Questionnaire

University:- Pune. Department: • IVIanagement Sciences. Research Center:- National Insurance Academy.

Dear sir/Madam,

I believe that you are the spokesperson for thousands of people who make use of computer software systems for a variety of activities in the day-to-day business operations. Since I am interested in knowing how we can improve the existing computer software systems to meet user needs, I ask for your help. I hope that this study will help in surfacing better ways of utilizing computer software systems to improve operations in various organizations. Would you therefore fill the questionnaire by answering the questions and return it to me. I will collect the questionnaire at your very convenience time. I assure you that am in no way connected to the company and the information will help contribute towards my PhD Research project in "A Study of Computer Software Application In Operation Management In Selected Industrial Units In Pune area". The information supplied by you will be sthctly treated as confidential.

The study is only for academic purposes only.

Thanking you.

Yours Truly.

Sign: .

Nyangera Ronald Gesicho.

287 Instructions:

(Please select your choice from the provided options by marking inside the box with \ X ] And fill all spaces provided^

Section I: - Personal Information.

i) Name and address of the respondent:

Phone

ii) Gender: - Male [ Female [

iii) Designation

iv) No of years worked in the company Age_

v) Certificate of qualifying exam employed with_

Section II: - General Company information.

Q. 1) Company started: (Year) Number of employees,

Q. 2) Product(s) Produced

Q. 3) Number of production centers. a) In Pune b) In other states of India c)ln other countries

Q. 4) i)Areas of marketing company products. a) [ ] In Pune only. b) [ ] Within Maharashtra only, c) [ ] In India only. d) [ ] In Asia region only. e) [ ] In India and in other Countries.

Q. 5) Company is owned by a) [ ] Indian investor(s) b) [ ] Foreign investor(s

288 Q. 6) Company type. a) [ ] Public Ltd Company. b) [ ] Private Ltd Company. c) [ ] Cooperative Ltd Company d) [ ] Private Company. e)[ ] Other(Specify)

Q. 7) Major Clients a) [ ] Government(s)1 b)[ ] Companies. c) [ ] General d)[ ] Individuals.

Q. 8). Business type. a) [ ] Manufacturing b)[ ] Service. c) [ ] Production d)[ ] Processing. e) [ ] Others (Specifyfv)

Q. 9). Major Departments of the company/organization.

Section 3: • To be filled by IT Personnel of the companies surveyed

Q. 1). i) Type of computer software system of the company. a) [ ] Fully computerized. b) [ ] Partly computerized. c) [ ] Not computerized,

ii) Why partly computerized?

Hi) If not computerized when is the company expected to computenze its operations?

289 iv) If not computerized, what are the constraints that hinder the company from computerizing business operations? a)[ ] Budgetary constraints. b)[ ] Financial constraints. a) Others constraints (Specify):

v) What future plans do you have in further development and improvement of computer software systems used in the company?

vi) What is the future expected benefits are you expecting out of improving computer software systems of the company?

Q. 2) Financial allocations for computer software systems of your company:

Allocation Year 2002 Year 2003 Year 2004

Hardware

Software

Training IT staff

Maintenance of software

Other IT related expenses

290 ii) Expenditure in IT in tine period from 2002 to 2004.

Expenditure Year 2002 Year 2003 Year 2004

Hardware

Software

Training IT staff '

Maintenance of software , Other IT related expenses

Q .3) i) Company Turnover

Year end 2003 Year end 2002 Year end 2003 Year end 2004

ii) Is change in turnover attributed to changes in computation processes? a)[ ]Yes b)[ ]No c)[ ] I don't know.

iii) Apart from computer software systems, what do you think may have contributed to the changes indicated in change in turnover of the company?

Q 4) Total number of Computers in the organization a) Number of servers b) Number of terminals_

Q 5) i) Total number of employees a) Working directly in IT department. b) Working with computers

ii) Are there trained employees in IT but not working directly in IT? a)Yes[ ] b)No [ ] c)[ ] I don't know.

291 iii) Are there employees untrained in IT but working in IT section? a) Yes[ ]. b) No [ ]. C) [ ] I don't know.

v) Does the company train all its employees working in IT section? a)[ ]Yes b)[ ]No c)[ ]l don't know,

vi) If training is given for how long? a) Managers and Management team i)[ ]0-1 months ii) [ ]1-2 months iii) [ ] 2-3 months iv) [ ]3-4 months v) [ ] 4-5 months vi) [ ]5-6 months vii) [ ] six months and above.

b) Operations Staff, i)[ ] 0-1 month ii)[ ]1-2 months iii)[ ] 2-3 months iv)[ ]3-4 months v)[ ]4-5 months vi)[ ]5-6 months vii)[ ] six months and above. vii) What would you suggest to be done to untrained employees in IT section to improve their input to the company?

