SUMMER TRAINING REPORT (BBA 311)

“STUDY OF OPERATIONS AND STRATEGIC MANAGEMENT”

Undertaken at

“FUNDOO TUTOR”

Submitted in partial fulfilment of the requirements

For the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

To

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of: Submitted by:

Ms. Keenika Arora Varun Mendiratta

Faculty Guide BBA-V Sem, Shift 1st

13517001720

Session 2020 to 2023

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 To Whom It May Concern
I Varun Mendiratta Enrolment No. 13517001720 from BBA-V Sem, Shift 1st of the Tecnia Institute of
Advanced Studies, Delhi hereby declare that the Summer Training Report (BBA-311) entitled “Study of
Operations and Strategic Management” at “Fundoo Tutors” is an original work and the same has not been
submitted to any other Institute for the award of any other degree. A presentation of the Summer Training
Report was made on _______________________ and the suggestions as approved by the faculty were duly
incorporated.

Date: Signature of the Student

Certified that the Summer Training Report submitted in partial fulfilment of BACHELOR OF BUSINESS
ADMINISTRATION (BBA) to be awarded by G.G.S.I.P. University, Delhi by
________________________ ,Enrolment No. ________________ has been completed under my guidance
and is Satisfactory.

Date: Signature of the Faculty Guide

Name of the Guide:

Designation:

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3
 ACKNOWLEDGEMENT

It is indeed a moment of immense gratification for me to express my deepest gratitude to Mr. Sourabh Soni
, Managing Director, Fundoo Tutors. and

Ms. Keenika Arora (TIAS) for providing me with an opportunity to carry out this project study and help
me create this report on “STUDY OF OPERATIONS AND STRATEGIC MANAGEMENT FOR
FUNDOO TUTORS”.

I am grateful to him for casting an excellent academic ambiance, without which the project would not have
been fulfilled. I express my sincere gratitude to my project guide for his guidance and supervision during the
development of this project and for making it a reality.

Last but not least I would like to thank the teachers staff of library, seniors, friends, and well-wishers for
their enormous support and encouragement.

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 TABLE OF CONTENTS

SERIAL NO. PARTICULARS PAGE NO

1. INTRODUCTION 6-38
 Introduction
 Objectives of Study
 Scope of Study
 Company Profile
 Industry Profile

2. Review of Literature 39-42

3. Research Methodology 43-44

4. Data Reduction, Presentation & Analysis 45-54

5. Data Interpretation 45-54

6. Summary & Conclusions 55-61

 suggestions, Scope for further Study
& Conclusion
 Questionnaire

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 EXECUTIVE SUMMARY
This study was conducted to learn more about the operations and Strategies for Fundoo tutor’s Growth as
well as the developmental problems they face in the market.

This project's main goals are to comprehend and investigate the company's reach as well as determine the
efficacy and degree of performance of current networks. Finding out how satisfied current trade clients are
with the company's operations and channel efforts is another goal of this research.

This study examines a number of variables that may have an impact on Fundoo Tutor's development, after
which solutions are developed to deal with any issues that may arise.

The research conducted was of the exploratory type and has been conducted among the customers, in the
Delhi market.

The sample size considered for the study was 60 and all the customers of the company are within the
defined scope.

For the study, certain Delhi markets are considered. Primary data collection was done by interviewing the
customers using a questionnaire. Secondary data is collected through company annual reports and previous
market reports.

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 CHAPTER-1

INTRODUCTION

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 INTRODUCTION

What Is Operations Management?

Operation management is the activity of tracking Operations against targets and identifying opportunities for
improvement - but not just looking back at past Operations. The focus of Operation management is the
future - what do you need to be able to do and how can you do things better? Managing Operations is about
managing for results. Operation-based management at any level in the organization should demonstrate that

 You know what you are aiming for

 You know what you have to do to meet your objectives

 You know how to measure progress towards your objectives

 You can detect Operation problems and remedy them

Why is it important?

The Modernizing Government agenda sets challenging new Operation objectives for organizations, from the
delivery of high-quality services that meet the needs of their customers and stakeholders to doing more
within the constraints of available resources, through to a continuous improvement in how the organization
itself operates. Operation management underpins the operations and processes within a strategic change
program framework. Sound practices and targets, which are both flexible and reactive to change, are needed
to achieve Operation improvement. The effective operation of your organization depends on the
contributions of activities at all levels - from top management policy development to efficiently running
operations. In response to the pressures and opportunities for improving organizational Operations, you need
to understand how to define and measure Operations as part of a concerted strategy for relevant, successful,
and cost-effective operations.

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 HISTORY

The history of production and operation systems began around 5000 B.C. when Sumerian priests developed
the ancient system of recording inventories, loans, taxes, and business transactions. The next major historical
application of operation systems occurred in 4000 B.C. It was during this time that the Egyptians started
using planning, organization, and control in large projects such as the construction of the pyramids. By 1100
B.C., labor was being specialized in China; by about 370 B.C., Xenophon described the advantages of
dividing the various operations necessary for the production of shoes among different individuals in ancient
Greece . In the Middle Ages, kings and queens ruled over large areas of land. Loyal noblemen maintained
large sections of the monarch’s territory. This hierarchical organization in which people were divided into
classes based on social position and wealth became known as the feudal system. In the feudal system,
servants produced for themselves and people of higher classes by using the ruler’s land and resources.
Although a large part of labor was employed in agriculture, artisans contributed to economic output and
formed guilds. The guild system, operating mainly between 1100 and 1500, consisted of two types:
merchant guilds, who bought and sold goods, and craft guilds, which made goods. Although guilds were
regulated as to the quality of work performed, the resulting system was rather rigid, shoemakers, for
example, were prohibited from tannin hides. The industrial revolution was facilitated by two elements:
interchangeability of parts and division of labor. Division of labor has always been a feature from the
beginning of civilization, the extent to which the division is carried out varied considerably depending on
period and location. Compared to the Middle Ages, the Renaissance and the Age of Discovery was
characterized by a greater specialization in labor, one of characteristics of growing European cities and trade.
It was in the late eighteenth century when Eli Whitney popularized the concept of interchangeability when
he manufactured 10,000 muskets. Up to this point in history of manufacturing, each product (e.g. each gun)
was considered a special order, meaning that parts of a given gun were fitted only for that particular gun and
could not be used in other guns. Interchangeability of parts 43 allowed the mass production of parts
independent of the final products in which they will be used. In 1883, Frederick W. Taylor introduced the
stopwatch method for accurately measuring the time to perform each single task of a complicated job. He
developed the scientific study of productivity and identifying how to coordinate different tasks to eliminate
wasting of time and increase the quality of work. The next generation of scientific study occurred with the
development of work sampling and predetermined motion time systems (PMTS). Work sampling is used to
measure the random variable associated with the time of each task. PMTS allows the use of standard
predetermined tables of the smallest body movements (e.g. turning the left wrist by 90°), and integrating
them to predict the time needed to perform a simple task. PMTS has gained substantial importance due to the
fact that it can predict work measurements without actually observing the actual work. The foundation of
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PMTS was laid out by the research and development of Frank B. and Lillian M. Gilbreth around 1912. The
Gilbreths took advantage of taking motion pictures at known time intervals while operators were performing
the given task. The idea of the production line has been used multiple times in history prior to Henry Ford:
the Venetian Arsenal (1104), Smith pin manufacturing in the Wealth of Nations (1776) or Brunel's
Portsmouth Block Mills (1802). Ransom Olds was the first to manufacture cars using the assembly line
system, but Henry Ford developed the first auto assembly system where a car chassis was moved through the
assembly line by a conveyor belt while workers added components to it until the car was completed. During
World War II, the growth of computing power led to further development of efficient manufacturing
methods and the use of advanced mathematical and statistical tools. This was supported by the development
of academic programs in industrial and systems engineering disciplines, as well as fields of operations
research and management science (as multi-disciplinary fields of problem solving). While systems
engineering concentrated on the broad characteristics of the relationships between inputs and outputs of
generic systems, operations researchers concentrated on solving specific and focused problems. The synergy
of operations research and systems engineering allowed for the realization of 44 solving large scale and
complex problems in the modern era. Recently, the development of faster and smaller computers, intelligent
systems, and the World Wide Web has opened new opportunities for operations, manufacturing, production,
and service systems

Operations Management – A Core Aspect of Every Business

Operations management involves ongoing activities of an organization that produces repetitive and long-
term outputs such as supplying services or manufacturing products. Defining what is operations management
for a particular field is essential as it is vital in every field. Operations management aims to ensure that the
day-to-day operations are smooth, cost-effective, and well-timed while maintaining critical quality
standards.

