“Exploring BPO market for advertising and finance

industries-an exploratory study for ITC InfoTech”

Submitted to
Bangalore University
In partial fulfillment of
the requirements for the award
of the degree of
Masters of Business Administration
Under the guidance of
External Guide Internal Guide
Mr. Prabhjinder Bedi Dr. N.S. Viswanath
Manager – BPO Professor
ITC-Infotech Ltd. M.P.B.I.M – B.V.B
Bangalore Bangalore
By
Varna U.A
(Reg no. 03XQCM6114)

M.P.Birla Institute of Management

Associate Bharatiya Vidya Bhavan
Bangalore-560001
2005-2006

1
M.P. Birla Institute of Management, Bangalore
 STUDENT DECLARATION

I hereby declare that this project report entitled “Exploring BPO

market for advertising and finance industries-an
exploratory study for ITC InfoTech” has been undertaken and

completed by me under the valuable guidance of Mr. Prabhjinder Bedi,

Manager-BPO ITC-Infotech Limited and Prof. N S Viswanath in partial
fulfillment of degree of Master of Business Administration (MBA) program
is my original work and not submitted for the award of any other degree,
diploma, fellowship or other similar title or prizes.

Varna U.A
Reg No: 03XQCM6114

2
M.P. Birla Institute of Management, Bangalore
 PRINCIPAL’S CERTIFICATE

This is to certify that this report titled “Exploring BPO market

for advertising and finance industries-an exploratory study

for ITC InfoTech “ has been prepared by Miss Varna U.A

bearing registration number 03XQCM6114, under the guidance of

Dr. N S Viswanath, M P Birla Institute Of Management, Assosiate
Bhartiya Vidya Bhavan, Bangalore.

Place: Bangalore Dr. Nagesh Malavalli

Date: Principal

3
M.P. Birla Institute of Management, Bangalore
 GUIDE’S CERTIFICATE

This is to certify that this report titled “Exploring BPO market for
advertising and finance industries-an exploratory study for
ITC InfoTech has been prepared by Miss. Varna U.A bearing

registration number 03XQCM6114, under my guidance. This has not formed

a basis for the award of any Degree/ Diploma by Bangalore University or
any other university.

Place: Bangalore Dr. N S Viswanath

Date: Project Guide

4
M.P. Birla Institute of Management, Bangalore
 ACKNOWLEDGEMENT

I am extremely great full to Miss. Anita Saldanha, Senior Officer (Human

Resource Management) for permitting me to carry out this study.
I would like to thank Mr. Prabhjinder Bedi ,Manager -BPO who
allowed me to work under him and gave me an opportunity to be part of
business plan.
I wish to place on record my deep sense of gratitude to Dr. N S

Viswanath for his expert advice, valuable guidance, sustained Interest and
criticism in the preparation of internship report.

I would like to express my profound gratitude to all those who have helped
me directly or indirectly in the course of this study.

Place: Bangalore Varna U A

Date: Reg No: 03XQCM6114

5
M.P. Birla Institute of Management, Bangalore
 List of Graphs

1. Percentage of air travel in a month

2. Travel booking
3. Availability of separate travel department?
4. Current Travel solution
5. Availability ARC code
6. Kind of GDS
7. Association to current solution
8. Inclusive package inclination
9. Air frequency trips
10.Air spent annually
11.Class of travel
12.Factor concerned
13.Turnaround time
14.Annual spent hotel & car
15.Traveler choice of travel
16.Satisfaction level
17.Conflicting area
18. Process Flow chart
19. Travel Booking evolution

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M.P. Birla Institute of Management, Bangalore
INTRODUCTION
ITC InfoTech is an SEI CMM Level 5 software services & solutions provider.
Supported by ITC’s strong business fundamentals, our corporate vision and
resources are totally aligned to deliver to our global clients the true essence
of “Business-friendly Solutions” innovatively and cost-effectively.
It is a part of the ITC Group, one of the world's most successfully
diversified companies. ITC is one of India’s foremost private sector
companies with a market capitalization of around US $ 6 billion and a
turnover of US $ 2.6 billion. Rated among the World's Leading Companies
by Forbes magazine, ITC ranks fourth in net profit among India's private
sector corporations. ITC has a diversified presence in Cigarettes, Hotels,
Paperboards & Specialty Papers, Packaging, Agri-Business, Branded
Apparel, Packaged Foods & Confectionery, Greeting Cards and other
FMCG products.

Need for the study

The need to undergo this training for a MBA student of Bangalore
University is to fulfill the requirement of MBA degree course of the
University. The training is undertaken during May-August 2005 and main
purpose of the training is to understand the real time business scenario &
know the practical implication and policies of the company. The theoretical
aspects that we study during our course can

7
M.P. Birla Institute of Management, Bangalore
be implemented into practice. This is done in order to sustain a WIN-WIN
situation for the company and oneself.

Objectives of the study

Getting an insight of practices & policies followed in carrying out a business
Plan in corporate scenario. As the annual travel spend of fortune 500
companies range from $10 Million to $100 Million thus if they outsource
their travel need to destination like India where FTE (full time equivalent) is
1/3 of American counterpart. Then these companies can reduce cost and
show better profitability in their balance Sheet.

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M.P. Birla Institute of Management, Bangalore
 ITC Limited –Overview

ITC is one of India's foremost private sector companies with a market capitalization
of over US $ 8 billion and a turnover of US $ 2.6 billion. Rated among the World's
Leading Companies by Forbes magazine, ITC ranks third in pre-tax profit among
India's private sector corporations. ITC has a diversified presence in Cigarettes,
Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business, Branded
Apparel, Packaged Foods & Confectionery, Greeting Cards and other FMCG
products. While ITC is an outstanding market leader in its traditional businesses of
Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports, it is rapidly gaining
market share even in its nascent businesses of Branded Apparel, Greeting Cards and
Packaged Foods & Confectionery.