Q 6). i) Type of computer software systems used? a) [ ] Bought ready made. b) [ ] designed purposely for the company.

ii)Reasons why the company went for the above software?

iii) Is the computer software system fully supporting the scope of business operations of the company? a)[ ]Yes b)[ ]No. c)[ ] I don't know.

iv) Is the computer software system easy to learn its usage and how to use it? a) [ ] Yes. b) [ ] No. c)[ ] I don't know

v) Is the company using all the designed software in their operations?

292 a)[ ]Yes. b)[ ] No, c) [ . ] I dont know.

vi) If not, why is the company not using all its designed computer software system in the business operations?

Q 7). Operating system(s) of the company. a) [ ] Unix b) [ ] Windows, c) [ ] Linux. d)[ ] DOS e)[ ] Macintosh. f) Others (Specify).

Q. 8) i). Type of computer software system being used by the company; a) [ ] Accounts software, b) [ ] Office software. c) [ ] Manufacturing software. c)[ ] Processing software. d)[ ] Others(Specify)

Q 9) Network type of the company: a) [ ] Stand alone computer(s) b) [ ] Local Area Network. c) [ ] Metropolitan Area Network. d) [ ] Wide area Network. e) [ ] Intranet. f) [ ] Internet. g) [ ] Extranet.

Q. 10). Cases under which computer software update is carried out in your organization (tick mark all options you agree with) a) [ ] Meet market requirements and functionalities. b) [ ] Meet new innovation and inventions. c) [ ] Meet standards of competition from other rival companies. d) [ ] Minimizing bugs, e) [ ] Any other(Specify)

293 Questionnaire

University:- Pune. Department: • Management Sciences. Research Center:- National Insurance Academy.

Dear sir/Madam,

The study is only for academic purposes only.

Thanking you.

Yours Truly.

Sign: .

Nyangera Ronald Gesicho.

294 Instructions:

(Please select your choice(s) from the provided options by marking inside the box with [ X ] and by filling all spaces provided) in the questionnaire.

Section I: - Personal Details.

Your name and address:

Phone ii) Gender: - Male [ ] Female [ iii) Designation iv) No of years worked in the company Age_ v) Certificate of qualifying exam employed with

II) General questions to be filled by any departmental manager/head of the company surveyed.

Q 1) i) Impact of computer software systems in supporting the day-to-day business activities/operations: a) [ ] Very highly supportive b) [ ] Highly supportive c) [ ] Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive. ii) Suggest improvements required in the system to improve it usage in the day-to-day business operations/ activities.

Q. 2) I) The impact of computer software system in reducing cycle-time of production per unit output a)[ ] Very highly Reduced b)[ ] Highly Reduced c)[ ] Fairly Reduced c)[ ] Poorly Reduced d)[ ] Not Reduced

Q. 2) II) Cycle time reduced in per unit output (Percentage wise)

295 a)[ ] Below 10 percent b) [ ] 10-20 percent c) [ ] 20-30 percent d)[ ] 30-40 percent e) [ ] 40-50 percent f) [ ] above 50 percent

Q 3) i) Computer software system in supporting financial accounts and records management systems to improve operations. a) [ ] Very fiighly supportive b) [ ] Highly supportive c) [ ] Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive.

Q 3) ii) Suggest any improvements required in the computerized financial accounts and records management systems to improve operations. -

Q 4) i) Support of the computer software systems in the inventory control and management operation systems. a) [ ] Very highly supportive b) [ ] Highly supportive c) [ ] Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive. ii) Suggest any improvements required in the inventory control and management computer software system:

Q 5). i) Support of the computer software systems in stores keeping and management a) [ ] Very highly supportive. b) [ ] Highly supportive. c) [ ] Fairly Supportive. c) [ ] Poorly Supportive. d) [ ] Not Supportive.

Q 5) ii) Suggest ways of improving the computer software system to enhance stores keeping and management operations.

Q 6) i) Support of the computer software system in marketing management operations: a)[ ] Very highly supportive b) [ ] Highly supportive c) [ ] Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive.

296 ii) Suggest ways of improving the computer software system to improve marl

Q. 7) i) Support of the computer software systems in comparing company operations/activities with those of external and rival forces: a)[ ] Very highly supportive b)[ ] Highly supportive c)[ ] Fairly Supportive c)[ ] Poorly Supportive d)[ ] Not Supportive. ii) Suggest ways to improve the computer software systems to improve comparon of the company activities with those of external and rival firms.

Q.8) i) Support of the computer software system in management of postproduction activities of the organization, a) [ ] Very highly supportive b) [ ] Highly supportive c) [ ] Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive. ii) Suggest any improvements to be made t improve the system support in postproduction activities.

Q. 9) .i) Support of the computer software system in managing customer services and satisfaction. a) [ ] Very highly supportive b) [ ] Highly supportive c) [ ] Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive. ii) Suggest ways to improve the computer software system to enhance management of customer services and satisfaction:

10). i) Level of contribution by management staff in development and updating computer software systems:

297 a)[ ] Very highly involved b)[ ] Highly Involved c) [ ] Fairly Involved c) [ ] Poorly Involved d) [ ] Not Involved.