What is the Role of Operations Management?

Operations management constitutes diverse responsibilities, from product development to project

management.

 Capacity planning – Operations management involves evaluating the number of products or

services a company can sell or distribute in a particular period.
 Product design/service design – Product design or service design involves generating new ideas and
creating a service or product to ensure that the products sold/ services rendered to customers meet
their needs and expectations. Operations management needs to consider the cost-efficiency of a
product while ensuring that it meets the needs of customers.

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  Quality control – This involves quality management or quality assurance. It deals with monitoring
services or products through each step in the production process or service operations for probable
issues or errors.
 Process improvement and optimization – This involves evaluating the steps involved in a process
and recreating the process totally or restructuring the steps to maximize efficacy.
 Supply chain management – This involves managing the supply chain process by maintaining
control of sourcing of the supplies, the production process, inventory management, sales, and
distribution, at affordable rates. This results in lower overhead costs, effective production, and timely
delivery of products.
 Operations management is also responsible for high-level strategizing and planning.

Critical factors for success

 Focusing on outcomes that meet business objectives, rather than outputs

 Managing Operation by cascading down from the top and building bottom-up

 Defining and using measures that evolve over time

 Using a mix of short and long term measures, and selecting measures that link cause and effect

 Measuring effectiveness (doing the right things) and efficiency (doing things right) in parallel

 Relating individuals' reward and remuneration with achievement of outcomes.

Who is involved?

Business managers are responsible for setting targets and managing Operation against those targets; contract
managers monitor service Operation from the customer viewpoint; service providers supply Operation
information.

Principles

Operation management should be an integrated part of a business lifecycle helping an organization to mature
through evolving and changing Operation measures, from their definition through to monitoring and review
in addition, by including the IS/IT component throughout this lifecycle, rather than just considering it as a
'downstream' cost 54 of provision, there should be enhanced benefits from an increased and more effective
contribution from any investment made in IS/IT.

You will need to ensure that you have adopted sound practices in commissioning and acquiring IS/IT
services to achieve Operation improvement. Operation management identifies opportunities for maximizing
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improvements in managing service delivery in the future. Operation management helps you to make
decisions about investment routes, affordability and setting investment priorities in the face of competing
demands for resources.

Levels of Operation management

1. The effective Operation of your organization depends on the contribution of activities at all levels - from
top management policy development through to efficiently run operations. There are three or four levels
of Operation management in the model framework below, some organizations may combine the
strategic level with the organization’s priorities level

2. Organization’s priorities: at the highest level Operation management is rooted in the organization’s long
term business strategy. Measures at this level are of impact, resource utilization and public service
improvement.

3. Strategic level Operation management: at this level the management concern is from an "outside in" as
well as an internal perspective. Measures are of outcome, such as 55 volume and value of service take-
up, upward trends for inclusion, staff and users' satisfaction.

4. Program level Operation management: Operation management at this level is focused on the desired
results of programs of change, to demonstrate what has been accomplished. The measures used would
include those stated in individual business cases. Benefits management would help to determine if these
are achieved.

5. Tactical or operational service level Operation management: here the management focus is concerned
with service delivery and outputs, using conventional service level agreement approaches and related
measures of aspects such as volumes and quality.

Although Operation measures and indicators may be different at each level, they will need to be.

 Directional - to confirm that you are on track to reach the goals.

 Quantitative - to show what has been achieved and how much more is to be done.

 Worthwhile - adding more value to the business than they cost to collect and use.

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Strategies of Operations Management

Operations management involves managing a wide range of tasks – devising strategies is of utmost
importance
Strategies of operations management could include the utilization of data, handling data, inventory analysis,
identifying departments or specific processes within departments that need overhauling, social
accountability, departmental collaboration, human resource management, and many more.

Importance of Operations Management

Operations management is the heart of any organization. Below are pointers that would explain the
importance of operations management.

 Operations management oversees the complete operating system of an organization.

 Operations management is essential for organizations to manage their daily activities seamlessly.
 Operations management controls all the processes and handles issues including design, operation,
maintenance, and improvement of the systems. It also maintains smooth, effective, timely production
of products and services even when unexpected situations arise.
 Operations management helps improve the reputation of an organization and thus has a positive
influence on its capability to achieve growth and stability goals.
 Operations management ensures that products meet the quality standards and customers’
expectations. Thus, satisfied customers also mean customers buy from you again and referrals, which
further improves brand value, giving a competitive edge in the market.
 Operations management includes recognizing and optimizing the processes included in the
production of services or goods, which can help cut costs. Thus, operations management facilitates
selling more products/services and reducing costs, which means increased revenues and enhanced
growth of an organization.
 Operation management motivates the employees toward their roles and improves employee
productivity.

Roles & Responsibilities of Operations Management

The various functions of operations management are listed below:

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 1. Forecasting

Forecasting is an attempt at predicting the future with the help of systematic analysis and scientific methods.
It is an essential part of operations management as it assesses the controllable and uncontrollable factors and
makes predictions for the organization. It may also involve provisions or suggestions for dealing with those
predicted scenarios. 

2. Planning

Capacity measures the rate of the production capability of a facility. One of the most important operations
management responsibilities is finding out the kind and quantity of capacity needed and the time by which it
needs to be produced. It involves assessing the facility’s current capacity, forecasting future needs,
identifying and analyzing possible resources to fulfill those needs, evaluating alternative resources, and
selecting the best among them.

3. Location Facility

It is important to determine a location facility of the plant that can ensure maximum operating efficiency.
For example, a coal plant is best located near a water source with the availability of coal near; it provides
efficiency, cost control, and profit. But the selection of facilities is based on the easy and regular supply of
labor, resources, and raw materials. Factors like nearness to the market, power availability, transportation
facilities, climate suitability, and government rules are also considered. An ideal location contributes to an
organization’s smooth working, the opposite of which will hinder its growth.

4. Layout

A good plant layout plans for placement of machines, pieces of equipment, utilities, service areas, storage
areas, and arrangement of other facilities. In addition, it ensures a safe workspace, ease of maintenance,
fulfillment of requirements, and long-run efficiency in its operations with minimal investment.

5. Integration of Activities

Successful execution of an organization’s operations includes cordial and efficient workflow between
various departments such as sales, production, and accounting. The Operations management system ensures
the allocation of financial resources for purchases from the accounting department, receiving products from
the production department, making the product reach the sales department, and effective delivery of goods or
services from the customer service department. In addition, it ensures there is uninterrupted functioning of
the organization through back and forth communications, continuous coordination, and feedback.

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What is strategic management?
Strategic management is the ongoing planning, monitoring, analysis and assessment of all necessities an
organization needs to meet its goals and objectives. Changes in business environments will require
organizations to constantly assess their strategies for success. The strategic management process helps
organizations take stock of their present situation, chalk out strategies, deploy them and analyze the
effectiveness of the implemented management strategies. Strategic management strategies consist of five
basic strategies and can differ in implementation depending on the surrounding environment. Strategic
management applies both to on-premise and mobile platforms.

