TRAINING Training is the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and

knowledge that relate to specific useful competencies. Training has specific goals of improving one's capability, capacity, and performance. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labormarket[who?] recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development.

CMC LIMITED

Your Trusted IT Partner

In a free enterprise, the community is not just another stakeholder in the business, but is in fact the very purpose of its existence.- Jamsetji Tata

CMC Limited is a leading systems engineering and integration company in India, offering application design, development, testing services and asset-based solutions in niche segments through turnkey projects of national importance. CMC has also been expanding its service presence in international markets offering off-shoring advantages and delivering value through service level-based and project scope-based deliveries.

Since its inception on December 26, 1975, CMC has been a frontrunner in providing IT solutions and services. CMC was the first ever enterprise in India to set up a countrywide data network called INDONET a computer network providing access to major cities in India, way back in 1985.

A subsidiary of Tata Consultancy Services Limited (TCS Ltd), one of the world's leading information technology consulting, services and business process outsourcing organisations, CMC Limited is a part of the US$ 83.3 billion Tata Group, India's best known business conglomerate.

Today, CMC Limited, an ISO 9001:2000, certified and CMMI Level V accredited organisation, is positioned as a premier IT solutions provider in the fast growing and competitive IT market. We execute

large and complex turnkey projects, and have built, managed and supported our customers' IT systems across the value chain infrastructure, applications and business processes.

A few highlights of our business Over 10775 employees spread across India, USA, UK, Europe, MEA & APAC 3300+ experts in technologies & domain for Application Development Practice 978 strong skilled force in Embedded Systems 11 Development Centres across India and USA Experience in setting up large ODCs up to 300+ team

CMC has 18 offices in major Indian cities and over 150 service locations. We have a sizable resource pool of engineers trained in diverse technologies, with vast domain knowledge and varied skill sets.

We conduct significant research into emerging technologies and competence areas at our state-of-the-art, ISO 9001 certified R&D Centre in Hyderabad, India. This gives us an edge in complex, high technology projects.

CMC over the years has followed a multi-dimensional approach to support its growth and expansion in becoming a global player.

Together with Tata Consultancy Services Limited (TCS Ltd), our strategic partner, we are working to target the global market with additional offerings that leverage our combined strengths and enable us to follow common best practices.

CMC's wholly owned subsidiary, CMC Americas Inc, was acquired in 1991 and formerly called Baton Rouge International (BRI), before being renamed in 2003. With 9 offices in USA and servicing customers across the country, it drives CMC's thrust towards globalisation and business development in USA.

In addition to the following, CMC Americas Inc also maintains offices in Austin, TX; Los Angeles, CA; Sunnyvale, CA; Atlanta, Georgia; Baton Rouge, LA; Novi, MI; Edison, NJ; Reston, VA and Burlington, MA.

CMC Informatics UK is the branch office of CMC Limited in the United Kingdom and covers the territories of UK, Ireland and Europe. The office is based in the historic city of Guildford in Surrey, one of richest counties in the UK.

CMC's products for transport, law enforcement, banking and insurance verticals, and services in embedded technologies, IT Consultancy and Infrastructure Development Management and Outsourcing are offered through this office. The London Underground Limited (LUL), Forth Ports and TRW are a few of our well known clients.

CMC Dubai is the branch office of CMC in West Asia and serves as a front end for CMC's thrust towards globalisation, especially in terms of business development in the Middle East and Africa.

The Dubai office handles large projects for important clients like the National Bank of Bahrain and Syrian Railways. In Africa, the Tanzania Police is also handled from this office.

HISTORY We've Come A Long Way

CMC was incorporated on December 26, 1975, as the 'Computer Maintenance Corporation Private Limited'. The Government of India held 100 per cent of the equity share capital. On August 19, 1977, it was converted into a public limited company.

In 1978, when IBM wound up its operations in India, CMC took over the maintenance of IBM installations at over 800 locations around India and, subsequently, maintenance of computers supplied by other foreign manufacturers as well. Taking over the activities of IBM in India, including many of its employees, helped the company to imbibe a service-oriented culture. This is demonstrated by our long-standing customer associations and our ability to provide high-quality and reliable service.

In 1980, we perceived the need for total IT system solutions in India, and acquired a 'solutions' orientation. We aligned our focus with the government's thrust on IT development activities. A significant milestone in our transition from a hardware maintenance company to a complete end-to-end IT solutions provider was 'Project Interact' (International Education and Research for Applications of Computer Technology), a UN project involving design, development and systems-engineering of real-time, computer-based systems dedicated to applications in the areas of power distribution, railway freight operations management, and meteorology.

As we evolved along the value chain, CMC forayed into systems integration, interfacing, installation, commissioning, software development, as well as education and training, on a national basis. Our R&D facility was set up in 1982, to undertake competency development in niche areas in the frontiers of technology, to provide us the cutting edge. Today, our R&D facility is housed in our Hyderabad campus, and develops advanced solutions in areas such as real-time systems, embedded systems and pervasive computing.

To reflect our diversified business activities, we renamed ourselves 'CMC Limited', and obtained a fresh certificate of incorporation dated August 27, 1984.

Following a spurt in the global demand for IT services in the early 1990s, particularly in the United States, we decided to expand our operations and market our product and service offerings in these markets. Towards this end, in 1991, we acquired Baton Rouge International Inc, USA (it was subsequently renamed CMC Americas, Inc, in 2003), one of the first cross-border acquisitions by an Indian IT firm.

In 1992, the Indian government divested 16.69 per cent of CMC's equity to the General Insurance Corporation of India and its subsidiaries who, in turn, sold part of their stake to the public in 1996. In 1993, CMC's shares were listed on the Hyderabad Stock Exchange and the Bombay Stock Exchange (BSE).

To service and develop our clientele in the UK and Europe, we opened a branch office in London, in 2000. The next year, the government divested 51 per cent of CMC's equity to Tata Sons Ltd, through a strategic sale, and CMC became a part of the Tata group.

In line with our strategy of offering our products and services globally, in 2003, we opened a branch office in Dubai to tap the hitherto unexplored markets of West Asia and Africa.

In 2004, the government divested its remaining 26.5 per cent stake in CMC to the public.

INNOVATIONS In an increasingly digital world governed by Moore's law, where computing power doubles approximately every 18 months, innovation is the very essence of success, as well as of survival. Innovation the successful exploitation of new ideas incorporates new technologies, design and best practices. It is the key process that enables companies to compete effectively in the global environment.

Innovation is a catalyst that can create and sustain wealth. But it is only a catalyst; without process and other ingredients, even revolutionary innovations cannot create or sustain anything.

CMC's strength lies in both innovation and process. We provide innovative and effective solutions that meet all our customers' needs. Our competitive edge comes from linking innovation with our technology competencies and our understanding of industry and service verticals. We have combined our domain knowledge and technology competencies to engineer innovative solutions, which exactly match the unique requirements of our customers.

