ONCLAIRE TECHNOLOGY

About Internship Training:

The overall curriculum has been designed to bridge the gap

between campuses and the company, and covers dedicated modules on Oracle
ERP, BPC, SAS and other topics that are in demand with Onclaire customers.
The interns will also be trained on project readiness by a team of trainers from
Onclaire global talent transformation team, covering both technical and
behavioural aspects, over a period of three months. Post completion of the
training the interns will be interviewed by project delivery managers for an
apprentice role on a number of live projects. Once placed, the interns will
receive supervised on-the-job training and mentorship for a further three
months, during which their performance against various parameters will be
tracked on a fortnightly basis. The performance records will be reviewed and
qualifying interns will be absorbed into Onclaire operations in South Africa.
Our aim is to employ as many interns as possible on completion of the
programme. We have therefore aligned the training content with projects that
we are currently involved in to ensure that the skills developed through training
are in demand and that the interns can be readily employed within the firm.
Introduction

The purpose of the Industrial Training is to provide exposure for the students on
practical engineering fields. Through this exposure, students will have better
understanding of engineering practice in general and sense of frequent and
possible problems. This training is part of the learning process. So, the exposure
that uplifts the knowledge and experience of a student needs to be properly
documented in the form of a report. Through this report, the experience gain can
be delivered to their peers. A properly prepared report can facilitate the
presentation of the practical experience in an orderly, precise and interesting
manner.

Purpose of the report

1. Put down in writing the record of the training experience;

2. Implanting engineering expertise onto the students, that is, preparation
of technical reports, communications, technical evaluation and design:
3. Means of summarizing the experience of a student
4. Train students in effective writing as a preparation for their Final Year
Project
 OBJECTIVE OF INTERNSHIP TRAINING:

Internships allow students the opportunity to apply their knowledge and skills in
a professional setting while still in College. 4 Internships offer carefully planned
and monitored work experience with the goal being to gain additional
knowledge from on the job exposure. Internships may also be part of an
educational program in which students can earn academic credits from their
college. Internships may be arranged independently from the curriculum in
which students would gain work experience only.

Benefits to Department

Immediate assistance to support projects ,Students will provide new ideas

and viewpoints.
Salary Savings equles to No cost to department and effective public
relations ambassadors for department; Recruitment and Workforce
Planning.
Department/University ties are strengthened and communication is
improved, Permanent State employees can be relieved from performing
minor or routine tasks allowing them to perform higher priority work.
Students energize a workplace with their enthusiasm and desire to learn.
 INTRODUCTION TO THE ORGANIZATION

About Onclaire Technology:

Onclaire is a Chennai based Company with a highly professional approach,

targeting to be one among the top ten in the country over the next few years.
Incorporated as a private company in the year 2005, we also provide services to
our clients in different countries like the UK, USA, Spain, and the Netherlands.
We have different projects on hand with a highly qualified team handling each
project, ensuring an uninterrupted flow of work.

We seek to link human resources with knowledge across the planet, thereby
overcoming the obstacles posed by geographical boundaries. In short, Onclaire
pursues the course of taking full advantage of a world that is 'rapidly shrinking'
due to the swift technological advancements witnessed across the globe.

In spite of being newcomers to the industry, we believe that professionalism

coupled with client satisfaction, along with a highly motivated workforce are
the key elements which will contribute to our success in this highly competitive
field. Where professionalism is concerned, Onclaire is certainly not short of it,
most of our work force is comprised of seasoned veterans who have already put
in considerable experience in other companies engaged in related fields, and
already have 'hands on' experience in the IT industry. Most of those engaged in
the technical line are highly qualified engineers , and those working in the
content section of the organization have put in considerable experience in
journalism, including the print and electronic media. In short, they are the kind
of professionals who can add value to knowledge, and deliver solutions that are
of 'world class' standards.

We do not however discount the fact that client satisfaction also plays an
important role in the success of an IT company. We are perfectly aware that the
best advertisement that we can get is through referrals from our 'satisfied
clients', who also tend to approach us with'repeat contracts'. With this
background, it is little wonder that we continue to be a financially stable, cash
flow positive company.

Operations:

Corporate & Investment Banking Includes Capital Markets, Debt &

Finance and Corporate & Institutional Banking. Capital Markets
encompass equities, commodities, fixed-income, forex, derivatives and
structured products.
Asset Management Onclaire Global Asset Management is the 14th
largest asset management firm in the world with $734 billion inassets
under management as of September 30, 2012. Subsidiaries
include Onclaire Asset Management, Harris Associates,Loomis Sayles,
Nexgen FS and Reich & Tang.
Private Equity & Private Banking Onclaire Private Banking unit
includes BanquePrive.
Services Business lines include insurance, securities, financial
guarantees, and consumer finance.
Receivables Management (offered through its Coface subsidiary).
Coface deals in risk analysis, supporting corporates in account
receivables.
Careers Of Onclairs Technology:

Flash Programmer:

Job Responsibilities: Candidates with good working knowledge in Action

script 1.0, 2.0 & 3.0. will have an advantage. Candidate should be strong in
fundamental programming and oops concept. Candidate should have strong
analytical and logical reasoning skills. Candidate must possess expertise in
photoshop, xml with loadvars, communicating with server side, should be able
to handle graphics and animation with programming, should be able to
understand and analyze the storyboard then implement the script according to it.
Knowledge in flash game engine will be an added advantage.

Flash 2D Animator:

Job Responsibilities: Candidates should have good knowledge in tracing of

images and giving exact color to them. Should be an expert in using all
animation tools. Should have good knowledge in setting time frames for
animations, should be able to design a character of their own according to the
story board given to them and also create perfect BG for that. Candidate should
be a good visualizer with excellent creativity, which is mandatory. Graduates
who posses B.F.A degree is preferred for this position.

Story Board Writer:

Job Responsibilities: Candidates should have good creativity, should be able to

create new concepts for game development. Candidates must have good free
hand drawing skills. Knowledge in flash is mandatory. Should be a good
visualizer and also who is interested in games.B.sc Visual communication
graduates fresh/experienced can apply.

PHP Programmers:
Job Responsibilities: Candidates with good knowledge in php programming
with good template designing skills using css, should have strong knowledge in
mysql queries with knowledge expertise in validation of the website using
JavaScript and also strong knowledge using ajax.Candidates who has worked in
projects using content management system such as drupal,Joomla is an added
advantage.

Artist:

Job Responsibilities: Candidates who are expert in free hand drawing skills with
flash working knowledge is mandatory. Should be able to visualize the script
and create a background according to it. Should have thorough knowledge in
using all three types of animation. Graduates who possess B.F.A degree will be
preferred for this position.

Content Writers:

Job Responsibilities: Candidates with good writing skills in English, and

experience in content writing is mandatory. Candidates with knowledge in
Foreign Languages such as French, Arabic, Polish, Swedish, German, Japanese
will be an added advantage.
Achievements

Our success and business model has been recognized and rewarded
repeatedly since its inception. These awards demonstrate our dedication and
commitment to our clients and consultants. Every referral or opportunity for
repeat business represents recognition for a job well done more than any award.
We offer sincere thanks to our clients and partners for allowing us the privilege
of doing what we love and serving alongside you. We are proud to share some
of our recognition for building a great company with a culture that empowers
our people to deliver results.

This year's employers were divided among five different categories

extra small, small, medium, large and extra large and were selected based on
survey responses provided by employees. The Onclaire Best Places to Work
surveys and the subsequent scoring of responses were provided in partnership
with Quantum Workplace.
 INTRODUCTION ABOUT SOFTWARE INDUSTRIES

About IT Industry:

The software industry includes businesses for development, maintenance and

publication of software that are using different business models, mainly either
"license/maintenance based" on-premises or "Cloud based". The industry also
includes software services, such astraining, documentation, consulting and data
recovery. There Majorly two types of IT Industry Software Development and
Embedded software development.

Software development:

Software development is the process of computer programming, documenting,

testing, and bug fixing involved in creating and maintaining applications and
frameworks involved in a software release life cycle and resulting in a software
product. The term refers to a process of writing and maintaining the source
code, but in a broader sense of the term it includes all that is involved between
the conception of the desired software through to the final manifestation of the
software, ideally in a planned and structured process. Therefore, software
development may include research, new development, prototyping,
modification, reuse, re-engineering, maintenance, or any other activities that
result in software products.

Software can be developed for a variety of purposes, the three most common
being to meet specific needs of a specific client/business (the case with custom
software), to meet a perceived need of some set of potential users (the case with
commercial and open source software), or for personal use (e.g. a scientist may
write software to automate a mundane task).

Embedded software development:

Embedded software development that is, the development of embedded

software such as used for controlling consumer products, requires the
development process to be integrated with the development of the controlled
physical product. System software underlies applications and the programming
process itself, and is often developed separately.

The need for better quality control of the software development process has
given rise to the discipline of software engineering, which aims to apply the
systematic approach exemplified in the engineering paradigm to the process of
software development.

There are many approaches to software project management, known as software

development life cycle models, methodologies, processes, or models.
The waterfall model is a traditional version, contrasted with the more recent
innovation of agile software development.

Activities Of IT Industrys:

1. Identification of need

2. Planning

3. Designing

4. Implementation, testing and documenting

5. Deployment and maintenance

Identification of need:

The sources of ideas for software products are legion.[3] These ideas
can come from market research including the demographics of potential new
customers, existing customers, sales prospects who rejected the product, other
internal software development staff, or a creative third party. Ideas for software
products are usually first evaluated by marketing personnel for economic
feasibility, for fit with existing channels distribution, for possible effects on
existing product lines, required features, and for fit with the company's
marketing objectives. In a marketing evaluation phase, the cost and time
assumptions become evaluated. A decision is reached early in the first phase as
to whether, based on the more detailed information generated by the marketing
and development staff, the project should be pursued further.

Planning:

Planning is an objective of each and every activity, where we want to discover

things that belong to the project. An important task in creating a software
program is extracting the requirements or requirements analysis.[5] Customers
typically have an abstract idea of what they want as an end result, but do not
know what softwareshould do. Skilled and experienced software engineers
recognize incomplete, ambiguous, or even contradictory requirements at this
point. Frequently demonstrating live code may help reduce the risk that the
requirements are incorrect.

Once the general requirements are gathered from the client, an analysis of the
scope of the development should be determined and clearly stated. This is often
called a scope document.
Certain functionality may be out of scope of the project as a function of cost or
as a result of unclear requirements at the start of development. If the
development is done externally, this document can be considered a legal
document so that if there are ever disputes, any ambiguity of what was promised
to the client can be clarified.

