B-PRO 3.

BY : Team Suspicious Minds

Devgen Kumar Singh Rutwik Borkar Vipul Kumar Vijay

 B-PRO 3.0 Given an uncertain market for AI tech, Alpha and Beta must look for collaboration as way forward….
Brief Client Snapshot Company Business Specifics Conundrum: Collaborate or Standalone?
Company Alpha Company Beta Company Alpha Company Beta Given the challenging & competitive environment, with
2019 (Mumbai) Established 2020 Develop Expertise Aim Problem Resolution requirements of the development of sturdy solutions in an
uncertain industry, Alpha & Beta can consider collaboration
Tech. Background Founder Fit IIM Alumnus Scale up AI Tech Strength Client integration for complementariness and tackling the uncertain future
End-to-end Soln. USP Personalized Soln. Client integration Challenge Tech Sourcing nature. However, Alpha and Beta need to sort out HR
management, product portfolio, combined marketing plan
Passionate Techies Employees B-school graduates Passion & Zeal Culture Efficiency & Lean and stable sourcing of funds

Common Challenges for Alpha & Beta Industry Scenario - Interest Areas
Stiff competition across applicationsAttainment Pathway Engine 1 Opportunities – Core areas Engine 2 Opportunities - Adjacencies
Parameter
No clear whitespace to carve out niche
Visualization Digitization Generative AI Cybersecurity
Entry of major player: Google, Azure, AWS
Service Metaverse; AR/VR; Assisting firms in digital AI chatbots; Models Ethical Hacking; Data
Buzz of Generative AI – Fast movement
Description Computer Vision interventions & transformations like ChatGPT, BARD privacy solutions
High partner discovery cost -Existing tieups
Market Size $16.1 bn (2030 E) $42 bn (2030 E) $4.2 bn (2028 E) $9.2 bn (2030 E)
Common Challenges for AI industry
5 yr CAGR 39.40% 72.91% 31.80% 18.33%
High labour cost – Tech. expertise
• COVID outbreak and • High Internet and Mobile • Buzz around ChatGPT • Increasing Digitization
Data Privacy laws – Unclear + High Flux Growth • High skilled hackers
Drivers need to socialize Penetration • High Convenience
High Mkt exploration & intelligence cost • Rise of digital and • High Competition across • Wide use cases possible • Increasing cyberattacks
blockchain tech. industries – Need to adapt
Rapid changes in customer demands
Sector
Heavy update & upgrade costs for firms
Attractiveness

Sources: 1. Statista; 2. Economic Times Legend (Sector Attractiveness Rating) Highly attractive Moderately Attractive Unattractive (Colour graded for relativeness)

FINANCIAL IMPLEMENTATION
CASE OVERVIEW OPERATING MODEL MARKETING PLAN OPERATIONAL BOOST HR BEST PRACTICES
ANALYSIS ROADMAP
B-PRO 3.0 For the identified Engine 1 & 2 opportunities, Alpha + Beta can explore opportunities in following industries…
Overall India Ranks 5th in the Total investment Projected Contribution Projected Job creation
AI Industry 5th world in AI
investments
$3.24 Bn received by AI-
enabled startups
15% by AI sector to Indian
GDP by 2035
$2 Mn by the AI/ML Sector in
India 2025
Outlook

Opportunity Visualization Digitization Generative AI Cybersecurity

Overall, the rating parameters remain such as attractiveness, potential growth, teamwork – opportunity in India – Of there is any discrepancy

IT & Digital Solutions Service delivery client Service delivery client

Short Range Digital Solutions client
Recreational Salesforce development Financial Institutions –
Opportunity time Frame

(1-2 yrs) Consumer Retail –

NBFCs/Small banks
Higher Education Modern Trade
Attainment Pathway
Here we need to account for the opportunities which require time to materialize but can act as jump start for the combined firm
Medium Digital Solutions client
Precision Works Medicine Personal systems
Range (1-2
Retail & Online Shop Education (All) Consumer Retail – Computer Vision
yrs)
Modern Trade
Manufacturing Hospitality

Here we need to account for the opportunities which are highly risky now but can act as revival for the combined firm, bringing new products opportunities
Long Range
Oil & Gas Agriculture Precision Works Indian Government
(>5 yrs)
Education (All) Manufacturing Retail & Online Shop Financial Institutions
Medicine Medicine Manufacturing (All)

The AI/ML Sector is a high-potential sunrise sector which needs careful understanding of the potential areas and navigating multiple uncertainties in opportunity realization