A few projects that showcase CMC's innovative streak:

Freight Operations Information System (FOIS) This remarkable software solution has enabled the Indian Railways to boost efficiency as well as save money. India's 2004 railway budget is the first in 20 years which has raised neither passenger nor freight rates, but still allocated more money for infrastructure and safety.

Fingerprint Analysis and Criminal Tracing System (FACTS) An advanced automatic fingerprint identification system, indigenously developed by CMC using its proprietary high-speed and high-accuracy unified matcher algorithm (UMA). FACTS offers state-of-the-art digital image processing, neural networks and pattern recognition techniques, as well as automatically extracts fingerprint features for matching,

Marine Container Handling System (MACH)

A comprehensive, integrated, modular container terminal management system with 14 sub-systems, to optimise operations, resource planning, effective communication, co-ordination and control of port container terminals.

Screen-based Trading System for Stock Exchanges The Stock Exchange, Mumbai (BSE) is India's oldest stock exchange; its 30-share sensitive index (Sensex) is the Indian equivalent of the Dow Jones index. CMC's BOLT system for BSE is one of the few stock trading systems in the world that handles hybrid / mixed modes of trading; both order-driven and quotedriven. In use since 1995 with continuous upgrades, CMC has gone on to develop a derivatives trading system for the BSE.

Commercial Tax Automation System India's largest state wants to automate its commercial tax collections, to increase revenue and facilitate better monitoring and control. Enforcing commercial tax laws, checking tax evasion, keeping track and coordinating road check-posts, railway check-posts, mobile squads, special investigation branches and

external agencies involved in tax assessment, collection and enforcement, resolving disputes with dealers, transporters, etc, taking appellate forums into account the job involves designing the software that can handle all these tasks, installing the hardware and maintaining systems and networks across a state as large as France and Germany combined. It's a task only for CMC.

GPS-based Vehicle Tracking System Vehicle tracking through GPS-based devices linked to servers through wireless communication systems (even using low-cost GSM mobile phones) has several applications - for large transport companies or passenger bus fleets, in defence for armoured vehicles or supply logistics, and in mining for optimum use of expensive machinery. Introduction of embedded systems enables monitoring not just the position, but even the condition of the vehicles' engines and other systems.

India Health Care Solution (IHC) The auxiliary nurse midwife (ANM) is the cornerstone of the Indian rural public health system. ANMs also collect statistics which form the basis for health policy. Personal digital assistants (PDAs) have been

designed with suitable icons and the user interface can be developed in any local language, so that semiliterate ANMs can use the PDAs with ease. The PDAs capture information about the health conditions which are used to develop a health status database. The system generates reminders for immunisation, anteand post-natal care, family planning, etc, as well as reports required by health officials.

Integrated Mine Management System (IMMS) An ERP-based integrated mine management system, first developed in the early 1990s as an OLTP application covering all the functions of a large open-cast mine. Operating on Unix / RISC servers running Oracle, the product is web-enabled, covers almost all functions and operations and enables mine managements to exercise better control over resources.

QUALITY

Focus on Quality Quality is a factor that is today taken as assumed. But, at CMC Limited, we do not take anything for granted. We are committed to creating value for customers through our Information Technology services and products, and we assure this through the quality systems that we have built into our organisation. CMC subscribes to the Tata Quality Management philosophy and a quality management system in line with ISO 9001.

This is the way in which we have built global quality:

We have evolved quality measures for all life-cycle phases of services and products. We have set up systems, procedures and standards to minimise errors, defects and rework, and to continually improve quality levels.

We make decisions based on quality considerations. Certification of quality standards

In its pursuit of excellence, the company has developed a quality management system in line with ISO 9001:2000 standards and implemented it at the CMC R&D Centre in Hyderabad, India.

In June 2002, the Hyderabad R&D Centre was awarded the coveted ISO 9001 certificate for three years by STQC certification services , for its application-specific development centres the international systems group, ports and cargo, and research and development. The scope of the certification covers analysis, design, development, testing, customisation, installation and maintenance of general-purpose or custom-built software, embedded systems and services, including on-site consultancy services.The certification has been renewed in June 2005 for a period of three years.

In September 2002, our northern region (Systems Integration) operations received an ISO 9001:2000 certificate from STQC for a period of three years. The scope of this certification covers software design, development, maintenance and system integration, including turnkey projects.

Our western region (Systems Integration) operations have been assessed at SEI CMM Level 5 (level 5 of the capability maturity model for software, ver 1.1 by the Software Engineering Institute, Carnegie Mellon University, USA).

Our CS SBU has in place a process for continuous enhancement of skill levels of its staff, through certifications in all areas of service offerings, including technology certifications for HP, Cisco, Unix, Oracle, etc.

In January 2005, two of the company's units, the Hyderabad R&D Centre and Southern Region and in December 2005 Northern and Eastern Region Systems Integration Business Unit were assessed at Level 5 of

the Capability Maturity Model (CMM) of the Software Engineering Institute (SEI), at Carnegie Mellon University, Pittsburgh, PA, USA.

All our delivery centres are targeted to achieve CMMI compliance.

Quality fraternity

CMC is a member of the Confederation of Indian Industry (CII), and takes part in developing and propagating nation-wide total quality management (TQM) understanding and practice. The training programmes and seminars conducted by CMC professionals provide an opportunity for sharing experience and learning more about quality methods, with co-practitioners. Business excellence

We have adopted the Tata Business Excellence Model (TBEM) as a framework for achieving organisational excellence. The framework is a holistic approach to excellence in management practices and is based

Malcolm Baldrige award process for companies in the US. Companywide awareness programmes have been initiated and various internal assessors have been qualified by Tata Quality Management Services (TQMS).

RESEARCH

Cutting-edge Capabilities

Rapid changes in technology make it imperative for IT companies to keep pace with the latest developments worldwide, and to develop new applications with the aim of enabling clients to improve their business. At CMC, finding newer and better ways of delivering value to our customers is a way of life.

CMC's state-of-the-art research and development centre in Hyderabad, India, conducts research in areas on the very frontiers of technology, and gives a cutting edge to CMC's operations. The centre, which is an

integral part of CMC's medium- to long-term strategy, develops special hardware and software products which form the building blocks of the turnkey solutions offered by CMC. Some of CMC's offerings have found acceptance as standalone products.

A building management system installed at the Hyderabad centre uses computers to monitor and control facilities such as lighting and air-conditioning. Equipped with state-of-the-art HP, Sun, and NCR platforms, the centre also forms the nucleus of CMC's export activities, run from a private software technology park, and of the application-specific development centres (ASDCs) for supervisory control and data acquisition (SCADA) and fingerprint applications.

