2012 07 Insync CRM

INSYNC | July 2012
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Monthly Employee Communication
Cover Story
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This is the first of a three-part series providing insight into how IT

and related systems and processes underpin the transformation
that is under way within Tata Technologies, with the One To Win
initiative. Future installments will feature Employee Self Service and
Knowledge Management.
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CRMs Role in One To Win

Practicing what we preach is key to fulfilling our strategic plan
Successful companies like Tata
Motors and Mercedes-Benz
reach out to Tata Technologies
to help them effectively and
systematically manage their
relationships with customers.
Toward that end, the company opened a new Customer
Relationship Management
(CRM) Delivery Center in May,
housing 250 CRM specialists
in Thane, near Mumbai.
Business Units
GS Update >
In the News
eMO >
Links to:
BETTER INNOVATION >
FOR MORE INFORMATION IN REGARDS TO

For a company with mulANY FEATURED NEWS tiple products, services and
Mr. Patrick McGoldrick, CEO & Managing Director, Tata Technologies,
PLEASE CONTACT DAN SAAD AT:
and Mr. Warren Harris, President & COO, Tata Technologies, tour the
divisions on multiple contidaniel.saad@tatatechnologies.com
CRM Delevery Center in Thane with Mr. Manoj Jain, Head CRM,
nents, customer relationship new
Tata Technologies.
management (CRM) is critical
and not easy. The way you
manage your contacts with
Leading Clients Benefit From
your customers worldwide can either be a major competitive
advantage or a reason for failure.
New Thane CRM Center
That applies to our customers. It applies to us, too.

As part of our One To Win strategy, we have an ambitious
goal of achieving $1 billion in revenue over the next five years
and positioning the company as the number-one partner to
manufacturing organizations worldwide, says V Balaji, Chief
Information Officer. CRM is a company-wide business strategy
designed to enable our Revenue Acquisition processes. The
CRM system aims to bring together information from all data
sources within our organization to provide a holistic view of
each customer in real time.
For Tata Technologies, CRM inside the company is a continuing
journey. In 2010, the launch of MyCRM was a breakthrough,
www.tatatechnologies.com
A Pooja, a traditional India opening ceremony, was performed 23 May at the new,
state-of-the-art Thane Delivery Center.
link story >
All contents are for internal circulation only and are Tata Technologies, 2012
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providing a single source of truth about
customer projects, eliminating multiple
sources of redundancy and inefficiency.
The Benefits of CRM

The company uses the CRM systems as a
way to:
CRM is a company-wide
business strategy designed
to enable our Revenue
Acquisition processes.
ensure a single, consistent set of sales

processes worldwide across the Global
Services (GS) and PLM Solutions (PS)
divisions, and our Anchor Accounts (JLR,
TML) using a standard 7-Stage Sales WIP processes
V Balaji,
Chief Information Officer
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provide real-time lead indicators (suspects, prospects, pipeline, forecasts) to

drive decision-makingm ub tge weekly GS NEXT Step Forecast and Commit
meeeting and to start focusing on leading indicators
improve the visibility of activity and transactions, such as PATH reports in the
PS business and Opportunity Movement Reports
In the News
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Links to:
BETTER INNOVATION >
improve lead generation and marketing by integrating

www.tatatechnologies.com and other sources into our CRM system
improve contract retention by automating key processes such as the PS Contracts Maintenance and Renewal processes
improve customer retention by automating processes such as Product Voice
of the Customer
speed decision-making by enabling standard sales and sales productivity
metrics from Management to line-of-business Heads to Sales teams globally

ANY FEATURED NEWS PLEASE CONTACT DAN SAAD AT:
daniel.saad@tatatechnologies.com
improve sales efficiency by using consistent WIP Sales Stages, Product Price
Lists, Automated Quote Generation and approvals to Finance.
CRM is the most valuable tool we have to bridge our sales organization with
both our external and internal customers, said Venki Sundarraj, who as Director
Strategic Revenue Growth, SPEED PMO, applies CRM to standardize processes,
ensure quality, evaluate performance and align activities with business goals
through the ongoing Revenue Storm partnership. It is the only system that
captures suspects, prospects, qualified leads and opportunities for a company.
CRM provides a workflow to track progress and report metrics that are aligned to
the corporate business goals.
A mature CRM system would greatly support achieving profitable revenue
growth in all lines of our business through alignment of the Revenue Generation team (Marketing, Sales and Delivery) and Revenue Support teams (Legal,
Finance, HR, IT, Quality) leading to business transformation.
CRM is the most

valuable tool we have
to bridge our sales
organization with
both our external and
internal customers.
Venki Sundarraj, Director

