadaGeneral Manager

Perf. Enhancement& Capability

Bldg.Veena

PadmanabhanGeneral Manager

Richa TripathiVice

President

Global Media & Tel & PES

Sunita CherianGeneral Manager

RCTG, Mfg & BTS– ESNeeraj Kumar

General Manager

FS & BTS (FS & GMT)Isaac George

General Manager

Verticals / SL’s

Geographies

Wipro BPO

Group

Compensation & Benefits

Samir GadgilGeneral Manager

TED

E& U and HLSAmit Kumar BadkasSenior Manager

Wipro Consulting Services

Nikita LochubSenior Manager

APAC, Japan & Greater China

Supriti Bhandary*General Manager

M& A, People Transition

Programs, Intl Strat. Initiatives.

Supriti Bhandary*General Manager

Wipro Infotech

Joseph JohnVice

President

*plays a dual role

Campus / Corporate Initiatives

Aruna S KrishnanGeneral Manager

News

Analysis

Contents:-Introduction

Wipro BPO

Wipro divisions

Products and Production

Splits and collaborations

Market share in software

Market share in BPO

SWOT analysis

Conclusion

Industry IT services, IT consulting

Founded Amalner, Maharashtra (December 1945)

Founder M.H. Hasham PremjiKey people Azim Premji

(Chairman)

Services IT, business consulting and outsourcing services

Revenue Rs 31338 CroreOperating income Rs. 5818 CroreProfit Rs. 5382 Crore

The company was established in 1980 as a subsidiary of

Wipro (Western India Products) Limited listed on the New

York Stock Exchange.

Wipro was initially set up as a vegetable oil manufacturer

in 1945 in Amalner, Maharashtra, producing

sunflower Vanaspati oil and soaps.

During the 1970s and 1980s, the company shifted its

focus and began to look into business opportunities in the

IT and computing industry, which was at nascent stages

in India at that time.

Wipro marketed the first indigenous homemade PC from

India in 1985.

Wipro BPOFounded in 2002, Wipro BPO has operations in Delhi, Pune,

Kolkata, Chennai, Mumbai, Hyderabad, Navi-Mumbai

(Belapur) Greater Noida, Mysore and Kochi in India.

It also has offices in Shanghai and Cebu in Asia and Curitiba

in Brazil and Wroclaw in Poland.

It has 44 clients in segments such as banking & capital

markets, insurance, travel & hospitality, hi-tech

manufacturing, telecom and healthcare.Wipro BPO employs over 22,000, of whom 3,150 are at its

Hyderabad campus.

The majority of Wipro BPO’s business comes from the US, followed

by Europe.

The rest of the world contributes only marginally to its top line

WIPRO’s Vegetable Oil Refining PlantAlamner, Maharashtra(1965)

Wipro divisionsWipro Consumer Care & Lighting (WCCLG):-

It has a profitable presence in the branded retail market of

toilet soaps, hair care soaps, baby care products and lighting

products. WCCLG is also a leader in institutional lighting in

specified segments like software, pharma and retail.

Wipro Infrastructure Engineering:-

It is generally known for manufactures precision-

engineered hydraulic cylinders and truck

hydraulic solutions for the infrastructure and related

industries. It the second largest independent

Hydraulic Cylinder manufacturer in the world.

Wipro GE Medical Systems Limited:-

It is a Joint venture between Wipro Limited and General

Electric basically delivering what it calls "quality solutions that

effectively meet the needs of customers and patients". Its

products and services range from diagnostics to IT, helping

healthcare professionals combat cancer, heart disease and

other ailments

WIPRO ProductsPRODUCT NAME UNITS INSTALLED

CAPACITYPRODUCTION QUANTITY

SALES QUANTITY

SALES VALUE (Rs Cr.)

Software Services N.A. 0.00 0.00 0.00 19413.9000

Mini and micro computers Numbers 691200.00 217016.00 217431.00 2858.1000

I T Enabled Services N.A. 0.00 0.00 0.00 1802.1000

Soap Toilet Metric Tonnes 134026.00 71471.00 71668.00 840.4000

Equipment (Hydraulic & Pneumatic)

Numbers 831140.00 454602.00 455152.00 618.6000

Others N.A. 0.00 0.00 0.00 565.9000

Lighting Products N.A. 0.00 0.00 0.00 207.5000

Oil Hydrogenated (Vanaspati)

Metric Tonnes 45000.00 5909.00 5981.00 35.0000

Other Products N.A. 0.00 26.00 0.00 34.4000

Gears Tipping Numbers 50000.00 23276.00 23276.00 12.2000

( c o n t i n u e d I n n ext S l i d e )… ……….. ……… ……….

