“ANALYSIS OF TRESVISTA FINANCIAL SERVICES”

A Project Submitted to
University of Mumbai for partial completion of the degree of
Bachelor of Management Studies
Under the Faculty of Commerce

By
ROHIT MUDNAL

Under the Guidance of

PROF. HARSHAD DHAMANKAR
Shri Chinai College of Commerce and Economics
Andheri- East, Mumbai – 400 069

April, 2021
 SHRI CHINAI COLLEGE OF COMMERCE AND ECONOMICS
Andheri- East, Mumbai – 400 069

Certificate
This is to certify that Mr. ROHIT MUDNAL has worked and duly completed

her/his Project Work for the degree of BACHELOR OF MANAGEMENT

STUDIES under the Faculty of Commerce in the subject of FINANCE and

her project is entitled, “ANALYSIS OF TRESVISTA FINANCIAL

SERVICES” under my supervision.

I further certify that the entire work has been done by learner under my
guidance and that no part of it has been submitted previously for any Degree
or Diploma of any University.

It is her own work and facts reported by her/his personal findings and
investigations.

Name and signature of guiding teacher

Date:
 Declaration

I the undersigned Mr. ROHIT MUDNAL here by, declare that the work

embodied in this project work titled “ANALYSIS OF TRESVISTA

FINANCIAL SERVICES” Forms my own contribution to the research work

carried out under the guidance of Prof. HARSHAD DHAMANKAR is a

result of my own research work and had not been previously submitted to any

other University for any other Degree / Diploma to this or any other

University.

Wherever reference has been made to previous works of others, it has been
clearly indicated as such and included in the bibliography.

I, here by further declare that all information of this document has been
obtained and presented in accordance with academic rules and ethical conduct.

Name and Signature of the learner

Certified by

Name and signature of the Guiding Teacher

___________________
 Acknowledgment

To list who all have helped me is difficult because they are so numerous and
depth is so enormous.

I would like to acknowledge the following as being idealistic channels and

fresh dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me

chance to do this project.

I would like to thank my Principal, _________ for providing the necessary

facilities required for completion of this project.

I take this opportunity to thank our Coordinator PROF. MRS PRASIKA

GAIKWAD for his moral support and guidance.

I would also like to express my sincere gratitude towards my project guide

Prof. HARSHAD DHAMANKAR whose guidance and care made the
project

successful.

I would like to thank my College Library, for having provided various

reference books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly

helped me in the completion of the project especially my Parents and Peers

who responded me throughout my project.

 INDEX

SR CHAPTE TOPICS PAGE

NO. R NO. NO.

1 1 INTRODUCTION TO TRESVISTA 1–3

2 2 HISTORY AND OVERVIEW 4 – 12

3 3 RESEARCH METHODOLOGY 13 – 15

4 4 PORTFOLIO MANAGEMENT 16 – 23

5 5 INTEGRATING RISK MANAGEMENT 24 – 33

6 6 CORPORATE SOCIAL 34 - 40
RESPONSIBILITY
7 7 DATA ANALYSIS AND 41 – 54
DATA INTERPRETATION
8 8 FINDINGS AND SUGGESTIONS 55

9 9 CONCLUSION 56

10 10 BIBLIOGRAPHY 57

11 11 QUESTIONNAIRE 58 - 60
 INTODUCTION TO TRESVISTA FINANCIAL SERVICES

TresVista Financial Services Private Limited is majorly in Business Services business from
last 14 years and currently, company operations are active. Current board members
& directors are SWETA MISHRA, ABILASH JAIKUMAR, SUDEEP BIJOY MISHRA,
AMIT ARVINDKUMAR MEHRA and VISHAL MEHUL SHAH. Company is

registered in Mumbai (Maharashtra) Registrar Office. TresVista Financial Services Private

Limited registered address is Unit No. 201 & 202, Lotus Corporate Park, A, B & F Wing,
Off Western Express Highway, Goregaon East Mumbai City MH 400063 IN.
Tresvista’s mission is to be recognized as the highest quality financial services provider
through consistent dedication to excellence and quality as well as active participation in
the growth and success of their clients. Their value proposition lies in the ability to
integrate with the clients’ operating strategies while providing highly talented resources
capable of delivering best-in-class support across functional areas of the organization. The
company focuses on acquiring, developing, and retaining industry leading talent while
ensuring that each dedicated client team is governed by multiple layers of quality control
with senior management involvement. This is supplemented with continuous on-the-job
training and talent development. Each deliverable is customized as per the clients'
guidelines and requirements and is covered by TresVista’s quality guarantee.

The company offers clients substantial cost-savings through lower direct costs in lieu of
reduced in-house resource requirements, and lower indirect costs associated with
recruiting, training, employee benefits, IT costs, among others.
1
Clients achieve cost savings without Compromising on quality and gain access to an
experienced team of finance professionals.

Information and data security are at the epicenter of TresVista’s business. we go to great
lengths to ensure that we implement and maintain best-in-class data confidentiality and
privacy controls to protect our clients’ interests. the company is an ISO 27001:2013
certified company and we ensure data integrity and business continuity through our robust
its infrastructure and compliance procedures. TresVista is also a SOC II compliant
company for controls related to general operating environment for trust principles security,
confidentiality, and availability spanning across the services being provided to multiple
user entities.
TresVista Financial Services Private Limited is a Non-govt company, incorporated on 12
Sep, 2006. It's a private unlisted company and is classified as 'company limited by
shares'.
Company's authorized capital stands at Rs 200.0 lakhs and has 55.03825% paid-up
capital which is Rs 110.08 lakhs. TresVista Financial Services Private Limited last annual
general meet (AGM) happened on 30 Sep, 2019. The company last updated its financials
on 31 Mar, 2019 as per Ministry of Corporate Affairs (MCA).

2
DETAILS:
CIN U74140MH2006PTC164480
Date of Incorporation 12 Sep, 2006

Status Active

Company Category Company limited by Shares

Company Sub-category Non-govt company

Company Class Private

0Business Activity Business Services

Authorized Capital 200.0 lakhs

Paid-up Capital 110.08 lakhs

Paid-up Capital % 55.03825

Registrar Office City Mumbai

Registered State Maharashtra

Registration Number 164480

Registration Date 12 Sep, 2006

Listing Status Unlisted

3
 CHAPTER 2: COMPANY HISTORY

2.1 OVERVIEW

Fifteen years ago, investment banks first started flirting with the idea of outsourcing
investment banking support to India – Knowledge Process Outsourcing or “KPO.” It was
an excellent idea to present investment banks with a value proposition they could not
overlook. However, as with anything, there were growing pains.
The first generation of KPOs was elementary given the workforce was essentially being
trained on the job. Because of this, the work requests were of a very discrete nature, and
there was a low expectation of quality. For investment banking analysts, this was still better
than nothing, and for the bank, the entire value proposition was cost savings. This type of
outsourcing still represents over 90% of all financial services KPOs.
The vision for TresVista from the beginning was to be a second generation KPO. One
where senior Professionals could work directly with a team in India who would understand
the objectives and deliver accurate work expediently. Ideally, TresVista would become an
extension of the investment management firm’s operations.
Certainly, cost savings would remain a part of the value proposition. However, the primary
value proposition is that we offer a better operating strategy from a human capital
perspective. We provide our clients with experienced, flexible and reliable talent, reducing
the revolving door of junior talent at our client’s firms.
The company has 4 directors and no reported key management personnel. The longest
serving director currently on board is Sudeep Bijoy Mishra who was appointed on 12
September, 2006. Sudeep Bijoy Mishra has been on the board for more than 13 years.
The most recently appointed director is Vishal Mehul Shah, who was appointed on 21
August,
2018.

