This document provides an overview of a project to develop a global pricing framework for Omnitech's offerings. Omnitech provides various technology services divided into four verticals: Application Services, Managed Services, Enterprise Solutions, and Disaster Recovery/Business Continuity Planning. The project aims to develop a pricing framework that incorporates costs and allows for rate variations by geographic location. The framework will help Omnitech's sales team make profitable pricing decisions for customers worldwide. The project involves analyzing costs for each offering, reviewing the current pricing model, developing pricing structures for each vertical, and creating rate cards for key services. The completed project will provide Omnitech with a comprehensive pricing framework to standardize rates globally.

1. A
Project Report
On
Pricing Framework Project
(To Develop Global pricing framework for Omnitech's offerings)
Submitted by –
Ankit Pandey
Roll No. - 10BM60012, MBA (2010-12)
Vinod Gupta School Of Management
IIT-Kharagpur
A Project Report Submitted in partial fulfillment for the award of
Masters in Business Administration
1

2. ACKNOWLEDGEMENT
It is with a sense of gratitude, I acknowledge the efforts of entire hosts of well
wishers who have in some way or other contributed in their own special ways to the
success and completion of this summer internship project.
First of all, I express my sage sense of gratitude and indebtedness to our Dean,
Prof. A. Tripathy of “Vinod Gupta School Of Management, IIT-Kharagpur”, from the
bottom of my heart, for his immense support and faith.
I would also like to thank my project guide at VGSOM Prof. Kalyan Kumar
Guin who has been very helpful in the completion of this project.
I sincerely express my thanks to our lecturers for their valuable guidance and
intellectual suggestions.
Also, I also express my sincere thankfulness to my project mentor Mr. Atul
Hemani and my project guide Mr. Sanket Mangrulkar for their kind advice,
suggestions and constant help in a lot of various ways during project course.
Further I express my gratitude to Mr. Devarshi Buch, Mr. Amit Abhyankar, Mr.
Nitin Purohit, Mr. Avinash Pitale and Mr. Nitin Aravindakshan who were kind
enough to give an opportunity to work under their immense expertise. I sincerely
thank to all of them for their valuable suggestions, motivation and encouragement. I
express my thanks to the entire team Omnitech Infosolutions, for their support and
encouragement in bringing out this project report.
2

3. Table of Contents
Executive Summary----------------------------------------------------------------------- 4
About Omnitech--------------------------------------------------------------------------- 5
Vision-------------------------------------------------------------------------------- 5
Presence, Quality Policy and Service Offerings -------------------------------- 6
Key Financials ----------------------------------------------------------------------- 7
Project Objective-------------------------------------------------------------------------- 9
Project Details ---------------------------------------------------------------------- 9
Key Deliverables ------------------------------------------------------------------- 10
Goals to be achieved by the project-------------------------------------------- 13
Cost-Plus Pricing-------------------------------------------------------------------------- 13
Methodology------------------------------------------------------------------------------ 15
Week 1 & 2------------------------------------------------------------------------------ 15
Week 3 to 7----------------------------------------------------------------------------- 21
Week 8----------------------------------------------------------------------------------- 21
Results--------------------------------------------------------------------------------------- 22
Conclusion--------------------------------------------------------------------------------- 39
Appendix A--------------------------------------------------------------------------------------- 40
Appendix B--------------------------------------------------------------------------------------- 48
Appendix C--------------------------------------------------------------------------------------- 49
References--------------------------------------------------------------------------------- 52
3

4. Executive Summary
The project assigned was to prepare a global pricing framework for Omnitech’s
offerings. Omnitech offerings are broadly divided into four verticals viz.
 Application Services (AS)
 Managed Services (MS) including Infrastructure Management Services (IMS)
 Enterprise Solutions (ES)
 Disaster Recovery - Business Continuity Planning (DR-BCP)
The main objective was to develop a pricing framework for all the above-mentioned
service offerings at all locations in India and worldwide.
To achieve this objective, following activities were performed –
 Meeting with the departmental heads of all the four verticals to obtain detailed
insights about the offerings under various verticals
 Discussions about various types of costs(direct and indirect) involved with each
service offering
 Review of the current framework that is used for pricing
 Develop pricing framework for each of the services in the four verticals
separately and then combining them to obtain a global framework
 Prepare “Rate Cards” for Managed Services and Application Services
After the completion of the internship, following results were achieved –
 Pricing framework for all the service offerings under all four verticals is developed
incorporating all the rate variances based on geographical locations –
This framework will help the sales team to take profitable and informed decisions
regarding the sales of the offerings to clients/customers
 Rate Card for all the resources required in Managed Services and Application
Services is prepared –
The rate card will help the hiring team as well as the customer interaction team to fix
the rate for all the resources required in various service offerings
4

5. About Omnitechi
Vision - "To be a global leader in providing technology related services in the area
of Business Availability and Business Continuity Services to enable organizations to
derive higher Productivity, Predictability & Profitability for their competitive
business advantage."
With the company’s inception in 1987, Omnitech has been offering its clients with the
finest IT development and sustaining solutions. In keeping with the increasing demands
of these organizations, innovative products and services have been added, so that
clients can be IT ready in their rapid growth. Having evolved as India’s first IT Managed
Service Providers, Omnitech offers multi location Disaster Recovery (DR) sites to clients.
With a strong plinth and a dedicated team, Omnitech is always developing a new
plethora of services that shall help leading organizations, perform their very best.
Since the company’s inception, Omnitech has been in the fore front for partnering with
clients as their strategic IT associate and service provider. Delivering progressive results
with competency in the areas of IT for Business ACE: Availability, Continuity &
Enhancement is the primary motto of Omnitech.
Revolutionizing the IT systems of clients to offer them with desired results is the prime
focus of the organization. Creating efficient Software Development and Testing is simply
the key to an avenue with numerous dimensions in the field. Omnitech also offers
services for clients including consulting for strategy for success, and providing value
added services such as Performance Management, Remote Management, Infrastructure
Management and Disaster Recovery.
Through alliances with global IT leaders such as IBM, Borland, TASSC, CA, VERITAS, Cisco,
Microsoft, Oracle, HP, Citrix, APC and Intel; Omnitech offers its presence and services
within client’s organization itself. This is to ensure that every esteemed client achieves
5

6. high level of efficiency, security and cutting edge technology, in keeping with the
demands of this ever evolving era of digital communication.
Omnitech has so far launched two "OmniCenter" - the first of its kind Disaster Recovery
Centers in the country.
Presence –
India – Omnitech is headquartered in Mumbai, India, with branches in Bangalore,
Chennai, Hyderabad and New Delhi, and more than 1000+ service delivery locations
across India.
Global – Omnitech has its presence in USA, Canada, Belgium, Netherlands, Saudi Arabia,
Bahrain, Singapore, Hong Kong and Japan besides India.
Quality Policy at Omnitech
At Omnitech, quality is an inherent part of the thinking, performance and delivery. It is
reflected in the fact that immense attention to detail is given, while developing a
product for the client. It is the basis on which every partnership is built. A well framed
quality policy drives the workforce and is the foundation of our leadership position in
the IT business. (See Appendix B)
Service Offerings
The portfolio of service offerings by Omnitech can be broadly classified into seven
groups. (See Appendix A ) viz.
 Managed Services
 Application Services
 Enterprise Infrastructure Solutions
 Disaster Recovery and Business Continuity
 Cloud Computing (to be launched)
 OmniSource - Consulting Solutions
 Business Vertical Solutions - BFSI
6

