Issue 83 | Oct-Nov 2013 | Page 1– 13

Consultants’ Corner A Bi-Monthly e-Journal from

What’s Inside...

Balanced Scorecard - A Management Tool for Consultants

Benchmarking - A Tool for Consulting

BCG‟s Growth Share Matrix - An Introduction

3 Balanced Scorecard - A Management Tool

for Consultants

Meaning and benefits of using Balanced Score Card

5 Benchmarking - A Tool for Consulting

Identification of steps used for benchmarking and benchmarking process adopted at Xerox.

7 Precautions for Mobile Phone Users!!!

Do‟s and Don‟ts while using a mobile phone

8 Boston Consulting Group (BCG) - Growth

Share Matrix

Introduction to the BCG‟s Growth Matrix

9 Opinion Poll Result

Best article in the Aug-Sep 2013 issue of

Consultants Corner

10 Michhami Dukkadam

A day of Forgiveness

11 What’s up at NCRCL?

All events and birthdays at NCRCL

12 An Exclusive Talk

Quiz Corner

In this Issue

Readers’ Corner

The theme and articles in the Aug - Sep issue of CC were

very interesting. Congrats to the editors on a good job and

the authors for their valuable contributions.

-Ashok Rao

If you have any comment/suggestion for the editors, please

write to us at cc@ncrcl.com. Your views and comments on

articles featured here are also welcome!

The editorial team of the Consultants Corner wishes all

its readers an auspicious Dusshera and Deepavali.

May the Lord bless you with glory and success!!

Subject matter expertise is the basic requirement for

any consultant in addition to the formal professional

education he receives. The consultant needs

expertise in various domains of knowledge and as

they say he needs to know a little of everything and

everything of little. He has to be abreast of all the

latest tools and methods of consulting in his area of

expertise for him to stay relevant and effective. The

Consultants’ Corner had in its earlier edition discussed

the 3PT model developed by NCRCL. This edition

introduces the reader to three consulting tools

generally used in consulting viz., Balanced Score

Card, Benchmarking and Boston Consulting Group‟s

Growth Matrix.

These tools of consulting are used extensively in

financing, profitability analysis, business strategy,

operations and other relevant fields. These tools were

developed in the recent decades by consulting firms

as well as individual consultants. They were further

improved by scholars and consultants. The Balanced

Score Card is a strategic tool used worldwide to align

the business activities to the vision of the

organisation. Benchmarking improves organisation

performance by identifying and applying best

demonstrated practices to operations and sales. The

growth matrix model developed by the Boston

Consulting Group helps corporations to analyse

their business units or product lines.

The readership base of Consultants’ Corner has

touched a new high. It is also consistently growing by

each day. The concept of polling for the best article

too has met with a good response with the readers.

The editorial team thanks all the readers for their

continuous involvement and encouragement.

We would like the readers to send us more views and

suggestions on any aspect of Consultants’ Corner which has a direct impact on the quality of the

magazine. The Editors will respond to the suggestions

and views of the readers and would publish them in

subsequent issues of CC. Wishing the readers once

again happy and glorious festivities!!

From the Editors

Consultants’ Corner

2

If you live for having it all, what you have is

never enough.

- Vicki Robin

The Basic idea in creating this score

card was to integrate financial and non financial

metrics into a single system in which they did not

compete with one another for management airtime.

In 1990, Bob Kaplan (Professor in Harvard Business

School) invited Schneiderman to the Nolan-Norton

study group on performance measurement. Bob

Kaplan and Schneiderman presented the use of the

scorecard at the Analog Devices Inc. During the

second Nolan-Norton study the participants

implemented scorecards within their organizations.

Eric Norton (Founder and Director of Palladium

Group), who served as the project leader and

facilitator, and Bob Kaplan wrote up the experiences

of the participants with the scorecard and devised a

"Balanced Scorecard" in 1992.

The Origin

In 1986, Analog Devices, Inc (ADI), a mid -sized

semi-conductor company, hired Art Schneiderman (a

renowned independent consultant on Management

processes) as vice-President of Quality and

Productivity Improvement. Schneiderman introduced

goals for a series of quality measures that correspond

to be what he considered to be critical success factors

for ADI. As part of five-year strategic plan of ADI,

Schneiderman also developed a one page report,

called the scorecard.

The scorecard showed three categories of measures:

Financial, new products and quality improvement

process.