4
Sudeep Bijoy Mishra has the largest number of other directorships with a seat at a total of 5
companies. In total, the company is connected to 5 other companies through its
directors.
DESIGNATION APPOINTMENT DATE
NAME

SUDEEP BIJOY MISHRA Managing director 12 September, 2006

ABILASH JAIKUMAR Director 01 April, 2014

VISHAL MEHUL SHAH Director 21 August, 2018

AMIT ARVINDKUMAR
Director 08 March, 2017 MEHRA

TresVista is a financial service firm that provides valuation analysis, financial modeling,
portfolio management and logistics consulting services.
TresVista's headquarters is in Mumbai, Maharashtra. TresVista has a revenue of $7M, and
470 employees.
In the hedge fund industry, the proliferation of alternative data sets will drive costs down
making them more affordable for smaller managers.

5
 The goal is to assist fundamental investment managers incorporate these data sets into their
investment process, differentiating them from other managers.
Private equity will also benefit from data analytics in both the due diligence stage as well
as in managing their portfolio companies.

Currently, most PE-backed companies have robust ERP systems that track significant
amounts of information on a monthly or quarterly basis. The dilemma is that nothing is
being done with this treasure trove of data. The analysis is still primarily driven by income
statement, balance sheet and cash flow metrics as well as a few key headline
metrics.

Data scientists help the clients organize their information, conduct predictive modeling and
visualize in real time what is going on within the portfolio company. Data analytics will
help both the management team as well as the investor understand how to improve
operations to drive growth.

After twelve years of building a service offering focused on delivering accurate and timely
work to meet client’s diverse needs, I believe that TresVista is a second generation KPO.
The work does not stop here as we will continue to evolve offering and add more value to
clients by staying ahead of industry developments.

6
2.2 AWARDS

● ACG New York 2018 Champion’s Awards for Value Creation Flim Of The Year

● Winner of the 2nd edition of the Great Indian Workplaces Awards (GIWA) 2018 IN
THE Emerging Enterpises category.

2.3 CERTIFICATIONS

● ISO – TresVista is an ISO 27001:2013 certified company and we ensure data

intergrity and business continiuty through their robust IT infrasrtucture and

complaince procedures.

● SOC II- TresVista is also a SOC II complsint foe controls related to

general operating environment for trust principals Security,

Confidentiality, and Availibility spanning across the services being

provided to multiple user entities.

7
2.4 TRESVISTA’S COMPETITIORS

2.4.1 LOGIX INFOSECURITY PRIVATE LIMITED

Logix Infosecurity Private Limited is a Non-govt company, incorporated on 16 Aug, 1999.

It's a private unlisted company and is classified as 'company limited by shares'.

Company's authorized capital stands at Rs 1.0 lakhs and has 100.0% paid-up capital which
is Rs 1.0 lakhs. Logix Infosecurity Private Limited last annual general meet (AGM)
happened on 29 Sep, 2017. The company last updated its financials on 31 Mar,
2017 as per Ministry of Corporate Affairs (MCA).

Logix Infosecurity Private Limited is majorly in Business Services business from last 21
years and currently, company operations are active. Current board members & directors
are ADWAIT DILIP GADRE, NITIN JAYASINGRAO PATIL, PRASHANT JAYANT
MUDBIDRI and VANDANA PRASHANT MUDBIDRI

8
Company is registered in Mumbai (Maharashtra) Registrar Office. Logix Infosecurity
Private Limited registered address is UNIT NO. 127, BUILDING NO.2, SECTOR 1,
MILLENNIUM BUSINESS PARK, MAHAPE NAVI MUMBAI MH 400710 IN.

2.4.2 HIGHER ONE INC.

Higher One has always had higher education at its core. When it was founded in 2000,
Higher One’s initial goal was to create an electronic process that would allow students to
get their financial aid refunds faster and save colleges time and money.

That single purpose has evolved into a comprehensive suite of products and services that
aim to improve the lives and promote the success of more than 13 million students across
the country.

Higher One Holdings, Inc. (Higher One) is a provider of technology and payment services
to the higher education industry. The Company provides a comprehensive suite of
disbursement and payment solutions specifically designed for higher education
institutions and their students.

It also provides campus communities with student-oriented banking services. For its higher
education institution customers, the Company offers One Disburse Refund Management
disbursement service. Its disbursement service facilitates financial aid and other refunds to
students.

9
2.4.3 CREDIT SUISSE

Credit Suisse Group AG is a global wealth manager, investmen t bank and financia l

services company founded and based in Switzerlan d. Headquartered in Züric h, it

maintains offices in all majo r financial centers around the world and is one of the nine

global "Bulg e Bracket" banks providing services in investmen t banking, privat e banking,

asse t management, and share d services. Credit Suisse is known for its

strict bank-client secrecy and banking secrecy practices.

Credit Suisse was founded in 1856 to fund the development of Switzerland's rail system.

It issued loans that helped create Switzerland's electrica l grid and the Europea n rail

system. In the 1900s, it began shifting to retai l banking in response to the elevation of the

middle class and competition from fellow Swiss banks UB S and Juliu s Bär. Credit Suisse

partnered with First Bosto n in 1978.

10
The company restructure d itself in 2002, 2004 and 2006. It was one of the least affected

banks during th e global financial crisis, but afterwards began shrinking its investment

business, executing layoffs and cutting costs. The bank was at the center of multiple

international investigation for tax avoidance which culminated in a guilty plea and the

forfeiture of US $2.6 billion in fines from 2008 to 2012. In 2017, Credit Suisse had CHF

1.376 trillion of assets under management, an increase of 9.9% from 2016.

2.4.4 BRACLAYS

Barclays plc is a British multinational investmen t bank and financia l services company,
headquartered in Londo n. Apart from investment banking, Barclays is organized into four
core businesses persona l banking, corporat e banking, wealt h
management,and investment management.

Barclays traces its origins to a goldsmit h banking business established in the City of London
in 1690. James Barclay became a partner in the business in 1736. In 1896, several banks in
London and the English provinces, including Backhouse' s

Bank and Gurney's Bank, united as a joint-stock bank under the name Barclays and Co.

Over the following decades, Barclays expanded to become a nationwide bank. In 1967,

Barclays deployed the world's first cas h dispenser. Barclays has made numerous corporate

acquisitions, including of London, Provincial and South Western Bank in 1918, Britis h

Linen Bank in 1919, Mercantile Credit in 1975, th e Woolwich in 2000 and the North

American operations of Lehman Brother s in 2008.

11
Barclays has a primary listing on the Londo n Stock Exchange and is a constituent of the

FTSE 100 Inde x. It has a secondary listing on the New York Stock Exchang e.

12
 CHAPTER 3: RESEARCH METHODOLOGY.

3.1 MEANING OF RESEARCH

Research means a search for knowledge or gain new knowledge and methodology can
properly refer to the theoretical analysis of the methods appropriate to a field of study or
to the body of methods and principles particular to a branch of knowledge. Research can
be defined as scientific and systematic search for information on a specific topic.
Research is an art of scientific investigation.