7. Key Financials (detailed graphs in Appendix C)
Omnitech Share Prices (past 5 years)ii
Dividend Summaryiii
For the year ending March 2010, Omnitech Infosolutions has declared an equity
dividend of 15.00% amounting to Rs 1.5 per share. At the current share price of Rs
150.90 this result in a dividend yield of 0.99%. The company has a good dividend track
report and has consistently declared dividends for the last 5 years.
-------------------
in Rs . Cr. ------
Key Financial Ratios iv -------------
Mar '06 Mar '07 Mar '08 Mar '09 Mar '10
Investment Valuati on Ra tios
Fa ce Value 10 10 10 10 10
Di vi dend Per Sha re 1 1 1.2 1.2 1.5
Opera ting Profi t Per Sha re (Rs ) 15.45 18.83 26.77 39.97 50.07
Net Opera ting Profi t Per Sha re (Rs) 89.42 82.39 100.13 130.47 156.22
Free Reserves Per Sha re (Rs ) -0.06 22.35 58.35 82.19 112.71
Bonus in Equi ty Ca pital -- 32.15 23.02 23.02 21.82
Profi tabili ty Ra tios
Opera ting Profi t Ma rgin (%) 17.28 22.85 26.73 30.63 32.04
Profi t Before Interest And Ta x Ma rgin (%) 13.54 19.09 23.71 25.66 24.69
Gross Profit Ma rgin (%) 15.65 21.53 23.9 25.99 24.81
Cash Profi t Ma rgin (%) 15.24 19.39 22.14 24.26 25.23
Adjus ted Cash Ma rgin (%) 15.35 19.48 22.14 24.26 25.23
Net Profi t Ma rgin (%) 11.53 15.68 19.27 19.06 18.1
Adjus ted Net Profi t Ma rgin (%) 11.57 15.61 19.27 19.06 18.1
Return On Capi tal Employed (%) 28.72 33.37 29.93 29.79 25.14
Return On Net Worth (%) 37.35 39.36 28.47 27.32 23.02
Adjus ted Return on Net Worth (%) 37.55 39.84 28.49 28.14 22.9
Return on Assets Excluding Revalua tions 19.85 32.35 68.35 92.19 123.43
Return on Assets Incl uding Revalua tions 19.85 32.35 68.35 92.19 123.43
Return on Long Term Funds (%) 28.72 43.66 34.79 38.1 30.39
Liquidi ty And Sol vency Ra tios
7

8. Current Ratio 3.22 1.12 1.23 0.95 1.01
Qui ck Ra tio 2.92 3.76 2.66 3.11 2.22
Debt Equi ty Ra tio 0.53 0.44 0.21 0.27 0.26
Long Term Debt Equi ty Rati o 0.53 0.1 0.04 0.01 0.05
Debt Coverage Ra tios
Interes t Cover 7.88 12.94 16.74 16.98 14.19
Total Debt to Owners Fund 0.53 0.44 0.21 0.27 0.26
Fi nancial Cha rges Covera ge Ra tio 10.07 12.45 14.74 14.06 15.23
Fi nancial Cha rges Covera ge Ra tio Pos t Ta x 9.88 11.59 12.94 11.57 12.92
Mana gement Effi ciency Ra tios
Inventory Turnover Ratio 31.17 33.51 22.18 12.24 7.54
Debtors Turnover Ra tio 4.49 3.87 4.35 3.66 3.94
Investments Turnover Ratio 31.13 33.44 22.18 12.24 7.54
Fi xed Assets Turnover Ra tio 4.57 4.87 2.56 1.96 1.42
Total Assets Turnover Ra tio 2.11 1.75 1.22 1.1 1
Asset Turnover Ra tio 2.74 2.77 2.56 1.96 1.42
Avera ge Raw Ma terial Holding -- -- -- -- --
Avera ge Finished Goods Held -- 13.17 20.61 38.76 61.98
Number of Da ys In Working Capi tal 85.99 109.7 100.04 140.48 130.85
Profi t & Loss Account Ratios
Ma terial Cos t Composi tion -- 0.28 0.14 0.11 0.51
Imported Composi tion of Ra w Ma terials Consumed -- -- -- -- --
Selling Distri bution Cost Composi tion -- 1.22 0.72 0.89 0.58
Expenses as Composition of Total Sales -- 22.19 22.09 30.4 21.6
Cash Flow Indi ca tor Ra tios
Di vi dend Pa yout Ra tio Net Profit 11.04 9.03 7.21 5.57 6.17
Di vi dend Pa yout Ra tio Cash Profi t 8.31 7.24 6.28 4.48 4.41
Ea rning Retention Ra tio 89 90.93 92.8 94.59 93.8
Cash Ea rning Retention Ra tio 91.71 92.73 93.72 95.63 95.58
Adjus ted Cash Flow Times 1.07 0.9 0.63 0.79 0.8
Ma r '06 Ma r '07 Ma r '08 Ma r '09 Ma r '10
Ea rnings Per Sha re 10.33 12.95 19.46 25.19 28.42
Book Value 27.65 32.79 68.45 92.24 123.43
FY '05 FY '06 FY '07 FY '08 FY '09
Sales 4,651.02 5,409.37 7,763.78 13,156.36 17,142.62
EBITDA 370.29 935.56 1,799.92 3,617.95 5,247.79
PAT 102.25 624.74 1,217.81 2,557.34 3,309.88
EPS 1.69 10.33 13.29 21.54 25.19
Dividend 2.50% 10% 10% 12% 12%
Payout
EBITDA 8% 17% 23% 27% 31%
Margins
PAT Margins 2% 12% 16% 19% 19%
8

9. Project Objective
Project Overview
Project Title :- To Develop Global pricing framework for Omnitech's offerings
Objective :- To develop an effective pricing framework to enable sales to take informed decisions
Owner :- Sanket Mangrulkar , Manager - M&A and IR
Mentor :- Atul Hemani , MD & CEO
Project Details
For all offerings
To prepare a framework for pricing of all the offerings of Omnitech for all locations
(India and abroad). In the modelling of pricing framework all the costs (direct & indirect)
need to be identified for each of the offerings. Based on the detailed costs associated
with each offering, a model is developed in which direct costs are inputted. For indirect
costs, they are obtained as a percentage of total direct costs. For each of the indirect
cost, its value as a percentage of total direct cost is obtained either from historical data
or from calculations. After arriving at the total costs (direct + indirect), sales price is
generated by entering the value of desired profit margin. This sales price is arrived by
cost-plus pricing. After getting the sales price, various taxes (sales tax, service tax, etc)
are incorporated to obtain the final invoice price to be charged from the customer.
For each of the offerings, two types of pricing framework was developed i.e.
Auto-Price framework
The invoice price is automatically generated.
Input – Direct Costs, Indirect Costs (as a percentage of direct costs), Profit Margin, Tax
rates
Output - Sales Price and Invoice Price
9

