SUMMER TRAINING REPORT (BBA 311)

“STUDY OF OPERATIONS AND STRATEGIC MANAGEMENT”

Undertaken at

“FUNDOO TUTOR’S”

Submitted in partial fulfilment of the requirements

For the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

To

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of: Submitted by :

Ms. Keenika Arora Name of student- Varun Mendiratta

Faculty Guide BBA-V Sem, Shift 1st

Enrollment No.: 13517001720

Session 2020 to 2023

 To Whom It May Concern

I Varun Mendiratta Enrolment No. 13517001720 from BBA-V Sem, Shift 1st of the Tecnia Institute of
Advanced Studies, Delhi hereby declare that the Summer Training Report (BBA-311) entitled “Study of
Operations and Strategic Management” at “Fundoo Tutors” is an original work and the same has not been
submitted to any other Institute for the award of any other degree. A presentation of the Summer Training
Report was made on _______________________ and the suggestions as approved by the faculty were duly
incorporated.

Date: Signature of the Student

Certified that the Summer Training Report submitted in partial fulfilment of BACHELOR OF BUSINESS
ADMINISTRATION (BBA) to be awarded by G.G.S.I.P. University, Delhi by
________________________ ,Enrolment No. ________________ has been completed under my guidance
and is Satisfactory.

Date: Signature of the Faculty Guide

Name of the Guide:

Designation:
 ACKNOWLEDGEMENT

It is indeed a moment of immense gratification for me to express my deepest gratitude to Mr. Sourabh Soni
, Managing Director, Fundoo Tutors. and

Ms. Keenika
SERIAL NO. PARTICULARS
Arora
(TIAS) for
1. INTRODUCTION
providing me
 Introduction
 Objectives of Study with an

 Scope of Study opportunity to

 Company Profile carry out this

 Industry Profile project study
and help me
2. Review of Literature
create this
3. Research Methodology
4. Data Reduction, Presentation & Analysis report on
5. Data Interpretation “STUDY OF
6. Summary & Conclusions
 Results of the Study
 Limitations
 suggestions, Scope for further Study & Conclusion

OPERATIONS AND STRATEGIC MANAGEMENT FOR FUNDOO TUTORS”.

I am grateful to him for casting an excellent academic ambiance, without which the project would not have
been fulfilled. I express my sincere gratitude to my project guide for his guidance and supervision during the
development of this project and for making it a reality.

Last but not least I would like to thank the teachers staff of library, seniors, friends, and well-wishers for
their enormous support and encouragement.

TABLE OF CONTENTS
 EXECUTIVE SUMMARY

This study was conducted to learn more about the operations and Strategies for Fundoo tutor’s Growth as
well as the developmental problems they face in the market.

This project's main goals are to comprehend and investigate the company's reach as well as determine the
efficacy and degree of performance of current networks. Finding out how satisfied current trade clients are
with the company's operations and channel efforts is another goal of this research.

This study examines a number of variables that may have an impact on Fundoo Tutor's development, after
which solutions are developed to deal with any issues that may arise.

The research conducted was of the exploratory type and has been conducted among the customers, in the
Delhi market.

The sample size considered for the study was 40 and all the customers of the company are within the
defined scope.

For the study, certain Delhi markets are considered. Primary data collection was done by interviewing the
customers using a questionnaire. Secondary data is collected through company annual reports and previous
market reports.
 CHAPTER-1

INTRODUCTION
 INTRODUCTION

What Is Operations Management?

Operation management is the activity of tracking Operations against targets and identifying opportunities for
improvement - but not just looking back at past Operations. The focus of Operation management is the
future - what do you need to be able to do and how can you do things better? Managing Operations is about
managing for results. Operation-based management at any level in the organization should demonstrate that

 You know what you are aiming for

 You know what you have to do to meet your objectives

 You know how to measure progress towards your objectives

 You can detect Operation problems and remedy them

Why is it important?

The Modernizing Government agenda sets challenging new Operation objectives for organizations, from the
delivery of high-quality services that meet the needs of their customers and stakeholders to doing more
within the constraints of available resources, through to a continuous improvement in how the organization
itself operates. Operation management underpins the operations and processes within a strategic change
program framework. Sound practices and targets, which are both flexible and reactive to change, are needed
to achieve Operation improvement. The effective operation of your organization depends on the
contributions of activities at all levels - from top management policy development to efficiently running
operations. In response to the pressures and opportunities for improving organizational Operations, you need
to understand how to define and measure Operations as part of a concerted strategy for relevant, successful,
and cost-effective operations.

Operations Management – A Core Aspect of Every Business

Operations management involves ongoing activities of an organization that produces repetitive and long-
term outputs such as supplying services or manufacturing products. Defining what is operations management
for a particular field is essential as it is vital in every field. Operations management aims to ensure that the
day-to-day operations are smooth, cost-effective, and well-timed while maintaining critical quality
standards.

What is the Role of Operations Management?

Operations management constitutes diverse responsibilities, from product development to project

management.

