Sunil H.V

PROJECT REPORT
ON
“LEAD GENERATION”
AT VITAGE SYSTEMS PVT LTD
Submitted in partial fulfillment of the requirements of the

M.B.A Degree Course of Bangalore University
By
Sunil.H.V.
Regd. no. 05xqcm6100
Under the guidance and supervision of
Mr. Ajay Badrinath Professor Nandini Vaidyanathan

Head- Marketing & Communication MPBIM
Vitage Systems Pvt Ltd (Internal Guide)
M.P BIRLA INSTITUTE OF MANAGEMENT

Associate Bharatiya Vidya Bhavan
# 43, Race Course Road, Bangalore-560001
M.P Birla Institute of Management 1

DECLARATION
I do here by declare that this long term project work titled “LEAD GENERATION AT
VITAGE SYSTEMS PRIVATE LTD, BANGALORE” is a an work done by me
under the supervision of Prof. NANDINI VAIDYANATHAN of M.P.BIRLA
INSTITUTE OF MANAGEMENT, BANGALORE and submitted to the Bangalore
University for the award of the degree of M.B.A. for the year 2005-2007.
This project has not been submitted else where for the award of any Degree (or) Diploma
either in part or full in any University/ Institution collected by us during our assignment
at the VITAGE SYSTEMS PRIVATE LTD, Richmond circle, Wellington Street,
BANGALORE.
The project report is the result of sincere effort put in by me, wherein I endeavor to come
up with the best possible result.
Place: BANGALORE
Date: SUNIL.H.V.

ACKNOWLEDGEMENT
We would like to take this opportunity to express our sincere gratitude towards Mr. AJAY
BADRINATH Head-Marketing & Communication of VITAGE SYSTEM PVT LTD
who extended his immense help and support to complete this project
We are grateful to Prof. NANDINI VAIDYANATHAN for guiding us and giving

valuable suggestions throughout the project period, despite his extremely busy and tight
schedule.
We thank the M.P.BIRLA INSTITUTE OF MANAGEMENT for giving us this

opportunity to undertake the project.
We also express our gratitude to our family and friends whose constant support
contributed to the success of this project.

EXECUTIVE SUMMARY
In any market driven economy, supplying customers with what they want, when they
want it, is the bare minimum required of any serious business. But as product
development, diversity and accessibility beyond all predictions, and as the business world
has become increasingly competitive, delivering that promise has taken on a more
challenging reality.
In today’s global market, competitive advantage is gained by offering customers
flexibility, supplying products and services 24 hours a day, 365 days a year, cutting
production lead times and call response times to a minimum, offering customized
solutions, securing global standards of consistency. Profitability has to be reinforced by
cost management, minimizing capital held in warehouse, eliminating wastage through
obsolete stock, maximizing economies of scales through global sourcing and supply.
For the world’s highest performing and successful companies, lead management and
generation of leads for their particular products has become a critical success factor. The
innovative, the pioneers of new industries, as well as established market leaders are all
focusing on this factor in their path to success. It is a management challenge of how to
achieve increased flexibility on the one hand, and to maintain and build on profitability
on the other.
Thus the project help the Vitage systems pvt ltd to modify the existing sales and service
process and it helps to concentrate on the prices of the various products according to the
market condition and to target the niche customer with the niche market.

CONTENTS
Title Page No
1. Introduction 5
2. Concepts of Lead Generation 6-17
3. Industry scenario 18-32
4. Company Profile 33-51
5. Methodology 52-55
6. SWOT Analysis of Company 56-59
7. Analysis of the project 60-70
8. Suggestions 71-73
9. Major Findings 74
10. Conclusion 75-76
11. Bibliography 78
12. Annexure 79

Introduction
In any market driven economy, supplying customers with what they want, when they
want it, is the bare minimum required of any serious business. But as product
development, diversity and accessibility beyond all predictions, and as the business world
has become increasingly competitive, delivering that promise has taken on a more
challenging reality.
In today’s global market, competitive advantage is gained by offering customers

flexibility, supplying products and services 24 hours a day, 365 days a year, cutting
production lead times and call response times to a minimum, offering customized
solutions, securing global standards of consistency. Profitability has to be reinforced by
cost management, minimizing capital held in warehouse, eliminating wastage through
obsolete stock, maximizing economies of scales through global sourcing and supply.
For the world’s highest performing and successful companies, lead management and
generation of leads for their particular products has become a critical success factor. The
innovative, the pioneers of new industries, as well as established market leaders are all
focusing on this factor in their path to success. It is a management challenge of how to
achieve increased flexibility on the one hand, and to maintain and build on profitability
on the other.
Customer service is one important factor in service industry. Customer service is

concerned with making the product available to the customer. There are many aspects in
customer service such as consistency and reliability of delivery of products, ordering
convenience, delivery timing and flexibility, condition of products, visit of the sales
people, status information etc.

Concepts of lead generation
LEAD GENERATION is a Marketing term that refers to the manufacture of connections

between well-matched consumers and target corporate vendors. Lead Generation is
frequently seen in the financial world. This would manifest itself as companies calling up
on behalf of banks and loan institutions, gaining a commission on the leads they generate
(pay-per-lead) or the sales made (pay-per-sale) or a combination thereof.
Lead generation is largely a rendezvous problem where there is a set of well-matched

candidates for product purchase within a large set of poorly -matched candidates. Various
methods are used to try to identify the well-matched candidates which are also called
Sales leads.
There are several methods used in marketing lead generation:
¾ Branding
¾ Public relations
¾ Website
¾ Events
¾ Phone calls
¾ E-mail
¾ Online marketing
¾ Direct mail
¾ Referrals

Buying process tactics funnel of lead -generation model
Mapping out our sales process can ensure conformity with the customer’s buying
process, driven by a clear understanding of needs and the impact of those needs and the
impact of those needs on both that company and its customers. Inevitably, every potential
customer has a different buying process.
If everyone involved in the lead generation program it is better to understand your
prospect’s buying process. This can be viewed from the prospective of the modalities it
employs at each buying step. Using figure-1, illustrated on the next page, to develop the
correlation in specific instances between steps in the buying process and the sales effort
together with tactics that might work at each stage. The key business issues for each
individual in the buying process must be understood and addressed. Consistency is
critical.
Each touch, or contact, should add value through its ongoing relevance to the targeted
individual, and consistency extends to the style of delivery of the message. Because the
sales team is responsible for much of the customer’s perception of the company,
concerted care must go into developing the ongoing, relevant communication the sales
team will employ in its relationship-building efforts with customers.
All companies go through steps of one kind or another in their buying process. We can’t
force them to skip steps, but we can help with lead nurturing by installing regular and
meaningful communication that aids their progress

Conversation, Not campaign
Sales and marketing as a Team
An ideal customer profile
A universal lead Definition
An effective lead management process
A Fundamental Database
Integrated Multimodal process
Consistent lead Nurturing
Sales lead generation
Below is a model for thinking through how to generate sales leads. However, it sets out
the general principles that should be considered. This particular model was used by many
of the clients those had an annual turnover of over 100-million Euro million.
The model is split into two halves and attempts to do a number of things. Like.
It explains the process a contact would need to go through from a “cold call” to a
“buying customer”.
It compares this “Proactive” activity with the “Reactive” activity whereby
customers come to you via advertising etc like Yellow pages.
By comparing this proactive activity and reactive activity it gives you an idea of
the relatively high number of “suspects” needed in order to generate a handful of
“buying customers”

By considering the different stages of this process it becomes easier to decide how
to make the sales lead generation process as efficient and non-wasteful as
possible. For example, all those classified as “future leads” can be put into a
database and contacted in four months time. Likewise, all those classified as
“Potential leads” can be put into a different database that could receive three
standard company mailings at Christmas, Easter etc.
A Model for generating sales leads
Buying customer
1 (has bought within defined period) 3
Working Prospect
3 (firm proposal on the table - awaiting decision) 7
Prospect
4 (needs and wants to be understood) 10
Hot Lead: They want to see you. "We've

A been seriously thinking about it" 5
Warm Lead: Seems very interested. Open
B to exploratory chat or meeting 10
Future Lead: "Contact me again in 4
C months" 35
Potential Lead: Not interested. "Happy
D with current arrangements" 50
Suspects
We think they could use our services/products
4 Reactive activity Proactive activity 100

contacts Yellow Pages ® Cold calls, perhaps after
contacts
respondents mailer
selling vs other companies selling the need
Left Right
START

Lead Management process
Lead Management is a term used to describe the methodologies and systems to manage
customer prospects and inquiries, generally generated by a variety of marketing
techniques.
Lead Management can be considered the connectivity between advertising and customer
relationship management. This critical connectivity facilitates the acquisition of
customers, and has also been referred to accurately as Customer acquisition management.
Lead management has the role of watching and directing the conversion of sales leads
into customers. Figure-2, shows how the well-organized lead Management program
should look.
Explanation:
According to figure-2, the “funnels” representing marketing and sales functions
illustrate the Lead Management process and its components, together with their
interaction. The success of the marketing funnel directly impacts that of the sales funnel.

