1. BUISSNESS STRATEGY MEET- 2022
PRESENTATION BY- SURAJ MAHAJAN

2. COMMUNICATION- Client specific emails, marketing, campaigns
ADD VALUE - Value addition by sharing knowledge about services
GIVE SUPPORT- In every activity for their cost product & service
NEEDS - Address customer needs
BUSSINESS IMPROVEMENT IDEAS- Existing Customers
GET REFERRALS- need to get regal referrals (target min 03 in a yr.)
BUILD RELATIONSHIPS - Every client should feel they have a special relationship with BVG
ORGANISED WAY - By upsell and cross-selling meticulously
TAKE FEEDBACK -Feed back by various level
ALWAYS AVAILABLE FOR THEM - by means of corporate governance
LOYALTY PROGRAM - Should have loyalty program, service discount, gifts, etc.

3. SERVICE-CENTRIC TEAM- Support service centric team
DELIGHT-FULLNESS- Personalized touch with client
EXTRA ACTIVITY BILLING- Extra activity should be billed, FOC sites to
be monitor quarterly.
UPDATE WITH WORLD- Need to attend an Event of FM
BUSSINESS IMPROVEMENT IDEAS- Existing Customers
EMPLOYEE ENGAGEMENT- Gives more productivity
CASE STUDIES- Updation of case studies
CORPORATE GOVERNANCE- Regularity of meetings
PEOPLE DEVELOPMENT - Regular trainings - Associate-
Supervisor-Manager-Head.
SOCIAL MEDIA- Silent and personalized posts on social media

4. SHOULD CHECK OUT
COSTING IMPACT
QUALITY
PRESTIGE
MAN & MATERIAL RESOURCES
CHECKED & VERIFIED
CONVENIENCE
NEED TO EMAIL OLD CUSTOMERS
WITH UPDATES
IMPACT
CAN LEAD TO AN ACCOUNTING
COLLECTION
LEGAL NIGHTMARE.
WRITE-OFFS
MESSY BALANCE SHEET AND CASH
FLOW
BAD DEBTS
REDUCE CUSTOMER TURNOVER
BUSSINESS IMPROVEMENT IDEAS- Lost customer
• Gathering info, analyzing, and interpreting the root causes
A lost customer can devalue the worth and salability of a business.

5. CLOSURE OF SITES
01
02
03
MONITORING
ANALYSIS
EFFORDS TO RETAIN
Should be ready with the Do’s
& Don’ts (if any) for retention
and closure of sites
Closure of any site / Business
unit should monitor seriously
Reasons behind this should
worked out
BUSSINESS IMPROVEMENT IDEAS- Lost customer

6. MERGING
If possible can
think about
accusations &
mergers of small
companies of FM
STREAMLINE
OF SERVICES
Streamline of
services (type of
service at Ops,
invoicing, booking &
billing etc.)
MEP / TECHNICAL
BUSINESS
VERTICAL
EXTERNAL
TRAINING
IOSH, NIBOSH, FM Manager
Courses, Internal & Lead
Auditor courses.
BIO-MEDICAL
EQUIPMENT REPAIR,
MAINTENANCE, AMC &
CERTIFICATIONS
RENEWALS
. Design & Value
Engineering
. Project Execution &
Management
. Testing & Commissioning.
. Onsite Training to Client.
. Annual maintenance
Contract
. Service Support
• NABH (National Accreditation
Board for Hospitals Healthcare
Providers)
• NABL (National Accreditation
Board for Testing and Calibration
Laboratories)
• JCI (Joint Commission
International)
• Being a renowned brand we can
think to start new business of FM
consumables like GALA,
SHUBHAM etc
BUSSINESS IMPROVEMENT IDEAS- New Business

7. NEW EXTERNAL INITIATIVE
NEW INTERNAL INITIATIVES & BEST
PRACTICE SHARING
TRANSITION SET UP
LEADERSHIP BUILDING AT THE SECOND
LEVEL / DELEGATION OF AUTHORITY
BVG GROWTH IDEAS

8. Strategic
Element
● Customer centric
organization Structure.
● Digital transformation
services
● Investment in research
and innovation.
● Invest to expand
addressable market by
scaling newer
geographies.
Outcomes
● Deeper contextual
knowledge.
● Higher customer
satisfaction.
● Larger transformation
deals.
● Strong connect with
business.
● Non-linear
● Diversified revenue
base.
Validation
Metrics
● Superior client metrics
● Client matrics.
● Digital growth.
● Superior customer
references
NEW EXTERNAL INITIATIVE

9. Service design & development -
Cost & Revenue optimization
C
Possible approach for Zero
asset & investment proposals
D
Dedicated central tendering cell
Govt.
A
Service standardization &
Improvement - Soft / Hard
B
Deployment of old assets
E
1
2
3
4
5
NEW INTERNAL INITIATIVES & BEST PRACTICE SHARING

