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Strategy Execution: Balanced Scorecard

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Information about Strategy Execution: Balanced Scorecard
Business-Finance

Published on November 19, 2008

Author: sarvajeet

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Master Sun Consulting : Master Sun Consulting Balanced Scorecard - Tool for Value Creation Business Audit: Agenda for Scorecard Led Transformation Strategy Maps to Individual Scorecard Caselet Service Industry : ICICI Bank Caselet Manufacturing : Texmaco Jakarta Caselet Marketing & Sales : Tata Steel Wire Division Why Need a Balanced Scorecard? : Why Need a Balanced Scorecard? The Source of Value Has Shifted From Tangible to Intangible Assets Intangible Assets Tangible Assets 38% 62% 85% 38% 15% 62% 1982 19921 20002 percentage of market value related to… 1. Brookings Institute 2. Baruch Lev analysis of S&P500 companies Value Creation: Intangible Assets : Value Creation: Intangible Assets Intangible Assets Do Not Have A Direct Impact on Financial Results — They Have Second- or Third-Order Impacts Conventional approach to managing financial & operational indicators insufficient Balanced Approach to Strategy Implementation should includes focus on customer/stakeholder & learning, growth & innovation Understanding & managing/leveraging inter-relationships between the above areas necessary for value creation Service Quality Customer Confidence Revenue Customer Retention Training InformationTechnology Balanced Scorecard as a Tool for Business Excellence : Balanced Scorecard as a Tool for Business Excellence Malcolm Baldrige Balanced Scorecard Leadership Learning & Growth Perspective Human Resource Capital Business Results Process Management Strategic Planning Strategy Map Learning & Growth Perspective Internal Process Perspective Customer Focus Customer Perspective Targets, Financial Perspective Balanced Scorecard : Balanced Scorecard Balanced Scorecard’s key theme is not about Measurement as the term would outwardly convey Its about Value creation -Execution of Strategy Balanced Scorecard : Synonym for Managing Performance : Balanced Scorecard : Synonym for Managing Performance Introduced in 1992, by Robert Kaplan and David Norton, the Balanced Scorecard is the most commonly used framework for ensuring that companies execute their strategies Today, about 70% of the Fortune 1,000 companies utilize the Balanced Scorecard to help manage performance. Balanced Scorecard Links Vision & Strategy to Personal Objectives : Balanced Scorecard Links Vision & Strategy to Personal Objectives VISION What we want to be STRATEGY Our game plan PERSONAL OBJECTIVES What I need to do Master Sun Consulting : Master Sun Consulting Balanced Scorecard - Tool for Value Creation Business Audit: Agenda for Scorecard Led Transformation Strategy Maps to Individual Scorecard Caselet Service Industry : ICICI Bank Caselet Manufacturing : Texmaco Jakarta Caselet Marketing & Sales : Tata Steel Wire Division Strategy Implementation Process : Strategy Implementation Process Sustained Strategy Strategic Direction Strategic Guidelines Strategy Stage Output Institutionalization of the process Identification & definition of areas of improvement Development of solution and testing Implementation of solution across all units Activity Business Audit Areas : Business Audit Areas Business Health Check Depending on the critical needs of a business , at a point of time, the Business Health Check will focus on some or all of the following areas Business Performance Analysis Strategy Planning Analysis Organization Culture Analysis Process & Systems Analysis Operations Analysis Marketing Analysis Sales & Distribution Analysis Customer satisfaction analysis Audit sets an agenda for transformation & also outlines the strategic thrusts for scorecard implementation Master Sun Consulting : Master Sun Consulting Balanced Scorecard - Tool for Value Creation Business Audit: Agenda for Scorecard Led Transformation Strategy Maps to Individual Scorecard Caselet Service Industry : ICICI Bank Caselet Manufacturing : Texmaco Jakarta Caselet Marketing & Sales : Tata Steel Wire Division Scorecard Design & Rollout : Scorecard Design & Rollout BALANCED SCORECARD S T R A T E G Y Mobilize change through executive leadership Change people, make strategy everyone’s everyday job Align the organization to create synergies Translate the strategy to operational terms Integrate improvement programmes with scorecard Scorecard Design & Rollout : Scorecard Design & Rollout BALANCED SCORECARD S T R A T E G Y Translate the strategy to operational terms Translate : Strategy into 4 