Lead Management creates an orderly architecture for managing large volumes of
customer inquiries, or leads. The architecture must be able to organize numerous Leads,
at various stages of a sales process, across a distributed sales force.
In order to understand this process it is helpful to examine a simplified linear lead flow
process, such as the following:
9 Advertising
9 Customer inquiry or response
9 Inquiry captured
9 Inquiry filtered
9 Lead graded and prioritized
9 Lead distribution
9 Sales contact
9 Lead nurturing or retention
9 Sales result
Lead Management Architecture
Generating a lead, or lead generation can relate to a myriad of marketing technologies

and methodologies. However, from an architectural perspective it is simply the ability
to attract the interest of a consumer and capture sufficient data to understand the
consumer’s inquiry and contact that consumer regarding the inquiry.
Here are a couple of simple examples:
• Mortgage Lead Generation: upon reaching the Website, you surf around a
bit and read some information about buying a house and going through the
mortgage process. This convinces you to give it a shot. You click on, and
submit an inquiry form and proceed to fill out a web form that includes you,
such as: name, address, telephone number, and the amount of the home you
dream of buying.

• White paper Lead Generation: you are surfing the Internet and you decide
there has to be a good way to make a lot of money on the Internet. “This
search reveals an interesting link that says, “10 steps to becoming a
millionaire using the Web.” Sounds good to you, so you click the link and
arrive at a page with a brief sales pitch for making money on the Web and a
brief Web form asking for you name and E-mail in order to download the
sacred PDF White paper with the 10 steps. once you have filled out the form,
submitted, and received your PDF—again, presto, you are a lead.
• Lead Acquisition and Distribution: This is arguably one of the most critical
functions in the Lead Management architecture. Its importance is linked to
relevance and responsiveness of the customer experience. The Lead
acquisition architecture generally consist of a Web form to collect consumer
data, a database to either temporarily or persistently store that collected
information for subsequent distribution. The distribution architecture can vary
in complex depending upon the objective of the Lead Generation.
• Communications: communications is the center piece of the Lead
Management architecture. The communications functions should include the
intelligent sourcing of call information for sales professionals to make
telephone contact. This is obviously fundamental; however, more subtle, but
equally important is the ability to maintain ongoing nurturing communications
that cultivate a Lead into a future sales. This cultivating architecture typically
comes in the form of some type of email campaign architecture.
• Analysis: The analytics architecture is probably the most critical piece of an
effective Lead Management system. This portion of the architecture allows for
the dynamic review and analysis of Lead actions, Marketing channels, and
sales performance.

An effective Lead Management Process:
The effective Lead Management program implements and enforces standard,

universal Lead scoring definitions and establishes a clear process for handling and
distributing inquiries and Leads. Inquiries can be dealt with centrally for
prequalification before sending them on to sales as sales-ready Leads.
Such a program is geared to identifying best opportunities based on application of
a consistent methodology based on your sales process and the buying process of
your potential customers. It assigns clear responsibility for Lead tracking and
closed-loop feedback. Measurement of sales performance against objective
criteria is thus enabled, such as sales Lead acceptance and the degree of follow-up
by the sales team. It also facilitates mechanisms and incentives for sales team
feedback, and updating measures revenue contribution to ultimately drive better
return on marketing investment.
Effectively tracking leads is often a challenging aspect of Lead Management,
particularly in companies where sales activities seem to be perpetually in a black
box and only sales knows what’s inside that black box. In such cases, fully 80
percent of sales leads that go into the black box are ever seen again.
In Lead Generation, tracking Leads must be ready to go when the program starts.
A company is a collection of processes. Process mapping, a highly regarded
procedure for creating common vision and shared language, focuses on the
processes most important to Lead Generation. This basic sales process, shown in
table-3 is an example.

INTRODUCTION
The proliferation of information technology in organizations and the wide web of local
area networks, intranet and Internet have changed the way business could be conducted in
future. Organizations have started using these technologies not only for automating their
operations/activities but also have been using information technology (IT) for harnessing
competitive advantage. Keeping these developments into consideration, Information
Technology & Systems Group has been offering.
India a nation of over one billion people, has long been working toward a strategy of
development. Plagued by problems of poverty, overcrowding, and poor healthcare, the
country has a per capita income just one-tenth of countries in the Organization of
Economic Cooperation and Development (OECD). Amidst this seemingly dismal
situation, however, a glimmer of hope has emerged in the last decade a new industry that,
some say, will transform India into a global superpower. This industry, known as
Information Technology or more commonly as IT, has given birth to the skyscrapers now
anchoring the skylines in city like Bangalore. IT has exploded in India, becoming one of
the largest sectors of the Indian economy. IT output, once estimated at $50 million in
1990-1991, is projected to reach $50 billion by 2008 if the American economy returns to
its past levels. These figures are dependent upon America’s economy because the main
source of India’s budding prosperity is the outsourcing of jobs in information technology
from the United States to India. Outsourcing and off shoring are synonyms that refer to
the substitution of foreign for domestic labor.
Companies in the off shoring country benefit because of lower labor costs and companies
in the destination country benefit from the economic boom caused by new industries.
Because outsourcing holds the opportunity to advance goals of development through
economic growth, India has aggressively pursued policies to encourage the IT industry.

The dramatic increase in the size of the industry over the last decade is not merely
coincidental. While factors like the skilled Indian workforce arguably would have
attracted American corporations to the country eventually, growth on a scale like that
Which has occurred in India would have been nearly impossible without involvement
from national institutions. Lacking promotion from the Indian government, the IT
industry could not have grabbed a foothold in India. If India’s example can be replicated,
other developing countries facing similar conditions may be able to copy the Indian
government’s initiatives to promote their own development goals.
Indian government has identified and tried to harness the resources in three segments to
encourage the industry: an integrated science and technology bureaucracy to coordinate
government administration; software technology parks to encourage cooperation between
government, business, and universities; and a set of policies that exploit connections with
the successful Indian diaspora. By incorporating these three strategies into national
policy, India has been able to reap the economic benefits of the IT industry.
In Information technology (IT), India has built up valuable brand equity in the global
markets. In IT-enabled services (ITES), India has emerged as the most preferred
destination for business process outsourcing (BPO), a key driver of growth for the
Software industry and the services sector.
India's most prized resource in today's knowledge economy is its readily available
technical work force. India has the second largest English-speaking scientific
Professionals in the world, second only to the U.S.
According the data from ministry of communication and information technology, the
ITES-BPO industry has grown by about 54 per cent with export earnings of US$ 3.6
billion during 2003-04. Output of the Indian electronics and IT industry is estimated
to have grown by 18.2 per cent to Rs. 1, 14,650 crores in 2003-04.