FINANCIAL IMPLEMENTATION
CASE OVERVIEW OPERATING MODEL MARKETING PLAN OPERATIONAL BOOST HR BEST PRACTICES
ANALYSIS ROADMAP
 B-PRO 3.0 In order to operationalize M&A arrangement, Alpha+Beta needs a Future Ready Operating Model in place…
A M&A Experience in IT/AI industry1 C Proposed Operating Model2 – Combined Entity
Large firm - startup Accenture – (Enhanced) Flutura –(Uplifted)
Enhanced portfolio and Better exposure to deliver Strategy Execution
service spread for cross- on “Asset uptime” and “Bridging the gap”
industry clients “Operational Efficiency”
4 Pillars 5 Action Items
Startup - Startup Accenture
Nextiva- (Synergy) Simplify360 – (Synergy) Focus on Innovation &
Superstructure Clear role allocation; Using existing networks
Generative AI quick scaling
Experts in providing Customer support – across
Culture Constructive feedback; Mentoring; Skilling Clarity on
customer experience – channels – Experts in AI – Value Creation defined culture
AI tech. to enhance CX Forward exposure in CX for Client
Where to Play? Generative AI; New industries; New products Quality service
Brand - Disruptor Adaptability to & Feedback
Amazon (Accumulator) Snackable.AI (Collab.)
external trends Product Fit Attainment Pathway
Product Life Cycle Map; Track CLTV Implementation
Add to the list of AI/IT Platform made available to & Fine tuning
assets and potential reach larger audiences- Meritocratic Value Streams Service customization; Focus on product
Talent Mgmt. &
threats - AI Podcast Quick Boost to business work culture portfolio design; Adoption Plan
Incentivization

B Analysis of the Restructuring Decision –Present Canvas D Future Evolution of the Operating Model3 - Alpha + Beta

Positives Complementary Network Robustness & Customer End-to-end service and People Hiring and retaining skilled labour
Businesses effects New Model Experience create long term/spinoff Capability and management for synergy
engagements
Amalgamation Unchecked Process Both product development and
Negatives New Aims Design
of different Founders’ Monetary incentives and service upheld by meritocracy
/ Goals? Performance
cultures Alignment Management best-in-class training Process Focus more on delivery as the
Method to Set clear culture Leadership to align Job enrichment and Context differentiator – for brand name
overcome & training for and set clear goals enhancement to involve Demand & Focus on Engine-2 after
negatives onboarding and relations cross-collaborations Capabilities developing hold in Governance Expanding beyond country barriers
Engine-1 opportunities and adoption of matrix structure
Sources: 1. Economic times; 2. Bain Operating Model Framework; 3 Service Orientation Operating Model (SOMS) – 7 element model by MIT

IMPLEMENTATION
CASE OVERVIEW OPERATING MODEL MARKETING PLAN OPERATIONAL BOOST HR BEST PRACTICES FINANCIAL ANALYSIS
ROADMAP
 B-PRO 3.0 ….For Alpha+Beta needs to take their product market post detailed planning across sectors….
Creation of sustained awareness and running an education KPIs Short Term (< 3yr) Long Term (>3 yr)
Objective
campaign while accounting for movement along product life cycle (To track
the success Footfall; Calls converted; Sales/sprint Leads created; Prod. revenue growth Offline
Tech. Engine 1 Existing products - Can create more variety and innovate of the
Portfolio campaign) Bounce Rate, Converted Leads, Cost Repurchase rate, Omnichannel Sales Online
Engine 2 New Products & markets – for synergies with current

Technologies Year 1 Year 2 Year 3 Year 4 Year 5 Rationale

Visualization
(Metaverse; AR/VR)
(Size – $16.1 bn in
2030) 1
Target Group : B2B/B2C Pricing: Value based Dist. Channel: Retail/E-commerce With development
Build MVP and test Explore tie-ups & acquisitions Product improvements, variants & upgradation At stagnation, New product innovations or divulge of Metaverse- The
interactive nature
Sales Sprint Print Demonstrations Installations in Services Fairs/Product Expos New Product Demos. Sales Sprints
helps form deep
Tech community post Influencer /FB Blogs Video on Use cases Metaverse as a marketing channel connects & PWOM1

