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Organization Study: Total Environment Building Systems Private Ltd.

Submitted to: Prof. Sourav Mukherji Group members: Arvind Ranjan Kartik Yeleswaram (1111348) Priyanka Soni (1111364) Shashank Naik Vhishnu Vardhan PGP 2011- 13, IIM Bangalore

Organization Study

Acknowledgements
We thank Ms. Vinthi, Manager (HR) - TEBSPL, for her wholesome support and for familiarizing us with the company. She has been instrumental in bringing the company‘s organizational features into the context of the report. We also appreciate her assistance in setting up meetings with the company‘s key personnel.

We also thank Mr. Ashok Dwarknath and Mr. Sumith for their enthusiasm and eagerness in engaging with students and sharing their unparalleled knowledge.

We are very thankful to our dear professor, Dr Sourav Mukherjee, for giving us this opportunity to put our knowledge of Managing Organizations to test and understand real-life scenarios in industry.

............................................................................................ REWARDS & RECONGNITION ................................................................................................... ERROR! BOOKMARK NOT DEFINED..... 20 KNOWLEDGE MANAGEMENT ........... 20 RECOMMENDATIONS & CONCLUSION .............................. 20 ORGANIZATIONAL CHALLENGES ............. 14 ORGANIZATION ENVIRONMENT ....... 21 .. 14 SUBSIDIARY COMPANIES ........................................................................................................................................................................ ERROR! BOOKMARK NOT DEFINED................................................................................................... ERROR! BOOKMARK NOT DEFINED...................................................................................................................................................................................................................................................6 TRANSFORMATION OF TEBSPL .........................................................................................6 EVOLUTION OF ORGANIZATION ....... 14 BUSINESS VERTICAL ........................... 10 BUSINESS MODEL................................................................................................... 14 WORK LEVELS....................... 10 ORGANIZATION STRUCTURE.............................................................................................. ORGANIZATIONAL CONTROL AND CULTURE ....................................................................................................................................................................................................................................................4 INTRODUCTION TO TOTAL ENVIRONMENT BUILDING SYSTEMS PVT LTD .................................................Organization Study Contents ACKNOWLEDGEMENT ............................................................................... CULTURE IN TEBSPL .......................................................................... CONTROL MECHANISMS ......... ERROR! BOOKMARK NOT DEFINED............................ NATURE OF ENVIRONMENT ......................................................................................................................... 11 ORGANISATION CHART ............................................................... ERROR! BOOKMARK NOT DEFINED.......................................................... 14 INNOVATION .................................................... 20 INTER-ORGANIZATIONAL RELATIONSHIPS..................................... 20 CONFLICT MANAGEMENT & DECISION MAKING.........................................................................................2 ABSTRACT......

painters. In-house service engineers. This relation is brought out in clarity and splendor when one enters the model house located inside their campus ―Imagine‖ situated in the ITPL area. designing and building customized living spaces. One might wonder what the concept of customization is doing in a construction business. and how these factors interact and play a role in determining the organizational structure of TEBSPL. Today. . marble craftsmen and so on… TEBSPL has successfully executed a number of projects and has many more in the pipeline. we were mind struck to think ourselves nothing but ignorant. particularly in relation to a realty player. which then transformed into a niche segment power-house the idea of backward integration into the core business modules of the construction like carpentry (TE wood works). their success being a consequence of their commitment to growth and excellence which can be attributed in part to a magical concept termed ―Masscustomization‖. more specifically. The organization was founded in Bangalore by four architects from IIT (including Mrs. Kamal Sagar & Mrs Shibani Sagar as an organization which aimed to provide unsurpassed living experiences through sensitively designed home spaces. The prime focus of this report is to study and understand the various factors. The company was started as a home segment construction business.000. Sagar) with a capital of Rs 10.Organization Study Abstract Total Environment Building Systems Private Limited (TEBSPL or TE in short) was founded in 1996 by Mr. the company has grown to the extent of gaining Rs 135 crores from HDFC asset Management Company for acquiring land for projects alone. both internal like culture and organizational strategy and external like the environment. metal works (TE Form works). tiles (TE Quitzel). The memory of the wows and awesome which came from our heart is still relishing the experience. TE‘s level of dedication to excellence is evident from the uniqueness and methods used in crafting the 6000 sq ft marvel. Also the report portrays and reflects how the decision making and knowledge management is carried out at the organization. TEBSPL‘s focus is on the construction business. & Mr.