The share of hardware and non-software services in the IT sector has declined
consistently every year in the recent past. The share of software services in electronics
and IT sector has gone up from 38.7 per cent in 1998-99 to 61.8 percent in 2003-04.
However, there has been some welcome acceleration in the hardware sector with a sharp
declaration in the rate of decline of hardware's share in electronics and IT industry.
Output of computers in value terms, for example, increased by 36.0, 19.7 and 57.6
percent in 2000-01, 2002-03, and 2003-04, respectively.
All the sub-sectors of the non-software component of electronic and IT industry grew at
over 8 per cent in 2003-04, but this was far below the rate of growth of software services.
Overall, after declining precipitously from 61.4 per cent in 1998-99 to 40.9 percent in
2001-02, the share of hardware in this important industry declined only marginally to
38.2 percent in the two subsequent years.
Export markets continue to dominate the domestic segment. The size of the domestic
market in software relative to the export markets for Indian software, which was 45.2
percent in 1998- 99, after declining rapidly to 29.8 percent in 2001-02, fell only to 29.1
percent and 27.7 per cent in the two subsequent years.
Value of software and services export is estimated to have increased by 30 percent to

US$12.5 billion in 2003-04. The Software Technology Parks of India have reported
software exports of Rs. 31,578 crore (US$ 6,947 million) during April - December 2004-
05 as against Rs. 22,678 crore (US$ 4,913) during the corresponding period last year.
The annual growth rate of India's software exports has been consistently over 50 percent
since 1991. No other Indian industry has performed so well against the global
competition.

According to a NASSCOM-McKinsey report, annual revenue projections for India’s? IT
industry in 2008 are US $ 87 billion and market openings are emerging across four broad
sectors, IT services, software products, IT enabled services, and e-businesses thus
creating a number of opportunities for Indian companies. In addition to the export
market, all of these segments have a domestic market component as well.
The IT-enabled service industry in India began to evolve in the early nineties when
companies such as American Express, British Airways, GE and Swissair set up there
Offshore operations in India.
Today a large number of foreign affiliates operate IT-enabled services in India. The
different service lines of IT enabled services off shored to India include customer care,
finance, human resources, billing and payment services, administration and content
development
In order to broaden the Internet base, the Department OF Information technology has also
announced a Programme to establish State Wide Area Network (SWAN) up to the block
level to provide connectivity for e-governance. The Department has also set up
Community Information Centers (CICs) in hilly, far-flung areas of the Northeast and
Jammu and Kashmir to facilitate the spread of benefit of information and communication
technology. It is also proposed to set up CICs in other hilly, far-flung areas of the country
Like Uttaranchal, Andaman & Nicobar and Lakshwadeep.
A number of steps have been taken to meet the challenge of zero duty regime in 2005
under the Information Technology Agreement (ITA-1). Tariffs on raw materials, parts,
other inputs and capital goods have been rationalized to make domestic manufacturing
Viable and competitive.
In order to broaden the Internet base, the Department OF Information technology has also
announced a programme to establish State Wide Area Network (SWAN) up to the block
level to provide connectivity for e-governance. The Department has also set up

community Information Centers (CICs) in hilly, far-flung areas of the North-East and
Jammu and Kashmir to facilitate the spread of benefit of information and communication
technology. It is also proposed to set up CICs in other hilly, far-flung areas of the country
like Uttaranchal, Andaman & Nicobar and Lakshadweep.
A number of steps have been taken to meet the challenge of zero duty regime in 2005
viable and competitive.
Information Technology Industry Analysis
In information technology (IT), India has built up valuable brand equity in the global
markets. In IT-enabled services (ITES), India has emerged as the most preferred
destination for business process outsourcing (BPO), a key driver of growth for the
software industry and the services sector.
The share of hardware and non-software services in the IT sector has declined
consistently every year in the recent past. The share of software services in electronics
and IT sector has gone up from 38.7 per cent in 1998-99 to 61.8 percent in 2003-04.
However, there has been some welcome acceleration in the hardware sector with a sharp
deceleration in the rate of decline of hardware's share in electronics and IT industry.
Output of computers in value terms, for example, increased by 36.0, 19.7 and 57.6 per
cent in 2000-01, 2002-03, and 2003-04, respectively.

All the sub-sectors of the non-software component of electronic and IT industry grew at
over 8 per cent in 2003-04, but this was far below the rate of growth of software services.
Overall, after declining precipitously from 61.4 per cent in 1998-99 to 40.9 percent in
2001-02, the share of hardware in this important industry declined only marginally to
38.2 percent in the two subsequent years.
MAJOR STEPS TAKEN FOR PROMOTION OF IT INDUSTRY

With the formation of a ministry for IT, Government of India has taken a major step
towards promoting the domestic industry and achieving the full potential of the Indian IT
entrepreneurs. Constraints have been comprehensively identified and steps taken to
overcome them and also to provide incentives.
A number of steps have been taken to meet the challenge of zero duty regimes in 2005
viable and competitive.

Bangalore is known as the Silicon Valley of India, Bangalore’s IT exports exceeded $1
billion in 2004. There has been an extensive investment in digital infrastructure.
Development of HITEC City prompted several IT and ITES companies to setup
operations in the city - have led civic boosters to call their city "Silicon City".
THE GLOBAL SCENARIO

According to the NASSCOM-McKinsey Study, by 2010, around US$ 55 billion each in
IT and BPO will be off shored globally. The growth of the international offshore IT and
BPO business will be catalyzed by three key factors: the changing demand for off
shoring, capabilities of offshore locations to service these demands and the conduct of
industry players.
Current trends indicate that while there is a growing interest in off shoring, with over 80
percent of US companies having deliberated on its benefits during 2004, a large number
of organizations are still not geared up in terms of processes or systems to manage multi-
source delivery (involving a mix if onsite, offshore and third party solutions).
In the future however, owing to pressure on their bottom lines, the need to cut costs and
improve efficiency levels, companies are likely to consider off shoring as a viable
business strategy. In sectors under bottom line pressure, such as airlines, companies can
generate revenues and better utilize capital through off shoring and realize an increase in
earnings to the tune of 30 percent.
At a global level, the offshore IT and BPO industries are being defined by the following
trends:
• The addressable global market for offshore IT is around US$ 150-180 billion.
• In the years to come, the more traditional IT outsourcing service lines such as
hardware and software maintenance, network administration and help desk
services will account for 45 percent of the total addressable market for off
shoring.

Service lines that have driven recent growth including application development and
maintenance and R&D services are already 30-35 percent penetrated and unlikely to
witness dramatic growth
Hardware Industry In India

India is the fastest growing IT hardware products market in the Asia Pacific Region.
Most of the prominent global as well as local vendors are operating in the competitive
Indian Market. Although, India is a diverse country with a huge population base and a
significant enterprise universe, it has one of the lowest PC penetrations. This is perceived
to be the greatest opportunity for the future by the hardware vendor community.
Additionally, the Indian Software and BPO industry is also creating a great potential for
employment. All of these make India one of the most exciting markets for IT hardware
vendors. The excitement however comes with the challenge of understanding the typical
marketing structure and conquering the geographical diversities.
Effective global business planning starts with accurate intelligence on technology trends,
user requirements, spending, market forecast, market shares and competitive strategies.
IDC India was formed 40 years back with a vision to quickly identify the best growth
opportunities in the IT market place and formulate winning strategies for the Hardware
vendors. The Hardware Research Division of IDC India is used by more than 90% of
today's Hardware vendors. Having tracked the market for so many years, no one else has
a better understanding of the hardware market than IDC India. The research done by the
division provides forecast of each technology market, which is used by the vendor
communities for strategic and tactical planning.
IDC India Hardware Research Group approaches its market research and consultancy
practice from a both bottom-up as well as the top-down approach. The data is collected
with the help extensive channel surveys and is validated at various levels. The group's
insight into the industry is based on deep and varied interactions, on a consistent basis,
between the experienced analysts and the stakeholders of the Indian hardware industry
backed by regular feedbacks and directions from the regional and global IDC India

analysts. In the whole process, the group is also assisted by the globally accumulated
market knowledge and best practices of IDC India.
While India's well-established software business continues to grow, its IT hardware-

manufacturing industry is suffering. And members and observers of this already-weak
industry sector are wondering if it will be able to withstand competition once Chinese
exports land.
China, whose software exports will likely not threaten India for at least another few
years, is already seen to be much ahead of India in hardware. This market reality
prompted India's hardware manufacturers' industry group, the Manufacturers' Association
for Information Technology (MAIT), to study the state of the IT industry in the two
countries.
India did not fare well in the study, for several reasons. According to the Information
Technology Agreement-I of the World Trade Organization, India will roll back duties on
imported IT products starting in 2003. This development, combined with the imminent
influx of Chinese IT products, could kill an already-anemic hardware industry in India,
MAIT said.
Not everyone buys this argument, though. "This thing about [India] not being able to
meet the Chinese threat is only a myth,'' said Vinay Deshpande, chairman of MAIT.
Manish Agarwal, director of marketing at hardware manufacturer Vintron Informatics,
concurred. "I do not see any Chinese threat in core IT products such as the PC," he said.
But Agarwal said Chinese imports could hurt in the area of consumables and peripherals
such as keyboards and mouse.