TG : B2B Pricing: Cost plus Dist. Channel: Salesforce/ Sites Can consider
Digitization services Print Sales sprints Relationship building Expansion & Market Development Cross/Upselling Publicize in other business channels starting from B2B &
(Size – $42 bn in show proof
2030) 1 Tele Sales Video/Tech community posts Blogs Business Influencers/B2B platforms
/scalability to B2B
Digital Marketing- SEO/SEM ; Emails/Referral
TG : B2B/B2C Pricing: Value based Dist. Channel: Salesforce/Sites Scope of
Generative AI automation to
(Size~ $4.2bn in Sales call/Pitch Content on Use cases Sales via App Descriptive blogs Product Feature Blogs
2030)1 create synergies in
Digital Marketing- SEO/SEM ; Emails/Referral Generative AI to suggest and drive sales – optimize bids marketing
TG : B2B/ Govt. Pricing: Cost Plus Dist. Channel: Retail/E-comm Creating buzz of
Cybersecurity
solutions Demonstrations Research Expos/ Fairs Sales sprint Sale customization Expand & Pitch to new TGs USP of solutions in
( Size ~$ 9.2bn in an ultracompetitive
2028)1 Video/Tech community posts Sales call/Pitch Online content- features/uses Engagement/Meetups market is key

Early Growth PLC Stages Maturity/Decline

The Marketing Plan starts with displaying the AI/ML utilization which eventually must culminate in developing spinoffs/creating loyal adopters for PWOM 13

Terms: 1..Positive Word of Mouth

IMPLEMENTATION
CASE OVERVIEW OPERATING MODEL MARKETING PLAN OPERATIONAL BOOST HR BEST PRACTICES FINANCIAL ANALYSIS
ROADMAP
B-PRO 3.0 ….At the same time, Alpha+Beta needs to operate efficiently in order to create state-of-art service delivery…
A Harnessing Generative AI Tech for Efficiency Boost in Operations B Generative AI Tech for Operation Boost in Support Functions
Idea Generation IP process Partnering Salary benchmarking: Feedback seeking from market; Comparing with similar roles
Real-time intelligence Generating Initial drafts Suggestions to collab. Workforce rationalization: Identification of high performers and rankings on input of variables
Secondary research Suggests potential claims Where to collaborate
HR
Content for hiring drive + JDs: Attract best talent by best messaging on input of their needs
R&D + IP Potential product ideas Analyzing patent portfolios in the value chain? Employee feedback analysis: Seek internal opinion on company wide issues; Analysis data and
Big data processing

Process Checks
* to identify opportunities

Sustainability targets Predictive Analysis

* suggest corrective measures for improved workplace

Preventive Maintenance Upgradation Early Detection

Can analysis possible Constrained AI to save To identify risks and Firm Checking for Obsolescence Load test parameters Regular check on
outcomes of process resources & meet emission
Product Calculate ROI estimate * targets for cleaner products
challenges early in
prototyping phase
Infrastructure Suggesting structural changes
Tracking of performance on
Suggesting best-in-class
infrastructure based on
parameters – to detect
early errors; for lower
Development Predictive Process Compliance Efficiency Lower Errors demand and course correction needs for firm
* costs in future

Iterative Designing Redefined Interactions Evaluation C Potential Offshoots in Business – Out of Generative AI
Generate iterations in Engineers to collaborate The product can be
lieu of inputs and goals with AI to take suggestions evaluated for multiple
Product More KPIs and live Given that internal applications are multiple, Alpha+Beta can take the best
and get assist on demand for scenarios & KPIs Scale up
Design feedback can be taken
Better Product
* bugs/enhancements
Better Utilization
* Better Scrutiny
* expertise
opportunity forward to add to their product offering - > Diversification+ Creating
new business opportunity for growth trajectory

Content Generation Data Analysis Automation Develop Including technologies such as Generative AI as part of the offering and the
Personalized Emails Coaching of sales reps Add contact to CRM Spinoffs service delivery to potential clients as a value addition
Sales & Sales Pitch/Proposal Lead Score & prioritization Research & map leads
Marketing Inputs from chatbots
*
Improved forecasting
* Summarize calls
Explore
Operational
The application of Generative AI will have ramifications (refer to Appendix)
across the value chain; wherein usage of one can improve process -> Derive
Frontline Chat Decoding Satisfaction Customization
Chatbots for humane Analyze customer Personalized
Synergies the same for implementation clients to charge higher/provide more value
interaction & learning sentiments from their recommendations adds
Natural language interactions to identify to personal touch and Capturing the The selected sectors can be narrowed to identify and target opportunities to
Servicing
decoding algorithm areas for improvement
* enhanced UX
* right TG efficiently and effectively do the gap