Q. 11) i) Level of support of the existing computer software systems in making routine operational decisions of the company: a)[ ] Very highly supportive b)[ ] Highly supportive c) [ ] Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive.

11) Suggest improvements required in the computer software system to help management make operational decisions.

Q. 12). Level of support of the computer software in helping management personnel in planning and policy making of the organization. a)[ ] Very highly supportive b)[ ] Highly supportive c) [ ] Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive. ii) Suggest possible improvements expected in the system to improve future planning and policymaking:

Q13) Systems support in implementing policies and plans of the organization: a)[ ] Very highly supportive b)[ ] Highly supportive c) [ j Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive. ii) Suggest possible improvements expected to the system to improve implementation of plans and policies.

Q. 14) 1) Do you use computer in product designing? a) [ ] Yes b) [ ] No c) [ ] I don't Know. ii) Level of computer software support in product designing? a)[ ] Very highly supportive b)[ ] Highly supportive

298 c) [ ] Fairly Supportive c) [ ] Poorly Supportive d)[ ] Not Supportive. iii) Improvement required to enhance systems support in product designing?

(Tick mark all your options in the following question) Q 15) Te computer software of the organization: a) [ ] Is twenty four hours dependable due to best systems backup. b) [ ] Creates organizational awareness to employees and customers. c) [ ] Is able to influence purchase decisions of the customers. d) [ ] is able to integrate dealers of the systems to help improve efficiency in marketing and faster transactions processing. e) [ ] Is able to create multi channel retail business assumptions periodically. f) [ ] Enables users to review the business assumptions periodically.

Q 16). 1) Does your system enable all users to share information about changes in product features, sales policy, and promotion schemes along with continuous training and development for enhancing marketing acumen and state of art architecture? a) [ ] Yes b) [ ] No c) [ ] I don't Know. iii) level of system support to the above question: a)[ ] Very highly supportive b) [ ] Highly supportive c) [ ] Fairly Supportive c) [ ] Poorly Supportive d) [ ] Not Supportive.

Q. 17). Please tick mark your option(s) about the services the system is capable to support from the list stated below: a) [ ] Prevention of stock situation. b) [ ] Fulfillment of delivery commitments. c) [ ] Consistence in total trade related services quality. d) Intact description of delivery services to products without damage on transit. e) [ ] prompt support for recovery from defective deliveries. f) [ ] Prompt information sharing about changes in product profile. g) [ ] Sales policy and promotion schemes. h) [ ] delivery of goods as per feature and quantity specifications of the order. i) [ ] Reasonable return on investment and infrastructure. j) [ ] Consistence in quality of product. k) [ ] Written transaction and non-discriminatory sales policy. I) [ ] Ability to meet unforeseen requirements

299 m) [ ] Availability of information regarding status of order shipment, delivery schemes and tracking of movement. n) [ ] Fixed replenishment cycle time. o) [ ] Accurate and timely delivery of business documents. p) [ ] computer to computer order entry.

Q. 18) During input of data does the system force validation? a) [ ] Yes b) [ ] No c) [ ] I don't Know. ii) what can the company improve in the software to force validation?

Q. 19) I) Is the system capable to establish all default values? a) [ ] Yes b) [ ] No c) [ ] I don't Know. ii) What are the improvements expected to establish default values?

Q. 20) i) Does the system explore the allowable character sets and data types? a) [ ] Yes b) [ ] No c) [ ] I don't Know. ii) What improvements are the required to these effects?

Q. 21) Is the system capable to support flexible reporting engine that enable easy alterations of default reports? a) [ ] Yes b) [ ] No c) [ ] I don't Know. ii) What are the improvements required to improve reports generation?

Q. 22) Does the system have a website accessible twenty four hours a day and three hundred days a year? a) [ ] Yes b) [ ] No c) [ ] I don't Know. ii) Website address

300 (Tick mark your option(s) below) iii) Facilities offered by the website a) [ ] Stiopping cart that allows visitors to select multiple products, b) [ ] Collecting payment information c) [ ] Offer business to customers twenty-four hours a day and 365 days a year. d) [ ] Order products online e) [ ] Secure server with specific encryption software installed, f) [ ] Enabling automated and twenty-four hours ordering that reduces the costs and enhances chances of errors, g) [ ] Allow customers to track orders themselves. h) [ ] Provide up-to-date price lists and product catalogue, i) [ ] E-tailing or the virtual storefront and the virtual mall, j) [ ] Market research by gathering data about prospects and as part of taking orders, k) [ ] Electronic data interchange, I) [ ] Email, fax and Internet telephony.