 Capacity planning – Operations management involves evaluating the number of products or

services a company can sell or distribute in a particular period.
 Product design/service design – Product design or service design involves generating new ideas and
creating a service or product to ensure that the products sold/ services rendered to customers meet
their needs and expectations. Operations management needs to consider the cost-efficiency of a
product while ensuring that it meets the needs of customers.
 Quality control – This involves quality management or quality assurance. It deals with monitoring
services or products through each step in the production process or service operations for probable
issues or errors.
 Process improvement and optimization – This involves evaluating the steps involved in a process
and recreating the process totally or restructuring the steps to maximize efficacy.
 Supply chain management – This involves managing the supply chain process by maintaining
control of sourcing of the supplies, the production process, inventory management, sales, and
distribution, at affordable rates. This results in lower overhead costs, effective production, and timely
delivery of products.
 Operations management is also responsible for high-level strategizing and planning.

Critical factors for success

 Focusing on outcomes that meet business objectives, rather than outputs

 Managing Operation by cascading down from the top and building bottom-up

 Defining and using measures that evolve over time

 Using a mix of short and long term measures, and selecting measures that link cause and effect

 Measuring effectiveness (doing the right things) and efficiency (doing things right) in parallel

 Relating individuals' reward and remuneration with achievement of outcomes.

Who is involved?
Business managers are responsible for setting targets and managing Operation against those targets; contract
managers monitor service Operation from the customer viewpoint; service providers supply Operation
information.

Principles

Operation management should be an integrated part of a business lifecycle helping an organization to mature
through evolving and changing Operation measures, from their definition through to monitoring and review
in addition, by including the IS/IT component throughout this lifecycle, rather than just considering it as a
'downstream' cost 54 of provision, there should be enhanced benefits from an increased and more effective
contribution from any investment made in IS/IT.

You will need to ensure that you have adopted sound practices in commissioning and acquiring IS/IT
services to achieve Operation improvement. Operation management identifies opportunities for maximizing
improvements in managing service delivery in the future. Operation management helps you to make
decisions about investment routes, affordability and setting investment priorities in the face of competing
demands for resources.

Levels of Operation management

1. The effective Operation of your organization depends on the contribution of activities at all levels - from
top management policy development through to efficiently run operations. There are three or four levels
of Operation management in the model framework below, some organizations may combine the
strategic level with the organization’s priorities level

2. Organization’s priorities: at the highest level Operation management is rooted in the organization’s long
term business strategy. Measures at this level are of impact, resource utilization and public service
improvement.

3. Strategic level Operation management: at this level the management concern is from an "outside in" as
well as an internal perspective. Measures are of outcome, such as 55 volume and value of service take-
up, upward trends for inclusion, staff and users' satisfaction.

4. Program level Operation management: Operation management at this level is focused on the desired
results of programs of change, to demonstrate what has been accomplished. The measures used would
 include those stated in individual business cases. Benefits management would help to determine if these
are achieved.

5. Tactical or operational service level Operation management: here the management focus is concerned
with service delivery and outputs, using conventional service level agreement approaches and related
measures of aspects such as volumes and quality.

Although Operation measures and indicators may be different at each level, they will need to be.

 Directional - to confirm that you are on track to reach the goals.

 Quantitative - to show what has been achieved and how much more is to be done.

 Worthwhile - adding more value to the business than they cost to collect and use.

Strategies of Operations Management

Operations management involves managing a wide range of tasks – devising strategies is of utmost
importance to execute the tasks efficiently.
Strategies of operations management could include the utilization of data, handling data, inventory analysis,
identifying departments or specific processes within departments that need overhauling, social
accountability, departmental collaboration, human resource management, and many more.

Importance of Operations Management

Operations management is the heart of any organization. Below are pointers that would explain the
importance of operations management.

 Operations management oversees the complete operating system of an organization.

 Operations management is essential for organizations to manage their daily activities seamlessly.
 Operations management controls all the processes and handles issues including design, operation,
maintenance, and improvement of the systems. It also maintains smooth, effective, timely production
of products and services even when unexpected situations arise.
 Operations management helps improve the reputation of an organization and thus has a positive
influence on its capability to achieve growth and stability goals.
 Operations management ensures that products meet the quality standards and customers’
expectations. Thus, satisfied customers also mean customers buy from you again and referrals, which
further improves brand value, giving a competitive edge in the market.
  Operations management includes recognizing and optimizing the processes included in the
production of services or goods, which can help cut costs. Thus, operations management facilitates
selling more products/services and reducing costs, which means increased revenues and enhanced
growth of an organization.
 Operation management motivates the employees toward their roles and improves employee
productivity.

Roles & Responsibilities of Operations Management

The various functions of operations management are listed below:

1. Forecasting

Forecasting is an attempt at predicting the future with the help of systematic analysis and scientific methods.
It is an essential part of operations management as it assesses the controllable and uncontrollable factors and
makes predictions for the organization. It may also involve provisions or suggestions for dealing with those
predicted scenarios. 

2. Planning

Capacity measures the rate of the production capability of a facility. One of the most important operations
management responsibilities is finding out the kind and quantity of capacity needed and the time by which it
needs to be produced. It involves assessing the facility’s current capacity, forecasting future needs,
identifying and analyzing possible resources to fulfill those needs, evaluating alternative resources, and
selecting the best among them.