3.2 MEANING OF RESEARCH METHODOLOGY

Research Methodology, it is a way to systematically solve the research Problem. It may be
understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by the researcher in studying his research problem
along with the logic behind them. It is necessary for the researcher to know not only the
research.

Sample Unit
The sample unit pertaining to the study is 100 respondents.
Sample Size
The sample size of 100 served the purpose of the study.

3.2.1 DATA COLLECTION

The word data means any raw information, which is either quantitative or qualitative in
nature, which is of practical or theoretical use. The task of data collection begins after a
research problem has been defined and research design chalked out. While deciding about
the method of data collection, the researcher should keep in mind that there are two types
of data, primary data and secondary data.
3.3 METHODS OF DATA COLLECTION

3.3.1 Primary Data: These are the data that are collected for the first time, for a

specific purpose.
13
Primary data are ‘pure’ in the sense that no statistical operations have been performed on
them and they are original. There are many ways of data collection of primary data like
observation method, interview method, surveys, experiments. It is collected with the
research project in mind, directly from the primary sources. The method which I used for
the primary data collection was through questionnaires.
Questionnaire method:
For the collection of primary data, I used questionnaire method. A list of questions, which
are to be asked, is prepared in a questionnaire and questions are asked on those bases.
There are some merits and demerits of this method. These are as follows:
Merits: -
1. Respondents have proper time to answer
2. Respondents who are not easily approachable can also be reachable.
3. It is free from bias of interviewer.
Demerits: -
1. Lack of personalization
2. Unanswered questions
3. Hard to convey feelings and emotions

3.3.2 Secondary Data: These are the data, which are not collected afresh and are used

earlier also and thus they cannot be considered as original in character. There are many

ways of data collection of secondary data like books, websites, journals, newspapers

reports prepared by researchers, etc. Secondary data are known to be readily available.

Secondary data refers to dat a that is collected by someone other than the user. Common

sources of secondary data for socia l science include censuse s, information collected by

government departments, organizational records and data that was originally collected for

14
other research purposes. Primar y data, by contrast, are collected by the investigator

conducting the research.

15
 CHAPTER 4: PORTFOLIO MANAGEMENT

TresVista engages in portfolio management activities to help improve decision cycle time
and the quality of decision making through portfolio analytics. Activities include
preparing board materials, evaluating strategic alternatives, and portfolio valuation.

4.1 PORTFOLIO OVERVIEW

There has been a great development of econometrics and, in particular, in financial
mathematics in the past decades. Managing portfolios, making financial decisions under
uncertain circumstances have taken an important role either in research of economics and
mathematics or in practice. One of the classical problems of the theory of finance and
financial mathematics is the optimal portfolio selection.
Imagine a market where some financial assets (securities) are available like treasury bonds,
zero coupon bonds, stocks, options, futures. Let us suppose that one is given a certain
amount of capital which shall be invested in the market. The capital can be allocated among
the securities in many ways.
Some allocations (that is portfolios) may be more promising (e.g. in the sense that they
have large expected value in the future), whereas others can be less risky (e.g. in the sense
that they have small variance of future value). The next questions arise naturally. Which is
the portfolio one would like to choose in such a market? What is the difference of the
different individuals’ decision making and what is it caused by? What measures or means
could help us to characterize the individual’s decision making, the risk aversion of the
individual in such situations?
These are some of the problems we shall deal with in this material. 5 The main issue to
study is the problem of financial decision making under uncertainty and certainly our focus
is mainly on portfolio choice problems. Thus, TresVista’s settings are based on
utility theory which is the subject of the first part of the material.

16
INTRODUCTION
All risks in the securities market are divided into systematic and unsystematic risk. The
difference is
that the systematic risk cannot be managed through diversi cation, Because it has
components such as in- ation, political factors, exchange rates, etc. The non-
systematic risk, in this case, the principle of diversi - cation is possible to manage. Any
investor will try to
reduce unsystematic risk through diversi cation. Portfolio investment is actual topic. An
important contribution to the theory of portfolio investment was made by H. Markowitz,
John Tobin, B. Sharpe and J.
Lintner. All their models
reduce to the relation of risk and pro t. Scientists argue that there are no reliable stocks,
all of them associated with the risk. These sci- entists shared the theory of securities
portfolio into two parts - the systematic risk and non-systematic risk. Systematic risk is
always associated with changes in the value of securities that are traded on the market.
The pro t of one stock always changes around the av- erage pro t of all securities.
Therefore, the purpose of nancial management is
formation a portfolio, taking of various securities in order to reduce risk.
Stock market guru W.Buffett also contributed to the theory of portfolio
investment. His strategy is the
opposite of portfolio theory. W.Buffett argues and proves to us that a short-term drop in
stock prices re- duces the level of risk. Also, the nancier
suggests that success in the marketplace is closely associated with the time period. If the
investor has chosen long- term investment, he will
receive the probability of success in the future. Theory (Principles) W. Buffett is opposite
well-known theory of diversi cation. Ex-

cessive diversi cation actually increases the risk

of a portfolio, but rather focus on a few securities will reduce the risk and increase portfolio
pro t. Investors look for all information about companies and it al- lows to carefully
investigate their activities, to deter-
mine their actual value. If the investors know about the companies, the risk will be low.
To successfully invest in the securities the inves- tor has to acquire knowledge about
fundamental and

17
4.2 ENTERPRISE PROJECT PORTFOLIO MANAGEMENT

Enterprise Project Portfolio Management (EPPM) is a top-down approach to managing all

project-intensive work and resources across the enterprise. This contrasts with the
traditional approach of combining manual processes, desktop project tools, and PPM
applications for each project portfolio environment.

4.2.1 BUSINESS DRIVERS FOR EPPM

The PPM landscape is evolving rapidly as a result of the growing preference for managing
multiple capital investment initiatives from a single, enterprise-wide system. This more
centralized approach, and resulting ‘singl e version of the truth’ for project and

project portfolio information, provides the transparency of performance needed by

management to monitor progress versus the strategic plan.
The key aims of EPPM can be summarized as follows:
Prioritize the right projects and programs: EPPM can guide decision-makers to

strategically prioritize, plan, and control enterprise portfolios. It also ensures the

organization continues to increase productivit y and on-tim e delivery - adding value,

strengthening performance, and improving results.

● Eliminate surprises: formal portfolio project oversight provides managers and

executives with a process to identify potential problems earlier in the project lifecycle,
and the visibility to take corrective action before they impact financial

18
 results.
● Build contingencies into the overall portfolio: flexibility often exists within individual
projects but, by integrating contingency planning across the entire portfolio of

investments, organizations can have greater flexibility around how, where, and when
they need to allocate resources, alongside the flexibility to adjust those resources in
response to a crisis.
● Maintain response flexibility: with in-depth visibility into resource allocation,
organizations can quickly respond to escalating emergencies by maneuvering resources
from other activities, while calculating the impact this will have on the
wider business.
● Do more with less: For organizations to systematically review project management
processes while cutting out inefficiencies and automating those workflows and to
ensure a consistent approach to all projects, programs, and portfolios while reducing
costs.
● Ensure informed decisions and governance: by bringing together all project
collaborators, data points, and processes in a single, integrated solution, a unified view
of project, program, and portfolio status can be achieved within a framework of
rigorous control and governance to ensure all projects consistently adhere to business
objectives.