What are the benefits of strategic management?

Strategic management is generally thought to have financial and nonfinancial benefits. A strategic
management process helps an organization and its leadership to think about and plan for its future existence,
fulfilling a chief responsibility of a board of directors. Strategic management sets a direction for the
organization and its employees. Unlike once-and-done strategic plans, effective strategic management
continuously plans, monitors and tests an organization's activities, resulting in greater operational efficiency,
market share and profitability.

Strategic management concepts

Strategic management is based around an organization's clear understanding of its mission; its vision for
where it wants to be in the future; and the values that will guide its actions. The process requires a
commitment to strategic planning, a subset of business management that involves an organization's ability to
set both short- and long-term goals. Strategic planning also includes the planning of strategic decisions,
activities and resource allocation needed to achieve those goals.

Having a defined process for managing an institution's strategies will help organizations make logical
decisions and develop new goals quickly in order to keep pace with evolving technology, market and
business conditions. Strategic management can, thus, help an organization gain competitive advantage,
improve market share and plan for its future.

Five stages of strategic management process

There are many schools of thought on how to do strategic management, and academics and managers have
developed numerous frameworks to guide the strategic management process. In general, the process
typically includes five phases:

 Assessing the organization's current strategic direction;

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 Identifying and analysing internal and external strengths and weaknesses;

 Formulating action plans;

 Executing action plans; and

 Evaluating to what degree action plans have been successful and making changes when desired results
are not being produced.

Effective communication, data collection and organizational culture also play an important part in the
strategic management process -- especially at large, complex companies. Lack of communication and a
negative corporate culture can result in a misalignment of the organization's strategic management plan and
the activities undertaken by its various business units and departments. (See Value of organizational culture.)
Thus, strategy management includes analyzing cross-functional business decisions prior to implementing
them to ensure they are aligned with strategic plans.

Types of strategic management strategies

The types of strategic management strategies have changed over time. The modern discipline of strategic
management traces its roots to the 1950s and 1960s. Prominent thinkers in the field include Peter Drucker,
sometimes referred to as the founding father of management studies. Among his contributions was the
seminal idea that the purpose of a business is to create a customer, and what the customer wants determines
what a business is. Management's main job is marshalling the resources and enabling employees to
efficiently address customers' evolving needs and preferences

In the 1980s, a Harvard Business School professor called Theodore Levitt, developed a different strategy
with a focus on the customer. This strategy was different from the previous emphasis on production -- i.e.,
creating a product of high quality ensured success.

Distinctive competence, a term introduced in 1957 by sociology and law scholar Philip Selznick, focused on
the idea of core competencies and competitive advantage in strategic management theory. This enabled the
creation of frameworks for assessing the strengths and weaknesses of an organization in relation to the
threats and opportunities in its external environment. (See SWOT analysis).

Canadian management scientist Henry Mintzberg concluded that the strategic management process could be
more dynamic and less predictable than management theorists had thought. In his 1987 paper, "The Strategy
Concept I: Five Ps for Strategy," he argued "the field of strategic management cannot afford to rely on a
single definition of strategy." Instead, he outlined five definitions of strategy and their interrelationships:

 Plan: Strategy as a consciously intended course of action to deal with a situation.

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 Ploy: Strategy as a maneuver to outwit a competitor, which can also be part of a plan.

 Pattern: Strategy stemming from consistency in behavior, whether or not intended and which can be
independent of a plan.

 Position: Strategy as a mediating force or match between the organization and environment, which can
be compatible with any or all of the Ps.

 Perspective: Strategy as a concept or ingrained way of perceiving the world -- e.g., aggressive pacesetter
vs. late mover -- which can be compatible with any or all of the Ps.

SWOT analysis

A SWOT analysis is one of the types of strategic management frameworks used by organizations to build
and test their business strategies. A SWOT analysis identifies and compares the strengths and weaknesses of
an organization with the external opportunities and threats of its environment. The SWOT analysis clarifies
the internal, external and other factors that can have an impact on an organization's goals and objectives.

The SWOT process helps leaders determine whether the organization's resources and abilities will be
effective in the competitive environment within which it has to function and to refine the strategies required
to remain successful in this environment.

Balanced scorecard in strategic management

The balanced scorecard is a management system that turns strategic goals into a set of performance
objectives that are measured, monitored and changed, if necessary, to ensure the strategic goals are met.

The balanced scorecard takes a four-pronged approach to an organization's performance. It incorporates

traditional financial analysis, including metrics such as operating income, sales growth and return on

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investment. It also entails a customer analysis, including customer satisfaction and retention; an internal
analysis, including how business processes are linked to strategic goals; and a learning and growth analysis,
including employee satisfaction and retention, as well as the performance of an organization's information
services.

As explained by the Balanced Scorecard Institute:

"The system connects the dots between big picture strategy elements such as mission (our purpose), vision
(what we aspire for), core values (what we believe in), strategic focus areas (themes, results and/or goals)
and the more operational elements such as objectives (continuous improvement activities), measures (or key
performance indicators, or KPIs, which track strategic performance), targets (our desired level of
performance), and initiatives (projects that help you reach your targets)."

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Value of organizational culture

Organizational culture can determine the success and failure of a business and is a key component that
strategic leaders must consider in the strategic management process. Culture is a major factor in the way
people in an organization outline objectives, execute tasks and organize resources. A strong organizational
culture will make it easier for leaders and managers to motivate employees to execute their tasks in
alignment with the outlined strategies. At organizations where lower-level managers and employees are
expected to be involved in the decision-making and strategy, the strategic management process should
enable them to do so.

It is important to create strategies that are suitable for the organization's culture. If a particular strategy does
not match the organization's culture, it will hinder the ability to accomplish the strategy's intended outcomes.

Process Of Strategic Management

An organization must follow a set of processes for strategic planning to be effective and fruitful. The
following are the steps in the strategic management process:

1. Identifying Direction

The first step requires the organization to have a clear vision and direction. Before developing plans, a
business should determine its short- and long-term objectives. The company will not have any clarity on
processes and procedures unless it sets its goals beforehand.

2. Analyzing Resources

An organization must first arrange its resources to carry out specific tasks to reap the strategic management
benefits. For example, someone who excels at marketing may struggle to manage the organization’s public
relations. Hence, the management should assess its resources and select the best one for respective
processes.

3. Framing Strategies

After selecting the best resource for every process, the organization frames its action plan for accomplishing
the goal. This strategic planning consists of elements needed to achieve the set objectives effectively. The
analysis, assessment, and supervision of processes at every stage help the business resolve issues, whether
internal or external.

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 4. Implementing Strategies

Following the strategy development based on the organization’s objectives, the next stage is to execute them.
Every business must train its human resources, from entry-level employees to managers, to ensure they fully
understand the process. It will bring core competencies into action within the organization for the best
possible output.

5. Evaluating Effectiveness

The review of strategies is the final step in the process. Looking into each aspect of the business during the
strategy formulation and implementation helps the management identify the efforts of every individual. The
organization can recognize these efforts through performance appraisal schemes, which are essential aspects
of the business.

What is an Operations Strategy?

Operations strategy is an aspect of operations management that is concerned with long term planning for a
company’s customer service and business strategies. Operational strategies focus on the goals and
aspirations of the company, as well as the actual plans for getting the business to achieve their goals.
These strategies are tasked with ensuring that proper processes and technology are in place to support the
business in reaching its goals. This means that strategic plans should include not only the identification of
existing processes and technologies, but also considerations around the supply chain, their customers, their
competitors, their own strengths and weaknesses, and the business facilities. An analysis of these aspects
should be conducted to identify how they support or hinder the business strategy, and what needs to be
done to optimize their usefulness and verify operational capabilities.

