It will help you to know about recruitment process

1. Wel Come All
Recruitment

2. Presented By
ARABINDA
DAS

3. 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.

4. Recruitment cycle

5. Job Description
Job descriptions are written
statements that describe the
Roles, responsibilities, Duties.
Company Name & Address with website
Contact Person & Contact No
No. of requirement
Job title
Department
Key Responsibility areas

6. Preferred location
Alternative location
Education
Experience
Behavioral traits
Other skills
Salary range
Expected starting date
Other comments:

7. Organizational
Structure
Of
Wipro

8. © 2010 Wipro Ltd - Confidential
Wipro IT Business
Organization Structure

9. © 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

10. © 2010 Wipro Ltd - Confidential10
SBU/Verticals Service Lines
IT Business Organization Structure
Chairman
Azim H Premji
Joint CEO
Suresh Vaswani
Joint CEO
Girish Paranjpe
SBU/Verticals
Manufacturing
NS Bala
Energy & Utilities
A Padmanabhan
Retail, Consumer
Goods, Transportation
& Govt
B M Bhanumurthy
Wipro Infotech
Anand Sankaran
Finance Solutions
Soumitro Ghosh
BTS(FS)
K R Sanjiv
Service Lines
EAS
Sangita
Singh
TIS
Deepak
Jain
Testing Services
Gangadharaiah C P
BPO
Ashutosh
Vaidya
BTS(ES)
Srinivas
Pallia
Global
Consulting
Kirk Strawser
Technology
G K Prasanna
Product Engineering
Services
Ayan Mukerji
Global Media &
Telecom
Mark Fleming
Healthcare & Services
Rajiv Shah

11. © 2010 Wipro Ltd - Confidential11
IT Business Functional Structure
Functions
Azim H Premji
Chairman
Functions
Chief Marketing
Officer
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 CEO
Suresh Vaswani
Joint CEO
Girish Paranjpe
Exec VP – Finance
Suresh Senapaty
Exec VP – HR
Pratik 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

12. © 2010 Wipro Ltd - Confidential12
Business Units

13. © 2010 Wipro Ltd - Confidential13
* For Service Function Org. Structure – Pl show BU / SL / Geo Alignment in the same format
Energy & Utilities SBU
Anand Padmanabhan
Vertical Head- Energy
Dayapatra Nevatia
Vertical Head- Utilities
Arun Krishnamurthi
PD
Contact
Energy
Somnath
Ghosh
Offshore US
Utilities A/cs
Srinidhi G S
Onsite PD
UK A/cs
Debashish
Naik
Europe
Shell
Brian Allatt
America
John Gustafson
Thames/ WWU
Npower/SW/ NGN
Sahadev Singh
BFM
Pradeep Sriram
TED
Amit Kumar Badkas
SQA
Baskar Seshasayee
Service Functions
SBU Function Team
TW,SWs
Npower
Ranga Sarat
Shell
Harish S
BP
Suresh B
Presales
Utilities
Hariharan K
Other
Energy
Srinidhi GS
SBU Function Leaders
Verticals
Operations &
Delivery
E R Chandramouli
Domain Competency
& Strategic Initiatives
Subbi Lakshmanan
UK & US
Utilities
A/cs
Ravi Praksah M
BP
Samiron G
Program
Director
Origin
Manoj V
Field Force Sales
Head Energy
Competence ,
presales,
new GEOS
& alliances
Arjun R
Energy and Utilities
Strategic Marketing
Aravind Kamath
Other Energy
A/Cs
Rajaram S V

14. © 2010 Wipro Ltd - Confidential14
US Sales
Simon Philips
SDH Securities & WTS
Vishwas Deep
Finance Solutions
Soumitro Ghosh
BU Head – Finance Solutions
Girish S Paranjpe
Jt. CEO – IT Business
Global Head Banking
Sriram Srinivasan
Global Head Securities
Ravi Krishna D
COO
Ramesh Nagarajan
Non Linear Initiatives
Kalyan Roy
US Sales
Santhosh G Nair
Europe Sales
Angan Guha
New Initiatives
Ramesh P
Domain / SI
Ravi Kiran / Ashok H
Domain / SI
Mandar Joshi
SDH Banking
Kesava Moorthy
SDH Insurance
Rajiv H K
TPG
Vijayakumar K K
Solution Design
Gururaj L
Solution Design
Srikanth Namburi
BAS Head
Mike Blum
BFM
Aneesh Garg
Risk &
Compliance
S Mohan Rao
TED
Isaac
George/Sarika
Pradhan
Quality
V S Rajeev
KM
Rajendhiran
APAC Sales
Remko Jacobs
Marketing
Nimisha Jashnani
M & A
Gopi Krishna
Talent
Acquisition
Kanica Lalvani
Citi
TBH
Global Head Insurance
Ajoy Menon
Domain / SI
Uddipan B
Solution Design
Mukund Tumkur
BAS Head
TBH
US Sales
Wayne Fialo
UBS
Ramesh S
ZFS
Sridhar C
NMutual/Hartfor
d
TBH
Credit Suisse
TBH