Components : Brand / product development, sales, service, operations, logistics.. Activities needed to create the required customer value proposition and differentiation and the desired financial outcomes Organization infrastructure, skills, capabilities, knowledge of employees, working climate.. The ability to execute internal business processes in new differentiated ways Who are the target customers that will generate the revenue growth? What are the objectives and how do we measure success with them? What are the financial objectives for growth and productivity? What are the major sources of growth? Translate : Strategy into 4 Components Translate : Terminator Zero Unhappiness : Patent Score for Process Improvements SWIFT Training to Branches, Terminator Workshops Performance within TATs Quality Productivity % Complaints to Transactions Branch Contacts with Customers, Delivery Success Rate % Research, Education & Teaching Translate : Terminator Zero Unhappiness Internal Processes Mission To ensure that the all causes of Unhappiness for Customer are Terminated in order for the bank to vie for Service Leadership Customer Complaints Customer Feedback Scores Repeat Contacts Request Closure beyond 24 Hours Customer Cost of Complaints % of Business through Cross Selling Average Revenue Per Customer Financial Translate: Types of Measurements : Leading Definition Lagging Input Output Outcome Objective / Quantitative Example Intermediate outcomes that predicts or drive bottom-line performance results Measure Type Bottom-line performance results resulting from actions taken Amount of Investments, assets, equipment, labor hours, or budget dollars used Units of a product or service rendered - a measure of yield Resulting effect (benefit) of the use or application of an output Empirical indicators of performance Subjective / Qualitative Perceptions and evaluations of major customers and stakeholders Employee turnover rate Employee satisfaction rating Number of Value Meal orders fulfilled Customer satisfaction rating Wait time Customer complaints received as a % of total customers served Number of cashiers Translate: Types of Measurements Scorecard Design & Rollout : Scorecard Design & Rollout BALANCED SCORECARD S T R A T E G Y Align the organization to create synergies Align: Use Strategy Map to Build Cause & Effect Relationships : Align: Use Strategy Map to Build Cause & Effect Relationships Improve ROCE Revenue Growth Strategy Productivity Strategy Build the Franchise Increase Customer Value Improve Cost Structure Improve Asset Utilization A Motivated and Prepared Workforce New Revenue Sources Customer Profitability Cost per Unit Asset Utilization Price Financial Perspective Customer Perspective Internal Perspective Learning & Growth Perspective Product/Service Attributes Strategic Competencies Strategic Technologies Climate for Action “Build the Franchise” “Increase Customer Value” “Achieve Operational Excellence” (Innovation Processes) (Customer Management Processes) (Operations & Logistics Processes) Customer Value Proposition Quality Operational Excellence Product Leadership Customer Satisfaction Customer Acquisition Customer Retention Time Function Service Relations Brand Relationship Image Market Share Align : Flow of the Scorecard AlongThe Organization : Review Review Review Review Review Review Review Review Review Align : Flow of the Scorecard AlongThe Organization Production Shift Scorecard Packing Shift Scorecard Production Daily Scorecard Maintenance Daily Scorecard Department Weekly Scorecard Packing Daily Scorecard PC/QC Daily Scorecard Maintenance Weekly Scorecard PC/QC Weekly Scorecard Plant Head :Weekly Value Loss Scorecard & Analysis Align :KPI Roll Down – Oil Refinery : Manpower Index (SMI) Non Energy Cash Costs (NECC) Maintenance Index (MI) Man Hours Unit of Hardware Unit of Hardware is a constraint Man Hours is not a constraint Man Hour Categories Standard Hours Turnaround Hours (Outside of current scope) Other Hours (Outside of Maintenance Engineering Services) Contractor Hours Shell Hours Skills constraint Risk constraint Profit constraint Equipment constraint Shell hours constraint Response Time = Sigma [Job Time Raised – Job Time Closed] No. of Jobs Availability = (Total m/c hrs) - (m/c downtime hrs) x 100 (Total m/c hrs) Reliability (MTBF) = (Total m/c hrs) - (m/c downtime hrs) No. of Breakdowns Maintainability (MTTR) = (m/c downtime hrs) No. of Breakdowns PM Index = No. of m/c for which PM is carried out No. of m/c due for PM Crew Utilization = Total earned hrs x 100 Actual available hrs MMTR = Mean Time To Repair MTBF = Mean Time Between Failures Versus MTBM = Mean Time Between Maintenance? Backlog