Designing:

Once the requirements are established, the design of the software can be
established in a software design document. This involves a preliminary, or high-
level design of the main modules with an overall picture (such as a block
diagram) of how the parts fit together. The language, operating system, and
hardware components should all be known at this time. Then a detailed or low-
level design is created, perhaps with prototyping as proof-of-concept or to firm
up requirements.

Deployment and maintenance:

Deployment starts directly after the code is appropriately tested, approved

for release, and sold or otherwise distributed into a production environment.
This may involve installation, customization (such as by setting parameters to
the customer's values), testing, and possibly an extended period of evaluation.

Software training and support is important, as software is only effective if it is

used correctly.

Maintaining and enhancing software to cope with newly discovered faults or

requirements can take substantial time and effort, as missed requirements may
force redesign of the software.
Business process of IT Industries:

1. A business model illustrates the functions associated with the business

process being modeled and the organizations that perform these
functions. By depicting activities and information flows, a foundation is
created to visualize, define, understand, and validate the nature of a
process.
2. A data model provides the details of information to be stored, and is of
primary use when the final product is the generation of
computer software code for an application or the preparation of a
functional specification to aid a computer software make-or-buy decision.
See the figure on the right for an example of the interaction between
business process and data models.
 History Of IT Industry

The word "software" was coined as a prank as early as 1953, but did not appear
in print until the 1960s. Before this time, computers were programmed either by
customers, or the few commercial computer vendors of the time, such
as UNIVAC and IBM. The first company founded to provide software products
and services wasComputer Usage Company in 1955.

The software industry expanded in the early 1960s, almost immediately after
computers were first sold in mass-produced quantities. Universities,
government, and business customers created a demand for software. Many of
these programs were written in-house by full-time staff programmers. Some
were distributed freely between users of a particular machine for no charge.
Others were done on a commercial basis, and other firms such as Computer
Sciences Corporation (founded in 1959) started to grow. Other influential or
typical software companies begun in the early 1960s included Advanced
Computer Techniques, Automatic Data Processing, Applied Data Research, and
Informatics General. The computer/hardware makers started bundling operating
systems, systems software and programming environments with their machines.
When Digital Equipment Corporation (DEC) brought a relatively low-
priced microcomputer to market, it brought computing within the reach of many
more companies and universities worldwide, and it spawned great innovation in
terms of new, powerful programming languages and methodologies. New
software was built for microcomputers, so other manufacturers including IBM,
followed DEC's example quickly, resulting in the IBM AS/400 amongst others.

The industry expanded greatly with the rise of the personal computer ("PC") in
the mid-1970s, which brought desktop computing to the office worker for the
first time. In the following years, it also created a growing market for games,
applications, and utilities. DOS, Microsoft's first operating system product, was
the dominant operating system at the time.

In the early years of the 21st century, another successful business model has
arisen for hosted software, called software-as-a-service, or SaaS; this was at
least the third timethis model had been attempted. From the point of view of
producers of some proprietary software, SaaS reduces the concerns
about unauthorized copying, since it can only be accessed through the Web, and
by definition no client software is loaded onto the end user's PC.
List Of Computing Devices:

Ancient era

Devices have been used to aid computation for thousands of years, mostly
using one-to-one correspondence with fingers. The earliest counting device was
probably a form of tally stick. Later record keeping aids throughout the Fertile
Crescent included calculi (clay spheres, cones, etc.) which represented counts of
items, probably livestock or grains, sealed in hollow unbaked clay
containers. The use of counting rods is one example.

The abacus was early used for arithmetic tasks. What we now call the Roman
abacus was used in Babylonia as early as 2400 BC. Since then, many other
forms of reckoning boards or tables have been invented. In a medieval
European counting house, a checkered cloth would be placed on a table, and
markers moved around on it according to certain rules, as an aid to calculating
sums of money.
Renaissance calculating tools:

Scottish mathematician and physicist John Napier discovered that the

multiplication and division of numbers could be performed by the addition and
subtraction, respectively, of the logarithms of those numbers. While producing
the first logarithmic tables, Napier needed to perform many tedious
multiplications. It was at this point that he designed his 'Napier's bones', an
abacus-like device that greatly simplified calculations that involved
multiplication and division.

Punched card data processing:

In 1801, Joseph-Marie Jacquard developed a loom in which the pattern being

woven was controlled by a paper tape constructed from punched cards. The
paper tape could be changed without changing the mechanical design of the
loom. This was a landmark achievement in programmability. His machine was
an improvement over similar weaving looms. Punched cards were preceded by
punch bands, as in the machine proposed by BasileBouchon. These bands
would inspire information recording for automatic pianos and more
recently numerical control machine tools.

First general-purpose computing device:

Charles Babbage, an English mechanical engineer and polymath,

originated the concept of a programmable computer. Considered the "father of
the computer", he conceptualized and invented the first mechanical computer in
the early 19th century. After working on his revolutionary difference engine,
designed to aid in navigational calculations, in 1833 he realized that a much
more general design, an Analytical Engine, was possible. The input of programs
and data was to be provided to the machine via punched cards, a method being
used at the time to direct mechanical looms such as the Jacquard loom. For
output, the machine would have a printer, a curve plotter and a bell. The
machine would also be able to punch numbers onto cards to be read in later. It
employed ordinary base-10 fixed-point arithmetic.
Analog computing:

In the first half of the 20th century, analog computers were considered by many
to be the future of computing. These devices used the continuously changeable
aspects of physical phenomena such as electrical, mechanical,
or hydraulic quantities to model the problem being solved, in contrast to digital
computers that represented varying quantities symbolically, as their numerical
values change. As an analog computer does not use discrete values, but rather
continuous values, processes cannot be reliably repeated with exact
equivalence, as they can with Turing machines.

The first modern analog computer was a tide-predicting machine, invented

by Sir William Thomson, later Lord Kelvin, in 1872. It used a system of pulleys
and wires to automatically calculate predicted tide levels for a set period at a
particular location and was of great utility to navigation in shallow waters. His
device was the foundation for further developments in analog computing.
Digital computing:

The principle of the modern computer was first described

by computer scientist Alan Turing, who set out the idea in his seminal 1936
paper, On Computable Numbers. Turing reformulated Kurt Gdel's 1931 results
on the limits of proof and computation, replacing Gdel's universal arithmetic-
based formal language with the formal and simple hypothetical devices that
became known as Turing machines. He proved that some such machine would
be capable of performing any conceivable mathematical computation if it were
representable as an algorithm. He went on to prove that there was no solution to
the Entscheidungsproblem by first showing that the halting problem for Turing
machines isundecidable: in general, it is not possible to decide algorithmically
whether a given Turing machine will ever halt.

He also introduced the notion of a 'Universal Machine' (now known as

a Universal Turing machine), with the idea that such a machine could perform
the tasks of any other machine, or in other words, it is provably capable of
computing anything that is computable by executing a program stored on tape,
allowing the machine to be programmable. Von Neumann acknowledged that
the central concept of the modern computer was due to this paper. Turing
machines are to this day a central object of study in theory of computation.
 Company Profile

Onclaire is a global leader in consulting, technology, and outsourcing and next-

generation services. We enable clients in more than 50 countries to outperform
the competition and stay ahead of the innovation curve. With US$.80 bn in
FY16 revenues and 19400+ employees, we are helping enterprises renew
themselves while also creating new avenues to generate value. We provide
enterprises with strategic insights on what lies ahead. We help enterprises
transform and thrive in a changing world through strategic consulting,
operational leadership, and the co-creation of breakthrough solutions, including
those in mobility, sustainability, big data, and cloud computing.

Onclaire helps customers do business better by leveraging our industry-wide

experience, deep technology expertise, comprehensive portfolio of services and
vertically aligned business model. Our 55+ dedicated emerging technologies
Centers of Excellence enable us to harness the latest technology for delivering
business capability to our clients.

Onclaire is globally recognized for its innovative approach towards delivering

business value and its commitment to sustainability. Onclaire champions
optimized utilization of natural resources, capital and talent. Today we are a
trusted partner of choice for global businesses looking to differentiate at the
front and standardize at the core through technology interventions.

In todays world, organizations will have to rapidly reengineer themselves and

be more responsive to changing customer needs. Onclaire is well positioned to
be a partner and co-innovator to businesses in their transformation journey,
 identify new growth opportunities and facilitate their foray into new sectors
and markets.

The Onclaire Story:

In 1999, seven engineers started Onclaire Limited with just US$250.

From the beginning, the company was founded on the principle of building
and implementing great ideas that drive progress for clients and enhance
lives through enterprise solutions. The company Founder R.
Narayanasamy. Managing Director N.Venkatesan For over three
decades, we have been a company focused on bringing to life great ideas
and enterprise solutions that drive progress for our clients.
We recognize the importance of nurturing relationships that reflect our
culture of unwavering ethics and mutual respect. Itll come as no surprise,
then, that 97.1 percent of our revenues come from existing clients.
Onclaire has a growing global presence with more than 19400+ employees.
Globally, we have 25 sales and marketing offices and 24 development
centres as at March 31, 2016.
At Onclaire, we believe our responsibilities extend beyond business. That
is why we established the Onclaire Foundation to provide assistance to
some of the more socially and economically depressed sectors of the
communities in which we work. And that is why we behave ethically and
honestly in all our interactions with our clients, our partners and our
employees.

Operations:
 Corporate & Investment Banking Includes Capital Markets, Debt & Finance and
Corporate & Institutional Banking. Capital Markets encompass equities, commodities,
fixed-income, forex, derivatives and structured products.
Asset Management Onclaire Global Asset Management is the 14th largest asset
management firm in the world with $734 billion inassets under management as of
September 30, 2012. Subsidiaries include Onclaire Asset Management, Harris
Associates,Loomis Sayles, Nexgen FS and Reich & Tang.
Private Equity & Private Banking Onclaire Private Banking unit includes
BanquePrive.
Services Business lines include insurance, securities, financial guarantees, and
consumer finance.
Receivables Management (offered through its Coface subsidiary). Coface deals
in risk analysis, supporting corporates in account receivables.

CAREERS Of Onclairs Technology:

Flash Programmer:

Job Responsibilities: Candidates with good working knowledge in Action script 1.0, 2.0 &
3.0. will have an advantage. Candidate should be strong in fundamental programming and
oops concept. Candidate should have strong analytical and logical reasoning skills. Candidate
must possess expertise in photoshop, xml with loadvars, communicating with server side,
should be able to handle graphics and animation with programming, should be able to
understand and analyze the storyboard then implement the script according to it. Knowledge
in flash game engine will be an added advantage.

Flash 2D Animator:

Job Responsibilities: Candidates should have good knowledge in tracing of images and
giving exact color to them. Should be an expert in using all animation tools. Should have
good knowledge in setting time frames for animations, should be able to design a character of
their own according to the story board given to them and also create perfect BG for that.
Candidate should be a good visualizer with excellent creativity, which is mandatory.
Graduates who posses B.F.A degree is preferred for this position.