15. © 2010 Wipro Ltd - Confidential15
Global Media & Telecom
Mark D Fleming
SBU Head
Vertical Head 1
Communication
Anil K Jain
Vertical Head 2
Media
Stephen Snyder
Vertical Head 3
Telecom / Integrated Services
Subrahmanyam P
Head Sales
Europe
Jack Smies
Head Sales
Americas
Sanjay Dhar
Joint CEO
Girish P
Service Functions
Field Force Sales
Verticals/ Delivery Structure
BFM
Ashish Chawla
Talent Engagement &
Development
Dhirendra Nath
Strategic Marketing
Shatrughan Yadav
COO (Delivery /
Integrated services
Subrahmanyam P

16. © 2010 Wipro Ltd - Confidential16
Service Functions
Client Solns Head
Abhijit Ghosh
SQA Manager
Manjunath
Ramaiah
TED
Amit Badkas
BFM
Ranjith Doshi
SVP & Head – Healthcare & Services
SBU
Rajiv Shah
Joint CEO
Suresh Vaswani
KM
Satheesh
Services
TBD
Infocrossing IHS
Cliff Carroll
PES
Manimaran Rajakannu
BPO
Ranjana Maitra
Solution Architect
Mukulika Ghosh
Service Lines
Pre Sales
Manish Mehta
Devices
TBD
Practice Head
Lalitha Amancherla
Head Sales
Europe
Malay Joshi
Head Sales
Americas
Arnab Bag
HCIT
India & ME
Harbir Singh
Sawhney
Onsite Presales Head
Prabhakar Ram
Practice Head Payor
Sreevatsa Sahasaranam
Practice Head Provider
TBD
Alliance Manager
TBD
Delivery Head
Prem Ramachandran
CEM
Adithya Bhatia
Delivery Heads
Solution Delivery Head
Syamala Lanka
Vijayraghavan
Srinivasan
Operational Excellence
•Training
•Competency development,
•Staffing
Satya
Medavie
Kavitha
Services
Delivery Head-
Healthcare
Prem Ramachandran
Vertical Head- Healthcare
Raman Sapra
Delivery Head
Siva Kumar Potnuru
Delivery Head-
Devices
Siva Kumar Potnuru
Healthcare & Services

17. © 2010 Wipro Ltd - Confidential17
Manufacturing
Manufacturing and Pharma
N S Bala
Solution Delivery Head
Suresh B
Pharma
Srinivas Rao R
Industrial Manufacturing
Hari Menon
High tech and
Consumer Electronics
Ramakrishnan R
Process and PB
Harsha Lal
Head Sales
Europe
Paul Neal
Head Sales
Americas
Malay Verma
Head Sales
Japan
Gopa Kumar
Joint CEO
Suresh Vaswani
Service Functions
Field Force Sales
Delivery Structure
BFM
Raghavendra
Jha
Talent Engagement
& Development
Shreyans Solanki
SQA
ChandraSekhar
V
Strategic Marketing
Rohit Srivastava
Knowledge
Management
Satheesh S
Auto ,Aero & Defense
Gopinathan Padiyath
PLM
Ram Walvekar
MES
Suresh Nair
EIG
Amarnath A
Transition Mgt
Makarand T
Verticals Structure
DH – Auto
Srinivas T
DH – Auto – GM
Premchand M
DH - HCE
Subramanyan A
DH – Process & PB
Narayan Katti
DH - IM
Venkatesh N
Head - SSAG
Madhavan S
DH - Operations
Rajeev K

18. © 2010 Wipro Ltd - Confidential18
RCTG
SBU Head
Retail, Consumer Goods, Transportation &
Government
Bhanu Murthy
Vertical Head
Retail - Americas & Japan
Hari Shetty
Vertical Head
Retail - Europe
Mike Davies
Vertical Head
Consumer Goods
Somjit Amrit
Vertical Head
Government US & UK
Umesh
Head
Business Advisory
Services
Mani Subramaniam
Head
Industry Solutions &
Technology Group
Vivek Venugopalan
Head
BPO Services
Manohar M
Head
Competency Centres
Srikanteswara S
Head Sales
Retail Europe
TBD
Head Sales
Consumer Goods, Transportation
Europe
Vivek Sharma
Head Sales
Americas
Sid Nair
Head Sales
Japan
Raju San
Head Sales
APAC
Manoj Nagpaul /
Sameer Satpute
Head Sales
Canada
Joint CEO
Suresh Vaswani
Service Functions
Field Force Sales
Head
Solution Definition
Madhavan Seshadri
Head
Analyst, Alliances
TBD
Head
Demand Generation
Srikanth Sivaraj
Head
Global Delivery & Operations
Vinod Kumar
SBU Functions
SBU Functions
Verticals
BFM
Deepak Kaushik
Talent Engagement &
Development
Amrita Samuel
SQA
Murughan
Kulandaivel
Strategic Marketing
TBD
Knowledge Management
Raju Ramakrishnan
Vertical Head
Transportation
Anurag Seth
Vertical Head
Government –APAC
Kannan N
Head Sales
China
Head
SBU Special Programs
Ravimani V
Head
Commercial & Contracts
TBD
Head
Emerging Market
Kannan N