Proper strategic plans should be utilized for every product or service, new and old. During product
development, companies can use these plans to make certain that there is appropriate understanding of the
manufacturing strategy and how it ties in to the sales strategy. This helps to make sure that costs are being
optimized throughout the process and helps minimize the chances of operations functioning in unexpected
ways. Updating plans allows for companies to make sure that their competitive priorities have not changed
and that they are continually improving their products and services as new information arises. Tracking
competitors and their offerings can help organizations identify not only the weaknesses of the competitor,
but also their own. Organizations can then use this information to refine their strategies.

Ensuring an appropriate corporate strategy can help ensure a competitive advantage by:

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  Ensuring quality: By creating an operations strategy, businesses can identify the expected quality
of their product or service and then ensure that the goal is being met at every step of the process.
This means that the product operates as expected, and all pieces or steps conform to design and
characteristics that were set as the standard. Quality can also entail that the appropriate aesthetic,
the way products and services look and feel, is met every time. This reduces costs associated with
having to remake or remodel products and services, as well as decreasing returns or complaints
when quality expectations have not been met.  

 Improving customer experiences: Operations strategies should include specific discussions

around customers, their expectations, and how to meet and exceed these expectations. By setting a
standard of care, organizations can clearly lie out the ways that customers should be treated. This
helps to standardize customer’s experiences, so that no one feels like they are being left out or
treated unfairly. This assurance also helps customers to know what they can expect every time they
interact with the organization.

 Ensuring reliability: A large aspect of operations strategies lies in setting a standard and holding
to it. Regardless of the product or service being offered, the company should be confident that it
works as expected. Proper reliability relies on proper testing, and operational strategies should
include specific instructions about the testing and research that should be completed at every
development stage, as well as information regarding how to use this information for future
developments.

This various strategy involved in operations, such as the strategy to change to an international organization.

1. Global View

When taking a worldwide look -- take what is currently performed domestically and move it to another
country or countries -- there are six main reasons why an organization might change to an international
organization:

1. Provide better goods and services.

2. Improve the organization's supply chain.

3. Reduce costs, such as labor, tariffs, taxes, and more.

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4. Learn to improve operations.

5. Understand other markets.

6. Employ top-of-the-line contributors from all over the world.

Provide Better Goods and Services

The goal of every business is to provide the best goods or services they possibly can. Learning from
businesses in other countries can provide insight into how to do that. Taking advantage of being in their
location, especially for service industries, can open whole new markets and provide the next level of quality
in service provision. Providing new customers with quick and adequate service creates returning customers.
The same applies when a customer is satisfied with a good and keeps buying more of the same.

Improve the Supply Chain

The supply chain is a critical piece in an organization's success. There is significant benefit to moving or
locating new facilities in countries that are close to unique resources, such as expertise, materials, or
workforce. Much like the Silicon Valley in the 1980s was known for its computer expertise, such center
points of knowledge or technology are all over the world. Smart operations managers are looking for ways to
get their inputs better or faster across the entire spectrum of resources.

Reduce Costs

There are very evident ways to reduce costs, and then some not-so-visible ways that exist when looking at
global possibilities. Moving production to international locations can save money. Low-skill jobs shifted to
countries with lower wage costs saves money. It also frees higher skilled workers to perform more high-skill
jobs, instead of tasks that are less challenging and make inefficient use of their time. Such savings can be
used as capital investment funds, another variable in productivity.

There are also advantages in trade agreements. Agreements between the United States and other countries
that make trade free, lower tariffs, or otherwise reduce costs may be less visible to the general public,
shareholders, and other stakeholders, but are something of which operations managers need to be aware. The
World Trade Organization (WTO) has helped reduce tariffs to an average of 3 percent today, down from 40
percent in the 1940s. This is a huge cost savings and should be explored. Some such trade agreements are
NAFTA (USA, Canada, Mexico), APEC (the Pacific Rim countries), MERCOSUR (Argentina, Brazil,
Paraguay and Uruguay), and SEATO (Australia, New Zealand, Japan, Hong Kong, South Korea, New
Guinea, and Chile), just to name a few.

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Learn to Improve Operations

Learning does not happen in isolation. It is best served when encouraging the free flow of ideas. Customers
benefit from this the most, as do the firms that actively participate. Look for opportunities to partner or
exchange one strength for another. One country may excel at production, while your firm has excellent
inventory control. Working together on a product line may improve efficiency for both parties -- something
that translates into lower prices or improved quality for your customers.

Understand Markets

One of the best side effects of participating in international business is the requirement to interact with
foreign customers. This can provide great insight into current markets, trends, and customer demands that
can help your organization plot a course for the future. This helps with diversification of product lines, add
production flexibility, and can smooth out a business cycle.

Employ Global Talent

By being global, your organization can offer more, and better, employment opportunities. Such opportunities
are in high demand by talented individuals looking to expand and enhance their career. Their gain is also
your gain as you can access different ideas, knowledge bases, and skill sets. This also gives your company
more flexibility with your workforce, ability to transfer and utilize top notch people all over the globe and
retain those individuals who view international employment as a chance to see the world.

All of these things give your organization a competitive advantage, as the world grows smaller, due to
improved communication and transportation.

2. Mission and Strategy

Mission is the purpose or rationale for an organization's existence.

For example: What does your organization contribute to society?

The mission of your company will be the compass by which all other decisions are made. It is all about
satisfying a customer's needs and wants. A good mission statement will provide the boundaries and focus
around which the firm can rally. Developing a good strategy is difficult but can be made easier if the
organization has a well-defined mission.

23
Strategy is the organization's plan of action to achieve the mission. Every functional area has its own
strategy on how to do its part to help the entire organization achieve its mission. Such strategies consider
strengths, weaknesses, threats, and opportunities -- and how to best take advantage of them, or conversely,
minimize them. Taken as a whole, the contributions of the functional area strategies support the mission and
the success of the organization.

3. Competitive Advantage

There are three ways that firms strategize to meet mission: differentiation, cost leadership, and response.
Operations managers turn these into tasks to be completed in order to deliver goods and services cheaper,
better, or more responsively.

A key factor in any of those strategies and tasks is to establish competitive advantage. What makes your
goods or service more unique than anyone else who may offer the same? Competitive advantage is the
creation of an exclusive advantage over competitors.

Differentiation

It is important to set your product up as different from competitors. It needs to be special or unique in some
way. There are ways to make this happen in almost every function within a company. The goal is to find
something that adds value to the customer. It may not be in price, but in quality. It could be in accessibility,
like location, or offering follow-up customer service, like repair and maintenance. The only limit is the
imagination of the operations manager.

Cost

Cost is not all about the dollars and cents; it also includes what your customer perceives as maximum value.
It means driving down costs, without making it low-cost or low-quality. There are ways to do this behind the
scenes, in resource allocation, turnover times, shifts and routes, just to name a few. This can turn into a
dollar-and-cents saving to the customer, although he or she may not know why. As long as the low-cost
leadership is in line with strategy and mission, anything is possible.

24
Response

Response is broader than just delivery to a customer of a good or service. It also includes the organization's
ability to adjust timely to other factors or changes in the marketplace. It is the set of values related to rapid,
flexible, and reliable performance. The operations manager who can design a system to do so in all three
regards is a formidable one.

Strategic OM Decisions

These three concepts come into play as operations managers make good decisions in the seven major
functional areas of operations management, otherwise known as operations decisions.

1. Product and Service Management. What good or service do we offer and what is the design of it?

2. Operations and Supply Chain Management. Should we make or buy what we need to produce our good
or service? If we purchase it, who can supply it?

3. Inventory Management. How much should we keep on hand? When do we re-order?

4. Forecasting and Capacity Planning. What does the short-term and long-term schedule look like? How
much can we make in what period of time?