10. Indirect
Costs
Direct
Costs
Profit
Auto-Price Framework
Margin and
Tax rates
Sales Price & Invoice Price
The aim of this framework is to arrive at a final Invoice price to be charged from
client/customer based on the desired profit margin over all the costs involved.
Price-Entry framework
Based on a particular invoice price, the profit margin that is obtained is generated.
Input - Direct Costs, Indirect Costs (as a percentage of direct costs), Tax rates, Invoice
Price
Output – Profit Margin (on the entered Invoice Price)
Indirect
Direct Costs
Costs
Price-Entry Framework
Invoice
Price and
Tax rates
Profit Margin
This framework is particularly helpful for the sales team to take informed decisions as
they will now be able to get the profit margin on the invoice price which they want to
10

11. charge to clients. So by comparing the obtained profit margin with the benchmarked
(desired) profit margin, they can take a decision on whether to consummate the deal or
not.
Cap on Direct Costs
For each of the frameworks, an extra feature is provided which calculates the cap (upper
limit) on the direct costs.
Input – Invoice Price
Output – Cap on direct costs
This cap on direct costs is obtained as follows -
Invoice Price
Deduct Taxes
Sales Price
Deduct Profit Margin
Total Costs
(Direct + Indirect)
Deduct Indirect Costs
Cap on Direct
Costs
For Managed Services (MS) and Application Services (AS)
After developing the pricing framework for MS and AS, Rate Cards for all the human
resources involved is developed. These rate cards are particularly helpful for the hiring
11

12. team as they now have the access to the rates of each of the resources based on which
they can take effective and profitable decisions regarding the hiring of personnel.
Cap on Resource Costs
For MS and AS, an extra feature is provided with cap on direct costs which calculates the
cap (upper limit) on the resource costs.
Input – Invoice Price
Output – Cap on direct costs & Cap on resource costs
This cap on resource costs is obtained as follows -
Invoice Price
Deduct Taxes
Sales Price
Deduct Profit Margin
Total Costs
(Direct + Indirect)
Deduct Indirect Costs
Cap on Direct
Costs
Deduct other direct costs viz.
Placement fee, Non -billable cost,
Bench Cost
Cap on Resource
Costs
12

13. Key Deliverables
 An integrated pricing framework for all the offerings of Omnitech
 Cap on Direct Costs
 Cap on Resource Costs
 Rate cards for MS & AS
Goals to be achieved by the project
 A pricing framework to assist the sales team for taking informed and profitable
decisions
 A cap on Direct Costs for the operations department to keep the direct costs
under control
 A cap on Resource Costs for the hiring department to control resource costs
 Rate cards for all resources for the hiring department to assist them in hiring
process
Cost-Plus Pricing
It is a pricing methodology in which the price is obtained by adding a specific
predetermined mark-up or profit margin to the total costs i.e. direct costs and Indirect
Costs. It is one of the most basic pricing strategies. In this type of pricing, the mark-up is
usually added to the average variable costs.
In cost-plus pricing, first all the costs associated with the product/service are identified.
Then a mark-up is set based on the desired profit margin. The value of this mark-up is
added to the obtained value of costs to get the value of final price to be charged.
Pros of Cost-Plus Pricing
 Easy to calculate
 Operationally efficient
 Increase in price can be justified by increase in costs
 Enable pricing decisions to be taken at relatively lower management level
 Can be ethically justified
13

14.  Will lead to price stability (if competitors follow same strategy)
Cons of Cost-Plus Pricing
 Doesn’t take price-elasticity of demand into consideration (which can lead to
charging higher or lower prices than required)
 There is little or no incentive to control costs which can lead to inefficiency in the
business
 Includes sunk costs and ignores opportunity costs
 Doesn’t get influenced by competitor’s pricing
 It requires calculation of all overheads in business which is tedious task. At many
levels, due to the inherent difficulty in calculating the overheads, some arbitrary
values are taken
 Strict application of cost-plus pricing can lead to a vicious circle for businesses
High
Overestimated
Budget Costs
Selling
Price
Vicious Circle
of strict Full
Cost-Plus
pricing
Lower
Lower Demands
Profits
Higher
Costs
14

15. Methodology
Activities Overview
Week 1 & 2
Objective – To understand the service offerings of Omnitech and identify the direct costs
and indirect costs associated with each of the services
Activity performed – Meeting with the departmental heads of all the four offerings
Results Achieved - Gathered insights about all the offerings and direct costs associated
with each of them
Enterprise Solutions
Omnitech provides Industry solutions for four sectors namely –
 Banking and Finance
 Manufacturing
 Retail
 IT/ITES
15

16. Direct Costs Associated with ES
Direct Costs Involved in Enterprise
Solutions
Direct Costs
Resources Cost
Direct Labor
Engineering Costs
Consultant fee
Project Management costs
Materials Consumed
Hardware costs
Software costs
Installation costs
Non Billable cost
Communication costs
Damage costs
Bench Cost
Placement fee
Issues in ES
 Irregular Days Sales Outstanding (DSO) and hence irregular Cash Conversion Cycle
(CCC)
 Travelling costs are significant
 Sales team doesn’t have accurate data for informed decisions
Solutions provided for issues
 Flexibility provided in the pricing framework to enable entry for Average
Receivables Period (Days Sales Outstanding) and interest rate to take appropriate
interest costs into account
 Travelling costs were included in Indirect costs
 Cap on Direct Costs provided with the pricing framework for the sales team to
take informed decisions
16

17. Disaster Recovery - Business Continuity Planning (DR-BCP)
Business Continuity (BC) is a management process that provides a framework to ensure
the resilience of a business to any eventuality. Omnitech provides smooth continuity of
service to key customers and the protection of their brand and reputation. It provides a
basis for planning to ensure the long term survivability following a disruptive event.
Direct Costs Associated with DR-BCP
Direct Costs Involved in DR-BCP
1) DR-BCP Consulting
Direct Costs
Consultancy expenses
Travel expense
Communication expense
2) DR-IT Solution
Direct Costs
Manpower costs
Hardware costs
Software costs
Installation costs
Training costs
3) Business Continuity Solutions (BCS)
Direct Costs
Center Admin costs
Shift Engineer costs
Office facilities costs
Lock-in related costs
4) Data Vaulting (DV)
Direct Costs
Logistics expenses
Manpower expenses
Storage costs
17

18. Managed Services (MS)
Managed Services can be broadly classified into two groups namely –
 Infrastructure Management Services
o Total IT Outsourcing
o HelpDesk
o Data Center Services
o Application Management
o Enterprise Services
 Remote Infrastructure Management Services (RIMS)
o Remote Management
o Onsite Support
o Infrastructure Management
o Technical Helpdesk
o Onsite Technology Services
o Deliverables & Features
Direct Costs Associated with MS
Direct Costs Involved in MS
1) HD and EUS (Current)
Direct Costs
Infrastructure Team costs
Application Team costs
RIMS Support costs
Application Support other Vendor costs
Project Management Cost of FICC
FICC Premise Seat Cost
2) Help Desk and End User Support
with Omnitech tool at Omnitech NOC
Direct Costs
Employees Cost (NOC/Onsite)
Tools Cost (Kaseya and DSS)
Transition Cost (one time)
18