"The Indian government needs to pick up a lesson or two from the Chinese success story
and put its act together, or else India will soon be nowhere on the global IT map.'' Where
China has gone all out to woo hardware manufacturing, India has not. "Given that
[India's] hardware base is constantly being eroded, its ability to maintain its competence
in information technology is in question.
India is competitive in local manufacturing. IT products made here have proven to be of

the same, if not better, quality and cost less to manufacture than in many other locations.
If Indian manufacturers say they will be unable to manufacture in India because of [zero-
duty imports], they are giving up the market here."
Dismissemisal as untrue rumors that India's Ministry of Information Technology has

proposed postponing the zero-duty regime to 2005 to protect its home markets.
India's central problem in IT hardware is its difficulty in getting manufacturing facilities

up and running. The country's notoriously slow bureaucracy and outdated rules and
regulations make no allowance, for example, for some PCs becoming obsolete in six
months. "The [slow] speed at which business can be done [in India] is what may hamper
operations”.

Nonetheless, India is looking to boost its hardware manufacturing by luring an overseas
investor that, it is hoped, will build a $500 million manufacturing plant there. So far there
have been no takers, however. Such an investment would likely have a domino effect,
drawing other manufacturers to the country, as happened when Texas Instruments Inc.
became the first major overseas company to open a software center in India in 1985.
Almost every big player followed.
A number of reports suggest that while no single major player has expressed interest in
the hardware facilities investment, nearly 17 joint-venture proposals in computer
hardware have been ignored for more than a year, because no policies exist to shepherd
them to completion. These 17 proposals resulted from a two-year investment push by
organizations in India, and include expansions and upgrades of existing manufacturing
plants. Since the government has not acted on these proposals, and with a zero-duties
policy only two years away, it is unlikely that joint-venture partners from overseas will
still express any interest in India.
Separate studies carried out by two global IT companies point out that while the quality
of the products made in their Indian plants was as good if not better than those
manufactured in their other plants worldwide, the cost of production was vastly cheaper.
At the same time, the studies pointed out that the speed of doing business in India was
much slower than elsewhere, pretty much negating any cost benefits of working in the
subcontinent.
The government has done virtually nothing to boost India's hardware industry, while it
has taken great pains to promote software exports. What was expected to be an epoch-
making meeting of India's National Advisory Committee on Information Technology
earlier this month has been rescheduled for August. Still, the hardware industry has made
a nominal gain: For the first time, MAIT has been invited to attend the event.
Hardware manufacturers hope that recommendations made by a National Task Force for
Information Technology (for both software and hardware) in late 1998 will be addressed
at the August meeting. That study group acted on all 108 recommendations made to

improve the software industry, but not one of the 84 suggestions made to strengthen the
hardware industry.
Further, a special-interest group on hardware, formed to find ways to make the country a
global player, concluded that India must follow the example of China and Malaysia and
aggressively market itself as a manufacturing destination. This group noted that India's $3
billion hardware industry is actually worth just $1 billion; the remaining $2 billion
consists of imported and resold components. Unsurprisingly, the group characterized this
$1 billion as a nearly negligible figure.
Likewise, the IT ministry's market estimates have also been completely off course. The
special-interest group valued the hardware industry (including consumer electronics,
computer hardware and telecom equipment) at $8.63 billion, well below the government's
projected $13.67 billion for the year.
In addition to insufficient manufacturing infrastructure and resources, and offshore

competition, lack of demand has also hampered the hardware sector. Duties and regional
and national taxes inflate product prices by as much as 40 percent, making them less
affordable and thus reducing demand. "Demand would be stimulated a lot more but for
these taxes," Deshpande said. "I think the government has realized it cannot afford to
ignore hardware. It has seized on the need to support the hardware industry."
Other reasons for India's poor hardware showing include a PC-centric view of
information technology, which eliminates possibilities for manufacturing other types of
products. Also, there is little encouragement for local design or innovation. "It is the need
of the hour that our government come forward with generous grants for research and
development for proactively developing new products," the MAIT report said.
Government aid seems unlikely in the short term, though. Observers in India point to the
fate of the Simputer, a sub-$200 handheld computer developed specifically for India's
domestic market and designed to sell at affordable pricing levels by researchers at the

Indian Institute of Science, Bangalore, aided by a team including Deshpande himself. The
product was announced in April, but even the Ministry of Information Technology has
yet to show any interest in it.
Ironically, the same ministry has signed an agreement with the Massachusetts Institute of
Technology to set up Media Lab Asia, which is expected to roll out innovative products
that meet the socioeconomic needs of countries such as India. The government
announced an initial capital investment of $12 million and has promised to put in another
$200 million.
If the government spent a hundredth of this amount in promoting the Simputer, sources
said, India's hardware design could have gotten a needed boost toward long-term success.
Best Practices in Sales

Marketing is a necessary and integral part of running a smart IT organization. Yet while
most CIO’s would heartily agree that it's important, far too few effectively market IT.
Even in the midst of the ongoing image wars so many CIO’s are fighting within their
companies, the prospect of actually marketing IT remains surprisingly controversial.
For this month's CIO Habitat, we delved into the subject of IT marketing and began by
asking respondents a basic question: "When you arrived at the company, did IT have an
image problem?" Just about every CIO today has walked into a broken IT shop.
Our research indicates that large-company CIO’s are closer to winning the image wars
than their midmarket brethren. Our data suggests that the image problem plaguing 70% of
midmarket CIO’s could be reduced by IT marketing initiatives.
Among the sales trends:
* Winning sales organizations are twice as likely to have a process for knowing when to
stop investing in a large deal; 29 percent of winning sales organizations have such a
Process, compared with 15 percent overall.

* Is leadership connected to the sales process? The front line and the C-suite disagree.
While 78 percent of executives believe they are actively involved in the sales process,
only 49 percent of managers agree and just 43 percent of sales reps agree.
A growing number of CEOs have come to realize that innovative, cost-effective

information management can be a source of competitive advantage. Similarly, small but
growing cadres of CIOs now recognize that innovative, cost-effective information
management about IT (i.e., marketing) is a critical ingredient of career success.
In the past, IT executives would react with disdain at the thought of actually marketing IT
to the rest of the organization. For these technologists, it likely conjured mental images of
the most cross forms of culture gone wrong, from bad jingles to intrusive telemarketers.
Engaging in marketing was viewed as somehow cheapening the craft. And for many
other CIO’s, marketing IT simply wasn't on the radar screen of critical tasks.

Vitage Profile
About Vitage Group

The Rupees 110 Crore Vitage group offers comprehensive IT infrastructure solutions,
products and services and is rapidly emerging as a leading player in the Indian IT
infrastructure industry. Established Thirteen years ago, Vitage is based out of Bangalore
with sales and service offices at Chennai, Hyderabad and Mumbai and service presence at
New Delhi, Pune, Cochin, Pondicherry, Trichy and Ooty.
Vitage Systems, Systems Integration Company, draws upon our in-depth domain
knowledge of contemporary technologies & offers best of the breed Products & Solutions
in partnership with some of the leading vendors in IT industry.
Vitage Technologies, IT Services Company, relies on our expertise in designing, building

and supporting IT infrastructure, & offers a range of Services in the IT consulting,
infrastructure management and infrastructure support domains. From the modest
beginnings in 1993 providing printing and mobile computing solutions, today Vitage
have grown into a complete IT products and services integrator employing close to 250
people and with a geographic network of sales and service offices across India. They
offer a complete and comprehensive range of IT Infrastructure Products, Solutions and
Services to our Enterprises and SMB customers.
At the foundation of business practices at Vitage is a set of five core values, which are
integral to the operations. To be knowledge driven is one such value that is central to all
others. It is the knowledge of IT Infrastructure - their Infrastructure Intelligence - that
reflects their commitment to customers.