3. Location Facility

It is important to determine a location facility of the plant that can ensure maximum operating efficiency.
For example, a coal plant is best located near a water source with the availability of coal near; it provides
efficiency, cost control, and profit. But the selection of facilities is based on the easy and regular supply of
labor, resources, and raw materials. Factors like nearness to the market, power availability, transportation
facilities, climate suitability, and government rules are also considered. An ideal location contributes to an
organization’s smooth working, the opposite of which will hinder its growth.

4. Layout

A good plant layout plans for placement of machines, pieces of equipment, utilities, service areas, storage
areas, and arrangement of other facilities. In addition, it ensures a safe workspace, ease of maintenance,
fulfillment of requirements, and long-run efficiency in its operations with minimal investment.
 5. Integration of Activities

Successful execution of an organization’s operations includes cordial and efficient workflow between
various departments such as sales, production, and accounting. The Operations management system ensures
the allocation of financial resources for purchases from the accounting department, receiving products from
the production department, making the product reach the sales department, and effective delivery of goods or
services from the customer service department. In addition, it ensures there is uninterrupted functioning of
the organization through back and forth communications, continuous coordination, and feedback.

What is strategic management?

Strategic management is the ongoing planning, monitoring, analysis and assessment of all necessities an
organization needs to meet its goals and objectives. Changes in business environments will require
organizations to constantly assess their strategies for success. The strategic management process helps
organizations take stock of their present situation, chalk out strategies, deploy them and analyze the
effectiveness of the implemented management strategies. Strategic management strategies consist of five
basic strategies and can differ in implementation depending on the surrounding environment. Strategic
management applies both to on-premise and mobile platforms.

What are the benefits of strategic management?

Strategic management is generally thought to have financial and nonfinancial benefits. A strategic
management process helps an organization and its leadership to think about and plan for its future existence,
fulfilling a chief responsibility of a board of directors. Strategic management sets a direction for the
organization and its employees. Unlike once-and-done strategic plans, effective strategic management
continuously plans, monitors and tests an organization's activities, resulting in greater operational efficiency,
market share and profitability.

Strategic management concepts

Strategic management is based around an organization's clear understanding of its mission; its vision for
where it wants to be in the future; and the values that will guide its actions. The process requires a
commitment to strategic planning, a subset of business management that involves an organization's ability to
set both short- and long-term goals. Strategic planning also includes the planning of strategic decisions,
activities and resource allocation needed to achieve those goals.
Having a defined process for managing an institution's strategies will help organizations make logical
decisions and develop new goals quickly in order to keep pace with evolving technology, market and
business conditions. Strategic management can, thus, help an organization gain competitive advantage,
improve market share and plan for its future.

Five stages of strategic management process

There are many schools of thought on how to do strategic management, and academics and managers have
developed numerous frameworks to guide the strategic management process. In general, the process
typically includes five phases:

 Assessing the organization's current strategic direction;

 Identifying and analysing internal and external strengths and weaknesses;

 Formulating action plans;

 Executing action plans; and

 Evaluating to what degree action plans have been successful and making changes when desired results
are not being produced.

Effective communication, data collection and organizational culture also play an important part in the
strategic management process -- especially at large, complex companies. Lack of communication and a
negative corporate culture can result in a misalignment of the organization's strategic management plan and
the activities undertaken by its various business units and departments. (See Value of organizational culture.)
Thus, strategy management includes analyzing cross-functional business decisions prior to implementing
them to ensure they are aligned with strategic plans.

Types of strategic management strategies

The types of strategic management strategies have changed over time. The modern discipline of strategic
management traces its roots to the 1950s and 1960s. Prominent thinkers in the field include Peter Drucker,
sometimes referred to as the founding father of management studies. Among his contributions was the
seminal idea that the purpose of a business is to create a customer, and what the customer wants determines
what a business is. Management's main job is marshalling the resources and enabling employees to
efficiently address customers' evolving needs and preferences

In the 1980s, a Harvard Business School professor called Theodore Levitt, developed a different strategy
with a focus on the customer. This strategy was different from the previous emphasis on production -- i.e.,
creating a product of high quality ensured success.
Distinctive competence, a term introduced in 1957 by sociology and law scholar Philip Selznick, focused on
the idea of core competencies and competitive advantage in strategic management theory. This enabled the
creation of frameworks for assessing the strengths and weaknesses of an organization in relation to the
threats and opportunities in its external environment. (See SWOT analysis).

Canadian management scientist Henry Mintzberg concluded that the strategic management process could be
more dynamic and less predictable than management theorists had thought. In his 1987 paper, "The Strategy
Concept I: Five Ps for Strategy," he argued "the field of strategic management cannot afford to rely on a
single definition of strategy." Instead, he outlined five definitions of strategy and their interrelationships:

 Plan: Strategy as a consciously intended course of action to deal with a situation.

 Ploy: Strategy as a maneuver to outwit a competitor, which can also be part of a plan.

