A PROJECT REPORT

ON

“Coffee Connect – A TCS Initiative”

PREPARED FOR

SUBMITTED BY –

PRANAV PAVITHRAN (MM1719659)

IN PARTIAL FULFILLMENT OF

PGDM (PM & HRD) 2017-19

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 Declaration

I, Pranav Pavithran, student of Balaji Institute of Modern Management

(BIMM), hereby declare that this project report titled “Coffee Connect –
A TCS Initiative” is my original work carried out under the guidance of
Kamal Digarse submitted to Tata Consultancy Services Limited. This
report is neither full nor in part, has been submitted for the award of any
other degree of either this organization or any other university. This
project has been undertaken by me as a part of PGDM course.

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 Acknowledgement
Every Project big or small is successful largely due to the effort of a number of
wonderful people who have always given their valuable advice or lent a helping
hand.

I sincerely appreciate the inspiration, support and guidance of all those people who
have been instrumental in making this project a success.

I, Pranav Pavithran, a student of Balaji Institute of Modern Management, Pune,

am extremely grateful to ‘Tata Consultancy Services’ for the confidence
bestowed in me and entrusting my project entitled ‘Coffee Connect – A TCS
Initiative’.

At this juncture I feel deeply honored in expressing my sincere thanks to Mr

Kamal Digarse, as well as Mr Manadeep Bagchi for making the resources
available at the right time and providing valuable insights leading to successful
completion of my Project. I also want to thank the entire Talent Acquisition
Team in taking time out to teach me as much as they could.

I take this opportunity to thank Prof. (Col) A. Balasubramanian (President, Sri

Balaji Society) and Dr. Archana Shrivastava (Director, BIMM) for allowing me
to carry out the internship at Tata Consultancy Services Limited.

Last but not the least I place a deep sense of gratitude to my family members and
my friends who have been constant source of inspiration during the preparation of
this project work.

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 Table of Contents
S . No Particulars Page No
1 Industry Profile 6
2 Company Profile 9
3 Introduction 14
4 What is Coffee Connect 15
5 Implementation 16
6 Recommendations 17

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 INDUSTRY PROFILE

Introduction

The global sourcing market in India continues to grow at a higher pace compared
to the IT-BPM industry. India is theleading sourcing destination across the world,
accounting for approximately 55 per cent market share of the US$ 185-190 billion
global services sourcing business in 2017-18. Indian IT &ITeS companies have set
up over 1,000 global delivery centers in about 80 countries across the world.
More importantly, the industry has led the economic transformation of the country
and altered the perception of India in the global economy. India's cost
competitiveness in providing IT services, cost savings of 60–70 per cent over
source countries, continues to be the mainstay of its Unique Selling Proposition
(USP) in the global sourcing market. However, India is also gaining prominence in
terms of intellectual capital with several global IT firms setting up their innovation
centers in India.
India has become the digital capabilities hub of the world with around 75 per cent
of global digital talent present in the country.

Market Size

The internet industry in India is likely to double to reach US$ 250 billion by 2020,
growing to 7.5 per cent of gross domestic product (GDP). The number of internet
users in India is expected to reach 730 million by 2020, supported by fast adoption
of digital technology, according to a report by National Association of Software
and Services Companies (NASSCOM).
Indian IT exports increased to US$ 126 billion in FY18 while domestic revenues
(including hardware) advanced to US$ 41 billion.
Indian IT and BPM industry is expected to grow to US$ 350 billion by 2025 and
BPM is expected to account for US$ 50-55 billion out of the total revenue.
Total spending on IT by banking and security firms in India is expected to grow
8.6 per cent year-on-year to US$ 7.8 billion by 2017.
India’s Personal Computer (PC) shipment advanced 11.4 per cent year-on-year to
9.56 million units in 2017 on the back of rise in the quantum of large projects.

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Revenue from digital segment is expected to comprise 38 per cent of the forecasted
US$ 350 billion industry revenue by 2025.

Investments/ Developments

Indian IT's core competencies and strengths have attracted significant investments
from major countries. The computer software and hardware sector in India
attracted cumulative Foreign Direct Investment (FDI) inflows US$ 29.825 billion
from April 2000 to December 2017, according to data released by the Department
of Industrial Policy and Promotion (DIPP).
Leading Indian IT firms like Infosys, Wipro, TCS and Tech Mahindra, are
diversifying their offerings and showcasing leading ideas in blockchain, artificial
intelligence to clients using innovation hubs, research and development centres, in
order to create differentiated offerings.
Some of the major developments in the Indian IT and ITeS sector are as follows:

 Nasscom has launched an online platform which is aimed at up-skilling over

2 million technology professionals and skilling another 2 million potential
employees and students.
 Revenue growth in the BFSI vertical reached nearly 9 per cent y-o-y in the
fourth quarter of 2017-18.
 As of March 2018, there were over 1,140 GICs operating out of India.
 Private Equity (PE)/Venture Capital (VC) investments in India's IT &ITeS
sector reached US$ 7.6 billion during April-December 2017.