Q, 23) Company computer software tools provided by your E-service system. a) [ ] Provide online directories about products. b) [ ] Suggesting alternative to out of stock items. c) [ ] Technological specification and direction to product usage. d) [ ] Combining catalogue searching and ordering into simple point to and click operations on the net, instead of faxed, or calling toll free number ones they find the product online, e) [ ] Recognizing market trends and bnnging new items to user s attention. f) [ ] Making the payment scheme more flexible, g) [ ] Improved national and regional information relay centers etc,

Q, 24) Please if your company is using E-commerce, do tick mark the facilities you agree upon below that your system is able to support, a) [ ] Enable automated twenty-four hour ordenng that reduces the cost and chances of error, b) [ ] Necessary customers services c) [ ] Allow customers to track orders themselves, d) [ ] Provide up to date price list and product catalogue. e) [ ] Reduce the supply chain costs. f) [ ] The gathering and use of demographic data through the web contacts, g) [ ] Electronic data interchange (EDI) business-to-business exchange of data, h) [ ] Email and fax and their use as a media for reaching prospects and enabling customers with newsletters. i) [ ] Business to business buying and selling. j) [ ] The security of business transactions

Q. 25 i) Is your company outsourcing to other companies and countries? a) [ ] Yes b) [ ] No c) [ ] I don't Know,

301 ii) If outsourcing, what are the IT areas outsourced? a) b). c). c)_ d).

Q 26) Is the system helping in reducing production costs? a) [ ] Yes b) [ ] No c) [ ] I don't Know.

What is the percentage cost reduction per unit output of a product due to use of computer software system? a)[ ] below 5 percent b)[ ] 5-10 percent c)[ ] 10-15 percent d)[ ] 15-20 percent e)[ ] 20-25 percent f) [ ] 25-30 percent g) [ ] 30-35 percent h)[ ] 35-40 Percent i) [ ] 40-45 percent j) [ ] 45-50 percent k) 50 and above percent.

Q. 27) What are the future technological advancements are you expecting in the company?

end

302 Map of Pune Area

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(Source: naukri2000.com:)

Map of Pune area where the research was undertaken:

303 Information Checklist

(A Study of Computer Software Systems Application in Operation Management in Selected Industrial Units in Pune Area)

Name and Address of the Company:

Phone:

Date of Survey Visit: Place

Notes:

Researchers' Comments:

304 Experts^ Interview by Enoch Washington Recruitment Manager KPIT

According to Enock Woshington, Recruitment Manager KPIT, an interview conducted by the researcher in the managers' office. The researchers questions and answers received from Enoch Washington were as follows: Q. What type of industry do you consider competitive? A. Every industry has a competitive strategy, whether explicit or implicit developed through a planning process or evolved through implicitly through the activities of the various functional departments firm. Left to its own devices, each functional department will inevitably pursue approaches dictated by its professional orientation and the incentives of those in charge. However the sum of these departmental approaches rarely equals the best strategy. The emphasis being placed on strategic planning today in firms, the proposition that there are significant benefits to gain through an explicit process or formulating strategy, to ensure that at least the policies of functional departments are coordinated and directed at some common set of goals. What is driving competition in industries is what actions are competitors likely to take, what is the best way to respond, how an industry will evolve, how a firm is best positioned to compete in the long run. Yet most of the emphasis in formal strategic planning processes has been on asking these questions in an organization and disciplined way rather than on answering them. Those techniques that have been advanced for answering the question, often by consulting firms either address the diversified company rather than the industry perspective or consider only one aspect of industry structure, like the behavior of costs that

305 cannot hope to capture the richness and complexity of industry competition. Q. What are the different types of industrial organizations present in Pune area? A. Types of industrial organizations include first Private enterprises that are owned by sole traders, partnerships, private limited comparues, public limited comparues, and holding companies. Second we have public sector organizations, and other types of institutions that may include co operatives. Q. What are the departmental settings of these companies? A. Departmental setting of every company differ from organization to organization depending on the size of the company, number of products and other factors. However overview of the departments are as follows together with their functionalities: 1 Management Department is involved in organizing, commanding, coordinating, controlling and planning. 2 Marketing Department which, create demand (where non existent), develop a latent demand, revitalize a sagging demand, attempt to smooth out (synchronize) uneven demand, reduce overfull demand etc. 3 Research and development Department is concerned with producing new products plans by an agreed date and at the pre-determined cost, making possible production of new products in line with phasing out old ones, providing meaningful estimates of costs of manufacture of new products, including both capital and production costs, getting ahead of or catching up with competitive technology, achieving a pre-

306 determined percentage of 'new products' in the companies' line of saleable products, running the department at a pre-planned cost etc. 4 Production Department involved with design of the product, selection of equipment and processes, job design and methods, factory location and layout, production and stock control, maintenance, labor control and supervision, 5 Purchasing and Materials management Department dealing with receipt of requisition of goods, invitation to tender or quote; examination of tenders, plarming and placing purchase orders, matching purchase orders with goods inwards documentation, progressing orders to ensure good delivery, checking suppliers' invoices and quotations, controlling returned goods and obtaining credit notes maintaining records of orders made, fulfilled, delivery dates, invoices, defects etc, arranging for the requisition of department to receive goods etc direct from suppliers or via stores etc. 6 Quality Management Department deals with establishing standards of quality for product or services, establishing procedures or production methods, which ought to ensure that these required standards of quality, are met in a suitable high proportion of case monitoring actual quality taking control action when actual quality falls below standards etc. 7 Human Resource Department involved in recruitment, selecting, appraising, training, development, staffing etc.