● Extend best practice enterprise-wide: organizations can continuously vet project

management processes and capture best practices, providing efficiency as a result.

● Understand future resource needs: by aligning the right resources to the right projects
at the right time, organizations can ensure individual resources are fully leveraged and
requirements are clearly understood. EPPM software also allows an organization to
establish complete project capacity.

19
4.3 INVESTMENT MANAGERS AND PORTFOLIO STRUCTURES

4.3.1 ASSET ALLOCATION

The different asset class definitions are widely debated, but four common divisions

are stocks, bonds, real estate and commodities.

The exercise of allocating funds among these assets (and among individual securities
within each asset class) is what investment management firms are paid for.
Asset classes exhibit different market dynamics, and different interaction effects; thus, the
allocation of the money among asset classes will have a significant effect on the
performance of the fund.
Some research suggests that allocation among asset classes as more predictive power than
the choice of individual holdings in determining portfolio return.
Arguably, the skill of a successful investment manager resides in constructing the asset
allocation, and separate individual holdings, so as to outperform certain benchmarks (e.g.,
the peer group of competing funds, bond and stock indices).

4.3.2 LONG- TERM RETURNS

It is important to look at the evidence on the long-term returns to different assets, and to
holding period returns (the returns that accrue on average over different lengths of
investment). For example, over very long holding periods (e.g. 10+ years) in most
countries, equities have generated higher returns than bonds, and bonds have generated
higher returns than cash.
According to financial theory, this is because equities are riskier (more volatile) than bonds
which are themselves riskier than cash.

20
4.3.3 DIVERSIFICATION

Against the background of the asset allocation, fund managers consider the degree of
diversificatio n that makes sense for a given client (given its risk preferences) and construct
a list of planned holdings accordingly. The list will indicate what percentage of the fund
should be invested in each particular stock or bond. The theory of portfolio diversification
was originated by Markowitz (and many others). Effective diversification requires
management of the correlation between the asset returns and the liability returns, issues
internal to the portfolio (individual holdings volatility), and cross-correlation s between the
returns.

4.4 PERFOMANCE MEASUREMENT

Fund performanc e is often thought to be the acid test of fund management, and in the
institutional context, accurate measurement is a necessity. For that purpose, institutions
measure the performance of each fund (and usually for internal purposes components of
each fund) under their management, and performance is also measured by external firms
that specialize in performance measurement.
The leading performance measurement firms (e.g. Russel l Investment Group in the US or

BI-SAM in Europe) compile aggregate industry data, e.g., showing how funds in general

performed against given indice s and peer groups over various time periods.

In a typical case (let us say an equit y fund ), the calculation would be made (as far as the
client is concerned) every quarter and would show a percentage change compared with the
prior quarter (e.g., +4.6% total return in US dollars). This figure would be compared with
other similar funds managed within the institution (for purposes of monitoring internal
controls), with performance data for peer group funds, and with relevant indices (where
available) or tailor-made performance benchmarks where appropriate.

21
The specialist performance measurement firms calculate quartile and decil e data and close

attention would be paid to the (percentile) ranking of any fund.

It is probably appropriate for an investment firm to persuade its clients to assess

performance over longer periods (e.g., 3 to 5 years) to smooth out very short-term
fluctuations in performance and the influence of the business cycle. This can be difficult
however and, industry wide, there is a serious preoccupation with short-term numbers and
the effect on the relationship with clients (and resultant business risks for the
institutions).

An enduring problem is whether to measure before-ta x or after-tax performance. After-

tax measurement represents the benefit to the investor, but investors' tax positions may

vary.

Before-tax measurement can be misleading, especially in regimens that tax realized capital
gains (and not unrealized). It is thus possible that successful active managers (measured
before tax) may produce miserable after-tax results. One possible solution is to report the
after-tax position of some standard taxpayer.

4.5 RISK- ADJUSTED PERFORMANCE MEASUREMENT

Performance measurement should not be reduced to the evaluation of fund returns alone,
but must also integrate other fund elements that would be of interest to investors, such as
the measure of risk taken.
Several other aspects are also part of performance measurement: evaluating if managers
have succeeded in reaching their objective, i.e. if their return was sufficiently high to
reward the risks taken; how they compare to their peers; and finally, whether the portfolio
management results were due to luck or the manager's skill.
The need to answer all these questions has led to the development of more sophisticated

performance measures, many of which originate in moder n portfolio theory. Modern

22
portfolio theory established the quantitative link that exists between portfolio risk and

return.

The capita l asset pricing model (CAPM) developed by Sharpe (1964) highlighted the

notion of rewarding risk and produced the first performance indicators, be they

risk-adjusted ratios (Sharp e ratio, information ratio) or differential returns compared to

benchmarks (alphas).

This measure is said to be absolute, as it does not refer to any benchmark, avoiding
drawbacks related to a poor choice of benchmark.
Meanwhile, it does not allow the separation of the performance of the market in which the
portfolio is invested from that of the manager. The information ratio is a more general form
of the Sharpe ratio in which the risk-free asset is replaced by a benchmark portfolio. This
measure is relative, as it evaluates portfolio performance in reference to a benchmark,
making the result strongly dependent on this benchmark choice.
Portfolio alpha is obtained by measuring the difference between the return of the portfolio
and that of a benchmark portfolio. This measure appears to be the only reliable
performance measure to evaluate active management. In fact, we have to distinguish
between normal returns, provided by the fair reward for portfolio exposure to different
risks, and obtained through passive management, from abnormal performance (or
outperformance) due to the manager's skill (or luck), whether through marke t

timing, stock picking, or good fortune.

23
 CHAPTER 5: INTEGRETING RISK MANAGEMENT.

5.1 THE TRADITIONAL APPROACH

Before the onset of big data and the associated computing capabilities required to sort and
manage massive amounts of data, traditional risk management was limited to calculating
risk metrics based on distributional assumptions using historical data and financial models.

This approach was slow to react to real-time market events, making it challenging to update
forecasts/metrics as the events unfolded. Risk management was predominantly backward-
looking with historical correlations informing future analysis.

As technology has advanced and data analysis has improved, the ability to leverage
alternate data sets to inform risk management has become more accessible.

By focusing on the underlying drivers of asset performance instead of waiting for markets
to price it in before beginning analysis, risk management is presented with a unique
opportunity to be more proactive and forward-looking.

Although new technologies are accessible to front and middle office employees, it is
imperative that risk managers partner closely with portfolio managers to identify the
correct questions when monitoring investments.

Done effectively, technology and data analysis can transform the risk function from one
that is focused on minimizing the downside using historical data and distributional
assumptions to one that can generate alpha by analyzing alternate datasets that can capture
preliminary warning signs.

24
5.2 THE MARRIAGE OF RISK AND DATA

Despite increasing confidence and reliance on data, no investment is ever without risk. The
key to forward-thinking risk management strategies lies in balancing return and risk with
appropriate data tracking and analysis tools. Early risk advisory helps improve
traditional risk analysis by providing clarity around drivers of traditional risk metrics.

Instead of choosing one over the other, marrying risk management and data management
holds the potential to yield the most returns. Near real-time portfolio risk analysis has the
potential to be a game changer for data and risk insight generation.