5. Operations Scheduling. What do we need for materials? Personnel?

6. Management of Quality. What quality system should we use? What impact does quality have on our
organization?

7. Facilities Planning and Management. How is the facility used in production? What is its relationship to
other resources? How should it be arranged?

When sound operations management decisions are made, it shows that the strategies were effective, and the
organization's mission can be met.

25
Example -1

Dave intends to extend his constrained furniture business by introducing a new product category, i.e., all
home decor goods. However, he is unsure how his brand would perform as it took years for him to establish
his furniture business due to a delay in identifying negative factors. Thus, to avoid any risk this time, Dave
conducts SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis as part of the strategic
management.
He identifies the strong and weak points of business. He also analyzes potential opportunities and threats
based on the current market trend. Accordingly, Dave strategizes and plans the processes, starting from
manufacturing to advertising, ensuring that he allocates the right resources at the right places.

Example-2

The old strategy calendar is a strategic management approach that signifies the process execution in isolation
without guidance, coordination, or collaboration. As a result of the disconnect between enterprise strategy
and strategic groups and units, many businesses failed to achieve their goals.

Due to performance concerns, the economic slump, rising expenses, and invading imports, Chrysler Group
experienced massive losses in 2000. It was when the automotive manufacturer decided to combine all
strategy-related activities into a single functional unit. As a part of this, it set up the Office of Strategy
Management. It aided in the management of company strategies. Furthermore, it helped in the development
of new products by business units.

26
The collaboration of employees and management resulted in core competencies required to achieve business
goals. In 2004, the automobile brand successfully launched a series of new sedans and made a profit of $1.2
billion despite struggling domestic market.

OBJECTIVES OF THE STUDY:

 To understand and study the Operations strategies of the company.

 To know the reach of Fundoo Tutor’s Services in the market.
 To find opportunities for development of new distribution strategies.

27
 SCOPE:

 The scope of the study is restricted to the region of Delhi. Customers in this region are taken into
consideration for the study.

 To study the marketing strategies prevailing in the organization

28
 COMPANY PROFILE

FUNDOO TUTOR’S ~ BUILDING FUTURE

HEADQUARTERS- CHANDIGARH, INDIA

INDUSTRY- EDUCATIONAL SERVICES
FOUNDED- 2020
FOUNDER & CEO: SOURABH SONI
SPECIALITIES- ONLINE TUTORING SERVICES
ADDRESS- House No. 3279 Sector -125, New Sunny Enclave, Mohali 140301 India
EMAIL- FUNDOOTUTOR@[Link]
CONTACT- +917889217144
WEBSITE- [Link]
TYPE: Private Held

Fundoo Tutor, headquartered in Chandigarh, is one of India's most reliable Online Education firms. As
Tutoring Providers, We are passionate educators. We don’t believe real education always means a formal
school or a college degree. We believe that real education should ignite and quench your curiosity. We are
passionate about helping  students to get connected with the right tutors in their journey of real education.
 
“LIVE INTERACTIVE CLASSES TO KEEP CURIOSITY AND LIKING OF SUBJECT
INTACT,” is our motto. This is what we refer to as Educational Literacy.

WHY WE STARTED THIS?

Many students say that they don’t like “A Particular Subject” And We will always ask them back hey wait!
do you mean you don’t understand the subject or you really don’t like it and Most of them still say well “I
just don’t like it” It is clear cut case where “teacher” we repeat “teacher” has not done the job well. The
teacher has done the great job if  Student says something like “I very much  like this subject  but its just that
I don’t understand it completely” Here the teacher deserve the appreciation. We are passionate to connect
students with tutors who can keep the liking of the subject intact.
We create a pathway between our customers and our knowledge. We believe that the certainties outweigh
the uncertainties, and we want our clients to be ready for such situations.

29
In a fast-moving and increasingly complex global economy, our success depends on how faithfully we
adhere to our core principles: delivering exceptional clients services; acting with integrity and responsibility
and supporting the growth of our employees.

Our ability to maintain the basic values of providing excellent customer service, operating with honesty and
accountability, and promoting staff growth in today's fast-paced and more complicated global world.

3. key services which Fundoo Tutor is engaged in are:

 Online Tutoring.
 Online Courses.
 Online Consulting.

OUR MISSION

SINCE WE HAVE 3 YEARS EXPERIENCE

By designing a well-diversified Courses based on our Students attitude and needs, we aim to give superior
Educational Services. In today’s fast paced and increasingly sophisticated global world, maintaining our
basic values of providing exceptional customer service, operating with honesty and responsibility, and
supporting staff growth is vital.

OUR VISION

OPERATING WITH HONESTY AND ACCOUNTABILITY

We don’t believe real education always means a formal school or a college degree. We believe that real
education should ignite and quench your curiosity. We are passionate about helping  students to get
connected with the right tutors in their journey of real education.

OUR SUPPORT

EXCELLENT CUSTOMER SERVICES

We only hire best, to our basic values of providing excellent customer service, operating with honesty and
accountability, and promoting staff growth is critical in today’s fast paced and more complicated global
world.

30
OUR PRODUCTS & SERVICES
OUR ESSENTIAL SERVICES AT FUNDOO TUTORS:

TUTORING SERVICES
Tutoring programs can seem simple and straightforward. However, the wrong student-tutor match can be a
waste of your time and investment. Without the right Online tutoring service, your child could become more
frustrated. Fundoo Tutor offers a vast range of programs that can be tailored to each student the tutors work
with. We provide quality in-home and online tutoring services you can trust. Our goal is to help students not
just understand a subject, but understand how to learn and develop their potential in the future. Students can

choose from private Online tutoring Sessions, or Group Sessions.

EDUCATION CONSULTANCY
As a professional career consultant and career coach We believe passionately that self-knowledge is your
most powerful tool when developing your potential and planning your career journey. However the best
counselling doesn’t just involve psychometric assessments and aptitude tests, career tests and scores - it also
requires working one-to-one to really understand your ambitions, your real strengths and your passions. The
best career guidance comes from a mentoring approach, and over the last two decades We’ve been able to
help high school students, graduates, career changers and senior executives to maximise their potential.”
A good career is when our interest and abilities match together, unfortunately our interest can keep changing
due to the circumstances and to the environment we are exposed towards. But something that stays with us is
our abilities. An Education Consultant helps you to give our career the right kickstart.

ONLINE DOUBT SOLVING

Often, teachers spend hours and even the whole day answering online doubts and questions asked by
students. Many times, they are required to answer the same doubts and questions time and again. A
conventional approach like this guzzles up their coaching bandwidth. But Fundoo Tutors resolves this
challenge to a significant extent. How?

Yes. Fundoo Tutor’s online doubt solving feature enables you to consolidate all the similar questions, helps
teachers to answer and upload them in the system, and notify students once the answers are ready. Students,
in turn, receive the notification on the application or email. As a result, teachers save time answering the
questions, and students also get answers to their questions in a relatively quick manner.

31
MOCK TESTS
Mock Tests are like practice papers based on the latest syllabus and pattern of an examination. We
provide mock tests for preparation. We Provide Mock Tests For major competitive exams such as
NEET, CET, JEE Main, etc. provide mock tests online. The purpose of releasing the tests is to
familiarize the aspirants with the pattern and difficulty of the actual exam. Mock tests are a vital part of
the preparation for a competitive exam. They are the simulation of the actual exams, which helps the
candidates to get a real-time experience of the main examination.

We release a series of mock tests with different sets of questions. Aspirants must appear for the test to
analyze their performance. Aspirants need to submit the test within the specified duration. One can
appear for the online test anywhere and anytime increasing its accessibility.