19. © 2010 Wipro Ltd - Confidential19
Technology
Technology
G.K. Prasanna
Mansoor Ahmed Syed
Storage & ISV Vertical
Pavan Goyal
Computing, Peripherals &
Consumer Electronics
Ganesh Krishnamurthy
Semiconductor
Head Sales
Europe
Malay Joshi
Head Sales
Americas
Vasu Sarangapani
Head Sales
Japan
TBH
Head Sales
India & ROW
Coumarane
Packirisamy
Joint CEO
Girish Paranjpe
Service Functions
Field Force Sales
Verticals Structure / Delivery Structure
BFM
Navneet
Khandelwal
Talent Engagement &
Development
Priyanka Sudarshan
SQA
Raju R
Strategic Marketing
TBH
Rajeev Kumar Pathak
IT Services Practice
Siby Abraham
Service Delivery Head

20. © 2010 Wipro Ltd - Confidential20
Wipro Infotech
* Dual reporting also to WT leaders
Anand Sankaran
Sr VP and Head – India and
Middle East
Head – Services Biz
Achuthan Nair
Head – WS&T
Ashok Tripathy
Head – TOS
Gaurav Chadha
Head – BSD
Sairaman J
Head – Consulting
L 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 Vaswani
Jt CEO – IT business
Service Functions
Go To Market teams (Sales)
Head – IS &
Admin
CV Kamat
Head –
People
functions
Joseph John
Head – Business
Finance
Satish Srinivasan
Head - BD &
Innovation
Mukund S
Head – Quality
Shreeshan R
Head – EPD /TIS
Vikas Srivastava
Head –
Defence
Vertical
PSGP *
Head –
Legal, Manoj
Jain
Head - ISD
Suprio
Sengupta
Business
Units

21. © 2010 Wipro Ltd - Confidential21
Service Lines

22. © 2010 Wipro Ltd - Confidential22
BTS-ES
BTS(ES)
Srini Pallia
Practice Head 1
BTS(ES)BC3
Jayakrishnan S
Practice Head 2
BTS(ES)EBI
Hari Kishan Burle
Practice Head 3
BIIM (RCGT ,E&U)
P Srinivas Rao
Practice Head 4
BIIM(MFG&HCS)
Prasad Shyam
Practice Head 5
Microsoft Practice
Chandrashekar S
Head Sales
Europe
Anil Rebello
Head Sales
Americas
Hiral Chandrana
Head Sales
APAC / Japan
Sudhir Nair
Head Sales
Canada
Hiral Chandrana
Joint CEO
Suresh Vaswani
Service Functions
Field Force Sales
Verticals/ Delivery Structure
BFM
Giridhar Bhat
Talent Engagement &
Development
Suvro Raychaudhuri
SQA
Sukumar
Strategic Marketing
Naveen
Chandrashekar
Knowledge
Management
Madhav G S
Practice Head 6
Enterprise Solutions &
Architecture
TBD
SDH - Delivery
and Operations
P. Srinivasa Rao
Multi-practice & Demand
Generation
Prasad Shyam
Consulting Services
DR. Uday Bhaskar
Head- Global Alliances
And Strategy
Sudhir Kumar Nair

23. © 2010 Wipro Ltd - Confidential23
BTS (FS & TMT)
BU Head, BTS(FS&TMT)
K R Sanjiv
Joint CEO
Girish S Paranjpe
Practice Head
ESS
Prasenjit Saha
Practice Head
DWH & E mobility
Pawan Kumar
Practice Head
MSBU
Manoj Kumar Rai
Practice Head
PCM
Shridhar Rajgoplalan
Practice Head
PPMS
Sunil Anand
Customer Experience
Theme Head
Gopalakrishna Bylahalli
Practice Head
BPM & SOA
Krishnakumar Menon
Service Delivery Head
BPM & SOA, PCM & MSBU
Sujatha Visweswara
Service Delivery Head
DWH & ESS
Arup Banerjee
Architecture Function Head
EAC
P V Sridhar
Head Sales
Americas
Open
Head Sales
APAC
Arnab Ghosh
Head Sales
Europe
Mark Payne
BFM
Paluk Khanna
Strategic
Marketing
Naveen
Chandrasekar
SQA
Gokul PS
TED
Isaac V George
Natesh Selvaraj
Practice Structure Delivery Structure Field Force Sales
Service Functions

24. © 2010 Wipro Ltd - Confidential24
EAS
Global Delivery Organization
TBD
Sales US
Senthil
Sales Europe
Stuart Abott
Sr. Vice President
Sangita Singh
Service Functions
Field Force Sales
Delivery Structure
BFM
Gaurav Kedia
Talent Engagement &
Development -TBD
Quality
TBD
COE
G S Nathan
Talent
Acquisition
Ruby Lalla
SAP 1
Raja Ukil
ORACLE
Langbert Walker
CRM, SCM, MS
C S Swaminathan
People Soft, JDE
Preet Takkar
SAP 2
Amitava Sharma
OT
Arnab Chaudhary
People Engagement&
Business Support
Mohit Agarwal
SAP Alliance
Vaibhav Gomkale
Oracle Alliance, PDG and
Sales Analysis
Arup B Chakroborti
Operations
TBD
BT
TBD
Training
TBD
Sales APAC
Md. Haq (Just Hired)