ITC employs over 15,000 people at more than 60 locations across India. Ranked
among India's most valuable companies by the 'Business Today' magazine, ITC
continuously endeavors to enhance its wealth generating capabilities in a
globalizing environment to consistently reward more than 1, 37, 544 shareholders,
fulfill the aspirations of its stakeholders and meet societal expectations. This over-
arching vision of the company is expressively captured in its corporate positioning
statement: "Enduring Value. For the nation. For the Shareholder."

Background
ITC was incorporated on August 24, 1910 under the name of 'Imperial Tobacco
Company of India Limited'. Its beginnings were humble. A leased office on Radha

9
M.P. Birla Institute of Management, Bangalore
Bazar Lane, Kolkata, was the centre of the Company's existence. The Company
celebrated its 16th birthday on August 24, 1926, by purchasing the plot of land
situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum
of Rs 310,000. This decision of the Company was historic in more ways than one. It
was to mark the beginning of a long and eventful journey into India's future. The
Company's headquarter building, 'Virginia House', which came up on that plot of
land two years later, would go on to become one of Kolkata's most venerated
landmarks. The Company's ownership progressively Indianised, and the name of the
Company was changed to I.T.C. Limited in 1974. In recognition of the Company's
multi-business portfolio encompassing a wide range of businesses - Cigarettes &
Tobacco, Hotels, Information Technology, Packaging, Paperboards & Specialty
Papers, Agri-Exports, Foods, Lifestyle Retailing and Greeting Gifting & Stationery
- the full stops in the Company's name were removed effective eSptember 18, 2001.
The Company now stands rechristened '
ITC Limited'.

History and Evolution

Though the first six decades of the Company's existence were primarily devoted to
the growth and consolidation of the Cigarettes and Leaf Tobacco businesses, the
Seventies witnessed the beginnings of a corporate transformation that would usher
in momentous changes in the life of the Company.
10
M.P. Birla Institute of Management, Bangalore
• ITC'sPackaging & Printing Business Division, was set up in 1925 as a
strategic backward integration for ITC's Cigarettes business. It is today
India's most sophisticated packaging house.
• In 1975 the Company launched its Hotels business with the acquisition of a
hotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel Chola'.
The objective of ITC's entry into the hotels business was rooted in the
concept of creating value for the nation. ITC chose the hotels business for its
potential to earn high levels of foreign exchange, create tourism infrastructure
and generate large scale direct and indirect employment. Since then ITC's
Hotels business has grown to occupy a position of leadership, with 66 owned
and managed properties spread across India. It also has a marketing and
reservation arrangement with the Sheraton Corporation, the reputed
international hotel chain.
• In 1979, ITC entered the Paperboards business by promoting ITC
Bhadrachalam Paperboards Limited, which today has become the market
leader in India. Bhadrachalam Paperboards amalgamated with the Company
effective March 13, 2002 and became a Division of the Company,
Bhadrachalam Paperboards Division. In November 2002, this division
merged with the Company's Tribeni Tissues Division to form the Paperboards
& Specialty Papers Division. ITC's pape
rboards' technology, productivity,
quality and manufacturing processes are comparable to the best in the world.
It has also made an immense contribution to the development of Sarapaka, an
economically backward area in the state of Andhra Pradesh. It is directly
involved in education, environmental protection and community
development. In 2004, ITC acquired the paperboard manufacturing facility of
BILT Industrial Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu.
11
M.P. Birla Institute of Management, Bangalore
 This KOVAI Unit allows ITC to improve customer service with reduced lead
time and a wider product range.
• In 1985, ITC set up Surya Tobacco Co. in Nepal as a joint venture with the
reputed Soaltee group. In August 2002, Surya Tobacco became a subsidiary
of ITC Limited and its name was changed to Surya Nepal Private Limited
(Surya Nepal).
• In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper
manufacturing company and a major supplier of tissue paper to the cigarette
industry. The merged entity was named the Tribeni Tissues Division (TTD).
To harness strategic and operational synergies, TTD was merged with the
Bhadrachalam Paperboards Division to form the Paperboards & Specialty
Papers Division in November 2002.
• Also in 1990, leveraging its agri-sourcing competency, ITC set up the
International Business Division (IBD) for export of agri-commodities. The
Division is today one of India's largest exporters. ITC's unique and now
widely acknowledged e-Choupal initiative began in 2000 with soya farmers
in Madhya Pradesh. Now it extends to 6 states covering over two million
farmers.
• In 2000, ITC's Packaging & Printing business launched a line of high quality
greeting cards under the brand name 'Expressions'. In 2002, the product
range was enlarged with the introduction of Gift wrappers, Autograph
books and Slam books. In the same year, ITC also launched ‘Expressions
Matrubhasha’, a vernacular range of greeting cards in eight languages and
‘Expressions Paperkraft’, a range of premium stationery products. In 2003,
the company rolled out ‘Classmates’, a range of notebooks in the school
stationery segment.
12
M.P. Birla Institute of Management, Bangalore
• ITC also entered the Lifestyle Retailing business with the Wills Sport range
of international quality relaxed wear for men and women in 2000. The Wills
Lifestyle chain of exclusive stores later expanded its range to include Wills
Classic formal wear (2002) and Wills Clublife evening wear (2003). ITC
also initiated a foray into the popular segment with its men's wear brand,
John Players, in 2002.
• In 2000, ITC spun off its information technology business into a wholly
owned subsidiary, ITC Infotech India Limited, to more aggressively pursue
emerging opportunities in this area.
• ITC made its entry into the branded & packaged Foods business in August
2001 with the launch of the Kitchens of India brand. A more broad-based
entry has been made since June 2002 with brand launches in the
Confectionery, Staples and Snack Foods segments. In 2002, the 'mint-o’
trade mark was acquired and relaunched in orange and mint flavours. In the
same year ‘Candyman’ was added to the confectionery range and
‘Aashirvaad’ atta was rolled out. The 'Aashirvaad’brand now extends to
ready-to-eat foods, ready-to-cook pastes and salt. In 2003 the ‘Candyman’
range was expanded to include deposited candies and éclairs. In 2003
‘Sunfeast’ biscuits were launched and ‘mint-o’ lemon mint flavour was
introduced. In 2004 the ‘Kitchens of India’ brand was extended to cooking
pastes.
• In 2002, ITC's philosophy of contributing to enhancing the competitiveness
of the entire value chain found yet another expression in the Safety Matches
initiative. ITC now markets popular safety matches brands like iKno,
Mangal Deep, VaxLit, Delite and Aim.