Strategic Revenue Growth,
SPEED PMO
continued
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Ned Jolic, AVP, PLM Solutions Operations, adds, CRM is the heartbeat of our division. It provides the information from the account manager to the executive to
give a view on what is happening. It is a marketing tool and a sales tool. Finance
and Delivery also provide input and have visibility. I use CRM to report data,
check data integrity, review sales process, train users and identify bugs.
Abhinav Khanna, Head, Strategic Business and Operations, Global Services,
says, CRM is our central database to store all the opportunities, leads, contacts
and campaigns for the sales team. Based in Hinjawadi, Abhinav manages all the
closed-loop marketing for Global Services, including the customer statistics and
the feedback dashboard content reported to the Executive Team.
Links to:
BETTER INNOVATION >

Opportunities for Improvement

We use CRM on daily basis, said Khanna. Im part of sales team. My role is new
business development and global operations. As of today, we are not getting full
advantage of the CRM system. We are using it as a data repository, but now we
need to maximize it.
CRM gives top management the visibility of business, Khanna continued. These
dashboards will be used to check the health of business at any specific point in
time and also help with future business. Also down the line, we have to introduce
various checks from Legal, Finance and Delivery into the CRM system. These
checks will definitely help to bring efficiencies in our business.
Ultimately, we want to get all the needed dashboards out of this system, including forecasting of GS business and tracking the performance of our sales team,
he added. Im glad that the SPEED PMO is now supporting various operations,
and the IT team, to get connected and discussing the various enhancements in
a common forum. I think we will able to get the full potential out of the CRM system within the next few months. Im looking forward to supporting this strategic
initiative.
continued
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When Tata Technologies deployed MyCRM in April 2010, the initial areas of focus
were sales force automation, customer support, lead generation and marketing
and integration with SAP ERP.
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The benefits of the new system were many. Sales team productivity improved.
Time spent by the sales team to update cumbersome spread sheets for local use
was eliminated, leading to an increase in sales revenue. The customer experience
was improved, thanks to an up-to-date record of products sold, contracts held
and services rendered, coupled with regular customer interaction and inter-territory interaction, generating opportunities to up-sell, cross-sell or renew existing
business. Before CRM, purchase orders often had to be re-typed, and hard copy
documents were needed for signatures.
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The Journey Continues
In the News
That was a starting point. Today, the companys CRM strategy and roadmap aims
to enable each of the more than 200 salespeople worldwide by ensuring that the
CRM system is:
eMO >
the single source of information into the organization (Customers, Receivables, Price Lists, etc.)
Links to:
BETTER INNOVATION >
the singular place for information submission into the organization (customers, contacts, prospects, opportunities)
the one place from which a salesperson can request assistance from the organization (Delivery, Legal, etc.)
Before 2010, the company had several disparate CRMs with different processes
followed worldwide across its GS and PS divisions. Along with the deployment
of a Microsoft CRM solution, Tata Technologies standardized on a 7-Stage Sales
Process followed worldwide, and refined it for each of the GS and PS businesses.
Tata Technologies first rolled out a basic set of CRM solutions and trained all its
salespeople, using iGET IT-based sales training. Through the deployment of incremental functionality each year and led by the Sales and Sales Operation teams,
the CRM system has slowly but steadily transformed from being owned purely by
the Sales Team to the Revenue Acquisition Team (Sales, Delivery, Finance, Help
Desk, etc). This year is no different with the launch of Contract Maintenance and
Renewals processes, Voice of the Customer and CRM Analytics.

The One To Win strategy aims to deliver approximately $800 million of Services
(GS) business worldwide through large multi-year project deals, with another
supporting $200 million of Products and associated services business worldwide, says Balaji. Each of these aspects has unique requirements that require the
streamlining of the Revenue Acquisition process and reducing the associated internal organizational drag. The CRM system will be the backbone through which
these processes are defined, enabled and streamlined.
Understanding the health of the pipeline in the CRM system helps every emcontinued
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ployee gauge the likely health for the rest of the organization, adds Sundarraj.
Balaji said its a matter of practicing what we preach to continually optimize
our own customer relationship management system, just as we do for our key
customers.
Most companies operate at 30 to 40 percent of their true potential due to internal organizational drag, he added. The CRM strategy and solutions are a key
part of streamlining these key processes and transforming them into a strategic
advantage to Tata Technologies.
Read about MyCRM as a Shining Example in the 2011 TBEM Application (beginning on page 10) at this link: http://global.tatatechnologies.com/OSM/TBEM/
TBEM%202011/2011%20Application/Shining%20Examples%202011_Action%20
Plans%202010_High%20Resolution.pdf
CRM Administrator Shares His View