Shoe Uppers & Full Shoes

Thousands Pairs 750.00 161.00 162.00 6.9000

Spares, Accessories & Components.

N.A. 0.00 0.00 0.00 5.5000

Glycerine Metric Tonnes 1650.00 1355.00 145.00 0.7000

Glass GLS Lamps

Thousands Numbers 110305.00 0.00 0.00 0.0000

Fatty Acids Metric Tonnes 78450.00 44359.00 0.00 0.0000

Solar Machineries N.A. 0.00 0.00 0.00 0.0000

Goods Traded N.A. 0.00 0.00 0.00 0.0000

Compact Fluorescent

LampsThousands

Numbers 23355.00 0.00 0.00 0.0000

Fluorescent Tube Lights

Thousands Numbers 27097.00 5836.00 0.00 0.0000

ProductionTipping systems were launched. The Company undertook to set up a high technology plant and R&D Centre at Aurangabad with an investment of Rs 40 crores. The product range was to include incandescent lamps, linear and circular fluorescent lamps, accessories and luminaries.

Eaton Hydraulic products were launched. The Company set up a new Unit "Wipro Financial Services Ltd.", for serving customers with capital resources, expertise and ideas to help solve their financial needs.

The Company launched baby soft toiletries viz. soap, powder and oil based on natural ingredients of lanolin, olive, milk and almonds. Feeding bottles followed in 1994.

The Company partnering with world leaders markets and supports a wide range of equipment and consumables for the medical, diagnostic and Bio-analytical markets.

Splits and collaborationsThe Company set up a joint venture company with General Electric of U.S.A., in the name of Wipro GE Medical Systems Pvt. Ltd., for the manufacture, sale and service of diagnostic and imaging products. The Joint Venture has also an OEM sourcing arrangement with Elpro International Ltd., for locally made x-ray products. In 1990, the joint venture became a subsidiary of the Company.

The Company established a relationship with Eaton Corporation, U.S.A. for marketing of hydraulic products in India

Wipro Infotech Ltd., Wipro Systems Ltd., Wipro Investment Ltd., Inlec Investment Ltd., and Wipro GE Medical Systems Pvt. Ltd., are subsidiaries of the Company.

The Company proposed to enter into a financial joint venture with Beckman Instruments Incorporated, U.S.A., for manufacture of bio-analytical instruments (diagnostic instruments and reagents) in India and to develop software and hardware for international use by Beckman. Necessary steps were undertaken to implement the letter of intent for the manufacture of analytical instruments. Manufacturing facilities were being established in Gurgaon, Haryana and business operations pertaining to the facilities were to be carried out from Delhi.

Share in software market

Tata consultancy servicesWIPROINFOSYSHCL Technologiesothers30%

13%

10%8%

This data is based on software and other IT application sales of re-spective companies. The survey was conducted by Rediff.com and Economic times in dec 2011

39%

Top 5 BPO companies in India1. Genpact: Spread across Asia, Europe and America, Genpact is a global BPO service provider. Its biggest presence is in India, with nearly 20,000 employees.

2. WNS Global Services: Starting as a call center for British Airways in 1996 in Mumbai, WNS has grown through strategic acquisitions to become a leading BPO service provider in areas ranging from Healthcare and Finance to Research and Customer Service.

3. Wipro BPO: The Company is well known as a leader in CRM and back office transaction processing BPO. Some strategic reorganization was resorted to in 2005 and it moved from being a totally voice-based service provider to a mix of both voice and non-voice-driven business.4. HCL BPO: Starting operations in 2001, HCL BPO services has become one of HCL’s most important business units. Serving over 450 clients worldwide, 15% of which are Fortune 500 companies

5. ICICI OneSource: Promoted by the ICICI group, ICICI One- Source stands up to its name and provides BPO services covering almost all industry verticals like financial services, retail, media etc

GENPACT

WNS Global Services

WIPRO

HCL BPO

ICICI One-Sourceothers

Wipro’s market share in BPO

30%

26%

25%

10%7% 2%

SWOT Analysis – WIPROSWOT Analysis examines the company’s key business structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy.

Strengths:Global R&D facility.

Retention of the man-power is the best in the industry.