13
M.P. Birla Institute of Management, Bangalore
 • ITC's foray into the marketing ofAgarbattis (incense sticks) in 2003 marked
the manifestation of its partnership with the cottage sector. ITC's popular
agarbattis brands include Spriha and Mangal Deep across a range of
fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambrani and
Nagchampa.

ITC-INFOTECH LIMITED

ITC Infotech is an SEI CMM Level 5 software services & solutions provider.
Supported by ITC’s strong business fundamentals, its corporate vision and
resources are totally aligned to deliver to global clients the true essence of
“Business-friendly Solutions” innovatively and cost-effectively.

Welcome to ITC Infotech India Ltd.: Its a reputed Business Process Solutions
company with over 2600 employees servicing leading Fortune 500 firms with BPO
& Offshore Outsourcing in a single integrated service platform.

Based in the sprawling 36 acre ITC InfoTech park (in Bangalore, India), BPO
business commenced in September 2002 with one end-client. Today, they have
extended their services to multiple Fortune class clients in Americas and Europe
working 24X7.

Business process outsourcing solutions deliver a distinct value to needs of an

offshore-based Business Solutions Partner. Experience in building successful
delivery environments ensures client's risks are mitigated, backed withtheir market
and industry experience, domain expertise, process and people management skills.

14
M.P. Birla Institute of Management, Bangalore
“ITC Limited” their parent company is a USD 2.6 Billion business conglomerate
with diversified knowledge in businesses that span the

likes of Hospitality & Travel and CPG. Parentage's experience of over a century in
these businesses has helped them understand and create practices that meet world-
class outsourcing solution needs in areas like Finance & Administration, Human
Resource Management and other Knowledge Enhanced service requirements of our
outsourcing partners.

Presently they are positioned to offer knowledge and process enriched competency
business solutions in the Travel & Hospitality and CPG domains. Creating distinct
value for their business outsourcing partners in these domains had developed core
competencies coupled with best in industry processes. Expertise has translated into
robust and scalable, yet flexible business offshore methodologies .Travel and
Entertainment has become the second largest sales and general administrative
expense line item on the income statement for most organizations. They offer end-
to-end travel management solutions that can help organizations cut their T&E cost
by around 30-40%.

Their approach and expertise spans process reengineering, IT integration services,

offshore travel helpdesk services and corporate travel cost analytics that can help to
strategically align with their clients outsourcing and process demands at various
stages of the service cycle.

15
M.P. Birla Institute of Management, Bangalore
COMPANY VISION

• Leadership in select technologies/ domains including PLM,

Hospitality, CRM, Manufacturing and Financial Services
• Among the top 10 Indian Outsourcing companies
• One of the top 3 Indian BPO companies
• 20 key clients from the Fortune 1000 list
• Top 5 employer of choice

COMPANY MISSION

Deliver THE BEST in class business solutions to our customers and enhance value
for all stakeholders - always

Overview - Travel pattern in a corporate

The big picture: Travel has always been an important part of how
companies achieve business goals. The practice of strategic travel
management grew over last 25 years to most effectively meet those
objectives. As the economy took a downturn beginning in 2000, the
importance of effective travel management became even clearer. Since then,
the growing corporate emphasis on accountability, safety, and security has
reshaped the role of travel managers and re-emphasized the importance of
travel management.

16
M.P. Birla Institute of Management, Bangalore
Business travel volumes and expenditures fluctuate with the economy, but
even in lean times, corporations send people on the road. The 2004 Business
Travelers Survey is one in of several indicators showing that business travel
is on the rise.
Business travel is integral to the travel industry, and the American
economy. 38.3 million Americans generated 210.5 million domestic business
person trips in 2003. They spent $153.2 billion – nearly one-third of the
domestic travel market.

Corporate approach to travel policy. Just over four in ten (44%) business
travelers report they must use the telephone or websites to book business
trips on their own. On the other hand, nearly that many (37%) report they
book travel in one of four ways, classified as managed travel programs:
• A central travel management department or on-site travel agency (17%)
• An off-site travel agency (9%)
• A central travel management department plus company-wide booking
Software (6%)
• An Internet-based travel agency, such as Orbitz for Business, Expedia
Corporate Travel or Travelocity Business) (5%)

Business Process Outsourcing- The New Growth Sector

• Global outsourcing spending is projected to top $1.2 trillion by the end

of 2003.

17
M.P. Birla Institute of Management, Bangalore
 • Globally, outsourcing spending is increasing by 11 percent per year.
• Two thirds of the outsourcing spend is in large Fortune 500 companies.
• Two-thirds of outsourcing spending is in the US.
• Shrinking margins will force more companies to break with tradition and
consider BPO to reduce operating cost.
• A lot of demand is expected to be generated by HR processes especially
payroll Management
• In India , ITES-BPO segment registered a growth of 59% to reach Rs.
113bn (US $2.3 billion)
• According to current industry estimates, India commands more than 90%
of all offshore outsourcing in IT services
• ITeS contributed 25% to the total IT Software and Service exports from
India during FY03
• Captive ITES-BPO players have almost doubled their share in Indian
software exports, growing by a phenomenal 90% in last financial year
• ITES-BPO segment is projected to register a growth of 54% to clock
revenues of US$ 3.6 billion during FY2003-04
• The ITeS industry is expected to grow to Rs. 810bn in 2008.

