Fun @ Work Place

Project Report On:

FUN AT WORK PLACE

Subject : Human Resource Management

Submitted To: Prof. Rebello.

Prepared By: Mohd. Adil (45), Memon Afzal (32)

Date: 12/3/2010

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ACKNOWLEDGEMENT

First and foremost let we sincerely thank ALMIGHTY for the great opportunity and

blessings that he has showered up on us for the successful and timely completion of our

project work.

We extent our sincere gratitude to Dr. Vidya Hatangadi Director of AIAIMS institute of

management research and studies for her kind support and guidance for making our

project great success.

We extent our sincere gratitude to guide Mr. Rebello, lecturer, Allana Institute of

Management studies for the kind support and proper guidance without which the project

would not have been efficiently completed

We render our whole hearted thanks to librarian, for their assistance and co-operation

given to us in regard to this work.

We are extremely indebted to the Management of INTELENET and Mr.ASHOK

MISHRA, Manager (HR Dept.) who gave us the privilege to carry out my project in their

distinguished institution. Let us take this opportunity to thank all the Intelenet staff for

their help and co-operation.

Once again we take this opportunity to convey my sincere thanks to each and every

person who helped me directly and indirectly in the successful completion of this project.

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CONTENTS :

Sr. Topics PageNo. No.

1. Executive Summary………………………………….1

2. Company Introduction………………………………5

2.1 Lux Soap…………….........................................................10

3. Competitors of lux soap……………………………..11

4. Marketing Mix …………………………………….....21

5. Lux Advertisement Through Ages…………………..31

6. SWOT Analysis of Lux…………………………….50

7. Data Analysis……………………………………….53

8. Conclusion…………………………………………63

9 Recommendation…………………………………..65

10 Case Study………………………………………....66

11 Appendix………………………………………….71

12 References…………………………………………80

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EXECUTIVE SUMMARY

Overview

With the explosion of different brand of soaps, customers

are now switching over to the brand of soaps which gives

better promotional schemes, high quality, less price,

attractive packaging, and better advertisement. However,

not everyone has access to these brands consumers who are

loyal towards using a particular brand shows brand loyalty

some of the company like Hindustan Unilever Ltd. Captures

the wide area of market with their best offered promotional

schemes and makes the consumers switch over to their

demand.

Objectives of the study

The main objectives of the study are:

i) To assess the consumer sales promotion schemes offered

on Lux.

ii) To get an insight into retailers’ views regarding the

schemes being offered on Lux.

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iii) To study consumer perceptions regarding various

schemes on Lux and responses toward them.

Scope of the Study

The geographical scope of the study was restricted to

Mumbai due to time and resource constraints. The study

being exploratory in nature, the sample size was restricted

to 80 consumers (mostly student group) and 20 retailers.

Focus being mainly on in-depth probing, the generalizations

drawn are only indicative and not conclusive.

Limitations of the Study

Response biasness could be one of the limitations.

The sample chosen may not be the true representative of

the whole population.

As the research was exploratory in nature, it was not

possible to study the accurate phenomenon of the fact.

Methodology:

In order to address the above questions an exploratory

study was conducted. The idea was to probe and get deeper

insight into sales promotion scenario of Lux and to tap

perceptions of retailers and consumers. In order to address

above mentioned objectives

(i) Study of secondary sources was carried out,

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(ii) Responses of retailers were taken using structured

questionnaire and

(iii) Structured questionnaire was designed to seek

consumer responses.

Convenience sampling was used for both retailers as well

as consumer studies. Twenty retailers ranging from small

kirana store to big provision stores were approached. All

the retailers were located in South Mumbai Area. The

respondents for consumer study were mostly students and

consumers found as per convenience in the market. The

total respondents were 80 in number. Data analysis is done

using software package like MS-EXCEL.

Abstract:

The origins of personal cleanliness date back to prehistoric

times. Since water is essential for life, the earliest people

lived near water and knew something about its cleansing

properties - at least that it rinsed mud off their hands. A

soap-like material found in clay cylinders during the

excavation of ancient Babylon is evidence that soap making

was known as early as 2800 B.C. Inscriptions on the

cylinders say that fats were boiled with ashes, which is a

method of making soap, but do not refer to the purpose of

the "soap." Such materials were later used as hair styling

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aids. Soap got its name, according to an ancient Roman

legend, from Mount Sapo, where animals were sacrificed.