Balanced Scorecard

- A Management Tool for Consultants

Consultants’ Corner

3

The Balanced Scorecard is used to improve inter-

nal & external communications and monitor or-

ganization performances against strategic goals.

Contd on next page

Benefits of Balance Scorecard

The Balance Scorecard approach provides a clear

prescription as to what companies should measure in

order to “balance” the financial perspective.

Among the long row of benefits of applying Balanced

Scorecard, the following are more significant:

Increased creativity and unexpected ideas;

The Balanced Scorecard helps align key

performance measures with strategy at all levels

of an organization;

The Balanced Scorecard provides management

with a comprehensive picture of business

operations;

The methodology facilitates communication and

understanding of business goals and strategies at

all levels of an organization;

Maximized Cooperation - team members are

focused on helping one another succeed;

Usable Results - transforms strategy into action

and desired behaviors;

The Balanced Scorecard concept provides

strategic feedback and learning;

A cross organizational team - more open

channels of communications & enthusiastic

people;

Initiatives are continually measured and evaluated

against industry standards;

The Balanced Scorecard helps reduce the vast

amount of information the company IT systems

process into essentials;

Unique Competitive Advantage viz.,

reduced time-frames

improved decisions and better solutions

improved processes

Meaning

The Balanced Scorecard is a strategic planning

management tool that is used extensively in business

and industry, Government and non-profit

organizations worldwide to align the business

activities to the vision & strategy of the organization;

improve internal & external communications and

monitor organization performances against strategic

goals.

Balanced Scorecard - A strategic Management

System

In 1996, Kaplan and Norton argued that the balanced

scorecard could be used as a strategic management

system which supports four management processes:

1. Translating the Vision

2. Communicating & Linking

3. Business Planning

4. Feedback & Learning

Seven ingredients of highly successful Balanced

Scorecard programs

A process to mobilize the organization and

lead ongoing change;

Scorecards that describe the strategy;

Linking the scorecard to create an organiza-

tion alignment;

Continuous communication to empower

workforce;

Aligning Personal Goals, Incentives, and

Competencies With the Strategy;

Aligning Resources, Budgets and Initiatives

with the Strategy; and

A Feedback process that encourages

Learning and Experience Sharing

Why Balanced Scorecard?

1. Traditional Reports looks backward- These

traditional reports only reflect the past:

spending incurred and revenues earned and

lose to measure creation or destruction of

future economic values

2. The balanced scorecard identifies factors that

create long-term economic value in an

organization like customer focus: satisfy,

retain and acquire customers in targeted

segments, Organizational learning and

growth; develop skilled, motivated employees.

Ms. Madangi Anand

can be reached at madangi.a@ncrcl.com

Consultants’ Corner

4

Alone we can do so little; together we can do

so much.

- Helen Keller

Benchmarking – A Performance Measurement Tool

Consultants’ Corner

5

Benchmarking is the process of comparing one‟s

business processes and performance indicators to the

industry‟s standards or best practices. The simple

process of comparison between two or more things

based on a specific set of variables is benchmarking.

Benchmarking improves performance by identifying

and applying best demonstrated practices to the

operations of a company. The objective of

benchmarking is to find examples of superior

performance and to understand the reasons or driving

forces behind such performance. The factors, external

and internal, that contributes to better levels of per-

formance. By understanding these factors, the com-

panies can then improve their own performance by

incorporating the best practices into their processes.

How to perform benchmarking?

The first step in the benchmarking process is to

identify a product, service or process to

benchmark.

The second step is to identify the key

performance metrics of such product, service or

process. Key performance metrics is an indicator

used to evaluate factors that are crucial to the

success of an organization.

The third step is to select a group of companies to

benchmark. As mentioned earlier, benchmarking

can be performed either internally or externally.

The fourth step would be to collect data on the

performance of the group of companies. The

practices that the other companies will also help

in understanding why the other companies are

performing better than the rest.

The fifth step involves analysing the data

collected in the previous step. Analysis is a crucial

stage in benchmarking since at this stage various

factors affecting the performance of the

companies is observed.

Both external and internal forces can affect the

performance of a company. Analysis of this data

will help us in understanding why a company in a

certain phase performs better than its peers. With

this understanding, one can path the ways for

improvement in the product, service or process.