Brief overview about CPG sector

The retail-consumer packaged goods (CPG) industry has changed. The

challenging global economic conditions of 2000-2003 have required
enterprises to become more agile and adaptable, and to improve real-time
decision-making capabilities. Relying on instinct or traditional processes to
18
M.P. Birla Institute of Management, Bangalore
make decisions will not deliver the business results that financial markets
demand.

Today, competitive advantage in the retail-CPG industry depends on a

relentless drive to increase productivity and remove costs from operations,
prudent investments to deliver customer value, and precise execution to
provide consistency and quality. Leaders are consistently working to
improve the productivity and efficiency of their organizations, while
enhancing customer service and satisfaction. Delivering the right product—
in the right quantity, location and price—requires the ability to assess,
decide, and execute.

Management consulting firm Accenture conducted a study with 63 of

STORES Magazine's top 100 publicly held globalretailers in 2000. The study
revealed that, in the last decade, only one-third of the retailers surveyed
were able to generate revenue growth above the industry average of 9.9
percent and/or to generate stock price growth above the Standard and
Poor's (S&P
) 500 average of 13.7 percent. What did these successful
companies have in common? They achieved operational excellence using
innovative business methods and technology.

Brief overview about automotive sector

The auto industry is facing the most difficult market in half a decade with a
mixture of worry and determination, according to the latest KPMG survey
of top vehicle manufacturer and supplier executives. Unlike previous

19
M.P. Birla Institute of Management, Bangalore
downturns, this one seems likely to accelerate broad changes now under
way. The global car industry that emerges in several years could look quite
different from the recent balance of competitors, executives believe.
Highlights of the survey findings include:
• In the past 12 months, expectations of a return to healthy profit levels
have moved sharply outward, from next year to mid-decade.
• No part of the North American –based industry, with the possible
exception of dealers, is doing well. This is readjusting the balance among
industry players.
• North American –based makers will likely continue to lose global
market share to Asian companies, while European makers should hold
their own or slightly advance.
• To regain momentum, North American –based makers need to focus on
consumer needs and more compelling new-model design and
technology.
• Consumer loyalty to brands and dealers will continue to decline.
• There is, nevertheless, considerable confidence that North American
makers and suppliers can overcome their difficulties.

20
M.P. Birla Institute of Management, Bangalore
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M.P. Birla Institute of Management, Bangalore
 


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M.P. Birla Institute of Management, Bangalore



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 RESEARCH PARADIGM:

Any Research follows the Research paradigm that includes three

important
Stages

PROBLEM
METHOD SOLUTION
STAGE 1
STAGE 2 STAGE 3

A TYPICAL RESEARCH PROCESS INVOLVES:

1. Identifying the problem/ opportunity and defining research
objectives
2. Developing the research design
3. Collecting the data (or information)
4. Process and analyzing the data (or information)
5. Presenting the research findings (or report)

24
M.P. Birla Institute of Management, Bangalore
DEVELOPING A RESEARCH DESIGN:
The marketing researcher develops research design, which
basically indicates the procedure and cost of conducting the
research study.
It contains:
™
Information type
™
Sources of data
™
Research methods
™
Sampling Plan
™
Methods of contacts
™
Data collection methods (i.e. Research Instruments)

Research Methodology undertaken for the project:

PROBLEM STATEMENT:
“Exploring BPO market for advertising and finance
industries-an exploratory study for ITC InfoTech”

25
M.P. Birla Institute of Management, Bangalore
Objectives

1. To collect key information on the Business travel

2. To build trend data on these issues
3. To determine Target Segment among Advertising industry
and Finance industry.
4. To identify key issues affecting business travel today

TYPE OF RESEARCH:
The research process adopted for the study is a typical Customer
Research process which is ideally exploratory and conclusive in
nature.

SAMPLING TECHNIQUE:-
Non-Probability Samples:
It isn't always possible to undertake a probability method of
sampling, such as in random sampling. For example, there is not
a complete sampling frame available for certain groups of the
population e.g. the elderly; people who are attending a football
match; people who shop in a particular part of town. Another
factor to bear in mind is that many of the probability sampling
methods described above may mean that researchers would
26
M.P. Birla Institute of Management, Bangalore
have to undertake a postal or telephone survey delivery or
might be expected to go from house to house.

Advantages of non-probability methods:

• Cheaper
• Used when sampling frame is not available
• Useful when population is so widely dispersed that cluster
sampling would not be efficient
• Often used in exploratory studies, e.g. for hypothesis
generation
• Some research not interested in working out what
proportion of population gives a particular response but
rather in obtaining an idea of the range of responses on
ideas that people have.

SAMPLE DESCRIPTION:
The target population includes two parts namely:
Finance industry and advertising industry that fall under
fortune list of USA

Sampling Procedure: Convenience sampling

A convenience sample is used when you simply stop anybody in
the street who is prepared to stop, or when you wander round a
business, a shop, a restaurant, a theatre or whatever, asking

27
M.P. Birla Institute of Management, Bangalore
people you meet whether they will answer your questions. In
other words, the sample comprises subjects who are simply
available in a convenient way to the researcher. There is no
randomness and the likelihood of bias is high. You can't draw
any meaningful conclusions from the results you obtain.
However, this method is often the only feasible one, particularly
for students or others with restricted time and resources, and
can legitimately be used provided its limitations are clearly
understood and stated.
Because it is an extremely haphazard approach, students are
often tempted to use the word "random" when describing their
sample where they have stopped people in the street, as they see
it "at random". You should avoid using the word "random"
when describing anything to do with sampling unless you are
absolutely certain that you selected respondents from a
sampling frame using truly random methods.