Rain washed a mixture of melted animal fat, or tallow, and

wood ashes down into the clay soil along the Tiber River.

Women found that this clay mixture made their wash

cleaner with much less effort.

Some of the early instances of commercial

manufacturing of soap are:

In Britain references began to appear in the literature from

about 1000AD, and in 1192 the monk Richard of Devizes

referred to the number of soap makers in Bristol and the

unpleasant smells which their activities produced

A century later soap making was reported in Coventry.

Other early centers of production included York and Hull. In

London a 15th century "sopehouse" was reported in

Bishopsgate, with other sites at Cheapside, where there

existed Soper's Lane (later renamed Queen Street), and by

the Thames at Blackfriars Andrew pears. In 1789, he

commenced production of a transparent soap at a factory in

Wells Street, off Oxford Street and became hugely

successful.

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COMPANY BACKGROUND

Introduction:

Intelenet Global Services is a leading third party BPO

Company with 41 centres globally that that delivers

Business Process Outsourcing Services to Fortune 500

companies in the UK, USA, Australia and India in industries

as diverse as banking & finance, insurance, retail, telecom,

healthcare, information technology, travel and hospitality.

Intelenet constantly

seeks to provide

effective solutions to

global organisations

seeking to reduce

costs while

consistently

maintaining superior service levels. Our focused third party

BPO expertise helps us to cost-effectively align practical and

effective solutions with the specific outsourcing strategies

and needs of our client base.

Intelenet has built a robust infrastructure consisting of state

- of - the - art facilities strategically located throughout

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globe. We have 33,000 employees across 41 delivery

centres located in India, UK, USA, Central America,

Philippines, Mauritius and Poland.

The Management team at Intelenet has been with the

company since inception and embodies an entrepreneurial

spirit that has seen the company through tremendous

growth from just 25 employees at a single site to over

33,000 employees across 21 locations globally in just 10

years.

Intelenet has focused on both organic and inorganic growth.

With our acquisition of Sparsh, a domestic BPO company in

2005 and concentrated effort in the domestic BPO segment,

we are now the largest BPO provider serving the domestic

BPO market in India. Our acquisitions in 2007 and 2010

have helped us expand our global footprint and language

capability.

Our employee engagement practices have enabled us to

build a motivated workforce that continuously out -

performs client expectations. Our focus on employee

engagement has won us Hewitt Associates 'Best Employer

in India and Asia' for 2009 and '2nd among Large

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Organisations' at Economic Times Best Workplaces in India

for 2008 and 2009.

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What They Do:

Intelenet impacts your business by seeking to reduce costs

while consistently maintaining superior levels of service.

Our solutions extend across all strata of BPO, technology

and consulting

100% BPO FOCUS

Intelenet has a unique ‘co – sourcing’ model with a 100%

BPO focus, unlike other firms whose core proficiencies may

lie in consulting or IT. We have a proven track record in re-

engineering processes across industry lines. Our value –

added services vary from customisation of processes for

clients and knowledge management to the more complex,

where technology becomes an enabler for enhanced

performance on metrics, reporting tools and middleware.

In addition, we have established “Centres of Excellence” for

transitioning and project management that are designed to

ensure on – time, successful “go – live”. Our Process

Improvement Team ensures that best practices developed

by individual teams are shared throughout the company so

that all clients benefit in terms of cost savings, enhanced

productivity and quality.

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The Intelenet growth story involves rapid growth from just

25 employees at a single site to over 33,000 employees

across 41 centres in India and overseas in just 10 years,

making it the 2nd largest employer in the Indian BPO space.

Centres of Excellence:

During the process transition phase, Intelenet endeavours

to map each process end – to – end thus gaining an in-depth

knowledge of the process to be offshored. This knowledge is

embedded in our knowledge management repository across

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each vertical and service line leading to Centres of

Excellence.

INTELENET VISION & VALUES

VISION:

To add value to our clients’ business by providing cost –

effective, premium quality customer management services

and be the preferred vendor for global outsourced BPO

services.

VALUES

Discipline:

To stick to an action, thought or behavior which results in

achieving desired outcome or success?