Reproduction of this report in any form should not be done without prior consent from the professor or the authors.Organization Study We have also tried to list a few major challenges that the organization would be likely to deal with in the near future. The report concludes with our observations on how E-build could do well for itself by moving towards a self sustainable model and by developing capabilities to take strategic decisions. . thereby moving up the value chain in TEBSPL‘s scheme of things.to understand how the organization’s structure has helped its business and to address the correct / incorrect management practices that in the authors’ view are prevalent in the organization. Some of them are a result of their strategy and hence would have a direct bearing on the structure of the organization. Note: This study has been conducted purely for academic purposes.

Evolution of organization Total Environment was started by Kamal Sagar and his three classmates from IIT Kharagpur . started offering buyers the ability to customize almost all aspects of their apartment interiors. The company has completed 15 projects in Bangalore and Pune and currently has 4 ongoing projects. The key competency of the company is creativity in design and utilization of spaces that provides an unsurpassed living experience to customers. Given below is a figure describing TE‘s growth so far along with its expected growth and associated challenges in the near future. a micro-brewery and hospitality. TE also takes-up commercial projects and has completed 8 such projects and 2 ongoing projects. strategy and the various aspects of the organization structure that are linked its strategy. In the following years. a fellow architect. In this report. its external environment.Organization Study Introduction to Total Environment Building Systems Private Ltd. we are going to focus on the evolution of TE. It also provides cost-effective maintenance services for a period of approximately fifteen years. Apart from undertaking residential projects. productive and joyous. It also provides instant information on costs and feasibility along with guidance and assistance in the form of an in-house consultant. cutting-edge technology and an out-of-the-box approach to make living more comfortable. In spite of these. After a few projects. Located in Bangalore this task was not very difficult to implement. By executing most or all activities in-house from start to handover and after. Total Environment is a construction company that operates in the niche segment by building homes that cater primarily to high net-worth individuals. Total Environment is able to ensure quality and control costs and these benefits are passed on to its customers. . the overall working-style of the company remains largely entrepreneurial with major decision making powers still vested solely upon Kamal Sagar. It is the only firm in the country that allows home owners to determine every little detail of their homes in order to match their distinct tastes and lifestyles with the help of it propriety tool that helps customize every aspect of a home. including the walls. they decided that they would cater to the niche segment of high class buyers and thus began the journey of TE. They also introduced some elements of formalization by assigning designations and job responsibilities. they increased their size by hiring a few employees. TE also has invested in other businesses such as resorts. It uses its professional expertise. His wife Shibanee.

Year Milestone 1996 10th July 1996 Incorporated 1997 Doka formwork purchased for which the training was provided at Chennai -Introduced concept of terrace garden for every apartment -Introduced customizable apartments Projects Cirrus Minor started Green's a colour Ashwanathaswamy Reddy Residence Interesting events Shibanee & Kamal Architects formed New workforce in the form of 7 engineers hired Introduced the concept of lunch in office to improve interaction between team . The folowing table represents the various phases or organization development in Total Environment. Hence it is planning to make its organization more decentralized and delegate its decision making power to new employees.Organization Study However Te is now looking to expand its opearations in other cities and it will be difficult for it to maintain such high level of centralization.

2 & 3 Arranged a Conoor trip as a team building activity Problems faced in Webb India project and won the legal battle Design Innovations in the project Wings Acquired a 51% stake in a tile company . Company size grows to 30 Life is beautiful Richard Gale Apartments Webb India Ion Idea Phase 2 Time Eterna Organized a party on terrace as a get together for the entire team Foot Prints Free birds Starlet Begonias Shine On 1.Organization Study 1998 First Project(Cirrus Minor) Handed over -Ipomea caepas plant used which grows well under shade -1st commercial project(mall) started 1999 In House structural department formed Formation of in-house metal works dept & fabrication formwork -Ion Idea phase 1 completed 2000 In house maintenance team for handling maintenance issues in all buildings -Decided to start campus recruitment -TE wins the project to construct HAL museum among stiff competition -Starts building lifestyle & Large apartments 2001 Started a marketing drive with a photo-shoot (by Rau Rehman) and designing a TE logo(Ray & Keshavan) Also started advertizing in Billboards 2002 Signed a deal to acquire office space which resulted in stretching the cash flow of the company Started Internal flooring division and structure Won several awards for its projects Signed agreement for Windmills 2003 Registered the Office Campus location Launched the first TE Calendar Green is a colour Block 2 completed Ion Idea In house servicing team hired for handling construction problems Green is a colour Block 3 completed Reach for sky Uncle joined the business Alexander Kurian & Vishal Sureka joined Abraar starts structural work Malay & Ashok started structural dept.