Story Board Writer:

Job Responsibilities: Candidates should have good creativity, should be able to create new
concepts for game development. Candidates must have good free hand drawing skills.
Knowledge in flash is mandatory. Should be a good visualizer and also who is interested in
games.B.sc Visual communication graduates fresh/experienced can apply.

PHP Programmers:

Job Responsibilities: Candidates with good knowledge in php programming with good
template designing skills using css, should have strong knowledge in mysql queries with
knowledge expertise in validation of the website using JavaScript and also strong knowledge
using ajax.Candidates who has worked in projects using content management system such as
drupal,Joomla is an added advantage.

Artist:

Job Responsibilities: Candidates who are expert in free hand drawing skills with flash
working knowledge is mandatory. Should be able to visualize the script and create a
background according to it. Should have thorough knowledge in using all three types of
animation. Graduates who possess B.F.A degree will be preferred for this position.

Content Writers:

Job Responsibilities: Candidates with good writing skills in English, and experience in
content writing is mandatory. Candidates with knowledge in Foreign Languages such as
French, Arabic, Polish, Swedish, German, Japanese will be an added advantage.
Achievements

Our success and business model has been recognized and rewarded repeatedly since its
inception. These awards demonstrate our dedication and commitment to our clients and
consultants.Every referral or opportunity for repeat business represents recognition for a job
well done more than any award. We offer sincere thanks to our clients and partners for
allowing us the privilege of doing what we love and serving alongside you.We are proud to
share some of our recognition for building a great company with a culture that empowers our
people to deliver results.

This year's employers were divided among five different categories extra small,
small, medium, large and extra large and were selected based on survey responses
provided by employees. The Onclaire Best Places to Work surveys and the subsequent
scoring of responses were provided in partnership with Quantum Workplace.
 Introduction about Software Industries

About IT Industry:

The software industry includes businesses for development, maintenance and publication of
software that are using different business models, mainly either "license/maintenance based"
on-premises or "Cloud based". The industry also includes software services, such astraining,
documentation, consulting and data recovery. There Majorly two types of IT Industry
Software Development and Embedded software development.

Software development:

Software development is the process of computer programming, documenting, testing, and

bug fixing involved in creating and maintaining applications and frameworks involved in a
software release life cycle and resulting in a software product. The term refers to a process of
writing and maintaining the source code, but in a broader sense of the term it includes all that
is involved between the conception of the desired software through to the final manifestation
of the software, ideally in a planned and structured process. Therefore, software development
may include research, new development, prototyping, modification, reuse, re-engineering,
maintenance, or any other activities that result in software products.

Software can be developed for a variety of purposes, the three most common being to meet
specific needs of a specific client/business (the case with custom software), to meet a
perceived need of some set of potential users (the case withcommercial and open source
software), or for personal use (e.g. a scientist may write software to automate a mundane
task).

Embedded software development:

Embedded software development that is, the development of embedded software such as used
for controlling consumer products, requires the development process to be integrated with the
development of the controlled physical product. System software underlies applications and
the programming process itself, and is often developed separately.

The need for better quality control of the software development process has given rise to the
discipline of software engineering, which aims to apply the systematic approach exemplified
in the engineering paradigm to the process of software development.

There are many approaches to software project management, known as software development
life cycle models, methodologies, processes, or models. The waterfall model is a traditional
version, contrasted with the more recent innovation of agile software development.

Activities Of IT Industrys:

1. Identification of need

2. Planning

3. Designing

4. Implementation, testing and documenting

5. Deployment and maintenance

Identification of need:

The sources of ideas for software products are legion.[3] These ideas can come
from market research including the demographics of potential new customers, existing
customers, sales prospects who rejected the product, other internal software development
staff, or a creative third party. Ideas for software products are usually first evaluated
by marketing personnel for economic feasibility, for fit with existing channels distribution,
for possible effects on existing product lines, required features, and for fit with the company's
marketing objectives. In a marketing evaluation phase, the cost and time assumptions become
evaluated. A decision is reached early in the first phase as to whether, based on the more
detailed information generated by the marketing and development staff, the project should be
pursued further.

Planning:

Planning is an objective of each and every activity, where we want to discover things that
belong to the project. An important task in creating a software program is extracting
the requirements or requirements analysis.[5] Customers typically have an abstract idea of
what they want as an end result, but do not know what softwareshould do. Skilled and
experienced software engineers recognize incomplete, ambiguous, or even contradictory
requirements at this point. Frequently demonstrating live code may help reduce the risk that
the requirements are incorrect.

Once the general requirements are gathered from the client, an analysis of the scope of the
development should be determined and clearly stated. This is often called a scope document.

Certain functionality may be out of scope of the project as a function of cost or as a result of
unclear requirements at the start of development. If the development is done externally, this
document can be considered a legal document so that if there are ever disputes, any
ambiguity of what was promised to the client can be clarified.

Designing:

Once the requirements are established, the design of the software can be established in
a software design document. This involves a preliminary, or high-level design of the
main modules with an overall picture (such as a block diagram) of how the parts fit together.
The language, operating system, and hardware components should all be known at this time.
Then a detailed or low-level design is created, perhaps with prototyping as proof-of-concept
or to firm up requirements.

Deployment and maintenance:

Deployment starts directly after the code is appropriately tested, approved for release, and
sold or otherwise distributed into a production environment. This may involve installation,
customization (such as by setting parameters to the customer's values), testing, and possibly
an extended period of evaluation.

Software training and support is important, as software is only effective if it is used correctly.

Maintaining and enhancing software to cope with newly discovered faults or requirements
can take substantial time and effort, as missed requirements may force redesign of the
software.

Business process of IT Industries:

3. A business model illustrates the functions associated with the business process being
modeled and the organizations that perform these functions. By depicting activities
and information flows, a foundation is created to visualize, define, understand, and
validate the nature of a process.
4. A data model provides the details of information to be stored, and is of primary use
when the final product is the generation of computer software code for an application
or the preparation of a functional specification to aid a computer software make-or-
buy decision. See the figure on the right for an example of the interaction between
business process and data models.
 FUNCTIONAL DEPARTMENT

1. Production and Service Department

2. HR Department
3. Finance Department
4. Marketing Department
5. Sales Department
6. Purchasing Department

PRODUCTION AND SERVICE DEPARTMENT

Process and Services of OnClaires:

Onclaire Consulting
Strategy and Architecture
Business Transformation
Enterprise Processes
Enterprise Applications
Digital Transformation
Insights and Analytics
Change and Learning
About Onclaire Consulting:

Today, businesses operate in an unprecedentedly fluid environment. The

technology landscape is turning highly complex as it evolves to meet the
demands of a competitive marketplace and an experiential economy. At the
same time, customers are increasingly demanding simple, new, and convenient
experiences.

Infosys Consulting helps global corporations - in over 20 countries - develop

unique solutions to address their complex business challenges and create value
through sustainable innovation. As pragmatic consultants with an eye on
execution, we help you design and achieve market-leading performance
roadmaps by combining creative thinking, technology expertise, and global
reach.

Partner with us to:

Achieve deeper insights into your business and develop innovative

responses to your most pressing challenges, leading with an empathetic,
human-centered perspective.
Transcend the limitations of traditional software packages by combining
new technologies, open source software, and start-up innovations with
our core capabilities in enterprise resource planning (ERP), digital
technology, analytics, and organizational change.
Accelerate response to new realities using artificial intelligence (AI),
cloud technologies, and automation.

Our consultants are entrepreneurial, bold and question the conventional. They
own your business challenges, identify new opportunities and reimagine
business solutions to help create new markets and disrupt existing ones. We are
successfully defining, designing and delivering value to corporations across
industries such as financial services, insurance, retail, CPG, logistics, energy,
utilities, healthcare, life sciences, manufacturing, telecommunications and
services such as airlines and hospitality in US, Latin America, Europe, Asia-
Pacific and other geographies.

Strategy and Architecture

Our focus is on enabling you to get the best business value from technology by:

Developing an IT strategy that matches technology capability, cost and

agility to your business strategy
Ensuring that your applications and infrastructure are optimized to give
you the right mix of innovation, agility, reliability and cost
Designing and implementing IT operating models that enable you to
manage and govern the operational delivery according to your business
needs
Defining and governing the technical architecture that ensures reliable,
secure, cost-effective use of the technology, while still having the agility
to adapt to changing circumstances, and the capability to manage
technical innovation

List of Service Offerings

IT strategy:

Developing IT strategy roadmaps to align IT plans with the business strategy

and building business cases that enable the measurement and governance of IT
value.
Application and infrastructure optimization :

Ensuring that your application and infrastructure is designed to give you the
agility and reliability that your business needs by optimizing the use of IT
modernization, core system renewal, and cloud technology.

IT Operations:

Designing and implementing IT operating models that enable you to manage

and govern IT service delivery quality, cost, and speed by using centers of
excellence, bi-modal IT governance, and state-of-the-art IT service and vendor
management.

Technical architectures:

Enabling you to define, plan, measure and manage the technical architecture
services that underpin the delivery of technology services. We will work with
you on technical architecture strategy, through to the details of designing and
managing security, end-user computing, and infrastructure services.

Business Transformation:
Our focus is on enabling you to define and deliver technology-enabled
transformations of your business by:

Working with you to define the business ambition that drives the
transformation, and the strategy needed to achieve it. We help you to
establish a value realization roadmap, define the business case, design
governance principles and set up the business transformation program
management.
Supporting you in implementing the transformation strategy, providing
proper program and project management, and the right set of change
management methods
 Providing QA or turnaround support that enables you to ensure the
effectiveness of in-flight transformation programs where we are not your
primary implementation partner

List of Service Offerings

Transformation Strategy :

Helping you identify transformation requirements and the value that is

associated with realization. In the next step, we support you in defining the
transformation program

Transformation Program Management:

Helping you manage and govern a complex, long-term, business transformation

program (often supplemented by our enterprise change and learning offerings)

Transformation program management quality assurance:

Helping you turn around ailing programs, or providing you with independent
advice and support in managing high profile or high risk programs where you
have selected other implementation partners.
Enterprise Processes:

Our focus is to enable you to achieve integrated, well-functioning and efficient

enterprise processes by:

Designing the overall process model, eliminating organizational, process

or information gaps
Enhancing Supply Chain and Operations capabilities
Addressing key challenges in Finance and Controlling processes
Ensuring employees can be productive by fulfilling process objectives
and enterprise targets

List of Service Offerings

Business Process Optimization:

Helping you to properly address changing business needs by streamlining your

processes to ensure information is shared and accessible across the value chain
and by improving your Business Process Management capability

Supply Chain and Operations Processes:

Building Supply Chain and Operations Capability has always been important
but it is now the critical differentiator for sustainable and scalable success. We
help you to realize Supply Chain and Operations performance objectives both
for execution and planning processes.