Adhering to deadlines

Conducting oneself professionally

Ensuring productivity

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Trust:

To add value to our clients’ business by providing cost

– effective, premium quality customer management

services and be the preferred vendor for global

outsourced BPO services.

Maintaining Transparency

Sharing accurate information

Living upto commitments

Care:

Genuine concern that an employee has for the

organisation as well as the society at large

Showing basic respect, concern and empathy

Collaborating – extending oneself towards common

goals , helping team members grow

Contributing to social causes

Value Delivery:

Customer centricity

Anticipating client requirements

Proactively working towards building ones own

capabilities

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Fun at Intelenet

Intelenet value-driven culture continues to direct the

group's growth and businesses. Values are the key corner

stones in the working lives for all employees at Intelenet.

Employee Listening

Facilities

Fun@Work

Employee Support

Employee Listening:

Intelenet has implemented both Structured and Non-

Structured Employee Listening initiatives to encourage

open communication throughout the organization. Feedback

gathered from employees is documented and used as

guidelines to introduce new people practices and fix

problem areas if any.

Our HR team/Counsel team is

accessible for various issues

like joining formalities or

anything that comes up during

an employee’s stint with

Intelenet. In addition, Intelenet

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also has a counsellor to help employees with issues that

they may face at work or personally.

Structured ‘Employee Listening’ initiatives include:

Open door policy

Operations Manager Meet (Focus Groups)

HR Open Forum

Exit Interviews

Senior Management Floor Walk and CXO interactions

Buddy System for the first three months to help

employee settle into the organization

Open employee communication channels such as

‘Town Hall’ meetings, Focus Group meetings, I-Scoop,

to share important organizational and industry

developments

Annual Employee Satisfaction Survey (ESAT) to

identify areas of improvements and necessary

improvement actions are initiated. As a part of the

Employee satisfaction survey, we track certain

parameters to measure employee satisfaction and their

well being such as Perception of Organizational

Leadership, Company Image, Quality of Work Life,

Compensation, Training, and Performance & Career

Appraisal. This survey is conducted by Gallup twice a

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year and results are shared across the organization. Its

results are an important input in drawing Intelenet’s

HR policies.

Facilities:

At Intelenet, employees enjoy state-of-the-art facilities that

match or exceed industry-best standards. A world-class

working environment and facilities such as:

Regular, comfortable transportation

Ergonomically designed workstations, Microprocessor

controlled air-conditioning

and internal lighting

In-house ATM, Concierge

Services for bill payment

Fully equipped Gym

Sessions on Diet, Food &

Nutrition coupled with

lessons on physical exercises & aerobics

Health & Safety Compliance

24 hour cafeteria with vending machines, microwaves

Hospitalization coverage, accident insurance

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Gratuity and PF

Issue of stock options to Key/Critical Resources -

option of wealth creation and bonding to the

organization

Asset building opportunities

Support for higher education, computer courses,

Learning centers & libraries

Intelenet believes in building ‘fun’ activities in developing

an employee base that is

involved in the organization as

well their individual processes.

Intelenet has a dedicated in-

house Social Committee with

the sole responsibility of

engaging employees in

activities and events that refresh the mood of the employees

and rejuvenating them to get back to work. Events such as

‘Friday Dhamaal’, Tambola, dance workshops, Cricket and

Volleyball Tournaments energise employees.

Intelenet encourages the

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development of sports. We also have an active Cricket and a

football team that participates in various corporate level

and inter-BPO Tournaments. Our cricket team has been

actively participating and winning tournaments such as

Times Shield and various tournaments.

Intelenet also encourages and supports talented employees

to pursue their hobbies and interests.

The highlight of Intelenet’s ‘Fun at Work’ initiatives is our

15-day long fun filled Employee Appreciation Programme.

This is a 15-day programme organized exclusively for

employees that recognizes and appreciates the role of

employees in Intelenet’s success. The Employee

Appreciation Programme rewards employees that have

demonstrated performance and also actively engages

employees and their families in contests, events, and

entertainment and provides a platform for employees to

showcase their talents.

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REFERENCES

The information included in this project is taken from the

reference:

BOOKS:

Marketing Research :

By Varma M. ,Agarwal R.

By Majumdar

WEBSITES:

www.indiainfoline.com

www.hul.com

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