19. Backup cost
Project Management cost
Operations Cost (for AMC only)
Miscellaneous costs
3) Help Desk and End User Support
without Omnitech tool at Omnitech
NOC
Direct Costs
Employees Cost (NOC/Onsite)
Tools Cost (Kaseya and DSS)
Transition Cost (one time)
Backup cost
Project Management cost
Operations Cost (for AMC only)
Miscellaneous costs
4) Help Desk and End User Support
with Omnitech tool at FICC Premise
Direct Costs
Employees Cost (NOC/Onsite)
Tools Cost (Kaseya and DSS)
Transition Cost (one time)
Backup cost
Project Management cost
Operations Cost (for AMC only)
Miscellaneous costs
4) Help Desk and End User Support
with Omnitech tool at FICC Premise
Direct Costs
Employees Cost (NOC/Onsite)
Tools Cost (Kaseya and DSS)
Transition Cost (one time)
Backup cost
Project Management cost
Operations Cost (for AMC only)
Miscellaneous costs
19

20. 5) Help Desk and End User Support
without Omnitech tool at FICC
Premise NOC
Direct Costs
Employees Cost (NOC/Onsite)
Tools Cost (Kaseya and DSS)
Transition Cost (one time)
Backup cost
Project Management cost
Operations Cost (for AMC only)
Miscellaneous costs
Application Services (AS)
Application Services are broadly classified into three groups –
 Application Development Services
 Enterprise Application Integration
 Quality Assurance & Testing
Direct Costs Associated with AS
Costs Involved in Application Services
Direct Costs
One time Cost
Recruitment Cost
Visa and Lawyer Fees
Travelling To US two way for 2 adults & 2 kids
Recurring Cost
Accommodation
Food
Misc. Expense(transportation, Laundry)
Onsite Allowance
Medical Insurance
Resources cost
20

21. For all the four services, the direct costs are broadly grouped as five categories –
Direct Costs
Resources cost
Materials consumed
Non Billable cost
Bench Cost
Placement fee
Indirect Costs
For all the services, Indirect Costs are broadly categorised into following groups –
Indirect Costs
Travel
Stay
Recruitment & training
Presales cost
Sales cost
Shared services
Logistics
Contingency
Depreciation
Interest Expense
Week 3 to 7
Objective – To develop and refine a pricing framework for all the service offerings
Activity performed – Using the costs inputs, tax rates, profit margin, etc for modelling
pricing framework
Results Achieved – Pricing framework developed
Taxes –
For Product Offerings – Sales Tax and Octroi (if applicable)
For Service Offerings – Service Tax
Week 8
Objective – To develop rate cards for MS & AS
Activity performed – Using the relevant inputs i.e. Employee CTC, No. of employees,
Employee utilization factor, seasonality index, etc
Results Achieved – Rate Card prepared
21

22. Results
Pricing framework
Highlights of pricing framework
Auto-Price
 Inputs – All the direct costs involved (Resources costs, Non-Billable costs, Placement fee,
Materials consumed, Bench costs), Select “Product” or “Service”, Indirect costs (as a
percentage of direct costs) viz. Travel, Stay, Recruitment & training, Presales cost, Sales
cost, Shared services, Logistics, Contingency, Depreciation, Days Sales Outstanding
(DSO), Interest rate, Profit Margin, State-wise tax rates (Sales tax, Service tax, Octroi,
any other applicable taxes ), Select State/Union Territory
For cap on Direct costs, input Invoice Price
 Outputs – Invoice Price, Sales Price, Cap on Indirect Costs
Benefits of Auto-Price framework –
o Based on the entry of Inputs, a final invoice price is generated which is
helpful to take profitable decisions for sales
o A Direct Cost Cap is generated which will help the operations department
to optimize direct costs by becoming more efficient.
Direct Costs Input Sheet for ES (in next page – Page 23)
22

23. Direct Costs Involved in Enterprise Solutions
Direct Costs Value
Resources Cost The values are
entered for each
Direct Labor 400
of the direct cost
Engineering Costs 500 component. The
Consultant fee 300 values get
Project Management costs 600 summed up for
each component
Materials Consumed and appear on
Hardware costs 800 next sheet as
Software costs 700 consolidated
Installation costs 300 value for each
component.
Non Billable cost (The values in the
Communication costs 400 figure here are
Damage costs 600 arbitrary and not
actual)
Bench Cost 400
Placement fee 700
Choice about “Product” or “Service” is selected
The %
value of
indirect
costs,
DSO and
the
interest
rate are
entered
From previous
Input sheet
Desired Profit
Profit Margin = 20% Margin
percentage is
entered
23

24. Tax rates for all states and Union territories are entered in a table with the following
columns
Index States and Union Sales Tax Other Taxes (if
Number Territories Rate Octroi Service Tax Applicable)
Sheet generating Invoice Price and Sales Price
Costing for Enterprise Solutions
Select State / Andhra Pradesh
Arunachal Pradesh
Union Territory -- Assam
On selecting the
-> Bihar State/Union territo ry,
Chandigarh
Chhattisgarh the applicable tax
Dadra and Nagar Haveli
Daman and Diu rates gets updated as
per values entered in
previous table
Direct Costs
Resources cost Rs. 1,800.00 Direct
Materials consumed Rs. 1,800.00 Costs from
Non Billable cost Rs. 1,000.00
Bench Cost Rs. 400.00
the values
Placement fee Rs. 700.00 entered in
Input
Total Direct Costs (A) Rs. 5,700.00
Indirect Costs
Indirect
Travel Rs. 171.00 Costs as a
Stay Rs. 285.00 % of total
Recruitment & training Rs. 57.00
Presales cost Rs. 114.00
direct costs
Sales cost Rs. 228.00 from the
Shared services Rs. 456.00 values
Logistics Rs. 171.00
entered in
Contingency Rs. 228.00
Depreciation Rs. 342.00 Input
Total Indirect Costs (B) Rs. 2,052.00
Total Costs (A+B) Rs. 7,752.00
Sales Price
Profit Margin 20.00% derived fro m
Sales Price Rs. 9,690.00 the en tered
profit ma rgin
Tax rates
Sales tax rate 5.00%
Service tax rate 0.00% Tax rates
Octroi 0.00% from table as
Other taxes (if applicable) 0.00% per sta te/UT
Sales Tax Rs. 484.50
Service Tax Rs. -
Octroi Rs. -
Other Taxes (if applicable) Rs. -
Invoice Price
derived fro m
Invoice Price (P) Rs. 10,174.50 the Sales
Price plus
taxes
24

25. Cap on direct Costs
Cap on Direct Costs
Cap on direct
costs arrived at
by deducting
Taxes, Profit
Margin and
Enter Invoice Price Rs. 6,000.00 Indirect Costs
from the
entered Invoice
Cap on Direct Costs Rs. 3,501.40 Price
Price-Entry
 Inputs – All the direct costs involved (Resources costs, Non-Billable costs, Placement fee,
Materials consumed, Bench costs ), Select “Product” or “Service”, Indirect costs (as a
percentage of direct costs) viz. Travel, Stay, Recruitment & training, Presales cost, Sales
cost, Shared services, Logistics, Contingency, Depreciation, Days Sales Outstanding
(DSO), Interest rate, Profit Margin, State-wise tax rates (Sales tax, Service tax, Octroi,
any other applicable taxes), Select State/Union Territory
For cap on Direct costs, input Invoice Price
 Outputs – Invoice Price, Sales Price, Cap on Indirect Costs
Benefits of Auto-Price framework –
o Based on the entry of Inputs, a final invoice price is generated which is
helpful to take profitable decisions for sales
o A Direct Cost Cap is generated which will help the operations department
to optimize direct costs by becoming more efficient.
In the Price-Entry framework, all the sheets are same as Auto-Price framework except
for the following differences –
 Profit Margin is not entered in the input sheet (unlike Auto-Price)
 Invoice Price is entered
 Profit Margin and Sales Price are derived from the Invoice Price entered
25