Finance Processes:

Building and supporting a world-class finance function that consistently

delivers added value to the CXO organization is paramount to your success in
this ever-changing regulatory market.
HR Processes:

Enhancing employee productivity and satisfaction to reach the highest potential

to achieve CXO objectives, while being able to adapt to the fast pace and agility
of the market.

Enterprise Applications:
Enterprise Applications should enable you to design, implement, and operate
the core processes that ensure your business achieves optimal success. They
should be agile enough to meet todays changing demands, robust enough to
sustain business critical processes and standardized enough to leverage your
scale and give you predictable operational costs.

As your consulting partner, our aim is to ensure that Enterprise Applications do

what they should do, with the minimum amount of risk or business disruption.

We have extensive experience in working with our clients to get the best value
from Enterprise Applications and to meet the challenges and overcome the
obstacles that can reduce that value.

Our offerings include Enterprise Application-enabled business transformation

programs, the design and implementation of Oracle and SAP solutions and
ensuring that SAP operations use the best tools and services to provide a
reliable level of quality and a predictable level of cost.
List of Service Offerings

Oracle-enabled business transformation

SAP template design and implementation
HANA
SAP (and associated applications) implementation
SAP operational excellence
SAP technical services

Digital Transformation:
We enable you to focus your whole value chain for the best customer
experience and operational performance by:

Creating a continued set of positive experiences, resulting in sustained

higher share of wallet and lifetime value, and positive influences on other
customers
Creating next-generation commerce systems that deliver better multi-
channel customer experiences through personalization, advanced selling
and customer engagement techniques.
Translating your strategies into operational processes and information
technology systems that optimize business performance, delivering
excellence in sales processes.
Improving the performance of marketing operations by developing
systems and operations that result in better customer
acquisition/conversion and more efficient use of marketing spend
techniques.
Changing the culture of IT organizations and their business counterparts,
to develop capabilities and planning approaches to improve performance
and become more nimble
 Helping you to develop, test and scale new capabilities to deliver new
revenue streams and defend against disruption

List of Service Offerings

Customer Experience Management:

We help clients create and enhance customer lifetime value, higher share of
wallet, and bring about a continued set of positive experiences

Multi-Channel Commerce:

We create next-gen commerce systems for better multi-channel customer

experiences through personalization, advanced selling, and engagement
techniques

Customer Relationship Management:

We translate client strategies into operational processes and IT systems that

optimize business performance to deliver sales process excellence

Digital Marketing:

We help clients improve their marketing operations performance by developing

systems and processes that result in better customer acquisition and conversion

Agile Enterprise:

We help clients change their culture, development capabilities, and planning

approaches to improve performance and become more nimble (not just Agile
SDLC)

New Business Models:

We help clients develop, test, and scale new capabilities to deliver new revenue
streams to defend themselves against disruptions
Insights and Analytics:
Our focus is to enable you to get the best business value from data by:

Helping you to define the information strategy that is needed to properly

utilize existing data from various internal and external sources
Ensuring that data management and governance structures are established
in an efficient and sustainable way
Utilizing real-time predictive analytics for accelerated decision making
Defining a content management approach that enables you to make use of
unstructured data

List of Service Offerings

Information strategy and governance:

Developing an information strategy to help the organization to utilize data

and insights for decision making processes, accompanied by streamlining
governance structures and procedures.

Master data management:

Ensuring one version of accurate master data for business-critical entities,

such as products, customers, vendors, employees and locations to support
core business processes and enable accurate reporting.

Business analytics and big data:

Helping companies manage their business processes using real-time

predictive analytics based on dynamic business analytics technologies.
 Content management:

Enabling you to properly manage and make use of unstructured data to

ensure all value-adding insights can be used to optimize and steer your
business processes

Change and Learning:

We enable organizations to transform and deliver value by ensuring that users
adopt and make the best use of the planned changes in their ways of working.

We drive user adoption via three linked offerings:

Strategic change
Change enablement
Learning

Each of these has an embedded set of capabilities that our practitioners can
deploy to attain the best value for our clients.
List of Service Offerings

Strategic Change :
We work with CXOs to define change agendas to help streamline
business objectives and enable new operational structures.
Change Enablement :
We leverage our experience and expertize to ensure our clients overcome
implementation change challenges.
Learning:
We leverage the latest technologies and social trends to assist our clients
optimize their investments.

Human Resource Development

Introduction:

Human resources are the people who make up the workforce of

an organization, business sector, or economy. "Human capital" is sometimes
used synonymously with "human resources", although human capital typically
refers to a more narrow view i.e., the knowledge the individuals embody and
economic growth. Likewise, other terms sometimes used include "manpower",
"talent", "labour", "personnel", or simply "people". A human resources
department HR department of a company performs human resource
management, overseeing various aspects of employment, such as compliance
with labour law and employment standards, administration of employee
benefits, and some aspects of recruitment and dismissal

Certain statements made in this Analyst Meet concerning our future growth
prospects are forwardlooking statements, which involve a number of risks and
uncertainties that could cause actual results to differ materially from those in
such forward-looking statements. The risks and uncertainties relating to these
statements include, but are not limited to, risks and uncertainties regarding
fluctuations in earnings, our ability to manage growth, intense competition in IT
services including those factors which may affect our cost advantage, wage
increases in India, our ability to attract and retain highly skilled professionals,
time and cost overruns on fixed-price, fixed-time frame contracts, client
concentration, restrictions on immigration, industry segment concentration, our
ability to manage our international operations, reduced demand for technology
in our key focus areas, disruptions in telecommunication networks or system
failures, our ability to successfully complete and integrate potential acquisitions,
liability for damages on our service contracts, the success of the companies in
which Infosys has made strategic investments, withdrawal of governmental
fiscal incentives, political instability and regional conflicts, legal restrictions on
raising capital or acquiring companies outside India, and unauthorized use of
our intellectual property and general economic conditions affecting our
industry.

Human resources activities:

A Human Resources Manager has several functions in a company:

Determine needs of the staff.

Determine to use temporary stuff or hire employees to fill these needs.
Recruit and train the best employees.
 Supervise the work.
Manage employee relations, unions and collective bargaining.
Prepare employee records and personal policies.
Ensure high performance.
Manage employee payroll, benefits and compensation.
Ensure equal opportunities.
Deal with discrimination.
Deal with performance issues.
Ensure that human resources practices conform to various regulations.
Push the employee's motivation.

Managers need to develop their interpersonal skills to be effective.

Organizations behaviour focuses on how to improve factors that make
organizations more effective.

Human resources development:

Human resources play an important part of developing and making a company

or organization at the beginning or making a success at the end, due to the
labour provided by employees. Human resources is intended to show how to
have better employment relations in the workforce. Also, to bring out the best
work ethic of the employees and therefore making a move to a better working
environment.
Human resources planning:

Administration and operations used to be the two role areas of HR. The strategic
planning component came into play as a result of companies recognizing the
need to consider HR needs in goals and strategies. HR directors commonly sit
on company executive teams because of the HR planning function. Numbers
and types of employees and the evolution of compensation systems are among
elements in the planning role. Various factors affecting Human Resource
planning Organizational Structure, Growth, Business Location, Demographic
changes, environmental uncertainties, expansion etc. Additionally, this area
encompasses the realm of talent management.

Recruitment and Hiring:

How to create job postings that attract qualified applicants, scheduling

candidate interviews and asking effective interview questions are ideal topics
for an HR seminar on recruitment and selection. Fair employment practices,
such as those required by Title VII of the Civil Rights Act of 1964, are
fundamental to recruiting. Therefore, beginning the seminar with an explanation
of fair employment practices creates the necessary foundation for recruitment
learning objectives.

The first point of contact a prospective employee has with a company is

generally through the HR department. Specific duties vary depending on the
size of the company and department, but HR typically places advertisements for
new employees and may attend job fairs and handle other recruiting duties.
Staff will screen resumes, check references and perform any necessary
background checks, and often conduct first interviews with applicants,
coordinating follow-up interviews with other company departments and
managers. HR performs orientations of new hires, informing them of policies,
procedures, benefits and other relevant information.

Compensation and Benefits:

A key HR function is how the company pays it workers. The Fair Labor
Standards Act of 1938 should be discussed first, because it's the federal law that
mandates employees' wages, overtime pay and exempt and nonexempt
employee classification. An explanation of how labor conditions impact wages
and compensation practices is a ancillary topic that assists compensation
specialists in learning more about pay strategy for their organizations.

Some companies offer new employees letters of employment or employee

contracts, which are drafted by HR staff. In some companies, particularly small
businesses, HR will take on some payroll duties, such as tracking vacation time
and pay, maintaining a holiday schedule, creating policies on flexible work
hours and updating records when employees are promoted or transfer
departments. Employee benefits, such as health insurance, retirement plans,
transportation subsidies and other perks, are considered part of the overall
compensation package and are administered by the HR department. In the big
picture, HR monitors salary and wages within the company's industry to ensure
compensation remains competitive. The department also helps management
map out pay structures within the company.
Employee Relations and Performance:
In addition to the initial training in company policies, the HR department often
helps coordinate training and mentoring programs to further develop employee
skills. Training programs may be developed in-house, depending on the
resources within the company, or might be outsourced. HR staff may play a role
in employee performance reviews, handle employee complaints, help resolve
disputes and monitor employee remediation programs. For companies with
union employees, HR often oversees union contracts and assists management
with union negotiations. Many companies offer employee assistance programs
that provide counseling and help for a variety of personal issues. While the
programs are generally outsourced in small businesses, the HR department
monitors compliance, contract and privacy issues with the organization handling
the program.

Compliance:
A number of compliance issues are important for a company to monitor,
regardless of size. The HR department keeps track of federal and state laws
regulating benefits and compensation, such as the Family Medical Leave Act
and laws regarding overtime. The department also is tasked with ensuring a
company complies with the federal regulations of the Equal Employment
Opportunity Commission, including auditing and reporting duties. It also
typically handles disputes between employees, or any claims of sexual
harassment or workers' compensation injuries.

Primary Responsibilities of a Human Resource Manager:

Similar to other department managers, a human resource manager has two basic
functions: overseeing department functions and managing employees. For this
reason, a human resources manager must be well-versed in each of the human
resources disciplines compensation and benefits, training and development,
employee relations, and recruitment and selection. Core competencies HR
managers have are solid communication skills and decision-making capabilities
based on analytical skills and critical thought processes.