Joe Fernandes hired as the CEO. a furniture company was acquired Future Projects in JP Nagar Windmills Wind beneath my wings Started importing Raw Materials & Machines from China Introduced grades and designations in the company structure Went on a major recruitment drive Trip to Italy organized to get Italian marbles from the source Also procured porous marbles from Colombo . 2007 Windmill Prototype completed Shine On Project in Hyderabad started Orange Blossom Spec Rain Drops won an award Organized team building activities such as Goa trip and also celebrated Holi on Campus Company size grows to 96 Celebrated 10th anniversary Automated the welding process Company Size grows to 136 2008 Completed the Hyderabad Project Quetzel.Organization Study 2004 Imagine started E build conceptualized 2005 Lifestyle doe Windmills registration done AML & Erasmic sign off Ebuild Acquired 1000 acre land in Mysore for developing a project TMFT project 2006 Completed 10 years Ventured into construction in Hospitality industry and contracted Preeti Construction in OBS Pune to construct (Greenshoe) Mysore project approved by government.

TEBS is a real estate firm building completely furnished and customized homes with a focus on good design and detailing. Evidently. the quality TEBS strives to deliver comes at a price premium and High Net-worth Individuals are the target segment for TE homes. in-house CRM Niche player Long term relationship: Offer building & maintenance . delivers and captures value. processes & technology Engage with customers. Offer high quality customized spaces Product differentiator High value spaces. This makes TEBS a niche player in the real estate market. backward integration helps cut costs Innovator in product.Organization Study Transformation of TEBSPL Business model The business model of an organization can be defined as the rationale through which it creates.

the organization needs to gradually shift towards an increasing level of decentralization as functional roles and project teams become more pronounced. construction and corporate roles. Centralization Kamal Sagar heads the design. . The management plans to develop eBuild into a service it offers to clients. Structural GroupingTotal Environment has a ―hybrid‖ organization structure:     The core team is functionally separated into design. which may not be desirable. the span of control is high (~20). there are often teams that formed for a particular project (say. Within each vertical. The Customer Relationship Management team comprises ~10 executives and the remaining corporate functions employ ~120 people. This will result in TE evolving into a more horizontal organization from the highly vertical setup that exists currently. the eBuild team comprises ~15 executives and is a part of TEBS. typical of an entrepreneurial setup. Communication Vertical Linkages  Reporting Relationships: There exist clear hierarchy levels within each functional department. Within the architectural design team. The level of centralization within the organization has always been high. sales and technology teams. TEBS).Organization Study Organization structure The teamThe organization employs ~65 personnel in the design team (Shibanee & Kamal Architects) and ~160 others in the construction team (Total Environment Building Systems. But for the architecture design team. Teams such as Customer Relationship Management (CRM) work across the structure while interacting with the design. Windmills of Your Mind) which are disbanded later. architecture and project teams. instead of running it as an in-house technology only. job roles are often overlapping and undifferentiated. suggestive of a need-based temporary divisional structure. Currently. However.

Information also needs to be communicated between the architecture. designing are all done in the respective departments.6 levels Supervisor span of control Middle level – 7-8 Top management – 4-5 Head . drawing. During the project. Virtual Cross-Functional Teams: The main structure of the organization is based on the functional model. after certain levels of progress few of the designated personnel are removed and sent back to the functional department. In case of a project getting kick started. o Senior architect along with 2-4 junior architects. with 2 junior engineers.10 Direct/ indirect labor ratio Not applicable   . given the underlying stress on customization. reiterating the need for horizontal linkages. the people from different functional groups are brought to a common project head with dual reporting to their functional head and the project head. the conceptualization of the project. There is a high level of co-ordination between the project groups. draftsman o Structural engineer.Organization Study  Rules & Plans: The level of formalization is high and teams are required to adhere to guidelines pertaining to their own role as well as the overarching role of the company. During the execution of the project. each of the contributors is brought forward as shown below. structures and services team on the one hand. o Service engineer. technical specifications. especially as CRM and Sales team have to coordinate with the core architecture team very often. and construction team on the other hand. Horizontal linkages  Information systems: Horizontal information flow is highly desired in the organization. But the organizational setup for the execution of the projects (both small and in large scale) demands a pooled interdependency between the experts of different genre. Direct Contact: CRM personnel perform a liaison role between the teams and the customers. o Legal & land personnel (concerned with all required approvals) o Purchase division personnel o Estimators designated for the project During the execution of the project. with MEP personnel o CRM personnel. Project based structure Structural Characteristic Number of management Usually 5 .