Subhash Rao is Tata Technologies CRM Administrator. He works at the Center for
Advanced Engineering and Design at Hinjawadi. Heres his view on CRM and its
value to the company:
I was hired specifically to roll out CRM in the company. From my perspective and
experience, CRM is a very strategic tool for any organization to drive a focused
approach toward servicing their customers by using relevant data stored in CRM.
This enables strategic and effective selling.
Through some simple and creative tweaking of the tool, CRM can further serve
as a collaborative tool, driving alignment between the various departments
within the organization, which contributes greatly towards providing a satisfactory overall experience for the customer.
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MyCRM has the potential to be a strategic tool that can imbibe the required
customer-centric culture and sales processes that are essential to achieve our
One To Win goals.
If we were to correctly harness the data that is already in the CRM system and
deftly incorporate the processes that are required to bring about the transformation (through Revenue Storm), we can successfully imbibe the correct culture
into the DNA of the sales team and other departments, as we move forward into
our five-year plan.
In my opinion, the most misunderstood fact about CRM is that it is a tool used
to herd the sales team into documenting data and following processes, which
in turn makes life easier for management. This is a common misconception. If
implemented correctly with simple processes and simple interfaces, and if the
entire sales team is consulted, coached and trained, CRM can be a very useful
tool at all levels, providing timely alerts for the sales reps to manage their daily
continued
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follow-up activities as well as keep management

informed real-time about the health of the pipeline.
Additionally, if a new sales representative is joining the company and has a list of accounts, contacts and past sales data, they can review it and
get cracking right away. This brings real productivity into the organization within a shorter span.
CRM has the

potential to be a
strategic tool that
can imbibe the
required customercentric culture and
sales processes
that are essential
to achieve our
One To Win goals.
For any employee working for a competitive

global business organization, it is important to
understand the various enterprise tools that are
used for various functions. With respect to CRM,
every employee must know that it is a strategic
tool used by the sales team and is in some ways,
Subhash Rao
by means of the data entered in it, is a testimony
Tata Technologies
of the effort that Tata Technologies puts in to serCRM
Administrator
vice their existing and prospective clients. It is the
tool that helps bring in the revenue the gatekeeper software that tells you what business can
potentially come in, when and how, so that you can be prepared ahead of time,
to deliver to the expectations of your customer.
In the News
eMO >
Links to:
BETTER INNOVATION >

I personally believe that CRM, when implemented correctly with inputs from
all affected parties, can greatly contribute to incorporating the customer-centric
values that an organization wishes to adopt. It can cater to the strategic, as well
as basic requirements for the sales, marketing and customer support team.
CRM should be treated as an ally by each team. Care should be taken to enter
clean data into the system to ensure that our business decisions are Rich, Right
and Real. Like any other tool, to completely harness the true potential, it requires
a clear vision from the management, dedicated governance, total compliance
and timely technical support.
With that combination, CRM definitely will be a tool that you just cannot live
without.
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Leading Clients to Benefit From New Thane CRM

Delivery Center
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Tata Technologies has opened a new,

state-of-the-art Customer Relationship
Management (CRM) Delivery Center in
Thane, near Mumbai.
Global HR
At the grand opening 23 May, Mr. Gopinath Jayara performed the first Pooja,
a traditional India opening ceremony, at
the delivery center and declared it operational. He was joined by Mr. Ramesh Mr. Ramesh Chandra along with senior
Chandra along with senior leaders from leaders
Enterprise Solutions and the Admin and
IT teams. They spoke to the team of 250
CRM specialists about the new challenges and additional responsibilities
of the new delivery center, including
project management for Mercedes Benz,
a dealer management system for Cummins India, and SAP implementation.
On 20 June, the new center hosted a
visit by the Tata Technologies senior
management team, including Mr. Patrick McGoldrick, CEO and Managing
Director, and Mr. Warren Harris, President and COO, followed by a visit by Mr.
C. Ramarkirshnan, Tata Technologies
Director and Chief Financial Officer,
Tata Motors; Mr. Jagdish Belwal, Chief
Information Officer, Tata Motors; and Mr.
Madhusudan Shekar, Head, CRM, Tata
Motors. The leaders met Manoj Jain,
manager of the facility,
and CRM project managers; and spent significant
time discussing and guiding the team on strategies
and growth plans in various technology areas.
The facility is designed
to be environmentally
friendly and has spacious
training and videoconferencing facilities.
Tata Technologies Admin and IT teams
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Mr. C Ramakrishnan, Director, Tata

Technologies & CFO Tata Motors
and Mr. Jagdish Belwal, CIO, Tata
Motors welcomed by Mr. Manoj
Jain, Head CRM, Tata Technologies
On 20 June, the new
center hosted a visit by
the Tata Technologies
senior management
team, including Mr.
Patrick McGoldrick, CEO
and Managing Director,
and Mr. Warren Harris,
President and COO.
link to more
photos >
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Each month, G Jagannathan, Tata Technologies Executive Vice
President and Global Head of Business Excellence, will provide
some insight in this column on how employees can do their
part to drive the business excellence journey forward.
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There Are No Short Cuts to