Government Initiatives

Some of the major initiatives taken by the government to promote IT and ITeS
sector in India are as follows:

 As a part of Union Budget 2018-19, NITI Aayog is going to set up a national

level programme that will enable efforts in AI* and will help in leveraging
AI* technology for development works in the country.
 The Government of India is going to explore new opportunities in various
sectors such as providing BPO service from home, digital healthcare and

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 agriculture to achieve the target of making India a US$ 1 trillion digital
economy.

Road Ahead

India is the topmost offshoring destination for IT companies across the world.
Having proven its capabilities in delivering both on-shore and off-shore services to
global clients, emerging technologies now offer an entire new gamut of
opportunities for top IT firms in India. Export revenue of the industry is expected
to grow 7-9 per cent year-on-year to US$ 135-137 billion in FY19.

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 Company Profile

Tata Consultancy Services Limited (TCS) is an Indian multinational information

technology (IT) service, consulting and business solutions
company headquartered in Mumbai, Maharashtra. It is a subsidiary of the Tata
Group and operates in 46 countries.
TCS is one of the largest Indian companies by market capitalization.TCS is now
placed among the most valuable IT services brands worldwide. TCS alone
generates 70% dividends of its parent company, Tata Sons. The parent group
recently decided to sell stocks of TCS worth $1.25 billion in a bulk deal. In 2015,
TCS is ranked 64th overall in the Forbes World's Most Innovative Companies
ranking, making it both the highest-ranked IT services company and the top Indian
company. It is the world's 9th largest IT services provider by revenue. As of 2017,
it is ranked 10th on the Fortune India 500 list. In April 2018, TCS became the first
Indian IT company to breach $100 billion market capitalization, and second Indian
company ever (after Reliance Industries achieved it in 2007) after its m-cap stood
at Rs 6,79,332.81 crore ($102.6 billion) in Bombay Stock Exchange.

Vision and Mission Statement

Vision :

"TCS’ vision is to decouple business growth and ecological footprint from its
operations to address the environment bottom-line. The green approach is
embedded in our internal processes and services offerings...... From green
buildings to green IT to a green supply chain, our mantra is to grow sustainably
and help our customers achieve sustainable growth through our green solutions and
service offerings"

Mission Statement :
Our mission reflects the Tata Group's longstanding commitment to providing
excellence:

1. To help customers achieve their business objectives by providing

innovative, best-in-class consulting, IT solutions and services.
2. To make it a joy for all stakeholders to work with us.

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FY18 Performance Highlights

1. Revenue
1. INR Revenue of 1.23Tn rupees, growth of 4.4% YoY.
2. USD Revenue of $ 19,089 Mn, growth of 8.6% YoY.
3. Constant currency revenue growth of 6.7%.
2. Profit
1. Operating Income at ` 305,020 Mn, Operating Margin of 24.8%.
2. Net Income at ` 258,260 Mn, $ 4,005 Mn, Net Margin of 21.0%
3. Demand
1. Clients $100M+ up by 3; $50M+ up by 13; $20M+ up by 17, $10M+
up by 40, & $5M+ up by 36
4. People
1. Net addition of 7,775, Closing headcount: 394,998
2. 5.6 Mn Learning days, 247,000+ associates trained in Digital,
208,000+ associates trained in Agile.
3. Women constitute 35.3% of total employee strength.

Competitors

Accenture

Accenture is one of TCS's top competitors. Accenture is a Public company that

was founded in Dublin, County Dublin in 1989. Accenture is in the Management
Consulting Services field. Accenture has 39,191 more employees vs. TCS.

Wipro

Wipro is perceived as one of TCS's biggest rivals. Wipro was founded in 1945 in
Bangalore, Karnataka. Wipro operates in the IT Services industry. Wipro generates
$6B more revenue than TCS.

Infosys

Infosys is a top competitor of TCS. Infosys's headquarters is in Bangalore,

Karnataka, and was founded in 1981. Infosys competes in the Data Processing
Services field. Infosys generates 73% of TCS's revenue
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Products and Services

TCS and its 67 subsidiariesprovide a wide range of information technology-related

products and services including application development, business process
outsourcing, capacity planning, consulting, enterprise software, hardware sizing,
payment processing, software management and technology education services.The
firm's established software products are TCS BaNCS and TCS MasterCraft.

