At first night of the class you have partnered with another student. Please provide your first draft and let them review your paper using the First Draft checklist and review their paper as well. For every two items you find in their paper you will earn 1

California University of Management and Science

May 2016

I. Abstract

Human Resources are one of the greatest assets for Bombay Dyeing. Although the firm implements HRM yet Bombay Dyeing come across some issues like inconsistency in HR reports, salary differences and irregularities in employee’s attendance and leave data because of its failure in applying appropriate HR policies to the firm. In order to improve the Bombay Dyeing effectiveness, the HRM practices will enable the firm to manage the risk by staying up-to-date with current trends in human potentials, employment standards, individual capabilities, and talents and time. In this study, it focuses on studying and analyzing the role of implementing appropriate HR solutions in Bombay Dyeing to improve the growth of the firm. For reaching the research goal, SWOT and Porter’s Five Force model analysis has been applied in this study. SWOT analysis helps in identifying the current situation of Bombay Dyeing in the global market. On other hand, Porter’s five force model will enable the management to recognize the competitors and to focus on future growth. The research will end up with the recommendations for solving the current HR issues. Further provide some set of suggestions to Bombay Dyeing for future growth which was analyzed through porter’s five force models and it can be considered as future research.

Table of Contents I. Abstract 2 II. Bombay Dyeing Overview 4 A. Background 4 B. Mission and Vision 5 C. Problem Statement 6 III. Analysis 7 A. Market Analysis 7 B. Bombay Dyeing Analysis 9 C. Why SWOT and Porter’s Five Force Model analysis is used? 10 D. Why SWOT and Porter’s Five Force model analysis is the right analysis for research problem? 10 E. SWOT Analysis 11 a. Bombay Dyeing SWOT Analysis 12 F. Porter Five Force Model 16 a. Bombay Dyeing Porter’s Five Force Model Analysis 17 IV. Recommendations and Implementations 20 A. Introductory to Problem Statement 20 a. Inconsistency in HR reports 20 b. Salary differences 20 c. Irregularities in employees attendance and leave data 20 B. Recommendations and Implementation Plans 21 a. Online Employee Database 21 b. Performance Management 22 c. Employee Self Service 23 C. Suggestions for Future Growth of Bombay Dyeing 24 V. Conclusion 25 References 27

Bombay Dyeing established in 1879 by Nowrosjee Wadia as a small company in India and now this organization has now grown up to be one of the most trusted and respected brand in India. Right from its establishment the operations that are carried out from the first store with a single store manager are as same as of now and delivers quality service to their customers. Some of their products include stylish towels, bed linen, kids wear, home furnishing and whole blissful range of other products. All these products are now available across 2000+ multi-brand stores or 350+ exclusive Bombay Dyeing retail (Bombay Dyeing, 2010, p.1).

Bombay Dyeing is the country’s largest exporter of textiles. This firm had picked up 10,000 shares of Rs 10 each of White Horse Real Estate organization at face value and thus the estate firm had turn out to be hundred percent subsidiary of the organization.

Business Activities

Bombay Dyeing textile manufacturing is having five manufacturing facilities confirming to international standards. This firm’s daily production is 300000 meters. Apart from this, the organization 50% of production is exported to Netherlands, Canada, USA, Germany, UK, Italy, Poland, New Zealand, Czechoslovakia and many other countries (NDTV Profit NSE, 2016).

Milestones

· It has received ISO-9002-1994 certification for Quality Management System and ISO-14001-1996 certification for Environmental Management System.

· The firm has also won SRTEPC and TEXPROCIL gold trophies for its outstanding export performance for poly cotton blended fabrics and made-ups.

· The organization is honored with BVQI’S SAFETYCERT certification for Occupational Health and Safety management System (OHSMS).

· In year 2010, Bombay Dyeing launched Aroma Rich (it is a range of fragrant bed linen) and also a new range of bed sheet known as E Magic with properties of Vitamin E (NDTV Profit NSE, 2016).

Awards

· Image Fashion Award 2006 as Best Brand in Home Fashion Category.