Business Excellence
Global HR

People >
Chris was very busy with his new job as head of the business
unit for the Industrial Machinery Division. This was a new division and hence he
and his team of 12 managers were planning for a strategy meeting to achieve
the target of $250 million (U.S.) to be achieved over three years. The Board of
Directors was clear that Chris must achieve this target for the success of the
company.
How will he achieve this?
Chris picked up his telephone to call his
buddy Saurabh to seek his guidance.
They set up a GoToMeeting and discussed the next few steps.
Chris: Hi, Saurabh, tell me how could I
plan my strategy for the next three years
to achieve this target of $250 million. Is
there anything you can suggest? Any
quick-fix solution?
We need to
meet a $250
million target in
3 years.
Business Units
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In the News
eMO >
Links to:
BETTER INNOVATION >

Saurabh: Quick fix? No way. It is hard

work, let me warn you. You need to address a number of issues that must be
well understood by you and your team.
Chris: Tell me. I am all set.
Saurabh: Let me explain the Business Excellence Model we follow in our organization. That will help you achieve your end objective, provided you follow it
systematically.
During our last discussions, we saw how the organization could be scanned and
seen through the eyes of Approach, Deployment, Results, and Evaluation and
Improvement. Taking the scan concept further, we could also split the organizational business processes into six other major processes. The Business Excellence
Model can be viewed as a series of business processes:
1. Leadership
2. Strategic Planning
continued
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3. Customer Focus
4. Measurement, Analysis and Knowledge
Management
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5. Workforce Focus
6. Operations Focus
7. Business Results
It starts with leadership processes. That
sets the direction and communicates it to
the entire organization. The next step is
the strategic planning process. Here, the
focus is on three questions:
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Where are we today?
In the News
Where do we want to go?
eMO >
How do we get there?
Links to:
It is equally important to understand what strategy is not:
BETTER INNOVATION >
Strategy is not a list of goals.

Strategy is not our vision, but a path
to achieve it.
Strategy is not a set of tactics.
Strategy calls for a thorough analysis of
ANY FEATURED NEWS the marketplace, customers requirements PLEASE CONTACT DAN SAAD AT:
current and future (Customer Focus), our daniel.saad@tatatechnologies.com
products and service offerings vis--vis
those of competitors. It calls for creating
differentiation in the marketplace. Data collection and analysis is an ongoing process. To simplify, the strategic planning process typically could
be a step-by-step process consisting of nine steps, as shown here. The internal analysis typically is the strength
and weakness analysis of the organization and the understanding the internal challenges faced. This calls for
Workforce Focus and Operations Focus. It is equally important to note down all the assumptions the organization makes during the planning process for validating them later during the review. It may call for several
rounds of discussions with the leadership team and across the organization to arrive at certain unique insights
before arriving at the strategic direction.
Once the strategic direction is decided, then it is equally important to communicate it to all employees in the
organization to achieve alignment and ensure integration of effort.
Chris: Thanks, Saurabh. I get the idea. Let me start with the data collection and analysis part of the strategic
planning process and then look for the unique insights to decide the prioritization of growth ideas.
Saurabh: Correct. I will be in Santa Clara next month. Lets see how you are progressing then. See you next
month.
G Jagannathan,
EVP and Head of Global Business Excellence
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Members of the BEST, Legal and Compliance Team attended an outbound workshop
focused on team building.
Employees Experience Team-Building

Adventure in Durshet Forest Lodge

Members of the Business Excellence and Strategy Team (BEST) joined with the
Legal and Compliance Team to attend an outbound workshop 18 June focused
on team building at Durshet Forest Lodge in Maharashtra, India. The team gathered out of the office and out of their comfort zones for a day of adventure, team bonding and profound life
experience.
The days events:
Today is the happiest day of our lives! exclaimed
motivational expert Bhupendra Singh Rathore of
Challenging Horizon, a company specializing in team
transformation. The inspiring proclamation kicked off
the event, setting the tone for the day to come. What
followed was a series of exchanges aimed at breaking
the ice and breaking down barriers. Team members
exchanged enthusiastic greetings, written compliments and embraces, thus reminded of the importance of supporting others on a personal basis. In the
group challenges that followed, team support was
required, often literally. Backs, feet, knees, and hands
were used to form a human bridge for others to walk
across in just one of many challenges.
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At the completion of each set of exercises, the group paused to reflect on