Vitage regularly add to their team of professionals, continuously upgrade their knowledge
& skills and increase there geographic reach in order to deliver maximum value to the
customers. The partnership with some of the leading IT vendors in the market like IBM,
HP, CISCO, MOLEX, SYSTIMAX, EMC, VERITAS, MICROSOFT, etc. have helped
us to be a preferred IT infrastructure partner of several large & medium enterprises
The turnover in the past years is:

1. 2003-2004: 55 Crores
2. 2004-2004: 85 Crores
3. 2005-2006: 110 Crores
BUSINESS PRACTICES AT VITAGE
Organizational Structure is is the way in which the interrelated groups of an organization

are constructed. From a managerial point of view the main concerns are ensuring
effective communication and coordination. The various Practices followed in the
business are always in line with the organizational structure
The Business Practices of Vitage are broadly devised into two categories:
Vitage System
Private Limited
Corporate Sales
Vitage happens to be sales organization which provides IT related end to end solutions
for all the IT infrastructure companies. Hence it majority devised itself into Business
Architecture and Sales Architecture

BUSINESS ARCHITECTURE
Business Architecture is directly based on business strategy. It is the foundation for

subsequent architectures (strategy embedding), where it is detailed into various aspects
and disciplines. The business strategy can consist of elements like strategy statements,
organizational goals and objectives, generic and/or applied business models, etc. The
strategic statements are analyzed and arranged hierarchically, through techniques like
qualitative hierarchical cluster analysis. Based on this hierarchy the initial business
architecture is further developed, using general organizational structuring methods and
business administration theory, like theories on assets and resources and theories on
structuring economic activity. Based on the business architecture the construction of the
organization takes shape. During the strategy formulation phase and as a result of the
design of the business architecture, the business strategy gets better formulated and
Understood as well as made more internally consistent.
The business architecture forms a significantly better basis for subsequent architectures
than the separate statements themselves. The business architecture gives direction to
organizational aspects, such as the organizational structuring (in which the
responsibilities of the business domains are assigned to individuals/business units in the
organization chart or where a new organization chart is drawn) and the administrative
organization (describing for instance the financial reconciliation mechanisms between
business domains).
Assigning the various business domains to their owners (managers) also helps the further
development of other architectures, because now the managers of these domains can be
involved with a specific assigned responsibility. This led to increased involvement of top-
level management, being domain-owners and well aware of their role. Detailed portions
of business domains can be developed based on the effort and support of the domain-
owners involved. Business architecture therefore is a very helpful pre-structuring device

for the development, acceptance and implementation of subsequent architectures.
The perspectives for subsequent design next to organization are more common:
information architecture, technical architecture, process architecture. The various parts
(functions, concepts and processes) of the business architecture act as a compulsory
starting point for the different subsequent architectures. It pre-structures other
architectures. Business architecture models shed light on the scantly elaborated
relationships between business strategy and business design
Vitage Systems Private Limited
Corporate Sales
Corporate
Business Business Accounts/ Human

Strategy Operations Finance
Support Resource
Operations
Procurement
Logistics

SALES PROCESS
A sales process is a systematic approach for performing product or service sales.
The reasons for having a sales process include seller and buyer risk management,
achieving standardized customer interaction in sales and scalable revenue generation.
Specific steps, or stages, in sales processes vary from company to company but generally
include the following steps:
1. Sales lead
2. Qualified prospect
3. Need identification
4. Proposal
5. Closing
6. Deal Transaction
From a seller's point of view, a sales process mediates risk by stage-gating deals based on
collection of information or execution of procedures that gate movement to the next step.
This controls seller resource expenditure on non-performing deals. Ideally this also
prevents buyers from purchasing products they don't need though such a benefit requires
ethical intentions by the seller. Because of the uncertainty of this assurance, buyers often
have a buying or purchasing process.
Sales processes are generally more common for companies that either have large revenue
risks that require systematic assurance of revenue generation and/or those that choose to
use a more consultative sales approach (e.g. Saturn, IBM, and Hewlett-Packard).
Strictly speaking, even an effective ad hoc or retail sales process can be described by
steps of an ideal sales process though some of the steps may be executed quickly. Often a
bad sales experience can be analyzed and shown to have skipped key steps. This is where

good sales processes mediate risk for both buyer and seller. A solid sales process also has
dramatic impact of forecasting accuracy and predictability in revenue results.
SALES
Marketing
Emerging Marketing
Large Enterprise
Groups
Product Focus
Technical
SUPPORT/ SERVICES GROUP

IT INFRASTRUCTURE LAYOUT
IT Infrastructure Layout
Internet
Modem
Router
Firewall
P D
F
R A APPL
Switches Servers I
I T ACA
N L
A TION
T E
BASE
SWITCHES
USER 1 USER 2 USER 3
Networking & Security

The network forms the foundation of an enterprise's IT Infrastructure. To derive
the best performance form the IT infrastructure, the enterprise needs secure robust,
scalable and high performance networks.
Security is an integral component of today's enterprise networks. Extensive data
traffic across globally connected environment pose an increasing threat to the enterprises'
networks. Every network today needs the protection of robust and sustainable security
solutions.

Our Networking and Security Group, backed with its experience with numerous
customers, its certified manpower and its alliances with industry leaders delivers products
and solutions based on proven technologies:
Products
• Structured Cabling
• Switches and Routers
• Security appliances
Solutions
• Enterprise Networking
• Campus Networking
• Data Centre Networking
• Wireless Networking
• Bandwidth Management
• VOIP
• Firewall
• IDS
• VPN
• Virus and Internet content Protection
Enterprise Systems
Enterprise Servers and associated software are at the core of the IT infrastructure
on which the enterprise runs its applications.
To deliver maximum output, all components of this core infrastructure - hardware
and software - must be appropriately sized, fine tuned for performance and based on
established technologies.
The Enterprise Systems Group at Vitage, through its experience, coupled with
technically certified resources and alliances with global leaders offers a wide range
product and solutions for your core IT infrastructure needs of the enterprise such as:

Products
• Enterprise Servers - Risc
• Enterprise Servers - Intel
• Departmental Servers
• Operating Systems - Unix, Linux, Windows
• Enterprise Software - Databases,
• Application Servers, Development and
• Deployment Tools
Solutions
• Enterprise Systems Integration
• Server Consolidation
• Workflow and Messaging Solutions
Enterprise Storage
Scalable, flexible & resilient data storage solutions are gaining increasing
importance with the growing computing environments of the enterprise. The need to
store, protect and manage the massive data generated by an enterprise is driven by both
business requirements as well as to meet compliance guidelines.
The Enterprise Storage Group at Vitage specializes in building robust and
scalable storage solutions based on products and solutions from some of the leading
storage companies such as:
Products
• Internal Storage and DAS
• Storage Management Software
• Solutions

• NAS Solutions
• SAN Solutions
• Near Link Storage / Back up Solutions
• Storage Management Solutions
• Enterprise Storage integration
Personal Computing
The personal computer is both an independent computing tool as well as an access
device for an enterprise network and takes various forms depending on the user's need.
For certain specific applications like design and animation PC takes the form of a high
performance workstation while for computing on the move a notebook is more
appropriate.
The Personal Computing Group at Vitage offers a range of products and solutions
from leading Vendors for your personal computing needs:
Products
• Graphic Workstations
• Desktop Computers
• Notebook Computers
• Handheld Computers
• Personal Networking Products
• PC operating Systems - Windows, Linux
• Personal Productivity Software
Solutions
• PC Security Solutions - Antivirus, Firewall
• Personal Storage Solutions

Peripherals & Accessories
No IT infrastructure is complete without a supporting computer peripherals as
well as accessories and upgrades which go into enhancing the performance of an existing
infrastructure. Vitage Peripherals Group's offer includes a range of products and
solutions:
Imaging and Printing Systems

Vitage offers a wide range of Imaging and Printing Solutions from leading players
in the Industry. The products available from Vitage are:
• Network Mono and Color Laser Printers
• Network Laser Multi Functional Devices
• Personal Laser printers and MFDs
• Business Inkjet Printers
• Large format Printers
• Scanners
Other peripherals available through the Peripheral Groups are:

• UPS
• Monitors
• Accessories (Mouse, Keyboards, Camera, Headphones, Notebook bags, power
supplies etc)
• Upgrades and options
For enhancing the performance of existing IT infrastructure products, Vitage

offers a range of upgrades and options such as:
• HDD Upgrades
• Memory Upgrades
• Battery

Vitage Technologies Pvt. Ltd.
IT Infrastructure Consulting
Today's dynamic IT infrastructure environment is characterized by the continuous
development of new products and solutions, obsolescence of the existing ones and a
complex stack of multi platform technologies. Given this, it becomes increasingly
difficult for an enterprise to make informed decisions on its IT Infrastructure.
Vitage's IT infrastructure-consulting services group offer vendor neutral consulting to

assist customers in taking the most appropriate IT infrastructure related decision.
Vitage's offers consulting services in the domains on Networking and Security,

Enterprise Systems and Enterprise Storage.
Our suite of IT Infrastructure consulting services include:

• Enterprise Networking Consulting
• Network Audit and Re engineering
• Enterprise Systems Consulting
• Systems Audit and Re engineering
• Server consolidation consulting
• Storage Systems consulting
• Storage Audit and Re engineering
• Business Continuity and Disaster Recovery
• Data Center design & implementation
• ITIL Process Consulting

Managed IT Services
Ever increasing complexities of multi - platform systems and applications coupled with
business's near mission critical dependencies on IT is making it imperative for an
enterprise to manage its IT Infrastructure on a continuous basis.
The Vitage suite of managed IT services allows the enterprise to pass on its IT
infrastructure worries to Vitage and thus focus on its core business.
Our in depth knowledge of multi platform systems and applications make us preferred
choice of Enterprises to outsource their Infrastructure management needs. Our suite of
Managed IT services are delivered through flexible service delivery models, that include
Onsite, Remote or a Hybrid service delivery model. This allows our clients the flexibility
to choose the model that best suits their business requirements and also allows us to
suggest the model that will deliver the best value to our clients. The Managed IT suite of
services offered by Vitage includes:
• Server Management (Windows/ Linux/ Unix/ OS 400)

• Network Management
• Desktop Management
• Storage Management
• Security Management
• Database Management
• Mail / Work Flow Management
• Help Desk Service
IT Support Services
IT Support Services are targeted at enterprises that rely on external service providers for
ongoing support of the various building blocks of the IT infrastructure – networking
components, Servers, Desktops, Storage Devices etc. This service will ensure the smooth
functioning of the IT infrastructure, irrespective of who has delivered and implemented
the infrastructure.

Our services include assisting the clients in maintaining and managing their physical and
software IT assets and also to assist in rapid deployment of hardware and software assets.
The IT support Services suite offered by Vitage includes:
• Hardware Installation Services

• Installation, Move and Change (IMAC)
• Software and Solution Deployment Services
• Facilities Management and IT Helpdesk Services
• Authorized Warranty support Services
• Enhanced support Services
• Maintenance Contract based Services
• Asset Management Services
Application Management Services

Better management of the Enterprise Applications can mean improved performance for
the business and a direct impact on efficiency of operations. This also provides the
enterprise with the ability to resolve failures and performance bottlenecks quickly.
Our Application Management Services allows companies the flexibility to outsource the
operational management and support of the Application either through onsite or remote
management, without compromising on the security and control of the IT environment.
Our services also provides you with proactive management of the Application through
application specific monitoring tools and a customized support process that will ensures
that your applications are available for all your critical business requirements.
The Application Management Services offered by Vitage include:

Application Monitoring & Management
• Proactive Monitoring, Management and optimization of application
• Database administration, maintenance and fine tuning
Operational Services
• Handling EOD/EOM operations
• Batch process automation
• Generation of reports & distribution
• Daily backup of the database
• shutting down & re-starting services
• Purge and archival of data
Support Services
• Setup of Service Desk to support users of the application
• Configuration Management
• SLA Monitoring & Management across all vendors
Consulting Services
• Capacity Planning
• Migration Strategy
• Enterprise Architecture design
• New platforms & technology upgrades for the Enterprise
Performance Management Services

IT Departments rely on the effective performance of one or more of the IT components –
Hardware, OS, Database, Network & Application to ensure that their Enterprise and
Customer facing applications are performing at the optimal levels. The Performance of
all these components have to be regularly monitored and managed to ensure that end
users of the Business applications – internal & external customers, are not impacted.

The Performance Management Services offered by Vitage will deliver:
• Integrated approach to Business process availability & performance
• Map & correlate all components involved in the process
• Identify and remove bottlenecks at individual component & process
• Deploy and measure performance improvement
• Directly translates into saved cost & ROI
• Continuous monitoring for performance guarantee
The specific services that will be provided to customers are:

• Performance Audit
• Architecture Enhancement / Optimization
• Application Tuning / Optimization
• High-end Database tuning
To efficient functioning of the organization following objectives are to be followed:
• To enhance upon the largest portfolio of business in Vitage. The volume product
lines contribute more than three quarters of our business today and our strength
has been our knowledge in this domain of business.
• To focus on the huge market space in the country –about 35000 crores is the
potential for the volume products alone! -Courtesy IDC.
• To structure the setup in order to assist the need of the business today
viz a vie Speed, Price, Delivery and fast response.
• To cater to the demands of business in the most efficient manner.
• To address the growing needs of the price conscious customer in an ever
increasing competitive market.

MARKET APPROACH
Market Approach provides marketing solutions and services for small to medium sized
companies. In today's competitive market place, products and services have to be
positioned correctly and given the necessary market exposure to have a true advantage.
We'll provide your company with a strong marketing presence. Is your company unable
to afford a full time marketing department? Market Approach will provide full time
results for a fraction of the costs.
Market Approach is also the solution for larger companies who are interested in
contracting out portions of their marketing needs. We are ready to bid on additional work
your company may not currently have the bandwidth to complete.
• To have a product focused approach
• To have a clearly defined target audience
• To build upon a robust backend support function
• To be efficient and have a fast turnaround process
• Rely on speed and clean deed for every need
• To work towards providing a high percentage of customer satisfaction

VITAGE’S MARKETING MANTRA TO SUCCESS
MANTRA TO SUCCESS
MKTNG SALES
HR PRODUCT
OPERATIONS BXEUCUTION
FINANCE CREDIT CONTROL
• Team Targets
• Ownership-each individual responsible for team numbers
• Team Incentives
• Execution
• Responsibility and adherence to processes
• Teamwork
• Maximize ability, profitability and performance of individuals and team
• Be achievers!
• Focus on Healthy Business

Problem Statement
A change in the lifestyle of consumer and increase in competition generate issues like
customer loyalty, pricing and quality of products and services offered taking prominence.
The Lead Generation for changing business environment is the main area of
consideration in the project.
OBJECTIVES
The objectives of this Project can be broadly listed as follows:
• To visit PEENYA INDUSTRIAL ESTATE to build contacts with the customers
for CRM.
• To provide information about the various products and services of our company
and what the company is all about in front of our customer.
• To understand the potential of customers and the market.
• Most importantly to Generate and determine the Leads.

Purpose of the Study
¾ To maximize the contact rates with potential customers.
¾ To increase revenue for the company.
¾ To improve profitability for the company.
¾ To more clearly understand which demand generation is driving the most leads.
Data Source
PRIMARY DATA:
Survey
Interview
Direct observation
SECONDARY DATA:
Company’s Website
Company’s Data sheet
SAMPLING:
100% (100 companies) of my universe with in the geographical area allotted to me is
PEENYA INDUSTRIAL ESTATE.

Limitations:
Though the project is based on intensive survey and the data is accurate to the maximum
possible extent, still the methodology is marred with certain limitations, which are listed
below:
¾ Since this survey is company-specific and confined only to Peenya industrial –
estate, Bangalore.
¾ Findings of the survey and the Conclusion are drawn on the basis of observation,
interviews, and visiting the industries.
¾ Generation of non-hypothetical datasheets was feasible but not revealing. As such
the study needs to be undertaken by generating datasheets under hypothetical
condition.
CONTRIBUTION:
¾ Generated and determined the Leads for the company.
¾ Determined the potential of market and customers in the Peenya Industrial Estate.
¾ Provided the pre-sales for the company.
¾ Provide various contacts and information regarding the customers for the
company.