· The firm won the award of largest domestic brand in made ups and home textile at the textile conclave 2013 – Brand India.

· The firm won Brand leadership award in Retail Sector 2013 and revitalization award 2013 (NDTV Profit NSE, 2016, p.1).

Bombay Dyeing firm always campaign through print media and electronic. The organization will launch a minimum of two products every year and further carryon extensive campaigns for these collections. The firm work with a tag line ‘Bring home style’ (Marketing, 2007).

Vision

Bombay dyeing vision is to hold the dominant position in bed sheet and towel segments.

Mission

The firm inspires the employees to be the best they can be and further engage in sustainable practices and anticipate the requirements of consumers (Abhishek Tanna, n.d).

The main purpose of this research is to highlight the HRM (Human Resource Management) challenges that are faced by Bombay Dyeing and the appropriate HR (Human Resources) solutions to meet these challenges. Some of the main challenges that are being faced by Bombay Dyeing management are illustrated below:

· Inconsistency in HR reports

· Salary differences

· Irregularities in employee’s attendance and leave data.

In India the textile industry is one of the largest and oldest industries as more and more people are buying new garments and cloths. Whenever the customers visit the shopping mall, have any one wondered about the organizations that manufactured these beautiful cloths. In India, there are many big textile industries operating which manufactures clothes. Based on the report prepared by Pritam Nagrale (2014), the current market analysis has been carried out in this research. The author researched nearly twenty textile organizations but for this research only top six firms are considered and are further explained in tabular form.

Table 1: Shows the comparison of different competitors of Bombay Dyeing in various aspects (Pritam Nagrale, 2014).

It can be noted that Bombay Dyeing is established in year 1879; its total revenue is Rs 16745.8 million and stays in fifth place in top 20 textile companies in India according to a report. The total revenue of Bombay Dyeing is very low when compare to other textile industries. Although Bombay Dyeing is the place where tradition meets the latest era still there are some challenges faced by the organization in the global market. If this firm follows all the good principles, implements HR practices in correct way and satisfies their employees then definitely Bombay Dyeing will be in the first place.

The main aim of this study is to identify the HRM challenges that are being faced by Bombay Dyeing and to provide appropriate HR solutions to these challenges. Although there are various analysis models (like Internal Factor Evaluation matrix, External Factor Evaluation matrix, Quantitative Strategic Planning Matrix, Strategic Position and Action Evaluation matrix, etc.), SWOT and Porter’s five force model is being used in this research in order to meet the goal of research.

Among the two selected analysis, for this research initially SWOT is applied as it enables the researcher to identify the Bombay Dyeing business and its current position. While Porter’s five force model is applied next to the research in order to focus on the single growth decisions that is to analyze the competitors.

SWOT analysis is being carried out to know the overall assessment of Bombay Dyeing position in the market place and then look for the future strategic options. This tool helps out in assessing the competitors and how those companies inhibit Bombay Dyeing. Simply it can be said that SWOT is used to assess the Bombay Dyeing current position and future endeavors.

Porter’s Five Force model is secondly used in this research to analyze the competitors of Bombay Dyeing and in what way these competitors obstruct Bombay Dyeing. This model provides a tool for the researcher to evaluate the viability of company’s product, service or industry expansion. Simply, this model mainly focuses on future decisions of Bombay Dyeing.

The problem of the current research is about the inconsistency in HR reports, employee salary differences, and irregularities in employee’s attendance and leave data. SWOT analysis allows the researcher to know the company’s internal factors (strengths and opportunities) like employees views on salary differences, correctly sanctioning leave data, etc. and its external factors (weaknesses and threats) like third party trying to influence the good workers by showing more salary to them, etc. (Christophe Speth, 2015). It allows them to analyze the structure by keeping in mind about future perspectives.

Porter’s Five Force model allows the researcher to initially gather information on each force. Secondly it helps in analyzing the results and finally to formulate strategy based on conclusions.