26. The costing sheet appears as follows for Price-Entry framework
Costing for DR-BCP
Select State / Assam
Bihar
Union Territory - Chandigarh
--> Chhattisgarh
Dadra and Nagar Haveli
Daman and Diu
Goa
Gujarat
Direct Costs
Resources cost Rs. 456.00
Materials consumed Rs. 635.00
Non Billable cost Rs. 342.00
Bench Cost Rs. 878.00
Placement fee Rs. 1,223.00
Total Direct Costs (A) Rs. 3,534.00
Indirect Costs
Travel Rs. 106.02
Stay Rs. 176.70
Recruitment & training Rs. 35.34
Presales cost Rs. 70.68
Sales cost Rs. 141.36
Shared services Rs. 282.72
Logistics Rs. 106.02
Contingency Rs. 141.36
Depreciation Rs. 212.04
Total Indirect Costs (B) Rs. 1,272.24 The Profit
Total Costs (A+B) Rs. 4,806.24 Margin and
Sales Price is
Profit Margin 15.89% derived from
Sales Price Rs. 5,714.29 the value of
Invoice Price
Tax rates entered
Sales tax rate 5.00% below
Service tax rate 0.00%
Octroi 0.00%
Other taxes (if applicable) 0.00%
Sales Tax Rs. 285.71
Service Tax Rs. -
Octroi Rs. -
Other Taxes (if applicable) Rs. -
Invoice Price (P) Rs. 6,000.00 <----Enter Price Here
26

27. Rate Cards for MS & AS
For preparing rate cards, initially one more sheet is provided for inputting zones of
operation since the costs of resources differ according to zones.
Here the zone is selected and the
Zone-Wise discount percentages
are entered. This discount
percentage is reflected in the Cap
on Resource costs.
( The data in this picture are a rbitrary )
Input for Rate Cards
(All the date in the sheets shown below is arbitrary)
INPUT MATRIX for IMS
Increement 10%
YEAR 1 YEAR 2 YEAR 3
REVENUES
60,00,00,000.00 66,00,00,000.00 72,60,00,000.00
Seasonality
SEASONALITY INDEX YEAR 1 YEAR 2 YEAR 3 index
Q1 25% 20% 20% represents the
percentage of
Q2 25% 20% 30%
revenue/costs
Q3 25% 30% 20% each quarter
Q4 25% 30% 30%
Employee Utilisation Rates Yr1 Yr2 Yr3 Employee Utilization
Q1 70% 75% 77% Rates represen ts
Employee
Q2 70% 75% 77% efficiency/utilization in
Q3 70% 75% 77% each quarter
Q4 70% 75% 77%
27

28. SEASONALITY INDEX (for
resources) Q1 Q2 Q3 Q4
Year 1 25% 25% 25% 25% Similar to
Year 2 20% 20% 30% 30% Seasonality Index
for revenues
Year 3 20% 30% 20% 30%
CTC for each of the resource in entered in the sheet below (For MS)
ANNUAL COST PER EMPLOYEE YEAR 1 YEAR 2 YEAR 3
Increment rate - 10% 10%
Field Service and NIG
Field Engineer 150000 165000 181500
HelpDesk 150000 165000 181500
Regional Manager (Dispatch) 300000 330000 363000
HelpDesk (New Installation) 150000 165000 181500
Field Engineer (NIG) 150000 165000 181500
Stores
Stores Manager 350000 385000 423500
Stores Executive 180000 198000 217800
Courier 60000 66000 72600
TRC
TRC Manager 250000 275000 302500
TRC Engineer 150000 165000 181500
ASP
ASP Manager 250000 275000 302500
Commercial Executive 120000 132000 145200
Operations
National Service Delivery Manager-
Operations 675000 742500 816750
IMS
Engineer ( Deskside ) 150000 165000 181500
Service Assurance Executive 150000 165000 181500
Service Assurance Lead Executive 200000 220000 242000
Service Assurance Manager 350000 385000 423500
Service Governance Manager 800000 880000 968000
National Service Delivery Manager 600000 660000 726000
Resource ratios
The resource ratios represent the number of a resource that is required for a particular
number of another resource. For each of the resource ratios, we have taken a basic
28

29. resource and rest other resources are calculated on the basis of that. It is required for
those services where more than one type of resources is employed.
RESOURCE RATIO (Field Service & NIG)
No. Of Sr. Field Engineer per Helpdesk 10
No. of Field Engineers Per Regional mana ger(Dispa tch) 15
No. of HelpDes ks Per Field Engineer (NIG) 10
RESOURCE RATIO (Stores)
No. of Stores Mana ger Per Store Executi ve 10
No. of Couriers Per Store Executi ve 2
RESOURCE RATIO (TRC)
No. of TRC Mana ger Per TRC Engineer 10
RESOURCE RATIO (ASP)
No. of ASP Mana ger Per Commercial Executi ve 10
RESOURCE RATIO (IMS)
No. of Engineers Per Servi ce Assura nce Executi ve 5
No. SAE Per SA Lead Exec 3
No. of SA Lead Exec Per SAM 3
No. of NSDM Per SGM 2
No. of SAM Per SGM 2
Enter Direct Costs Percentages For calculating the cap on
Direct Cost % of Total Direct Cost resource costs, values of
various components as a
Non Billable Costs 5.20% percentage of total direct cost
Bench Costs 3.80% is entered. These values are
derived from historical data
Placement Fee 2.00%
Number of each of resources required in each of the quarters for the next three years in
entered in the tables (As shown below).
NO. OF Field Engineers YEAR 1 YEAR 2 YEAR 3
Q1 50 50 50
Q2 50 50 50
Q3 50 50 50
Q4 50 50 50
NO. OF Stores Executive YEAR 1 YEAR 2 YEAR 3
Q1 50 50 50
Q2 50 50 50
Q3 50 50 50
Q4 50 50 50
29

30. NO. OF TRC Engineer YEAR 1 YEAR 2 YEAR 3
Q1 50 50 50
Q2 50 50 50
Q3 50 50 50
Q4 50 50 50
NO. OF Commercial Executive YEAR 1 YEAR 2 YEAR 3
Q1 50 50 50
Q2 50 50 50
Q3 50 50 50
Q4 50 50 50
NO. OF SDM-ops YEAR 1 YEAR 2 YEAR 3
Q1 50 50 50
Q2 50 50 50
Q3 50 50 50
Q4 50 50 50
NO. OF Engineers (Deskside) YEAR 1 YEAR 2 YEAR 3
Q1 50 50 50
Q2 50 50 50
Q3 50 50 50
Q4 50 50 50
The actual number of resources needed is calculated by dividing the number of
resources in the tables above by the Employee Utilization Factor entered previously
(shown in tables below).
Field Service and NIG
NO. OF Field Engineers YEAR 1 YEAR 2 YEAR 3
Q1 71 67 65
Q2 71 67 65
Q3 71 67 65
Q4 71 67 65
Total 286 267 260
NO. OF HelpDesks YEAR 1 YEAR 2 YEAR 3
Q1 7 7 6
Q2 7 7 6
Q3 7 7 6
Q4 7 7 6
30