By focusing in on the idea generation stage, risk managers can help structure a rigorous
and analytic framework for the investment selection process. On an ongoing basis,
analyzing alternate data to monitor key metrics at the company/security level can greatly
enhance risk management’s ability to provide early and timely warnings.

25
5.3 MANAGING RISK FROM THE I NSIDE OUT

As available data continues to increase along with analysis techniques, the type of
information that can be used in risk management is also evolving. Along with strategies
that focus on big data, such as transaction data, satellite imagery, weather pattern data,
package delivery data and social media, micro-level data analysis is being utilized as
well.

Not only can alternate data sets like web traffic, point-of-sales data and news flow be used,
but different metric sets on micro levels can also enhance risk management

strategies. In fact, some hedge funds are strategically choosin g on focus on “little

data” in order to drive bigger-picture investment decisions.

Thinking “outside the box” can uncover new factors through data, such as supplier
information or exposure in geographical regions. Data can also help provide advance
warning for security gaps that could lead to vulnerabilities in the system and build out
stress tests and scenario analyses to predict portfolio performances in new markets.

Achieving sustainable outperformance and retaining investors also means understanding

the inherent risks with the discipline itself. The strategies for a risk management analysis
come with their own inheren t hurdles that portfolio and risk managers must be prepared
to address. For instance, focusing on solutions that address managing organizational data
flow, identifying and correcting data discrepancies and bridging the gap between IT
systems and portfolio managers will be an important part of future risk management
strategies that integrate with data technology.

Risk management in hedge funds will continue to be an ongoing process as demands,

technology and regulatory compliance evolve. However, by refocusing their risk

26
management strategies to integrate data analysis technology, portfolio managers can feel
confident in gaining a more comprehensive view for driving investment decisions to
serve their clients

5.3.1 METHOD

For the most part, these methods consist of the following elements, performed, more or
less, in the following order.
1. Identify the threats
2. Assess the vulnerability of critical assets to specific threats
3. Determine the risk (i.e. the expected likelihood and consequences of specific
type)

4. Identify ways to reduce those risks

5. Prioritize risk reduction measures

5.3.2 PRINCIPLES

The Internationa l Organization for Standardization (ISO) identifies the

following principles of risk management:

Risk management should:

● Create valu e – resources expended to mitigate risk should be less than the

consequence of inaction
● Be an integral part of organizational processes
● Be part of decision-making process

● Explicitly address uncertainty and assumptions

● Be a systematic and structured process
● Be based on the best available information
● Be tailorable
● Take human factors into account
27
● Be transparent and inclusive
● Be dynamic, iterative and responsive to change ● Be capable of continual improvement
and enhancement
● Be continually or periodically re-assessed.

5.4 RISK OPTIONS

Risk mitigation measures are usually formulated according to one or more of the
following major risk options, which are:
1. Design a new business process with adequate built-in risk control and
containment measures from the start.
2. Periodically re-assess risks that are accepted in ongoing processes as a normal
feature of business operations and modify mitigation measures.
3. Transfer risks to an external agency (e.g. an insurance company)
4. Avoid risks altogether (e.g. by closing down a particular high-risk business area)
Later research has shown that the financial benefits of risk management are less dependent
on the formula used but are more dependent on the frequency and how risk assessment is
performed.
In business it is imperative to be able to present the findings of risk assessments in
financial, market, or schedule terms. Robert Courtney Jr. (IBM, 1970) proposed a formula
for presenting risks in financial terms. The Courtney formula was accepted as the official
risk analysis method for the US governmental agencies. The formula proposes calculation
of ALE (annualized loss expectancy) and compares the expected loss value to the security
control implementation costs (cost-benefit analysi s).

28
5.4.1 POTENTIAL RISK TREATMENTS

Once risks have been identified and assessed, all techniques to manage the risk fall into
one or more of these four major categories:
● Avoidance (eliminate, withdraw from or not become involved)
● Reduction (optimize – mitigate)
● Sharing (transfer – outsource or insure)
● Retention (accept and budget)

Ideal use of these ris k control strategies may not be possible. Some of them may involve

trade-offs that are not acceptable to the organization or person making the risk management

decisions.

5.4.2 RISK AVOIDANCE

This includes not performing an activity that could present risk. Refusing to purchase

a property or business to avoid lega l liability is one such

example.

29
Avoiding airplan e flights for fear of hijackin g. Avoidance may seem like the answer to

all risks, but avoiding risks also means losing out on the potential gain that accepting

(retaining) the risk may have allowed.

Not entering a business to avoid the risk of loss also avoids the possibility of earning
profits. Increasing risk regulation in hospitals has led to avoidance of treating higher risk
conditions, in favor of patients presenting with lower risk.

5.4.3 RISK REDUCTION

Risk reduction or "optimization" involves reducing the severity of the loss or the likelihood

of the loss from occurring. For example, sprinkler s are designed to put out a fir e to reduce

the risk of loss by fire. This method may cause a greater loss by water damage and therefore

may not be suitable. Halo n fire suppression systems may mitigate

that risk, but the cost may be prohibitive as a strategy.

Acknowledging that risks can be positive or negative, optimizing risks means finding a

balance between negative risk and the benefit of the operation or activity; and between risk

reduction and effort applied. By effectively applying Health , Safety and Environment

(HSE) management standards, organizations can achieve tolerable levels

of residual risk.

Modern software development methodologies reduce risk by developing and delivering

software incrementally. Early methodologies suffered from the fact that they only
delivered software in the final phase of development; any problems encountered in earlier
phases meant costly rework and often jeopardized the whole project. By developing in
iterations, software projects can limit effort wasted to a single iteration.

Outsourcing could be an example of risk sharing strategy if the outsourcer can demonstrate
higher capability at managing or reducing risks. For example, a company may outsource
30
only its software development, the manufacturing of hard goods, or customer support

needs to another company, while handling the business management

itself.
This way, the company can concentrate more on business development without having to
worry as much about the manufacturing process, managing the development team, or
finding a physical location for a center.

5.4.4 RISK SHARING

Briefly defined as "sharing with another party the burden of loss or the benefit of gain,
from a risk, and the measures to reduce a risk."
The term of 'risk transfer' is often used in place of risk sharing in the mistaken belief that
you can transfer a risk to a third party through insurance or outsourcing. In practice if the
insurance company or contractor go bankrupt or end up in court, the original risk is likely
to still revert to the first party. As such in the terminology of practitioners and scholars
alike, the purchase of an insurance contract is often described as a "transfer of risk."
However, technically speaking, the buyer of the contract generally retains legal
responsibility for the losses "transferred", meaning that insurance may be described more
accurately as a post-event compensatory mechanism. For example, a personal injuries
insurance policy does not transfer the risk of a car accident to the insurance company.
The risk still lies with the policy holder namely the person who has been in the accident.
The insurance policy simply provides that if an accident (the event) occurs involving the
policy holder then some compensation may be payable to the policy holder that is
commensurate with the suffering/damage.
Some ways of managing risk fall into multiple categories. Risk retention pools are
technically retaining the risk for the group, but spreading it over the whole group involves
transfer among individual members of the group. This is different from traditional
insurance, in that no premium is exchanged between members of the group up front, but
instead losses are assessed to all members of the group.