what was learned. Some recorded reflections included:
CSP Update
The important thing in life is not what you couldnt do until now; it is what
you can accomplish in the future.
Nothing is impossible. Believe in yourself, and you can do it.
Alone we can do so little. Together we can do so much.
Rappelling and brick breaking:
Individuals then faced their fears
during a rappelling exercise from a
35-foot cliff in the nearby forest. One
by one, participants rappelled off the
steep face, putting trust in themselves
and the team of experts instructing
them. Building on the confidence of
the rappel, back at the lodge, instructor Bhupendra Singh Rathore further
challenged the notions of what is
possible, breaking a 4-inch thick brick
with a single punch after a passionate
motivational speech. Inspired, Shweta
Iyer, Tushar Jain, and Vikas Gujadhur
all stepped up to do the same, some
breaking multiple bricks with a single
blow.
Fire walking:
The day culminated in a fire walk, an
ancient tradition dating back to 1200
B.C., symbolizing a rite of passage. Nearly 10 feet of hot coals were laid before the group and set ablaze with kerosene. With the instructor purposefully
providing no demonstration, it was up to each participant to see past the
flames and believe it could be done. Tushar Jain took the first steps through
the burning coals followed by a series of equally brave souls. By the end of
the evening, with the help of the teams support, every member of the group
walked through the fire. With the fire walk came a permanent impression of
what is possible if you set your mind to it, and a few temporary blisters. As the
team concluded the day, it was clear that the instructor was right: they had
just had one of the happiest days of their lives.
Lessons in perseverance:
As members of the Tata Technologies team, we have the opportunity to walk
through fire each day whether by succeeding in a challenging project, facing
a difficult customer situation, or overcoming our fears to execute a new and
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As members of the
Tata Technologies
team, we have the
opportunity to walk
through fire each day
whether by succeeding
in a challenging project,
facing a difficult customer
situation, or overcoming
our fears to execute a new
and innovative idea.
Chris Weitzel,
Business Excellence Manager
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innovative idea, said Chris Weitzel, Business Excellence Manager. These are the
tests that make us stronger as individuals and as an organization. When we reach
the other side we have become
better. As we embark on our path to
become a $1 billion company, we will
face many challenges as we transform our organization. New initiatives like Revenue Storm and an
increased commitment to Business
Excellence will challenge each of us
to change for the better. We must
draw strength from our fellow team
members and take the first step towards overcoming our barriers. Like
walking through fire, it is possible to
succeed but only if you believe.
Firewalkers:
Sr. no
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
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First Name
Anubhav
Monika Rahul
Saurabh S
Varsha
Sanjay
Shweta
Reena
Ravi
Subhajit
Govindarajan
Archit
Mangesh
Tushar
Arun
Kausha
Vikas
Chris
Swetha
Sonali
Prachi
Sandeep
Last Name
Department
Kapoor
Joshi
Erande
Gondkar
Batheja
Kulkarni
Sharma
Raj
Ghosh
Jagannathan (Jaggu)
Gupta
Chiddarwar
Jain
Karpe
Manavi
Gujadhar
Weitzel
Legal
Legal
Legal
Legal
Legal
Legal
Legal
Legal
Legal
BEST
BEST
BEST
BEST
BEST
BEST
BEST
BEST
Iyer
Checker
Jahagirdar
Takale
Legal
HR
HR
Legal

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Three Sites Host Blood Drives in July

Tata Technologies Corporate Sustainability Team hosted three blood drives
in July.
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On 17 July, employees in the J K Infotech Building donated. On 18 July, a blood

drive was conducted at SEZ - Blue Ridge. On 19 July, the table tennis courtyard in
Hinjewadi was the blood drive site.
Global HR
A total of 310 blood units were collected from the three locations. In addition to
donations from employees, some of our clients joined in as well, as auditors from
the Quality team enthusiastically participated and donated blood.
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A total of 310 blood units were collected from J K Infotech, SEZ -Blue Ridge and Tata Technologies Hinjewadi locations.
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CSP Committee Donates $1,000 to Make-a-Wish

Foundation
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Tata Technologies and its Corporate Sustainability Program (CSP) Committee in

Novi donated $1,000 to the Make-A-Wish
Foundation. The foundation gives hope,
strength and joy to children with lifethreatening medical conditions.
Global HR
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The donation came about when Ed Doctor, PLM Services Manager, spoke about
the 25th annual Wish-A-Mile bicycle tour, a
major fund-raising event for the foundation, in which more than 700 riders took
part, held 23-26 July.
Business Units
For more information, visit: http://www.wishmich.org/
Links to:
GS Update >
In the News
eMO >
CSP Committee Salutes Dee Nolt
BETTER INNOVATION >
The NA CSP Committee is recognizing those outside of the

Novi, Mich., NA headquarters office who volunteer in their
community. Dee Nolt of the Tata Technologies Lancaster, Pa.,
office, has been volunteering with the Ephrata Area Social
Services in a Meals on Wheels Program for the last three
years. Every Thursday, she delivers two meals to each person
on her route. She provides a hot lunch and a bagged cold
meal for dinner to the elderly.

In addition to Meals on Wheels, she volunteers with the local Dee Nolt
churches in the kitchen and as a server to provide free Community Meal weekly dinners.
For more about Ephrata Area Social Services,
visit: http://www.ephrataareasocialservices.org
Toiletries for the Disadvantaged

The NA CSP Committee continues the collection of toiletries for
disadvantaged people in the metro Detroit area. The committee is
asking business travelers to collect small bottles of personal care
products and wrapped soaps from hotels, and drop them in the NA
headquarters collection box. The small toiletries also are available
at many retail outlets, including dollar stores. Full-size products are
also accepted.
The drop-off box for the toiletries is at the desk of Kathleen
McKenzie, Operations Assistant, in the E & D department.
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New Hires
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New Employees in North America

Please welcome these newly appointed employees:
Patricia Roller
Akhilesh Getti
Erin Johnson
Alexander Wilson
Samuel Tanielian
Scott Newton
Alan Martin
Anthony Carucci
Amy Marlow
Snehal Janbandhu
Laura Campbell
Arun Kumar Kohli
Erika Callanan
Blood Drives >

NA Programs >
Global HR

People >
Business Units
GS Update >
In the News
eMO >
Links to:
Recognition
Bang the Gong Award
NA Employees of the Quarter
BETTER INNOVATION >
Venkat Balaji: North America IT Mgr.