Hours = Sigma [Job in queue x standard time] Cost = Actual Job Cost + Lost Opportunity Routine Index (MI) Turnaround Index (MI) Maintenance Capex Maintenance Costs Inspection Costs Routine Costs Plant transformations Extraordinary Costs Operating Costs Contractor Costs Turnaround Cost (Outside of current scope) Equipment Constraint Hours Risk Constraint Hours Skills Constraint Hours Profit Constraint Hours Non Constraint Hours RCA Design % RCA Installation/ Repair % RCA Utilization % RCA Preventative % RCA Planned % Maintenance Schedule Adherence Planning Accuracy = Actual Hours/Estimated Hours Align :KPI Roll Down – Oil Refinery Align : Lowest Organism in the Food Chain : Align : Lowest Organism in the Food Chain Mobil – Truck Drivers Truck drivers were initially skeptical about how they could affect any of the corporate strategic themes. They knew that their job was to deliver to customers By driving safely and avoiding accidents truck drivers could improve performance on all internal measures that were identified… lower costs, reliable, on time, environmentally friendly ICICI-Fire in the Branch Every single mistake by a branch added up to a lot of failures countrywide Single complaint in a branch will bring the branch to a standstill Would track to one activity not being done by a single person Refer to Drawer syndrome Align : Balanced Scorecard with Organizational Design : Align : Balanced Scorecard with Organizational Design Job based on the Scorecard Matrices rather than on position descriptions, reporting relationships, and title transformations? To what extent does your organization encourage individuals, regardless of job description, to search for innovation & growth ? Brief on how your job impacts the KPIs of other department? Extent you feel you receive a sufficient amount of feedback from internal and external sources to help you improve what you do? Extent balanced scorecard tied to the transformation initiative? Extent performance appraisal system integrated with balanced scorecard KPIs? Extent does your current compensation/promotion system support/promote balanced scorecard KPIs? Extent do you understand what you must do to satisfy the customer’s needs? Align :Mission Zero Unhappiness : Align :Mission Zero Unhappiness Scorecard Design & Rollout : Scorecard Design & Rollout BALANCED SCORECARD S T R A T E G Y Change people, make strategy everyone’s everyday job Change : Minds Path Matrix : Conscious Unconscious Incompetent Competent Direct Delegate Support Coach The Four States of Mind! Minds Path Matrix …No shortcuts possible... Change : Minds Path Matrix Change : Minds Path Matrix : Change : Minds Path Matrix Compliance Culture Understanding Usage Change: Minds Path Matrix : Change: Minds Path Matrix Compliance Culture Understanding Usage Change Management : Success Hope Problem Definition Solution Development Solution Implementation Culture Change Pain The Mind’s Path To Success Change Management Change : Keep Scorecards Focused : Change : Keep Scorecards Focused At least one objective/measure per perspective No more than 15 measures Personal scorecard must support supervisor’s scorecard Every supervisor must have an objective and measure for coaching and employee development Scorecard must include an objective and measure that supports another part of the business Change : RCA Deliverables Not Received : Key Issue: RTO returns would sit at the branches, waiting for customer to collect them Solution: Outbound Calling Every deliverable cleared resulted in a happy customer, lesser rework & cost savings Average Contact Ratio:65% Data :Nov04-Jun 05 Change : RCA Deliverables Not Received Change Management : Link to Incentives : Change Management : Link to Incentives ICICI Zero Unhappiness Branches VNC Incremental Performance over Base Performance is rewarded Sales Reps often make incentive over and above salary Performance observed over a quarterly period to avoid monthly manipulations Change : Assessment Management System : Change : Assessment Management System “ If you can’t measure it, you can’t manage it.” The secret to successful change management is to be able to assess and measure your progress through the ‘minds path’ Change Management Assessment System The four mindsets must be measured by Auditing.Auditing is a quantitative measure of a qualitative Change :Assessment Management System (CAMS) : Audit questionnaires are developed to assess the mindset levels using a structured approach: Closed ended questions for compliance. Open ended questions for understanding. Demonstrative questions for usage. The audit questionnaire answers get converted into a scoring scheme… 0 for wrong or not done. 1 