Q. What is an effective computer software system that can support effective production and operation management of industries?

307 A. The test of the computer system should be on the basis of its effectiveness in helping the organization achieve its goals, and these systems must match user requirements, enhance communication etc. Q. What are the goals of your company? A. One most often think of financial goals, a comprehensive diagnosis of competitor's goals will usually include many more qualitative factors, such as its targets in terms of market leadership, technological position, social performance, and the like, there are corporate-wide goals, business unit goals and even goals that can be deduced for individual functional areas and key managers. The goals of higher levels play a part, but do not fully determine, the goals lower down, business unit goals include what are the stated financial goals of the competitor) How does the competitor make the trade-off between long run and short run performance? Between profits and growth in revenue? Between growth and ability to pay regular dividends. Second what is the competitor's attitude risk? If financial objectives essentially consists of objectives consist profitability, market position (share), rate of growth, and desired level of risk, how does the competitor appear to balance these factors. Third does the competitor have economic or non-economic orgaruzational values or beliefs either widely shared or held by senior management, which importantly affect its goals? Does it want to be the market leader, industry statesman, and technological leader? Does it have the tradition or history of following particular strategy or functional policy that has been institutionalized into a goal? Strongly held views about product design or layout? Locational preferences? Fourth what is the organizational structure of the competitor functional structure, presence of product manager, separate Research and Development laboratory, etc)? How does the structure allocate

308 responsibility and power of such key decisions as resource allocation, pricing, and product changes? The competitor's organizational structure provides some indication about the relative status of various functional areas and the coordination and emphasis that are deemed strategically important. For example of the sales department is headed by a senior vice president who reports, it is indication that sales is more influential than manufacturing, if manufacturing is headed by a director who reports to the senior vice president for administration. Where responsibility for decision is assigned will give clues about the perspective top management wants to bring to bear on them. Fifth what control and incentive system are in place? How are executives compensated? How is the sales force compensated? Does management hold stock? Is there a deferred compensation system in place? What measures of performance are tracked regularly? How often? All these things, though sometimes difficult to discern yield important clues about what the competitor believes is important and how managers will respond to events in view of their rewards. Sixth what accounting system and conventions are in place? How does the competitor value inventory? Allocate costs? Account for inflation? These sorts of accounting policy issues can strongly influence, what its costs are, the way it sets prices, and so on. Seventh, what kinds of managers comprise the leadership of the competitor, particular the Chief Executives Officer (CEO)? What are their backgrounds and experience? What kinds of younger managers seem to be getting rewarded, and what is their apparent emphasis? Are there any patterns in the places from which outsiders are hired into the company as an indication of a direction the company might be taking? Eight, How much apparent unanimity is there among rrianagement about future direction? Are their management

309 factions favoring different goals? If so, this may lead to sudden shifts in strategy as power shifts. Unanimity, conversely, may lead to great staying power and even stubbornness in the face of adversity. Ninth, What is the composition of the board, does it have enough outsiders to exercise out review? What kinds of the outsiders are on the board, and what are their backgrounds and their affiliations? How do they manage in their firms or what interests do they represent (Banks, layers)? The composition of the board can provide clues about the company's orientation posture towards risk and even preferred strategic approaches. Ten what contractual commitments may limit alternatives? Are there any debits covenants that will limit what goals can be? Restriction due to licensing or joint venture agreements. Eleven, are there any regulatory, anti trust, or other governments or social constraints on the behavior of the firm that will affect such things as its reaction to moves of a smaller competitor or the probability that it will try to gain a larger market share? Has the competitor had any antitrust problems in the past? For what reasons? Has it entered into any consent decrees? Such restraints or even just a history may sensitize a firm so that it foregoes reacting to strategic events unless some essential element if its business is threatened. The firm attempting to capture a small share of a market from an industry leader can enjoy some protection as a result of such restraints, for example. The corporate parent and business unit goals. If the competitor is likely to impose constraints or requirements on the business unit that will be crucial to predicting its behavior. The following questions need to be asked in addition to those just discussed: One, What are the current results (Sales growth, rate of return, etc.) of the parent company? As a firm approximation, this gives an indication of the parent's targets that may be translated into market share

