consultants corner oct-nov 2013
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Issue 83 | Oct-Nov 2013 | Page 1– 13
Consultants’ Corner A Bi-Monthly e-Journal from
What’s Inside...
Balanced Scorecard - A Management Tool for Consultants
Benchmarking - A Tool for Consulting
BCG‟s Growth Share Matrix - An Introduction
3 Balanced Scorecard - A Management Tool
for Consultants
Meaning and benefits of using Balanced Score Card
5 Benchmarking - A Tool for Consulting
Identification of steps used for benchmarking and benchmarking process adopted at Xerox.
7 Precautions for Mobile Phone Users!!!
Do‟s and Don‟ts while using a mobile phone
8 Boston Consulting Group (BCG) - Growth
Share Matrix
Introduction to the BCG‟s Growth Matrix
9 Opinion Poll Result
Best article in the Aug-Sep 2013 issue of
Consultants Corner
10 Michhami Dukkadam
A day of Forgiveness
11 What’s up at NCRCL?
All events and birthdays at NCRCL
12 An Exclusive Talk
Quiz Corner
In this Issue
Readers’ Corner
The theme and articles in the Aug - Sep issue of CC were
very interesting. Congrats to the editors on a good job and
the authors for their valuable contributions.
-Ashok Rao
If you have any comment/suggestion for the editors, please
write to us at cc@ncrcl.com. Your views and comments on
articles featured here are also welcome!
The editorial team of the Consultants Corner wishes all
its readers an auspicious Dusshera and Deepavali.
May the Lord bless you with glory and success!!
Subject matter expertise is the basic requirement for
any consultant in addition to the formal professional
education he receives. The consultant needs
expertise in various domains of knowledge and as
they say he needs to know a little of everything and
everything of little. He has to be abreast of all the
latest tools and methods of consulting in his area of
expertise for him to stay relevant and effective. The
Consultants’ Corner had in its earlier edition discussed
the 3PT model developed by NCRCL. This edition
introduces the reader to three consulting tools
generally used in consulting viz., Balanced Score
Card, Benchmarking and Boston Consulting Group‟s
Growth Matrix.
These tools of consulting are used extensively in
financing, profitability analysis, business strategy,
operations and other relevant fields. These tools were
developed in the recent decades by consulting firms
as well as individual consultants. They were further
improved by scholars and consultants. The Balanced
Score Card is a strategic tool used worldwide to align
the business activities to the vision of the
organisation. Benchmarking improves organisation
performance by identifying and applying best
demonstrated practices to operations and sales. The
growth matrix model developed by the Boston
Consulting Group helps corporations to analyse
their business units or product lines.
The readership base of Consultants’ Corner has
touched a new high. It is also consistently growing by
each day. The concept of polling for the best article
too has met with a good response with the readers.
The editorial team thanks all the readers for their
continuous involvement and encouragement.
We would like the readers to send us more views and
suggestions on any aspect of Consultants’ Corner which has a direct impact on the quality of the
magazine. The Editors will respond to the suggestions
and views of the readers and would publish them in
subsequent issues of CC. Wishing the readers once
again happy and glorious festivities!!
From the Editors
Consultants’ Corner
2
If you live for having it all, what you have is
never enough.
- Vicki Robin
The Basic idea in creating this score
card was to integrate financial and non financial
metrics into a single system in which they did not
compete with one another for management airtime.
In 1990, Bob Kaplan (Professor in Harvard Business
School) invited Schneiderman to the Nolan-Norton
study group on performance measurement. Bob
Kaplan and Schneiderman presented the use of the
scorecard at the Analog Devices Inc. During the
second Nolan-Norton study the participants
implemented scorecards within their organizations.
Eric Norton (Founder and Director of Palladium
Group), who served as the project leader and
facilitator, and Bob Kaplan wrote up the experiences
of the participants with the scorecard and devised a
"Balanced Scorecard" in 1992.
The Origin
In 1986, Analog Devices, Inc (ADI), a mid -sized
semi-conductor company, hired Art Schneiderman (a
renowned independent consultant on Management
processes) as vice-President of Quality and
Productivity Improvement. Schneiderman introduced
goals for a series of quality measures that correspond
to be what he considered to be critical success factors
for ADI. As part of five-year strategic plan of ADI,
Schneiderman also developed a one page report,
called the scorecard.
The scorecard showed three categories of measures:
Financial, new products and quality improvement
process.