A SWOT (Strength, Weakness, Opportunities, and Threats) analysis provides valuable input to the mission statement. Here it allows the researcher to identify the key points that may differentiate the current firm from competitors. The areas of examination differ for every organization but some of the few areas that should be considered while gathering information for the research includes, market condition and trends, consumer segments or target markets, current market position and position within the segment, requirements of distribution channels, competitors and competitive situation, technology analysis, trends and discontinuities and environmental conditions and expected trends. After gathering the data on all these aspects now the researcher need to develop a SWOT analysis, refer table 1 for the elements of SWOT analysis.

Table 2: Shows the elements of the SWOT analysis (Sheila Mello, 2010).

The properly conducted SWOT analysis provides an objective evaluation to help the researcher in recognizing the opportunity, frame the mission statement, and drive the visit matrix and results in developing the project plan. Here, the mission statement defines the opportunity and further helps in solving the research problem.

i. Strengths

1. Skilled workforce

Bombay Dyeing recruits only the talented and skilled people as their employees due to this reason the quality of the Bombay Dyeing product will be high when compare to their competitors.

2. Pricing power

Generally if an organization increases their product prices then they will switch to competing products, however if a firm has pricing power then consumer will continue to use Bombay Dyeing products. This firm has the ability to charge consumers higher prices.

3. Supply chain

Bombay Dyeing has a strong supply chain to collect the resources from suppliers and further delivers the correct product to consumers on time.

4. Economies of Scale

It is nothing but the cost benefits acquired by Bombay Dyeing through size.

5. Technology

Bombay Dyeing make use of superior technology in order to meet the requirements of consumers in such a way that the competitors can’t imitate.

6. Customer Loyalty

Consumers have trustworthiness to Bombay Dyeing so this firm management targets the new consumers instead of targeting all customers (Wiki wealth, 2014).

ii. Weakness

Weak Management

Although Bombay Dyeing has skilled workforce, the HR team fails in managing the team. The weak management raises the business risks and may declines profits for Bombay Dyeing. The higher level management need to concentrate on this issue as HR team is responsible for health of Bombay Dyeing business.

iii. Opportunity

1. New Products

As the new technology is evolving rapidly, Bombay Dyeing should adopt new techniques to generate the product.

2. Online market

In past years the consumers used to visit the textiles stores personally and buy the products but now majority of customers are purchasing the products through online. So Bombay Dyeing should launch an online site to attract customers towards their products. While designing the website the management needs to take care of the design, product images and description since here the customers will not hold the product so only these three plays a vital role in attracting the customers.

3. Training

Apart from concentrating on the external environment, Bombay Dyeing should concentrate on their employee skills and need to check whether the tasks are completing within the duration in an easy way instead of following a big process. Bombay Dyeing should provide training to their employees in improving their skills and to complete the task effectively within a short duration.

iv. Threat

1. Remuneration

Bombay Dyeing management should concentrate on employee skills and work carried out by them. Then accordingly the high level management should give remuneration to employees. If they neglect, then the employees will not be satisfied with the work and concentrates less on quality of the work that they carry out.

2. Growing competition and lower profitability

As there are no obstacles for textile organization in entering into the market and beneficial numerous small textile firms are being introduced in the market. So this results in low profits for Bombay Dyeing.

3. Mature Markets

Bombay Dyeing should increase their market share in order to grow in mature market. The organization is more competent with the china products since it sells the products at cheaper rate.

Thus, from this analysis it can be stated that Bombay Dyeing has some weakness and threats which can directly or indirectly affect the growth of the organization. From these results Bombay Dyeing can easily convert the weakness in to their strengths and threats to opportunities by following some simple recommendation which is discussed clearly in next section.

This model allows the researcher to identify the fundamental attractiveness of a market in the long term. Here the five forces recognized by Porter are generally classified into two types, which are horizontal forces and vertical forces. Horizontal forces include threat of substitutes, threat of new entrants and competitive rivalry. Vertical forces consist of bargaining power of buyers and bargaining power of customers (Martin, 2014).

