Notes: 3P Bisiness Review Meeting7 th April-2014

3P Business Review Meeting7 th April-2014

Business & Client Metrics

The number of new clients in CY has gone down from the same period last year, from 16 new clients to 9 new clients for 3P, while for SHRCPL the number of new clients in the current year has more than doubled over the same period last year, from 6 new clients to 14 new clients.
Debtors

33% of outstanding payments are < 30 days old
11% are 30–60 days
3% are 60–90 days
25% are above 90 days

Our average productivity for the Group has remained constant at 3 in the current year.
For 3P, it has decreased from 3.8 to 2.8, while for SHRCPL the productivity has increased from 2.3 to 3.5.
ACME, DFPCL & Simon and Paradrep Phosphates share the first 3 positions, with contributions amounting to 36.78% of the total revenues.
These 3 clients contribute 42% of the total retainers billing and 42% of the final fees for 3P.
Imsofer, Crystal Crop & VKL share the first 3 positions, with 44% of the total billing.
These 3 clients contribute 34% of the total retainers billing and 46% of the final fees for SHRCPL.

Business Development

Our concentration in Q3 was in the Agrochemicals, Seeds, NGO and Pumps space.
We also partially looked at the Engineering sector.
In Q4, our focus again will be on the same sectors.

Mitchelle will work closely with Arpita on Agrochemicals and Seeds, and Magda for NGOs.

Arpita to draft a standard mail highlighting few marquee clients in the same space to be sent to prospective clients.
Corporate NGO foundations also to be reached out.
Mital wanted some tips on effective BD – the SPIN approach was explained by Pradeep.
BD efforts to be more aggressive.
Pune has shown a considerable increase in number of clients as well as revenues as compared to Q2, followed by Mumbai.
Number of clients in Delhi has shown a significant drop.
As a Group, the Engineering / Automotive industry contributes 51%, while Process contributes 16%.
General Management as a function contributes 36%, followed by Engineering / Manufacturing which contributes 33% for 3P.
Finance and HR have shown a substantial decline of 31% as compared to Q2 for 3P.

Page 2 – Important Insights: Q3 Review

Participants:
TLs + Mital + Divyesh + Associate Consultants and Consultants for most of the discussions.

Business Review (Financial)

Data presented was for YTD and a comparison made with Q2 in the current year and Q3 in the last year.
The data was split into:

First Retainer / Professional Fees
First & Second Retainer
Final Fees
It was collectively decided that Professional Fees analysis poses problems and should be split into Second Retainer only.

Q3 targets not met – achieved 201 lakhs against a target of 320 lakhs.
Overall deficit is around 250 lakhs after taking into account guaranteed and anticipated (sure conversion) till year end.
To cover the deficit:

Proactive quick recommendations
Quick closures on existing mandates
Convert anticipated to guaranteed
Get fresh first retainers

A possible revenue of 21 lakhs from DFPCL, ACME and Simon projected.
The Group showed a growth of 36% compared to last year revenues.

3P revenues grew by 10.38%
SHRCPL revenues grew by 186.49%

SHRCPL revenues included fees from Imsofer as part of the Transition Management Service, but the same was excluded while calculating employee productivity.
It was decided to have services segregated as:

Search (3P)
Selection (SHRCPL)
RPO & Transition Management going ahead

3P revenues for Q3 showed a decrease of 36% compared to Q2, while SHRCPL showed a decrease of 19% vs Q2 and an increase of 134% vs last year (excluding Imsofer).
Earnings between 5–10 lakhs contributed 26% of the billing this year vs 11% last year for 3P, indicating more low-value assignments.
41% of revenues were generated from earnings < 5 lakhs for SHRCPL, while earnings > 8 lakhs contributed 20% for SHRCPL.

Page 3 – Process Audit, HR & Other Notes

Process Audit

Process Audit for 3P showed many defaulters on the list of questions being prepared, while in SHRCPL standard mail templates were not being followed uniformly.

PIF to be scrapped from the 3P Process Audit.

Anshika and Juhi to work together in sync to have similar Audit Reports.
Graphical representation of CIR presented by Saumya and Gaurav.
A very comprehensive Resource Allocation module prepared and presented by Gaurav.