Balanced Scorecard
- A Management Tool for Consultants
Consultants’ Corner
3
The Balanced Scorecard is used to improve inter-
nal & external communications and monitor or-
ganization performances against strategic goals.
Contd on next page
Benefits of Balance Scorecard
The Balance Scorecard approach provides a clear
prescription as to what companies should measure in
order to “balance” the financial perspective.
Among the long row of benefits of applying Balanced
Scorecard, the following are more significant:
Increased creativity and unexpected ideas;
The Balanced Scorecard helps align key
performance measures with strategy at all levels
of an organization;
The Balanced Scorecard provides management
with a comprehensive picture of business
operations;
The methodology facilitates communication and
understanding of business goals and strategies at
all levels of an organization;
Maximized Cooperation - team members are
focused on helping one another succeed;
Usable Results - transforms strategy into action
and desired behaviors;
The Balanced Scorecard concept provides
strategic feedback and learning;
A cross organizational team - more open
channels of communications & enthusiastic
people;
Initiatives are continually measured and evaluated
against industry standards;
The Balanced Scorecard helps reduce the vast
amount of information the company IT systems
process into essentials;
Unique Competitive Advantage viz.,
reduced time-frames
improved decisions and better solutions
improved processes
Meaning
The Balanced Scorecard is a strategic planning
management tool that is used extensively in business
and industry, Government and non-profit
organizations worldwide to align the business
activities to the vision & strategy of the organization;
improve internal & external communications and
monitor organization performances against strategic
goals.
Balanced Scorecard - A strategic Management
System
In 1996, Kaplan and Norton argued that the balanced
scorecard could be used as a strategic management
system which supports four management processes:
1. Translating the Vision
2. Communicating & Linking
3. Business Planning
4. Feedback & Learning
Seven ingredients of highly successful Balanced
Scorecard programs
A process to mobilize the organization and
lead ongoing change;
Scorecards that describe the strategy;
Linking the scorecard to create an organiza-
tion alignment;
Continuous communication to empower
workforce;
Aligning Personal Goals, Incentives, and
Competencies With the Strategy;
Aligning Resources, Budgets and Initiatives
with the Strategy; and
A Feedback process that encourages
Learning and Experience Sharing
Why Balanced Scorecard?
1. Traditional Reports looks backward- These
traditional reports only reflect the past:
spending incurred and revenues earned and
lose to measure creation or destruction of
future economic values
2. The balanced scorecard identifies factors that
create long-term economic value in an
organization like customer focus: satisfy,
retain and acquire customers in targeted
segments, Organizational learning and
growth; develop skilled, motivated employees.
Ms. Madangi Anand
can be reached at madangi.a@ncrcl.com
Consultants’ Corner
4
Alone we can do so little; together we can do
so much.
- Helen Keller
Benchmarking – A Performance Measurement Tool
Consultants’ Corner
5
Benchmarking is the process of comparing one‟s
business processes and performance indicators to the
industry‟s standards or best practices. The simple
process of comparison between two or more things
based on a specific set of variables is benchmarking.
Benchmarking improves performance by identifying
and applying best demonstrated practices to the
operations of a company. The objective of
benchmarking is to find examples of superior
performance and to understand the reasons or driving
forces behind such performance. The factors, external
and internal, that contributes to better levels of per-
formance. By understanding these factors, the com-
panies can then improve their own performance by
incorporating the best practices into their processes.
How to perform benchmarking?
The first step in the benchmarking process is to
identify a product, service or process to
benchmark.
The second step is to identify the key
performance metrics of such product, service or
process. Key performance metrics is an indicator
used to evaluate factors that are crucial to the
success of an organization.
The third step is to select a group of companies to
benchmark. As mentioned earlier, benchmarking
can be performed either internally or externally.
The fourth step would be to collect data on the
performance of the group of companies. The
practices that the other companies will also help
in understanding why the other companies are
performing better than the rest.
The fifth step involves analysing the data
collected in the previous step. Analysis is a crucial
stage in benchmarking since at this stage various
factors affecting the performance of the
companies is observed.
Both external and internal forces can affect the
performance of a company. Analysis of this data
will help us in understanding why a company in a
certain phase performs better than its peers. With
this understanding, one can path the ways for
improvement in the product, service or process.