Overall Responsibilities:
Human resource managers have strategic and functional
responsibilities for all of the HR disciplines. A human resource manager has the
expertise of an HR generalist combined with general business and management
skills. In large organizations, a human resource manager reports to the human
resource director or a C-level human resource executive. In smaller companies,
some HR managers perform all of the department's functions or work with an
HR assistant or generalist that handles administrative matters. Regardless of the
size of department or the company, a human resource manager should have the
skills to perform every HR function, if necessary.
 FINANCE DEPARTMENT

Introduction:

Finance is a field that deals with the study of investments. It

includes the dynamics of assets and liabilities over time under conditions of
different degrees of uncertainty and risk. Finance can also be defined as the
science of money management. A key point in finance is the time value of
money, which states that purchasing power of one unit of currency can vary
over time. Finance aims to price assets based on their risk level and their
expected rate of return.

The finance department is also responsible for management of the

organizations cashflow and ensuring there are enough funds available to meet
the day to day payments. This area also encompasses the credit and collections
policies for the companys customers, to ensure the organization is paid on time,
and that there is a payment policy for the companys suppliers. In most
organizations there will be some form of forecast prepared on a regular basis to
systematically calculate the ongoing cash needs.

Corporate finance:
Corporate finance deals with the sources of funding and
the capital structure of corporations and the actions that managers take to
increase the value of the firm to the shareholders, as well as the tools and
analysis used to allocate financial resources. Although it is in principle different
from managerial finance which studies the financial management of all firms,
rather than corporations alone, the main concepts in the study of corporate
finance are applicable to the financial problems of all kinds of firms. Corporate
finance generally involves balancing risk and profitability, while attempting to
maximize an entity's assets, net incoming cash flow and the value of its stock,
and generically entails three primary areas of capital resource allocation. In the
first, "capital budgeting", management must choose which "projects" (if any) to
undertake.

Company Must Do the Following:

Identify relevant objectives and constraints: institution or individual

goals, time horizon, risk aversion and tax considerations.
Identify the appropriate strategy active versus passive hedging strategy
Measure the portfolio performance.

Financial services:
An entity whose income exceeds its expenditure can lend or
invest the excess income to help that excess income produce more income in the
future. Though on the other hand, an entity whose income is less than its
expenditure can raise capital by borrowing or selling equity claims, decreasing
its expenses, or increasing its income. The lender can find a borrower financial
intermediary such as a bank or buy notes or bonds corporate bonds, government
bonds, or mutual bonds in the bond market. The lender receives interest, the
borrower pays a higher interest than the lender receives, and the financial
intermediary earns the difference for arranging the loan.
A bank aggregates the activities of many borrowers and lenders. A bank accepts
deposits from lenders, on which it pays interest. The bank then lends these
deposits to borrowers. Banks allow borrowers and lenders, of different sizes, to
coordinate their activity.
Finance is used by individuals personal finance, by governments public finance,
by businesses corporate finance and by a wide variety of other organizations
such as schools and non-profit organizations. In general, the goals of each of the
above activities are achieved through the use of appropriate financial
instruments and methodologies, with consideration to their institutional setting.

Roles and responsibilities of a finance department:

The activities expected from a finance department cover a wide range

from basic bookkeeping to providing information to assisting managers
in making strategic decisions. What to expect from your finance
 department will depend largely on factors such as how much involvement
the owner/manager has in the organization.

At the base level, your finance department will be responsible for all the
day to day transactional accounting for the business. This will include
the tracking of all transactions and the management of any government
reporting. In very small owner-managed businesses this role is often
filled by a family member with accounting experience. An outside
accounting firm is usually used for annual financial statements and
returns. In larger organizations this role will extend right through to
preparing the financial statements with an external auditor engaged for
assurance purposes.

The finance department is also responsible for management of the

organizations cashflow and ensuring there are enough funds available to
meet the day to day payments. This area also encompasses the credit and
collections policies for the companys customers, to ensure the
organization is paid on time, and that there is a payment policy for the
companys suppliers. In most organizations there will be some form of
forecast prepared on a regular basis to systematically calculate the
ongoing cash needs.

Where there are cash needs beyond the day to day working capital, the
finance department is responsible for advising and sourcing longer term
financing. Financing may be obtained though bank or private lender debt
or, in applicable firms, share issues to private investors. If the
organization is ready to target angel investors or venture capitalists the
finance department will be key in preparing the documents required for
these presentations and may work with outside consultants on a company
valuation. In larger firms considering public share offerings the finance
department will assist with the preparation of the offering documents but
will likely also use outside consultants to advise on this complicated
process.
Maintain Accounting:

With the demands of current economic climate and new regulations and
laws, CFO organizations today are becoming increasingly focused on managing
cash flow and working capital efficiently, improving customer experience,
accuracy and regulatory transparency, and driving business performance and
policies based standardization. The finance function is gaining in strategic
importance and there is a call for business intelligence, forecasting and
budgeting.

Process of Finance Department:

Finance Performance and Process Optimization

Finance and Accounting, Treasury management, Tax business processes
impacting control
Management and statutory reporting, Internal controls, Reconciliations
Inter-company accounting, Treasury optimization, Cost management
Finance process standardization and automation, Analytical capabilities,
Financial consolidation
Finance Enterprise Performance Management
Enable success of finance business partners and improve overall
profitability
Revenue reporting, cost reporting, client/product profitability, budgeting
& planning
Consolidation reporting, key performance indicators and others.
Finance Technology Transformation
Process automation, finance technology standardization, and implement
innovative solutions
We help you achieve 30-50% savings in Finance technology cost, 40-
50% savings in IT shared services cost, and more than 50% savings in
finance processing cost
Shared Service Transformation and BPO Advisory
Reduce costs, improve productivity and promote timely execution
Enable better decision making, leverage existing and exploit emerging
technologies
Ensure acceptable levels of control and risk management
Optimize organizational capabilities and promote collaboration across the
extended enterprise
 Marketing Department

Introduction:

Marketing is the most important parts of any business activity. It is

what creates customers and generates income, guides the future course of a
business and defines whether it will be a success or a failure. Without
marketing, a business is like sitting in the dark and expecting people to find you
without a light. Marketing can be done without a marketing team, but you
cannot expect to go too far or succeed by marketing on your own. For a
sustained marketing effort, a business of any size requires a dedicated marketing
department or a marketing team.

Marketing can be described as any activity that is carried on with the specific
purpose of conveying information about the use, quality and value of a product
or service in order to promote or sell the product or service. Marketing is the
way to announce the availability of a commodity, service, idea or a brand to the
world in such a way that people are interested in it and wish to acquire it and
use it. It serves the purpose of plugging the gap between the publics
requirement and the products that are available.

Importance Of A Marketing Department

The Marketing Department is the key to good marketing and sales. It promotes
and establishes a business in its niche, based on the products or services the
business is offering. It identifies the areas in which the product fits and where
the business should focus its marketing strategy and, therefore, spend its budget
for the maximum coverage and results. The marketing department business to
do the following:

Build relationship with the audience: Creates awareness of the business

and its products as well as provide inputs that create interest for the
audience. It brings in new customers and creates new business
opportunities for the enterprise.
Involve the customer: It engages existing customers, tries to understand
them and hear what they have to say. It monitors the competition, creates
new ideas, identifies outlets, plans the strategy to involve customers and
retain them.
 Generate income: Finally, the aim of the marketing department is to
generate revenue. All its activities are aimed at broadening the customer
base and finding opportunities that would create more revenue for the
enterprise.

RESPONSIBILITIES OF A MARKETING DEPARTMENT:

Marketing department has a huge responsibility of making a business

viable and profitable. It needs to do this by creating awareness, engaging
customers, researching competitors and their product, preparing promotional
activities and materials and a whole host of other responsibilities. The
marketing department is like the jack of all trades in any organization. Anything
that other departments do not handle is given to the marketing department to
deal with. When we look in-depth at the responsibilities of the marketing
department, it becomes very clear why it is the key department of any
organization, without which it would be very difficult for the business to exist
profitably.

Marketing Department of a Organization:

The marketing department of any enterprise is responsible for promoting the

products, ideas and mission of the enterprise, finding new customers, and
reminding existing customers that you are in business. It organizes all the
activities that are concerned with marketing and promotion. It may consist of a
single person or a group of people working in a hierarchal system who are
responsible for bringing the product of the business to the attention of its
targeted customers. Since this department is the key to your revenue and
business activity, it requires people who have the skills for dealing with people
and understanding what they require.
There is no hard and fast rule to the organization of a marketing department,
which depends entirely upon the needs of the business, its size and the amount
of money that it wants to spend on marketing. But a typical marketing
department in a large business operation is organized as follows:

Chief Marketing Officer: This is the person who is at the top of the
pyramid and is in charge of the marketing department. The
responsibilities of CMO lie in the decision making within the process of
the development of the major marketing strategies, as well as running the
marketing department. CMO is also answerable to the Board of Directors
or the Management about the results of the marketing strategies.
Marketing Director: The person in this role is responsible for all the
marketing strategies that are created and implemented. With his tasks he
assists the CMO of the company.
Vice President Marketing: He is answerable to the Marketing Director.
His responsibility is the implementation of the marketing strategies of the
organization. He works with the marketing manager in determining the
strategies, messages, and media to be employed for marketing.
Marketing Manager: Marketing Manager works under the vice
president marketing and assists him with the implementation of all
marketing strategies including creating messages or advertisements for
marketing, choosing the medium of displaying the messages, which
might include print media, television, banners and hoarding, website
and social media marketing, etc. A marketing manager is also responsible
for managing the other employees of the department. There may be one
or several marketing managers depending upon the size and requirements
of the business.
Marketing Analyst or Researchers: These individuals are responsible
for research and analysis that drives the marketing department and guides
its marketing strategies by finding out about the target customers and the
competition of the business. Marketing Analysts employ marketing tools
such as surveys or studies to discover information that may be useful for
marketing. They report to the marketing manager.
 Marketing Coordinator: Coordinates all the various sections of the
marketing department and manages the advertising and marketing
campaigns. Marketing Coordinator is responsible for tracking sales data,
maintaining the promotional material inventory, planning events,
preparing reports, etc. They work with the Marketing Manager and assist
him.
Marketing Assistant: Assists and reports to the marketing manager to
run the day to day business of a marketing department. Carries out
administrative work required for the smooth running of the department.
 SALES DEPARTMENT
INTRODUCTION:
Whatever business you do, there is marketing and sales department will be
there, because sales is a broad term it varies according to each business. Every
business aim is to make their sales high and to increase their turnover and
profits. Sales consultant is a professional who gives ideas and strategies to
improve the quality of your sales force.
SALES DEPARTMENT CHART:

ROLES OF SALES DEPARTMENT:

They identify and meet customer needs within their assigned sales
territory, and they maintain excellent after-sales relationships. Moreover, sales
consultants also provide information on products and services and keep records
of completed sales. They need to remain updated with the latest information on
the products they are selling and hone their promotional techniques to make
great sales. Successful consultants offer personalized services to customers and
build lasting relationships based on trust, honesty and integrity. They help
potential customers discover the best solution to ensure that the customers
needs are fulfilled. To meet sales quotas, sales consultants create a wide
customer base, provide individual attention to customers, make sales calls to
 existing and potential clients and constantly seek opportunities to develop sales
and marketing techniques. Through creative demonstrations, they educate
customers on the best products that suit their needs. Sales consultants are
generally service oriented, always ensuring that customers feel satisfied with
their purchases. Those who work for employers receive bonuses on top of their
salary when they meet or exceed sales goals, while self-employed consultants
set their own working hours and income level.