Justin Rice: Autodesk Training Material
for Carnegie Melon University

Bang the Gong Award

NA Project of the Quarter
Siemens Automotive Powertrain
Training Course Development:
Venkat Balaji accepts his Bang the

Gong Award at the NA Quarterly
Employee Briefing in June.
Quagien Gauna, Mike Cavanary, Neal

Bieszke
French PS Team Recognized

Some engineers and sales force of the French PS Team gathered for a
two-day workshop with Dassault Systmes in mid-July. The goal was to
tighten collaboration at the field level and establish a ramp-up plan for
new Dassault Systmes products. On this occasion, the central sales team
was awarded for its good FY13 Q1 results. Pictured are Philippe Barzilai
and Samira Aidoud.
INSYNC | July 2012
Corporate News

TBEM > BEST >
Recognition continued
Coventry Delivery Manager
Completes MSc in Engineering
CSP Update
Blood Drives >

NA Programs >
Pete Jones, Delivery Manager, at the Tata Technologies Design Hub in Coventry, has successfully
completed his MSc in Professional Engineering,
graduating with Distinction. Congratulations to
Pete on this outstanding accomplishment.
Global HR

People >
Business Units
GS Update >
People
In the News
Annual PDC Truck & Car Show Friday, July 20th
eMO >
Links to:
BETTER INNOVATION >
Pete Joyce, of Tata Technologies

participated in the at the annual Ford
Product Development Center (PDC)
Truck and Car Show on Friday, 20 July,
on the front lawn of the Ford PDC, in
Dearborn, Mich. Pete dispayed his very
rare red 1971 Buick GS 455 convertible
- #1 of only136 of the models built.

The show included 11 classes of cars,

trucks, tractors, and motorcycles, and
featured station wagons for 2012.
More than 400 vehicles were displayed, including more than 60 station
wagons.
A special exhibit, Workhorses Display, highlighted historical Ford-built stationwagons. Additionally, a pre-world premier screening of the film, Wagonmasters,
featuring some of the vehicles from the show was held.
INSYNC | July 2012
Corporate News

TBEM > BEST >
People
continued
CSP Update
Employees Experience Two Days of Nature

and Adventure
Blood Drives >

NA Programs >
Global HR

People >
As a break from the typical work day,

a group of Tata Technologies employees underwent one of the most
enchanting and enthralling short
treks of the Chota Nagpur Plateau, in
eastern India, which took them to the
lush and intense forests of Dalma and
Dimna with the Subarnarekha River
as the backdrop on 21-22 February.
The adventure program package was
offered by the Tata Steel Adventure
Foundation.
Business Units
GS Update >
In the News
eMO >
Links to:
BETTER INNOVATION >
On the first day, the employees engaged in windsurfing, rafting, rowing

and other water sport activities in
Dimna, which holds special promise
for genuine nature lovers. Eeriness of
silence and serene beauty at Dimna
Island was contravened by thrilling
and chilly winter night camps.

On the second day, employees indulged in the lap

of salubrious weather coupled with the rich natural splendor of the Dalma Hills. The Forest Guest
House was the final destination. The myriad hues
impressed employees as they trekked the hills.
While descending, participants commented that
they would cherish these lifetime memories.
The event was led by Mr Abhimanyu
Chowadhary, accompanied by other employees. Special thanks to Mr. Pralay Pal, who led the
organization of the event.
INSYNC | July 2012
Corporate News

TBEM > BEST >
GS Update
CSP Update
Global Engineering Center (GEC) for Covert

Manufacturing
Covert Manufacturing, headquartered in Ohio, USA,
produces precision-machined products. The company has been the customer of Tata Technologies
for more than a year.
In March, Covert called Anne Lewandowski,
Account Manager Global Services, needing staffing. Anne took this opportunity
to visit the facility and discuss a Global Engagement Center (GEC) arrangement
as an alternative to short-term staffing needs.
The discussions revealed how difficult it would be to staff its requirements and
that the company needed to think outside the box about how Tata Technologies could further support Covert strategically for its long-term growth needs.
Blood Drives >

NA Programs >
Global HR

People >
Business Units
GS Update >
In the News
eMO >
Links to:
BETTER INNOVATION >
Anne pitched the value proposition of a Global Engineering Center. Covert liked
the idea and asked Anne to come back to present it to its president.
Another meeting was scheduled, and Anne did a full presentation addressing
concerns and presenting a GEC model with a specific return on investment (ROI).
In the meantime, Anne reviewed her relationships at Covert using the Revenue
Storm Relationship Suite.Upon review, the tool indicated she was not properly
aligned with the CFO. She did not want this to be a show-stopper in obtaining
the business. This is a family-owned business, so the relationship dynamics are a
bit tricky. She did some work with the CFO to achieve alignment.

