Case Studies

The seaport is part of a large business conglomerate in India. The port had grown substantially from its humble beginning and became the largest commercial cargo port in India. The port had a marketing team who would reach out to potential and existing customers. However, the organization didn’t have a structured mechanism / channel for potential customers to approach it or its marketing team. With a view to provide single point of contact for customer service and new inquiries, organization decided to create a Customer Service Cell.

The seaport is part of a large business conglomerate in India. The port had grown substantially from its humble beginning and became the largest commercial cargo port in India. The organization’s leadership team would interact with many delegations of who’s who of the business around the globe. Most of these interactions would also include presentations by the team. For these presentations, the team would usually require latest updates / photographs of ongoing initiatives and projects at the port / site. There was no structured mechanism to collect these updates / photographs quickly without necessarily coordinating with multiple individuals. This was time consuming and often resulted in not getting the required kind of material well in time, leading to disappointments.

Directorate of Ports, Kerala planned to develop a Port at Azhikal on Public –Private Partnership (PPP) basis. The project included review of detailed project report, financial structuring and bid process management for selection of a private developer.

Directorate of Ports, Kerala planned to develop a Port at Kollam on Public –Private Partnership (PPP) basis. The project included review of detailed project report, financial structuring and bid process management for selection of a private developer.

The client wanted to increase the ship-fleet for garnering additional sea-freight business. The client sought assistance in preparation of a Strategy Report, that would facilitate to raise the necessary funds through domestic or international funding for the proposed acquisition of ships.

The client wanted to get a review and validation of the market assessment report prepared by an external consultant.

The company’s Board wanted to obtain an independent opinion to determine appropriateness of the price charged for the services provided by its JV with public sector entity. The assignment involved comparative assessment of prices charged by the company with other companies.

Madhya Pradesh government organize a biennial International Investors Summit for promotion of Madhya Pradesh as investment destination and attracts investments. For the summit, sector presentations and project profiles showcasing distinct advantages of Madhya Pradesh were to be prepared.

The CII along with Government of Maharashtra organized a seminar for Maharashtra Annual Day. For the seminar, a Knowledge paper was prepared which included review of infrastructure, government policies, challenges and recommendations on infrastructure development.

The FICCI along with Ministry of Civil Aviation, Government of India organized an International Conference on Civil Aviation in India. For the conference, a Knowledge paper was prepared which included review of aviation sector, government policies, challenges and opportunities for the industry.

CII Central Gujarat Zonal Council, the apex decision making body for CII Gujarat convened a meeting for discussion and deliberations pertaining to the latest issues of economic importance, so as to formulate and communicate its stance on the same for and to the larger stakeholder base. A presentation was needed encompassing the state of logistics and transportation sector in the state and issues faced by the industry.

A Knowledge paper for fifth SME Development Meet organized by CII and held in Pune which included review of MSME sector, government policies, challenges and opportunities for the industry.

The client wanted to have a corporate presentation for sharing with potential JV partners overseas. Based on the information obtained from the client, as well as collected from secondary resources, prepared a Business Proposal for possible JV.

Solar Energy, being a renewable source, caught the attention as a promising futuristic and clean energy source. The project objective was to identify the market potential for solar energy systems.

The client had land parcel available in close vicinity of the city. The plot had remained idle for long and the client wanted evaluate possible businesses for utilizing the asset. This project was undertaken to assess the feasibility and probable commercial viability for setting up of a resort cum hotel.

Blind People’s Association is one of the largest and professionally managed NGOs of its kind in Asia. The organization felt the need of identifying strategic direction for its future course of action.

Blind People’s Association is one of the largest and professionally managed NGOs of its kind in Asia. As part of Organization’s quest for realigning strategic direction, Strengthening HR was taken up for immediate implementation.

The firm envisaged potential business growth opportunities for the practice and wanted to have an assessment and strategic value-map for the identified opportunities.

Government had announced an array of projects under the JNNURM. Many of the assignments belonged to infrastructure creation. The project was undertaken to conduct the strategic evaluation and assess the revenue augmentation potential from JNNURM (Jawaharlal Nehru National Urban Renewal Mission) opportunities and accordingly develop strategy for such opportunities.

The state of Kerala is bestowed with long coastline which was not used to cargo transportation purpose. Given other challenges and environmental concerns, the Government wanted to evaluate possibilities of shifting cargo movement from road to water.