25. © 2010 Wipro Ltd - Confidential25
PES
SBU Name
Ayan Mukerji
Vertical Head 1
Cluster Head-MAC &
Gaming, DSP
Nagamani
Vertical Head 2
Aerospace &
Defense
Sumonta M
Vertical Head 3
Automation
Practice
Sudhi Bangalore
Vertical Head 4
HPIPG +
Peripherals + TPP
Raghavendra K M
Vertical Head 6
SnS Cluster
Vasudevan A
Head Sales
Europe
Senthil M
Head Sales
Americas
Vinay Rawat
Head Sales
Japan
Soumya
Bhattacharya
Head Sales
APAC
Kuttappa B
Joint CEO
Girish S Paranjpe
Service Functions
Field Force Sales
BFM
Amit Bajoria
Talent Engagement &
Development
Debashish
Chatterjee
SQA
Rajashekhar
Sharma
Strategic Marketing
Sumonta
Mazumder
Knowledge
Management
TBD
Vertical Head 5
Medical
Devices
Manimaran R
Vertical Head 4
HPC, Cloud
Practice &
Solns
Sajjad HK
Vertical Head 4
Vertical Solutions for
MFG,E&U & RCTG
Amitava Bhattacharjee
Vertical Head 4
EDS
Dr TS
Krishnamurthy
Verticals/ Delivery Structure
Solution Delivery
Head Cluster 1
Anup Kumar Sureka
Solution Delivery
Head Cluster 1
Vijayakumar Kabbin
Solution Delivery
Head Cluster 3
Prasad V Bhatt
Recruitment and OPS ,
Risk office, Non-linearity,
Windows Emb. alliance
Ramesh Sethuraman

26. © 2010 Wipro Ltd - Confidential26
Testing Services
Testing Services
Gangadharaiah C P
Kumudha Sridharan
TMT Testing
Arun Kumar Singh
FS Testing
Vivek Bhasin
ES Testing and
Practices
Saikrishna Darbha
SDH
Head Sales
Europe
Monish Mishra
Head Sales
Americas
Ajay Kumar
Head Sales
Japan
Vittal Vashist N
Head Sales
APAC
Vittal Vashist N
Head Sales
Canada
Ajay Kumar
Joint CEO
Suresh Vaswani
Service Functions
Field Force Sales
Verticals/ Delivery Structure
BFM
Sunil Jaiswal
Talent Engagement
& Development
Shalini Macaden
SQA
Thomas George
Strategic Marketing
Sanjay Seth
Innovation Centre
Mahesh V

27. © 2010 Wipro Ltd - Confidential27
TIS
TIS
Deepak Jain
Balakrishnan Ramani
TSS and GSI
Ayush MIttal
Managed Services
Prasenjit Saha#
MSS
Delivery
Sanjesh Gupta K
Head Sales
Europe
Ian Ordish
Head Sales
Americas
Sanjeev Gupta
Head Sales
Japan
Vikram Chandna
Head Sales
APAC
Sriprakash Mishra
Joint CEO
Suresh Vaswani
Service Functions
Field Force Sales
Verticals/ Delivery Structure
BFM
Deepak
Chandran
Talent Engagement
& Development
Subramani BT
SQA
Anand Prakash
Strategic Marketing
Sureni Rout
Resourcing
Thomas Anand
Talent Acquisition
Rajesh Chandran
# Prasenjit rolls up to BTS-FS, so not covered in this document

28. © 2010 Wipro Ltd - Confidential28
Azim H Premji
Chairman – Wipro Ltd
Suresh Vaswani
Joint CEO – Wipro Technologies
Girish Paranjpe
Joint CEO - Wipro Technologies
Ashutosh Vaidya
Head – Wipro BPO
Go-To-Market Organization
Tapan Bhat
Technology, TSP, TEP,
Media & Communications
Ramit Sethi
Finance
Solutions
Nagendra P
Bandaru
GEO Sales
Team
Saragur Srihari
Retail, CPG, Services (RCS),
Manufacturing, Healthcare & Life
Sciences (Mfg – HLS)
Global Delivery Organization
Harsh Bhatia
Technical Helpdesk
Srijit Rajappan
Customer Service
Puneet Chandra
Corporate Business Services
(F&A, HR, Procurement)
Ramit Sethi
Finance Sols.
(KPO, LPO & Securities)
Sanjeev Bhatia
International Operations
Nithya Ramkumar
Process Platform
Service Functions
Praveen Kamath
Talent Acquisition and
Employee Branding
Alok Jain
TT COE, CSD, CWFM
& Ombudsperson.
Atul Kapoor
Information
Systems
P C Jain
Infrastructure
Mgmt. Group
Keyur Maniar
Transition
Arun Madan
Controllership &
Facilities Mgt.
Subhasish Biswas
Risk Management &
Compliance
Devender
Malhotra
Quality and CAG
Manoj Jaiswal
Business Finance &
Pricing
Richa Tripathi
Talent Engagement
& Development,
SLD
Keyur Maniar
Energy &
Utility
Hoshedar N Contractor
IMG, IS, Wividus, CWFM, TAEB, TT
COE
Hoshedar N
Contractor
Transportation
Wipro BPO

29. © 2010 Wipro Ltd - Confidential29
WCS Head
KIRK STRAWSER
Regional Head
Europe
Roop Singh
Regional Head
JIMEA
Ramanath L
Practice Head
Enterprise Architecture
Dr. Udaya Bhaskar
Practice Head
Process Excellence
Rajeev Mendiratta
Regional Head
USA
Christopher Rooney
Joint CEO
Girish Paranjpe
Service Functions
Practice /Geography Leaders
BFM
Sathish
Raghunathan
TED
Nikita Lochub
Strategic Marketing
Manideepa
Dasgupta
Shared Services
Vasudev Murthy/ Ron
Hardy
Practice Head
IS Government
Muralidhara Honnur
Wipro Consulting Services