The final step in the process is to adapt and

implement the best practices. Implementation of

the best practices is the most difficult step as the

execution will not only require top management

backing it will also need the cooperation of the

lower rings of management. Once the best

practices are adopted, setting reasonable goals to

track the performance is vital. Whenever, a

change is implemented in a process, the goal set

forth should be realistic.

Why perform benchmarking?

Performance improvement: Benchmarking helps

in identifying methods of improving operational

efficiency resulting in a better output. By

understanding and implementing the best

practices of the industry, one ensures

performance improvement and quality in output

Cost position: Benchmarking involves studying

the practices of the competitors or peers in an

industry. During such a study, one can

understand how the peers are setup and the cost

involved in obtaining the output. With the help of

this study, one can compare the costing model

employed and how to improve this model.

Benchmarking helps in identifying

methods of improving operational

efficiency and analysing cost position

resulting in a better output

-contd on next page

The greatest use of life is to spend it for some-

thing that will outlast it

- William James

Gain strategic advantage: Benchmarking deals

with establishing key performance indicators. By

focusing on these indicators, the companies can

gain strategic leverage by understanding the

critical processes and how to improve these

processes.

Organization learning: Benchmarking infuses

innovation in a company.

Benchmarking at XEROX

In the early 1980s, Xerox found itself increasingly

vulnerable to intense competition from both US and

Japanese competitors. It ignored the new entrants

into the market such as Canon, Ricoh and Sevin who

were consolidating their positions in the lower end

market and in niche segments. Moreover, the

company‟s operating cost was high and so were the

prices of their products. Adding to this, the company‟s

products were inferior to their competitors. As a result

the market share in copiers came down sharply from

86% in 1974 to just 17% in 1984. Profits had dropped

from $1.15 billion to $290 million.

In 1982, David. T. Kearns took over as the CEO. He

discovered that the average manufacturing cost of

copiers in Japanese companies was 40% of that of

Xerox which meant that the Japanese companies

were able to undercut the profits of Xerox easily. He

began by reducing the manufacturing cost and giving

thrust to quality control. He started a program known

as „Leadership through quality‟. As a part of this

quality program, Xerox implemented the

benchmarking process.

Xerox chose to benchmark against its Japanese

competitors and the results of the analysis in the key

performance metrics is given below:

After initial denial, the management at Xerox accepted

the harsh reality and implemented a five stage

benchmarking model of its own involving planning,

analysis, integration, action and maturity. Xerox

collected essential data on key processes of best

practices companies. These critical processes were

then analysed to identify and define improvement.

Xerox zeroed in on various other best practice

companies to benchmark its other processes.

The first major payoff in this process was the increase

in customer satisfaction. Customer complaints

reduced by 60% and overall customer satisfaction

were rated at more than 90% in 1991. Some of the

other benefits reaped in implementing benchmarking

are given below:

Number of defects reduced by 78 per 100

machines.

Service response time reduced

by 27%.

Inspection of incoming

components reduced to below 5%.

Defects in incoming parts

reduced to 150ppm.

Inventory costs reduced by

two-thirds.

Distribution productivity

increased by 8-10 %.

Notable decrease in labour

costs.

- Anais Nin

It is the function of art to renew our perception. What we are familiar with we cease to see.

Consultants’ Corner

6

No Key performance Analysis of competitors

1. Reduction in

manufacturing cost

Xerox found out that –

It took twice as long to bring the product to

the market

It used five times the number of engineers

used

It had four times the number of design

changes

It incurred three times the design cost

It had over 30,000 defective parts for every

million produced which was 30 times more

than its competitors

2. Annual productivity

growth rate

It was revealed that Xerox would need an 18%

annual productivity growth rate for five consecu-

tive years to catch up with Japanese

Company Best practices adopted

American Express Billing and collection

Cummins Engines and Ford

Factory floor layout

Florida Power and Light Quality improvement

Honda Supplier development

Toyota Quality management

Hewlett Packard Research and product development

Saturn Decentralization

Fuji Xerox Manufacturing opera-tions

DuPont Manufacturing safety

-contd on next page

Errors in billing reduced from 8.3 % to 3.5%

Country units improved sales from 152% to

328%.

Xerox went on to become the only company

worldwide to win all the three prestigious quality

awards: the Deming Award (Japan) in 1980, the

Malcolm Baldrige National Quality Award in 1989, and

the European Quality Award in 1992. Analysts

attributed this success to the 'Leadership through

Quality' initiative, and, more significantly, to the

adoption of benchmarking practices.