Our R&D division employs over 500 highly skilled professionals, qualified in diverse fields. Around 200 are involved in core developmental activities. Our R&D groups also interact and collaborate with many reputed educational institutes and external experts. Development efforts are strengthened by our interactions with customers and markets, as well as with academia, research institutions and our affiliates' research laboratories. Our people are actively associated with specialised journals and with conference events.

The objective of our R&D efforts is to develop commercially viable, high-quality IT solutions and services, by exploiting state-of-the-art technology. We aim to build competencies in identified core technology areas, which are then utilised to build reusable software assets. The reusability of our solutions helps us spread our R&D costs, and to deliver more refined solutions requiring less customisation and with greater predictability which means substantial time and cost savings for our clients.

Our R&D activities play an important role in scaling up our offerings and help us execute large and complex projects in world markets.

Highlights Our areas of specialisation include image processing and pattern recognition, GPS-based applications for power utilities, advanced application functions in the areas of distribution automation and load despatch, real-time systems, process control (SCADA), OLTP, pervasive computing, real-time embedded systems, communications, computer networking and object-oriented methodologies.

CMC has expertise in all aspects of networking - satellite, microwave, digital radio, fibre optics, VHF / UHF communications and networking products.

We have major R&D projects in distribution automation, object-oriented design tools, internet commerce and electronic copyright management systems.

The products being commercialised include an automatic street light control system, a system for the enhancement of fingerprint analysis and criminal tracing, a GPS-based vehicle tracking system, dispatcher training simulator (DTS), distribution simulator (DISIM), distribution automation application functions (DIYA) and a Java-based super automax.

The current focus of our capability development efforts includes embedded systems; e-security and epayments; biometric solutions; POS and ticketing solutions; smart card solutions; networking products and network security; SCADA and process control; and PDA-based solutions.

The drivers of our capability development efforts are our customers' requirements. We interact with our customers to understand their requirements and develop solutions by assembling diverse hardware and other

technologies in line with the customers' commercial objectives. This experience has helped us acquire indepth knowledge of various industry domains and technologies, and has enabled us in subsequent commercial development of innovative solutions. Development methodology

Having identified customer requirements, we create a prototype combining diverse hardware platforms and the required firmware and application software. The prototype goes through several trial runs and modifications, until it incorporates all the required features and functionality sets.

Our products can be distinguished by their complex problem-solving abilities. Some of the R&D division's products that have been commercially deployed include FACTS, an automated fingerprint identification system, Nirdeshak, a differential GPS-based vehicle tracking system, ARTS, an advanced railway unreserved ticketing system, a number of e-commerce products and many SCADA-based applications, such as OSKER, for the power sector, WINSPIRE for web services, and SETSS, a rail traction system.

We also work proactively on various state-of-the-art technologies to enable us to remain up to date with the current technological developments and offer innovations which enrich our solutions and service capabilities.

SUCCESS STORIES

Software Tame Hard Tasks CMC has built, managed and supported IT systems and end-to-end solutions across the value chain. More than three-fourths of our clients reward our reliability, creativity, and unique ability to handle anything

from small and medium installations to very large and extremely complex systems by constantly extending and deepening their partnerships with us. We have achieved this by perfecting the deployment and delivery of customised, high-quality, high-value IT services and products.

Our computerised reservations, ticketing and accounting systems for the Indian Railways, our scheduling and time-tabling system for the London Underground, and our online securities trading system for the Bombay Stock Exchange, are outstanding success stories of the 1980s and 1990s. More recent achievements:

Port Penang, Malaysia Port Penang Sdn bhd, Malaysia, has seen dramatic improvements in productivity with the use of CMC's online, real-time container terminal management system, MACH. Comprehensive, integrated, modular and proven, MACH is the undisputed champion of port solutions. Continue Reading...

MP's Commercial Taxation System

CMC computerised one of the largest commercial taxes departments in India, with 96 offices in 60 locations, and 5,000 employees. Our solution, iComitrax, has made paying taxes easier for traders, plugged leaks and boosted revenue for the state, as well as reduced malpractices. Continue Reading...

United Western Bank TC/4, our total banking solution, has computerised all operations across 170 branches, five zonal offices and the head office. Integration of VIGIL and ALM with TC/4 has brought in treasury operations (both forex and domestic) as well as asset-liability management into the system.

The Total Banking Solution Using CMC's state-of-the-art product TC/4, United Western Bank (UWB) is providing hassle-free, efficient and improved services to its customers. Our software has given the bank the technological edge it requires to take on today's intensely competitive world of banking.

The product TC / 4: Total concept banking solution, version 4.0 A state-of-the-art, centralised, core banking solution with an integrated, enterprise-wide platform for all banking requirements. The client

United Western Bank (UWB) Established over 75 years ago, United Western Bank, is a private sector bank doing both wholesale and retail banking. It has more than 200 branches spread over 47 districts in eight states, with five zonal offices at Mumbai, Pune, Kolhapur, Jalgaon, and Nagpur, and Its head office at Satara. During the last five years, the bank's deposits have increased by 211 per cent and its advances by 216 per cent. Our brief Computerisation of over 170 branches Providing services to about 2 million customers Handling over 2,300,000 deposit accounts and 200,000 loan accounts

All services, including customisation of TC/4, hardware, system integration, networking, site preparation, BCP and DRS training and data migration.

Our banking applications TC/4: Total Concept system, version 4 VIGIL: Domestic (treasury management system) VIGIL: Forex (forex treasury management system) ALM: Asset-liability management system

CMC's premier banking product, Total Concept Financial System (TC/4), is a state-of-the-art, centralised, core banking solution which provides a truly integrated enterprise-wide platform for all banking requirements of today.

As of today, over 170 of UWB's branches have been computerised and connected to a centralised system, using TC/4. The system services about 2 million customers with over 2.5 million deposit and loan accounts. These include the bank's branches at Hyderabad, Chennai, Delhi and Bangalore.

UWB's integrated treasury branch is situated at Fort in Mumbai, which conducts front-office, mid-office and back-office operations. VIGIL (Domestic and Forex) a CMC treasury operations product, has been installed at this branch. The Treasury application is fully integrated with the core banking system. The UWB challenge

UWB's operations were mixed. A few branches were fully computerised, some were partially computerised and the rest operated manually. The rapid growth of the bank had put tremendous pressure on the existing systems, pushing them to the limit. It was clear that the bank needed to computerise, comprehensively.

After an extensive review of the existing banking products and solutions, UWB choose CMC's TC/4, which was further customised to suit the bank's requirements, especially its legal and statutory needs. CMC's ability to provide a fully integrated system enabled UWB to acquire a computerised banking system to meet present and future challenges. About TC / 4

TC/4 is a highly secure, extensively parameterised, multi-currency, multi language, core banking system, with a fully integrated and highly flexible multi-currency general ledger. It can be interfaced with any newage delivery channel, like ATMs, remote terminals, kiosks, internet banking, tele-banking, e-cheques, as well as other delivery and payment systems. TC/4's open framework provides immense scalability and allows easy integration with external systems like treasury operations, trade finance, dealing, asset-liability management systems, etc.