SWOT ANALYSIS OF VITAGE
Strengths:
• Innovative Work Force:

The employee workforce is one of the biggest assets of Vitage. Employees are not
only well versed in their functional fields but are also very innovative towards
creation of new products. It’s the employee’s collaborative efforts, which leads in
invention of ideas and which later mature into innovative solutions. Ideas that
employees suggest help in growth of the business, solving existing problems and
improvising the work culture.
• Enterprising and Proactive top management:

Top management at Vitage constitutes a team of experienced people, dedicated to
improve the company and to sustain the company’s growth. The top management is
always proactive towards ideas and opinions provided by the employees. It not only
believes in organizational development but also believes in career development of
employees.
• Flat hierarchical structure:

Flat hierarchical structure at fortune generally emphasizes a decentralized approach
to management that encourages high employee involvement in decisions. The
purpose of this structure is to create independent small businesses or enterprises that
can rapidly respond to customers' needs or changes in the business environment. The
supervisor tends to have a more personal relationship with his or her employees.

Weakness:
• Lack of Interpersonal Skills:
One of the major weaknesses of fortune is the lack of interpersonal skills. Employees
lack good interpersonal skills, such as communication, problem solving, leadership
abilities. This might lead to impaired customer relationships and damage company’s
reputation
• Lack of Manpower:
The existing workforce is very innovative, but at times it finds difficult to deliver
as expected because of the work overload. Hence management should take
appropriate steps in recruiting ample amount of workforce, so that each individual
can contribute towards the growth of the organization efficiently.
• Insufficient physical infrastructure at various branches:

The insufficient logistics facility is one of the major concerns at vitage. The basic
minimal facility like chairs, computers, water coolers etc.. are not available various
branches of vitage. Even at head office people face problems with improper dining
facilities.

Opportunities
• Expand its services Nationally:
Vitage has created good brand image in Bangalore, Hyderabad and Chennai. It’s time
now for vitage to shift its bases to other parts of the country and try capturing the
National market. It should make efforts to create its image in National market.
• Increasing clientele relations:

Increasing clientele relations might generate good business opportunities. Vitage
needs to focus increasing the number clients who provide business. It not only should
focus on increasing the clients but also should take appropriate steps to retain the
existing clients.
• Partnership with global giants:

Vitage should make efforts to increase partnership of global alliances. Partnerships
with global giants might increase brand value of the Vitage
Threats:
• Technology Change:
There is a tremendous change in the technology and it becomes crucial for the
organization to keep itself abreast with the changes that are occurring in the market. Its
also vital to keep the customer informed about the changes that are occurring in the
technology market.
• Competitors:
Vitage is facing a major competition from existing companies that provide the same kind
of IT Infrastructure solutions to the customers. It becomes vital for vitage to leave up to
customer’s expectations and take appropriate steps to keep its reputation intact.

TABLE.No.1 Graph showing the No. Of systems preferred by No. Of companies in
Peenya Industrial Estate.
Requirement No. Of companies
Not interested 71
1 21
2 7
4 1
GRAPH-NO-1
No. of Companies Surveyed
7 1
Not Interested
21 In one only
In two
71 In Four
INTERPRETATION: From the above graph it is interpreted that 71 companies are not
interested and they are happy with their current arrangements, 21 Companies are opting
to buy one system, 7 Companies are opting to buy two systems, and finally 1 Company
opted to buy four systems.
INFERENCE: From the above graph, It can be inferred that Maximum No. Of
Companies are not interested in buying the system and they are happy with current
arrangements.

TABLE NO. 2 Graph showing that No. Of printers preferred by No. Of companies in
Peenya industrial Estate.

Not interested 80
1 12
2 8
GRAPH-NO-2
No. Of Companies
8
12
Not Intersted
In 1 Printer only
In 2 Printer only
80
INTERPRETATION: From the above graph it is interpreted that 80 Companies are not
interested and the are happy with their current arrangements, 12 Companies are opting to
buy one printer for their use, and finally 8 Companies showed interest to buy two
printers.
INFERENCE: From the above graph it can be inferred that maximum No. Of
Companies are not interested in buying the printer, because they are happy with their
arrangements.

TABLE NO. 3 Graph showing the No. Of Laptops preferred by No. Of companies in
Peenya industrial Estate.
Requirement No. Of Companies

0 92
1 8
GRAPH NO. 3
No. Of Companies
8
92
Not Interested
Interested in
atleast 1 laptop
at all interested in buying Laptop, and only 8 Companies showed interest to buy Laptop.
INFERENCE: Being Peenya a small scale Industrial area, the maximum No. Of
Companies have no idea to go for laptop.

TABLE NO. 4 Graph showing the No. Of Companies preferred to get Server and LAN
Connection in Peenya industrial Estate

Yes 11
No 89
GRAPH NO.4
No. Of Companies
11
yes
NO
89
said “NO” for to get connected to the Server and LAN connection, and 11 Companies
said “YES” for to get connected to the Server and LAN connection.
INFERENCE: It can be inferred that 89 Companies are not want to have Server and
LAN connection, because most of the companies in Peenya are small scale industries and
those companies required only single system maximum two to operate their work, so they
don’t think to get connected with LAN and server connection.

TABLE NO. 5 Graph showing the No. Of Companies preferred to buy the products at
different stages in a year

Immediate 11
After 3-months 14
After 6-months 8
After 1-year 8
Not interested 59
GRAPH NO.5

11
14 immediate
after 3 month
after 6 month
after 1 year
59 8
not interested
interested, 14 Companies are opting to buy after 3 months, 11 Companies are opting to
buy immediately, 8 Companies are opting to buy after 6 months, and finally 8 Companies
are opting to buy after 1 year.
INFERENCE: It can be inferred that maximum Companies are not interested to buy any
thing, being Peenya as one of the Small scale industrial area, Customers in that area are
not so potential to buy costliest products on the spot and they can’t afford much money
on the spot when they buy.

TABLE NO. 6 Graph showing No. Of Companies Visited to gather the Leads.
Requirements No. Of Companies

Leads achieved 39
Leads that has not generated 61
GRAPH NO.6
39
Leads generated
not generated
61
INTERPRETATION: From the above graph it is interpreted that 61 Companies gave

the Leads for me. And 39 companies did not give the leads.
INFERENCE: It can be inferred that Maximum Companies have not given the Leads
because, one reason is Peenya is a small scale industrial area and there according to the
survey our products will not going to be used in such a extent, other is customers in that
area is not so potentially good in the matter of money and in using our products.

TABLE No.7 No. Of Vendors for those industries in Peenya Industrial Estate
NO. Of Vendors information collected No. Of Companies

Yes 23
No 77
GRAPH NO.7
No. of Companies vendors Surveyed
23
yes
no
77
INTERPRETATION: From the above graph it is interpreted that 23 Companies given

their Vendor details and 77 Companies hesitated to give the Vendor details.
INFERENCE: It can be inferred that maximum Companies hesitate to give the vendors
details.

TABLE NO.8 Mail Id’s of various industries and personal E-mail Id’s collected in the
Peenya Industrial Estate.
Mail Id’s availability in the companies No. Of Companies

Yes 42
No 58
GRAPH NO.8
No. of E-mail's gathered
42 yes
no
58
INTERPRETATION: Id’s from the above graph it is interpreted that 42 Companies E-

mail Id’s gathered and 58 Companies E-mail couldn’t able to collect.
INFERENCE: It is inferred that 58 Company’s Email Id’s are not able to gather,
because in Peenya many industries are small scale and there is no largely use of computer
at all, so how come there will be use of E-mails and all. So finally maximum companies
don’t have their E-mails.

TABLE NO.9 Graph of Various Visiting Cards of customers collected
Visiting card’s gathered No. Of Companies

Yes 55
No 45
GRAPH NO.9
No. of Visiting Card's gathered
yes
45 55 no
INTERPRETATION: From the above graph it is interpreted that 55 Companies

visiting cards collected and 45 Companies visiting cards couldn’t able to collect.
INFERENCE: It can be inferred as maximum No. Of Visiting cards got collected i.e. 55
Companies visiting cards got collected.