31. Total 48 27 26
NO OF Regional Manager (Dispatch) YEAR 1 YEAR 2 YEAR 3
Q1 5 7 4
Q2 5 7 4
Q3 5 7 4
Q4 5 7 4
Total 19 27 17
NO. OF HelpDesks (New Installation) YEAR 1 YEAR 2 YEAR 3
Q1 7 7 6
Q2 7 7 6
Q3 7 7 6
Q4 7 7 6
Total 29 27 26
NO. OF Field Engineers (NIG) YEAR 1 YEAR 2 YEAR 3
Q1 71 67 65
Q2 71 67 65
Q3 71 67 65
Q4 71 67 65
Total 286 267 260
Stores
NO. OF Store Managers YEAR 1 YEAR 2 YEAR 3
Q1 7 7 6
Q2 7 7 6
Q3 7 7 6
Q4 7 7 6
Total 29 27 26
NO. OF Store Executives YEAR 1 YEAR 2 YEAR 3
Q1 71 67 65
Q2 71 67 65
Q3 71 67 65
Q4 71 67 65
Total 286 267 260
NO. OF Couriers YEAR 1 YEAR 2 YEAR 3
Q1 143 133 130
Q2 143 133 130
Q3 143 133 130
31

32. Q4 143 133 130
Total 571 533 519
TRC
NO. OF TRC Managers YEAR 1 YEAR 2 YEAR 3
Q1 7 7 6
Q2 7 7 6
Q3 7 7 6
Q4 7 7 6
Total 29 27 26
NO. OF TRC Engineer YEAR 1 YEAR 2 YEAR 3
Q1 71 67 65
Q2 71 67 65
Q3 71 67 65
Q4 71 67 65
Total 286 267 260
ASP
NO. OF ASP Managers YEAR 1 YEAR 2 YEAR 3
Q1 7 7 6
Q2 7 7 6
Q3 7 7 6
Q4 7 7 6
Total 29 27 26
NO. OF Commercial Executives YEAR 1 YEAR 2 YEAR 3
Q1 71 67 65
Q2 71 67 65
Q3 71 67 65
Q4 71 67 65
Total 286 267 260
Operations
NO. OF National Service Delivery Manager-
Operations YEAR 1 YEAR 2 YEAR 3
Q1 71 67 65
Q2 71 67 65
Q3 71 67 65
Q4 71 67 65
32

33. Total 286 267 260
IMS
No. of Engineer ( Deskside ) YEAR 1 YEAR 2 YEAR 3
Q1 71 67 65
Q2 71 67 65
Q3 71 67 65
Q4 71 67 65
Total 286 267 260
NO. OF Service Assurance Executive YEAR 1 YEAR 2 YEAR 3
Q1 14 13 13
Q2 14 13 13
Q3 14 13 13
Q4 14 13 13
Total 57 53 52
NO OF Service Assurance Lead Executive
YEAR 1 YEAR 2 YEAR 3
Q1 8 7 7
Q2 8 7 7
Q3 8 7 7
Q4 8 7 7
Total 32 30 29
NO. OF Service Assurance Manager YEAR 1 YEAR 2 YEAR 3
Q1 2 1 1
Q2 2 1 1
Q3 2 1 1
Q4 2 1 1
Total 6 6 6
NO. OF Service Governance Manager YEAR 1 YEAR 2 YEAR 3
Q1 1 1 1
Q2 1 1 1
Q3 1 1 1
Q4 1 1 1
Total 5 4 4
NO. OF National Service Delivery Manager
YEAR 1 YEAR 2 YEAR 3
Q1 3 3 2
33

34. Q2 3 3 2
Q3 3 3 2
Q4 3 3 2
Total 13 11 10
Cap on Resource Costs
Enter Invoice Price Rs. 5,00,00,000.00
Calculated in the same
Cap on Direct Costs Rs. 3,22,67,582.83 way as before
Cap on Resource Rs. 2,01,02,704.10
Costs
Employee Cost
The revenue for each quarter is obtained by multiplying seasonality index with total
revenue. Similarly employee cost for each quarter is obtained by multiplying seasonality
index for resources by the cap on resource cost obtained in the table above. The cost for
each of the resource except the Basic Resource is calculated by the following formula –
Actual No. of Employees * Seasonality Index * CTC of the employee
For the Basic Resource, the cost is calculated by deducting all the other resource costs
from the cap on resource cost for that quarter-
Cap on Resource cost – sum of all other resource costs
34

35. Field Service and NIG
YEAR 1
Q1 Q2 Q3 Q4 Total
REVENUES 150000000 150000000 150000000 150000000 600000000
TOTAL EMPLOYEE COST 5025676 5025676 5025676 5025676 20102704
GRADE WISE TOTAL COST
HelpDesk 267857 267857 267857 267857 1071429
Regional Manager 357143 357143 357143 357143 1428571
(Dispatch)
HelpDesk (New Installation) 267857 267857 267857 267857 1071429
Field Engineer (NIG) 2678571 2678571 2678571 2678571 10714286
Field Engineer 1454247 1454247 1454247 1454247 5816990
AVG COST PER Field 20359.46 20359.46 20359.46 20359.46 81437.86
Engineer
Stores
YEAR 1
Q1 Q2 Q3 Q4 Total
REVENUES 150000000 150000000 150000000 150000000 600000000
TOTAL EMPLOYEE COST 5025676 5025676 5025676 5025676 20102704
GRADE WISE TOTAL COST
Stores Manager 625000 625000 625000 625000 2500000
Courier 2142857 2142857 2142857 2142857 8571429
Stores Executive 2257819 2257819 2257819 2257819 9031276
AVG COST PER Store 31609.46 31609.46 31609.46 31609.46 126437.86
Executive
TRC
YEAR 1
Q1 Q2 Q3 Q4 Total
REVENUES 150000000 150000000 150000000 150000000 600000000
TOTAL EMPLOYEE COST 5025676 5025676 5025676 5025676 20102704
GRADE WISE TOTAL COST
TRC Manager 446429 446429 446429 446429 1785714
TRC Engineer 4579247 4579247 4579247 4579247 18316990
AVG COST PER TRC 64109.46 64109.46 64109.46 64109.46 256437.86
Engineer
35