Impressive list of clientele.

Diversified skill base across service lines

Delivery capabilities & client satisfaction

Commitment to go the extra mile

Technological partnership with other software companies

Low cost advantage

MEGA Partnership – Cisco, EMC, Microsoft, Oracle and SAP

Weaknesses:

Low operating margin of the other group companies.

Free floating stock is very less.

Domestic market was huge but was underdeveloped

Small player in global market

Limited domain

Clients not trusting the capabilities of Indian Software Cos.

Opportunities:In the branded product category.

In the consultancy area.

In the emerging technology areas like Blue Tooth, WAP etc.

Huge global market

The Company has entered into the global market so now it’s the

biggest opportunity available to the company.

Huge potential in domestic market

Threats:Increasing cost of human capital.

Slowdown in the US economy.

Will face fierce competition in the areas of e-business and ASP services.

Competition by Indian companies in domestic market

Presence of big companies in global market

Exchange rate : This can be a threat to the company as the company is making

profits due to the high exchange rate and if this rate comes down in future it can

lead to a major problem for the company.

High exposure to the telecom/tech sectors.

Slowdown in the banking, financial services and insurance (BFSI) sector

Conclusion :

Till today Wipro has been known for being

very process oriented with a focus on

quality and cost savings. Wipro long term

strategy should be to create a brand image

and be known for innovation. Wipro should

invest in R&D and Market research, so that

It is able to innovate new solutions for

clients to cut costs or reduce time to

market or improve reliability.

Market

Research

Marketing Research

• Marketing research is the systematic gathering, recording and analyzing of data about problems relating to the marketing of goods and services.

• Market research will give you the data you need to identify and reach your target market at a price customers are willing to pay.

• Marketing research focuses and organizes marketing information. It permits entrepreneurs to: – Spot current and upcoming problems in the current

market – Reduce business risks– Identify sales opportunities – Develop plans of action

Market Research

• Successful marketing requires timely and relevant market information.

• An inexpensive research program, based on questionnaires given to current or prospective customers, can uncover dissatisfaction or possible new products or services.

• Marketing research is not a perfect science. It deals with people and their constantly changing feelings and behaviors, which are influenced by countless subjective factors.

• To conduct marketing research, you must gather facts and opinions in an orderly, objective way to find out what people want to buy, not just what you want to sell them.

• Market research will identify trends that affect sales and profitability.– Population shifts– Legal developments– The local economic situation should be monitored

to quickly identify problems and opportunities

• Keeping up with competitors' market strategies also is important.

• Every small business owner must ask the following questions to devise effective marketing strategies: – Who are my customers and potential

customers? – What kind of people are they? – Where do they live? – Can and will they buy?

– Am I offering the kinds of goods or services they want at the best place, at the best time and in the right amounts?

– Are my prices consistent with what buyers view as the product's value?

– Are my promotional programs working?– What do customers think of my business? – How does my business compare with my competitors?

What is the systematic gathering, recording and analyzing of data about problems relating to the marketing of

goods and services?A. Market strategyB. Market researchC. Market approachD. Market plan

Click to see the answer.

Why do market research? • People will not buy products or services they do

not want. • Learning what customers want and how to present

it drives the need for marketing research. • Small business has an edge over larger businesses

in this regard. – Small business owners have a sense of their customers'

needs from years of experience, but this informal information may not be timely or relevant to the current market.

How to do market research

• Analyze returned items.• Ask former customers why they've switched.• Look at competitors’ prices. • Formal marketing research simply makes this

familiar process orderly. It provides a framework to organize market information.

Market research - the process

• Market research can be simple or complex. • You might conduct simple market research.– Example: Questionnaire in your customer bills to

gather demographic information about your customers

• You might conduct complex research.– Example: Hiring a professional market research

firm to conduct primary research to aid in developing a marketing strategy to launch a new product

• Regardless of the simplicity or complexity of your marketing research project, you'll benefit by reviewing the following seven steps in the market research process.

12

34

56

7

Step 1: Define Marketing Problems and Opportunities

• You are trying to launch a new product or service.

• Awareness of your company and its products or services is low.

• The market is familiar with your company, but still is not doing business with you.

• Your company has a poor image and reputation. • Your goods and services are not reaching the

buying public in a timely manner.

Step 2: Set Objectives, Budget and Timetables

Objectives

• Explore the nature of a problem so you may further define it.

• Determine how many people will buy your product packaged in a certain way and offered at a certain price.