for partially right or partly done. 3 for correct or demonstrated. The percentages of each system performance category are plotted The target is 100%. Change :Assessment Management System (CAMS) Change : Assessment Management System(CAMS) : Installation Status 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% -5 -4 -3 -2 -1 0 Current Period Achievement Installed Partially Installed Not Installed Installation Status Change : Assessment Management System(CAMS) Change : Training & Communication : Ask the Head Bulletin Boards Newsletters Classes Training Workshops Company Intranet Change : Training & Communication Change : Training in Problem Solving –Decision Making : Change : Training in Problem Solving –Decision Making Objective:     The Program intends to provide an insight to the participants into the techniques for confronting the issues and arrive at alternatives toresolve them effectively using various tools and techniques. The program isstructured to provide an exposure to the systematic approach to logicaldecision making for attaining most optimal use of resources and enhanceeffectiveness. Proposed Program Contents:    Problem Solving A conscious, systematic approach for analyzing situations and articulatingproblems, underlying assumptions and expected outcomes Root Cause Analysis: A structured investigation that aims to identify the true cause of a problem and the actions necessary to eliminate it. Covers tools & techniques for problem understanding, cause generation, data collection, cause-and-effect analysis Six Hat Thinking: Harness lateral thinking capabilities to unearth the resources available and make optimal use of them to gain expected outcomes. Avoiding ten mental creative locks Force Field Analysis: Identifying potential risks and opportunities inherent in the situations 80-20 Analysis or Pareto Principle: Prioritizing & focusing problem solving exercise on key issues Decision Making Even Swaps : A rational method for analyzing decision options & making swaps Hidden Traps of Decision Making & how to avoid them Group Decision Making: Using group decision making techniques like consensus & NGT. Avoiding usual traps of decision making like Groupthink Decision Implementation: Decision implementation plan, monitoring, feedback & change management Scorecard Design & Rollout : Scorecard Design & Rollout BALANCED SCORECARD S T R A T E G Y Integrate improvement programmes with scorecard Scorecard’s Role in Transformation : Scorecard’s Role in Transformation Scorecard is an indispensable tool to manage & monitor a transformation/business performance improvement programme Scorecard Implementation needs to be supported by functional/departmental initiatives Scorecard supported by a Transformation Initiative drives Business Results Integrate : Goals, Measurement & Improvement Initiatives : Integrate : Goals, Measurement & Improvement Initiatives Integrate :Going from Output to Outcome : When you first launch your Initiative, you probably want to use an Output Measurement. Once the Initiative is up and running, integrate your measurement to an Outcome to see if the Initiative is really having strategic impact. Integrate :Going from Output to Outcome Integrate: Retail Management Control System : Integrate: Retail Management Control System Integrate : ICICI Transformation Control System : Integrate : ICICI Transformation Control System Budget for Key Metrics for Mar 05 Daily Measurement of Metrics:Alarm Express Daily Review & Course Correction Weekly comparison of Budget vs. Actual Root Cause Analysis Fortnightly Review Zero Unhappiness Scorecard & RCA Improvement Implementation Plan Senior Management Junior & Middle Management Planning Control Analysis & Review Focus on Short Interval Measurement, Analysis &Review Scorecard Design & Rollout : Scorecard Design & Rollout BALANCED SCORECARD S T R A T E G Y Mobilize change through executive leadership Mobilize : Top Management Commitment : Mobilize : Top Management Commitment 1.Creating the Climate for Change Unfreeze the organization Show the need for change 2. Creating the Leadership Team Breaking down functional bias 3. Creating the Vision and Strategy BSC as a “visioning process” BSC to clarify the strategy 4. Creating Team Accountability Accountability for cross-functional strategic themes at Executive Team level A successful Balanced Scorecard program starts with a recognition that it is not a “metrics” project, it’s a “change” process. Mobilize :Tight Focus & Extensive Review : Strategic Learning Loop Initiatives & Programs test the hypotheses Output(Results) reporting Management Control Loop funding Input(Resources) update the strategy PERFORMANCE 85% of