30. © 2010 Wipro Ltd - Confidential30
Functions

31. © 2010 Wipro Ltd - Confidential31
Strategy, M&A
CSO
Lakshminarayana K R
M&A Lead
Sridhar Srinivasan
Strategy & M&A
lead for Tech/FS
Pramod Idiculla
Joint CEO
Girish S Paranjpe
Supriti Bhandary
HR Lead for M&A
Sailesh Menezes
TED
Strategy Lead
Ajay Bhaskar
Joint CEO
Suresh Vaswani

32. © 2010 Wipro Ltd - Confidential32
Chief Information Officer
CIO
Laxman K Badiga
Vice President
Information Systems
Kenny Kesar
General Manager
IT Management Group
R Srinivasan
CPO
Global Procurement
Nagarajan A
CMO
Materials & Logistics
Harsha Kestur
General Manager
Physical Security & IRMC
Gopal P Choudhary
Europe
Ramesh Phillips
Joint CEO
Girish S Paranjpe
Service Functions
Global Operations
Function Heads
BFM
Gowri Shankar
TED
Sailesh A J
Menezes
SQA
Sugathan R
Executive Secretary
Thanuja Michael
Knowledge
Management
Anjali Koli
Vice President
FMG
Ram Ramakrishnan
Vice President
Travel & Ticketing
Sekar Sankaran
General Manager
OOC
M V Nayak
General Manager
ICG
Suman Chakravarthy
General Manager
Leasing
Raghunandan
Head
Land & Real Estate
V R Ganesh
Function Heads
Only 4
team
members
will be with
IT
business.
Others
move to
WEEUSA
Sridhar Ramasubbu
APAC/Australia /Japan
TBH

33. © 2010 Wipro Ltd - Confidential33
Chief Technology Officer
CTO
Vijayakumar I
Joint CEO
Girish Paranjpe
Anant C D
CT- Tech
GS Nathan
CT-EAS
Subbi Lakshman
CT- E&U
Mukundan S
CT- WI
Sudarshan Murthy
Lead Research
Analyst
Ram Prasad KR
Central CT
Rajesh Mishra
Hrishi Mohan
Innovation Catalyst
Nitin Narkhede,CT-
Field Engagement
Ashim K Ghosh
Green Tech
Consultant
Soundaram S
PMO
Vikesh Mehta
Lead Innovation
Catalyst
Jack Story
CTO Ifox

34. © 2010 Wipro Ltd - Confidential34
FP & A
Jatin Dalal
-E&U, H&S,
Mfg, UK & Europe
Deepak Chandran
TIS/ Tes
Deepak Kaushik
RCTG, WCS
Suresh Senapaty
Sridhar R
Geos
Manish Dugar
Gaurav Kedia
EAS
Ravi Kiran Vadapally
GDO/ CIO/PES/
Tech/FPA
Manoj Jaiswal- WBPO
Shivakumar R
Infocrossing
Giridhar Bhat- BTS ES
Aneesh Garg
BTS FS&TMT/FS
Satish Srinivasan
WI
TED/TA/TT
Murugesan V
TED
Sailesh M
MQ
Praful Ingle

35. © 2010 Wipro Ltd - Confidential35
Global Delivery Organization
GLOBAL DELIVERY
ORGANIZATION
SAMBUDDHA DEB
SDH 4
TIS + IFOX + ISD
Thandavamurthy
SDH 2
Testing
Saikrishna Darba
SDH 3
EAS
Raja Ukil*
SDH5
RCTG
T V Vinod Kumar
Joint CEO
Name
Service Functions
Delivery Structure
BFM
RaviKiran Vadapally
TED
Sailesh Menzes
Central Engineering
Venkatesh Hulikal
TED People
Initiatives
Sachi Krishana
Talent
Transformation
Selvan D
SDH6
HLS
Symala Lanka
SDH 1
FS + BTS ( FS/ TMT)
Ramesh Nagarajan
SDH 8
BTS ( ES)
P Srinivasa Rao
SDH 9
GMT
Vishwas Santurkar
SDH10, 11
PES
Anup Kumar Sureka
Vijaya Kumar Kabbin
Delivery Structure
Center Head 1
Chengdu
Suchira Iyer
Center Head 2
Atlanta & 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
CSF
A R Ramesh
Non Linearity
Suryanarayana
Valluri
SDH 12
VLSI
Prasad Bhatt
SDH 13
Telecom Equipment
Ravishankar G S
SDH 14
Technology
Siby Abraham
SDH 15
Energy& Utilities
Chandramouli E R
Delivery Structure BPO
Harsh
Srijit
Puneet
Competency Group
Ramki Krishnan
SDH 7
Manufacturing
Suresh Bala