LEGEND
* Enhanced Process Resource saving Impact of AI use Operational efficiency measures can be a method to test the potential technologies as well
as understand nuances of application – to help other clients better

IMPLEMENTATION
CASE OVERVIEW OPERATING MODEL MARKETING PLAN OPERATIONAL BOOST HR BEST PRACTICES FINANCIAL ANALYSIS
ROADMAP
 B-PRO 3.0 …..Alpha+Beta must back the business sphere with excellent HR workplace practices.
Best practices for HR & setting a meritocratic culture
Hiring the right talent Monitoring & Growing talent Retention – Details Creating a Meritocratic Culture

Awareness Campus visits/ job fairs Mentoring Retention starts Strong engagement at
with Hiring the start of career for PILLAR 1: Investing in people – Create
/advertise –for right sourcing Investment of time and effort right impression belongingness by customized assistance
Print media & Advertisement mentors for new joinees in navigating careers for new hires
Attracting Communication of JD, salary Identify Look for motivations
perks; Regular interactions Training to be hired and
with hiring pool Loyal Aligned previous behaviours PILLAR 2: Competitive but collaborative
Create training schedule and state –Fostering Healthy competition to
Provide Material; Direct of art module for regular training Maslow’s Pyramid – improve individuals
Interest Meet needs
interactions; Shadowing; Salary, Learning,
Hiring challenges Appraisal Progression, etc. PILLAR 3: Checks to ensure toxicity is
Communication of positive Open feedback; aim is not to almost nil – Timely sensitization and
Desire Deliver Recognize the
exp.; Testimonials/Influencers reprimand but to improve always checks on feed backs
changing needs

Evaluate Culture-Fit ; Situational+ Skill Polls, Townhalls,

Work Assignments Engagement
test - Psychometric Informal meets PILLAR 4: Rewards and Incentives
Job satisfaction: Challenging but system – Bonuses for referrals and
Hiring Ensuring Smooth Onboarding; doable; Moving person on growth Prepare for Document business assisted mentoring
Transparent Info. Awareness trajectory; Provide ownership AI/Data insights; Internal data

General Recognize talent and skill, but Growing talent involves considerable The Retention starts with hiring and is Turnover is inevitable – To account for it.
Inferences shouldn’t be the only criteria investment from HR and needs to be needs to be built over time; however a few engage in succession planning and
tested –for Culture-fit focused on delivering 360 training poor experiences can ruin it employer branding activities

Sources: 1. Statista; 2. Bain Operating Model Framework; Economic Times; Bloomberg

IMPLEMENTATION
CASE OVERVIEW OPERATING MODEL MARKETING PLAN OPERATIONAL BOOST HR BEST PRACTICES FINANCIAL ANALYSIS
ROADMAP
 B-PRO 3.0 ….Alpha+Beta also need to be mindful of funding modes and synergies….
A Equity Investment mode C Synergy Investigation
VCs provide capital in exchange for ownership equity in the company -> founders and early investors
give up a portion of their ownership to secure funding.

Growth Team Risk Fund Use

Revenue Cost Finance
Revenue: Technocrats Diversification Accelerate our growth
IIM grads – Problem Talent Strategy Invest in R&D • Beta's team comprises • Alpha possesses the • Financial synergy becomes
solvers Regulatory Compliance Expand sales & marketing individuals with MBAs
$ 5.4 Mn capability to develop evident when considering
from top B-schools various technical software Beta's proficiency in
Cover business & Rev. (Mn$)
39.4% CAGR technical world at 48.79 68.013 94.81 132.16 184.23 solutions for widespread seamlessly integrating
Projection
once • Presence of usage solutions into clients'
comprehension of existing infrastructure.
B Potential VC Analysis customer needs and • Beta traditionally
the ability to present outsources the necessary • This capability will
Total amount Number of Recent Indian Amount prospectus to clients. technology to meet client empower the merged
funded in invested in Type of startup
VC Firm Indian AI Indian AI AI startup recent Indian AI they invest in VC Firm demands company to engage in more
startups funded funded • Moreover, their
startups startup favorable negotiations with
extensive network can • In certain instances, Beta clients, leading to cost
Sequoia VerSe Early-stage to Sequoia significantly contribute
$2 billion 50+ $805 million growth-stage incurs penalty fees due to savings and improved
Capital India Innovation Capital India to the company's
companies extended execution profitability.
revenue generation timelines associated with
Early-stage to
Accel India $1 billion 20+ Uniphore $400 million growth-stage Accel India Revenue outsourcing • As the synergy between the
companies Synergy two entities continues to
Year 1 Year 2 Year 3
Late-stage 0% 5.88 11.75 40
• By merging these two strengthen, it naturally
Tiger Global $500 million 10+ Meesho $570 million growth Tiger Global companies, significant cost drives an increase in the
Management Management 10% 6.46 12.93 44
companies 20% 7.05 14.10 48 savings can be achieved by overall return on investment
Technology 30% 7.64 15.28 52 reducing both execution (ROI), further enhancing
SoftBank companies in SoftBank 40% 8.23 16.45 56 costs and expenses related the financial benefits of the
Vision Fund $400 million 5+ FirstCry $300 million both late and Vision Fund 50% 8.81 17.63 60
early stages to delays merger.
60% 9.40 18.80 64