Organization Study Manager/ Total personnel 1: 40 (Manager designation ratio not mentioned AVP taken as level mentioned) Workers‘ skill level High Formalized procedures High Centralization Low & complex Amount of verbal High communication Amount of written Moderate communication Overall Structure Highly Organic .

TE hires the best architects and structural engineers from across the country. Also. the customers tend to be highly demanding which makes the job more demanding thereby making it more complex. Total Environment insists on doing all of its building construction in-house. Considering the niche segment of market it focuses on and amount of money it charges. whereas the industry standard is to outsource it to contractors. Working in the real estate environment. Also the industry is highly dependent on the availability of suitable locations to build the projects and restrictions from the environmental/government perspective. Thus we can say that the operating environment of TE is fairly complex. TE‘s success is highly dependent on the everchanging tastes on the customer and the amount of money which a customer is willing to put in depending on the economy which is also frequently changing.Organization Study Organisation chart Work levels Subsidiary companies Business vertical Nature of External Environment The real estate industry has a lot of competing firms and a largely dependency on government regulations. It also depends on a set of specialized suppliers who supply high quality and specific raw materials and machinery needed for the construction projects. the success of firms operating within the industry is dependent on satisfying the taste and needs of the customers. . In order to maintain the highest possible quality. it has to make the optimal use of the skilled manpower and technology available to get the maximum benefit. Hence. In-line with its requirements. while keeping costs low.

R&D. Accounting.Organization Study TE's operating environment Simple Stable Simple Unstable Complex Stable Complex Unstable Technology Raw material to end process and its effect on organizational design Processes & their relationship to organization design: HR. marketing Core Processes  Design o Architectural Design o Structural Design o Services & MEP Construction o Quantity Survey and Estimation o Core Engineering & Fabrication o Purchase o Quality Assurance o Project Management  Non-core Processes       Human Resources Accounting Sales & Marketing Customer Relationship Management Finance IT .

Technology as a part of strategy: handling mass scale customization . plans. the role of the CRM team becomes dominant to aid in defining the specifications of the apartment Between the departments. vertical communication and task forces assume importance for the functioning of each team and the organization as a whole. feedback.Organization Study  Administration Structural implications on the organization Structural Characteristic Number of management levels Supervisor span of control Workers‘ skill level Formalized procedures Centralization Amount of verbal communication Amount of written communication Overall Structure Total Enqvironment 3-4 Low to Moderate High High High High Moderate Largely mechanistic Chart 409. schedules. These units work in close conjunction with each other. 415 Routine-non routine chart Sequential interdependence among departments       The principal architects lay down the concept and design: Shibani & Kamal Sagar The design team (architectural and structural) builds on the concept by developing detailed working drawings and simulations The surveying and estimating (BOQ) team work on cost and material estimates for the drawing The core engineering team along with the services and MEP team begins construction The construction is managed by the quality assurance team and supported by the design team Once the construction is near the stage of customization.