To be operational from next financial year.
Test to be conducted and certain changes recommended.

Leave calendar was discussed and amended.

Going ahead we would have 18 PLs and 6 CLs
No leave encashment
Leaves could be accumulated
Details to be shared by Raju with larger group.

Appraisals would be twice a year.

Scores on assignments would carry only weightage as average good and excellent.

Compliance-related issues like default in daily reports, FF, Process Audit to be accounted for in Appraisal scoring.
1 hire in Delhi at RA / SRA level, while the hunt for a senior person in Pune to continue.
Creation of Practice Groups –

HR and Finance
Krishna Sagar for HR
Tejas for Finance
Krishna Ajmera and Vrinda to be reserved for active assignments
Rohan to be responsible for aligning and monitoring their progress.

HR-related announcements to be made by Raju.
SHRCPL team alignment:

Sonal, Magda and Reshma, Neha, Alka, Juhi, Manasi and Ahmedra to be allocated to Sonal, Anchal, Aditi and a new recruit to Magda
Saumya and Ashima on an interim basis to Reshma till she identifies a RA.

FF additional licenses to be bought.
Responsibility:

Raju: 3 additional data entry operators to be hired for SHRCPL
Mitchelle: Hire a specialist for Internet Market Research

Strategic & Assignment Analysis

Key Strategic Points

For SHRCPL, Sales & Marketing contribute 38%, while General Management contributes 15%, followed by Manufacturing and Finance.
Industry Function Analysis to be conducted twice a year.
RPO models to be discussed with Ferrero and ACME.
Crystal RPO to be finalised – Magda to front-end the same.
Cut short delivery times drastically and create a robust research team.
Use this as a USP for acquiring new business.
Probe and analyse the flat fee model.

Assignment Analysis

Fresh target lists set for all assignments.
3P has very few high-priority assignments, whereas most of the SHRCPL assignments have moved to In Progress.
The Resource Allocation client-wise profitability showed that ACME, Lohia, Panner, Paradeep Phosphates and Simon have been highly profitable accounts for 3P.
Legal has been a loss-making account as well as WIPRO.
For SHRCPL, Die-trich is a profit-making account, while Care and Crystal have been loss-making accounts.
Mitchelle to introduce a Projected Revenue column in the sheet.

50% of the earning potential should be considered as cost.

The order book showed 102 assignments across the group with an earning potential of 800 lakhs.

As a group, 63% of the assignments are in the compensation range of below 40 lakhs.

In 3P, 30% of the number of assignments are on a flat fee structure, which is 44% of the total value of business for 3P.
In SHR, 25% of the total number of assignments are at 12.5% price point, which is 11% of the total value of SHR business.
At group level, 43% of the assignments are delayed in delivery (basis the contract).

39% of 3P and 45% of SHR assignments are delayed.

85% of delayed assignments are retained mandates.
Crack team to be formed for assignments under trouble or a fresh perspective required.
Same to be applied for critical assignments.

Identified assignments:

DFPCL EV Projects
Crystal Head SCM
Crystal VP QA
Lohia Director Mfg

Assigned to: Sachin and Bala

Page 5 – Dates for Next Annual Business Review

Dates for next Annual Business Review:
7th, 8th and 9th April 2014

Sonal, along with a team of 3, to be responsible for Annual consolidated crisp MIS for the Group.

Page 6 – Agenda: Annual Business Review Meet

Agenda – Annual Business Review Meet

Date	Time	Duration	Activity	Moderator	Participants
Wed, 9 April 2014	9:00–10:30 am	1.5 hrs	BD Analysis by Funnel (Overall)	Arpita	TLs
	10:30–11:30 am	1 hr	Industry / Function Analysis (Current + Last year)	Jodi + Mitchelle	TLs
	11:30 am–1:00 pm	1.5 hrs	Region / Accounts – Top Analysis	Sonal + Madhura	TLs
	1:00–1:30 pm	30 mins	Lunch	NA	TLs + Panel
	1:30–2:30 pm	1 hr	Digital Presence Presentation & Discussion	TBR	TLs
	2:30–4:00 pm	1.5 hrs	Digital Presence Presentation & Discussion by Search Vertical	TBR	TLs
	4:00–5:30 pm	1.5 hrs	Analysis of Delayed Deliveries (3P & SHRCPL)	Sonal	TLs
	5:30–6:00 pm	30 mins	Wrap-up for the day + Brainstorming	TLs
Thu, 10 April 2014	9:00 am–1:00 pm	4 hrs	Alignment on FY2014–15 Targets and Individual Commitments	NP	TLs
	1:00–1:30 pm	30 mins	Lunch	NA	TLs
	1:30–3:30 pm	2 hrs	Review Issues	Mitchelle	TLs
	3:30–5:00 pm	1.5 hrs	Floor Meeting	Raju	3P Group
	5:00–5:30 pm	30 mins	Photograph Session	Sonal	TLs
			VC session