Conclusion

The case of Xerox shows evidence that benchmarking

can be a powerful tool in improving performance and

gaining strategic leverage.

As a consultant, benchmarking is an important tool

because if we can understand the best practices

applied in the various industries, we can help our

clients by tailoring and implementing these practices

in their business process. This leads to growth and it

also adds value to our clients. By benchmarking,

companies can improve their performance by

innovating and not imitating its competitors.

Consultants’ Corner

7

Mr. Vinod Murali can be reached at vinod.m@ncrcl.com

power and then reduces power to an adequate level. More power is radiated during call connecting time.

10. If you have a choice, use a landline (wired) phone, not a mobile phone.

11. When your phone is ON, don't carry it in chest/breast or pants pocket. When a mobile phone is ON, it automatically transmits at high power every one or two minutes to check (poll) the network.

12. Reduce mobile phone use by children as a younger person will likely have a longer lifetime exposure to radiation from cell phones.

13. People hav ing act ive medical implants should preferably keep the cell phone at least 15cms away from the medical implant. While Purchas-ing a Mobile Handset check the SAR value of the mobile phone. It can be searched on internet if its model number and make is known.

14. The RF radiation is increased by Mobile phones when used in a car to overcome the window shielding.

15. It severely affects the reproductive systems of both male and females; deformity of unborn ba-bies in the womb itself.

Courtesy: Department of Telecommunications, Ministry of Communications and Information

Technology, Govt. of India

The following points throw light on crucial aspects about the mobile phone usage.

1. Keep distance – Hold the cell phone away from body to the extent possible.

2. Use a headset (wired or Bluetooth) to keep the handset away from your head.

3. Do not press the phone handset against your head. Radio Frequency (RF) energy is inversely proportional to the square of the distance from the source -- being very close increases energy absorp-tion much more.

4. Limit the length of mobile calls.

5. Use text (SMS) as compared to voice wherever possible.

6. Put the cell phone on speaker mode.

7. Use your phone where reception is good. If the radio signal is weak, a mobile phone will increase its transmission power. Find a strong signal and avoid movement.

8. Metal & water are good conductors of radio waves so avoid using a mobile phone while wearing metal-framed glasses or having wet hair.

9. Let the call connect before putting the handset on your ear or start speaking and listening – A mobile phone first makes the communication at higher

Precautions for Mobile Phone

Users!!!

If great truth does not enter into our relation

to money, it cannot enter our lives.

- Jacob Needleman

The BCG matrix is a two dimensional growth share

matrix where the axis represents the following:

The vertical axis represents the market growth

rate

The horizontal axis represents the market

share.

The market growth is the measurement of the market

attractiveness whereas the market share represents

the measure of the company‟s strength.

Classification of Products/ Strategic Business

Units

Based on the matrix the organizations can identify

four types of products or business:

Stars: Stars have high market share and high

growth rate. The products or the SBUs falling

under this category consumes large amount of

cash because of the high growth rate and

generate large amount of cash because of strong

market share. Therefore the cash position will

approximately net out. They represent immense

expansion opportunities.

Options available: Vertical integration, horizontal

integration, market penetration, market development,

product development

The Boston Consulting Group Growth Share Matrix is

a portfolio planning model developed by Bruce

Henderson of the Boston Consulting Group in the

early 1970‟s. The business portfolio is the collection of

businesses and products that makes up the company.

The best portfolio is the one that uses the strength,

overcomes the weakness, eradicates the threats and

makes use of the opportunities in the environment.

Portfolio analysis are a set of techniques that helps in

taking the decisions with regard to the products and

business that defines the company . Every business is

required to analyse the business and the current

products. Depending on the analyses made the entity

is required to make a decision with regard to the

investment in new products or diversification from the

existing projects.

This matrix is drawn up based on the observation that

the Strategic Business Units (SBUs)/ Products are

classified into four major categories based on the

market growth and the market share. Boston

Consulting Group (BCG) Growth Share Matrix is the

most simplest way to analyse the entity‟s portfolio of

investments . This matrix is used for resource

allocation in a diversified company.

Assumptions

Henderson has made the following important

assumptions:

Increase in the relative market share will result

in increase in generation of cash

A growing market will require investment in the

assets to increase the capacity resulting in

consumption of cash.