Services provided A large measure of systems integration had to be done, involving application software, operating system and layered software products, hardware and networking. CMC provided UWB with complete support: Supply, customisation, installation, commissioning, handholding and warranty for TC/4. Sizing, supply, installation, commissioning and warranty of central site hardware. Network design, supply, installation, commissioning and warranty for wide area network (WAN) equipment, consultancy for procurement of leased lines, radio link, etc.

Project management and systems integration for application software, operating system and layered software products, hardware and WAN.

Consultant for environmental conditions, including electrical systems and power back-up systems. BCP and DRS implementation services

Strengths Provides anywhere, anytime banking, 24 x 7 x 365 Interface possible at the central level for various delivery channels All branches, though geographically spread out, are connected to the central server Introduction of products and services online and real-time, based on market requirements, enables the bank to have a cutting edge over its competitors Multilingual support allows the user to have screens and reporting in any language Manages financial risks and identifies revenue opportunities Gives the bank's position at a glance; a manager's delight Strengthens the bank's market position, through innovations using new delivery channels

Benefits Anytime, anywhere banking Central level interface for delivery mechanisms like internet banking, tele-banking, ATMs, etc Online, bank-wide management information system (MIS) Centralised control from the host site, and enforcement of procedures Easy addition of new branches Cost-effective disaster recovery set-up Easy introduction of new products / services at the bank level Automated inter-branch reconciliation Data warehousing support Technical expertise needed only at the central site

Capabilities

CMC has undertaken a detailed benchmark exercise to gauge TC/4's ability to handle large volumes of transactions.

CLIENTS Building Lasting Relationships Our distinct value proposition and service culture, coupled with our track record of successful service delivery, have enabled us to build enduring relationships with our customers. These include dominant players in key infrastructure, services and government sectors.

These relationships have earned us annuities, such as post implementation maintenance and support. They have also given us ample opportunities to expand our service offerings and acquire an in-depth domain knowledge of diverse industries. Our key clients Banking & Financial Services Reserve Bank of India Bombay Stock Exchange National Securities Depository Limited (NSDL) National Bank of Bahrain

Bahrain Development Bank Central Depositories of Bangladesh

Insurance The New India Assurance Company ICICI Lombard General Insurance Company Cholamandalam MS General Insurance Company HDFC ERGO General Insurance Company The New India Assurance Company, Fiji

Government Dept of Trade & Taxes West Bengal Treasury National Crime Records Bureau Maharashtra Police Department

Manufacturing Energy Resources & Utilities Sesa Goa IOCL Tata Steel Tata Power NTPC

Transportation Indian Railways Airports Authority of India Andhra Pradesh Road Transport Corporation Delhi Transport Corporation London Underground Limited

Shipping

Mumbai Port Trust Chennai International Terminal Adani Port Forth Ports Plc, UK Norfolklines BV, Netherlands P&O Ports

Hitech & Telecom Tata Teleservices Bharat Sanchar Nigam IBM Daksh Business Process Services Mahanagar Telephone Nigam Miro Technologies Cadence Technologies

Retail & FMCG ITC PepsiCo Aditya Birla Retail Reliance Retail Parle Foods

Defence & Space Indian Air Force Ordnance Factory Board, Ministry of Defence Department of Space ISRO DRDO Indian Navy National Remote Sensing Agency

Education & Training Mahindra British Telecom ICICI Bank WIPRO SmithKline Beecham Robert Bosche Sema Schubergers IIT Kharagpur Ministry of External Affairs Reserve Bank of India State Bank of India Calcutta Telecom

ABOUT CMC ACADEMY

CMC Limited is a leading IT solutions company and a subsidiary of Tata Consultancy Services Limited (TCS Ltd.), one of the world's leading Information Technology consulting, services and business process outsourcing organisations and a part of the Tata Group, India's best-known business conglomerate.

With 18 offices, 150 service locations, 520 non-resident locations and over 7,300 employees worldwide, CMC Ltd. provides a wide spectrum of unique Information Technology solutions and services to a clientele of premier organisations in the government and private sectors.

CMC Americas Inc. is a subsidiary and services clients in the US, while CMC branch offices in the UK and Dubai market the companys products and services in Europe, Africa and the Middle East.

CMC continues to focus on consolidating its dominant position in India, while expanding its reach globally.

CMC Academy CMC Academy channelises CMC's expertise into IT programmes tailored to match industry needs. A faculty of practicing project managers provides solid grounding in fundamental concepts. Ample practice on real-time projects makes the student productive in a job from day one. CMC has been one of the pioneers of IT training in India and offers a wide range of programmes for beginners and for career advancement:

CMC EDGE CMC GRAD CMC TECH CMC PRO

Alumni of the Academy are well placed in leading companies like TCS, PCS, Softsol, HSBC, Applabs, Convergys, Polaris, Vodafone, Airtel, etc.

INFRASTRUCTURE

WHAT IS THE MARKETING STRATGIES ? Market strategies are the result of a meticulous market analysis. A market analysis forces the entrepreneur to become familiar with all aspects of the market so that the target market can be defined and the company can be positioned in order to garner its share of sales. A market analysis also enables the entrepreneur to establish pricing, distribution, and promotional strategies that will allow the company to become profitable within a competitive environment. In addition, it provides an indication of the growth potential within the industry, and this will allow you to develop your own estimates for the future of your business.Begin your market analysis by defining the market in terms of size, structure, growth prospects, trends, and sales potential.The total aggregate sales of your competitors will provide you with a fairly accurate estimate of the total potential market. For instance, within the beer brewing industry, the total market potential would be the total sales of malt beverages in the United States, which is $15.2 billion.Once the size of the market has been determined, the next step is to define the target market. The target market narrows down the total market by concentrating on segmentation factors that will determine the total addressable market -- the total number of users within the sphere of the business's influence. The segmentation factors can be geographic, customer

attributes, or product-oriented.For instance, if the distribution of your product is confined to a specific geographic area, then you would want to further define the target market to reflect the number of users or sales of that product within that geographic segment.Once the target market has been detailed, it needs to be further defined to determine the total feasible market. This can be done in several ways, but most professional planners will delineate the feasible market by concentrating on product segmentation factors that may produce gaps within the market. In the case of a microbrewery that plans to brew a premium lager beer, the total feasible market could be defined by determining how many drinkers of premium pilsner beers there are in the target market.It is important to understand that the total feasible market is the portion of the market that can be captured provided every condition within the environment is perfect and there is very little competition. In most industries this is simply not the case. There are other factors that will affect the share of the feasible market a business can reasonably obtain. These factors are usually tied to the structure of the industry, the impact of competition, strategies for market penetration and continued growth, and the amount of capital the business is willing to spend in order to increase its market share.