 Pattern: Strategy stemming from consistency in behavior, whether or not intended and which can be
independent of a plan.

 Position: Strategy as a mediating force or match between the organization and environment, which can
be compatible with any or all of the Ps.

 Perspective: Strategy as a concept or ingrained way of perceiving the world -- e.g., aggressive pacesetter
vs. late mover -- which can be compatible with any or all of the Ps.

SWOT analysis

A SWOT analysis is one of the types of strategic management frameworks used by organizations to build
and test their business strategies. A SWOT analysis identifies and compares the strengths and weaknesses of
an organization with the external opportunities and threats of its environment. The SWOT analysis clarifies
the internal, external and other factors that can have an impact on an organization's goals and objectives.

The SWOT process helps leaders determine whether the organization's resources and abilities will be
effective in the competitive environment within which it has to function and to refine the strategies required
to remain successful in this environment.
Balanced scorecard in strategic management

The balanced scorecard is a management system that turns strategic goals into a set of performance
objectives that are measured, monitored and changed, if necessary, to ensure the strategic goals are met.

The balanced scorecard takes a four-pronged approach to an organization's performance. It incorporates

traditional financial analysis, including metrics such as operating income, sales growth and return on
investment. It also entails a customer analysis, including customer satisfaction and retention; an internal
analysis, including how business processes are linked to strategic goals; and a learning and growth analysis,
including employee satisfaction and retention, as well as the performance of an organization's information
services.

As explained by the Balanced Scorecard Institute:

"The system connects the dots between big picture strategy elements such as mission (our purpose), vision
(what we aspire for), core values (what we believe in), strategic focus areas (themes, results and/or goals)
and the more operational elements such as objectives (continuous improvement activities), measures (or key
performance indicators, or KPIs, which track strategic performance), targets (our desired level of
performance), and initiatives (projects that help you reach your targets)."
Value of organizational culture

Organizational culture can determine the success and failure of a business and is a key component that
strategic leaders must consider in the strategic management process. Culture is a major factor in the way
people in an organization outline objectives, execute tasks and organize resources. A strong organizational
culture will make it easier for leaders and managers to motivate employees to execute their tasks in
alignment with the outlined strategies. At organizations where lower-level managers and employees are
expected to be involved in the decision-making and strategy, the strategic management process should
enable them to do so.

It is important to create strategies that are suitable for the organization's culture. If a particular strategy does
not match the organization's culture, it will hinder the ability to accomplish the strategy's intended outcomes.

Process Of Strategic Management

An organization must follow a set of processes for strategic planning to be effective and fruitful. The
following are the steps in the strategic management process:
 1. Identifying Direction

The first step requires the organization to have a clear vision and direction. Before developing plans, a
business should determine its short- and long-term objectives. The company will not have any clarity on
processes and procedures unless it sets its goals beforehand.

2. Analyzing Resources

An organization must first arrange its resources to carry out specific tasks to reap the strategic management
benefits. For example, someone who excels at marketing may struggle to manage the organization’s public
relations. Hence, the management should assess its resources and select the best one for respective
processes.

3. Framing Strategies

After selecting the best resource for every process, the organization frames its action plan for accomplishing
the goal. This strategic planning consists of elements needed to achieve the set objectives effectively. The
analysis, assessment, and supervision of processes at every stage help the business resolve issues, whether
internal or external.

4. Implementing Strategies

Following the strategy development based on the organization’s objectives, the next stage is to execute them.
Every business must train its human resources, from entry-level employees to managers, to ensure they fully
understand the process. It will bring core competencies into action within the organization for the best
possible output.

5. Evaluating Effectiveness

The review of strategies is the final step in the process. Looking into each aspect of the business during the
strategy formulation and implementation helps the management identify the efforts of every individual. The
organization can recognize these efforts through performance appraisal schemes, which are essential aspects
of the business.

What is an Operations Strategy?

Operations strategy is an aspect of operations management that is concerned with long term planning for a
company’s customer service and business strategies. Operational strategies focus on the goals and
aspirations of the company, as well as the actual plans for getting the business to achieve their goals.
These strategies are tasked with ensuring that proper processes and technology are in place to support the
business in reaching its goals. This means that strategic plans should include not only the identification of
existing processes and technologies, but also considerations around the supply chain, their customers, their
competitors, their own strengths and weaknesses, and the business facilities. An analysis of these aspects
should be conducted to identify how they support or hinder the business strategy, and what needs to be
done to optimize their usefulness and verify operational capabilities.

Proper strategic plans should be utilized for every product or service, new and old. During product
development, companies can use these plans to make certain that there is appropriate understanding of the
manufacturing strategy and how it ties in to the sales strategy. This helps to make sure that costs are being
optimized throughout the process and helps minimize the chances of operations functioning in unexpected
ways. Updating plans allows for companies to make sure that their competitive priorities have not changed
and that they are continually improving their products and services as new information arises. Tracking
competitors and their offerings can help organizations identify not only the weaknesses of the competitor,
but also their own. Organizations can then use this information to refine their strategies.