1. Competitive Rivalry

This force helps in examining the current competition in market place. It involves the number of current competitors and what each organization is capable of doing. Competitive rivalry is high whenever the parallel sized firms operate in a single market or firms following same strategies or products having same features and produce same benefits or growth of the organization is slow or when they low barriers to entry or have high barriers to exit (Katherine Arline, 2015).

2. Threat of New Entrants

For an organization the threat will not only from existing firms in the market but also from new entrants into the market place. Until and unless there are obstacles to entry in the market, new organizations will easily enter the market and changes the dynamics of industry. Barriers for new entry will be high only whenever high initial investment needed or troubles in retrieving the resources and distribution channels etc.

3. Threat of Substitutes – It can be simply explained as the products which exist in another business but still the same product can be used to fulfill the same requirement. The more the substitutes present in the market the larger will be the organizations competitive environment. For instance for a boxed juice producer, water, soft drinks and fresh juice are all considered as substitutes even though all these present in various categories. Threat of substitutes is mainly affected by some of the factors like switching costs, brand loyalty, relative prices, etc.

4. Bargaining Power of Buyers – Whenever the buyers affect the prices in an industry then it is considered as an important factor for the organization to be considered. The buyer power will be high whenever buyers buy products in bulk or limited number of strong buyers has major control over a seller or if the product is same as the competitor either with slight difference or no difference then the firm should inform the supplier about their terms to avoid losing the consumers.

5. Bargaining Power of Suppliers – Suppliers regularly provide resources that are required to design the product for the organization. So the firm needs to maintain a good relationship with suppliers. Based on the industry dynamics, suppliers set prices and defines the availability timelines. Suppliers will have power whenever there are fewer members, who supply raw materials or a supplier is the only provider of a particular resources.

i. Competitive Rivalry

In the current scenarios, the competitor rivalry for Bombay Dyeing is very high since the products designed by the other competitors will be almost same and differs in terms of quality. Some of the main rivalries that are being faced by Bombay Dyeing are listed below:

1. Enormous number of competitors in present global textile market like Alok industries, Wardhman Textiles, Arvind Mills, Wels pun India, Raymond’s, Grasim Industries, Reliance Textiles, Garden Silk, etc. (Pritam Nagrale, 2014).

2. Among all the competitors, Raymond’s firm is giving hard competition to Bombay Dyeing through strong marketing and branding strategies.

3. The competitors are implementing aggressive growth strategies to give high competition to Bombay Dyeing and also to increase the market share.

4. Bombay Dyeing not only faces competition from large textile industries but also faces stiff competition from specialty stores and small town retailers.

ii. Threat of New Entrants

1. Textile industry is beneficial market for new entrants so this leads to higher level of competition for entrants but also to Bombay Dyeing.

2. Bombay Dyeing facing tough competition with the big international fashion brands with high brand value since these organizations is looking to establish in India.

3. Low obstacles to enter into the unorganized retail sector also cause problems.

Apart from above threats, one of the main threats for Bombay Dyeing is that there are some firms who try to influence the talented workers from Bombay Dyeing by offering more salary and benefits to them.

iii. Threat of Substitutes

1. Sales in Bombay Dyeing are decreasing day by day since the growth in online shopping is increasing rapidly.

2. Since Bombay Dyeing is a big retail sector here only the employees need to give full attention to customers if they neglect then the customers will choose small town stores as it offers specialized and proximity attention to customers.

3. Bombay Dyeing faces competition even from cheap import products from South East Asia and China.

iv. Bargaining Power of Buyers

1. Due to variety of substitutes available in the current textile market lack of loyalty in Bombay Dyeing products.

2. Low switching costs of customers will permit a greater freedom of choice.

v. Bargaining Power of Suppliers

1. Due to the increased level of competition in textile industry the bargaining power of suppliers has increased for Bombay Dyeing.

2. Arvind Mills is getting benefits from the bargaining power because of the complete vertical integration which permitted them to handle the whole manufacturing process (Bombay Dyeing Marketing, 2015).