IMPLEMENTATION
CASE OVERVIEW OPERATING MODEL MARKETING PLAN OPERATIONAL BOOST HR BEST PRACTICES FINANCIAL ANALYSIS
ROADMAP
B-PRO 3.0 …..Alpha+ Beta needs to be cognizant of the frequent risks and plan for their management….

TYPES OF RISKS RISK ASSESSMENT MATRIX

OP1 Potential technical issues affecting platform performance.

Operational (OP) Financial (FR)

OP2 Occasional disruptions in content updates.

Legal &
Strategic (SR)
Compliance (LC)
Significant financial losses due to unexpected economic downturns or large-scale
FR1
investments not yielding expected returns.
RISK ASSESSMENT MATRIX

Failure to attract and retain a critical mass of users, impacting platform viability
SR1
Very High SR1 and growth.
PROBABILITY

High SR2 OP1 SR3 Ineffective marketing strategy leading to poor brand recognition, resulting in
SR2 lower user acquisition and engagement. Ineffective marketing strategy leading to
poor brand recognition, resulting in lower user acquisition and engagement.
Medium LC2 LC1
Inability to establish key partnerships with coaches and academies, limiting the
SR3
quality and variety of training resources available on the platform.
Low OP2 FR1
Non-compliance with data privacy regulations, risking legal action and loss of
LC1
user trust.
Low Medium High Very High

LC2 Issues with intellectual property rights, potentially leading to legal disputes and financial losses.
IMPACT

IMPLEMENTATION
CASE OVERVIEW OPERATING MODEL MARKETING PLAN OPERATIONAL BOOST HR BEST PRACTICES FINANCIAL ANALYSIS
ROADMAP
B-PRO 3.0 …..Alpha+ Beta finally need to display their prowess to execute client projects well.
Project execution details – across sectors

Task Responsible Parties Activity Flow/ List

Visualization Conceptualize & Market Iterate &

(Metaverse; AR/VR) Test MVP Commercialize
(Size – $16.1 bn in
Develop Development Feedback
2030) 1

1. Alpha Technical Engineers

Digitization services 2. Beta Management Understand Multiple Meetings & Customized service &
Execute & Follow-ups
(Size – $42 bn in Client needs Alignments setup
2030) 1 3. Investors (PE/VC)

4. Tieup –other startups

Generative AI 5. Client (who is getting Develop & Boost Utilize network Intrenal Operational
(Size~ $4.2bn in installed) Deploy reach Spinoffs
2030)1 effects Efficiency Use

Cybersecurity Design/Iterate
solutions Recognition of Cyber Test –Field/Lab Deployment
( Size ~$ 9.2bn in Threat Protection Systems
2028)1

All Parties are involved across the activity plan • Each activity flow has different complexities and varying degrees of stakeholder involvement
and need to harmonize in order to derive • The utilization of planned synergies in the Merger are different in each of the processes for the interest areas
synergy out of the merger of Alpha and Beta

IMPLEMENTATION
CASE OVERVIEW OPERATING MODEL MARKETING PLAN OPERATIONAL BOOST HR BEST PRACTICES FINANCIAL ANALYSIS
ROADMAP
B-PRO 3.0

APPENDIX
B-PRO 3.0 Option of Collaboration + Generative AI Market
Assumptions: 25% of Revenue B is spent to outsource Technology; the Discount rate of the startup is assumed to be 27%
Observed: Revenue(Alpha+Beta)>revenue(alpha)+revenue(Beta)
B-PRO 3.0 Generative AI uses - Illustrations
Customized Content Creation Performance Management Background Research –Sales Enhancement

Enhancing Sales Performance