SAMPLE SIZE:-
The sample size is restricted to:
40 fortune US companies, which includes 20 companies from
finance sector and 20 companies from advertising sector

28
M.P. Birla Institute of Management, Bangalore
INSTRUMENTATION TECHNIQUE:
Structured Questionnaires and Telephonic interview sessions
have been used as instrumentation techniques to carry out the
work-assignment.
Since our research investigation is highly quantitative, we could
not Subject the data to rigorous statistical treatment. In
overview, the Qualitative research is as significant as
quantitative.

Primary Data collection:

Primary data collection refers to data collection through,

structured questionnaires from Finance and advertising fortune
companies.

Secondary Data collection:

This refers to indirect means of data collection through,
• Browsing through the Internet
• Company intranet
• Newspapers
• Journals, Travel Magazines

LIMITATIONS OF THE STUDY

29
M.P. Birla Institute of Management, Bangalore
1. The study is limited to fortune companies, and also it is
limited to US country only.
2. Language accent of U.S respondent was a barrier for in-
depth discussion.
3. Opinions of the findings may be biased because many
doubted that the study is done for ITC-InfoTech,
Bangalore.
4. Getting an appointment with the corporate travel manager
was a problem.
5. Some Corporate travel manager could not give out the
required information as it was thought confidential.
6. Mental framework of the respondents is a factor, which
can bias the results.
7. Research investigations are beset with Time and Resource
and constraints.
8. Research investigations are based on company information
and Information generated through companies response
and travel department responses.

30
M.P. Birla Institute of Management, Bangalore
 Analysis

The following analysis were done

• Patterns for business trips: frequency, fare type, class of

travel
• Company travel policies, decision makers
• Main concerns when traveling
• Reasons for choosing a specific airline
• In-flight business facilities: preferences and willingness to
pay
• Propensity to book via the Internet
• Propensity to fly, Internationally and domestically
• Reasons for airline class preferences
• Recent bad experiences with an airline

31
M.P. Birla Institute of Management, Bangalore
• Use and satisfaction with Internet portals
• Spending on international business trips
• Spending on domestic business trips

1. Percentage of air travel in a month

AIR TRAVEL-FINANCE

100
PERCENTAGE

80
60 Internal%
40 External%
20
0
Alabam a

Allm erica

Fiserv, Inc.

H&R Block,

Toll Brothers,

total
The Mutual of
Am South

Nationw ide
Citizens

M&T Bank

COMPANY

AIR TRAVEL- ADS

100
80
Internal%
60
40 External%
20
0
JELD-WEN,

Group Inc.
Viacom Inc.

Channel

Channel

Enterprises,

Enterprises,
Inform ation
Corporation

Reader's
Om nicom
Experian
Clear

Clear
Cendant

The
Insight

inc.
Cox

C O M PA N Y

32
M.P. Birla Institute of Management, Bangalore
Inferences: From the above graphs we can infer that only 32.5%
of external air travel takes place in the finance industry where as
48.5% of external air travel takes place in advertising industry
Therefore ITC InfoTech can consider advertising industry as a
better target as percentage of external travel is more in this
industry as compared that of finance industry

2. How does travel booking occurs

Travel bookin occurs-FINANCE

35%
Centralised
Decentralised
65%

33
M.P. Birla Institute of Management, Bangalore
 TRAVEL BOOKING OCCURS- ADS

10%

Centralised
Decentralised

90%

Inferences: As centralized the department is easier to tap the business thus about
90% advertising industries have a centralized booking solution as compared to a
finance industry, which is only 65%.There fore advertising industry is a potential
target market.

3. Do u have a separate travel department

34
M.P. Birla Institute of Management, Bangalore
 TRAVEL DEPARTMENT - FINANCE

35%
yes
no

65%

TRAVEL DEPARTMENT - ADS

Yes
10%
no

90%

Inferences: A separate travel department acts as a one-stop shop

thus ITC InfoTech can concentrate upon convincing single
department rather than doubling efforts and time which
otherwise is taken in case of decentralization.
Thus in this case 90% Advertising industry have a separate
travel department as compared to finance industry which has
about 65% of separate travel department.

35
M.P. Birla Institute of Management, Bangalore
 4. In-house, agency or online

CURRENT TRAVEL SOLUTION-FINANCE

Age
ncy
13% Inho
use
onli

30% 57%

CURRENT TRAVEL SOLUTION - ADS

19% 19%

agency
Inhouse
online

62%

Inferences: Above graph indicates that only 30 % of finance

industries have in-house their travel solution whereas 62% of
advertising industry has in-house their travel solutions.
Therefore advertising industry has already experienced agency
solution and now moving on to in-house solution this indicate
that ITC InfoTech can easily ROI to the target market .

36
M.P. Birla Institute of Management, Bangalore
 5. Do you have ARC code

ARC code

35%
yes
no
65%

ARC CODE- ADS

23%

YES
no

77%

Inferences: From the above graph we can see that 77% of

advertising industry has ARC code where as finance industry
has only about 33% in this case the ITC InfoTech can target
advertising industry ias they already have ARC code which is
very essential for off shoring the corporate air travel .

6. What is your Current GDS

37
M.P. Birla Institute of Management, Bangalore
 CURRENT GDS-FINANCE

15% 15% Amadus

8% Appola
15%
Cyber
Galileo
World span
8%
39% Saber

CURRENT GDS- ADS

13%

AMADUS
APPOLO
49%
CYBER
38%

Inferences: ITC InfoTech is more oriented towards Amadeus

and Apollo as they are tied up with Amadeus and Apollo. From
the above graph advertising industry is a better target as their
GDS matches with ITC’s choice.