Ensuring an appropriate corporate strategy can help ensure a competitive advantage by:

 Ensuring quality: By creating an operations strategy, businesses can identify the expected quality
of their product or service and then ensure that the goal is being met at every step of the process.
This means that the product operates as expected, and all pieces or steps conform to design and
characteristics that were set as the standard. Quality can also entail that the appropriate aesthetic,
the way products and services look and feel, is met every time. This reduces costs associated with
having to remake or remodel products and services, as well as decreasing returns or complaints
when quality expectations have not been met.  

 Improving customer experiences: Operations strategies should include specific discussions

around customers, their expectations, and how to meet and exceed these expectations. By setting a
standard of care, organizations can clearly lie out the ways that customers should be treated. This
helps to standardize customer’s experiences, so that no one feels like they are being left out or
treated unfairly. This assurance also helps customers to know what they can expect every time they
interact with the organization.

 Ensuring reliability: A large aspect of operations strategies lies in setting a standard and holding
to it. Regardless of the product or service being offered, the company should be confident that it
works as expected. Proper reliability relies on proper testing, and operational strategies should
include specific instructions about the testing and research that should be completed at every
development stage, as well as information regarding how to use this information for future
developments.
This various strategy involved in operations, such as the strategy to change to an international organization.

1. Global View

When taking a worldwide look -- take what is currently performed domestically and move it to another
country or countries -- there are six main reasons why an organization might change to an international
organization:

1. Provide better goods and services.

2. Improve the organization's supply chain.

3. Reduce costs, such as labor, tariffs, taxes, and more.

4. Learn to improve operations.

5. Understand other markets.

6. Employ top-of-the-line contributors from all over the world.

Provide Better Goods and Services

The goal of every business is to provide the best goods or services they possibly can. Learning from
businesses in other countries can provide insight into how to do that. Taking advantage of being in their
location, especially for service industries, can open whole new markets and provide the next level of quality
in service provision. Providing new customers with quick and adequate service creates returning customers.
The same applies when a customer is satisfied with a good and keeps buying more of the same.

Improve the Supply Chain

The supply chain is a critical piece in an organization's success. There is significant benefit to moving or
locating new facilities in countries that are close to unique resources, such as expertise, materials, or
workforce. Much like the Silicon Valley in the 1980s was known for its computer expertise, such center
points of knowledge or technology are all over the world. Smart operations managers are looking for ways to
get their inputs better or faster across the entire spectrum of resources.

Reduce Costs

There are very evident ways to reduce costs, and then some not-so-visible ways that exist when looking at
global possibilities. Moving production to international locations can save money. Low-skill jobs shifted to
countries with lower wage costs saves money. It also frees higher skilled workers to perform more high-skill
jobs, instead of tasks that are less challenging and make inefficient use of their time. Such savings can be
used as capital investment funds, another variable in productivity.

There are also advantages in trade agreements. Agreements between the United States and other countries
that make trade free, lower tariffs, or otherwise reduce costs may be less visible to the general public,
shareholders, and other stakeholders, but are something of which operations managers need to be aware. The
World Trade Organization (WTO) has helped reduce tariffs to an average of 3 percent today, down from 40
percent in the 1940s. This is a huge cost savings and should be explored. Some such trade agreements are
NAFTA (USA, Canada, Mexico), APEC (the Pacific Rim countries), MERCOSUR (Argentina, Brazil,
Paraguay and Uruguay), and SEATO (Australia, New Zealand, Japan, Hong Kong, South Korea, New
Guinea, and Chile), just to name a few.

Learn to Improve Operations

Learning does not happen in isolation. It is best served when encouraging the free flow of ideas. Customers
benefit from this the most, as do the firms that actively participate. Look for opportunities to partner or
exchange one strength for another. One country may excel at production, while your firm has excellent
inventory control. Working together on a product line may improve efficiency for both parties -- something
that translates into lower prices or improved quality for your customers.

Understand Markets

One of the best side effects of participating in international business is the requirement to interact with
foreign customers. This can provide great insight into current markets, trends, and customer demands that
can help your organization plot a course for the future. This helps with diversification of product lines, add
production flexibility, and can smooth out a business cycle.

Employ Global Talent

By being global, your organization can offer more, and better, employment opportunities. Such opportunities
are in high demand by talented individuals looking to expand and enhance their career. Their gain is also
your gain as you can access different ideas, knowledge bases, and skill sets. This also gives your company
more flexibility with your workforce, ability to transfer and utilize top notch people all over the globe and
retain those individuals who view international employment as a chance to see the world.

All of these things give your organization a competitive advantage, as the world grows smaller, due to
improved communication and transportation.

2. Mission and Strategy

Mission is the purpose or rationale for an organization's existence.
For example: What does your organization contribute to society?

The mission of your company will be the compass by which all other decisions are made. It is all about
satisfying a customer's needs and wants. A good mission statement will provide the boundaries and focus
around which the firm can rally. Developing a good strategy is difficult but can be made easier if the
organization has a well-defined mission.