36. © 2010 Wipro Ltd - Confidential36
Geo Sales & Operations
President – Global
Sales & Operations
Martha Bejar
IFOX
Sameer Kishore
Microsoft
K D Singh
Govt. Relations
Melanie
Carter-Maguire
Productized Solutions
Sanjay Gupta
Jt. CEO
Suresh Vaswani
CSO – APAC
Rajat Mathur
CSO – US &
Canada
Manoj Punja
CSO – Europe
Jeff Jalil
CSO – Japan
Hiroshi Alley
CSO - LATAM
TBH
Field Force Sales
Finance &
Operations
Sridhar R
Marketing
Rahul
Kadavakolu
Talent
Acquisition
Jackie Lewis
TED
Santosh
Karagada
Service Functions
Alliances & Specialist Groups
Cisco
Jyotirmayi
EMC
Mansoor A Syed
Quality & Op.
Excellence
Bharadwaj H B
GPT & Sales Process
Ramakanth Desai
Sales Head -
BPO
Nagendra
Bandaru

37. © 2010 Wipro Ltd - Confidential37
Mission Quality
CQO
Jagdish Ramaswamy
Wipro Technologies
Wipro Infotech
Shreeshan R
FS &
BTS
FS&TMT
Rajeev v s
Service Lines
Ganesh
Arunachala
Service Functions
Sugathan
Ramasubramanian
CMT,PES,EDS,
SEI,Japan &
China
S.M.Bala
Mfg, HC,E&U,
RCTS
BTS ES,
Mohankrisna G
Wipro BPO
Devendra Malhotra
SQA
SEPG
Sugathan
Ramasubramania
n
Sales Process
Bharadwaj H B
America &
Europe
Bharadwaj H B
Wipro Way and
Process
Excellence
(ALL WIPRO)
- Usha
Rangarajan
- Gurdarshan
Brar
MQ Sub Functions
SQA Team
Joint CEO
Girish Paranjpe
Joint CEO
Suresh Vaswani
Managed
Services
COE
Raju R

38. © 2010 Wipro Ltd - Confidential38
Strategic Marketing
CMO
Rajan Kohli
Thought Leadership
Online Marketing, EAS
Rahul Koul
BTS ES & BTS FS&TMT,
PSG
Naveen C
Mfg,E&U,
CEO CRM
Siddharth Nair
Jt- CEO
Girish Paranjpe
Service
Functions
Jt CEO
Suresh Vaswani
Analyst relations
Manideepa D
GMT, Tech
Shatrughan Singh
PES- Sumanto M
Aradhana Kansal,
WBPO,TES
RCTS/H&S
FS
Field Marketing,
Branding
Rahul Kadavakolu
Head PR &
Communications
WI
Ram Yadavilli
TIS& Alliance
Sureni Rout
BFM
Nithin VJ
TED
Sailesh Menezes
MQ
Praful Ingle

39. © 2010 Wipro Ltd - Confidential39
Talent Acquisition
VP - TA
Pradeep Bahirwani
Campus Hiring, ER,
Marketing, Onsite Hiring
Kannan Ramaiah
EVP - HR
Pratik Kumar
Service Functions
BFM
Murugesan V
TED
Sailesh A J
Menezes
SQA
Sugathan R
Leadership Hiring,
Central Sourcing
Arvind J
BGV/TQG +
Diversity initiatives
Smitha Trikanad
APAC/ASEAN+ Strategic DCs+ Contract
Staffing + Out Locations+ Functional
Hiring
Satish Krishnan
Americas + Europe
Jacqueline Lynam
TIS + Demand
Management + IS
Rajesh Chandran
GMT, Technology,
PES,EDS
Teresa Mishra
BTS, BTS (FS & TMT), RCTG, HC & Mf,
+ Partner Mgmt
Pradeep Deshpande
FS
Kanica Malhotra
EAS
Ruby Lalla
TeS
Uthappa M K

40. © 2010 Wipro Ltd - Confidential40
Geographies

41. © 2010 Wipro Ltd - Confidential41
Field Force- US
Chief Sales &
Operations
Manoj Punja
Business Units
MFG
Malay Verma
E&U
John Gustafson
RCTG
Sid Nair
Technology
Vasu Sarangapani
Media & Telecom
Sanjay Dhar
Healthcare &
Services
Arnab Bag
Banking
Wayne Fialo
Insurance
Simon Phillips
Securities
Santhosh Nair
Global Accounts
GE
Prasoon Saxena
UBS
Ramesh
Subramanian
Citibank
Open
Service Lines
EAS
Senthil Kumar
TIS
Sanjeev Gupta
BTS - ES
Hiral Chandrana
BTS – FS/TMT
Open
BPO
Mike Pithawalla
Testing
Ajay Kumar
PES
Vinay Rawat
Alliances
Arshad Sayyad
WCS
TBD
Country Heads &
Special Initiatives
Canada
Chris Lord
BD & Strategy
TBD
PMG
Judith Rothrock
Global Programs
TBD
Atlanta DC
Suraj Prakash
Service Functions
Business Finance
Sathish R
TED
Rohit Khandelwal
Talent Acquisition
Venkat Inampudi
Legal
Open
Strategic
Marketing
Kathlen Ulrich
No. of Reports: Direct – 19; Indirect - 9