Why we Fit for Consultancy Services:

At OnClaire Consulting Services we value and encourage your independence.
We are more interested in you as a creative thinker and problem-solver rather
than a square peg that must fit into a square hole.

We seek enthusiastic individuals who can -

1. Listen without filtering
2. Craft compelling business narratives
3. Facilitate discussions, analyses and unexpected solutions
4. Create a vision for client action
5. Think on your feet
6. Select and manage a project team
Once you have developed a unique strategy for a client, you must be able to
create a clear vision that your client can see and understand. Your ability to
convince clients that a non-standard process will, in fact, achieve or surpass
their goal is what sets a OnClaire Consultant apart from the rest.
Unique Futures Of Onclaire

Traditional management consulting firms go by the book - Step One. Step

Two. Step Three. That process makes it easier for the management
consulting company, but it's not necessarily the best thing for the client.

At OnClaire we operate from a different platform. Every project involves

us creating new strategies and new solutions, which are best for each
client. We're as innovative and entrepreneurial for ourselves as we are for
our clients.

Benefits of OnClaire

Whether you are an experienced management consultant or a new campus

recruit, we will create a plan that will ensure you make a seamless and
successful transition into our firm.

You can enjoy a competitive salary, an annual incentive award,

retirement savings, and an attractive health insurance package. Our
commitment does not end once you join us. We will continue to invest in
your success with ongoing training and leadership development
programmers.
THE RESPONSIBILITY OF A SALE DEPARTMENT:

Small businesses often organize their sales and marketing operations

differently than larger businesses, putting more of an emphasis on sales until
they have sufficient capital and staff to elevate the marketing function.
Understanding what responsibilities a sales and marketing division will need to
handle until you more formally separate these areas will help you maximize
your resources to boost your sales and profits.

Sales consultant main responsibility is to make the sales force efficient by

proper understanding of the product/services.

Sales Consultant must understand the product benefits and advantages

and should prepare strategies according to it to the sales force and should
be able to execute those strategies at right time.
Ensure the sales team force is positive and are geared up for the
challenge.
Find out prospective customers/clients and new target segment and
penetrate sales in that area.
Teach the sales force about converting leads to sales through good
communication, follow-ups and positive attitude.
Take participation in trade shows, exhibitions, networking with local
associations to promote the product.
Monitoring the situation of the market, ups and down, finding out the
competitors , latest innovation of the products.
Complete understanding about the product and finding out how to market
products for different segments.
Sales vs. Marketing:

In its formal usage, marketing serves as the umbrella function that

manages advertising, promotions, public relations and sales. Marketing
functions include research and development, pricing, distribution, customer
service, sales and communications. In its narrowest form, a sales department
advises the marketing department based on its feedback with customers and
focuses on customer contact to drive sales. The marketing department tells the
sales staff what to emphasize and what sales tools is will use.
Division Of Sales and Marketing:

Because many small businesses dont have the expertise or even need
to pursue a classical marketing strategy, the sales manager handles marketing
duties as part of his responsibilities. The sales division takes the lead in setting
strategies and decides what marketing communications it needs to support its
efforts.

FUNCTION OF SALES DEPARTMENT:

Goal-Setting:
o The sales and marketing division sets individual sales rep quotas,
as well as the overall volume goal for the company. To achieve
sales goals, it creates bonus and commissions structures. The
division uses past sales figures and expert projections to estimate
which products will sell where and in what amounts.
Product, Pricing and Distribution Planning:
o Because sales and marketing managers spend much of their time
talking directly to customers, they guide the development of
products and services. They recommend modifying or dropping
products or services or adding new ones to the companys mix,
based on what customers want. A sales and marketing department
has the responsibility for deciding where the company should sell
and what its prices should be. This includes choosing which, if any,
intermediaries the company will use, such as wholesalers,
distributors or retailers. This requires the division to research
where the companys competitors are selling and where its
customers say they want to shop.
 Customer Service:
o To maintain its customer base, sales and marketing takes
responsibility for making sure buyers are happy, as well as trying
to upsell them. The division is proactive in contacting customers
with surveys and special offers and is reactive in attempting to
solve any problems that might cause the company to lose
customers.
Promotions:
The word promotions covers a broad array of sales and marketing
efforts, including advertising, social media, public relations, sales, event
sponsorship, cause marketing, discounts, loyalty programs, rebates, trade show
appearances and buyers clubs. The sales and marketing team decides which
publications to advertise in, which TV, radio or websites are best for promoting
the companys products or services, and what contests, giveaways, discounts or
other marketing methods will help it boost sales.
 PURCHASING DEPARTMENT

INTRODUCTION:
Purchasing refers to a business or organization attempting to acquire
services to accomplish the goals of its enterprise. Though there are several
organizations that attempt to set standards in the purchasing process, processes
can vary greatly between organizations. Typically the word purchasing is not
used interchangeably with the word procurement, since procurement typically
includes expediting, supplier quality, and transportation and logistics in addition
to purchasing.

PURCHASE OF CONSULTANT SERVICES

Consultant Services

Policy
The University shall acquire consultant services only after it is determined that
the function for which the consultant is retained cannot be reasonably
accomplished by employees of the University; that the use of a consultant is
reasonably necessary to the proper operation of the University; that the
estimated cost is reasonable as compared with the likely benefits or results; that
the funds are available for the contract; and that the contract is in the best
interest of the University and the State.

Services of a consultant shall mean work or task performed by State employees

or independent contractors possessing specialized knowledge, experience,
expertise, and professional qualifications to investigate assigned problems or
projects and to provide counsel, review, analysis, or advice in formulating or
implementing improvements in programs or services. This includes, but is not
limited to, the organization, planning, directing, control, evaluation and
operations of a program, agency or department.

Requirements for retaining a consultant are:

1) Authorized pre-bid approval of consulting contracts by the Chancellor or

the Chancellor's designees if a consulting contract is less than or equal to a
campus' delegated purchasing authority and determined to be in the best interest
of the University.

2) Authorized pre-bid approval of consulting contracts by the University of

North Carolina General Administration's (UNC GA), Chief Operating Officer
(COO) if a consulting contract is above a campus' delegated purchasing
authority. In order to obtain approval, a campus must submit an email to the
UNC GA Chief Operating Officer with the following information:

What services the campus desires to secure

What benefits the campus/department expects to receive from the
consultant service
What the campus estimates the cost of the service to be
What sources the campus has identified

When the consulting service has been approved by the COO, an approval will
be emailed to the appropriate campus contact and the campus can then prepare
and issue the solicitation document for the needed consulting service.

3) UNC campus contracts for consulting services must be consistent with all
procurement policies and procedures adopted by a campus including policies
and procedures for personal and professional services, competitive bidding and
sole-source justifications.

4) All professional service consulting contracts for the fiscal year, whether
above or below a UNC Campus' delegated purchasing authority, must be
reported to the UNC GA Procurement Director by August 31st of the following
fiscal year. A Consultant Log has been created for each campus to fill in their
consulting services contracts for each fiscal year.

5) Once the UNC GA Procurement Director has received each campus'

Consultant Log, they will forward to the UNC GA Chief Operating Officer for
final review and record keeping purposes.

6) Consulting contracts for instructional services, curriculum development

and conducting academically-oriented research will remain exempt from the
State Consulting Act and are exempt from being reported to the UNC GA
Procurement Director and the UNC GA Chief Operating Officer.
Procedure

1. Prior to securing the services of a consultant, the department shall submit to

the Director of Procurement & AP Services written justification for its request
for consultant services. This written justification shall explain what services the
department desires to secure; how the work to be performed relates to the
proper function of the department; what benefits the department expects to
receive from the consultant's services; what the department estimates to be the
cost of the services sought; what potential sources of consultant services, if any,
the department has identified; and such additional information as may be
required.

2. Consultant services shall be obtained from other State agencies when the
services available from other State agencies substantially meet the reasonable
specifications of the requesting department. If the department is requesting
authority to contract for consulting services outside of State government, the
justification shall also detail what potential sources of those services exist
within State government and explain why the desired services were not
available from those sources.

3. The documents submitted by the department requesting authority to retain

consultants will be reviewed by the Director of Procurement & AP Services
and, upon approval, forwarded to the Chancellor for review and approval.

4. If the consulting contract is anticipated to exceed the University's delegated

authority, $250,000, a request must also be submitted to the UNC GA Chief
Operating Officer to obtain approval.

5. Once the University receives approval to solicit proposals for consultant

services, the requesting department/Purchasing Office shall:

Prepare a request for proposals (RFP) to disseminate among prospective service

providers. Post all RFP's estimated to exceed $10,000 to the Division of
Purchase and Contract's Interactive Purchasing System (IPS). Publicly open all
proposals received at a date and time set in the request for proposals. Review all
proposals received on the basis of evaluation criteria significantly related to the
function to be performed and equally applied to all proposals received. Award
the contract to the lowest cost proposal best meeting the requirements of the
RFP.
6. All contracts for consultant services shall be in writing and in a format
approved by the State Division of Purchase and Contract. The contracts must be
approved by Legal Counsel and signed by the Chancellor.

Any consultant contract executed without the approvals as specified above shall
be void and no State funds shall be expended pursuant to any such contract.
Any employee or official of the State of North Carolina who executes a
University consultant contract without these approvals shall be liable to repay
any amount expended pursuant to such contract plus court costs.

Contractual Services

Policy
It is the general policy of the University to acquire contractual services by
seeking competition. The final decision-making authority in regard to any phase
of procurement or performance of any contractual service is the University
Chancellor.

A department of the University shall seek to obtain a contractual service only

after the following determinations have been made: that funds are available to
cover the total cost of the service; that the desired level of quality of the service
is adequate and reasonable for the purpose intended; that all rules, regulations
and procedures referred to herein have been or will be complied with; and that
obtaining the service is in the best interest of the University and the State.