Keep a green tree in your heart and perhaps a

songbird will come.

- Chinese proverb

Contd on next page

Boston Consulting Group (BCG) Growth Share

Matrix is the most simplest way to analyze the

entity’s portfolio of investments. This matrix is

used for resource allocation in a diversified

company.

Boston Consulting

Group (BCG)

- Growth Share Matrix

Consultants’ Corner

8

Cash cows: Cash cows have low growth rate

and high market share. The products or the

SBUs under this category generate cash

because of the high market share but consumes

less because of the low growth rate. Over a

period of time when the growth rate comes down

stars will become cash cows.

Options available : Product development,

diversification, divestiture, retrenchment

Question marks: Question marks are also

called problem children or wild cats. The product

or SBUs under this category represents low

market share and high growth rate as a result of

which large amounts of cash are consumed but

enough cash is not generated. Hence if the

question marks are left unattended, it will result

in lots of cash locked up in these products or

SBUs. Every organization should work towards

transforming the question marks to stars and in

case there is a reduction in the growth rate then

the same should be turned into cash cows.

Options available: Market penetration, market

development, product development, divestiture

Dogs: Dogs have low growth rate and low

market share. They generate enough cash to

maintain themselves. Dogs are cash traps and

should be minimized by disinvestment or

liquidation.

Options available: Retrenchment, divestiture,

liquidation

Strategies

The organization should classify the products or SBUs

under each category mentioned above for the

purpose of pursuing the following strategies:

Build

The objective is to increase the market share

substantially for building a strong future.

Hold

The objective here is to preserve the market

share and maintain the strategy which the

organization is currently following.

Harvest

The objective is to increase the short term cash

flows despite the long term consequences.

Divest

The objective here is to sell off or liquidate the

business so that the resources can be best used

elsewhere.

The performance of the products should be analysed

by every organization which will guide them to a more

secure and better future. The performance will be

measured by the amount of cash that is generated by

the products. Hence the need for BCG Share Matrix

arises which uses the indicators of cash generation,

market share and market growth.

Ms. Sandya Manohar

can be reached at sandya.m@ncrcl.com

Opinion Poll Result

Consultants’ Corner

9

Best article in the Aug-Sep 2013 issue of Consultants’ Corner

The Editorial Team thanks its readers for taking part in this poll. We

request our readers to actively participate in this Opinion Poll since

the annual best article for CC would be selected based on your votes.

Total no. of votes

polled: 12

Mr. Gopal Agarwal

can be reached at gopal@ncrcl.com

One custom in Jainism after the last day of Paryushan (Samvatsari) is that of saying "Michhami Dukkadam". Those who are born in Jain families or having Jain friends are familiar with the meaning and theme be-hind it. I am trying to expand its meaning and the scope which would make it more meaningful.

Michchhami means to be fruitless (forgiven) and Dukkadam (Dushkrut) means bad deeds. Therefore the meaning of Michchhami Dukkadam is my bad deeds (with you) be fruitless.

So concept behind saying or writing someone "Michchhami Dukkadam" is that if I have done any harm to you, then those bad deeds to be forgiven (be fruitless). The Sanskrit version of the phrase is “mithya me dushkritaam” meaning "may the evil of it be in vain" or simply put "May my misdeeds be un-done.

If we reflect back on ourselves we would realize that our mind is continuously busy either thinking on something which may be near to us or could even be as far away as the other end of the world, talking or doing physical activities. This thinking, our words or our physical activities would be reflection of our happiness, sorrow, anger, greed, jealousy, and egoism, etc. and, depending upon how we react to those, we attract various types of new karmas to our souls. No prudent person would like to attract bad karma and at certain stages any karma at all.

It is not as easy as turning off a light switch but we have a choice to minimize our damage so that things would be more conducive for our social and spiritual uplift which should ultimately lead to salvation or liberation from this worldly life of any kind.

So keeping in mind, I wish you all Michhami Dukkadam! I forgive (from the bottom of my heart without any reservation)all living beings (who may have caused me any pain and suffering either in this life or previous lives), and I beg (again from the bot-tom of my heart without any reservation) for the for-giveness from all living beings (no matter how small or big to whom I may have caused pain and suffering in this life or previous lives, knowingly or unknow-ingly, mentally, verbally or physically, or if I have asked or encouraged someone else to carry out such activities). (Let all creatures know that) I have a friendship with everybody and I have no revenge (animosity or enmity) toward anybody.