36. ASP
YEAR 1
Q1 Q2 Q3 Q4 Total
REVENUES 150000000 150000000 150000000 150000000 600000000
TOTAL EMPLOYEE COST 5025676 5025676 5025676 5025676 20102704
GRADE WISE TOTAL COST
ASP Manager 446429 446429 446429 446429 1785714
Commercial Executive 4579247 4579247 4579247 4579247 18316990
AVG COST PER Commercial 64109.46 64109.46 64109.46 64109.46 256437.86
Executive
Operations
YEAR 1
Q1 Q2 Q3 Q4 Total
REVENUES 150000000 150000000 150000000 150000000 600000000
TOTAL EMPLOYEE COST 5025676 5025676 5025676 5025676 20102704
GRADE WISE TOTAL COST
National Service Delivery 5025676 5025676 5025676 5025676 20102704
Manager-Operations
AVG COST PER NSDM-ops 70359.46 70359.46 70359.46 70359.46 281437.86
IMS
YEAR 1
Q1 Q2 Q3 Q4 Total
REVENUES 150000000 150000000 150000000 150000000 600000000
TOTAL EMPLOYEE COST 5025676 5025676 5025676 5025676 20102704
GRADE WISE TOTAL COST
Engineer ( Deskside ) 3241581 3241581 3241581 3241581 12966326
Service Assurance Executive 535714 535714 535714 535714 2142857
Service Assurance Lead 396825 396825 396825 396825 1587302
Executive
Service Assurance Manager 138889 138889 138889 138889 555556
Service Governance 226757 226757 226757 226757 907029
Manager
National Service Delivery 485909 485909 485909 485909 1943635
Manager
AVG COST PER Engineer 45382.14 45382.14 45382.14 45382.14 181529
36

37. Rate Cards
The rate cards for each of the resource are developed by taking the employee cost for
each of the resources for each year. These rate cards assist hiring team to take
profitable decisions in the hiring process since it provide the cap on the resource cost for
each of the resource. By utilizing this, optimum numbers of resources are hired for each
service with optimum experience. Rate cards appear as shown below. For some cases, a
multiplier can be used to obtain more accurate rates for resources.
Rate Card (Field Service & NIG)
Regional Manager HelpDesk (New Field Engineer
Field Engineer HelpDesk
(Dispatch) Installation) (NIG)
Year 1 14,54,247 2,67,857 3,57,143 2,67,857 26,78,571
Year 2
Year 3
Rate Card (Stores)
Stores
Manager Courier Stores Executive
Year 1 6,25,000 21,42,857 22,57,819
Year 2
Year 3
Rate Card (TRC)
TRC Manager TRC Engineer
Year 1 4,46,429 45,79,247
Year 2
Year 3
37

38. Rate Card (ASP)
Commercial
ASP Manager
Executive
Year 1 4,46,429 45,79,247
Year 2
Year 3
Rate Card (Operations)
NSDM-ops
Year 1 50,25,676
Year 2
Year 3
Rate Card (IMS)
Service Service Service Service
Engineer
Assurance Assurance Lead Assurance Governance NSDM
(Deskside)
Executive Executive Manager Manager
Year 1 32,41,581 5,35,714 3,96,825 1,38,889 2,26,757 4,85,909
Year 2
Year 3
Rate card for Application Services is developed using similar approach. The rate card for
AS is shown below.
Rate Card (AS)
.Net/Java Automation Performance
DBA Manual
Engineer Tester Tester
Year 1 14,54,247 2,67,857 3,57,143 2,67,857 26,78,571
Year 2
Year 3
38

39. Conclusion
Pros and Cons in current system
• Pros
– Clearly defined boundaries between various offerings
– Availability of detailed costing data
• Cons
– Scope of competition based pricing
– Difficulty in identification of indirect costs
Suggestions to overcome limitations
• Competition based pricing can be developed for ES, AS and DR-BCP
• Indirect costs and tax structures can be well defined
As per project objective, pricing framework for all the service offerings of Omnitech is
developed. In addition to that, rate cards are also prepared for AS and MS. Cap on Direct
Costs and Cap on Resource Costs data are provided for assisting Operations and Hiring
teams respectively.
39

40. Appendix A
Omnitech Practice Portfolio
Service SKU
Managed Services
1.1.1.0 Infrastructure Management Services ( IMS )
1.1.1.1 Hardware Break fix Support ( Comprehensive)
Helpdesk / Service Desk
Incidence / Event / Request Mana gement
1.1.2.1 Remedial Servi ces ( Servi ce Desk )
Asset Mana gement
*Vendor Coordina tion
End User Management
Des ktop / Laptop / PDAs / Printer Management
Remedial Services ( H/W & OS )
1.1.2.2 Antivirus /Spyware support
Windows Patch Updates
Installed application support
Performance Tuning
Proactive Diagnostics & Audit
Server Management
Moni toring (24x7 )- Tool Based
1.1.0
Availability, Capacity & Performance, Security Logs, Win Logs,
Acti ve Di rectory & User Administra tion,
1.1.2.3
Pa tch / AV Management
1
Da ta Ba ckup / Restore Management
Roll based performance ma nagement
Application, Mail services, Databases, Active Directory, File/Print services
Network & VOIP Management
Moni toring (24x7 )- Tool Based
1.1.2.4
Configura tion & Adminis tra tion
Network Performance tuning
Datacenter Management
Moni toring (24x7)-Tool Based
Server / Network / Appli ca tion Management
1.1.3.1
Periodi c Performance Audi t & Tuning
Green envi ronment control
**DR site mana gement
1.2.1.0 Application Management
Application Monitoring - Tool Based
Microsoft Exchange, SQL server, Microsoft Media Services, Office Communication Services (OCS), IIS, Active
1.2.0 Directory, Microsoft DHCP, Message Queuing
1.2.1.1
Oracle, Sybase, DB2, MySQL Database
Blackberry Enterprise Server, Citrix Metaframe, PGP Messaging Server, Remedy, Lotus Notes
BEA Weblogic, Sun JRE 1.5, ActiveMQ
40

41. Apache, Bind DNS, Sendmail, LDAP, Radius, POP, IMAP
Databases - Oracle, SQL,DB2,MySQL
1.2.1.2 Patch Management, Back-up / Restore, Physical Modelling, Performance Tuning, Load Balancing, DR Support, IO
Statistics Update, Index Management, Partition Management
Web Servers - Ms IIS, Apache Tomcat, Websphere HTTP
1.2.1.3 Log File management, Port Management, Config File Management, Application Deployment, Application Pool
Management, Worker Thread Management., Server Memory Management
Application Servers - Generic J2EE Servers like Jrun, Tomcat, Oracle, Websphere
1.2.1.4 Config File Management, Component Configuration and Deployment, Connection Pool Management, Application
Pool Management, Distributed Component Life Cycle Management
Middleware - Websphere MQ/MB, MS SSIS, Oracle Fusion
1.2.1.5 Queue and Adapter Management. Connection check and management., Integration Uptime Management, Log
Review and Reporting, Load Balancing, High Availability and DR Support
Reporting Server - BO , Crystal reporting, MS SSRS
1.2.1.6 Temp Object Clean-up, Garbage Collection and Memory Management, Connection Pool Management, Monitoring
of Schedule Jobs, Predefined Report Monitoring
1.3.1.0 Remote Infrastructure Management Services (RIMS)
- OmniMonitor ( Remote)
Server, Network, Applications Monitoring
1.3.1.1
Availability, Capacity & Performance matrices monitoring
Non virtualised / Virtualised environment supported ( Virtualised environment monitoring is not a part of standard solution )
1.3.0 - OmniManage ( Remote)
Desktop, Server, Network, Applications Management
1.3.1.2
General Administration, Patch/AV updates, Preventive Maintenance
Non virtualised / Virtualised environment supported ( Virtualised environment management is not a part of standard
solution )
- OmniHelp (Remote)
1.3.1.3
Virtual Helpdesk, Asset Management, Vendor Coordination, Remedial services
Enterprise Business Service Management ( Not Launched yet )
End to End Infras tructure Moni toring & Ma nagement
Applica tion Moni toring & Management
1.4.0 1.4.1.1 End User Experience Mana gement
End User application performance monitoring
Drill down approach to identify & manage application performance bottle necks
Total IT outsourcing experience with SLAs based on Business Processes availability
Hybrid delivery techniques using Onsite, Nearshore, Offshore & Cloud delivery methods
CIO dashboard addressing to Critical Business Processes efficiency & Uptime
Application Services
2.1.1.0 Application Development and Management
Application Modernization / Legacy Application Migration
2.1.1.1
FoxPro / D2K / Oracle Forms /Clipper/C / C++/VB 6.0 / VC 6.0
Bespoke Development (.NET & J2EE)
2.1.0 2.1.1.2
Back office Applications /Customer Portals/Workflow Applications
2 Application Porting
2.1.1.3
Solaris to Linux
Cloudifying Applications
2.1.1.4
Amazon /Microsoft Azure
2.2.1.0 Quality Assurance and Testing
2.2.0 2.2.1.1
Managed Testing Services (Omni Test Assure)
Test Planning / Designing / Execution
41