The final step in the process is to adapt and
implement the best practices. Implementation of
the best practices is the most difficult step as the
execution will not only require top management
backing it will also need the cooperation of the
lower rings of management. Once the best
practices are adopted, setting reasonable goals to
track the performance is vital. Whenever, a
change is implemented in a process, the goal set
forth should be realistic.
Why perform benchmarking?
Performance improvement: Benchmarking helps
in identifying methods of improving operational
efficiency resulting in a better output. By
understanding and implementing the best
practices of the industry, one ensures
performance improvement and quality in output
Cost position: Benchmarking involves studying
the practices of the competitors or peers in an
industry. During such a study, one can
understand how the peers are setup and the cost
involved in obtaining the output. With the help of
this study, one can compare the costing model
employed and how to improve this model.
Benchmarking helps in identifying
methods of improving operational
efficiency and analysing cost position
resulting in a better output
-contd on next page
The greatest use of life is to spend it for some-
thing that will outlast it
- William James
Gain strategic advantage: Benchmarking deals
with establishing key performance indicators. By
focusing on these indicators, the companies can
gain strategic leverage by understanding the
critical processes and how to improve these
processes.
Organization learning: Benchmarking infuses
innovation in a company.
Benchmarking at XEROX
In the early 1980s, Xerox found itself increasingly
vulnerable to intense competition from both US and
Japanese competitors. It ignored the new entrants
into the market such as Canon, Ricoh and Sevin who
were consolidating their positions in the lower end
market and in niche segments. Moreover, the
company‟s operating cost was high and so were the
prices of their products. Adding to this, the company‟s
products were inferior to their competitors. As a result
the market share in copiers came down sharply from
86% in 1974 to just 17% in 1984. Profits had dropped
from $1.15 billion to $290 million.
In 1982, David. T. Kearns took over as the CEO. He
discovered that the average manufacturing cost of
copiers in Japanese companies was 40% of that of
Xerox which meant that the Japanese companies
were able to undercut the profits of Xerox easily. He
began by reducing the manufacturing cost and giving
thrust to quality control. He started a program known
as „Leadership through quality‟. As a part of this
quality program, Xerox implemented the
benchmarking process.
Xerox chose to benchmark against its Japanese
competitors and the results of the analysis in the key
performance metrics is given below:
After initial denial, the management at Xerox accepted
the harsh reality and implemented a five stage
benchmarking model of its own involving planning,
analysis, integration, action and maturity. Xerox
collected essential data on key processes of best
practices companies. These critical processes were
then analysed to identify and define improvement.
Xerox zeroed in on various other best practice
companies to benchmark its other processes.
The first major payoff in this process was the increase
in customer satisfaction. Customer complaints
reduced by 60% and overall customer satisfaction
were rated at more than 90% in 1991. Some of the
other benefits reaped in implementing benchmarking
are given below:
Number of defects reduced by 78 per 100
machines.
Service response time reduced
by 27%.
Inspection of incoming
components reduced to below 5%.
Defects in incoming parts
reduced to 150ppm.
Inventory costs reduced by
two-thirds.
Distribution productivity
increased by 8-10 %.
Notable decrease in labour
costs.
- Anais Nin
It is the function of art to renew our perception. What we are familiar with we cease to see.
Consultants’ Corner
6
No Key performance Analysis of competitors
1. Reduction in
manufacturing cost
Xerox found out that –
It took twice as long to bring the product to
the market
It used five times the number of engineers
used
It had four times the number of design
changes
It incurred three times the design cost
It had over 30,000 defective parts for every
million produced which was 30 times more
than its competitors
2. Annual productivity
growth rate
It was revealed that Xerox would need an 18%
annual productivity growth rate for five consecu-
tive years to catch up with Japanese
Company Best practices adopted
American Express Billing and collection
Cummins Engines and Ford
Factory floor layout
Florida Power and Light Quality improvement
Honda Supplier development
Toyota Quality management
Hewlett Packard Research and product development
Saturn Decentralization
Fuji Xerox Manufacturing opera-tions
DuPont Manufacturing safety
-contd on next page
Errors in billing reduced from 8.3 % to 3.5%
Country units improved sales from 152% to
328%.
Xerox went on to become the only company
worldwide to win all the three prestigious quality
awards: the Deming Award (Japan) in 1980, the
Malcolm Baldrige National Quality Award in 1989, and
the European Quality Award in 1992. Analysts
attributed this success to the 'Leadership through
Quality' initiative, and, more significantly, to the
adoption of benchmarking practices.
