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A leading American Company in consumer products with two business segments of diversified portfolio of well recognized brands. The company is well present globally and markets their products in well over 100 countries throughout the world.
The objective of the client was to understand the India Market to make informed decision with regards to their strategy of Global Expansion.
Project’s requirements were to study multiple POI’s and their opportunity assessment with go-or no-go market strategies.
The project not only required us with in-depth market assessment but also to understand the voice of customers to identify need gaps across the POI’s. We also included offline vs. online sales strategies study.
The study assisted client with go-or no-go outcome for POI’s since few products were not right fit for the India Market so that the client can focus on the products which were the right fit with market potential to move forward in the India Market.
A giant name globally in the consumer electronics industry with presence in almost every country.
The objective of the client was to find out what is going wrong with their current strategies as their progress is not what they intended to achieve in the market.
We advised the client to do the due diligence study with root cause analysis since the company is already doing business in India with an importer/distributor partner in India.
Current sales and marketing strategies were covered by benchmarking the competition.
Voice of customers were considered while doing the opportunity assessment.
We advised the client to move from their existing partner as he was not the right fit to promote and market the brand locally and assisted the client with a new partner in place. The move helped the client to gain more market share and brand awareness within a year.
In the next step we helped them with their own sales team.
One of the global leaders in equipment and tools for the light construction industry.
The company is already present in India with multiple sales offices and serves the construction industry.
The objective of the study was set up manufacturing facility in India.
The company had appointed a real state agent and decided to buy the property.
Needed the support with the selection of the city and wanted us to take care of the aspects that do not strictly fall under the real estate agent.
Advice and guidance through all steps of the process in case they obtain land directly from the MIDC rather than buying from a landlord (freehold).
Complete project management.
We took over the project with their requirements to set up Greenfield Manufacturing facility with complete project management. We completed the project within the defined timeline.
The company leads the way in E-Mobility solutions worldwide with a broad equipment portfolio.
The objective of the project was to develop business in India Market.
Recruitment of employees with our offshoring sales service support and financial services support.
The company saw the business potential activity and ended up setting up their own sales subsidiary to move forward in the Indian Market.
The company is well present globally with multiple manufacturing locations globally.
The objective of the project was to identify a partner with an equity interest in manufacturing locally with minority stake.
The project was to identify and pitch equity partnership for minority stake.
We prepared the teaser document for initial contact.
Once we received interest from the potential parties we went on and pitched our proposal to the interested parties.
We received the interest to move forward with meeting of the interested parties with the client for face-to-face meetings.
We were able to identify and select the right partner for our client after extensive negotiation process.
The company engineers and manufactures custom and standard machinery for the global market.
The objective of the project is to identify and select the right importer/distributor partner in India.
The project requires complete due diligence process and interest check from the list of potential partners pan India.
Shortlisted and profiled potential importer/distributor partners with a check list to move forward with into the next phase of meeting in person.
Assisting the client with local support to meet in person with the potential partner, helping in smooth transition of contract negotiation process and partnership with hand holding approach.
The client successfully partnered with an Indian partner to develop business in India.
The Korean Company has some leading brands globally in the Cosmetic Industry and is well recognized for their anti-ageing solutions.
The objective was to understand the market with Go-To-Market Strategy.
We started the project with regulatory analysis since some of the products were coming under different regulatory bodies. We did the study with an in-depth analysis of supply side and demand side.
We also included the voice of customers to have firsthand feedback on the products and to understand the need gap.
Once our research was done, we were able to define a clear Go-To-Market Strategy for our client.
With clearly defined Go-To-Market Strategy, Client was able to implement plan on ground and start with the business development process.
The client faced significant challenges due to inconsistencies in their testing and quality assurance (QA) practices across various projects. Different teams followed diverse and often incompatible testing approaches, resulting in inconsistent results. Additionally, fragmented information made it difficult to track testing expenses and identify cost-saving opportunities.
SRKay suggested setting up a Virtual Captive in Pune, India, providing significant talent and cost advantages while ensuring complete oversight and control over project execution. Emphasizing trust and transparency during the pilot project, SRKay instilled confidence in the client, leading them to establish a 100+ member TCoE under this Virtual Captive.
Automated QA using tools like Selenium, Appium, UFT, and Worksoft Certify (for SAP automation) reduced QA time by 25% while streamlining operations and accelerating delivery time by 3x. Our zero-capex Virtual Captive model enabled a high-quality, consistent, and repeatable testing process, delivering significant benefits such as process and cost optimization, shorter delivery time, and improved quality for the client.
The client struggled to secure cost-effective skilled talent amid rising demand for AI/ML and technology skills in the healthcare sector, hindering their ability to drive innovation. This limitation affected their capacity to serve more patients and expand their impact. They needed a solution to access top talent, streamline innovation, and drive positive change in the healthcare landscape.