7. Type of travel used/mode alternatives

38
M.P. Birla Institute of Management, Bangalore
 TYPES OF TRAVEL MODE-FINANCE

19%

DRIVE
TRAIN
51% RENTAL CARS
30%

TYPES OF TRAVEL MODe-ADS

27%
DRIVE
TRAIN
55% RENTAL CARS
18%

Inferences: ITC is opting to tap the market for car rentals and
lemos also thus from the above graph its clear that advertising
industry is a better target.

39
M.P. Birla Institute of Management, Bangalore
 8. How long associated with current travel solution
provider

ASSOCIATED YEARS- FINANCE

20
15 agency

YEARS
10 inhouse
5 ONLINE
0

Allmerica

Fiserv, Inc.

The Mutual

Toll
Alabama

Nationwide
AmSouth

Citizens

H&R Block,

M&T Bank
COMPANY

ASSOCIATED YEARS-ADS

15
YEARS

10
5
0 agency
Cendan

Cox

Insight
JELD-
Omnico
The
Viacom
Clear
Clear

Experia

inhouse
ONLINE

COMPANY

Inferences: Longer the association tougher the task for change

over. As this involve not only financial but also emotional &
psychological risk. Almost the average year of association is
same for both the sector so in this case Advertising industry is a
better target.

40
M.P. Birla Institute of Management, Bangalore
 9. Inclusive package inclination

INCLUSIVE PACKAGE-FINANCE

30%

yes
no

70%

INCLUSIVE PACKAGE- ADS

28%

yes
no

72%

Inferences: 72% of Advertising sector is more inclined to go for

inclusive package. This clearly indicates their cost cutting
objective. This issue can be considered for making a business
plan to Advertising sector

41
M.P. Birla Institute of Management, Bangalore
 10.How many international business trips do you take
annually

INTERNATIONAL BUSINESS VISITS- FINANCE

NO OF TRIPS ANNUALLY
2500
2000
1500
international
1000
500
0

Nationwide Life

The Mutual of
Fiserv, Inc.

Toll Brothers,
Alabama Power

M&T Bank
Allmerica

AmSouth

Citizens

H&R Block,
COMPANY

INTERNATIONAL BUSINESS VISIT-ADS

2500
BUSINESS VISITS

2000
1500
international
1000
500
0
The Reader's
Clear Channel

Clear Channel
Cendant

JELD-WEN,
Insight
Experian
Cox

Omnicom
Viacom Inc.

COMPANY

Inferences: Annual international travel of advertising sector is

more than finance sector therefore advertising sector can be
better target customer as compared to finance sector.

42
M.P. Birla Institute of Management, Bangalore
 11.How many domestic business trips do you take annually

DOMESTIC BUSINESS VISITS -FINANCE

NO OF TRIPS 1200
1000
800
600 domestic
400
200
0

Nationwide Life

The Mutual of
Fiserv, Inc.

Toll Brothers,
Alabama Power

M&T Bank
Allmerica

AmSouth

Citizens

H&R Block,
COMPANY

DOMESTIC BUSINESS VISITS-ADS

2500
ANNUAL VISITS

2000
1500
domestic
1000
500
0
The Reader's
Clear Channel

Clear Channel
Cendant

JELD-WEN,
Insight
Experian
Cox

Omnicom
Viacom Inc.

COMPANY

Inferences: Annual domestic travel of advertising sector is more

than finance sector therefore advertising sector can be better
target customer as compared to finance sector.
43
M.P. Birla Institute of Management, Bangalore
 12.Air spent annually

ANNUAL AIR SPENT-FINANCE

16
MILLION $ 14
12
10
8 total
6
4
2
0

Nationwide Life

The Mutual of
Fiserv, Inc.

Toll Brothers,
Alabama Power

M&T Bank
Allmerica

AmSouth

Citizens

H&R Block,
COMPANY

ANNUAL AIR SPENT - ADS

20
MILLION $

15
10 Total
5
0
The Reader's
Clear Channel

Clear Channel
Cendant

JELD-WEN,
Insight
Experian
Cox

Omnicom
Viacom Inc.

COMPANY

Inferences: Annual spent of advertising sector ($ 237m) is more

than finance ($142m) therefore advertising sector can be better
target customer as compared to finance

44
M.P. Birla Institute of Management, Bangalore
 13.Class of travel

CLASS OF TRAVEL-ADS

33%
business
coach
67%

CLASS OF TRAVEL-FINANCE

40%
coach
business
60%

Inferences: Advertising sector more frequently opts for business

class as compared to finance sector.

45
M.P. Birla Institute of Management, Bangalore
 14.Factor concerned while traveling

FACTORS CONCERNED WHILE TRAVEL -

FINANCE

21%

cost
connect
14%
time
65%

FACTORS CONCERNED WHILE TRAVEL

18%

cost
connectivity
21% time
61%

Inferences: Cost factor is given maximum importance in both

the sector.

46
M.P. Birla Institute of Management, Bangalore
 15.Turnaround time

TURN AROUND TIME - FINANCE

30
25

HOURS
20
15 time
10
5
0

Allmerica

Fiserv, Inc.
Alabama

The Mutual

Toll
Nationwide
AmSouth

Citizens

M&T Bank
H&R Block,
COMPANY

TURN AROUND TIME - ADS

60
50
HOURS

40
30 time
20
10
0

The Reader's
Clear Channel

Clear Channel
Cendant

JELD-WEN,
Insight
Experian
Cox

Omnicom
Viacom Inc.

COMPANY

Inferences: Booking turn around time of finance is more as

compared to advertising sector therefore if a solution that can
reduce a turnaround time significantly Could be an effective tool
for better service encounter.

47
M.P. Birla Institute of Management, Bangalore
 16.How hotel booking takes place

HOTEL BOOKING - FINANCE

15% 20%

AGENCY
DIRECT
ONLINE

65%

HOTEL BOOKING - ADS

25%

AGENCY
DIRECT
ONLINE
10%
65%

Inferences: Advertising use the agency channel for hotel

booking so cost advantage can be better explained for this sector
as compared to that of finance sector.