Conclusion
The case of Xerox shows evidence that benchmarking
can be a powerful tool in improving performance and
gaining strategic leverage.
As a consultant, benchmarking is an important tool
because if we can understand the best practices
applied in the various industries, we can help our
clients by tailoring and implementing these practices
in their business process. This leads to growth and it
also adds value to our clients. By benchmarking,
companies can improve their performance by
innovating and not imitating its competitors.
Consultants’ Corner
7
Mr. Vinod Murali can be reached at vinod.m@ncrcl.com
power and then reduces power to an adequate level. More power is radiated during call connecting time.
10. If you have a choice, use a landline (wired) phone, not a mobile phone.
11. When your phone is ON, don't carry it in chest/breast or pants pocket. When a mobile phone is ON, it automatically transmits at high power every one or two minutes to check (poll) the network.
12. Reduce mobile phone use by children as a younger person will likely have a longer lifetime exposure to radiation from cell phones.
13. People hav ing act ive medical implants should preferably keep the cell phone at least 15cms away from the medical implant. While Purchas-ing a Mobile Handset check the SAR value of the mobile phone. It can be searched on internet if its model number and make is known.
14. The RF radiation is increased by Mobile phones when used in a car to overcome the window shielding.
15. It severely affects the reproductive systems of both male and females; deformity of unborn ba-bies in the womb itself.
Courtesy: Department of Telecommunications, Ministry of Communications and Information
Technology, Govt. of India
The following points throw light on crucial aspects about the mobile phone usage.
1. Keep distance – Hold the cell phone away from body to the extent possible.
2. Use a headset (wired or Bluetooth) to keep the handset away from your head.
3. Do not press the phone handset against your head. Radio Frequency (RF) energy is inversely proportional to the square of the distance from the source -- being very close increases energy absorp-tion much more.
4. Limit the length of mobile calls.
5. Use text (SMS) as compared to voice wherever possible.
6. Put the cell phone on speaker mode.
7. Use your phone where reception is good. If the radio signal is weak, a mobile phone will increase its transmission power. Find a strong signal and avoid movement.
8. Metal & water are good conductors of radio waves so avoid using a mobile phone while wearing metal-framed glasses or having wet hair.
9. Let the call connect before putting the handset on your ear or start speaking and listening – A mobile phone first makes the communication at higher
Precautions for Mobile Phone
Users!!!
If great truth does not enter into our relation
to money, it cannot enter our lives.
- Jacob Needleman
The BCG matrix is a two dimensional growth share
matrix where the axis represents the following:
The vertical axis represents the market growth
rate
The horizontal axis represents the market
share.
The market growth is the measurement of the market
attractiveness whereas the market share represents
the measure of the company‟s strength.
Classification of Products/ Strategic Business
Units
Based on the matrix the organizations can identify
four types of products or business:
Stars: Stars have high market share and high
growth rate. The products or the SBUs falling
under this category consumes large amount of
cash because of the high growth rate and
generate large amount of cash because of strong
market share. Therefore the cash position will
approximately net out. They represent immense
expansion opportunities.
Options available: Vertical integration, horizontal
integration, market penetration, market development,
product development
The Boston Consulting Group Growth Share Matrix is
a portfolio planning model developed by Bruce
Henderson of the Boston Consulting Group in the
early 1970‟s. The business portfolio is the collection of
businesses and products that makes up the company.
The best portfolio is the one that uses the strength,
overcomes the weakness, eradicates the threats and
makes use of the opportunities in the environment.
Portfolio analysis are a set of techniques that helps in
taking the decisions with regard to the products and
business that defines the company . Every business is
required to analyse the business and the current
products. Depending on the analyses made the entity
is required to make a decision with regard to the
investment in new products or diversification from the
existing projects.
This matrix is drawn up based on the observation that
the Strategic Business Units (SBUs)/ Products are
classified into four major categories based on the
market growth and the market share. Boston
Consulting Group (BCG) Growth Share Matrix is the
most simplest way to analyse the entity‟s portfolio of
investments . This matrix is used for resource
allocation in a diversified company.
Assumptions
Henderson has made the following important
assumptions:
Increase in the relative market share will result
in increase in generation of cash
A growing market will require investment in the
assets to increase the capacity resulting in
consumption of cash.
Keep a green tree in your heart and perhaps a
songbird will come.
- Chinese proverb
Contd on next page
Boston Consulting Group (BCG) Growth Share
Matrix is the most simplest way to analyze the
entity’s portfolio of investments. This matrix is
used for resource allocation in a diversified
company.