Strategy is the organization's plan of action to achieve the mission. Every functional area has its own
strategy on how to do its part to help the entire organization achieve its mission. Such strategies consider
strengths, weaknesses, threats, and opportunities -- and how to best take advantage of them, or conversely,
minimize them. Taken as a whole, the contributions of the functional area strategies support the mission and
the success of the organization.

3. Competitive Advantage

There are three ways that firms strategize to meet mission: differentiation, cost leadership, and response.
Operations managers turn these into tasks to be completed in order to deliver goods and services cheaper,
better, or more responsively.

A key factor in any of those strategies and tasks is to establish competitive advantage. What makes your
goods or service more unique than anyone else who may offer the same? Competitive advantage is the
creation of an exclusive advantage over competitors.

Differentiation

It is important to set your product up as different from competitors. It needs to be special or unique in some
way. There are ways to make this happen in almost every function within a company. The goal is to find
something that adds value to the customer. It may not be in price, but in quality. It could be in accessibility,
like location, or offering follow-up customer service, like repair and maintenance. The only limit is the
imagination of the operations manager.

Cost

Cost is not all about the dollars and cents; it also includes what your customer perceives as maximum value.
It means driving down costs, without making it low-cost or low-quality. There are ways to do this behind the
scenes, in resource allocation, turnover times, shifts and routes, just to name a few. This can turn into a
dollar-and-cents saving to the customer, although he or she may not know why. As long as the low-cost
leadership is in line with strategy and mission, anything is possible.
Response

Response is broader than just delivery to a customer of a good or service. It also includes the organization's
ability to adjust timely to other factors or changes in the marketplace. It is the set of values related to rapid,
flexible, and reliable performance. The operations manager who can design a system to do so in all three
regards is a formidable one.

Strategic OM Decisions

These three concepts come into play as operations managers make good decisions in the seven major
functional areas of operations management, otherwise known as operations decisions.

1. Product and Service Management. What good or service do we offer and what is the design of it?

2. Operations and Supply Chain Management. Should we make or buy what we need to produce our good
or service? If we purchase it, who can supply it?

3. Inventory Management. How much should we keep on hand? When do we re-order?

4. Forecasting and Capacity Planning. What does the short-term and long-term schedule look like? How
much can we make in what period of time?

5. Operations Scheduling. What do we need for materials? Personnel?

6. Management of Quality. What quality system should we use? What impact does quality have on our
organization?

7. Facilities Planning and Management. How is the facility used in production? What is its relationship to
other resources? How should it be arranged?

When sound operations management decisions are made, it shows that the strategies were effective, and the
organization's mission can be met.
 OBJECTIVES OF THE STUDY:

 To understand and study the Operations strategies of the company.

 To know the reach of Fundoo Tutor’s Services in the market.
 To find opportunities for development of new distribution strategies.
 To Know Consumer Response.
 To Know Market Cost and Profits.
 To Master the External Forces.
 To Design and Implement Marketing Control.
 SCOPE:

 The scope of the study is restricted to the region of Delhi. Customers in this region are taken into
consideration for the study.

 To study the marketing strategies prevailing in the organization

 COMPANY PROFILE

FUNDOO TUTOR’S ~ BUILDING FUTURE

HEADQUARTERS- CHANDIGARH, INDIA

INDUSTRY- EDUCATIONAL SERVICES
FOUNDED- 2020
SPECIALITIES- ONLINE TUTORING SERVICES
ADDRESS- House No. 3279 Sector -125, New Sunny Enclave, Mohali 140301 India
EMAIL- FUNDOOTUTOR@GMAIL.COM
CONTACT- +917889217144
WEBSITE- https://fundootutor.com/
TYPE: Private Held

Fundoo Tutor, headquartered in Chandigarh, is one of India's most reliable Online Education firms. As
Tutoring Providers, We are passionate educators. We don’t believe real education always means a formal
school or a college degree. We believe that real education should ignite and quench your curiosity. We are
passionate about helping  students to get connected with the right tutors in their journey of real education.
 
“LIVE INTERACTIVE CLASSES TO KEEP CURIOSITY AND LIKING OF SUBJECT
INTACT,” is our motto. This is what we refer to as Educational Literacy.

WHY WE STARTED THIS?

Many students say that they don’t like “A Particular Subject” And We will always ask them back hey wait!
do you mean you don’t understand the subject or you really don’t like it and Most of them still say well “I
just don’t like it” It is clear cut case where “teacher” we repeat “teacher” has not done the job well. The
teacher has done the great job if  Student says something like “I very much  like this subject  but its just that
I don’t understand it completely” Here the teacher deserve the appreciation. We are passionate to connect
students with tutors who can keep the liking of the subject intact.
We create a pathway between our customers and our knowledge. We believe that the certainties outweigh
the uncertainties, and we want our clients to be ready for such situations.

In a fast-moving and increasingly complex global economy, our success depends on how faithfully we
adhere to our core principles: delivering exceptional clients services; acting with integrity and responsibility
and supporting the growth of our employees.
Our ability to maintain the basic values of providing excellent customer service, operating with honesty and
accountability, and promoting staff growth in today's fast-paced and more complicated global world.

3 key services which Fundoo Tutor is engaged in are:

 Online Tutoring.
 Online Courses.
 Online Consulting.