48
M.P. Birla Institute of Management, Bangalore
 17.Annual spent hotel

ANNUAL CAR SPENT-FINANCE

MILLION DOLLORS
5
4
3
CAR(m$)
2
1
0

Nationwide Life

The Mutual of
Fiserv, Inc.

Toll Brothers,
Alabama Power

M&T Bank
Allmerica

AmSouth

Citizens

H&R Block,
COMPANY

ANNUAL HOTEL SPENT-ADS

10
8
MILLION $

6
HOTEL (m$)
4
2
0
The Reader's
Clear Channel

Clear Channel
Cendant

JELD-WEN,
Insight
Experian
Cox

Omnicom
Viacom Inc.

COMPANY

Inferences: Advertising sector spends more on hotel therefore a

integrated solution for Air, Car & Hotel booking would be cost
effective solution to this sector.

49
M.P. Birla Institute of Management, Bangalore
 18.Annual car spent

ANNUAL CAR SPENT-FINANCE

6
5

MILLION $
4
3 CAR(m$)
2
1
0

Nationwide Life

The Mutual of
Fiserv, Inc.

Toll Brothers,
Alabama Power

M&T Bank
Allmerica

AmSouth

Citizens

H&R Block,
COMPANY

ANNUAL CAR SPENT-ADS

6
5
MILLION $

4
3 CAR(m$)
2
1
0
The Reader's
Clear Channel

Clear Channel
Cendant

JELD-WEN,
Insight
Experian
Cox

Omnicom
Viacom Inc.

COMPANY

Inferences: Advertising sector spends more on Car therefore a

integrated solution for Air, Car & Hotel booking would be cost
effective solution to this sector.

50
M.P. Birla Institute of Management, Bangalore
 19.Travelers choice of stay in Hotel

TRAVELLERS CHOICE OF HOTEL -FINANCE

32%
Bread & breakfast
47%
Full service
Executive class

21%

TRAVELLORS CHOICE OF HOTEL -ADS

17%

39% Bread & breakfast

Full service
Executive class

44%

Inferences: Advertising sector prefers more full service trips as

compared to Bread & breakfast and executive class. This
displays there propensity to spend is more as compared to
finance sector.

51
M.P. Birla Institute of Management, Bangalore
 20.Satisfaction level w.r.t current travel solution

SATISFACTION LEVEL - FINANCE

6
5
LEVELS
4
3 LEVEL
2
1
0

The Mutual of
Nationwide Life
Fiserv, Inc.

Toll Brothers,
Alabama Power

M&T Bank
Allmerica

AmSouth

Citizens

H&R Block,
COMPANY

SATISFACTION LEVEL
SATISFACTION LEVEL

6
5
4
3 Series1
2
1
0
The Reader's
Clear Channel

Clear Channel
Cendant

JELD-WEN,
Insight
Experian
Cox

Omnicom
Viacom Inc.

COMPANY

Inferences: If a customer is satisfied with the services provided

by the vendor then it becomes a tougher to shift the customer
from previous vendor to new vendor. Here, finance satisfaction
level is more than advertising sector so it’s tough to tap them for
outsourcing.
52
M.P. Birla Institute of Management, Bangalore
 21.Conflicting area

CORPORATE TRAVEL ISSUE - FINANCE

14%
internet
46% 20% connectivity
quality
unplanned
delay/time
9%
11%

CORPORATE TRAVEL ISSUES -ADS

28%
33%
internet
connectivity
quality

39%

Inferences: Corporate travel issues are very informative as this

can give ITC InfoTech more opportunities to enter the target
market through minimizing these issues, which the sectors are
facing. If ITC InfoTech succeeds to overcome these corporate
issues then they can tap the potential sector tactically.

53
M.P. Birla Institute of Management, Bangalore
 Hypothesis testing
Four hypotheses has been tested based on the variable noted
below
¾
Annual Air Spent
¾
Annual Car spent
¾
Annual hotel Spent
¾
Turnaround time
¾
Satisfaction level
This has been calculated and assessed for Automotive & CPG
industry. Result indicate a strange sequence, while the amount
spent on Air, hotel & car are not significantly different by its
mode. At the same time satisfaction level derived and the
turnaround time are relatively low & high respectively.
This result cause for special effort to increase the
satisfaction level making an assessment of end user requirement.
This interest turn around time to be reduced by half (our
assessment) to make the customer satisfaction level higher then
what is today!! The organization has to adopt twin strategy to
reduce turnaround time and increase satisfaction level to make
proposition viable.
How far this viable remains is a matter of speculation. Given the
changing scenario the company has to restore to expansion
mode in deriving service value and in providing in-depth level
of customer satisfaction

54
M.P. Birla Institute of Management, Bangalore
 Travel Industry Supply Chain Evolution

¾
Traditional Data center model and systems

Consumers
&
Airlines Corporations

¾
Traditional Data center model and systems with
additional complexity

Travel Consumers
Airlines Agents &
Corporations

¾
Traditional Data center model and systems with
additional complexity

Computer
Travel Consumers
Reservati
Airlines Agents &
on system
Corporation
(CRS)

55
M.P. Birla Institute of Management, Bangalore
¾
Traditional Data center model and systems with
additional complexity –Multi-host

Global Travel Consumers

Travel Distributi Agents &
Suppliers on system Corporation
(GDS)

¾
Entrance of Distributed technologies!