31
5.4.5 RISK RETENTION

Risk retention involves accepting the loss, or benefit of gain, from a risk when the incident
occurs. True self-insuranc e falls in this category. Risk retention is a viable strategy for
small risks where the cost of insuring against the risk would be greater over time than the
total losses sustained. All risks that are not avoided or transferred are retained by default.
This includes risks that are so large or catastrophic that either they cannot be insured
against or the premiums would be infeasible.

War is an example since most property and risks are not insured against war, so the loss
attributed to war is retained by the insured. Also, any amounts of potential loss (risk) over
the amount insured is retained risk. This may also be acceptable if the chance of a very
large loss is small or if the cost to insure for greater coverage amounts is so great that it
would hinder the goals of the organization too much.

5.4.6 LIMITATION

Prioritizing the risk management processes too highly could keep an organization from
ever completing a project or even getting started. This is especially true if other work is
suspended until the risk management process is considered complete.

It is also important to keep in mind the distinction between risk and uncertaint y. Risk

can be measured by impacts × probability.

32
If risks are improperly assessed and prioritized, time can be wasted in dealing with risk of
losses that are not likely to occur. Spending too much time assessing and managing
unlikely risks is to be avoided. Unlikely events do occur but if the risk is unlikely enough
to occur it may be better to simply retain the risk and deal with the result if the loss does
in fact occur.
Qualitative risk assessment is subjective and lacks consistency. The primary justification
for a formal risk assessment process is legal and bureaucratic.

33
CHAPTER 6: CORPORATE SOCIAL RESPONSIBILTY

Since its inception, TresVista has been committed to serving the community to which it
belongs. The founders of TresVista firmly believe that the proper functioning and
improvement of a society requires its people, both as individuals and as corporate citizens, to
not only take responsibility, but also action. More than just monetary donations, TresVista
attempts to instill a sense of civic responsibility in each of its employees through firm-
organized social service activities.

The small changes that they make and witness, allow TresVista to become more engaged
and committed towards donating time and money for socially valuable causes. Individuals
in the firm are encouraged to promote any cause or organization they are passionate about.
The founders often participate in service events with such individual champions. They, as
a team, are devoted to continue contributing to the community by
putting in our best efforts.

Corporate social responsibility ( CSR ) is a type of international private business self-

regulation that aims to contribute to societal goals of a philanthropic, activist, or

charitable nature or by engage in or support volunteering or ethically-oriented

practices. While once it was possible to describe CSR as an internal organizational policy
or a corporat e ethic strategy, that time has passed as various international laws have been

developed and various organizations have used their authority to push it beyond
individual or even industry-wide initiatives.

34
While it has been considered a form of corporat e self-regulation for some time, over the

last decade or so it has moved considerably from voluntary decisions at the level of

individual organizations, to mandatory schemes at regional, national and international

levels.
Considered at the organizational level, CSR is generally understood as a private firm
policy. As such, it must align with and be integrated into a busines s model to be
successful. With some models, a firm's implementation of CSR goes beyond compliance
with regulatory requirements and engages in "actions that appear to further some social
good, beyond the interests of the firm and that which is required by law".
The choices of 'complying' with the law, failing to comply, and 'going beyond' are three
distinct strategic organizational choices. While in many areas such as environmental or
labor regulations, employers may choose to comply with the law, or go beyond the law,
other organizations may choose to flout the law. These organizations are taking on clear
legal risks. The nature of the legal risk, however, changes when attention is paid to sof t

law.

Soft law may incur legal liability particularly when businesses make misleading claims

about their sustainabilit y or other ethical credentials and practices. Overall, businesses

may engage in CSR for strategic or ethical purposes.

From a strategic perspective, the aim is to increase long-term profits and shareholder trust
through positive public relations and high ethical standards to reduce business and legal
risk by taking responsibility for corporate actions.
CSR strategies encourage the company to make a positive impact on the environment and
stakeholder s including consumers, employees, investors, communities, and others. From
an ethical perspective, some businesses will adopt CSR policies and practices because of
ethical beliefs of senior management. For example, a CEO may believe that harming the
environment is ethically objectionable.

35
Proponents argue that corporation s increase long-term profits by operating with a CSR

perspective, while critics argue that CSR distracts from businesses' economic role. A 2000

study compared existing econometri c studies of the relationship between social and

financial performance, concluding that the contradictory results of previous studies

reporting positive, negative, and neutral financial impact, were due to flawed empirica l

analysis and claimed when the study is properly specified, CSR has a neutral impact on

financial outcomes. Critics questioned the "lofty" and sometimes "unrealistic

expectations" in CSR. or that CSR is merely window-dressin g, or an attempt to pre-empt

the role of governments as a watchdog over powerful multinational corporation s. In line

with this critical perspective, political and sociologica l institutionalist s became interested

in CSR in the context of theories of globalizatio n, neoliberalis m and lat e capitalism.

Some institutionalists viewed CSR as a form of capitalist legitimacy and in particular point

out that what began as a social movement against uninhibited corporat e power was

transformed by corporations into a "business model" and a "ris k management" device,

often with questionable results.

CSR is titled to aid an organization's mission as well as serve as a guide to what the
company represents for its consumers. Busines s ethics is the part of applie d ethics
that examines ethical principles and moral or ethical problems that can arise in a business
environment.

ISO 26000 is the recognized international standard for CSR. Public sector organizations

(the United Nations for example) adhere to the tripl e bottom line (TBL). It is widely

accepted that CSR adheres to similar principles, but with no formal act of legislation.

36
6.1 BEYOND CAPITAL FUND

TresVista works with Beyond Capital Fund (BCF), an impact investment charity that
fosters sustainability and long-term social change through seed capital investments. Their
focus is on the water, waste and sanitation, healthcare and energy business sectors in India
and East Africa. By addressing the lack of seed capital for social business, they specialize
in providing early-stage, seed-round financial capital along with management assistance,
mentoring and expert advisory services.

With a fully built and tested investment process, BCF’s aim is to foster sustainability and
long-term social change for businesses that operate for the advancement of the base of the
economic pyramid population. In working with TresVista, BCF has been able to add an
extra layer of professionalism to its due diligence processes in order to ensure that the
fund’s capital is invested in the most legitimate and viable companies with strong promises
of social impact.

“TresVista’s pro – bono work with BCF has been a valuable addition to the BCF
investment process. The TresVista team is informed and responsive regarding the financial
analysis and due diligence work they complete on the early-stage social enterprises in the
BCF portfolio. Furthermore, TresVista allows for BCF to leverage our own investment

37
team and scale our knowledge and impact as a result. Because of TresVista’s local Indian
presence, the team is also able to overlay local knowledge of the companies being assessed.
BCF is extremely proud of the relationship with TresVista – the team’s skills are a perfect
match to the BCF investment process.”

6.2 TEACH FOR INDIA

As part of their attempt to give back to the society, they have been associated with Teach

for India since the last few years. Teach for India is a nationwide movement of leaders

working together to eliminate the educational inequity in the country.

For the annual CSR initiative, they have been visiting schools which cater to students

from underprivileged background. Many of these students are the firsts in their families

to attend school.
TresVista organizes art workshops, which seems like an ideal way to dispel the image of
the corporate while still maintaining the focus on education. The day is planned for the
students with multiple activities including drawing, coloring, and clay modeling. We also
share some of our work experiences with the older students and the importance of
education in life.