310 objectives, pricing decisions, pressure for new products, and so on, for its business unit. A business unit performing worse than the parent as a whole is usually feeling the pressure. A business unit of a parent with a long string of unbroken financial improvements will be unlikely to take an action that can jeopardize the record. Second, What are the overall goals of the parent? In view of these, what are the parent's probable needs from its business unit? Third, What strategic importance does the parent attach to the particular business unit in terms of its overall corporate strategy? Does the corporation view this business as a "base business" or one on the periphery of its operation? Where does the business fit into the parent's portfolio? Is this business seen as a growth area and one of the keys to the future of the corporation, or is it considered mature or stable and a source of cash? The strategic importance of the business unit will have a major influence on the goals it is expected to meet, and assessing strategic importance. Fourth, Why did the parent get into this business (because of excess capacity, need for vertical integration, to exploit distribution channels, for marketing strength)? This factor will give some further indication of the way in which the parent views the contribution of the business and the probable pressure it will place on the unit's strategic posture and behavior. Fifth, what is the economic relationship between the business and others in the parent company's portfolio (vertical integration, complementary to the other business, shared R&D)? What does these relationships imply for special requirements the corporation may place on the unit relative to the way it would behave as a free-standing company? Shared facility, for example, may mean that the unit is under pressure to cover overhead or absorb excess capacity generated by its sister units. Or if the unit is complementary to another division in the parent, the parent

311 may choose to take the profits elsewhere. Interrelationships with other units in the company may also imply cross-subsidies in one direction or another. Sixth, What are the corporate-wide values or believes of top management? Do they seek technological leadership in all their level production and the avoidance of layoffs to carry out a corporate policy against unions? These sorts of corporate-wide values and believes will usually have an effect on the business unit. Seventh, is there a generic strategy that the parent has applied in a number of businesses and may attempt in this one? Eight given the performance and needs of other units in the corporation and the overall strategy, what sorts of sales targets, hurdles for return on investment, and constraints on capital might be placed on the competitor units? Will it be able to compete successfully against other units in its corporate organizations for corporate capital given its performance vis-^-vis these other units and the corporation goals for it? Is he business unit either actually or the parent company, or will it be left on its own and assigned low priority in terms of managerial attention? What are the investment capital requirements of the other units of the company? Given any clues available about the priorities it's parent company places on the various units and amount of funds available after dividends, how much will be left for the unit? Ninth what are the parent company's diversification plans? Is the parent planning to diversify into other areas that will consume capital or which will provide an indication of long-run emphasis that will be placed on the unit? Is the parent moving in directions that will bolster the units through opportunities for synergy? Ten, What clues does the organization structure of the competitor's corporate parent provide about the relative status, position, and goals of the unit in the eyes of the corporate parent? Does the unit report directly to

312 the chief executive or an influential group vice president, or is it a small part of a larger organization entity? Has a "comer" in the organization been placed in charge or a manager on his way out? The organization relationship will also give clues about actual or probable strategy. For example, if a cluster of electrical products general manager, a coordinated strategy among them is more likely that if they are independent divisions, particularly if an influential executive has been made group general manager. It is important to note that clues derived from reporting relationships must be combined with other indications before confidence in them an be complete since organizational relationships can be merely cosmetic. Eleven is division management controlled and compensated in the overall corporate scheme? What is the frequency or reviews? The size of bonus based on? Is there stock ownership? These have clear implications for divisional goals and behavior. Twelve, What kinds of executives seem to be rewarded by the corporate parent, as an indication of the types of strategic behavior reinforced by corporate senior management and thereby of divisional management's goals How rapidly do managers typically move in and out of the unit to other units in the parent company? The answer may provide some evidence about their time horizons and the manner which they balance risky strategies versus safer ones. Thirteen, where does the corporate parent recruit from? Has current management been promoted from within- which may mean that past strategy will be continued -or from outside the division or even outside the company? What functional area did the current general manager come from An indication of the strategic emphasis top management may want to bring to bear)? Fourteen, Does the corporation as a whole have any antivirus, regulatory, or social sensitivity which may spill over to affect the

313 business unit? Fifteen, Does its corporate parent or particular managers in the organization have an emotional attachment to the unit? Is the unit one of the early business of the company? Are any past chief executives of the unit now in top corporate jobs? Did current top management make the decision to acquire or to develop the unit? Were any programs or moves of the unit begun under the leadership of such a manager? These sorts of relationships may signal that disproportion and support will be given to the unit. They may also indicate exit barriers. Portfolio analysis and competitor goals: when a competitor is part of a diversified company, analysis of its parent company's collection of business can be a potentially revealing exercise in answering some of the questions just posed. The full range of techniques available for analyzing a business portfolio can be used to answer questions about the needs the competitor unit is fulfilling in the eyes of the parent company. The most revealing technique for portfolio analysis of the competitor is the one the competitor uses itself. • What criteria are used to classify business at the competitor's parent if a classification scheme is in use? How is each business? • Which businesses are being counted on to be cash cows? • Which businesses are candidates for harvest or divestment given their position in the portfolio? • Which business are the habitual sources of stability to off set fluctuations elsewhere in the portfolio? • Which businesses represent defensive moves to protect other major businesses?