• Test possible cause- and effect- relationships. – For example, if you lower your price by 10 percent,

what increased sales volume should you expect? – What impact will this strategy have on your profit?

Budget• Your market research budget is a portion of your

overall marketing budget. • Allocate a small percentage of gross sales for the

most recent year to use on market research. – It’s usually about 2 percent for an existing business.

• Planning to launch a new product or business?– You may want to increase your budget to as much as

10 percent of your expected gross sales. • Other methods include analyzing and estimating

the competition's budget and calculating your cost of marketing per sale.

What percentage of gross sales

from an existing business should

be used for market research?

A. 2%B. 4%C. 8%D. 10%

Click to see the answer.

Timetables

• Prepare a detailed timeline to complete all steps of the market research process.

• Establish target dates that will allow the best accessibility to your market. – For example, a holiday greeting card business may

want to conduct research before or around the holiday season buying period, when its customers are most likely to be thinking about their purchases.

Step 3: Select Research Types, Methods and Techniques

• Two types of research are available: – Primary research is original information gathered

for a specific purpose.– Secondary research is information that already

exists somewhere.

Secondary Research

• Secondary research is faster and less expensive than primary research.

• Gathering secondary research may be as simple as making a trip to your local library or business information center or browsing the Internet.

• It utilizes information already published.– Surveys, books, magazines, etc.

Secondary Research Cont.

• Localized figures provide better information as local conditions might buck national trends. – Newspapers and other local media are helpful.

• Many sources of secondary research material are available. It can be found in:– Libraries• GALES' Directory is available at any public library.

– Colleges– Trade and general business publications and

newspapers– Trade associations and government agencies are rich

sources of information.

Example of Secondary Research

• An article may show how much working mothers spent on convenience foods last year.

• If you were thinking about selling a convenience food, this information would show you what kind of market there is for convenience foods.– It doesn’t show you how much they are willing to

spend on your particular product.

Primary Research

• Primary research can be as simple as asking customers or suppliers how they feel about a business, or as complex as surveys conducted by professional marketing research firms.

• Examples of primary research are:– Direct-mail questionnaires– On-line or telephone surveys– Experiments– Panel studies– Test marketing– Behavior observation

Primary Research• Primary research is divided into reactive and

nonreactive research.• Nonreactive– Observes how real people behave in real market

situations without influencing that behavior• Reactive research– Includes surveys, interviews and questionnaires– This research is best left to marketing professionals,

as they usually can get more objective and sophisticated results.

Primary Research Cont.

• Those who can't afford high-priced marketing research services should consider asking nearby college or university business schools for help.

What is primary research?

A. Original information gathered for a specific purpose B. Information that already exists somewhere elseC. Low awareness of your company and its products or

servicesD. All of the above

What is secondary research?

A. Information that already existsB. Original information gathered for a specific

purposeC. Research done with a secondary party

Step 4: Design Research Instruments • The most common research instrument is the

questionnaire. Keep these tips in mind when designing your market research questionnaire.– Keep it simple. Include instructions for answering

all questions– Begin the survey with general questions and move

toward more specific questions. – Design a questionnaire that is graphically pleasing

and easy to read.

• Before printing the survey, ask a few people to complete the survey and give feedback.

• Mix the form of the questions for different sections of the questionnaire– Scales– Rankings– Open-ended questions– Closed-ended questions

• The form or way a question is asked may influence the answer given. Questions are in two forms: closed-end questions and open-end questions.

Closed-ended questions

• Types of closed-ended questions include:– Multiple choice questions – “Yes” or “No” questions

• Scales refer to questions that ask respondents to rank their answers or measure their answer at a particular point on a scale. – For example, a respondent may have the choice to

rank his/her feelings toward a particular statement. The scale may range from "Strongly Disagree" "Disagree" and "Indifferent" to "Agree" and "Strongly Agree."

Open-ended questions

• Respondents answer questions in their own words.

• Types of open-ended questions include:– Word association questions ask respondents to

state the first word that comes to mind when a particular word is mentioned.

– Fill-in-the blank• For example, a question might read: “When I eat toast and jelly, I use _____brand of jelly and it usually costs about ________ per jar.

This module has used questions. Have they been open- or closed-ended?

A. Open-ended B. Closed-ended

Step 5: Collect Data

• To obtain clear, unbiased and reliable results, collect the data under the direction of experienced researchers.