10. 1 • Site mobilization
• Ensure predictable quality
2
• Standardization.
• Asset Management
3
• Focused Risk Management &
ensure mitigation
4
• Sharing all assumptions with
the client & linked to
Operational reality
5
• Achieve the financial
expectations / targets quicker
6
• Identify opportunities &
implement solution as per plan
7
• Define a clear scope of work,
volumes & budget associated
benchmarks
8
• Driving Business advancement
initiatives with key client
stakeholders
9
• focus Quality approach for
Internal & External Stakeholder
10
• Look after on Contractual
obligations, Licenses &
certifications
11
• Process set up for Bill, Certifications
and Payment
12
• Monthly Accounting Annual
Budgeting, Material Requisition /
Purchasing Services etc.
TRANSITION SET UP- REGION WISE

11. 1 2 3 4
• Right people for right job
• Reduce multitasking for focused
approach
• Fast & decisive action
when needed
• Communicate purpose
and passion
• Word of mouth for out perform the
competition - CMD / Top
Management – personalized
• Inspire others to perform at the
highest level
• Trust building
• Open communication of
Structured progression
LEADERSHIP BUILDING AT THE SECOND LEVEL / DELEGATION OF
AUTHORITY

12. COST REDUCTIONS
Areas where maximum cost reduction can be done
Follow
Standard
Costing
Monitoring of
each site by
quarterly
review
Effective P&L
monitoring
of each site
Contribution
Analysis
Less
traveling
Value
Analysis.
Hire more
interns in
ratio (E.g. 5-
10%)
Pay Your
invoices early
Job Evaluation
and Merit
Rating
Annual
Budgeting
system
by
standardization.
Réduction
Variety &
implication
of services
Value Analysis.
Consider
Letting
Emp. work
remotely

13. RISK CALCULATIONS
• active involvement
• Support operations for
business health
• Business retention, organic
/ inorganic growth
• Timely fulfilment of
Commitments
• Deliverables
SALES SUPPORT
• Follow standardize
documents
• Justifiable / feasible
business report
• SWOT analysis
• Operational efficiency
& readiness
BUSINESS / PROJECT PLAN CONTRACT MANAGEMENT
COST REDUCTIONS- If we can take any projects
• Financial risk
• Strategic risk
• Reputation risk
• Liability risk
• Business interruption
risk
• Security risk
• Urgent need
• Immediate implementation
• Costing ,Legalities
• relevant stake holders
• Rents, vehicles, Assets
• profitability
• Statutory compliance
• Hand over / takeover
• Retention & growth planning

14. COST REDUCTIONS- Any process / product changes
01
Contract
management
- Mobilization
02
Centralized
tendering
cell
03
Standardization
of services /
package
05
Reduce FOC
work sites 04
Billing of
extra
activities
06
Re-evaluation
of
underperformi
ng personnel
07
Rent
08
Phone and
utilities
09
Equipment
12
Smart
Inventory
11
Incentivize
your staff
11
Fixtures
13
Non
punitive
policy

15. COST REDUCTIONS- Reduction in Penalties
Contract
mgnt
Stick to
scope of
work
Timely
completion
of job
Timely
completion of
commitments
STEP
01
STEP
02
STEP
03
STEP
04

16. VARIOUS CONTROLS AND REVIEWS
REDUCTION OF
OUTSTANDING
HOW SHOULD BE THE
REVIEW TAKEN
WHAT SHOULD BE THE
CONTROL MEASURES
THAT SHOULD BE
IMPLEMENTED
WHAT SHOULD BE THE
FREQUENCY AND
LEVEL OF REVIEW
• Monthly meeting
• Departmental
documents (Manual)
V/S Process flow
review
• Risks v/s mitigation
• Second line
delegation of
authorities
• Cost saving initiatives
• Budget v/s actual
• KIP
• Target v/s
achievement
• Problems, issues v/s
solutions
• Prevention action for
any last issues Action
taken report
• Implementation of standards
(QMS/EMS/IMS/Other
Performance standards)
• Performance Measurement
• Comparing Performance with
standards,
• Corrective action as needed.
• Réconciliations
• Development of Policies &
Procedures
Monthly/ Quarterly In nexus to above

17. 01
02
03
How to bring the change in BVG
• Define Object & Goals behind change
• Lineout Expectations
Implementation of new strategies
• Understand Change.
• Trust building for a change with Heads
• Risks involve if any
• Timely fulfilment of man & material Resource’s
• Timely fulfilment of targets
• Timely fulfilment of commitment
Adaptation of the change
• Communication with Heads
• Count Change
CHANGE MANAGEMENT

18. Trust of every individual
10