Consultants’ Corner

10

The most important thing in this world is to

learn to give out love, and let it come in.

- Morrie Schwartz

What’s up at NCRCL?

Birthday wishes

Consultants’ Corner

11

Manjunath -19th Oct

Subba Rao - 25th Nov

Jeevan Rao - 9th Nov

The 14th Annual General Meeting of NCRCL was held on 14th Sep 2013 at Hotel Deccan Plaza, Chennai

Study Circle Presentation at NCRCL

1. Dr. R.S. Murali conducted a session on „My Experiences in

Botswana‟ on 02nd Aug 2013.

2. U S Mohanty conducted a session on ‘Fraud Detection and

Forensic Accounting’ on 14th & 29th Aug 2013.

3. Ashok Rao conducted a session on ‘Equator Principles’ on

05th Sep 2013.

4. Bhavana R. conducted a session on ‘Secretarial Stan-

dards’ on 20th Sep 2013.

5. Dr. R.S. Murali conducted a session on ‘Publications and

Research’ on 27th Sep 2013.

Institute of Management Consultants of India held a Training Workshop on “Developing Consultancy

Skills” on 28th Sep 2013 at Chennai

NCRCL mourns the death of Mr R. Ramachandran,

Ex-employee of our Chennai office who passed away on 15th

September, 2013. Our heartfelt condolences to his family.

Participants of the Training Workshop Dr. R S Murali, speaker, interacting with the

participants during the Training Workshop

An Exclusive Talk with Vinod Murali

Vinod Murali B.Com, CISA

Working as Consultant Support

Born on 17th February

Email: vinod.m@ncrcl.com

Phone No: +91 98406 98672

CC. The meaning of your name.

Vinod: Different

CC. Nickname.

Vinod: Vinu

CC. Your dream job.

Vinod: Forensic Accountant

CC Your first impression of NCRCL.

Vinod: Place to grow on a professional and personal front

CC. What personal/emotional characteristic of yours do you want to change?

Vinod: Impatient and impulsive

CC. Money or job satisfaction?

Vinod: Job satisfaction

CC. Your Stress buster.

Vinod: Listening to ARR music

CC. Do you have a small circle of close friends, rather than a large number of friends?

Vinod: Small circle of close friends

CC. What do you most like about a person?

Vinod: Sense of humour

CC. What do you most hate in a person?

Vinod: Playing the blame game

CC. Team work vs Individual work – your comments.

Vinod: Individuals work to their specific strengths and their synergy form a team.

CC. Do you make efforts to get others to laugh and smile?

Vinod: Yes

CC. Your heart rules your head or your head rules your heart?

Vinod: My heart rules my head

CC. What kind of special talent do you have?

Vinod: Out of the box thinking

CC. What are your hobbies?

Vinod: Playing football, reading books, writing my blog

1. Name the businessman of Indian origin behind Fairfax, the company that has acquired Blackberry?

2. Grand brand ____‟ by Balasubramanian and Ramakrishnan is a book about what or whom? Fill in the blank.

3. As per the new Companies Act, what is the minimum number of women directors mandatory in a Company Board of

Directors?

4. Which Indian businessman‟s IT account was hacked by a Hyderabad

based CA student and has been caught?

5. Expand VCES, the service tax amnesty scheme launched by Govern-

ment of India .

Send in your answers to the editor at cc@ncrcl.com

Participants with the correct entry will be awarded with a Recognition Cer-

tificate by NCRCL.

Last issue answers. 1 Mahesh Bhupati ; 2. It is not a company registered under the Compa-

nies Act; 3. % discounts involve calculations that cause anxiety. Hence some customers

prefer absolute discounts; 4. 40 hours in 4 days and taking 3 day weekend; 5. RedBus.in

Consultants’ Corner

12

The right answer was given by

Bhavana R

!!! Congratulations !!!

Editorial Board

Mr. C S Suresh, Executive Director

Mr. Ashok Rao, Executive Director

Editors

Ms. Sandya M, Consultant

Mr. Karthik M V, Consultant

Published by

NCR Consultants Limited, Chennai & Bangalore

Email to cc@ncrcl.com

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of clients, through values and social commitment.

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