ONLINE COURSES

An online class is a course conducted over the Internet. They are generally conducted through a learning
management system, in which students can view their course syllabus and academic progress, as well as
communicate with fellow students and their course instructor. We Provide a wide variety of online courses
for our students so they can have better understanding of what they want to learn and gain more skills. They
can choose from a wide variety of Free and paid courses.

STUDY MATERIAL

Get Online Study Materials for CBSE, ICSE, IIT JEE Main & Advanced, NEET, and Other Boards like
NCERT Textbook Solutions, Syllabus, Revision Notes, Important Questions, Important Formulas, Previous
Year Question Papers & Sample Papers with Solutions to help you to score well in your Examinations. By
studying from the free exam materials, students can get exam-ready and ace any Competitive exams with
ease. 
The students who prepare for the competitive exams are usually under stress as they get nervous with the
exam preparations. Due to this, they need to get the study resources as much as they can from the different
sources as the exams are difficult because of the level of competition. Thus, Fundoo Tutors provides its
students with the latest resources to learn, practice, and work on the preparation to ace the exams. The free
online resources for CBSE, ICSE, IIT JEE Main and Advanced, NEET, and other boards are available on
Fundoo Tutor’s website for free download.

32
 SWOT ANALYSIS

STRENGTHS: -
1. Existence of more than sufficient productive capacity in tanning.
2. Easy availability of low cost of labour.
3. Exposure to export markets.
4. Managements with business background become quality and environment conscious.
5. Presence of qualified leather technologists in the field.
6. Comfortable availability of raw materials and other inputs.
7. Massive institutional support for technical services, designing, manpower development and marketing.
8. Exporter-friendly government policies.
9. Tax incentives on machinery by Government.

WEAKNESSES: -
1. Low level of modernisation and upgradation of technology, and the integration of developed technology is
very slow.
2. Low level of labour productivity due to inadequate formal training / unskilled labour.
3. Horizontal growth of tanneries.
4. Less number of organised product manufacturers.
5. Lack of modern finishing facilities for leather.
6. Highly unhygienic environment.
7. Unawareness of international standards by many players as maximum number of leather
industries are SMEs.
8. Difficulties in accessing to testing, designing and technical services.
9. Environmental problems.
10. Non availability of quality footwear components
11. Lack of fresh investment in the sector.
12. Uneconomical size of manufacturing units.
13. Competition among units vying for export orders leading to undercutting.

33
OPPORTUNITIES: -

1. Abundant scope to supply finished leather to multinationals setting up shop in India.

2. Growing fashion consciousness globally.
3. Use of information technology and decision support software to help eliminate the length of the
production cycle for different products
4. Product diversification - There is lot of scope for diversification into other products, namely, leather
garments, goods etc.
5. Growing international and domestic markets.
6. Exposure to newer markets through Fairs/ BSMs
7. Retain customers through quality supplies and timely deliveries
8. Aim to present the customer with new designs, infrastructure, country & company profiles.
9. Use of modern technology
10. Exhibit strengths in manufacturing, for example, strengths in classic shoe manufacturing, hand crafting
etc.
11. De-reservation of the footwear sector.

THREATS: -

1. Stiff competition from other countries.(The performance of global competitors in leather and leather
products indicates that there are at least 5 countries China, Indonesia, Thailand, Vietnam and Brazil, which
are more competitive than India.)
2. Non- tariff barriers - Developing countries are resorting to more and more non – tariff barriers indirectly.
3. Improving quality to adapt the stricter international standards.
4. Fast changing fashion trends are difficult to adapt for the Indian leather industries.
5. Limited scope for mobilising funds through private placements and public issues, as many businesses are
family-owned.

34
 INDUSTRY PROFILE

The online tutoring services market share in India is expected to increase by USD 14.76
billion from 2020 to 2025, and the market's growth momentum will accelerate at a CAGR of
15.96%.

This online tutoring services market in India research report provides valuable insights on the
post COVID-19 impact on the market, which will help companies evaluate their business
approaches. Furthermore, this report extensively covers online tutoring services market in
India segmentations by end-user (higher education and K-12) and Courses (STEM courses,
language courses, and other courses). The online tutoring services market in India report also
offers information on several market vendors, including Aakash Educational Services Ltd.,
Chegg Inc., Gyankosh Solutions Pvt. Ltd., Indiavidual Learning Pvt. Ltd., Khan Academy
Inc., [Link], Think and Learn Pvt. Ltd., ThinkVidya Learning Pvt. Ltd., Tute
Education Ltd., and Vedantu Innovations Pvt. Ltd. among others.

What will the Online Tutoring Services Market Size in India be During the Forecast Period?
The increasing expenditure on tutoring is notably driving the online tutoring services market
growth in India, although factors such as the availability of open-source content may impede
the market growth. Our research analysts have studied the historical data and deduced the key
market drivers and the COVID-19 pandemic impact on the online tutoring services industry
in India. The holistic analysis of the drivers will help in deducing end goals and refining
marketing strategies to gain a competitive edge.

Key Online Tutoring Services Market Driver in India 

The increasing expenditure on tutoring is one of the factors contributing to the online tutoring
services market growth in India. The rise in awareness of students as well as parents about
education has led to an increase in the expenditure on online tutoring. The increasing
competition and rising demand for the preparation of entrance exams for higher education
have led to an increase in the expenditure associated with education. Students are spending at
a higher rate to attain good marks in the competitive examinations. The government has also
increased its expenditure on online-based education and tutoring, which directly impacts the
adoption rate, especially in rural and semi-urban areas. The government has launched a page
named E-Contents in its official MHRD portal, wherein various e-learning and online
tutoring services and associated plans and initiatives are mentioned.

35
 

Key Online Tutoring Services Market Trend in India 

The emergence of intelligent tutoring systems is another factor supporting the online tutoring
services market growth in India. The ITS system will help vendors monitor the users of the
services, as well as design the customized learning services for the users, based on their pre-
existing understanding about knowledge, their style of learning, and improvement of the
students after the enrollment in the course. It comprises the models and components uploaded
in it and will interact map all the activities and then will finally provide the instructions based
on the mapped information. This system will help in delivering better services and will help
the students to gain better results. Thus, this will enhance the demand among the students and
thereby, will act as a major trend for this market segment.

Key Online Tutoring Services Market Challenge in India 

One of the major factors hindering the growth of the online tutoring services market in India
is the presence of freely available educational sources such as the National Digital Library
(NDL) on the Internet, impacting the demand for the subscription requiring content. Major
users are adopting these sources due to the benefits they provide compared with the
traditional way of offering these services through one-off charges or subscriptions. Many
people prefer these sources due to free accessibility. The Internet is packed with free lectures
on various subjects that enable the students to increase their understanding of STEM subjects
and help in the preparation. In addition, there are several YouTube channels that provide free
lectures on subjects such as Mathematics, English, and General Science. These open
educational platforms pose a significant threat to the vendors. Thus, the services offered by
these channels cater to the demand from students, thereby hindering the market. 

This online tutoring services market in India analysis report also provides detailed
information on other upcoming trends and challenges that will have a far-reaching effect on
the market growth. The actionable insights on the trends and challenges will help companies
evaluate and develop growth strategies for 2021-2025.

Parent Market Analysis

Technavio categorizes the online tutoring services market as a part of the global education
services market. Our research report has extensively covered external factors influencing the

36
parent market growth potential in the coming years, which will determine the levels of
growth of the online tutoring services market in India during the forecast period.

Who are the Major Online Tutoring Services Market Vendors in India?

The report analyzes the market's competitive landscape and offers information on several
market vendors, including:

 Aakash Educational Services Ltd.

 Chegg Inc.
 Gyankosh Solutions Pvt. Ltd.
 Indiavidual Learning Pvt. Ltd.
 Khan Academy Inc.
 [Link]
 Think and Learn Pvt. Ltd.
 ThinkVidya Learning Pvt. Ltd.
 Tute Education Ltd.
 Vedantu Innovations Pvt. Ltd.