MIS. Customization is an integral part of the company business model. Homeowners are provided options to choose from a wide range of space layout options.Organization Study TE is perhaps the only firm in the country that allows homeowners to customize every little detail of their homes to match their distinct lifestyles and tastes. when he reported to work. His employer. From the quality of finish to our RCC work. Total Environment is a shining example of this fact. to the use of eBuild . long life and efficency. Zavaray Poonawala. wanted to employ someone who would ―stand there and build‖. CRM team handles most of the customization to the extent of architectural details. eBuild even provides instant information on costs and feasibility. The story goes like this: When Kamal Sagar had just graduated from the Indian Institute of Technology at Kharagpur with a degree in architecture. eBuild is TE‘s online proprietary tool (patent pending) used for customizing homes. Ref: http://business. Culture The culture of entrepreneurial organizations is often a reflection of the philosophy and beliefs of their founders/leaders.in. he got hired by a rather unusual man who wanted to build a stud farm near Pune. and this is incorporated through a tool called eBuild. a level of customization is required at sales stage to determine tentative costs. However.com/column/zen-garden/total-focus-absolute-intent/5602/1 A story often told to new recruits and people interacting with the organization for the first time relates to the events which resulted in the creation of TE. to the state-of-the-art home automation systems that make interaction with your home seamless and a pleasurable experience. Nearly 30% of the customization of the home happens by sales executives. Technology in product/ output Our projects come with a host of technological features that have been introduced to truly enhance the quality of life of people who live in them. styles. colours and themes.our online tool to help customise your home. director and principal architect Kamal Sagar. he found Poonawala — a man who drove around in a thirty foot car — in no hurry . technology is helping us deliver advanced homes of high quality. A lot of TE‘s culture revolves around its charismatic founder. Internal CRM.

Being a company which services high net-worth clients and provides highly customized products. when the young architect was called in. the restless youth forced the project on his employer. Poonawala was simply delighted. ―This is my building. Thus. The other important reason for the informal culture is TE‘s strategic focus coupled with the environment it operates in. Grateful Dead and Social Distortion. language and interactions among employees. for example. More . he made the young graduate do odd jobs. TE‘s work culture is largely informal. A year later. TE has adopted an ‗Mission Culture‘ (ref Daft pg 250) which emphasizes a clear vision of the organizations objectives and achievement of goals. Part of this is due to the fact that TE has a primarily young workforce in terms of the average age of its employees. all TE employees are encouraged to refer to one-another on a first-name basis regardless of designation. The next morning. ―I do not necessarily agree with what you propose. Instead. his eccentric employer asked him to go ahead. the only exception to the rule being the director‘s father who is lovingly called ‗Uncle‘. While spaces designed by TE are often symbolic of the tastes and desires of their individual owners. with the notable exception of its interactions with clients. instead of being shown the door. The informal work-culture is seen in the dress-code. Many of their projects such as Cirrus Manor. while keeping its niche customers satisfied.Organization Study to build anything. These happen to be a consequence of the director Kamal Sagar‘s passion for music. When it comes to language. It also impresses upon employees the values of creativity. I want to build something nice here‖. there is another subtle symbolism associated with them. ―What are you thinking?‖ he asked. conviction of judgement and pursuit of excellence which are central to the organization‘s core belief-system. In executing his very first project. He drove off in a huff in his thirty foot car. I want the absolute best‖. He showed Poonawala a cathedral shaped design that flabbergasted the horse breeder. This factor is also evident in the generally high levels of energy and enthusiasm witnessed at the workplace. Even the director is referred to as ‗Kamal‘. This story firmly reinforces TE‘s vision of ―providing an unsurpassed living experience through the creation of sensitively designed spaces‖. but I will take the chance. but to create an entire environment for his clients. TE operates in a relatively stable environment and place a lot of emphasis on external focus (client relations). the young man had found his calling: To use the power of design not just to make artefacts for.‖ he said. Scarlet Begonias and Reach for the Sky are named after songs of renowned rock bands like Pink Floyd. until one day. ―Do not try to save me money.

A special mention needs to be made of TE‘s firing (plz help rephrase!) policy. rock music is a metaphor for values such as creativity. These . TE strongly refrains from laying-off any of its employees except in the direst of circumstances. HRM has been actively involved in restructuring and revamping the company‘s personnel practices to deal with the sharp increase in the scale of projects it is undertaking. Since the past year. It consists of about 350 employees headed by a HR manager and manages traditional HR functions like recruitment. the company has launched a massive recruitment drive from the country‘s premier engineering and architecture institutes to meet its increasing skilled man-power needs. Training programmesTE provides extensive formal training to all full-time employees recruited into the architecture and structural design departments before training them on-the-job. Bonding between employees is all the more important for TE considering its high dependency on human capital and the extent of creativity & innovation required for executing its projects. although the company was going through a rough time. authenticity and nonconformance to tradition which TE practices and promotes. since 2007. TE‘s top management decided not to lay-off any of its staff and instead cut costs by enforcing differential salary cuts with the top management taking the largest percentage cuts (about 35%) and the junior employees taking minimum cuts (about 5%). personnel issues and payroll. Another interesting aspect of TE‘s culture is the familial relationship present between different staff members as opposed to a business-like relationship. To this end. Also. TE periodically organizes office parties & outstation trips apart from festival celebrations for all employees and their families at the TE campus. their departure from traditional architectural norms by designing living spaces that are in harmony with the environment has revolutionized high-end living. training. Even during the recession of 2008-09. HR and Training Human Resource ManagementTotal Environment has had a full-fledged HR department since the year 2000.Organization Study importantly. This can be attributed to the still largely entrepreneurial setup existing within the company and is likely to change in the near future as the company plans to expand and increase its workforce. While creativity and authenticity of work have played an obvious role in carving out a niche for TE in the residential spaces market.