✅ Complete Document Conversion Done

You now have the full digitised version of:

Business Review
Financial & Performance Insights
HR & Process Notes
Strategic Decisions
Assignment Analysis
Action Items
Future Planning
Meeting Agenda

All in clean, structured text.

Here is the clean, structured text conversion of the final three pages you shared from the
“3P Business Review Meeting – 7th April 2014” document.

Page 7 – Agenda: Annual Business Review Meet (Detailed)

Agenda – Annual Business Review Meet

Date: Monday, 7th April 2014

Time	Duration	Activity	Moderator	Participants
11:00 am – 1:00 pm	2 hrs	Overall Financial Review (Deep-dumping, Growth, Fees?)	Sonal	TLs, Gaurav, Anshika, Rahul, Rohan
1:00 – 1:30 pm	30 mins	Lunch Break	NA	All
1:30 – 3:30 pm	2 hrs	Overall Business Review (Deep-dumping, Growth, Fees?)	Sonal	TLs, Gaurav, Anshika, Rahul, Rohan
3:30 – 5:30 pm	2 hrs	FY2014–15: Way Forward (Revenue Stream / Business Strategy / Operational Effectiveness / Key Initiatives)	NP	TLs
5:30 – 7:00 pm	1.5 hrs	Wrap-up for the day + Brainstorming	TLs	TLs

Date: Tuesday, 8th April 2014

Time	Duration	Activity	Moderator	Participants
9:00 – 10:30 am	1.5 hrs	Flat Fee Model (3P + SHR)	Sonya	TLs
10:30 – 11:30 am	1 hr	RPO Model (3P + SHR)	Sachin + Bala	TLs
11:30 am – 1:00 pm	1.5 hrs	Infrastructure Analysis (3P + SHR)	Kunal	TLs
1:00 – 2:30 pm	1.5 hrs	Lunch Break	NA	TLs
2:30 – 3:30 pm	1 hr	Resource Allocation Profitability Analysis	Mitchelle	TLs
3:30 – 4:00 pm	30 mins	Resource Allocation Issue Sheet Analysis	Mitchelle	TLs
4:00 – 5:00 pm	1 hr	Discussion on 25%+ Candidates in Revenue	Sonal	TLs
5:00 – 7:00 pm	2 hrs	Discussion with Adil Malik	Adil Malik	TLs + Adil
7:00 pm onwards	—	Dinner	—	TLs + Adil

Page 8 – Handwritten Numerical Notes

Handwritten Calculations / Notes (as visible):

55.67
7.50
32.11
18.29
60.60
16.89
10.12
18.34
40.00
18.59
18.07
16.11
16.21
46.07
26.71
56.41
60.07
68.77
44.02

(Likely internal percentage / performance calculations, no labels provided in the scan.)

Page 9 – INFERENCES

INFERENCES

Our employee productivity has fallen from 5.5 to 2.6, which indicates that our costs have increased while there is not much significant increase in revenues.
Our new client count has dropped from 55 to 28%.
BD efforts need to be more aggressive.
Our top 10 clients across 3P Group and 3P standalone contribute 51% to the revenues, with Ferrero, Paradeep Phosphates, Simon and Crystal Crop topping the list.
While in SHRCPL, they contribute 78%, with major contributions from:

Crystal Crop
VKL Seasoning
Care India

Our billings below 1 lakh have dropped by 50%, while those between 5 to 10 lakhs have increased by 50%.
Our concern for retained business is the billings above 25 lakhs, which is just one for this year.
The average debtor ageing is 44 days for the 3P Group.