42. © 2010 Wipro Ltd - Confidential42
Field Force - Europe
Chief Sales &
Operations
Jeff Jalil
Business Units
MFG
Paul Neal
E&U
Steve Powlay
Retail
TBH
CPG & T
Vivek Sharma
BFSI
Angan Guha
Media &
Telecom
Jack Smies
Hi-Tech &
Healthcare
Malay Joshi
Government
Geoff Llewellyn
Global
Accounts
Shell
Brian Allatt
BP
Samiron
Ghoshal
BT
Siddharth
Mehta
Ericsson & ALU
Ramadurai S
Nokia and NSN
Jayanta Dey
ZFS Global
Sridhar C
Service Lines
EAS
TBH
TIS
TBH
BTS - ES
Anil Rebello
BTS – FS/TMT
Mark Payne
BPO
Vinay Firake
Testing
Monish Mishra
PES
Senthil M
Consulting
Roop Singh
Large Deals
Steve Powlay
Productized
Solutions
TBH
Country Heads
France
Chris Martinoli
Germany
Ralf Reich
S. Africa
Shailendra
Singh
Norway
Kjell/Yngve
Service
Functions
Business
Finance
Jatin Dalal
TED
Nimish Khare
Talent
Acquisition
Mark Warburg
Legal
Sharmila
Krishnan
Strategic
Marketing
TBH
No. of Reports: Direct – 20; Indirect - 13

43. © 2010 Wipro Ltd - Confidential43
Field Force - APAC
CSOO – ANZ &
ASEAN
Rajat Mathur
EAS
Arup C
WCS
Vinay Disley
Testing
Vittal Vashist
BTS
Sudhir Nair &
Arnab Ghosh
BPO
Rohan Prabhu
TIS
Ayush Mittal
TIS
Sriprakash Mishra
RCTG
Kannan N
CMSP
Madhwesh K
Securities
Shrikanth N
Manufacturing
Channabasavanna HS
President – Global
Sales & Operations
Martha Bejar
CEM-Foster’s
Sachin Rane
Regional Head –
ANZ
Manoj Nagpaul
Regional Head –
ASEAN
Sameer Satpute
BFSI
Remko Jacobs
E&U
Manish Prasad
Field Force Sales
BFM
Ramesh Bafna
Marketing
Iya Bhatia
Malhotra
Advisory
Relationships
Pragati Mehrotra
Business
Development
Shyam
Natarajan
FMG
Purushotham
Menon
TED
Supriti Bhandary
Service Functions
Vertical SPOCS
Service Line SPOCS

44. © 2010 Wipro Ltd - Confidential44
Field Force - Japan
Japan Geo, Head of Sales and Operations
HIROSHI ALLEY
Delivery
BFSI, RCTG, Mfg/HC
Sam Mathew
Delivery
TMT
Sandeep Chhabra
Head Sales
Manufacturing & HC
Gopakumar
Gopinathan Nair
Head Sales
TMT
Anand Dass
Head Sales
RCTG
Raju Verghese
Head Sales
BFSI
Shinji Kimura / Akira
Senoo
Head Sales
EAS
Sreenivas Acharyulu
Unnamatla
President, Global Sales
&Operations
Martha Bejar
Service Functions
Field Force Sales
Delivery Structure
BFM / Finance
Srikanth Samba
TED
Stewart Azuma
Training and Quality
Sandeep Chhabra
Strategic Marketing
Minoru
Wakabayashi
Legal Counsel
Kenji Harahata
Head Sales
PES
Soumya Bhattacharya
Head Sales
TES
Open
Head Sales
VSLI
Gautam K
Head Sales
TIS
Vikram Chandna
Head Sales
Tel & Comm
Takuyo Nakatani
Talent Acquisition
Tomoaki Hirose

45. © 2010 Wipro Ltd - Confidential45
Infocrossing
Sameer Kishore
President and Member of the Board
(Infocrossing)
Service Delivery and
Client Engagement
ITO
Vince Deluca
Vertical Head 2
I H S
Cliff Carroll
Vertical Head 3
ETC
Chris Esworthy
Vertical Head 4
BPO
Sam Berger
Vertical Head 5
BU
Name
Head Sales
Tim Pauley (ETC)
Head Sales
Dan Martino
(ITO)
Head Sales
Japan
Name
Head Sales
APAC
Name
Head Sales
Canada
Name
Martha Bejar
Global Sales and Operations /
Chairman of the Board
(Infocrossing)
Service Functions
Field Force Sales
Verticals/ Delivery Structure
Finance
Shiv
Rajagopalan
Talent Engagement
& Development
Al Stichter
Legal
Nick Letizia
Strategic Marketing
Michael Wilczak
CTO
Jack Story

46. © 2010 Wipro Ltd - Confidential46
Saurabh Govil
Senior Vice-President -
TED
Testing, TIS & EAS
Priti Rajora
General Manager
Americas & Europe
Santosh Karagada
General Manager
Perf. Enhancement
& Capability Bldg.
Veena
Padmanabhan
General Manager
Richa Tripathi
Vice President
Global Media & Tel & PES
Sunita Cherian
General Manager
RCTG, Mfg & BTS– ES
Neeraj Kumar
General Manager
FS & BTS (FS & GMT)
Isaac George
General Manager
Verticals / SL’s Geographies Wipro
BPO
Group
Compensation
& Benefits
Samir Gadgil
General Manager
TED
E& U and HLS
Amit Kumar Badkas
Senior Manager
Wipro Consulting
Services
Nikita Lochub
Senior Manager
APAC, Japan & Greater
China
Supriti Bhandary*
General Manager
M& A, People
Transition
Programs, Intl
Strat. Initiatives.
Supriti Bhandary*
General Manager
Wipro
Infotech
Joseph John
Vice President
*plays a dual role
Campus / Corporate
Initiatives
Aruna S Krishnan
General Manager