38
TresVista’s involvement in the life of our kids in Teach for India classrooms has been
much appreciated by both the students and the fellows.
All the teams involved in the activities participate extremely enthusiastically and take
good care of the kids through various activities like art and extempore. We much appreciate
the time and various other resources provided by TresVista to give these kids from
underprivileged backgrounds the hope for a better future.

6.3 CORPORATE SOCIAL INITIATIVES

Corporate social responsibility includes six types of corporate social initiatives:

● Corporate philanthropy: company donations to charity, including cash, goods, and
services, sometimes via a corporate foundation

● Community volunteerin g: company-organized volunteer activities, sometimes while

an employee receives pay for pro-bono work on behalf of a non-profit organization

● Socially-responsible business practices: ethically produced products which appeal to

a customer segment

● Cause promotions and activis m: company-funded advocacy campaigns

● Cause-related marketing: donations to charity based on product sales

● Corporate social marketing: company-funded behavior-change campaigns
All six of the corporate initiatives are forms of corporate citizenship. However, only some

of these CSR activities rise to the level of caus e marketing, defined as "a type of corporate

social responsibility (CSR) in which a company's promotional campaign has

the dual purpose of increasing profitability while bettering society."

Companies generally do not have a profi t motive when participating in corporate

philanthropy and community volunteering. On the other hand, the remaining corporate

social initiatives can be examples of cause marketing, in which there is both a societal
interest and profit motive.
39
6.4 CRISIS MANAGEMENT

CSR strategy or behaviors related to CSR was discussed by many scholars in terms of crisis
management like responses to boycott in an international context. And found that
relationship building through providing additional services rather than price cutting is what
businesses in Asia feel more comfortable with as a strategy during an economic
crisis.

Regarding direct research about strategies in cross-cultural crisis management, scholars

found that CSR strategies could make effects through empirical case studies of involving
multinational businesses in China.

40
 CHAPTER 7
DATA ANALYSIS AND INTERPRETATION
DATA ANALYSIS AND INTERPRETATION.

Data analysis is a process of collecting data and organizing it in a manner where one can
draw a conclusion.
Primary data was collected from different age groups through Google forms. First 50 respondents
were recorded for analytical purposes. Samples were collected on random basis.

1) Gender

Table 7.1: Gender of the respondent.

Gender No. of Respondent Percentage
Male 30 60%
Female 20 40%
Total 50 100%

Figure 7.1: Gender of the Respondent.

41
7.1 INTERPRETATION:

The above pie chart indicates maximum number of male respondents being 60%
consisting 30 subjects followed by 40% off female containing 20
subjects.
Source: primary data collected through questionnaire
2) Age

Table 7.2: Age Group.

Age No. of Respondent Percentage
Under – 18 1 2%

18 – 25 36 72%
25 – 45 7 14%
45 – above 6 12%
Total 50 100%

Figure no. 7.2: Age of Respondent.

42
7.2 INTERPRETATION:

The above pie chart indicates that 2% respondents are in the age group of
Under 18 with the no. of respondents being 1 followed by 70% ranging
between the age group of 18 – 25 containing 36 respondents, 14%
respondents are under the age group of 25 – 45 consisting 7 of them and
remaining 12% falls under 45 & Above age category consisting 6
respondents. The following responses are taken from different age group
Source: primary data collected through questionnaire.

3) Current Employment Status.

Table no. 7.3: Employment Status.

Employment Status No. of Respondents Percentage
Employed Full-time 11 22%
Employed Part-time 7 14%
Housewife 3 6%
Retired 2 4%
Not Employed 27 54%
Total 50 100%

Figure no. 7.3: Current Employment Status

43
7.3 INTERPRETATION:

The above pie chart indicates that 22% respondents are employed full-time with the no. of
respondents being 11 followed by 14% being employed part-time with the no. of
respondents being 7, 6% respondents are housewives with the no. of respondents being 3,
retired respondents being 4% with 2 respondents, remaining 54% are not employed with
the no. of respondents being 27.
Source: primary data collected through questionnaire.

44
4) Specify Your Qualification

Table no. 7.4: Respondent’s Qualifications.

Qualification No. of Respondents Percentage
Graduate 11 22%
Under Graduate 29 58%
Post Graduate 6 12%
Diploma 3 6%
Chai wala 1 1%
Total 50 100%

Figure no. 7.4: Qualifications

7.4 INTERPRETATION:

The above pie chart indicates that 22% of the respondents are graduate, no. of respondents
being 11, followed by 58% of the respondents that is 29 no. of respondents are under
graduate, 12% of the respondents are post graduate with the no. of respondents being 6,
remaining 7% are diploma and others with the no. of respondent being 4.

5) According to you, which is the best Financial Service providing firm /

organization /sector?
45
 Table no. 7.5: Best Financial Service

Financial Services No. of Respondents Percentage

Banking 17 34%
Mutual Fund 7 14%
Insurance 6 12%
Stock Market 20 40%
Total 50 100%

Figure no. 7.5: Best Financial Service

:
7.5 INTERPRETATION

The above pie chart shows that 34% of the respondent i.e. 17 respondents thinks that
banking sector has best service, followed by 14% I.e. 7 respondents thinks that mutual
funds has best financial services, 12% i.e. 6 respondents think that Insurance firms has best
financial services but the remaining 40% i.e.20 no. of respondents think that stock market
has best financial services.

46
6) Are you aware about any financial service company?

Table no. 7.6: Awareness about financial company

Are they aware No. of respondents Percentage

Yes 29 50%
No 10 20%
Maybe 11 22%
Total 50 100%

Figure no. 7.6: Awareness about financial company

7.6 INTERPRETATION:

The above pie chart indicates that 50% of the respondent are aware with the no. of
respondent being 29, followed by 20% are not aware with no. of respondent being 10,

remaining 22% are not sure with the no. of respondent being 11.
7) Assuming you own a company, how much do you agree with the following
statement, "It is better to do your own financial planning than to hire a
professional/expert".

47
 Table no. 7.7: Hiring a Professional.

Hiring a Professional No. of Respondent Percentage

Strongly Disagree 10 20%
Disagree 7 14%
Neither 10 20%
Agree 18 36%
Strongly Agree 5 10%
Total 50 100%

Figure no. 7.7

7.7 INTERPRETATION:

The above pie chart indicates that 20% of the respondent i.e. 10 no. respondents strongly
disagree with the above question, 14% of the respondent i.e. 7 no. of respondent disagree
with the above asked question, 20% of the respondent i.e. 10 no. respondent does not agree
or disagree with the question meaning their response were neutral, 36% of the respondents
i.e. 18 no. of respondent agree with the asked question, remaining 10% i.e. 5 no. of
respondent strongly agree with the question.

48
8) Have you heard about TresVista Financial Services?

Table no. 7.8: Hearing about TresVista

Heard about TresVista No. of Respondent Percentage

Yes 10 20%
No 34 68%
Maybe 6 12%
Total 50 100%

Figure no. 7.8:

7.8 INTERPRETATON:

The above pie chart indicates that 20% of the respondent know about TresVista financial
services with the no. of respondent being 10, followed by 68% don’t know about TresVista
Financial Services, remaining 12% are not sure, with the no. of respondent being 6.

9) Do you know about KPO (Knowledge Process Outsourcing)?