Contractual services shall mean work performed by an independent contractor

requiring specialized knowledge, experience, expertise or similar capabilities
wherein the service rendered does not consist primarily of acquisition by the
State of equipment or materials. For the purpose of clarification, equipment
service contracts are contractual services and subject to the rules and regulations
herein.
Procedure

For all contractual service contracts over $5,000, unless an emergency or

pressing need exists, the University shall comply with the following:

1. The department shall prepare a task description of the services and desired
results. For statewide or multi-agency term contracts, The Division of Purchase
and Contract (P&C) will establish the task description of services and desired
results. Task descriptions shall contain all of the following:

The date(s) of service (the contract shall not be for more than three (3) years
including extensions and renewals, without the prior approval of the Director of
Procurement and AP Services.); detailed specifications or type and level of
work required; what the University will furnish; what the Contractor will
furnish; the method, schedule, and procedures for billing and payments; other
terms and conditions, specifications or procedures bearing on the conduct of the
work.

2. Upon completion of the task description and desired results, competition shall
be solicited, where available, for expenditures over $5,000. If over $5,000, the
University must solicit competition by issuing a written Request for Proposal
(RFP), which shall contain the task description and desired results, and specify
or provide for all of the following:

Provide for the laws of North Carolina to govern the contract; the contract shall
be cancelable upon a specified written notice at any time by the State for
unsatisfactory performance or for the convenience of the State; provide for the
option to require a performance bond or other suitable means of ensuing faithful
performance when deemed by the State to be necessary; the contract must be in
compliance with State and Federal antitrust laws; the contractor shall furnish all
workers' compensation, liability insurance, and other insurance as may be
required to protect themself and the State from claims which may arise; provide
for a payment schedule; provide for price adjustments provisions, if any;
identify the agency liaison personnel and any other agency resources that will
be available to the contractor; provide the criteria for evaluation; request a
description of the offeror's qualifications and references; have the cost of the
service broken down by components; and have the offeror identify the proposed
methodology for accomplishing the work (if not furnished in the RFP).

3. Request for Proposals $10,000 or greater must be posted to the IPS.

4. After opening, and completion of the evaluation, the University shall prepare
a written recommendation for award, and if over the established benchmark of
$250,000, shall submit a copy of all offers received and their recommendation
to P&C for approval of contract and award, or other action deemed necessary by
the SPO (Examples: cancellation, negotiation, etc.). Notice of the decision by
P&C shall be sent to the agency.

5. All contracts for services shall be in writing and in a format approved by the
State Division of Purchase and Contract. The contracts must be approved by
Legal Counsel and signed by the Chancellor unless authority is delegated
elsewhere. Contracts for servicing equipment may be executed by the
University Purchasing Office. All other delegations of authority will be made in
writing from the Chancellor.

SWOT ANALYSIS
INTRODUCTION:
SWOT analysis is a strategic planning method used to evaluate the
Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a
business venture. It involves specifying the objective of the business venture or
project and identifying the internal and external factors that are favorable and
unfavorable to achieve that objective. The technique is credited to Albert
Humphrey, who led convention at Stanford University in the 1960s and 1970s
using data from Fortune500 companies. A SWOT analysis must first start with
defining a desired end state or objective. ASWOT analysis may be incorporated
into the strategic planning model. Strategic Planning has been the subject of
much research.
Strengths:
Characteristics of the business or team that give it an advantage over
others in the industry.
Weaknesses:
Are characteristics that place the firm at a disadvantage relative to
others.
Opportunities:
External chances to make greater sales or profits in the environment.
Threats:
External elements in the environment that could cause trouble for the
business. Identification of SWOTs is essential because subsequent steps in the
process of planning for achievement of the selected objective may be derived
from the SWOTs. First, the decision makers have to determine whether the
objective is attainable, given the SWOTs. If the objective is NOT attainable a
different objective must be selected and the process repeated. The SWOT
analysis is often used in academia to highlight and identify strengths,
weaknesses, opportunities and threats. It is particularly helpful in identifying
areas for development.
HISTORY OF SWOT ANALYSIS

Having arrived on this page you have probably surfed the Internet and
scoured books and journals in search of the history of SWOT Analysis. The
simple answer to the question what is SWOT? is that there is no simple answer,
and one needs to demonstrate a little academic wisdom in that nobody took the
trouble to write the first definitive journal paper or book that announced the
birth of SWOT Analysis. There is a number of contrasting, if not contradictory
views on the origin of SWOT. Here are a few of the leading thinkers on the
topic (and if you have more please let us know so that we can add them).

USE OF SWOT ANALYSIS

The usefulness of SWOT analysis is not limited to profit-seeking
organizations. SWOT analysis may be used in any decision-making situation
when a desired end-state (objective) has been defined. Examples include: non-
profit organizations, governmental units, and individuals. SWOT analysis may
also be used in pre-crisis planning and preventive crisis management. SWOT
analysis may also be used increasing a recommendation during a viability
study/survey.

INTERNAL AND EXTERNAL FACTORS

The aim of any SWOT analysis is to identify the key internal and external
factors that are important to achieving the objective. These come from within
the companys unique value chain. SWOT analysis groups key pieces of
information into two main categories:

1. Internal factors: The strengths and weaknesses internal to the

organization.
2. External factors: The opportunities and threats presented by the
external environment to the organization. - Use a PEST or PESTLE
analysis to help identify factors.
 The internal factors may be viewed as strengths or weaknesses depending upon
their impact on the organization's objectives. What may represent strengths with
respect to one objective may be weaknesses for another objective.

Strengths and weaknesses are internal factors.

Strength could be:

Your specialist marketing expertise.
A new, innovative product or service.
Location of your business.
Quality processes and procedures.
Any other aspect of your business that adds value to your product or
service.
Weakness
Lack of marketing expertise.
Undifferentiated products or services.
Location of your business.
Poor quality goods or services.
Damaged reputation.

Opportunities and threats are external factors:

Opportunity could be:

A developing market such as the Internet.
Mergers, joint ventures or strategic alliances.
Moving into new market segments that offer improved profits.
A new international market.
A market vacated by an ineffective competitor.
Threat could be:
A new competitor in your home market.
Price wars with competitors.
A competitor has a new, innovative product or service.
Competitors have superior access to channels of distribution.
Taxation is introduced on your product or service.
STRENGTHS
Highly skilled human resource
Low wage structure
Quality of work
Initiatives taken by the Government (setting up Hi-Tech Parks and
implementation of e-governance projects)
Many global players have set-up operations in India like Microsoft,
Oracle, Adobe, etc.
English-speaking professionals
Cost competitiveness
Quality telecommunications infrastructure
Indian time zone (24 x 7 services to the global customers). Time
difference between India and America is approximately 12 hours, which
is beneficial for outsourcing of work.

WEAKNESSES

Absence of practical knowledge

Dearth of suitable candidates
Less Research and Development
Contribution of IT sector to India s GDP is still rather small.
Employee salaries in IT sector are increasing tremendously. Low wages
benefit will soon come to an end.
Opportunities

High quality IT education market

Increasing number of working age people
India s well developed soft infrastructure
Upcoming International Players in the market

Threats

Lack of data security systems Countries like China and Philippines with
qualified workforce making efforts to overcome the English language
barrier
Countries like China and Philippines with qualified workforce making
efforts to overcome the English language barrier
IT development concentrated in a few cities only
 MISSION AND VISION

Our Vision
As a comprehensive sales and marketing consultancy firm, we intend on
providing the leading corporate of India the means to optimize their sales goals
so as to increase their profit margin. Our market analysis and competitive
research graphs help you anticipate the movement of your organization in the
future and prepare accordingly.

So, our goal basically is to provide you with expert information on changing
market trends while assessing how well your organization copes up. We help
achieve a deeper recognition of the effectiveness of their business goals and the
strategy used to achieve with careful consideration as to their market relevance.

VISION
The typical vision statement: To be recognized as a leader in quality and value
and as a critical component of corporate strategy, to be loved by our clients and
staff, and to be showered in accolades and bonus checks.

The expected reaction: Gee, boss, Id love to see you get that recognition.... I
think Ill put in a few extra hours today. Or perhaps: Now that I know theres
a chance that someday we might get all those rewards, I feel my work is more
worthwhile.
The reality is that theres little in it for staff, and typical vision statements
induce smirks rather than inspiration. Furthermore, they say next to nothing
about what people should do differently today, so they have little impact on
performance.

Why? Because they talk about the rewards we want, not what well do to get
them.

An effective vision statement describes a clear picture of the organization that

leaders want to build. It serves as a guideline for organizational changes, such
that each change is designed to add up to that end-point. It explains to staff
where were going, and why near-term changes (the steps along the way) are
worthwhile. And it motivates change by saying, The bar is raised. Maybe we
were OK by past standards; but compared to this vision, we must change.
To present a clear picture of where were going, an effective vision is phrased
as, If were to be world-class, this organization is expected to [blank]. And
the blank is described in detail.

When facilitating the development of leadership visions, we use five themes:

Partnership Challenges: What clients (and internal customers) expect of

us related to their business and their relationship with the organization.
Resource Management Challenges: How our resources (money, time,
etc.) are created, utilized and tracked.
Product Design Challenges: What we do to design, build and deliver
products that customers will then own.
Operational Services Challenges: How we provide ongoing services,
both to clients and internally.
People Management Challenges: The way the organization treats its
staff.

MISSION:
The typical mission statement: To be a world-class supplier of IT
products and services that help our clients make gobs of money.

What kind of reactions from staff might leaders be hoping for? Gee, boss, I
didnt know that. I guess Ill stop writing HR policies and get back to systems
programming.
In fact, the typical mission statement does little more than state the obvious:
Were in the IT business. And that alone isnt going to motivate anybody or tell
them anything new. The problem with typical mission statements is that they
define the business of the entire organization. Staff dont relate to them because
theyre too ethereal, vague and grandiose.
Effective mission statements define the business of each small group within the
organization. They give people a clear understanding of their own purpose. For
example, one group may sell applications to clients. Another may sell logical
data modeling to applications developers.
When missions are defined group by group, they focus staff on their respective
customers (be they clients or internal) and their products. They build customer
focus, entrepreneurship, empowerment, a sense of identity with end results and
pride in the value of ones work. They also enhance teamwork by defining
internal customer-supplier relationships.
Group-level mission statements (I call them domains) have some side benefits
as well. They flush out gaps and overlaps, and help rationalize the structure.

Heres the problem: Defining group-level domains is hard work.

First, leaders have to learn a common language for talking about

domains framework of the various lines of business within organizations.