OUR MISSION

SINCE WE HAVE 3 YEARS EXPERIENCE

By designing a well-diversified Courses based on our Students attitude and needs, we aim to give superior
Educational Services. In today’s fast paced and increasingly sophisticated global world, maintaining our
basic values of providing exceptional customer service, operating with honesty and responsibility, and
supporting staff growth is vital.

OUR VISION

OPERATING WITH HONESTY AND ACCOUNTABILITY

We don’t believe real education always means a formal school or a college degree. We believe that real
education should ignite and quench your curiosity. We are passionate about helping  students to get
connected with the right tutors in their journey of real education.

OUR SUPPORT

EXCELLENT CUSTOMER SERVICES

We only hire best, to our basic values of providing excellent customer service, operating with honesty and
accountability, and promoting staff growth is critical in today’s fast paced and more complicated global
world.
OUR PRODUCTS & SERVICES
OUR ESSENTIAL SERVICES AT FUNDOO TUTORS:

TUTORING SERVICES
Tutoring programs can seem simple and straightforward. However, the wrong student-tutor match can be a
waste of your time and investment. Without the right Online tutoring service, your child could become more
frustrated. Fundoo Tutor offers a vast range of programs that can be tailored to each student the tutors work
with. We provide quality in-home and online tutoring services you can trust. Our goal is to help students not
just understand a subject, but understand how to learn and develop their potential in the future. Students can

choose from private Online tutoring Sessions, or Group Sessions.

EDUCATION CONSULTANCY
As a professional career consultant and career coach We believe passionately that self-knowledge is your
most powerful tool when developing your potential and planning your career journey. However the best
counselling doesn’t just involve psychometric assessments and aptitude tests, career tests and scores - it also
requires working one-to-one to really understand your ambitions, your real strengths and your passions. The
best career guidance comes from a mentoring approach, and over the last two decades We’ve been able to
help high school students, graduates, career changers and senior executives to maximise their potential.”
A good career is when our interest and abilities match together, unfortunately our interest can keep changing
due to the circumstances and to the environment we are exposed towards. But something that stays with us is
our abilities. An Education Consultant helps you to give our career the right kickstart.

ONLINE DOUBT SOLVING

Often, teachers spend hours and even the whole day answering online doubts and questions asked by
students. Many times, they are required to answer the same doubts and questions time and again. A
conventional approach like this guzzles up their coaching bandwidth. But Fundoo Tutors resolves this
challenge to a significant extent. How?

Yes. Fundoo Tutor’s online doubt solving feature enables you to consolidate all the similar questions, helps
teachers to answer and upload them in the system, and notify students once the answers are ready. Students,
in turn, receive the notification on the application or email. As a result, teachers save time answering the
questions, and students also get answers to their questions in a relatively quick manner.
MOCK TESTS
Mock Tests are like practice papers based on the latest syllabus and pattern of an examination. We
provide mock tests for preparation. We Provide Mock Tests For major competitive exams such as
NEET, CET, JEE Main, etc. provide mock tests online. The purpose of releasing the tests is to
familiarize the aspirants with the pattern and difficulty of the actual exam. Mock tests are a vital part of
the preparation for a competitive exam. They are the simulation of the actual exams, which helps the
candidates to get a real-time experience of the main examination.

We release a series of mock tests with different sets of questions. Aspirants must appear for the test to
analyze their performance. Aspirants need to submit the test within the specified duration. One can
appear for the online test anywhere and anytime increasing its accessibility.

ONLINE COURSES

An online class is a course conducted over the Internet. They are generally conducted through a learning
management system, in which students can view their course syllabus and academic progress, as well as
communicate with fellow students and their course instructor. We Provide a wide variety of online courses
for our students so they can have better understanding of what they want to learn and gain more skills. They
can choose from a wide variety of Free and paid courses.

STUDY MATERIAL

Get Online Study Materials for CBSE, ICSE, IIT JEE Main & Advanced, NEET, and Other Boards like
NCERT Textbook Solutions, Syllabus, Revision Notes, Important Questions, Important Formulas, Previous
Year Question Papers & Sample Papers with Solutions to help you to score well in your Examinations. By
studying from the free exam materials, students can get exam-ready and ace any Competitive exams with
ease. 
The students who prepare for the competitive exams are usually under stress as they get nervous with the
exam preparations. Due to this, they need to get the study resources as much as they can from the different
sources as the exams are difficult because of the level of competition. Thus, Vedantu provides its students
with the latest resources to learn, practice, and work on the preparation to ace the exams. The free online
resources for CBSE, ICSE, IIT JEE Main and Advanced, NEET, and other boards are available on
Vedantu’s website for free download.
 Literature Review

Operations management is an area of management concerned with overseeing, designing, and

controlling the process of production and redesigning business operations in the production of
goods or services.

Four Types of Focus Dimensions Used in Operations Management

Every business operates along four basic focus dimensions: finance, customers, internal
processes, and learning and innovation. These theoretical divisions of operations management
come from the research of Robert S. Kaplan and David P. Norton. The dimensions aren’t
mutually exclusive. For example, employees who become more competent through learning
can improve the functioning of internal processes, according to “Management Principles: A
Contemporary Edition for Africa,” by P. J. Smit.