Projecting Market Share Arriving at a projection of the market share for a business plan is very much a subjective estimate. It is based on not only an analysis of the market but on highly targeted and competitive distribution, pricing, and promotional strategies. For instance, even though there may be a sizable number of premium pilsner drinkers to form the total feasible market, you need to be able to reach them through your distribution network at a price point that is competitive, and then you have to let them know it's available and where they can buy it. How effectively you can achieve your distribution, pricing, and promotional goals determines the extent to which you will be able to garner market share.For a business plan, you must be able to estimate market share for the time period the plan will cover. In order to project market share over the time frame of the business plan, you will need to consider two factors: 1. Industry growth which will increase the total number of users. This is determined by growth models as described in the "Market Research" chapter. Most projections utilize a minimum of two growth models by defining different industry sales scenarios. The industry sales scenarios should be based on leading

indicators of industry sales which will most likely be industry sales, industry segment sales, demographic data and historical precedence. 2. Conversion of users from the total feasible market. This is based on a sales cycle similar to a product life cycle where you have five distinct stages: early pioneer users, early users, early majority users, late majority users, and late users. Using conversion rates, market growth will continue to increase your market share during the period from early pioneers to early majority users, level off through late majority users, and decline with late users.Defining the market is but one step in your analysis. With the information you've gained through market research, you need to develop strategies that will allow you to fulfill your objectives.When discussing market strategy, it is inevitable that positioning will be brought up. A company's positioning strategy is affected by a number of variables that are closely tied to the motivations and requirements of customers within the target market as well as the actions of primary competitors. The strategy used to position a product is usually a result of an analysis of your customers and competition. Before a product can be positioned, you need to answer several strategic questions such as: 1. How are your competitors positioning themselves?

2. What specific attributes does your product have that your competitors' don't? 3. What customer needs does your product fulfill? 4. Is there anything unique about the place of origin? Once you've answered your strategic questions based on research of the market, you can then begin to develop your positioning strategy and illustrate that in your business plan. A positioning statement for a business plan doesn't have to be long or elaborate. It should merely point out just how you will want your product perceived by both customers and the competition. Pricing Your Product How you price your product is important because it will have a direct effect on the success of your business. Though pricing strategy and computations can be complex, the basic rules of pricing are straightforward: 1. All prices must cover costs. 2. The best and most effective way of lowering your sales prices is to lower costs.

3. Your prices must reflect the dynamics of cost, demand, changes in the market, and response to your competition. 4. Prices must be established to assure sales. Do not price against a competitive operation alone. Rather, price to sell. 5. Product utility, longevity, maintenance, and end use must be judged continually, and target prices adjusted accordingly. 6. Prices must be set to preserve order in the marketplace. There are many methods of establishing prices available to you: Cost-plus pricing -- Used mainly by manufacturers, cost-plus pricing assures that all costs, both fixed and variable, are covered and the desired profit percentage is attained. Demand pricing -- Used by companies that sell their product through a variety of sources at differing prices based on demand.

Competitive pricing -- Used by companies that are entering a market where there is already an established price and it is difficult to differentiate one product from another. Markup pricing -- Used mainly by retailers, markup pricing is calculated by adding your desired profit to the cost of the product. Each method listed above has its strengths and weaknesses. Distribution Distribution includes the entire process of moving the product from the factory to the end user. The type of distribution network you choose will depend upon the industry and the size of the market. A good way to make your decision is to analyze your competitors to determine the channels they are using, then decide whether to use the same type of channel or an alternative that may provide you with a strategic advantage. Some of the more common distribution channels include: Direct Sales -- The most effective distribution channel is to sell directly to the end-user. OEM (Original Equipment Manufacturer) Sales -- When your product is sold to the OEM, it is incorporated into their finished product and it is distributed to the end user.

Manufacturer's Representatives -- One of the best ways to distribute a product, manufacturer's reps, as they are known, are salespeople who operate out of agencies that handle an assortment of complementary products and divide their selling time among them. Wholesale Distributors -- Using this channel, a manufacturer sells to a wholesaler, who in turn sells it to a retailer or other agent for further distribution through the channel until it reaches the end user. Brokers -- Third-party distributors who often buy directly from the distributor or wholesaler and sell to retailers or end users. Retail Distributors -- Distributing a product through this channel is important if the end user of your product is the general consuming public. Direct Mail -- Selling to the end user using a direct mail campaign. As we've mentioned already, the distribution strategy you choose for your product will be based on several factors that include the channels being used by your competition, your pricing strategy, and your own internal resources. Distribution will be covered in greater detail in the "Distribution" chapter. Promotion Plan

With a distribution strategy formed, you must develop a promotion plan. The promotion strategy in its most basic form is the controlled distribution of communication designed to sell your product or service. In order to accomplish this, the promotion strategy encompasses every marketing tool utilized in the communication effort. This includes: Advertising -- Includes the advertising budget, creative message(s), and at least the first quarter's media schedule. Packaging -- Provides a description of the packaging strategy. If available, mockups of any labels, trademarks or service marks should be included. Public relations -- A complete account of the publicity strategy including a list of media that will be approached as well as a schedule of planned events. Sales promotions -- Establishes the strategies used to support the sales message. This includes a description of collateral marketing material as well as a schedule of planned promotional activities such as special sales, coupons, contests, and premium awards.

Personal sales -- An outline of the sales strategy including pricing procedures, returns and adjustment rules, sales presentation methods, lead generation, customer service policies, salesperson compensation, and salesperson market responsibilities. Sales Potential Once the market has been researched and analyzed, conclusions need to be developed that will supply a quantitative outlook concerning the potential of the business. The first financial projection within the business plan must be formed utilizing the information drawn from defining the market, positioning the product, pricing, distribution, and strategies for sales. The sales or revenue model charts the potential for the product, as well as the business, over a set period of time. Most business plans will project revenue for up to three years, although five-year projections are becoming increasingly popular among lenders. When developing the revenue model for the business plan, the equation used to project sales is fairly simple. It consists of the total number of customers and the average revenue from each customer. In the equation, T represents the total number of people, A represents the average revenue per customer, and S represents the sales projection. The equation for projecting sales is: T A = SUsing this equation, the annual sales for each

year projected within the business plan can be developed. Of course, there are other factors that you'll need to evaluate from the revenue model. Since the revenue model is a table illustrating the source for all income, every segment of the target market that is treated differently must be accounted for. In order to determine any differences, the various strategies utilized in order to sell the product have to be considered. As we've already mentioned, those strategies include distribution, pricing, and promotion.