She then presented the quote to Coverts VP of Sales, HR

Manager, CFO, Operations Manager and President. At the
end of the meeting, she walked out with a $400,000 purchase order in hand. Work on the project began 16 July.
The team is currently made up of two on site - Arun Kohli,
Engagement Manager and Manmath Pawshere, On-site
Coordinator, as well as three members who are offshore.
This engagement is Program Managed out of our N.A office
and deliver support from our global engineering center in
Pune, India.
The key to the projects success? We entered this not as a
vendor, but as a partner providing and selling value, and backing that up with an
ROI, said Anne.
INSYNC | July 2012
Corporate News

TBEM > BEST >
MES Implementation at Atlas Copco

For a number of reasons, Atlas Copco selected Tata Technologies to support its
MES implementation:
A high-level connection with the decision
maker
CSP Update
Blood Drives >

NA Programs >
Global HR
The clients seriousness to explore options

People >
Our experience in the manufacturing

industry and expertise in MES implementation
Business Units
GS Update >
Our local presence, providing a comfort factor for continuous support

Competitive pricing
In the News
eMO >
In addition, the clients comfort and trust level with the Tata Technologies brand
came through clearly, thanks in part to the confidence we showcased while
demonstrating our capabilities.
Links to:
BETTER INNOVATION >
The Tata Technologies team showed clear value by presenting a customized

solution for its need.
A combination of on-site and off-shore resources contributed to the win:
Prabdeep Walia made the first contact
Dhananjay Sontakke and team contributed on the technical front and gave
the client confidence in our capabilities

Abhijit Yadav led the proposal and negotiation, connecting positively on the
leadership level
Ganesh Khedkar demonstrated active involvement of senior management in
the final negotiation
Currently, the project is in the data collection stage with six team members
involved.
This is a showcase project for us, said Ganesh Khedkar. We are demonstrating our
value in the form of providing a flexible solution for the companys need.
The deal includes both services and hardware totaling $220,000 (U.S.).
INSYNC | July 2012
Corporate News

TBEM > BEST >
Marina CS Six-Seater for Tata Motors
CSP Update
Tata Technologies is providing engineering and design

work associated with the body-in-white and exterior
trim redesign for the Tata Motors Marina.
Blood Drives >

NA Programs >
Global HR
The RFQ was received from Tata Motors strategic purchasing 17 March, and the
subsequent Revised Work Scope document was received on 8 May.

People >
Tata Technologies sales and Vehicle and Product Development team submitted
a fixed bid proposal for Phase I and Phase II to Tata Motors in March. The LOC was
received from Tata Motors in June for Phase I. Project duration for Phase I: July to
November 2012.
Business Units
GS Update >
The scope of the project: Design, engineer, develop and validate variant of Indica
(X0) that will meet the sub-4 -meter length and provide for second and third row
seats mounting and seat belt anchorage on the floor.
In the News
New tailgate assembly, front bumper assembly, modified floor for seats and
seat belt anchorages and front floor for AC integration in line with current
Indigo XL
Links to:
eMO >
BETTER INNOVATION >
Exterior trim (new front and rear bumper fascia and assembly, rear quarter
trim, modified carpet)
Mounting provisions for 2nd and 3rd row seats as directed by the seat supplier
CAE Requirements Tata Technologies will be responsible for the following:
Product Launch:

The coordination of all associated Tata Motors and relevant

activities to ensure a seamless introduction of the product through launch.
Includes activities such as Engineering, Manufacturing, Assembly, Test and Development, Purchasing and Suppliers
Component/Assembly Responsibility:
Development of component sub-system specifications and
requirements
Review and approval of these requirements by Tata Engineering
Development of DFMEA and DVP (APQP Documentation) for
component, sub-system, vehicle level new functionality based
on existing vehicle DFEMA
Completion of all 3D and 2D math data to Tata Motors Standards (for component assembly and sub-assembly
All design data to be released per Tata requirements into Tata Motors PLM System
INSYNC | July 2012
Corporate News

TBEM > BEST >
Part release and change management to be addressed through the Tata Motors Design Modification List (DML) System
CSP Update
Tracking of part specifics from initial release through launch
Blood Drives >

NA Programs >
Manufacturing feasibility, component validation and hard tool sign-off to be

done along with supplier.
Global HR
Creation of color TPL with the help of Tata Motors standardization department
Creation of graphical bill of material for all change parts