This statistical study of the online tutoring services market in India encompasses successful

business strategies deployed by the key vendors. The online tutoring services market in India
is fragmented and the vendors are deploying growth strategies such as e-learning, skype
sessions, and program-based applications to compete in the market.

Product Insights and News

 Chegg Inc. - The company offers online tutoring services such as graphic design,
business management, and art, history, engineering, and digital marketing courses

To make the most of the opportunities and recover from post COVID-19 impact, market
vendors should focus more on the growth prospects in the fast-growing segments, while
maintaining their positions in the slow-growing segments.

37
The online tutoring services market in India forecast report offers in-depth insights into key
vendor profiles. The profiles include information on the production, sustainability, and
prospects of the leading companies.

Online Tutoring Services Market in India Value Chain Analysis

Our report provides extensive information on the value chain analysis for the online tutoring
services market in India, which vendors can leverage to gain a competitive advantage during
the forecast period. The end-to-end understanding of the value chains is essential in profit
margin optimization and evaluation of business strategies. The data available in our value
chain analysis segment can help vendors drive costs and enhance customer services during
the forecast period.

The value chain of the education services market includes the following core components:

 Inputs
 Operations
 Marketing and sales
 Support activities
 Innovations

The report has further elucidated on other innovative approaches being followed by service
providers to ensure a sustainable market presence.

What are the Revenue-generating End-user Segments in the Online Tutoring Services
Market in India?

The online tutoring services market share growth in India by the higher education segment
will be significant during the forecast period. The higher education segment is expected to
grow during the forecast period, owing to the rising awareness among the students about
entrance test preparation. Students preparing for exams such as the Indian Institute of
Technology- Joint Entrance Exam (IIT-JEE) and common admission test (CAT) are enrolling
in online tutoring services in India. The easy accessibility of these services is one of the
major factors driving the students toward these services.

This report provides an accurate prediction of the contribution of all the segments to the
growth of the online tutoring services market in India size and actionable market insights on
post COVID-19 impact on each segment.

38
 

Literature Review

Operations management is an area of management concerned with overseeing, designing, and

controlling the process of production and redesigning business operations in the production of
goods or services.

Four Types of Focus Dimensions Used in Operations Management

Every business operates along four basic focus dimensions: finance, customers, internal
processes, and learning and innovation. These theoretical divisions of operations management
come from the research of Robert S. Kaplan and David P. Norton. The dimensions aren’t
mutually exclusive. For example, employees who become more competent through learning
can improve the functioning of internal processes, according to “Management Principles: A
Contemporary Edition for Africa,” by P. J. Smit.

Finance

The heart of the financial dimension for most businesses is profit, though short-term financial
goals might entail sacrificing current profits to increase future capacity. For example, a
company might decide to reinvest all its profits into new and better machinery to increase
production capacity and efficiency, but the ultimate goal remains greater profit. Managers
must control the flow of money through the organization to ensure short-term goals align
with long-term goals.

Customers
Customers are the foundation of your business. Without the flow of their money through your
organization, everything grinds to a halt. Managers aim to maximize the flow of customer
money, but that doesn’t always mean securing as many customers as possible. A boutique
hotel, for example, might focus on serving relatively few high-paying customers, while a
chain hotel focuses on the wide swath of people who are unwilling to 20 pay high prices.

39
Though each business targets customers who have different needs, meeting those needs is
equally vital to their profitability.

Internal Processes

Optimization of internal processes leads to greater profitability and customer satisfaction. For
example, a manager might focus on developing efficient communications within an
organization to ensure orders travel quickly from the customer service department to the
production line. The manager further expedites the order by ensuring the production
department syncs with the shipping department to get the order to the customer quickly. Fine-
tuning the process to make it maximally efficient keeps operating costs low and pleases
customers, leading to greater profits.

Learning and Innovation

Technology progresses and so must businesses. An invention that improves a manufacturing

process, for example, might be a game changer that forces factories to upgrade their
processes or lag behind competitors. A good manager stays abreast of technological shifts; a
great manager anticipates and initiates change by encouraging her organization to focus on
learning and innovation. Practically, this can mean anything from having a well-funded
research-and-development team to paying for continuing education for employees. An
organization that surmounts cognitive limitations stays one step ahead of its competitors.

Understanding operations management

Consider the ingredients of your breakfast this morning. Unless you live on a farm and
produced them yourself, they passed through a number of different processing steps between
the farmer and your table. Every organization has an operations function, whether or not it is
called ‘operations’. The goal or purpose of most organizations involves the production of
goods and/or 21 services. Operations in some form has been around as long as human
Endeavour itself but, in modern manufacturing and service industry at least, it has changed
dramatically over time. To some (especially those professionally involved in operations
management!) operations management involves everything an organization does. In this
sense, every manager is an operations manager.

40
There are many differing definitions of operations management; we have picked a range for
you to look at below. Depending on your specific area of operations management, some may
suit your role or understanding better, but overall they all make a similar point.

· The efficient and effective implementation of the policies and tasks necessary to satisfy an
organization’s customers, employees, and management (and stockholders, if a publicly
owned company)

· The management of systems or processes that create goods and/or provide services

"The on-going activities of designing, reviewing and using the operating system, to achieve
service outputs as determined by the organization for customers" (Wright, 1999)

· Management of main business activity: the organizing and controlling of the fundamental
business activity of providing goods and services to customers

· Operations management deals with the design and management of products, processes,
services and supply chains. It considers the acquisition, development, and utilisation of
resources that firms need to deliver the goods and services their clients want.

· The purvey of operations management ranges from strategic to tactical and operational
levels. Representative strategic issues include determining the size and location of
manufacturing plants, deciding the structure of service or telecommunications networks, and
designing technology supply chains.

· Tactical issues include plant layout and structure, project management methods, and
equipment selection and replacement. Operational issues include production scheduling and
control, inventory management, quality control and inspection, traffic and materials handling,
and equipment maintenance policies.

· Operations management is an area of management concerned with overseeing, designing,

controlling the process of production and redesigning business operations in the production of
goods and/or services. It involves the responsibility of ensuring that business operations are
efficient in terms of using as few resources as needed, and effective in terms of meeting
customer requirements. It is concerned with managing the process that converts inputs (in the
form of materials, labor and energy) into outputs (in the form of goods and/or services).

41
IOM would like to thank Derek Thomason FIOM, Unipart Expert Practices, for sharing
examples and information contained in this section for the benefit of IOM members and those
interested in learning more about what operations management is.

Brief history of operations management

Pre 18th century

Agriculture was the predominant industry in every country

Industrial Revolution 1770–1830

– Economy based on manual labour was replaced by one dominated by industry and the
manufacture of machinery

– The development of all-metal machine tools in the first two decades of the 19th century
facilitated the manufacture of more production machines powered by steam or wate (James
Watt, 1785)

Second Industrial Revolution (around 1850)

– Development of steam-powered ships, railways, and later in the nineteenth century with the
internal combustion engine and electrical power generation

– Introduction of Frederick W. Taylor's systematic approach to scientific management at the

beginning of the twentieth century (1911)

– Henry Ford, father of the moving assembly line, brought the world into an age centred
around the mass production of goods (1920)

Post WWII

– Leverage of management science techniques that were developed in the war

– Growth in power of computers

– Japanese Toyota Production System (TPS) based on three principles:

1. Quality

2. Continual Improvement

3. Elimination of waste

Late 1950s and early 1960s

42
 RESEARCH METHODOLOGY

Research Design: - Descriptive Research

Data Type: - Primary and secondary

Research Instrument: - Questionnaire

Sampling Method: -Non-Probability Sampling

Sampling Technique: -Convenience Sampling

Sample Size: -60 customers

Area of Survey: -Delhi

Research Approach:

Quantitative approach has been used for this survey.