MARKETING STRATEGIES FOR CMC LTD

Value added services

Leverage domain expertise

Leverage Group synergies

Focus on quality and internal efficiencies

Focus on international market

Customer focused R&D

Strategic Business Units

System Integration Customer Services Education & Training ITES

Value Added Services Services Offered

Systems Consultancy Software products and customized solution Software maintenance Turnkey Projects

Third party maintenance of hardware and software Equipment Supply and Integration Networking Services and Consultancy Environmental Engineering and Facilities Management Developed a range of products

Entry level courses Professional Development courses Vendor certified courses Customised courses for specific training needs of companies Career Development courses Degree Corses

Corporate Intranet Network management, Managed Data Network Services, Help Desk EDI Database services Web design & hosting Forms Processing Data Centre Services

Leverage Domain Expertise

Skills / Infrastructure

Leverage Group Synergies

Over 1000 trained professionals with expertise on different platforms 100 people strong Real Time/Embedded Systems group Experience on range of areas like BFSI, Image processing & Biometrics, SCADA solutions, Real Time/embedded systems, e-Commerce, eGovernance, Mobile Computing, Multimedia, Large scale Database Solutions

Present in over 150 resident services locations and over 500 non-resident service locations The only company worldwide to support 40 different manufacturers like IBM, HP, Compaq, Sun, Silicon Graphics, CISCO, Entrasy

200 training centers catering to 25,000 students every year 6 owned centres located in Ahmedabad, Bangalore, Calcutta, Chennai, Hyderabad, Mumbai, New Delhi, Pune, Vishakapatnam 15 in association with leading educational institutions like RECs, Jadavpur University, I

Over 70 trained people Supports TCP/IP and X25 protocols 64 kbps leased links connections across 9 cities - Delhi, Mumbai, Calcutta, Chennai, Bangalore, Hyderabad, Ahmedabad, Pune, Vizag Redundant data links at each location ensure higher

International Operations
CMC provides end-to-end IT solutions to international clients through its international operations and CMC Americas

Services Offered
Custom software design and development IT, e-business process consulting Turnkey project design, implementation and management in a variety of industries IS / IT outsourcing IS / IT staffing

Skills & Infrastructure

Around 700 professionals working on international projects Relationships with leading US Companies predominantly through staffing services 10 offices in the USA, one each in the UK and Dubai

CMC Limited

CMC Strategy

n n

Integrated end-to-end solutions Focus on large complex projects with multiple SBUs Strategic partnerships with
n n n

Value Added Services

Large customers Vendors Academic institutions

Transportation - rail, road and shipping Banking, Financial institutions and Insurance Power and Mining sector Biometric security

Leverage Domain Expertise

n n n

Leverage Group Synergies

n n

Joint bidding for large domestic projects Leverage marketing network for international business

CMC Limited

INSURE SEVICE OFERING

Product / Solution development for existing clients

DpSecure Research and development covers Mints requirements & new technology Business
Maintenance and Technical Support to clients Product Upgrade and Version Management Regular in house training programs

MULTEX BOLT

ITS VECTOR DTSS eVECTOR GILT BBS

Proactive market development through l l Products Interactions/ presentations/ demonstrations DTSS Participation in seminars/ conferences

VSTAR VeDAS

DTSS

GENISYS (General Insurance Systems), GENISYS Enterprise, GENISYS Configurator PROMPT (Call Registration & Management S/W) InFAcS (Integrated Financial Accounting System)

CMC Limited

CMC Strategy
Quality & excellence initiatives: CMM, CMMI, TBEM Certification drive: ITIL, CCIE, CCNA Marketing excellence: Mark@cmc Improving manpower utilization

Focus on Quality & Internal Efficiencies

n n n

Focus on International Markets and Indian pvt sector

n n n

Improving reach: Dubai office Geography focus: developing strategy for - CIS, Ibero America, Middle east Leveraging domestic project experience for private sector and international markets

Smart card SCADA / Metering solution Finger printing for civilian applications GPS / GIS

Customer Focussed R&D

n n n

CMC Limited

SCADA
Products

OSKER - Unix based SCADA Product Winspire Windows based SCADA Product SETSS - RDSO approved Standard Electric Traction Scada Software Distribution Management System(DMS) and Energy Management System(EMS) for better monitoring, analysis, operations and coordination of power distribution network and power transmission network

Key Focus Areas

Power - Generation, Transmission, Distribution Oil & Pipeline Transportation Process Automation

A TATA Enterprise

CMC Limited

CMC - SWOT
Strengths

Business model, combines both Hardware maintenance, IT services & IP portfolio for international and domestic markets
l l l

Successful transition from hardware maintenance provider to a solution provider of full cycle complex projects Multi-faceted experience Leverage on domain skills to provide IT-centric solutions

Largest third party maintenance company in India Repository of ready packages/software that can be replicated Large client base, serviced over the years, that can be efficiently leveraged for greater wallet share through cross-selling Trusted and Respected brand Combination of ethics & culture of the TATA group and positive PSU legacy

Opportunities

Growth through value addition and synergies Surging domestic IT demand Potential for leveraging domestic skills in international market and with private sector clients Leveraging product suites in various projects Platfom to launch and bid for large end-to-end IT services/infrastructure management projects, jointly with TCS

CMC Limited

CMC - SWOT
Weaknesses

Revenues mainly from price-sensitive domestic business High exposure to government entities (Railways, Ports, Defence, Customs) End-user industries and complex nature of projects lead to long sales cycles Pressure on employee costs CS/SI businesses witnessing emerging models with higher capital intensity

Threats

Global IT companies entering Indian market expected to intensify competition Revenues dependent on IT spending budgets

CMC Limited

Key Differentiators - Summary

Strong Growth in Key Segments

Wide range of service offerings & domain expertise

Sizeable Resource Pool

Large project execution capability

Well Recognised R&D capabilities

Strong client base

Sales and support reach in the domestic market

CMC Limited

CMC LTD WANTS TO EXPAND INTO OVERSEAS MARKETS alyst RakeshCMC Ltd wants to expand into overseas markets to achieve its ambitious revenue target of $1 billion (around Rs.4,600 crore) in the next four to five years, having made the transition from being a state-run firm that used to sell computer hardware and software to government departments.Over the last decade, CMCs profit margins have grown from around 3% in 2001 to about 20% currently. Revenue for this fiscal is estimated at Rs.1,078 crore.The transition began in 2001 when the company was taken over by the countrys largest information technology (IT) services exporter Tata Consultancy Services Ltd (TCS), which currently owns 51% of CMC, as part of a government divestment programme.The company had been set up as Computer Maintenance Corp. in 1978 to look after IBM machines after the US company was forced to exit India by the government. It now specializes in software engineering and IT infrastructure maintenance. The CMC turnaround took longer than anticipated, chief executive R. Ramanan said in an interview.Because of the earlier government ownership, we had quite a few challenges, Ramanan said of the transition. As a company, we havent been focusing on the international market, which contributed only about 4% of our revenue.CMC, known for iconic computerization projects as the BSE On-Line Trading (BOLT) trading platform of the Bombay Stock Exchange (BSE) and the Indian Railways passenger reservation system, is now betting on monetizing such software product-based solutions in international markets. According to Ramanan, one of the biggest challenges that CMC had to overcome as a company was the lack of a global mindset. Because we were inwardly oriented, the company wasnt focusing on replicating our product solutions for the domestic market in the international market, Ramanan said. Thus, a part of the transition involved adopting and internalizing global standards in software development and project management CMC is leaning on TCS,