• Before beginning data collection, You must to train, educate and supervise your research staff. – Untrained staff conducting

primary research will lead to interviewer bias.

Step 5 Cont.

• Stick to the objectives and rules associated with the methods and techniques you have set in Step 2 and Step 3.

• Be as scientific as possible in gathering your information.

Step 6: Organize and Analyze the Data

• Once data has been collected, it needs to be cleaned.

• Cleaning research data involves editing, coding and tabulating results. – Start with a simply designed research instrument or

questionnaire.

• Look for data focusing on immediate market needs. • Rely on subjective information only as support for more

general findings of objective research. • Analyze for consistency; compare the results of different

methods of your data collection.• Look for common opinions that may be counted together. • Read between the lines. For example, combine U.S. Census

Bureau statistics on median income levels for a given location and the number of homeowners vs. renters in the area.

Step 7: Present and Use Market Research Findings

• Once marketing information is collected and analyzed, present it in an organized manner to the decision makers of the business.– You may want to report your findings

in the market analysis section of your business plan.

– You may want to familiarize your sales and marketing departments with the data or conduct a companywide informational training seminar using the information.

Assess Available Information

• Assess the information that is immediately available.

• You may have the information you need to support your marketing plan without doing extensive market research.

• Weigh the cost of gathering more information against its potential usefulness.

Gather Additional Information

• Before considering surveys or field experiments, look at currently held information: – Sales records– Complaints – Receipts– Other records that show where customers

live and work, and how and what they buy.

Additional Information Cont.• Credit records are an excellent source of information. They give

information about:– Customers' jobs– Income levels– Marital status

• Employees may be the best source of information about customer likes and dislikes. – They hear customers' minor gripes about the store or service - the

ones customers don't think important enough to take to the owner.

– Employees are aware of the items customers request that you do not stock.

– They often can supply good customer profiles from their day-to-day contacts.

Why People Change

Jobs

?

• Candidates seek out new employment opportunities for many reasons. Most of the time the reasons are valid and well considered. But sometimes candidates make decisions that can come back to haunt them. We have tried to present a list of good and not-so-good reasons to make a change. Of course, everyone is in a unique situation. But in general, this is what we have seen over the years, involving thousands of people, that lead to better or poorer career choices.

Good Reasons

Career advancement.Work environmentChallenge.AppreciationStabilityLocation

Career advancement.

• This is the primary reason most people change jobs. They either want greater opportunity for advancement and their company can’t provide it, or an absolutely irresistible opportunity comes along out of the blue, and they can’t pass it up. Advancement opportunity is often over-sold in the candidate interview.This is something the candidate should discuss fully in the job interview

Work environment.

• This can mean different things to different people. It may mean less stressful conditions due to deadlines or pressure. It could also mean more manageable hours, fewer week-ends or flex time. Or it could simply mean a friendlier atmosphere

Challenge

• This typically means greater mental or technical stimulation. People like to feel that they are learning new skills. This can provide them with greater market value or it can simply be more intellectually satisfying. Either way, this is very important to most people to maintain happiness in the job.

Appreciation

• This is often confused with poor compensation. When one feels underpaid, it is usually a sign of under-appreciation. Someone can be making below market for the work they do, but may receive other forms of appreciation that compensates for being underpaid. But if one feels unappreciated, more money is only a temporary fix. Under-appreciation leads to lack of motivation and poor performance. This usually results in poor reviews, even smaller or perhaps no raises, and even further damage to motivation. This spiral will only continue until you put the old resume together.

Stability

• When people perceive that they are losing career stability, they want more of it. When people are confident in their career choices, stability is less important. During a recession, stability is often the ONLY factor in consideration. During economic growth it is often not a consideration at all

Location

• Commutes, work locations, safety, schools and even climate can effect one’s decision to look for a new job.

Poor Reasons Greater compensationRelationship with your bossRelationship with co-workerImpending eventsBoredom

Greater compensation

• Remember, money alone is only a motivator for a very short time. If you are enticed away from your job, which you otherwise enjoy, for simply more money, you may become very unhappy with the decision in as little as 2-3 months. You should select your next job based one or more of the criteria above, such as advancement, environment, or challenge, and not just based on compensation

Relationship with your boss

• This can be very difficult for people, but a bad relationship with your boss is usually not enough alone to leave a company. If everything else is positive, such as environment, challenge, career advancement, the relationship issues can usually be worked out or improved overtime. However, if it is so bad that it is affecting your performance, advancement, and overall sense of well being, it may be time to call it a day. But try the honest communicative approach first

Relationship with co-worker

• The thing is, there are mean people everywhere, and sometimes it is best to just stick it out. Usually, these people are unhappy themselves and their time with the company may be short. Don’t make a decision to leave a good job, with many positive attributes, just because of some creep you work with. Try to make the situation better, work things out, seek a compromise, or as a last resort, seek help from a human resource representative. But quit? No. This is often just what they want. Don’t give it to them.