Supplier
s Call
Center
Supplier
Website
Orbitz

Travel
Agents

Global Consumers
Travel Distributi &
Suppliers on system Corporation
(GDS) Internet
Travel
Agents

56
M.P. Birla Institute of Management, Bangalore
¾
Proliferation of Open Systems!

Supplier
s Call
Center
Supplier
Website
Orbitz

Travel
Agents

Global Consumers
Travel Distributi &
Suppliers on system Corporation
(GDS) Internet
Travel
Agents

¾
Entrance of GDS “substitution” technology!
Supplier
s Call
Center
Supplier
Website
Orbitz

Travel
• Direct Connect Agents

Global Consumers
Travel Distributi &
Suppliers on system Corporation
(GDS) Internet
Travel
• Direct Connect Agents

• Corporate tr
57
M.P. Birla Institute of Management, Bangalore
 SWOT ANALYSIS

STRENGTHS WEAKNESS
& '
BRAND NAME METHOD OF ACCESS
¾ TECHNICAL TO US CLIENTS
'
SUPERIORITY PROCEDURES
'
¾ ITH ASSOCIATION REGULATIONS


OPPORTUNITIES THREATS
' ¾ ETHOCENTRIC
COUNTRY NAME
' BEHAVIOUR OF
LARGE UNTAPPED
MARKET AMERICAN
' COMPANIES
OUTLOOK OF
FORTUNE ¾ FINANCIAL RISK
' ¾ PHYCOLOGICAL RISK
COMPANIES
CHANGING OF CLIENT
'
COST CUTTING BY
FORTUNE
COMPANIES


58
M.P. Birla Institute of Management, Bangalore
CONCLUSION
After understanding advertising and finance industries. We can
conclude that ITC InfoTech can Target the advertising sector.
From the analysis we can infer that advertising industry is more
profitable as compared to that of Finance industries.
Thus ITC InfoTech can grab advertising sector as their target
segment towards launching their travel BPO.

RECOMMENDATIONS
• Organize a corporate meet and inform about off shoring
benefits
• Companies other than US can also be targeted

BIBLIOGRAPHY

Book:

¾
Kotler Philip, Principles of Management …………… PHI
2001
¾
Marketing of Services by SN Jha, Himalaya Publication

59
M.P. Birla Institute of Management, Bangalore
Journals:
¾
IBM survey on Travel & GDS 2003
¾
Journal for Corporate industry
¾
Forbes 2003 edition

Websites:

www.itcinfotech.com
www.itcportal.com
www.indiainfoline.com
www.google.co.in
www.hoovers.com
www.fortune500.com
www.orbitz.com
www.btitravel.com

SAMPLE DATABASE

60
M.P. Birla Institute of Management, Bangalore
 SAMPLE QUESTIONNAIRE
1. Percentage of travel monthly?
• Internal company business (visit offices/plant/company

S.No CPG COMPANY AUTOMOBILE COMPANY

American Axle &
1 Adidas-Salomon Ag Manufacturing Holdings, Inc.
American Standard Companies
2 Adolph Coors Company Inc.
3 Alps Electric Comp Borg Warner Inc.

4 Amcon Distribution Comp Brunswick Corporation

5 Asahi Brewries Ltd Collins & Aikman Corporation
6 Asics Corp Dow Corning Corporation

7 Associated Food Stores, Inc. Eaton Corporation

8 Boston Market Corp Federal-Mogul Corporation
9 Cenvco Inc Ford Motor Company
10 Cclarion Co Ltd General Electric Company
11 Columbia Sports Wear Guardian Industries Corp.
12 Conagra Foods Inc Harley-Davidson, Inc.
13 Del Monte Food Huntsman International LLC
International Truck and Engine
14 Gateway Corporation
15 Gillete Company ITT Industries, Inc.
Navistar International
16 Hetate Corporation
New United Motor
17 Hitachi America, Ltd. Manufacturing, Inc.
18 Microsoft Corporation Penske Corporation
Millbrooks Distribution
19 Services Penske Truck Leasing
The Goodyear Tire & Rubber
20 Mitshubishi Electric Company
61
M.P. Birla Institute of Management, Bangalore
 meeting)
• External company business (sales call, visit customers or
vendors)

2. How does travel booking occurs?

• Centralized
• Decentralized
3. Do you have separate travel department? Yes / No

4. What’s your company’s current travel solution?

I. Agency
II. In-house
III. ONLINE

5. Do you have ARC code?

Yes /No
6. Which is the current GDS of your company?
• Amadeus
• Abacus
• Galileo
• Multi GDS
• Saber
• World span
• Other

62
M.P. Birla Institute of Management, Bangalore
7. Number of travel agencies used?
• One
• Two
• Three
• None
8. Type of travel used/mode alternatives?
• Drive
• Train
• Car rental
9. Since how long are you associated with your travel solution
provider?

10.Do you look for an inclusive package (Air/car/hotel) in your

corporate travel?
11.How many international business trips do you take
annually?
12.How many domestic business trips do you take annually?
13.What is your companies annual air spent?
14.What is the class of travel among the below mentioned
class?

15.Rank these factors, which you consider, are of main concern

while traveling?
• Cost of travel
63
M.P. Birla Institute of Management, Bangalore
 • In-flight business facilities
• Amount of time it takes to complete the travel
• Connectivity
• The level of convenience
16.What is the turnaround time between booking and
response?
17.What is your company’s annual hotel spend?
18.How hotel booking takes place?
• Agency
• Direct
• online
19.What is your company’s annual car spend?
20.What % of travelers opts to stay in below mentioned class?
• Bread & breakfast**
• Full service
• Executive class
21.Please rank your satisfaction level w.r.t current travel
solution?

1 2 3 4 5

22.Please rank in order of your preference most conflicting

areas encountered till the date?

64
M.P. Birla Institute of Management, Bangalore
 • Issues with e-ticketing & automated check-in
• In-flight business facilities
• Connectivity
• Quality of service delivery
• Unplanned Schedule
• Delays
• Time/boredom
• Others

65
M.P. Birla Institute of Management, Bangalore