management teams spend less than one hour per month on strategy issues 92% of organizations do not report on lead indicators 60% of organizations don’t link strategy & budgets 78% of organizations lock budgets to an annual cycle 20% of organizations take more than 16 weeks to prepare a budget STRATEGY BALANCED SCORECARD BUDGET Mobilize :Tight Focus & Extensive Review Mobilize : Red Buttons to Avoid : Mobilize : Red Buttons to Avoid Middle Management Team: Lack of Senior Management Commitment Done by One or Two Individuals Held at the Top: For Senior Management Only Too Long a Development Process: “Best Becomes the Enemy of the Good” Treating the Balanced Scorecard as a Systems Project Done Only for Compensation Not Treated as a Change Management Project Master Sun Consulting : Master Sun Consulting Balanced Scorecard - Tool for Value Creation Business Audit: Agenda for Scorecard Led Transformation Strategy Maps to Individual Scorecard Caselet Service Industry : ICICI Bank Caselet Manufacturing : Texmaco Jakarta Caselet Marketing & Sales : Tata Steel Wire Division Context : Context Focus on Top line. ICICI Bank perceived to be very aggressive on sales , very poor on service. For bottom-line to improves it was important for the bank to be a service leader. Improved Service Leads to improved productivity & profit Generates a positive word of mouth. Attracts new customers Provides a competitive advantage. More difficult and slower for a competitor to respond to service improvement than to price change. Help us retain customers. Cheaper to retain customers than to acquire new ones Terminator : Zero Unhappiness : Patent Score for Process Improvements SWIFT Training to Branches, Terminator Workshops Performance within TATs Quality Productivity % Complaints to Transactions Branch Contacts with Customers, Delivery Success Rate % Research, Education & Teaching Terminator : Zero Unhappiness Internal Processes Mission To ensure that the all causes of Unhappiness for Customer are fully Terminated in order for the bank to vie for Service Leadership Customer Complaints Customer Feedback Scores Repeat Contacts Request Closure beyond 24 Hours Customer Cost of Complaints % of Business through Cross Selling Average Revenue Per Customer Financial Zero Unhappiness Scorecard Branches-Sample : Zero Unhappiness Scorecard Branches-Sample Sample Scorecard Scorecard presented & reviewed in fortnightly reviews All variances are linked to RCA Comparison of Monthly Performance Vs. Budget Focus on Top Service Failures Key Indicators Focused On : Number of Service Failures, Quality, Service Request Closed within TAT Scorecard Related RCA : Deliverables Not Received : Scorecard Related RCA : Deliverables Not Received Apart from wrong creation, dispatch/delivery related issues needed focus RCA: Deliverables Not Received : Key Issue: RTO returns would sit at the branches, waiting for customer to collect them Solution: Outbound Calling Every deliverable cleared resulted in a happy customer, lesser rework & cost savings Average Contact Ratio:65% Data :Nov04-Jun 05 RCA: Deliverables Not Received RCA : Deliverables Not Received : RCA : Deliverables Not Received Issue :E-search Update E-search information for certain deliverables not updated/ available resulting in inadequate /incomplete information to customers & Service Request creation errors Initiative :E-Search Update (CTD Initiative) Identified mandatory uploads for First Contact Resolution related to RPC/ CPC processes Designed and finalized the file formats for all mandatory uploads - easy reading for front end National Co-ordinator appointed to tracking e-search open cases and timely uploads I-KIT AOF Rejections,Modification Request Rejections,Nomination Rejection Letters Nomination Registration Request Rejections,Non I-Kit SB/FD-RD AOF Rejections,Transfer of Account- Rejections,Transfer Cheque Returns, ATM Retained Cards,TDS - Form 15G Rejections etc. Terminator Results- Cost Saving Through Failure Reduction : Terminator Results- Cost Saving Through Failure Reduction Results - Service Failures as % of Transactions : Results - Service Failures as % of Transactions Results – Quality of Request Handling : Results – Quality of Request Handling Results-Customer Feedback Scores : Results-Customer Feedback Scores Master Sun Consulting : Master Sun Consulting Balanced Scorecard - Tool for Value Creation Business Audit: Agenda for Scorecard Led Transformation Strategy Maps to Individual Scorecard Caselet Service Industry : ICICI Bank Caselet Manufacturing : Texmaco Jakarta Caselet Marketing & Sales : Tata Steel Wire Division Indonesian Textile Giant Caselet : Indonesian Textile Giant Caselet The company