42. Application Security Testing
Test Automation Framework & Automation Services
OmniBusiness Test Automation Framework (OBTAF) Implementation
2.2.1.2
Custom Framework Implementation & Support
Tool based Test Automation (QTP, Silk, RFT, Selenium)
2.3.1.0 Enterprise Application Integration
Enterprise Application Integration
Message Base Integration
2.3.1.1 Service Oriented Architecture
2.3.0 Integration on the Cloud (Cast Iron)
Websphere and OFM Consulting Services
Payments Hub
2.3.1.2 STP (Straight Through Processing)
Payment Channel Integration
2.4.1.0 Business Intelligence
2.4.1.1 Report Development and Deployment
2.4.0 2.4.1.2 Automated Reports Generation and Delivery
2.4.1.3 Data Warehousing
Enterprise Infrastructure Solutions
End User Computing
3.1.1.1
Desktop / Laptop / printers & Scanners
Enterprise Server & Storage
Wintel / AMD / Itanium Servers
Rack / Blade Servers
3.1.1.2 Unix Servers
IBM AIX / HP UX / Red Hat & Suse Linux
Enterprise Storage
SAN / NAS / iSCSI
Backup / Archival Solutions
Offline Backup Storage
Autoloader / Tape Library
3 3.1.0 External SCSI LTO5
Random Access backup (RDX)
Backup / Archival Applications
3.1.1.3
Backup Scheduling & Cataloguing,
System bare metal Recovery
Data discovery option
Desktop / Laptop option
Data Replication
Host / Storage based
Networking ( Active and Passive ), WIFI, VOIP
Connectivity Solutions
3.1.1.4 WIFI Setup
Copper / Fiber campus cabling
Switching Solution
42

43. Core and Edge Switching Solution
Layer2 / Layer 3 with VLAN Solutions
Routing Solutions
Chassis base routers system
Firewall solutions
VPN Solution / IPS / IDS
Infrastructure Virtualization
3.1.1.5
Server / Storage / Network / Desktop
Bandwidth Optimization
3.1.1.6
Protocol based Bandwidth optimisation
Thin Client Computing ( Citrix )
3.1.1.7
Application level Bandwidth Optimisation
Ref NDS / RTGS Payment Gateway ( refer 9.2.5 for details )
3.2.0 Design / Implementation (RBI Guidelines )
Support (YoY )
Datacenter Build
Design / Implementation / Management
Architecture / Décor work
3.3.0 3.3.1.1 Power / Cooling / Light out
Access Control / Vigilance Security
Fire management system ( NOVAC 123 / VESDA)
BMS integration
3.4.1.0 E2E Security
End point Security
Antivirus & Antispam
3.4.1.1 Soft / Hard token
Smart card / Biometric
Software Encryption
3.4.0 Network security
3.4.1.2 Firewall / UTM / Switch / Router
IDS / IPS
Perimeter security
3.4.1.3 Day / Night vision cameras
RF / Smart / Biometric Access control
3.4.1.4 High Grade Security
Disaster Recovery & Biz Continuity
4.1.1.0 BC / DR Consulting
Assessment
4.1.1.1 End to end assessment of customer DR/BC policy, documentation, solution and readiness followed by the
4 suggestion to improvise
4.1.0 Business Impact analysis & Risk Analysis
4.1.1.2
Identifying the risk areas for organisation
Identifying Critical Business Functions and Recovery time objective parameters leading to defining optimum DR solution
4.1.1.3 Recovery Strategy designing, Plan design-Implementation- Maintenance
43

44. Defining recovery strategy for organisation
Preparing the DR/BC Plan
Designing the DR Solution
Implementing DR Solution for required Recovery Time Objective
Recovery Plan testing & Auditing
4.1.1.4 Mock Testing DR / BC plan
Auditing DR/BC plan by running test drill ( Simulation & acid )
Suggesting changes in the strategy & documentation based on test results
4.2.2.0 Disaster Recovery Solutions
Disaster Recovery solutions designing & Implementation
Native Datacenter / DR Center Build
4.2.0 4.2.2.1 Data / Files / Operating system replication through snap shot ( Bare metal recovery ) technology,
RTO/RPO monitoring / managing tools deployment
Automated software BC / DR plan maintenance with notification system
4.3.1.0 Disaster Recovery Site
Disaster Recovery Site Implementation
4.3.1.1
Captive Disaster Recovery Site Build
Disaster Recovery Site Management
4.3.1.2 Infrastructure Monitoring & Management, Data Replication Management, Process documentation, Change
management, DR instance Management
DR drills management
4.3.2.0 Shared Disaster Recovery Center Services
Disaster Recovery Site Hosting
4.3.0 Managed Disaster Recovery Site hosting
4.3.2.1
Disaster Recovery as a Services ( DRaaS)
Datacetner Services
- Work Place Area Recovery (WAR)
4.3.2.2 Dedicated and Syndicated work place seats in DR centers at Mumbai & Hyderabad
1:1, 1:5,1:7 sharing ratio for WAR, Primary & secondary usage, Free Drill usage
- Data vaulting
4.3.2.3 Datastorage in safety vaults at OmniCenter (Mumbai & Hyderabad)
Various options for media storage (20, 50….tapes ) with logistic arrangement
4.4.0 -Remote Backup / Restore ( Solution Note ready, to be launched by Q2)
4.5.0 -Virtual Office Recovery ( Solution Note ready, to be launched by Q2)
-Email / Black Berry Archival Solution ( Solution Note ready, to be launched by
4.6.0
Q2)
Cloud Computing ( Not Launched yet )
Adaptive Datacenter
Virtualised Servers in grid computing with Thin client interface
Proactive Infrastructure & Application Management
5.1.1.1
On demand compute, storage & connectivity capacity
Built in High Availability (99% Uptime) infrastructure with Disaster Recovery Ready
5
5.1.0 Customised Dashboard for resource utilisation reporting
Adaptive Capacity
Demand Load Balancing
5.1.2.1 On demand compute & storage capacity expansion
Load Balancing of computed requirements
Customised Dashboard for resource utilisation reporting
44