Impending Events

• We have seen so many cases of people who panic when they hear of some impending event, such as a merger, or layoffs. But these often lead to even greater opportunities. It is our view that one should take a breath, gather information, talk to management, and wait, just a little while, before making what could be viewed as a very hasty decision.

Boredom

• Wow. When we hear this, RED FLAGS!!!! Most of the time, and this is probably 95 times out of 100, if you are suffering from boredom, IT’S YOUR FAULT. And changing jobs won’t fix it. It will only transfer to a new company. Honestly. If you are bored with your job, don’t call us. Get help and fix the problem where you are.

How to make job interesting

?

.

• .

ChallengeAsk for help yourselfFind a balancePartake in a passion projectStop trying to multitaskDo something kind for a coworker or clientGet motivated to face the day

.Keep your work in perspectiveYou are more than your workPlan your time and create a to-do listConcentrate on the task at handBe clear about what’s expected of youDelegate wherever appropriateHave regular breaksLearn to relaxMake your workplace more pleasant

.Switch off once you leave workReview your day before you leave for home

Challenge yourself

• Has your work become monotonous? Are you tired of doing the same things day in and day out? Make those mundane tasks more interesting by adding an extra challenge. For instance:

• Expense reports aren’t exactly fun, so find a way to complete them more efficiently—then see if you can beat your best time.

• Content generation can be hard, but invest a little more time and challenge yourself to write a great post or newsletter instead of one that’s just okay.

• Your SEO is performing well enough, but spend 10 minutes on Google Trends to test out ways to make it even better.

• Sometimes boredom comes from complacency; you understand and become comfortable with what’s expected and decide you’re done trying to go above and beyond.

• Make it your goal to try something new every day. Even if the goal you set for yourself seems miniscule, you never know what effect it might have on your work the next day.

Ask for help

• No one has all the answers, so don’t be afraid to ask your superiors or coworkers for the support you need to do your best work. Ask questions in a calm, thorough and thoughtful manner. And if you don’t understand something, don’t wait until the very last minute to ask about it!

• Worried that asking questions will hurt your career? In fact, there’s a higher chance asking will actually move your career forward. If that isn’t the case, you’re probably working at the wrong place.

http://blog.brazencareerist.com/2011/11/29/why-asking-for-help-can-be-the-smartest-strategy/

Find a balance

• You’re not helping anyone if you’re burnt out. Take breaks, go outside, see your friends in the evening and put a limit on how many hours you normally spend at work.

• Your personal relationships, interests and fitness are all connected to your productivity, attitude and ability to pump out high-level work. Don’t ignore them. Are you experiencing any of these signs?

http://www.lifehack.org/articles/lifehack/ask-the-entrepreneurs-15-signs-youre-working-too-much-and-burning-out.html

Partake in a passion project

• Take the lessons you gain from work—the skills, the experience, the exposure to other talented people—and apply them to an outside project you’re passionate about. This project should be fun, challenge you to grow and add yet another impressive element to your portfolio.

• Lots of ideas that started as passion projects have taken on a life of their own. Here’s someinspiration.

http://www.fastcocreate.com/1682604/time-to-get-something-on-the-side-30-inspiring-passion-projects-and-why-you-should-have-one

Stop trying to multitask

• Scientific data proves that humans simply cannot multitask. I know being “able to multitask” is an interview staple, and I know you think you’re great at Gchatting while you work, but you’re just not.

• Focus on one thing and one thing alone, apply all your energy to that one task and do it well. You’ll be surprised how much more you get done each day, how much better the quality is and how much more cohesive your work, communication and thoughts are overall.

• Here are a few additional tips on how to be more productive online.

http://www.npr.org/templates/story/story.php?storyId=95256794

http://blog.brazencareerist.com/2013/04/17/7-genius-ways-to-be-more-productive-online/

Do something kind for a coworker or client

• This is probably the easiest, yet unfortunately most often overlooked, way to create a better, happier work environment for yourself and those around you. There are just four steps:

• Ask questions.• Listen to the answers.• Wait a while.• Ask more questions.