Boston Consulting
Group (BCG)
- Growth Share Matrix
Consultants’ Corner
8
Cash cows: Cash cows have low growth rate
and high market share. The products or the
SBUs under this category generate cash
because of the high market share but consumes
less because of the low growth rate. Over a
period of time when the growth rate comes down
stars will become cash cows.
Options available : Product development,
diversification, divestiture, retrenchment
Question marks: Question marks are also
called problem children or wild cats. The product
or SBUs under this category represents low
market share and high growth rate as a result of
which large amounts of cash are consumed but
enough cash is not generated. Hence if the
question marks are left unattended, it will result
in lots of cash locked up in these products or
SBUs. Every organization should work towards
transforming the question marks to stars and in
case there is a reduction in the growth rate then
the same should be turned into cash cows.
Options available: Market penetration, market
development, product development, divestiture
Dogs: Dogs have low growth rate and low
market share. They generate enough cash to
maintain themselves. Dogs are cash traps and
should be minimized by disinvestment or
liquidation.
Options available: Retrenchment, divestiture,
liquidation
Strategies
The organization should classify the products or SBUs
under each category mentioned above for the
purpose of pursuing the following strategies:
Build
The objective is to increase the market share
substantially for building a strong future.
Hold
The objective here is to preserve the market
share and maintain the strategy which the
organization is currently following.
Harvest
The objective is to increase the short term cash
flows despite the long term consequences.
Divest
The objective here is to sell off or liquidate the
business so that the resources can be best used
elsewhere.
The performance of the products should be analysed
by every organization which will guide them to a more
secure and better future. The performance will be
measured by the amount of cash that is generated by
the products. Hence the need for BCG Share Matrix
arises which uses the indicators of cash generation,
market share and market growth.
Ms. Sandya Manohar
can be reached at sandya.m@ncrcl.com
Opinion Poll Result
Consultants’ Corner
9
Best article in the Aug-Sep 2013 issue of Consultants’ Corner
The Editorial Team thanks its readers for taking part in this poll. We
request our readers to actively participate in this Opinion Poll since
the annual best article for CC would be selected based on your votes.
Total no. of votes
polled: 12
Mr. Gopal Agarwal
can be reached at gopal@ncrcl.com
One custom in Jainism after the last day of Paryushan (Samvatsari) is that of saying "Michhami Dukkadam". Those who are born in Jain families or having Jain friends are familiar with the meaning and theme be-hind it. I am trying to expand its meaning and the scope which would make it more meaningful.
Michchhami means to be fruitless (forgiven) and Dukkadam (Dushkrut) means bad deeds. Therefore the meaning of Michchhami Dukkadam is my bad deeds (with you) be fruitless.
So concept behind saying or writing someone "Michchhami Dukkadam" is that if I have done any harm to you, then those bad deeds to be forgiven (be fruitless). The Sanskrit version of the phrase is “mithya me dushkritaam” meaning "may the evil of it be in vain" or simply put "May my misdeeds be un-done.
If we reflect back on ourselves we would realize that our mind is continuously busy either thinking on something which may be near to us or could even be as far away as the other end of the world, talking or doing physical activities. This thinking, our words or our physical activities would be reflection of our happiness, sorrow, anger, greed, jealousy, and egoism, etc. and, depending upon how we react to those, we attract various types of new karmas to our souls. No prudent person would like to attract bad karma and at certain stages any karma at all.
It is not as easy as turning off a light switch but we have a choice to minimize our damage so that things would be more conducive for our social and spiritual uplift which should ultimately lead to salvation or liberation from this worldly life of any kind.
So keeping in mind, I wish you all Michhami Dukkadam! I forgive (from the bottom of my heart without any reservation)all living beings (who may have caused me any pain and suffering either in this life or previous lives), and I beg (again from the bot-tom of my heart without any reservation) for the for-giveness from all living beings (no matter how small or big to whom I may have caused pain and suffering in this life or previous lives, knowingly or unknow-ingly, mentally, verbally or physically, or if I have asked or encouraged someone else to carry out such activities). (Let all creatures know that) I have a friendship with everybody and I have no revenge (animosity or enmity) toward anybody.
Consultants’ Corner
10
The most important thing in this world is to
learn to give out love, and let it come in.
- Morrie Schwartz
What’s up at NCRCL?