Finance

The heart of the financial dimension for most businesses is profit, though short-term financial
goals might entail sacrificing current profits to increase future capacity. For example, a
company might decide to reinvest all its profits into new and better machinery to increase
production capacity and efficiency, but the ultimate goal remains greater profit. Managers
must control the flow of money through the organization to ensure short-term goals align
with long-term goals.

Customers
Customers are the foundation of your business. Without the flow of their money through your
organization, everything grinds to a halt. Managers aim to maximize the flow of customer
money, but that doesn’t always mean securing as many customers as possible. A boutique
hotel, for example, might focus on serving relatively few high-paying customers, while a
chain hotel focuses on the wide swath of people who are unwilling to 20 pay high prices.
Though each business targets customers who have different needs, meeting those needs is
equally vital to their profitability.
Internal Processes

Optimization of internal processes leads to greater profitability and customer satisfaction. For
example, a manager might focus on developing efficient communications within an
organization to ensure orders travel quickly from the customer service department to the
production line. The manager further expedites the order by ensuring the production
department syncs with the shipping department to get the order to the customer quickly. Fine-
tuning the process to make it maximally efficient keeps operating costs low and pleases
customers, leading to greater profits.

Learning and Innovation

Technology progresses and so must businesses. An invention that improves a manufacturing

process, for example, might be a game changer that forces factories to upgrade their
processes or lag behind competitors. A good manager stays abreast of technological shifts; a
great manager anticipates and initiates change by encouraging her organization to focus on
learning and innovation. Practically, this can mean anything from having a well-funded
research-and-development team to paying for continuing education for employees. An
organization that surmounts cognitive limitations stays one step ahead of its competitors.

Understanding operations management

Consider the ingredients of your breakfast this morning. Unless you live on a farm and
produced them yourself, they passed through a number of different processing steps between
the farmer and your table. Every organization has an operations function, whether or not it is
called ‘operations’. The goal or purpose of most organizations involves the production of
goods and/or 21 services. Operations in some form has been around as long as human
Endeavour itself but, in modern manufacturing and service industry at least, it has changed
dramatically over time. To some (especially those professionally involved in operations
management!) operations management involves everything an organization does. In this
sense, every manager is an operations manager.
There are many differing definitions of operations management; we have picked a range for
you to look at below. Depending on your specific area of operations management, some may
suit your role or understanding better, but overall they all make a similar point.

· The efficient and effective implementation of the policies and tasks necessary to satisfy an
organization’s customers, employees, and management (and stockholders, if a publicly
owned company)

· The management of systems or processes that create goods and/or provide services

"The on-going activities of designing, reviewing and using the operating system, to achieve
service outputs as determined by the organization for customers" (Wright, 1999)

· Management of main business activity: the organizing and controlling of the fundamental
business activity of providing goods and services to customers

· Operations management deals with the design and management of products, processes,
services and supply chains. It considers the acquisition, development, and utilisation of
resources that firms need to deliver the goods and services their clients want.

· The purvey of operations management ranges from strategic to tactical and operational
levels. Representative strategic issues include determining the size and location of
manufacturing plants, deciding the structure of service or telecommunications networks, and
designing technology supply chains.

· Tactical issues include plant layout and structure, project management methods, and
equipment selection and replacement. Operational issues include production scheduling and
control, inventory management, quality control and inspection, traffic and materials handling,
and equipment maintenance policies.

· Operations management is an area of management concerned with overseeing, designing,

controlling the process of production and redesigning business operations in the production of
goods and/or services. It involves the responsibility of ensuring that business operations are
efficient in terms of using as few resources as needed, and effective in terms of meeting
customer requirements. It is concerned with managing the process that converts inputs (in the
form of materials, labor and energy) into outputs (in the form of goods and/or services).
IOM would like to thank Derek Thomason FIOM, Unipart Expert Practices, for sharing
examples and information contained in this section for the benefit of IOM members and those
interested in learning more about what operations management is.

Brief history of operations management

Pre 18th century

Agriculture was the predominant industry in every country

Industrial Revolution 1770–1830

– Economy based on manual labour was replaced by one dominated by industry and the
manufacture of machinery

– The development of all-metal machine tools in the first two decades of the 19th century
facilitated the manufacture of more production machines powered by steam or wate (James
Watt, 1785)

Second Industrial Revolution (around 1850)

– Development of steam-powered ships, railways, and later in the nineteenth century with the
internal combustion engine and electrical power generation

– Introduction of Frederick W. Taylor's systematic approach to scientific management at the

beginning of the twentieth century (1911)

– Henry Ford, father of the moving assembly line, brought the world into an age centred
around the mass production of goods (1920)

Post WWII

– Leverage of management science techniques that were developed in the war

– Growth in power of computers

– Japanese Toyota Production System (TPS) based on three principles:

1. Quality

2. Continual Improvement

3. Elimination of waste

Late 1950s and early 1960s