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 Service Lines
TCS' services are currently organised into the following service lines

 Application development and maintenance (43.80%) value;

 Asset leverage solutions (2.70%);
 Assurance services (7.70%);
 Business process outsourcing (12.50%);
 Consulting (2.00%);
 Engineering and Industrial services (4.60%);
 Enterprise solutions (15.21%); and
 IT infrastructure services (11.50%).

Operations

TCS has 289 offices across 46 countries and 147 delivery centers in 21
countries.At the same date TCS had a total of 58 subsidiary companies.

Strategy for Longer-Term Growth

TCS’ strategy for longer-term growth is to continually extend the core IT services
business by expanding its geographic reach, industry coverage and service
capabilities and deepening existing client relationships, building or acquiring
emerging businesses and adopting or creating new business models and business
solutions through continuous innovation.

Key elements of this strategy are summarized here:

 Customer-centricity
 Full Services Capability
 Global Network Delivery Model™ (GNDM™)
 Strategic Acquisitions
 Non-linear Business Models

Customer-centricity: We seek to build, nurture and deepen customer relationships

so we are trusted strategic partners to our customers. Our industry-segmented,

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 customer-centric organization is an important enabler that has ensured high levels
of accountability, superior customer service and intimacy.

Full Services Capability: TCS has been investing in building a comprehensive,

integrated portfolio of services to capture the entire value chain of IT, presenting a
compelling value proposition for global enterprises making us a one-stop shop for
many key clients, significantly deepening the relationship and boosting our share
of the wallet.

Global Network Delivery Model™ (GNDM™): TCS' GNDM™ lets us

seamlessly and uniformly deliver services to global customers from multiple
locations across India, China, Europe, North America and Latin America. Teams
separated by time zones collaborate on projects, leveraging all of TCS' assets while
subscribing to one global service standard. It uses multiple levers of time zone,
language, skills and local business knowledge to deliver high quality business
solutions seamlessly across the globe, using a globally connected workforce,
integrated delivery processes and multi-tiered infrastructure. This model developed
by TCS is now recognized as the benchmark of excellence in software
development. For large clients expanding beyond their home markets, the scale and
depth of our GNDM™ capability makes us their preferred strategic partner.

Strategic Acquisitions: While primarily focusing on organic growth, TCS is also

open to selective strategic acquisitions in order to penetrate select markets,
strengthen verticals and enhance service offerings.

Non-linear Business Models: TCS has been building non-linear growth

businesses that can enable revenue growth without commensurate headcount
growth. Non-linearity in the existing businesses comes from productivity-
enhancing tools, frameworks, solution accelerators and managed services
engagements.

In addition, TCS is pursuing three strategic initiatives for non-linear growth:

 Software Products (Asset Leveraged Solutions)

 Platform-based BPO services (Process Clouds)
 iON – an IT-as-a-service solution for small and medium business

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 Introduction

There is always a risk of candidates dropping out after accepting the offer. This
kind of situation is every recruiter’s nightmare. Hence to avoid such situations TCS
has introduced several methods to increase communication with candidates post
their offer acceptance. This study is focused on what is Coffee Connect and how
did we go about in implementing it.

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What is Coffee Connect?
It is an informal session where the candidates get to interact with the some of the
top leaders of the Organization. Candidates get to ask doubts regarding their role in
the Company, learning opportunities, future prospects etc. They also get to interact
with other candidates who are going to join TCS.

The purpose of such a session is not just to reduce the dropout rate, but also to
establish the brand image of the Company among the new recruits. They should
know what kind of Company they are about to join.

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 Implementation
Invitation

 First, the new recruits were called and invited to attend the ‘Coffee Connect’
session. We had to explain to them what the session was all about and why it
was beneficial to them. Some candidates are reluctant to attend such
sessions. Such candidates needed special convincing to do so. Non joiners
were also encouraged to attend the session. At the end of the day, an invite
mail was sent out to all those were to attend, stating the date and venue off
the session.

The Day of the Session

 A brief introduction is given to the candidates on how the day would

proceed for them.
 An eminent leader of TCS is roped in to give a speech to the candidates.
He/she has most probably served in TCS for more than a decade or so. They
share their journey through TCS and various other experiences. Candidates
are allowed to ask questions related to the Company and about their role in
the Company as well. They can also ask questions related to their project.
 A video on the TCS Journey and TCS experience is shown.
 Candidates are given a tour of the TCS campus.
 Various games are held where the winners are given certain merchandises.
This helps the candidates to interact amongst themselves too.
 During the Coffee Break, they are allowed to interact with the various
recruiters in the campus.
 The day ends on a high note with a brief gratitude speech.

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 Recommendations

 Feedback should be collected about the session so that we can better match
candidate’s expectations.
 Provision should be made for those candidates who were not able to attend
the session. For ex, a short video of the entire session can be sent to them.

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