Anand Bansal

Business Services (Strategy & Transformation)
In my current role, I am the overall lead (global) for competitiveness improvement and I work directly with global leadership (C
level) to plan and execute strategic initiatives for profitability improvement.
Cost reduction strategy to improve business profitability/competitiveness at global level
* Identified key transformation levers/ focus areas to achieve global competitiveness targets
* Focused on process automation through deployment of intelligent automation tools to drive cost reduction
* Set up rigorous program governance to monitor progress and achieve bottom line improvement targets by each lever
GTM strategy to improve market share in managed services market at Global level
* Conducted market assessment to identify CG’s market position in overall IT services market and big/mega deals
* Developed three pronged GTM strategy (i.e. ‘Maintain and Grow’, ‘Penetrate’, ‘Seed’) to identify target market segments at
region - industry - offering level
* Prioritized market segments based on growth potential, market size and current market share
Designed and implemented target operating model to enable profitable growth
* Developed new operating model that aims at boosting BSv’s growth and helps to manage business headwinds
* Launched time bound change management projects to operationalize TOM with tangible deliverables

Portfolio diversification’ Strategy for a leading forging player in India in Auto Components Sector
* Developed opportunity landscape based on emerging automotive trends globally and in India to become future ready (2025)
* Assessed and prioritized the opportunities based on market attractiveness/potential and synergy with existing capabilities
* Recommended finalized opportunities (both global and India) along with ‘go to market’ strategy (including organic/inorganic
route)
‘Go to Market’ Strategy for a leading ‘Ready to Drink’ beverages player in India in FMCG Sector
* Assessed existing GTM strategy to identify gaps and white spaces across multiple areas e.g. retail coverage, distributor
effectiveness, channel segmentation strategy and salesforce effectiveness
* Identified key trends in beverage industry going forward and GTM implications across product categories
* Identified technology gaps w.r.t. best in class practices to automate sales processes
* Recommended six key opportunities to improve front end effectiveness
Diagnostic study to identify digital / technology opportunities for world’s largest two wheeler automotive player
* Conducted plant visits and mapped current processes to identify digital opportunities
* Benchmarked current process maturity with leading digital practices adopted by leading automotive OEMs
* Developed implementation plan using ‘rapid prototype’ approach across the value chain to ensure digital readiness
‘Throughput augmentation and Distribution cost reduction’ strategy for a leading packaged cement player in Bangladesh
* Identified opportunity landscape and prioritized key initiatives to augment throughput and reduce cost in logistics operations
* Designed solutions to optimize product flow path, warehouse footprint, transportation mode mix, demurrage, back haul
opportunity and dispatch capacity
* Identified technology/ digital gaps in order to cash process to automate and improve process effectiveness
* Designed and implemented S&OP and Order to cash processes to enable excellence in logistics operations