Research Method:

Descriptive research method is used to understand more about the issue. The questionnaire
was designed in a manner that will provide maximum and descriptive information about the
subject. This method is naturally flexible and helped in gaining an in-depth knowledge of the
subject.

Sampling Method:

Non probability sampling method is used for the purpose of this survey. Every element of the
research was independent of any bias and purely selected by chance.

Universe for the sample:

Universe for the sample is customers from the Delhi. They are direct/indirect customers of
the company who in turn to actual consumers.

Sample includes some key customers from the Delhi Region.

43
Sample Size:

Around 60 customers were approached for interview in the region for collecting information.

Data Collection:

Primary Data:

Questionnaire was prepared for customers. Questionnaire is designed with a mix of open
ended and close ended questions. Open ended questions helped to know the opinions and
complaints of the trade customers. Few questions are designed to compare services of
competitors.

Secondary data:

Secondary data has been collected through company reports, brochures and company
website.

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 DATA ANALYSIS AND INTERPRETATIONS
Customers are the crucial members of the distribution network who directly use products to
end. So, it is important to take their feedback regarding their product and its distribution
management. In the survey 60 customers from Delhi gave their feedback which is analysed
below:

Ques 1.

YEARS NO. OF REPLIES PERCENTAGE

1-2 Years 12 20
6-12 Months 11 30
2-3 Years 17 28.3
Above 3 Years 13 21.7

FIGURE 1 SOURCE: PRIMARY DATA

This shows that the majority of students are enrolled for between six and twelve months,
whereas far fewer students are older than three years. This shows that the company is

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currently gaining new students but is losing older ones, as there are nearly equal numbers of
students between three and twelve months.

Ques 2.

Factor NO. OF REPLIES PERCENTAGE

Quality 19 25.7
Demand 20 27
Price 17 23
company 18 24.3

FIGURE 2 SOURCE: PRIMARY DATA

This shows that the company's quality and demand are what draw in the most customers,
proving that there is a healthy market for its services and that its asking price is reasonable.
On the other hand, an equal number of customers are drawn in by the company's reputation
for excellence.

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Ques 3.

Number NO. OF REPLIES PERCENTAGE

5 19 31.7
7 10 16.7
8 15 25
10 16 26.7

FIGURE 2 SOURCE: PRIMARY DATA

This Indicates that most people says that Company makes 5 Courses which is 31.7%, Where
as equal no. of people says that company provide 8 &10 Courses , 16.7 % People Believes
that Company provides 7 Courses. This Means That There is lack of proper Coordination
Between the company and the customer.

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Ques 4.

Challenges NO. OF REPLIES PERCENTAGE

Price Manipulation 24 40
Tutor's Retention 14 23.3
Coordination Problem 13 21.7
Other 9 15

FIGURE 4 SOURCE: PRIMARY DATA

According to this data, 40% of respondents claim to be dealing with price manipulation
issues, indicating that there is sufficient price gouging of the company's services in the
market. By contrast, just 21.7% of respondents report having coordination problems.

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Ques 5.

FIGURE 5 SOURCE: PRIMARY DATA

From the aforementioned statistics, it can be deduced that just 16 people gave the greatest
rating for the customer service, indicating that the organisation needs to monitor its CRM.
40% of respondents offered ratings of 3 or 4, but 13.3% supplied negative feedback, which is
quite worrying for the business.

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Ques 6.

Response Replies Percentage

Yes 39 65%
No 21 35%

Figure 6 Source: Primary Data

According to the data above, many students respond positively when asked if their worries
were cleared, but the company needs to do more because roughly 35% of students' doubts
remained unanswered, which is a major source of concern for the business.

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Ques 7.

Factors NO. OF REPLIES PERCENTAGE

Once in a week 22 36.7
Twice in a week 18 30
Thrice in a week 12 20
Other 8 13.3

Figure 7 Source: Primary Data

From the Above data it can be interpreted that students taking classes once in a week are
maximum i.e. 36.7% , Where as students taking Classes Twice in a Week were 30 %
Followed By Thrice in a week by 20% and Others are 13.3%.

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Ques 8.

Figure 8 Source: Primary Data

The best rating for the teaching platform was given by almost 40 people, which indicates that
the company has good teaching software, according to the aforementioned statistics. More
than 15 people rated the software 1, 3, or 4, which indicates that students were having some
minor software troubles.

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Ques 9.

Response Replies Percentage

Yes 42 70
No 18 30

FIGURE 9 SOURCE: PRIMARY DATA

After analysing above data we can say that there is good coordination between the company
as 70% people say yes where as a few i.e 30% only says no.

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Ques 10.

FIGURE 10 SOURCE: PRIMARY DATA

According to the data above, nearly 31 students gave their tutors the highest rating for
clearing up doubts, while nearly 29 students gave ratings between 3, and 5, indicating that
tutors need to make their lectures more engaging and interactive and clear up students' doubts
more frequently.

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 CONCLUSION

 Customers are brand loyal to Fundoo Tutor’s, due to its powerful leadership team.
Reasonable startup cost and clear marketing plan are important factors which help company
to maintain its market leader position.

 Even though the company does not spend much on promotions, they have a strong foot
hold in the market.

 It does have brand recall among the youth and older generation.

 Hardly a few complaints were there by customers after their purchase and all those
complaints were dealt satisfactorily. This bears testimony for the company’s dedication
towards customer service.

 Looking at the potential market, many retailers want to invest with Fundoo Tutors
company.

 Brand name of the company is well recognized and distribution network is wide and well
established.

 It is found that Some respondents have complaints about lack of transparency and
inadequate disclosure and they suggested company should keep a check, especially in some
segment.

 Certain customers specifically prefer Fundoo Tutor’s products and are ready to wait for a
few days until the product is made available to them.

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 SUMMARY

This research study has been carried out to know the penetration level of Fundoo Tutor’s
Services and its challenges within the Delhi market for distribution.

Primary objective of this project is to understand and study the reach of the company and to
find effectiveness and performance level of existing networks. Other objective for this project
is to find satisfaction level of existing customers and what they perceive about the company’s
Opertaions & Strategies.

In this study, various factors which affect the growth of Fundoo Tutors are studied and then
the strategies are formulated to overcome the problems which the company is going to face.

The research conducted was of exploratory type and has been conducted among the
customers, in the Delhi market.

The sample size was considered for the study was 60 and all the customers of the company
are within the defined scope.

For study, certain Delhi markets are considered. Primary data collection was done by
interviewing the customers using questionnaire. Secondary data is collected through company
annual reports and previous market reports.

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 RECOMMENDATIONS

1. Senior managers of the company's products regulatory review of objectives strategies and
process associated with human resource management practices in their organisation and make
changes or introduce information accordingly.

2. Senior manager should monitor the satisfaction and commitment of employee and the
customer on the regular basis using standardized survey.

3. Senior managers need to monitor employee perception of the culture of their organisation.

4. Company should spend money on seasonal advertisement on television and print.

5. It should improve trade margins and introduce trade offers to push product into markets.

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 BIBLIOGRAPHY

 Fundoo Tutor | Interactive Classes To Keep Curiosity of Subject Intact

 TechnoFunc - Overview of Education Sector
 All About Education Industry: Key Segments, Trends and Competitive
Advantages in 2022 - Reviews, Features, Pricing, Comparison - PAT
RESEARCH: B2B Reviews, Buying Guides & Best Practices
([Link])
 Online Business Strategy Course | HBS Online
 What Is Strategic Management? ([Link])
 Strategic Management - Overview, Components, Framework
([Link])
 University of Cape Town (UCT) Operations Management
([Link])
 Operations Management - Overview, Responsibilities, Skills Required
([Link])

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QUESTIONNAIRE

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