SRKay served as the client’s strategic partner, assisting in establishing a local entity in India to tap into the vast technology talent pool and set up a dedicated center for seamless operations. They assembled a highly skilled 10-member AI/ML team and provided comprehensive shared services support across IT infrastructure, HR, recruitment, and administration. By implementing agile project management methodologies, SRKay enhanced team efficiency and minimized project overheads.
By establishing an India-based AI/ML team, the client unlocked a 60% cost advantage, providing a strong foundation for their vision. Leveraging skilled talent led to increased innovation and a 20% reduction in time to market for new AI-powered products.
The client struggled with fragmented IT systems across multiple entities in different countries, relying on diverse ERP systems that hindered standardization, user experience, and cost efficiency. Additionally, a lack of technology skills and talent made it challenging to create a unified IT system for seamless business solutions.
SRKay established the client’s GCC using a BOT model, enabling access to high-quality resources and significant cost savings. By standardizing global business processes, SRKay integrated systems across 50+ countries and migrated over 60 ERP systems to SAP S/4 HANA on-premise. Additionally, embedded analytics facilitated real-time operational reporting.
This initiative resulted in a 40% overall cost reduction for the client while doubling the user experience. By unifying data into a single trusted source, it enabled business process optimization. In December 2020, SRKay successfully transferred the BOT to the client.
The client struggled with standalone legacy systems and manual processes across procurement, labor management, job booking, service support, and quality assurance, reducing efficiency and cost-effectiveness. Disparate ERP systems limited visibility into corporate expenditure patterns, while a shortage of cost-effective skilled talent further delayed modernization efforts.
SRKay proposed establishing a Virtual Captive to cost-effectively harness technology talent. With a technology-agnostic approach, SRKay enabled the modernization of legacy applications, driving end-to-end and faster digital transformation.
SRKay implemented and integrated Manhattan WMS and Coupa, enhancing procurement efficiency and reducing costs by 30%. A dynamic AI/ML pricing model with 92% accuracy enabled quicker market adaptation. Standardized operations streamlined processes, while access to skilled technology talent at an average rate of $25/hour ensured cost-effectiveness. The Virtual Captive facilitated seamless engagement with the client’s customers and partners.
The client aimed to strengthen its market leadership in KSA but struggled to attract and retain top local talent. This challenge hindered their ability to build a cost-effective in-house team to drive digital transformation and innovation. To achieve their vision, they required a strategic solution to overcome these obstacles.
After conducting an end-to-end consulting assignment and PESTLE analysis, SRKay recommended establishing a GCC in Bengaluru, India, instead of Egypt, to leverage talent and drive technology innovation. This decision aligned with the client’s heavy reliance on Oracle E-Business Suite and Manhattan in their operations. SRKay also identified key services for transition to India and developed a comprehensive talent strategy to build a strong technology team.
SRKay projected an annual cost savings of approximately 40%, while enabling the client to access skilled resources in AI/ML, Oracle, and Analytics at an average blended rate of $25/hour. This access to cost-effective talent positioned the client for future technological advancements aligned with their leadership’s vision.
The client struggled to source skilled talent with expertise in SOX Management and IT Audit. They needed a solution to deploy domain-specific resources efficiently while optimizing costs.
Under our zero capex Virtual Captive model, SRKay established an Internal Audit team to drive SOX compliance across six countries. Emphasizing trust and transparency, SRKay supported the client’s Internal Audit and Control (IAC) department in key areas such as walk-throughs, control design, operating effectiveness, roll-forward, and remediation testing of IT general controls (ITGC) for SOX. The team has since evolved into a key competency center, with plans to expand operations across Southeast Asia.
The client achieved 40-45% cost savings while gaining access to high-quality IT audit consultants. A secure and access-restricted work environment was established, ensuring compliance and data protection. Additionally, the annual IT audit cycle was streamlined through improved planning, continuous monitoring, and risk assessment, enhancing overall efficiency.
The client struggled to find skilled talent while also facing challenges with stringent labor laws affecting their Ireland teams. They needed a cost-effective talent solution to support their expansion efforts and grow their client base efficiently.
Under SRKay’s zero-capex BOT model, a GCC was established with a flexible pay-as-you-grow approach, maximizing cost savings. This model effectively supported the client’s ramp-up plan for onboarding a media analytics team.
The client achieved 35-40% cost savings while gaining access to high-quality talent. Since September 2024, they have successfully transitioned over 15 accounts to India, establishing a strong foundation for onboarding additional clients. They are now planning to expand their capabilities further by setting up a dedicated technology team in India.
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