with which it now has a joint go-to-market strategy for markets in the US and Europe. The results are beginning to show. From roughly 4%, international revenue now contributes up to 55% of the total. In the quarter ended September, CMC reported revenue growth of 24% driven primarily by 46% growth in international revenue as against 11% in the year-ago period. Analysts concur on CMCs international strategy and

expect it to be the major growth driver going forward. Motilal Oswal an Tarway cites higher rate of growth in international revenues of more than 40% year-on-year as compared to last five years compounded annual growth rate of 15%, as one of the main reasons for having a positive view on the stock. Faster growth in international business augurs well for CMC as such business comes with significantly higher profit margins comparedwiththe domestic business. However, in its pursuit of higher profitability, CMC has taken a hit on the topline, which stayed more or less flat or has decreased marginally over the last five years as the company exited high-volume, low-margin businesses. With the profitability turnaround completed, the next major item on CMCs to-do list is boosting revenue. We have reached that stage where we can focus again on the topline and over the last quarters you can see that we have been (doing this), Ramanan said. He ruled any plans for a merger with TCS, rejecting speculation to this effect, and said CMC wanted to be among the top 20 global system integration companies. Analysts expect the stock to get better valuations, in line with the improving performance and expected future growth.We believe that the company (CMC) should be trading at a premium to other mid-cap IT companies owing to promoter quality, consistent dividend track record and very good consistency on free cash flow generation, Tarway noted in his 27 September research report.CMC shares were trading at Rs.1,895 at the time of that report. Since then, the shares have risen about 15%, closing at Rs.2,185 on BSE on Monday.

CMC Ltd to invest Rs 445 cr to widen presence in South India To meet the requirement of rapid growth in future, CMC Limited, a Tata group enterprise which is into systems engineering and integration, is investing Rs 445 crore in an SEZ (special economic zone) facility in Hyderabad.We are creating 13,000 seats for our SEZ operations, of which 1,500 will be used by CMC directly while the remaining will be

leased out to TCS. While the first two phases of the SEZ campus are already operational, Phase-III will be ready by August 2013, R Ramanan, managing director and chief executive of CMC, told Business Standard.CMC currently employs about 10,000, including contracting strength, both for its Indian and global operations. It has close to 2,500 employees in Hyderabad. Besides having facilities in Mumbai, New Delhi and Bangalore, the company recently started its 300-seater SEZ unit in Kolkata, where around 60 seats were occupied now. Ramping up the companys SEZ operations on the back of the increasing international projects, CMC chief financial officer JK Gupta said, would give them a tax advantage. At the end of this year, we expect to be operating at 26-27 per cent of tax. It may take around three years to come back to a tax of below 20 per cent, he added.The company, which was acquired by Tata Consultancy Services (TCS) in 2001, saw a decline in its net profit to Rs 152 crore, from Rs 179 crore in FY11, due to a hike in effective tax rate from 15.3 per cent to 31.1 per cent. This was on account of discontinuation of concessional tax treatment for software technology parks (STPs).CMC clocked revenues of Rs 1,467 crore in FY12, with 50 per cent of flowing in from the US, 10 per cent from other international geographies and the rest from the domestic market.Stating that the company had now launched CMC 3.0, an initiative resulting in developing a suite of products like intelligence enterprise systems, Ramanan said the company was working towards combining and integrating Genesis, its core general insurance package, with the emerging technologies of cloud, mobility, big data and analytics. We have close to 150 people associated with our innovation group, working on multiple verticals like Genesis, GPS products and e-governance solutions. Each of these products will have elements of cloud and analytical capabilities, he said.On the status of its engagement with the unique identification (UID) project, Ramanan said that the company had been awarded a digitisation project. Because of the resolution of the UID authorities and so on, which right now is still pending, that project is in the state of suspension.According to him, the company has recently rolled out a pilot project on a commercial basis for the Karnataka Road Transport Corporation, which involved 500 buses in Mysore city being equipped with real-time, GPS-based passenger information systems. A similar project has also been implemented across Indian Oil Corporation

Limiteds fleet of 20,000 tankers, which enabled the corporation to track the vehicles besides preventing fuel pilferage.

CMC working on next generation products Can you think of a vehicle which pilots itself through heavy traffic without a driver?They are in the realm of the possible in future, believes CMC Ltd, a subsidiary of Tata Consultancy Is it possible to know if your consignment is tampered during the course of its shipment? Services. These are some of the next generation products on which we are focussing now, its Managing Director and Chief Executive Officer, Mr R Ramanan, told Business Line here on Thursday.CMCs R&D initiatives were aimed at creation of next generation products based on design and application frameworks. We are working closely with our clients and tier II suppliers in intelligent container and content tracking besides automotive transport technology, he said.The Rs 1,469-crore company is also focusing on integrating mobile and analytics in each of its projects.Embedded real time systems are going to play an increasing role in the days to come, he said.EXPANSION For the time-being, the company would prefer organic growth to acquisition-led expansion models. I think, we still need some more time to handle acquisitions, Mr Ramanan said.On the on-going, Rs 445-crore Special Economic Zone project in Hyderabad, he said a development centre with a seating capacity of 2,800 had become operational in January 2012.The work on the phase III with a seating capacity of 3,500 is now in progress. The company had invested Rs 227 crore in the project as on March 31, 2012.On the likelihood of complete merger with its parent, TCS, Mr Ramanan said the synergies between the two were very good.

RESEARCH METHODOLOGY Definition of Research The word research is derived from the Latin word meaning to know. It is a systematic and a replicable process which identifies and defines problems, within specified boundaries. It employs well designed method to collect the data and analyses the results. It disseminates the findings to contribute to generalizeable knowledge. The five characteristics of research presented below will be examined in greater detail later are: Systematic problem solving which identifies variables and tests relationships between them. Logical, so procedures can be duplicated or understood by others. Empirical, so decisions are based on data collected. Reductive, so it investigates a small sample which can be generalized to a larger population. Replicable, so others may test the findings by repeating it.

Research design phase :This phase mainly involve stating the conceptual structure within which research would be conducted. The main steps involved in this phase are as: Sampling Plan: The sample was selected for the study by Convenient method. This type of sampling where each & every item in the population has an equal chance of inclusion in the sample

SOURCES OF DATA COLLECTION There are two sources: 1. Primary sources:Primary data is collected through market survey. 2. secondary sources:Secondary sources are websites and brouchers.