Get motivated to face the day

• On the way to your workplace, think of how the work you have allows you to have your life outside of it, such as a great social life. A positive attitude will make the day more pleasant and productive.

Keep your work in perspective

You can only do the best you can in each situation. Look beyond yourself and your work, and consider the bigger picture. Do some voluntary work to gain a broader outlook. Find a way to contribute to society in general.

You are more than your work

• Do not have your identity too strongly tied to the job you do. Give up thinking that your work life “should” be a certain way. Such expectations of what you were supposed to be, as set by your parents and teachers, stop you from enjoying what you currently do.

Plan your time and create a to-do list

• In this list, include long term projects as well as the more imminent things that need doing.

• Prioritise your to-do list – do the most important things first. When performing any task, ask yourself – is this the best use of my time? Schedule in enough time for your studies etc.

Concentrate on the task at hand

• Do not let yourself be distracted by worrying about all the other things to be done or losing energy over the undesirable situation you find yourself in. Stay in the moment.

• Be ruthless and take care of a task before it gets on a possible procrastination list. For example, sort your morning post immediately in one go – open it, file it, act on it or bin it there and then.

Be clear about what’s expected of you

• Clarify immediately, any time you are not sure or where you are faced with conflicting demands. The more clear and upfront you are with your manager and the other people you work with, the better it will be for you in the long term.

Delegate wherever appropriate

• Decide if there is anything that can be delegated, or that more fairly belongs to someone else’s work load. Always remember the “3D” rule – do it, dump it or delegate it – never handle a piece of paper twice.

Have regular breaks

• Get away from your normal workplace even if only for five minutes. Try taking a break from the laptop, emails and do leave the mobile behind. Make sure that you do have that lunch break – it is not just for food but also for fresh air and a mental break.

• Eat a healthy lunch and if you must snack, make sure it is healthy too – an apple rather than a bag of crisps. Look for ways of energising yourself, other than from adrenaline and caffeine.

Learn to relax

• No matter how challenging the work gets or how demanding your bosses become, it, at the end of the day it is only a job and you are much more than that. In years to come, you will look back and wonder what the fuss was.

Make your workplace more pleasant

• Contribute towards creating a pleasant work environment. Do not gossip in the office as it just creates negativity all around. Do not listen to any gossip either. Minimise your time with people that you do not resonate with or like.

• Learn to have more fun at work. Laugh more and chill out. Perform with a more fun orientated approach.

Review your day before you leave for home

• Look at what worked well, and what could be improved the next day. If you feel satisfied with the day’s work, then why not reward yourself later that day. You deserve it.

Switch off once you leave work

• You are already at work a third of your time, so do not continue to keep it buzzing in your head during your supposed free time. Mentally say good bye to your work space the moment you leave for home.

• See your work as a game. Life is meant to be fun and if you are going to spend a third of it at work, you might as well enjoy the game.

• Enjoy your work – and if it comes down to it, you can always find something better in the medium to long term.

How I Can Give My

100%

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Go Back to “Why” Go for Five Move Around Find the Next Step Find Your Itch Deconstruct Your Fears Get a Partner

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Kick start Your Day Read Books Get the Right Tools There are No Small Problems Develop a Mantra Build on Success

Go Back to “Why”

• Focusing on a dull task doesn’t make it any more attractive. Zooming out and asking yourself why you are bothering in the first place will make it more appealing. If you can’t figure out why, then there’s a good chance you shouldn’t bother with it in the first place

Go for Five

• Start working for five minutes. Often that little push will be enough to get you going.

Move Around

• Get your body moving as you would if you were extremely motivated to do something. This ‘faking it’ approach to motivation may seem silly or crude, but it works

Find the Next Step

• It’s impossible to work on a project. All you can do is focus on the next immediate step. Fighting an amorphous blob of work will only cause procrastination. Chunk it up so that it becomes manageable.

Find Your Itch

• What is keeping you from working? Don’t let the itch continue without isolating it and removing the problem. Are you unmotivated because your tired, afraid, bored, restless or angry. Maybe it is because you aren’t sure you have time or delegated tasks haven’t been finished yet.

Deconstruct Your Fears

• I’m sure you don’t have a phobia about getting stuff done. But at the same time, hidden fears or anxieties can keep you from getting real work completed. Isolate the unknowns and make yourself confident you can handle the worst case scenario.