314 • Which businesses are the most promising areas the parent company has in which to invest resources and build market position? • Which businesses have a lot of "leverage" in the portfolio? These businesses are ones where performance changes will have a significant impact on the performance of the parent overall in terms of stability, earnings, cash flow, sales growth, or cost. Such business will be protected vigorously. Portfolio analysis of the parent will provide clues to what the objectives of the business unit will be; how hard it will fight to maintain its position and performance along dimensions such as return on investment, share, cash flow, and so on; and how likely it is to attempt to change its strategic positioning.

END.

315 List of IT Companies in Pune

Number Name of the Process Address Company 1 Fidel Technologies Website Unit No- 14, Electronic Co Pvt. Ltd. Development. operative Estate, Pune Satara Road. 2 Futurism NET 10, Vastu Kalash, Paud Road, Technologies Pvt. Technologies Pune. Ltd. 3 IBN Technologies financial www.ibntech.com Ltd software development and BPO outsourcing • services for FOF, herge fund and mutual fund in UK and Australia 4 Livetek Solutions Web Solutions 301, Business guild. Opposite Company Krishna Dining Hall, Law College Road, Pune.

5 Pieco Electronical consumer Pimpri MIDC, Pune. (Philips) electronic items, electrical www.philipsindia.com lighting, electrical components, and industrial electronics 6 Infosys consulting and Pune Inf oTech Park - Technologies Ltd. IT services to Hinjewadi clients, globally. www.infosys.com 7 Wipro Ltd. IT consulting Pune infTech Park - and services, Hinjewadi. application development www.wipro.com and maintenances, system integration,

316 hardware and software, package implementation, etc. 8 Tata Technologies engineering Plot No. 25 Pune InfoTech automation, Park- Hinjewadi. consulting, customers relations management, software development and systems integration 9 Suma Soft Pvt Ltd. business process Suma center S.No. 8413 outsourcing Opposite Himali Society, services, e- Erandawane pune. business solutions, custom software development, network consulting and database consulting 10 Software consulting, InfoTech Park Pune Technology Park of training and India (STPI) implementation v^rww.stpi.soft.net services 11 Veritas Software storage Pune InfoTech Park - Corporation management, Hinjewadi data protection, application performance management, disaster recovery, consulting and education. 12 Cognizant application Pune InfoTech Park - Technologies outsourcing Hinjewadi Solutions India Ltd. services and

317 enterprise www.cognizant.com consulting solutions 13 Geometric Software specialized in Pune InfoTech Park - Solutions Pvt Ltd. providing PLM Hinjewadi solutions to the global www.geometricsoftware.com mechanical design, manufacturing and industrial markets Pentagramms India ERP Solutions 102, Patel Anngan, Bhusari Software Solutions Colony, Pune -38. 14 Glariance IT ERP Software Sushruti House, MIDC Solutions Pvt. Ltd. Hinjewadi At Marui, Tal Murshi Pune-57 15 Syntel Inc. Global application Tadaw^de.Dehu-Moshi development center outsourcing, Road. Pune and e-Business www.syntelinc.com solutions 16 Kanbay Inc. Global Tadawade.Dehu-Moshi development center Road. Pune

www.kanbay.com 17 Xansa business and Tadawade.Dehu-Moshi technology Road. Pune consulting, IT www.xansa.com implementation. IT outsourcing and business process outsourcing 18 KPIT Cummins end-to-end KPIT House, Tejas Society, Info systems Ltd. software Kothrud, Pune. development, www.kpitcummins.com etc. 19 CMS Computers customer Agarkar Namjoshi Bhavan Ltd. support, Alka Talkies Pune. training, www.cms.co.in software development, etc.

318 Software Development Companies in Pune

s. Name of Company Address No 1 SNS technologies 301 City Towers, 17 Dhole Patil Road, Pune 411001 2 3D1 Systems (India) Pvt. Renuka, 1201/A/5, Ghole Road, Pune -4 Ltd. 3 Aftek Infosys 427/43 Gultekdi Indl, Estate, Gulkekdi, Pune-37 4 Allied Cosmic Technologies ACT Housell A, S.No 117/118 Medhav Pvt. Ltd. Baug Co.op Society, Shivtirth Bagar, Paud - Rd, Kothrud, Pune 38. 5 Autosoft Systems Ltd. 5 th floor, Nirmitee Rights, Near kohinoor technical institude, Deccan Pune -4 6 Avebury logic Software Pvt Global Trade Center, 2"d floor, LBS Road, Ltd. 1/1 Rambag Colony, Navi Peth, Pune 30. 7 Bell Engineering Software "March First", Bhusari Colony, Aundh Technologies Ltd. Pune 7 8 Bitwise Bitwise world. Off Senapati Bapat Road, Pune-16. 9 C.Designers Pvt Ltd. 20/202, Madhav Apts, Vidya Vilas Colony, Aundh, Pune -7 10 CD AC (Center For Pune Univesity Compass Pune -7. Development of Advanced Computing) 11 Clister Datacorp Pvt. Ltd. Survey 44 Navasahyadri Society, dataview Corporation Karvenagar, Pune-52 12 Codico Technologies Pvt. Indrayani, 92/1, Law College Road. Pune -4 Ltd 13 Cognizant Technology MIDC, Pune InfoTech Park, Hinjawadi Solutions India Ltd Pune 27. 14 Cruise Controls Pvt. Ltd 796/3 Ketka Road Pune -4 15 Cybage Software Pvt. Ltd 2, Clover Cascade, 64 Hindustani Estate Kalyaninagar Pune -6 16 Decos Software Dev. Pvt. Kumar City Wadgaon Sheri, Pune Ltd. Ahmednagar Road Pune 14 17 Ebiz India.org Pvt. Ltd 29/30, Soba Tower Pune - 30 18 EBZ Online Pvt. Ltd. 242, Chandrashenkar, Shaniwar Peth, Pune 30. 19 Ensim India Amchi Colony NDA Pashan Road,