Table no. 7.9: KPO

49
 KPO No. of Respondents Percentage
Yes 38 76%
No 10 20%
Maybe 2 4%
Total 50 100%

Figure no. 7.9 KPO

:
7.9 INTERPRETATION

The above pie chart shows that 76% of the respondent knows about KPO with the no. of

respondent being 38, 20% of the respondent do not know about KPO with the no. of

respondent being 10, remaining 4% respondent i.e. 2 no. of respondent are not sure.

50
10) If you had an opportunity to work at TresVista Financial Services, would
you take it?
Table no. 7.10: Opportunity to work

Opportunity to work No. of respondent Percentage

Yes 17 34%
No 10 20%
Maybe 23 46%
Total 50 100%

Figure no. 7.10: Opportunity to Work

7.10 INTERPRETATION:

The above pie chart shows that 34% of the respondent would work in TresVista if given
opportunity with the no. of respondent being 17, 20% of the respondent would not work
there, with the no. of respondent being 10, remaining 46% of the respondent were not sure,
with the no. of respondent being 23.

51
11) What do you think, what skills are required to be working at a KPO
company?
Table no. 7.11: Skills for KPO
Skills for KPO No. of respondents Percentage
Communication skills 13 25%
Technical Skills 4 8%
Analytical and Interpretation Skills 26 52%
Programming Skills 2 4%
Managerial Skills 5 10%
Total 50 100%

Figure no. 7.11: Skills for KPO

52
7.11 INTERPRETATION:

The above chart indicates that 25% of the respondents believe that communication skills
are required to work in KPO, with the no. of respondent being 13, 8% of the respondent
believe that technical skills are required to be working in KPO, 52% of the respondents
believe that analytical and interpretational skills are required to be working in KPO,
followed by 4% of the respondents believe that programming skills are required,

remaining 10% of the respondents believe that managerial skills are required.

53
12) Does India have adequate skilled people to address the human resource
opportunities being thrown in the KPO sector?

Table no.7.12: Is India skilled for KPO

India skilled for KPO No. of respondent Percentage

Yes 26 52%
No 8 16%
Maybe 16 32%
Total 50 100%

Figure no.7.12: Is India Skilled for KPO

7.12 INTERPRETATION:

The above chart indicates that 52% of the people agree, with the no. of respondent being
26, followed by 16% of the respondent disagree with the above asked question, with the
no. of respondent being 8, remaining 32% of the respondent were not sure about the
question asked, with the no. of respondent being 16.

54
 CHAPTER 8

FINDINDS AND SUGGESTIONS FINDINGS

AND SUGGESTIONS

There’s a common misconception that companies in conservative fields like finance,

insurance, and healthcare have a harder time creating content. Sure, marketers in these
industries deal with more regulations and bureaucracy. But these industries also benefit
from a key advantage: People crave their expertise.

Money affects everyone. Finances can dictate what we do, where we live, and how we
make decisions. It’s a wide umbrella, spanning everything from consumer banking,
investment banking, credit cards, fintech, insurance, and more. The fact that many finance
organizations try to reach B2C and B2B audiences simultaneously adds another
factor to the equation.

Financial services content is also incredibly complicated. Understanding how to pick the
right insurance or save for a mortgage can literally change someone’s life. Companies in
this space have a unique opportunit y to build meaningful relationships with consumers.

Competition for attention has never been higher in content marketing. Legacy firms are
battling against each other while trying to hold off a surge of new fintech competitors and
startups. Consumers, meanwhile, want financial guidance; they’re just not sure who to
get it from.

According to the 201 9 Edelman Trust Barometer, financial services ranked last out of 15

industries. On a positive note, trust in the industry is on the rise, increasing 8 percentage

points since 2014. This means there’s an opportunity for finance companies to step up and

support their customers. Content is a key tool in those efforts.

55
 CHAPTER 9

CONCLUSION

TresVista Financial Services is a provider of offshore financial services support for

boutique buy-side and sell-side firms. Supported functions include investor relations, deal
sourcing, deal execution, data analytics, valuation, research, financial modeling, portfolio
management, marketing, design, fund administration and book-keeping.
TresVista is a leading provider for high-end offshore support for asset managers,
investment banks, research firms & corporates. TresVista delivers operational
efficiencies and cost savings through dedicated teams, uniquely layered to assure quality
and continuity.
The organization currently offers its clients end-to-end support across financial services,
data analytics and fund administration out of its offices in Mumbai, Pune & Bengaluru,
while being supported by business development & sales offices in New
York, London & Singapore. TresVista has worked with 500+ clients in over 80 countries,
spanning asset classes, industries and geographies with over $5 Trillion in AUM. Their
mission is to be recognized as a high-quality financial service provider through a team of
industry-leading talent, consistent service dedication and active participation in the growth
prospects of its client.
Valuation analysis is a core competency of TresVista. They deal with trading

comparable, precedent transactions, discounted cash flow s, leveraged buyouts and more.

They invest a lot of resources in hiring the best industry talent. They understand the key to

company success depends on a highly cultivated, motivated and mentored team.

TresVista is a leading provider of high-end research, analytics and other customized

financial services. Their clients include corporates, consulting firms, asset managers,
hedge funds, and several of the most recognized financial institutions around the world
including leading private equity firms and investment banks.
They provide a range of services for the clients, ranging from investment screening,
valuation analysis, and financial modeling to advisory work, research, and due diligence.
56
 BIBLIOGRAPHY

www.tresVista.com
www.financewalk.com
www.quora.com
www.ambitionbox.com
www.owler.com
www.zaubacorp.com
www.theceo.com
www.investindia.gov.in
www.creditsuisse.com
www.craft.co www.barclays.com
www.greatpeopleinside.com
www.arch.columcia.edu
www.kahrrealestate.com
www.investorshub.advfn.com

57
 QUESTIONNAIRE

1) Name-

2) Specify your Gender-

a) Female
b) male

3) Specify Your Age-

a) under 18
b) 18 – 25
c) 25 – 45
d) 45 above

4) Current Employment Status-

a) Employed Full-time (including freelance, self-
employment, etc.)
b) Employed Part-time (including freelance, self-
employment, etc.)
c) Housewife
d) Retired
e) Not Currently Employed

5) Specify Your Qualification-

a) Graduate
b) Under Graduate
c) Post Graduate
58
 d) Diploma
e) Other
6) According to you, which is the best Financial Service providing
firm / organization /sector?
a) Banking
b) Mutual fund
c) Insurance
d) Stock Market

7) Are you aware about any financial service company?

a) Yes
b) No
c) Maybe

8) Assuming you own a company, how much do you agree with the
following statement, "It is better to do your own financial
planning than to hire a professional/expert". a) Strongly Disagree
b) Disagree
c) Neither
d) Agree
e) Strongly Agree

9) Have you heard about TresVista Financial Services?

a) Yes
b) No
c) Maybe

10) Do you know about KPO (Knowledge Process Outsourcing)?

a) Yes
b) No
c) Maybe

59
11) If you had an opportunity to work at TresVista Financial
Services, would you take it?
a) Yes
b) No
c) Maybe

12) What do you think, what skills are required to be working at a

KPO company?
a) Communication skills
b) Technical skills
c) Analytical and Interpretational skills
d) Programming skills
e) Managerial skills

13) Does India have adequate skilled people to address the human
resource opportunities being thrown in the KPO sector? a) Yes
b) No
c) Maybe

60