Preparation of Questionnaire :The questionnaire was prepared by the researcher himself. The preparation of questionnaire was done by keeping the objective of study in mind. The researcher took some help from experts during the framing of questionnaires. The preparation of questionnaire took about 4-5 days. The questionnaire used for study was of closed type since it is free from bias nature of respondents. Analysis phase :After the data has been collected the researcher tabulated the data from the tables the researcher analyzed the data. During the analysis of data help of various types of charts & graphs was taken. The analysis phase took about seven days. For further results weighted average method was used whenever required. Finally on the basis of analysis various results and conclusions were drawn.

DATA ANALYSIS & INTERPRETATION Of CMC,HCL and NIIT

1. What is your present marketing strategies ?

Ans. (a) Focus on quality and internal efficiencies. (b) Focus on international market and Indian pvt sector. (c) Customer focussed R&D. (d) Leverage group synergies.

45 40 35 30 25 20 15 10 5 0 MARKETING SATRATEGIES NITT HCL CMC

Interpretation : As per view CMC has better marketing strategies then HCL And NITT.

2. What is your plans about future marketing strategies ? Ans. (a) CMC Ltd to invest Rs 445 cr to widen presence in South India (b) CMC working on next generation products (c) CMC want to expand into overseas markets

3. What is your international operations ? Ans.(a) Custom software design Development (b) IT, e-business process consulting (c) industries (d) Around 700 professionals working on international projects (e) Relationships with leading US Companies predominantly through staffing services Turnkey project design, implementation and management in a variety of

4. What is the key differentiators from the competitors in the market ? Ans.(a) strong growth in key segments . (b) wide range of service offering and domain expertise . (c) large project execution capability . (d) sizeable resources pool. (e) strong client base. (f) well recognized r&d capability.

5. Who do you want to perform marketing and advertising for your business, product, or service? Ans. (a) A professional advertising and marketing firm . (b) ourself. (c) our children also

120

100

80 OUR CHILDREN 60 OURSELF MARKETING FIRM 40

20

0 CMC HCL NIIT

INTERPRETATION:-As per view CMC more depended on itself and its children for advertisement than HCL and NIIT.

6. what is your target market ?

Ans. (a) domestic (b) international

120

100

80

60

INTERNATIONAL DOMESTIC

40

20

0 CMC HCL NIIT

INTERPRETATION:- As per view CMC has more focused on domestic market then HCL and NIIT.

7. Who is your target audience ? Ans. (a) educational institutes. (b) small corporate sectors. (c) big corporate sectors.

120

100

80 BIG CORPORATE SECTOR 60 SMALL CORPORATE SECTOR EDUCATIONAL INSITUTION 40

20

0 NIIT HCL CMC

INTERPRETATION:-As per view CMCs target market is educational institution

8 How do you want to advertise ? Ans. (a) internet (b) billboards (c) business magzines

120

100

80 MAGZINES 60 BILLBOARDS INTERNET 40

20

0 CMC HCL NIIT

INTERPRETATION:-CMC is using more internet for advertisement then HCL and NIIT.

9 What do you think is your product's biggest selling point? Ans. (a) price (b) brand name (c) technology

120

100

80 TECHNOLOGY 60 BRAND NAME PRICE 40

20

0 CMC HCL NITT

INTERPRETATION:-As per view CMC believe that price is the biggest selling point for its product.

10. How long do you want your advertisements to run ? Ans.(a) two years (b) five year (c) ten year

ADVERTISEMENT PERIOD

CMC HCL NIIT

INTERPRETATION:-As per view CMC wants longer period for advertisement then HCL and NIIT

11. in which period your product is passing ? Ans,. Today our product is on growing stage and soon it will enter in The maturity period.

12. which strategy you are using to overtake your competitors ? Ans. (a) price (b) quality (c) better customer services

on Quality 2222222222222222222nternal Efficiencies

120

100

80 CUSTOMER SERVICES 60 QUALITY PRICE 40

20

0 CMC HCL NIIT

INTERPRETATION:- As per view CMC using price factor to overtake their competitors

FINDINGS

CMC has more effective market strategies then HCL and NIIT CMC Ltd to invest Rs 445 cr to widen presence in South India

CMC is more targeting to domestic market as compare to HCL and NIIT.

CMC using price factor to overtake their competitors. CMC needs more advertisement because it is new in the market as compare to HCL and NIIT.

CMC believe that price is the biggest selling point for its product CMCs target market is educational institution
CMC more depended on itself and its children for advertisement than HCL and NIIT.

CMC is using more internet for advertisement then HCL and NIIT.

SUGGESTIONS
Expand into new markets. Sell your bakery products to local restaurants and catering facilities as well as directly to consumers; if you sell office services to small businesses, look into soliciting business from bigger businesses, and federal, state or local government agencies. Talk to your customers ask them for feedback. Ask them what you can do to better serve their needs. If you see a trend in what's being asked for, act on it. Get involved in social media. Ask your customers which social networks they participate in, and then spend a few minutes a day participating in the one or two most customers use. Advertisement .CMC should pay more attentions on advertisement to create awareness of its product and services among the people. Add share buttons to your website and encourage visitors to use them Be proactive and be persistent. You didn't learn to ride a bicycle when you were a child by thinking about how to ride a bicycle. You went out and tried, and tried again until you learned to balance yourself and then gradually picked up speed. Marketing is no different. You have to keep at it until you find what works for you. Then, if you want to continue your momentum, you have to keep on marketing. Start today. Make your own list of marketing ideas. Include some of the ideas on the list above, or ideas of your own. Include marketing ideas you've used before and those that you haven't. Include marketing strategies you've seen other companies use. Then start putting them into practice one by one. Aim to try one new marketing idea a week. Keep using the ones that work, discard the ones that don't and watch your business

CONCLUSION

CMC LTD. marketing strategy began with its corporate aim to grow and increase across the country. It is facing increased competition from HCL ,NITT,JETKING and needed to identify an area to focus on. To pursue a growth strategy, CMC used market research to identify new target customers. This enabled it to prepare marketing strategies to fit the audience. Primary and secondary research was used to find out customer views regarding its brand. Data indicated the student market segment was a significant area to focus on to achieve market development A marketing campaign using data from a follow-up survey was put in place. The campaign showed significant increase in students' levels of awareness about CMC and its products. The campaign helped to achieve many of the business' aims, creating increased brand awareness and repeat visits. It also helped to inform the company's future strategies for growth. Market research gathered will help to formulate future plans for new technology. These will be in line with CMC commitment to providing communities with affordable products across the country.

REFERENCES

BOOKS :* * Research Methodology Marketing Strategies Kothari, C.R. Kotler Phillip

NEWSPAPERS / MAGAZINES :* * * * * The Economic Times Times of India The Tribune The Hindustan Times India Today

WEBSITES: * * * www.cmclimited.com www.wikipedia.com www.ans .com

SEARCH ENGINES * * * * www.google.com http://www.msn.com www.alta-vista.com www.yahoo-answers.com