TABLE NO.10 Graph showing Various Leads gathered during the Project
Leads No. Of Companies

Future Lead 12
Hot Lead 10
Warm Lead 2
Potential Lead 76
GRAPH NO.10
Various Lead's gathered

2
12
10 Future Lead
Hot Lead
Potential Lead
Warm Lead
76
INTERPTRETATION: From the above graph it is interpreted that 12 Companies gave

Future Lead, 10 Companies gave Hot Lead, 2 Companies gave Warm Lead, and finally
76 Companies gave Potential Lead.
INFERENCE: It is inferred that 76 companies gave Potential Lead, it is because

according to the Survey most of the Companies in Peenya industrial Estate are “Happy
with their current arrangements”.

SUGGESTIONS
¾ Implementation and introducing of better Assembled pc’s by the company itself:
The implementation of the effective assembled pc’s as its own product in the market can
help a lot because many customers in Peenya industrial estate is not well known with the
branded products like pc’s and they are not interested in investing money for the costliest
branded items like pc’s of HP, LENOVO and so on. In this geographical sector the
people are very much price conscious and their potential towards buying these branded
company’s products is not sure.
¾ Should introduce an effectively utilized or well-maintained database:
The organization should take necessary steps in introducing well-maintained database,

because database is a valuable asset. A clean, updated database is unequivocally essential
to the success of any lead generation program of the company.
¾ Decentralization of processes:
Vitage has got centralized system of processing due to which at times there is a huge
delay in execution of processes. Hence the decentralization of processes would be of
greater advantage for organization as a whole.
¾ Company must try to reduce the cost of some particular products:
The organization should take necessary steps in cutting the cost of some particular
products like in pc’s because customers in my geographical area are very price conscious
about the products and much companies which are their in Peenya industrial estate are
small scale industries and the potential of the customers is not so much high in
purchasing costliest branded products and so they can’t afford much.

¾ Implement multimodal tactics:
VSPL may consider planning and implementing the various multimodal tactics to be
successful in generating Leads for a complex sale, company can’t rely on one specific
tactic; rather, they must leverage a portfolio of tactics. An informed strategy is required
for reaching the targeted decision makers, a strategy with multimodality of tactics as key
element.
¾ Sales closed-loop-feedback incentives:
Company should provide appropriate incentives or commissions for the sales- executives
for leads what they have generated. This will increase the sales of products and lead more
profitability and revenue for the company.

MAJOR FINDINGS OF PROJECT
The major findings in Vitage systems pvt.ltd are pointed are as follows:
Vitage systems has lower number of service centers.

A Vitage system has not much dedicated front-end employees and they are not
properly trained.
Vitage systems is not focusing much on the late delivery.
Vitage systems has not created good brand in the minds if the customers.
Vitage systems provide taking order over telephone or over through online,
picking up orders at the customer’s location.
Vitage systems is concentrating on Small Scale and medium level industries.
Vitage systems has only two sales executives to do the pre-sales for their
products by which the efficiency of the sales decreases.
Across Bangalore, the service center is only one for the customers, by which
customer satisfaction will not be possible.
Vitage systems is delivering the products to medium scale industries with in
one day, but to small scale industries it takes two days and so on.
Vitage systems is concentrating only on sales of branded products, but at
everywhere it is not possible.
Most of the customers have not known about Vitage systems, till now it has
not registered his name well in the market.
Lead generation can be said that it is major tool for determining the demand of
the company’s products.
Company targets only the niche customers.

CONCLUSION
Recent decades have witnessed substantial increase in the significance of Information

Technology; it has become the vital part for any organization to survive. It has become
evident by the recent trends that Information Technology is driving every industry at a
rapid pace. The future holds the promise of using the Information Technology to access
real time or near real time information remotely.
The future of every sector be it IT/ITES, Manufacturing or any other sector will be
monitored and will be recorded at each step in the process. The Information Technology
is the tool by which every organization will be access and analyze information and attain
its desired goals.
This project aims at providing Leads to Vitage Systems Pvt Ltd, as well as determining
the potential of the customer and the market, and the collecting full details and
information about the customer for having customer relationship management.
This report begins with an introduction to the field of Information Technology covering
the reach of IT and a brief Concepts of Lead Generation and a company profile.
The project survey deals extensively with the current changes of the products by the
customers if they want to or if they don’t want any changes in their infrastructure, and it
also deals with how many company’s are opting for Laptops, systems, how many
company’s are interested in getting sever and LAN connection, the projects also focuses
on what type of Lead generated from the customers, How much Lead and so on.
The projects and companies main aim is to collect lot of data about the customers
because from this only the company can promote its products very efficiently and easily.
For this only we have been told a lot about collection of details of the customers by the
company apart from generating Leads.

From this project I sincerely learned how to approach the customers, and how to speak
and behave in front of the customer, and finally learned how to catch the particulars.
Finally, have recommended the necessary suggestions, which would enhance the
functioning of Business. By undergoing this project on Lead Generation, I could
arrive on conclusion that: "Lead Generation is the most valuable asset' and it is a more
important part of any sales to enhance the organization’s revenue and to increase the
profit.

BIBLIOGRAPHY
BOOKS
1) David A. Aaker (1991), ” Managing Business”, The Free Press
2) Phillip Kotler (2002),” Principles of Marketing”, Pearson Education
3) Kevin lane Keller (Second edition),”Strategic Management”, Pearson

Education
WEBSITES
1) www.startwithalead.com
2) www.wikipedia.com
3) www.google.com
4) www.channeladvisornews.com


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PROJECT REPORT

Submitted in partial fulfillment of the requirements of the

Under the guidance and supervision of

Mr. Ajay Badrinath Professor Nandini Vaidyanathan

M.P BIRLA INSTITUTE OF MANAGEMENT

M.P Birla Institute of Management 1

M.P Birla Institute of Management 2

We are grateful to Prof. NANDINI VAIDYANATHAN for guiding us and giving

We thank the M.P.BIRLA INSTITUTE OF MANAGEMENT for giving us this

M.P Birla Institute of Management 3

M.P Birla Institute of Management 4

2. Concepts of Lead Generation 6-17

3. Industry scenario 18-32

4. Company Profile 33-51

6. SWOT Analysis of Company 56-59

7. Analysis of the project 60-70

10. Conclusion 75-76

M.P Birla Institute of Management 5

In today’s global market, competitive advantage is gained by offering customers

Customer service is one important factor in service industry. Customer service is

M.P Birla Institute of Management 6

LEAD GENERATION is a Marketing term that refers to the manufacture of connections

Lead generation is largely a rendezvous problem where there is a set of well-matched

There are several methods used in marketing lead generation:

M.P Birla Institute of Management 8

M.P Birla Institute of Management 10

Sales lead generation

M.P Birla Institute of Management 12

A Model for generating sales leads

Hot Lead: They want to see you. "We've

4 Reactive activity Proactive activity 100

selling vs other companies selling the need

M.P Birla Institute of Management 13

M.P Birla Institute of Management 14

Lead Management Architecture

Generating a lead, or lead generation can relate to a myriad of marketing technologies

Here are a couple of simple examples:

M.P Birla Institute of Management 15

M.P Birla Institute of Management 16

The effective Lead Management program implements and enforces standard,

M.P Birla Institute of Management 17

M.P Birla Institute of Management 20

M.P Birla Institute of Management 21

Value of software and services export is estimated to have increased by 30 percent to

M.P Birla Institute of Management 22

M.P Birla Institute of Management 23

Information Technology Industry Analysis

M.P Birla Institute of Management 24

MAJOR STEPS TAKEN FOR PROMOTION OF IT INDUSTRY

M.P Birla Institute of Management 25

THE GLOBAL SCENARIO

M.P Birla Institute of Management 26

Hardware Industry In India

M.P Birla Institute of Management 27

While India's well-established software business continues to grow, its IT hardware-

M.P Birla Institute of Management 28

India is competitive in local manufacturing. IT products made here have proven to be of

Dismissemisal as untrue rumors that India's Ministry of Information Technology has

India's central problem in IT hardware is its difficulty in getting manufacturing facilities

M.P Birla Institute of Management 29

M.P Birla Institute of Management 30

In addition to insufficient manufacturing infrastructure and resources, and offshore

M.P Birla Institute of Management 31