is one of the largest Textile company in Indonesia Company had been hit heavily by currency crash In order to improve bottom-lines a plan to reduce the various kind of value losses in production, quality, packing, utility etc. Ambitious target of USD 4 Million in Value Loss Reduction was set Initiatives like TQM, Setting up Management Control Systems Organizational re-structuring were pioneered Balanced Scorecard was used as a strategy implementation tool to support Strategy Implementation Project Zero Value Loss : Patent Score for Process Improvements SWIFT Training to Branches, Terminator Workshops Performance within TATs Quality Productivity % Complaints to Transactions Branch Contacts with Customers, Delivery Success Rate % Research, Education & Teaching Project Zero Value Loss Internal Processes Mission To ensure that the all causes of Unhappiness for Customer are fully Terminated in order for the bank to vie for Service Leadership Customer Complaints Customer Feedback Scores Repeat Contacts Request Closure beyond 24 Hours Customer Cost of Complaints % of Business through Cross Selling Average Revenue Per Customer Financial Weekly CEO Scorecard – Value Loss : Weekly CEO Scorecard – Value Loss Strategy: Reduction of Value Loss became the central agenda Scorecard Reporting Flow- Plant : Review Review Review Review Review Review Review Review Review Scorecard Reporting Flow- Plant Production Shift Scorecard Packing Shift Scorecard Production Daily Scorecard Maintenance Daily Scorecard Department Weekly Scorecard Packing Daily Scorecard PC/QC Daily Scorecard Maintenance Weekly Scorecard PC/QC Weekly Scorecard Weekly Value Loss Scorecard & Analysis Focused: Incredible focus on “value loss reduction” strategy was created by linking scorecards of all departments into the CEO ‘ Value Loss Scorecard’ Weekly Dept. Manager Scorecard : Weekly Dept. Manager Scorecard Organization: Mobilize employees to act in fundamentally different ways, guided by ‘value loss’ strategy with each employee having an individual scorecard & action plan Packing Superintendent Scorecard : Packing Superintendent Scorecard Superintendents of Departments like Packing had individual Scorecards. These flowed into Production Manager’s Scorecard Utility Generation Scorecard : Utility Generation Scorecard Support functions like Utilities also were giving cost saving targets which were monitored through utility scorecard Results- Cumulative Savings : Results- Cumulative Savings The Strategy Implementation Programme supported by the Balanced Scorecard produced significant Savings for the Company Master Sun Consulting : Master Sun Consulting Balanced Scorecard - Tool for Value Creation Business Audit: Agenda for Scorecard Led Transformation Strategy Maps to Individual Scorecard Caselet Service Industry : ICICI Bank Caselet Manufacturing : Texmaco Jakarta Caselet Marketing & Sales : Tata Steel Wire Division Approach: Retail Management Control System : Approach: Retail Management Control System Distributor Weekly/Monthly Scorecard : Distributor Weekly/Monthly Scorecard Retail Manager Weekly/Monthly Scorecard : Retail Manager Weekly/Monthly Scorecard Chief of Sales & Marketing- Weekly Scorecard : Chief of Sales & Marketing- Weekly Scorecard Results : Results GI Contributions increased by Rs. 3 Crores Domestic Net Realization (NR) per ton for GI increased by 12% (from Rs. 19,233 in Sept. 2001 to Rs. 21,513 in Sept. 2002) Outstanding collection savings of Rs 93 Lacs @ 12% interest PA Outstanding collection from Rs. 483 Lacs Pre-Renoir to Rs. 1337 Lacs post-Renoir period Incremental contribution of Rs.77 Lacs by 29% increase in sales in MTB 1125 TPM for the H1 of 2002-03 compared to average of 874 TPM for the year 2001-02. Outsourcing Savings targeted at Rs. 6 Crore Finally : Finally In God We Trust , Everybody Else Must Bring Data “You see, all the right things are written in books and research papers.The trick is to ensure that there is no gap between what is written in the books and your vision; from what is happening on the shop-floor and what is going on in the marketplace.That is execution. That is what makes the difference”Mukesh Ambani : “You see, all the right things are written in books and research papers.The trick is to ensure that there is no gap between what is written in the books and your vision; from what is happening on the shop-floor and what is going on in the marketplace.That is execution. That is what makes the difference”Mukesh Ambani www.mastersungroup.com http://strategy-execution.blogspot.com chandra@mastersunindia.com Sarvajeet Chandra: +91 9920803060 Jasravee Kaur : +91 9892301590

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