47. News
Analysis

48. Contents:-
Introduction
Wipro BPO
Wipro divisions
Products and Production
Splits and collaborations
Market share in software
Market share in BPO
SWOT analysis
Conclusion

49. Industry IT services, IT consulting
Founded Amalner, Maharashtra
(December 1945)
Founder M.H. Hasham Premji
Key people Azim Premji
(Chairman)
Services IT, business consulting and
outsourcing services
Revenue Rs 31338 Crore
Operating income Rs. 5818 Crore
Profit Rs. 5382 Crore

50. 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.

51. Wipro BPO
Founded 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

52. WIPRO’s Vegetable Oil Refining Plant
Alamner, Maharashtra(1965)

53. Wipro divisions
Wipro 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.

54. 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.

55. 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

56. WIPRO Products
PRODUCT NAME UNITS INSTALLED
CAPACITY
PRODUCTION
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 )… ……….. ……… ……….

57. 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
Lamps
Thousands
Numbers
23355.00 0.00 0.00 0.0000
Fluorescent
Tube Lights
Thousands
Numbers
27097.00 5836.00 0.00 0.0000

58. Production
Tipping 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.

59. Splits and collaborations
The 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.

60. Share in software market
Tata consultancy services
WIPRO
INFOSYS
HCL Technologies
others
30%
13%
10%
8%
This data is based on software and other IT application sales of
respective companies. The survey was conducted by Rediff.com and
Economic times in dec 2011
39%

61. Top 5 BPO companies in India
1. 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

62. GENPACT
WNS Global Services
WIPRO
HCL BPO
ICICI OneSource
others
Wipro’s market share in BPO
30%
26%
25%
10%
7% 2%

63. SWOT Analysis – WIPRO
SWOT 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

64. 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.

65. 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

66. 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

67. 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.

68. Market
Research

69. 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.

70. • 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

71. 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.

72. • 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.

73. • 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.

74. • 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?

75. – 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?

76. What is the systematic gathering,
recording and analyzing of data about
problems relating to the marketing of
goods and services?
A. Market strategy
B. Market research
C. Market approach
D. Market plan
Click to see the answer.

77. 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.

78. 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.

79. 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

80. • 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.
1
2
3
4
5
6
7

81. 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.

82. Step 2: Set Objectives, Budget and
Timetables

83. 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?

84. 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.

85. 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.

86. 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.

87. 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.

88. 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.

89. 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.

90. 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.

91. 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

92. 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.

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

94. What is primary research?
A. Original information gathered for a specific purpose
B. Information that already exists somewhere else
C. Low awareness of your company and its products or
services
D. All of the above

95. What is secondary research?
A. Information that already exists
B. Original information gathered for a specific
purpose
C. Research done with a secondary party

96. 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.

97. • 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.

98. 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."

99. 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.

100. This module has used questions. Have
they been open- or closed-ended?
A. Open-ended
B. Closed-ended

101. 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

102. 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.

103. 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.

104. • 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.

105. 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

106. 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.

107. 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.

108. 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.

109. Why People Change
Jobs
?

110. • 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.

111. Good Reasons
Career advancement.
Work environment
Challenge.
Appreciation
Stability
Location

112. 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

113. 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

114. 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.

115. 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.

116. 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

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

118. Poor Reasons
Greater compensation
Relationship with your boss
Relationship with co-worker
Impending events
Boredom

119. 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

120. 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

121. 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.

122. 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.

123. 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.

124. How to make job interesting
?

125. .
• .
Challenge
Ask for help yourself
Find a balance
Partake in a passion project
Stop trying to multitask
Do something kind for a coworker or
client
Get motivated to face the day

126. .Keep your work in perspective
You are more than your work
Plan your time and create a to-do list
Concentrate on the task at hand
Be clear about what’s expected of you
Delegate wherever appropriate
Have regular breaks
Learn to relax
Make your workplace more pleasant

127. .Switch off once you leave work
Review your day before you leave for home

128. 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.

129. 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.

130. 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?

131. 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.

132. 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.

133. 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.

134. 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.

135. 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.

136. 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.

137. 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.

138. 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.

139. 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.

140. 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.

141. 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.

142. 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.

143. 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.

144. 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.

145. 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.

146. How I Can Give My
100%

147. .
Go Back to “Why”
Go for Five
Move Around
Find the Next Step
Find Your Itch
Deconstruct Your Fears
Get a Partner

148. .
Kick start Your Day
Read Books
Get the Right Tools
There are No Small Problems
Develop a Mantra
Build on Success

149. 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

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

151. 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

152. 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.

153. 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.

154. 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.

155. 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.

156. 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.

157. 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.

158. 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.

159. 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.

160. 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!”

161. 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

162. Factors preventing to give
100%

163.  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

164. 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.

165. 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.

166. 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.

167. 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?

168. 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

169. 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

170. 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

171. 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.

172. 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

173. 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

174. THE END
THANK YOU