Then, they apply that clear language to their organization chart, deconstructing
it into the lines of business under each manager. In this process, they learn to
think about what people sell (whether or not money changes hands) rather than
what they do.

Next, they craft a domain (mission) for each of those lines of business under
each manager. At this step, a common format and set of guidelines not only help
managers write them, but ensures consistency which later makes it easy to put
them side by side and identify the gaps and overlaps. The result is not a
beautifully worded sentence or two. Its a database of all the specific lines of
business throughout the organization.
Finally, leaders review one anothers domains and look for gaps and overlaps.
These insights represent opportunities to adjust boundaries by refining the
domain statements, or perhaps they serve as motivation for some structural
changes.
This is a process, not a workshop. And the more levels of management that are
engaged in it, the more powerful the impact.
 SCOPE OF THE STUDY

The Information Technology Information Technology Enabled Services (IT-

ITeS) sector is a field which is undergoing rapid evolution and is changing the
shape of Indian business standards. This sector includes software development,
consultancies, software management, online services and business process
outsourcing.

A report by Ernst & Young states that the domestic IT demand in India is
expected to surpass US $90 billion in the next decade. This clearly shows that
information technology is a sector which will likely be one of the emerging
markets in the days to come as Indias economy requires more hardware,
software and other IT services. In a NASSCOM-McKinsey report, Indias
position in the global offshore IT industry is based on five factors abundant
talent, creation of urban infrastructure, operational excellence, conducive
business environment and finally, continued growth in the domestic IT sector.

The IT industry is heavily influenced by factors like the global market and
sustenance of its rate of growth. The recession in the United States also
impacted the IT community in India negatively. This segment is promising and
has vast potential, but there are concerns regarding the demand-supply gap,
which is widening. Some challenges which the industry is facing are inadequate
infrastructure, tax issues and limited preferential access for local firms. China
and Taiwan are examples of low cost destinations, and India needs to change its
current tax structure so that it can outdo competition from other countries.

One of the biggest benefits that the computer and IT industry provides in India
is the employment it can generate. Other benefits are export and Foreign Direct
Investments (FDI). New markets have opened up in the Middle East, Africa,
Eastern Europe, and South and South East Asia. India is now a major
destination for IT outsourcing.

The IT industry is one which is not limited to software development alone.

Technology can be applied in libraries, hospitals, banks, shops, prisons, hotels,
airports, train stations and many other places through database management
systems, or through custom-made software as seen fit.

Among other sectors, the IT industry has been driving growth for the last
decade and more, and has the potential to continue doing so for the next couple
of years if shortcomings are met and challenges are faced.
 LIMITATION OF THE STUDY

There was some limitations in conducting the organization study.

1. There were difficulties in obtaining data from executives and managers

due to their busy work schedule.
2. An in-depth study of the company could not be carried out due to
shortage of time.
3. The reliability of data used for study is largely depends upon the
companies reports and the information given by executives.
4. The company has the limitation to disclose their financial details, so a
detailed analysis of financial performance of the company is not possible.
 SUGGESTIONS

Wherever possible and wherever thought fit suggestions have been given. In
this study opinions of the respondents have been collected:

1. To study some of the important human resource practices and procedures

in software industry.
2. To know the desirability of the those human resource practices and
procedures

3. To assess the level of satisfaction of the respondents with those practices

and procedures.

The data so collected have been analysed in different chapters and

conclusions have been drawn. Wherever possible and whenever thought fit
suggestions also have been given. But the major suggestion is the HR practices
with which the respondents have expressed their satisfaction have to be treated
as best practices and are to be continued and vice versa. As software industry is
a knowledge based industry, as it employs a large number of people, as it comes
under formal or organized sector, the industry hires specialists, takes expert
advice and the best practices. Most of the selected employees are satisfied with
the existing practices hence they can be continued. In some of the cases not
many but a considerable percentage of the respondents are undecided. Hence
care should be taken to avoid such a situation.
 CONCLUSION

From this it can be concluded that respondents are either satisfied or

very much satisfied with various practices relating to reward management in the
company. Hence it can be said that the existing HR practices relating to reward
management are either good or acceptable to the management so they can be
continued. Respondents are very highly satisfied with medical insurance, bonus,
transport facilities, cultural activities, first aid centre, canteens, and accident
insurance. Respondents are highly satisfied with encashment of leave, pay for
holidays, life insurance, pay for sick leaves, tuition fee refunds for educational
courses, lunch allowance, vacations with pay, leave travel concessions, pay for
rest periods, counselling, stock options, conveyance allowance, night shift
allowance, maternity benefits, pension plan, and study permission. Respondents
are less satisfied with baby crche, and discounts on purchase.

The agreement level of the respondents with the following statements is

very high.
a) My salary is sufficient to meet the needs of my family.

b) I am satisfied with allowances provided by the company.

c) There is an improvement factor in my salary whenever it is revised.
d) I am satisfied with the welfare measures provided by the company.

The agreement level of the respondents with the following statements is

high.
a) My job provides sufficient incentives, leave facilities and benefits.

b) I am satisfied with the periodical review of salaries and other benefits.

c) On the whole satisfied with the reward functions in the company.

d) My salary level is comparable with the salary levels of the similar jobs.
e) My job gives economic security by way of regular employment and regular
income.

f) My salary is in commensurate with the efforts I put in on my job.

REFERENCES
[1] Deeson, Eric (1987), Managing with Information Technology, Kogan Page
Limited, London.
[2] India 2013, A Reference Annual- Publication of Publications Division,
Ministry of Information and Broadcasting, Government of India, New Delhi.
[3] Lucas, Henry C. (2001), Information Technology for Management, Tata
McGrow- Hill Publishing Company Limited, New Delhi.
[4] Leon and Leon (1999), Introduction to Computers, Leon Vikas, Chennai.
[5] Pratap, Bhanu (2001), Computer Fundamentals, Cyber Tech Publications,
New Delhi.
[6] Murthy, C.S.V (2004), e-Commerce; Concepts, Models, Strategies,
Himalaya Publishing House, Mumbai.
[7] Schiesser, Rich (2003), IT Systems Management, Prentice- Hall of India
Private Limited. New Delhi.
[8] Sharma, Dhiraj (2004), Communication in IT Age, Himalaya Publishing
House, Mumbai. [9] Information Technology for Business (2010), Himalaya
Publishing House, Mumbai.
PERIOD OF TRAINING:
The summer institutional project duration was (12.05.2016 to 01.06.2016) 30 days.

TRAINING SCHEDULE:

S. No Area of Training Period

1 First day meeting with Manager for finish all the basic 12/05/2016
formalities to enter into the company Thursday
2 Onclaire is a Chennai based Company with a highly professional 13/05/2016
approach, targeting to be one among the top ten in the country
over the next few years. Incorporated as a private company in the
year 2005, we also provide services to our clients in different
countries like the UK, USA, Spain, and the Netherlands. We
have different projects on hand with a highly qualified team
handling each project, ensuring an uninterrupted flow of work.
3 Saturday 14/05/2016

4 Sunday 15/05/2016
5 I sit with the trainer and watch the activities done by him while 16/05/2016
Onclaire Technology
6 Trainer test with the computer skills like MS-Office and typing 17/05/2016
skills
7 I got training about the company, nature of business, and I collect 18/05/2016
all the information not related to Onclaire Technology
8 I got training in application software which should be used by the 19/05/2016
company for Sidhick Plate Industry.
9 I got training Onclaire Global Asset Management is the 14th 20/05/2016
largest asset management firm in the world with $734 billion
inassets under management as of September 30,
2012. Subsidiaries include Onclaire Asset Management, Harris
Associates,Loomis Sayles, Nexgen FS and Reich & Tang.

10 Saturday 21/05/2016

11 Sunday 22/05/2016
12 I got in Onclaire Private Banking unit includes BanquePrive. 23/05/2016
 Business lines include insurance, securities, financial guarantees,
and consumer finance.

13 I got training The overall curriculum has been designed to bridge 24/05/2016
the gap between campuses and the company, and covers
dedicated modules on Oracle ERP, BPC, SAS and other topics
that are in demand with Onclaire customers.
14 The interns will also be trained on project readiness by a team 25/05/2016
of trainers from Onclaire global talent transformation team,
covering both technical and behavioural aspects, over a period of
three months.
15 The purpose of the Industrial Training is to provide exposure for 26/05/2016
the students on practical engineering fields. Through this
exposure, students will have better understanding of engineering
practice in general and sense of frequent and possible problems.
16 This training is part of the learning process. So, the exposure that 27/05/2016
uplifts the knowledge and experience of a student needs to be
properly documented in the form of a report. Through this report,
the experience gain can be delivered to their peers.
17 Saturday 28/05/2016
18 Sunday 29/05/2016

19 Put down in writing the record of the training experience; 30/06/2016

20 Implanting engineering expertise onto the students, that is, 31/06/2016

preparation of technical reports, communications, technical
evaluation and design:
21 Means of summarising the experience of a student 1/06/2016
22 I got training from Train students in effective writing as a 02/06/2016
preparation for their Final Year Project
23 Immediate assistance to support projects, Students will provide 03/06/2016
new ideas and viewpoints.
24 Saturday 04/06/2016
25 Sunday 05/06/2016
26 Salary Savings equles to No cost to department and effective 0606/2016
public relations ambassadors for department; Recruitment and
Workforce Planning.
27 Department/University ties are strengthened and communication 07/06/2016
is improved, Permanent State employees can be relieved from
performing minor or routine tasks allowing them to perform
higher priority work.
28 Students energize a workplace with their enthusiasm and desire 08/06/2016
to learn.
29 Internships allow students the opportunity to apply their 09/06/2016
knowledge and skills in a professional setting while still in
College.
30 4 Internships offer carefully planned and monitored work 10/06/2016
experience with the goal being to gain additional knowledge
from on the job exposure. Internships may also be part of an
educational program in which students can earn academic credits
from their college.
31 Saturday 11/06/2016

32 Sunday 12/06/2016

33 Internships may be arranged independently from the curriculum 13/06/2016

in which students would gain work experience only.
34 We seek to link human resources with knowledge across the 14/06/2016
planet, thereby overcoming the obstacles posed by geographical
boundaries. In short, Onclaire pursues the course of taking full
advantage of a world that is 'rapidly shrinking' due to the swift
technological advancements witnessed across the globe.
35 Onclaire is certainly not short of it, most of our work force is 15/06/2016
comprised of seasoned veterans who have already put in
considerable experience in other companies engaged in related
fields, and already have 'hands on' experience in the IT industry.
36 In short, they are the kind of professionals who can add value to 16/06/2016
knowledge, and deliver solutions that are of 'world class'
standards. With this background, it is little wonder that we
continue to be a financially stable, cash flow positive company.