319 Baudhan, Pune 21. 20 HSBC Software Sharada Arcade Bibwewadi Pune 37 Development Pvt. Ltd. 21 lAT International Pvt. Ltd Nyati Millenium Viman Nagar, Pune 14 22 IDEAS D.G Dani Road, 65/8 Erandawane, Pune -4 23 i-Poc 42/16, Erandawane, Income Tax Lane Off Karve Road Pune -4 24 Japasana Software & 17, Estate Road, Pune Satara Road, Pune-9 Systems Pvt. Ltd. 25 Magic Software Enterprises Pune Mumbai Road, Wakdewadi, Pune India Pvt Ltd. 411003. 26 Mastek 2011, Tilak Road, Pune -3 Ltd 27 MBT Sharda Center, Erandawane Pune 4. 28 Motech Software Pvt. Ltd. 3, Chinar Arpts, Shivajinagar, Pune 5. 29 Nextstep Infotech 46, Mukund Nagar Pune 37. 30 Nital Computer Systems p. 19, Pune Satara Road Parvati, Pune 9. Ltd. 31 Patni Computer Systems Unit No- 8, MIDC, STP Bhosari, Pune 26. Ltd. 32 Perisol Technology (I) Pvt. F-102 Baner Road, Pune- 411045. Ltd 33 PMC-Sierra India S.No.149/3, Aundh, Pune -7. Networking Pvt. Ltd. 34 Q-Soft Pvt. Ltd. Vaibhav Commercial Complex, Hadapsar, Pune -28. 35 QuantLink Solutions Pvt. Sneh Leela Chambers 1237, Apte Road, Ltd. Pune 4. 36 Satyam computer Services 11/2/1 Mayur Colony, Kothrud Pune 29. Ltd. 37 Technowrite s Pvt. Ltd. 2B, Yojana, Karvenagar, Pune 52. 38 World Network Services National Games Road, Yerawada, Pune -6. 39 XECOM Information 13, Neelkamal Society, Karvenagar, Pune Technologies Pvt. Ltd. 52. 40 Zensar Technologies Ltd. Nagar Road, Pune -14.

320 Networking Solutions Companies

S.No Name of Company Address Anand Computers D-2/3 Shiv Shrushti Bapat, Senapat Bapat Road, Pune 16. Cruise Controls 796/3, Ketkar Road, Opp Kamla Nehru Park Pune 411004. Logitech Systems Pvt. Ltd. 1152, Sadashiv Peth, Purgate Pune 30. Network Integrators Pvt. Ltd. A-15, Pavana Industrial Estate, Bhosari, Pune 26.

Onward Technologies Ltd. 5, Sahajanand Complex, East Street Pune-1. Smile Automation Pvt. Ltd. 1204/9, Shivaji Nagar, Ghole Road, Pune 41104. Taurus InfoTech Pvt. Ltd. Patil Plaza, Mitramandal 7 Chowky, Parvati, Pune -9. |

321 Internet Solutions Companies

S.No Name of Company Address 1 Balasi Net 309, Bhosari Shinde Arcade, J.M Rd, Deccan Gymkhana, Pune -4. 2 E-tech Solutions Pvt. Ltd. Amachi Colony, NDA Pashan Road, Bavdhan, Pune 21 3 Silicon Mountains Ltd. Shivam arcade, Bhusari Colony, Paud Road, Kothrud, Pune 38. 4 Vande-Maataram Dot Com Pvt Ltd. 1787, Sadhashiv Peth, Pune 411030.

Web Hosting Companies

S.No Name of Company Address 1 Hitech Consultancy Services 329, Sterling Center, M.G Road, Pune -1 2 Vande-Maataram Dot Compune 1787, Vadashiv Peth, Near Pune Vidyarthi Griha.

Web Development Companies

S.No Name of Company Address E-Tech Solutions Pvt Ltd Amachi Colony, NDA Pashan Road, Pune 21. Vande-Maataram Dot Compune 1787, Vadashiv Peth, Near Pune Vidyarthi Griha Pune 30.

322