Rewards & Recognition Conflict management & Decision making Knowledge management Organizational challenges Recommendations & Conclusion .relating an instance where Kamal Sagar ordered the replacement of an entire batch of materials on noticing a single unit from the batch used in construction to be of low quality. The training programme also emphasizes TE‘s core values through previous work instances. for example. field trips to project sites and team-building exercises.Organization Study sessions are spanned over 2-3 weeks and include training on design software and IT systems. familiarisation with company design standards. to stress the importance of adherence to the highest quality standards in TE projects.

form 1) New Core departments such as In-house surveying. diversification into hospitality sector (serviced apartments) Increasing focus on costs TE acquired ‘Priti Constructions. structural design. are added 2) Non-core and support teams such as HR developed 1) TE builds internal competencies and the vendors that earlier supplied specialized services are no longer required 2) TE buys out 51% share in Quetzal Tiles. maintenance works. fabrication. that was earlier a major supplier to the company 2006 2007 Geographic expansion.Organization Study Inter-organizational Relationships Timeline Development in Effect on organization Manufacturing / Core structure Technology TE started with a team of 2 architects and 2 engineers Effect on Interorganizational relationships . metal works. sourced through vendors 1) TE expands the core 1) TE builds relationships architecture & engineering with suppliers. Ex: Doka team formwork sourced from 2) TE adds specialized L&T construction workforce such as carpenters 1996 1997 1998-2005 1) Technology in Formwork 2) Signature elements of terrace garden & Wire-cut bricks 3) Concept of customization in apartment buildings 1) Increase in scale 2) Innovation in design. furniture etc. materials. Pune’. the company that managed serviced apartments for TE TE begins sourcing of formwork & industrial cranes from China.Inputs such as formwork. marble from Italy & Colombo and introduces its in-house furniture line What the main areas in which you use outside agencies (suppliers and dealers)? .All stages of construction work sub-contracted . landscape etc.

L&T doka formwork) or setting up an in-house team for the same. establishing long term contracts (ex.in. especially in areas critical to its adherence to quality standards. decision making is slow Clear rules leading to higher efficiency STRENGTHS & WEAKNESSES OF FUNCTIONAL: PG 210 http://business. resources (through backward & forward integration) and reduce uncertainty Resource Dependence: As suggested. others)? Why are they formed? What are some of the major issues in managing IOR’s? Analysis High span of control Highly centralized at Kamal Sagar. dealers. the company is dependent on a third party. the company has gradually brought core competencies in-house. For some works such as drainage and sewage treatment plants. This was done mainly for three reasons: 1) Control costs 2) Ensure quality in work. Total Environment has continually strived to reduce its resource dependency.Organization Study The above chart suggests that as Total Environment expanded its scale of operations and grew financially. given that TE builds lifestyle apartments serving the high end customer segment 3) Control on value chain. Developing an in-house team instead of sub-contracting to a third party vendor has helped achieve this. What are the areas in which they have Inter Organizational Relationships (suppliers. Quetzal tiles). Resource Strategies: TE has altered the interdependent relationships with its suppliers by acquiring them (ex.com/article/work-in-progress/total-architecture-different-kind-ofbuilders/24422/1 .

mindtree.Organization Study http://www.pdf http://www.pdf .com/img/news/2010/Q&A%20%E2%80%93%20CEO%20TALK.aspx http://www.pdf http://www.gvpedia.com/subrotobagchi/downloads/Kamal%20and%20Shibanee%20Sagar.total-environment.com/img/news/2011/HomeTrends.totalenvironment.com/Bangalore/Total-Environment-Top-Property.

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