Get a Partner

• Find someone who will motivate you when you’re feeling lazy. I have a friend I go to the gym with. Besides spotting weight, having a friend can help motivate you to work hard when you’d normally quit.

Kick start Your Day

• Plan out tomorrow. Get up early and place all the important things early in the morning. Building momentum early in the day can usually carry you forward far later.

Read Books

• Not just self-help or motivational books, but any book that has new ideas. New ideas get your mental gears turning and can build motivation. Learning new ideas put your brain in motion, so it requires less time to speed up to your tasks.

Get the Right Tools

• Your environment can have a profound effect on your enthusiasm. Computers that are too slow, inefficient applications or a vehicle that breaks down constantly can kill your motivation. Building motivation is almost as important as avoiding the traps that can stop it.

There are No Small Problems

• The worst killer of motivation is facing a seemingly small problem that creates endless frustration. Reframe little problems that must be fixed as bigger ones, or they will kill any drive you have.

Develop a Mantra

• Find a few statements that focus your mind and motivate you. It doesn’t matter whether they are pulled from a tacky motivational poster, or just a few words to tell you what to do. If you aren’t sure where to start, a good personal mantra is, “Do it now!”

Build on Success

• Success creates success. When you’ve just won, it is easy to feel motivated about almost anything. Emotions tend not to be situation specific, so a small win, whether it is a compliment from a colleague or finishing two thirds of your tasks before noon can turn you into a juggernaut. There are many ways you can place small successes earlier on to spur motivation later. Structuring your to-do lists, placing straightforward tasks such as exercising early in the day or giving yourself an affirmation can do the trick

Factors preventing to give

100%

You Are Too Comfortable You Have a Bad Attitude You Don’t Care You Are Scared of Failure You Aren’t Hungry Personal stressors Forgetting to visualize success You’re burnt out A bad environment Recovering after failure

You Are Too Comfortable

• We all like to live in our comfort zones. Perhaps, you have become too comfortable. It is only by going beyond our boundaries that we learn, live, and expand our experience.

You Have a Bad Attitude

• A bad attitude can impact your entire world. Don’t underestimate the power of a positive attitude to keep you going and lift your efforts. If your attitude is lacking, find someone who has a positive outlook. The feeling is contagious.

You Don’t Care

• Not caring about your job or work can be a self-fulfilling prophecy. I have encountered many people like this in the corporate world. When they begin a downward slide, they don’t realize that it is because they stopped caring and thus stopped performing. If you do not have passion for what you are doing, then by all means go find something else for which you do.

You Are Scared of Failure

• Kids like to think that their parents, and adults in general are fearless. (When in reality is it the other way around.) When was the last time you failed? Is fear of failure keeping you from trying your best?

You Aren’t Hungry

• What do you want to achieve? What do you want to accomplish? If you don’t have goals, you may not have anything to give 100% of you effort towards. Make sure you have aspirations that stretch your limits

Personal stressors

• if your life is out of control or out of balance personally, it can have a deep impact upon your work. If finances or tight, a new baby is coming, a divorce is pending, a spouse is ill, a child is in trouble, it is difficult to give 100 percent to anything – distractions can be horribly destructive to professional momentum

Forgetting to visualize success

• – this sounds cheesy, but hear us out… if you can see the finish line of your career, a project or just the day itself, but you fail to visualize the successful outcome, you lose focus of why you are running the race in the first place

You’re burnt out

• you’re worn down at work, you’ve taken on too much, you’ve said yes too many people or you’ve set poor short term goals for yourself that would get yourself to that finish line. You may be at an entry level job wondering why you’ve been there for six years and people keep being promoted over you or simply performing better than you have.

A bad environment

• you have a new boss that is a jerk, your clients are all high strung and frustrated, you’re head spun because of layoffs all around you, or everyone in your office is negative which is contagious. You don’t have to be all sunshine and rainbows all the time, but a bad environment can be the cinder block tied to your ankle, pulling you underwater

Recovering after failure

• you didn’t close that last deal, your income fell considerably this year, you’re the worst performer in your office, but digit, you’re trying but there’s this huge obstacle in your way. You don’t fear failure, you’ve just experienced failure which is extremely demotivating because the outcome didn’t meet your expectations which causes a need for healing time

THE END

THANK YOU

recruitment process

Recruiting & HR

Transcript of recruitment process