Market Share Improvement of a North Indian Tractor Industry player in Central India
* The client wanted to arrest its declining market share by implementing a Sales Acceleration program focused on sales and
marketing interventions to facilitate market share gain
* Conducted a diagnostic to identify sales improvement levers and implemented them during peak season from Sept to Oct
months
* Improved market share by 1.2% in the states of Madhya Pradesh & Chhattisgarh during peak season months
‘Route to Market’ Strategy for the largest Indian Small Commercial Vehicle player in Rural Markets
* Entered new markets to expand the reach of existing products in small commercial vehicles segment by setting up alternative
sales channel from scratch
* Designed and implemented the operating model to achieve 30% incremental sales contribution through Rural channel from 3rd
month onwards in a sustainable manner
Sales Transformation Strategy of a prestigious Small Car brand for an MNC Auto player in North India
* Implemented sales transformation strategy of a small car brand in passenger car segment and identified sales growth levers
with a focus on market specific insights
* Ensured excellence in sales operations through dealer operations planning, lead tracking, enhanced BTL activity and conversion
rate improvement
* Contributed in achieving sales target of more than 1000 retails in UP in March ’12 for the first time
Sales Transformation Strategy of a German Luxury Car Brand in Western India
* Implemented sales transformation strategy to improve retail sales for one of the biggest Indian markets
* Planned and executed product specific customer schemes with ATL/BTL interventions at dealership level
* The brand achieved the number 1 slot in India in the luxury car market
‘Go to Market’ of a Premium Global Car Brand in Bangalore market, South India
* Identified market development opportunities and developed customer specific schemes to push retail sales
* Conducted dealer operations planning to identify growth pockets and to drive excellence in sales operations
* Improved sales force productivity through rigorous lead tracking and effective market campaigns
Business Growth Strategy for a Global player in metal(ferrous) scrap business in Delhi/NCR market
* Identified the addressable market through market sizing by understanding the macro and micro economic environment
* Developed business plan for ~350 Cr. of annual revenue and executed operational strategy for pilot implemented the pilot to
build metal scrap business from scratch
* Managed P&L of a large Auto parts manufacturer account for 3 months and identified scale up opportunities through forward
integration in Delhi/NCR market
Strategic Evaluation of Operating Model Design & Implementation for leading Power EPC player in India
* Organization re-structuring to enable organization to competitively sell & deliver projects and leverage synergies of scale and
skill
* Developed a workforce planning tool for project management workforce across the project lifecycle with an aim to drive
workforce cost optimization for upcoming projects
Workforce Transition Strategy for a Global Copper & Gold mining major in West Papua, Indonesia
* Assessed and articulated a workforce transition strategy from open pit mine to underground mine
* Basis business priorities, developed a differentiated workforce transition approach and change management plan for ~1800
staff/non-staff employees for next 5 years
Profitability improvement for a large Metallurgical & Material Handling player through Workforce Cost Optimization
* Identified the opportunities to optimize the workforce cost for a cyclical business
* Sized the opportunity and right sized the workforce pyramid based on multiple parameters - workforce productivity, business
projections, span of control, role overlap etc.
Business Growth Strategy and Operating Model Design for the largest Indian ‘film post production’ player
* Revised the existing business strategy for 200% growth over 5 yrs. and identified key Gaps w.r.t. Geography, Customer Segments
& Service offerings
* Designed the operating model based on business platforms - Production, Post-production, Digital

Collected primary data from ‘55 Indian Organizations’ & tested the Research Hypothesis using SPSS
* Discussed the Implications of the Research Findings in the Indian Context and areas of future research
Social B-Plan for Education

Developed a scalable model to provide ‘low cost-high quality’ primary education to village children on a self-
sustainable basis
Administered Assessment Centre on 30 students (candidates) & 30 PMIR (assessors) students of 07-09 batch
EDUCATIONALQUALIFICATIONS

Performance Management System and Piece Rate System of a major player of leather industry in Ethiopia
* Developed Key Performance Indicators(KPIs) and competency profiles using balanced scorecard
methodology for level 1 and level 2
* Defined HR performance dashboards and rewards/incentives program for non-staff employees

Power Plant
Design
Delivery Optimization - Led a team of 4 Designers and 2 Engineers to understand client requirements,
develop 3D design and generate final drawings for the customer
Project Management -
* Coordinated with Head Office in Germany for plant design inputs
* Resolved interdisciplinary planning issues in project team with other disciplines such as piping, civil, electrical
at design conceptualization stage
* Awarded the senior role of ‘Area Coordinator’ in the project team in a short span of time

FMCG
Project Execution - Implemented projects on energy conservation, efficiency and yield improvement at
production line
Shop Floor Operations -
* Supervised a team of 33 operators(in shifts) on production line in Hyderabad bottling plant
* Monitored productivity reporting parameters to improve operational performance of the production line at
various Coca-Cola bottling plants
* Improved the yields such as Mechanical Efficiency’ and ‘CO2 Yield’ of the Production Line by 5.2% in UP plant

Manufacturing
Improve product (Electric Motor) quality by reducing defects in a critical sub-component
* Used DMAIC methodology(Six Sigma) to reduce defects in an Electric Motor subcomponent ‘Bracket’
* Achieved an ‘A’ Grade (10/10 points) in the semester, Selected among Top 10 Projects (out of 80)
ACADEMICPROJECTS