Birthday wishes
Consultants’ Corner
11
Manjunath -19th Oct
Subba Rao - 25th Nov
Jeevan Rao - 9th Nov
The 14th Annual General Meeting of NCRCL was held on 14th Sep 2013 at Hotel Deccan Plaza, Chennai
Study Circle Presentation at NCRCL
1. Dr. R.S. Murali conducted a session on „My Experiences in
Botswana‟ on 02nd Aug 2013.
2. U S Mohanty conducted a session on ‘Fraud Detection and
Forensic Accounting’ on 14th & 29th Aug 2013.
3. Ashok Rao conducted a session on ‘Equator Principles’ on
05th Sep 2013.
4. Bhavana R. conducted a session on ‘Secretarial Stan-
dards’ on 20th Sep 2013.
5. Dr. R.S. Murali conducted a session on ‘Publications and
Research’ on 27th Sep 2013.
Institute of Management Consultants of India held a Training Workshop on “Developing Consultancy
Skills” on 28th Sep 2013 at Chennai
NCRCL mourns the death of Mr R. Ramachandran,
Ex-employee of our Chennai office who passed away on 15th
September, 2013. Our heartfelt condolences to his family.
Participants of the Training Workshop Dr. R S Murali, speaker, interacting with the
participants during the Training Workshop
An Exclusive Talk with Vinod Murali
Vinod Murali B.Com, CISA
Working as Consultant Support
Born on 17th February
Email: vinod.m@ncrcl.com
Phone No: +91 98406 98672
CC. The meaning of your name.
Vinod: Different
CC. Nickname.
Vinod: Vinu
CC. Your dream job.
Vinod: Forensic Accountant
CC Your first impression of NCRCL.
Vinod: Place to grow on a professional and personal front
CC. What personal/emotional characteristic of yours do you want to change?
Vinod: Impatient and impulsive
CC. Money or job satisfaction?
Vinod: Job satisfaction
CC. Your Stress buster.
Vinod: Listening to ARR music
CC. Do you have a small circle of close friends, rather than a large number of friends?
Vinod: Small circle of close friends
CC. What do you most like about a person?
Vinod: Sense of humour
CC. What do you most hate in a person?
Vinod: Playing the blame game
CC. Team work vs Individual work – your comments.
Vinod: Individuals work to their specific strengths and their synergy form a team.
CC. Do you make efforts to get others to laugh and smile?
Vinod: Yes
CC. Your heart rules your head or your head rules your heart?
Vinod: My heart rules my head
CC. What kind of special talent do you have?
Vinod: Out of the box thinking
CC. What are your hobbies?
Vinod: Playing football, reading books, writing my blog
1. Name the businessman of Indian origin behind Fairfax, the company that has acquired Blackberry?
2. Grand brand ____‟ by Balasubramanian and Ramakrishnan is a book about what or whom? Fill in the blank.
3. As per the new Companies Act, what is the minimum number of women directors mandatory in a Company Board of
Directors?
4. Which Indian businessman‟s IT account was hacked by a Hyderabad
based CA student and has been caught?
5. Expand VCES, the service tax amnesty scheme launched by Govern-
ment of India .
Send in your answers to the editor at cc@ncrcl.com
Participants with the correct entry will be awarded with a Recognition Cer-
tificate by NCRCL.
Last issue answers. 1 Mahesh Bhupati ; 2. It is not a company registered under the Compa-
nies Act; 3. % discounts involve calculations that cause anxiety. Hence some customers
prefer absolute discounts; 4. 40 hours in 4 days and taking 3 day weekend; 5. RedBus.in
Consultants’ Corner
12
The right answer was given by
Bhavana R
!!! Congratulations !!!
Editorial Board
Mr. C S Suresh, Executive Director
Mr. Ashok Rao, Executive Director
Editors
Ms. Sandya M, Consultant
Mr. Karthik M V, Consultant
Published by
NCR Consultants Limited, Chennai & Bangalore
Email to cc@ncrcl.com
Our Mission is to apply our professional capabilities with a holistic approach for the happiness
of clients, through values and social commitment.
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Contact
Website: www.ncrcl.com
NCR Consultants Limited
Our Business Associates
Registered Office: 2nd Floor, New No. 4, Old No. 23, C P Ramasamy Road, Alwarpet, Chennai - 600 018 Ph:+91 44 2466 0955/ 24986850 Email: chennai@ncrcl.com
N.C.R & Co.
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