People >
Coordination and update designs to meet manufacturing and technical

services requirements regarding infrastructure modifications to ensure complexity with current products
Business Units
Validation:
In the News
Coordinate and participate in the validation activities. Any design changes

that accrue as a result of physical validation conducted per the Tata Motorsapproved and signed off validation plan will be the responsibility of Tata
Technologies.
GS Update >
eMO >
Links to:
BETTER INNOVATION >
Launch Support Tata Technologies responsibilities include :

Tracking, coordination and resolution of launch build issues, coordination and
execution of all necessary reworks during build event regardless of root cause
n
Quality

n
Design Issues
Coordination of part containment during any necessary rework activity
Review and appraisal of all production description assembly documentation

prior to build event
Engineering support to be in place for 90 says post Job 1.
Tata Technologies won the project in part because of its unique capabilities in body-in-white exteriors and interiors, as well as its past experience on Tata Motors programs.
Contributors to this win include, from the VPD team, Kevin Fisher, Ken Trumble, Casey Mehta,
Kevin Power, and V Balasubramian. From the Sales team, Sushaiv Wadekar and Baba Nadgir.
This is an effective on-site and off-shore mix - the VPD team from the U.S. (four people at peak) and
the E&D team at Hinjewadi (11 people at peak) worked on the project. The project kicked off in July,
with the team size at 15, at peak.
The value that Tata Technologies is providing includes taking complete responsibility of design for
changed parts designed by Tata Technologies, as well as coordination with Tata Motors suppliers for
the changed parts.
After the first phase is completed, it is anticipated that a second phase, of about 12 months, will be
required.
INSYNC | July 2012
Corporate News

TBEM > BEST >
Tata Technologies in the News
CSP Update
Each month, this feature provides employees with a summary of media mentions of
Tata Technologies, both through press releases we issue and media stories written
about the company. Where a link is provided, readers can follow it for full coverage.
www.marketwatch.com
Blood Drives >

NA Programs >
Global HR

People >
Tata Technologies eMO

EV Study Illustrates
ENOVIA V6 Solutions
for Product Design
Business Units
GS Update >
In the News
eMO >
Industry expert Kevin Power, Tata

Technologies Dassault Systems
Business Development Manager
presents ENOVIA V6 Solutions
for Product Design a comprehensive
webinar on July 11, using the Tata
Technologies electric MObility (eMO)
EV study data to illustrate.
Links to:
BETTER INNOVATION >

Link to full story >

Link to story >
INSYNC
INSYNC newsletter is published 12 times a year for Tata Technologies
employees and their families, to inform and inspire employees and to help
them put their work into context within the company, within the
Tata group, and within the industry overall.
Input is welcome from employees everywhere. Put INSYNC in subject line
and send to:
Siddhartha Bortamuli, Associate Vice President
Marketing and Communications
siddhartha.bortamuli@tatatechnologies.com
Daniel Saad, Director of Corporate Communications NA, and Editor

2012 07 Insync CRM

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INSYNC | July 2012

CRM Delivery Center >

Monthly Employee Communication

This is the first of a three-part series providing insight into how IT

Blood Drives >

New Hires > Recognition >

CRMs Role in One To Win

FOR MORE INFORMATION IN REGARDS TO

That applies to our customers. It applies to us, too.

INSYNC | July 2012

CRM Delivery Center >

Monthly Employee Communication

The Benefits of CRM

ensure a single, consistent set of sales

Blood Drives >

New Hires > Recognition >

provide real-time lead indicators (suspects, prospects, pipeline, forecasts) to

improve lead generation and marketing by integrating

FOR MORE INFORMATION IN REGARDS TO

CRM is the most

Venki Sundarraj, Director

INSYNC | July 2012

CRM Delivery Center >

Monthly Employee Communication

Blood Drives >

New Hires > Recognition >

FOR MORE INFORMATION IN REGARDS TO

Opportunities for Improvement

INSYNC | July 2012

Monthly Employee Communication

CRM Delivery Center >

Blood Drives >

New Hires > Recognition >

The Journey Continues

FOR MORE INFORMATION IN REGARDS TO

INSYNC | July 2012

CRM Delivery Center >

Monthly Employee Communication

CRM Administrator Shares His View

Blood Drives >

New Hires > Recognition >

FOR MORE INFORMATION IN REGARDS TO

INSYNC | July 2012

CRM Delivery Center >

Monthly Employee Communication

Blood Drives >

New Hires > Recognition >

follow-up activities as well as keep management

CRM has the

For any employee working for a competitive

FOR MORE INFORMATION IN REGARDS TO

INSYNC | July 2012

Monthly Employee Communication

CRM Delivery Center >

Leading Clients to Benefit From New Thane CRM

Tata Technologies has opened a new,

Tata Technologies Admin and IT teams

Blood Drives >

New Hires > Recognition >

FOR MORE INFORMATION IN REGARDS TO

Mr. C Ramakrishnan, Director, Tata

INSYNC | July 2012

CRM Delivery Center >