The company was looking for project finance to set up a plant for production & sale of organic food, organic milk products, by-products and dairy farming.

To fund the proposed setting up of a new manufacturing unit, the firm was looking for project finance.

In spite of being ahead of value curve, the chain had faced issues in ensuring better services for patients and their attendants in past. This resulted in negative feedback and publicity creating a bigger issue for the brand. A quantified metrics system was adopted for improving the service delivery parameters.

A new line between Bolangir and Khurda Road was envisaged by the authorities.

The government had invited bids for Nargol port to be developed on PPP mode. The private parties formed a JV to participate in the process. The project involved cargo traffic assessment at the said port.

The project involved cargo traffic assessment at the said port.

Client wanted to establish a liquid cargo terminal in close vicinity of industrial hub in South Gujarat. The project involved cargo traffic assessment at the said port.

The seaport is part of a large business conglomerate in India. The port had grown substantially from its humble beginning and became the largest commercial cargo port in India. The port had a marketing team who would reach out to potential and existing customers. However, the organization didn’t have a structured mechanism / channel assessing commodity-wise market forecast and potential cargo traffic that it could attract to its port. In absence of foresight, the marketing team would fruitlessly continue visiting commodity-specific clients, without realizing the non-feasibility the commodity trade and its movement.

The seaport is part of a large business conglomerate in India. The port had grown substantially from its humble beginning and became the largest commercial cargo port in India. The port had a marketing team who would reach out to potential and existing customers. However, the organization didn’t have a structured mechanism / channel assessing commodity-wise market forecast and potential cargo traffic that it could attract to its port. In absence of foresight, the marketing team would fruitlessly continue visiting commodity-specific clients, without realizing the non-feasibility the commodity trade and its movement.

The client had multiple business units and grown quite well over past two decades. The operating numbers and staff strength had increased. However, there was no formal or structured approach to set targets and track performance of the people down the line. The client wanted to have a system in place for monitoring the business without necessarily being present.

The seaport is part of a large business conglomerate in India. The port had grown substantially from its humble beginning and climbed up the ranks in terms of highest cargo handling commercial port in India. With couple of months remaining in the financial year, the port had projection of handling about 90+ Mn ton cargo in the year. The organization saw an opportunity to create history and set ambitious target of reaching 100 Mn ton cargo mark for the FY.

The seaport is part of a large business conglomerate in India. The port had grown substantially from its humble beginning and became the largest commercial cargo port in India. The organization had best in class operating parameters. Yet, to gain further operational efficiencies the organization embarked upon a Business Transformation Project and named it Ignite.

The seaport is part of a large business conglomerate in India. The port had grown substantially from its humble beginning and became the largest commercial cargo port in India. The organization had integrated mechanized coal handling facility which needed capex spend for augmenting the capacity and minimize operational delays.

The institute runs diploma and degree courses in various streams of design. These courses prepare participants for pursuing a profession in their chosen design stream. The Institute roped in team Inspire ensure that participants are equipped with soft skills to complement their technical skills.

The company design and develops IT based solutions for telecom clients. The work locations cover geographies across the world. To connect and interact with people from diverse background in different geographies, senior leaders had to intervene and had to spend considerable time in simple day-to-day interactions. The leadership wanted to ensure skills enhancement of employees so that the team members could directly connect with customers and their representatives.

To fill the crucial vacant positions, clients mandated us to find the right candidates. The positions included from software developers, project managers, quality control, business development, marketing, administration, operations, finance, HR among others. The clients relied on us for making screened candidates available to them in timely manners.

The organization had grown very well and established its name in market. While the organization had fair market share, its dominant customers segment comprised enterprises from informal sector. Having stabilized, the organization aimed to strike further in formal sector having high-end service providers. For this, the company wanted to nurture and groom employees for higher-stake players.

Many organizations have grown rapidly and have evolved into a much larger enterprise comprising hundreds of workers. With the rapid growth, many employees have grown in positions and become leaders. However, upgrading skills could not happen at the same pace of growth. Expansion and globalization necessitated that these in-grown leaders remain ahead of the lot and become engines for further growth. Towards this object, organizations mandated us to conduct capability development sessions for their team members. Inter-alia, these programmes also included training of staff on various initiatives and IT systems and applications.