Hence, it can be stated that this analysis will be very useful for the Bombay Dyeing as it concentrates only on the competitors and further provides information about the external threats that are being faced by Bombay Dyeing. All these information will be helpful for Bombay Dyeing management in taking decisions for future growth and to attain their long term goals.

After reviewing numerous secondary resources (like pdf’s journals, online websites, etc.) on Bombay Dyeing and HRM, researcher identified three main key issues that are being faced by Bombay Dyeing which are clearly explained below:

Online employee database need to be introduced in the organization as it helps them to easily switch from present traditional practices to a paperless global HR system. This web-based database is the only solution to overcome from inconsistency in HR reports.

i. Introducing a web based employee database in HR systems

In Bombay Dyeing, it’s recommended to install HRMS (Human Resource Management System) software in HR systems as it allows the HR team to start working more efficiently in using their time and resource. This software provides wide range solutions for the firms HR data management needs. The features of HRMS software include employee general data, medical data, tax data, monthly timesheet for payroll, etc. (CBS Interactive, 2014).

ii. Training HR on Database managing

After installing the HRMS software in HR systems by Bombay Dyeing high level management, now it’s time for them to provide training for HR team on how efficiently the HR members can complete their tasks through HRMS software.

iii. HR beneficiary from online management

Once the HR is well known in making use of HRMS software then that particular person can absorb many benefits through database management. For instance, the employee benefits form helps the HR team in recording all medical and detail insurance programs that the Bombay Dyeing have for their employees. The database records all the employee data and further the HR can easily review it through name list, phone list, or department lists (CBS Interactive, 2014).

Bombay Dyeing needs to hire a new team for performance management where the role of these people is to give their opinions on the work performance of each and every employee. Along with that they should even check whether the employee is regularly updating with the new technologies and completing the task within a given time in an easy way instead of sticking to one issue for long hours. The other task is that they need to verify whether the salaries are transferred accurately based on their correct leave data. The performance management is the best key to resolve the salaries issue as it directly result on employee dissatisfaction.

i. Observe employee performance

In the current scenarios, the performance management is referred as systematic process where the overall performance of Bombay Dyeing can be improved by improving the performance of individuals with a team framework. So in order to attain this, the performance management team should follow a framework in such a way that it enables them to review tasks for the day/week/month and check them off as they are completed (Scott Gerber, 2015). This helps the management to observe what actually the employees were able to set through to finish of their daily task.

ii. Employees Performance reports

There are many aspects that need to be considered by Bombay Dyeing performance management team while preparing the reports for an individual. The author in an article stated that measuring is important however measuring what they need to measure and measuring it the right way is critical. Bombay Dyeing team should measure the performance reports by considering five metrics, which are attendance, helpfulness, efficiency, initiative and quality (Rachel Scott, 2015).

iii. Employee salary based on performance report

After gathering the performance report of each individual, now it’s time for Bombay Dyeing performance management team to provide salary to their employees by clearly viewing the performance report of every employee and moreover they should produce these reports to their employees. One should clearly explain to the employees about their performance level in completing their tasks and in what way their salaries or performance appraisals are computed based on their performance (MSG, 2016).

Employee self-service mechanism should be deployed in Bombay Dyeing as it helps the HR team to change the data accurately and effectively. In order to overcome the irregularities in employee’s attendance and leave data, it’s recommended to introduce employee self-service.

i. Fingerprint scanner benefits to employees

It’s suggested for Bombay Dyeing to install Biometric Identification Management System in their firms across the country since Biometrics offers a scalable solution to the business owners who are initially empowered to circumvent issues such as ID swapping, undocumented access, credential replacements, badge checks, etc. Some of the main benefits that can be acquired through Biometrics include accurate identification, accountability, easy and safe for use, timesaving, user friendly systems and security (John Trader, 2014).

ii. Correct usage of fingerprint scanner device

Although the employees are known with the biometrics and its usage still these people takes time to adjust with this new technology since these employees are more feel better with the manual attendance than through biometrics. So, for first few weeks after installing finger print scanner device in Bombay Dyeing the higher level management should verify whether the employees are correctly using the new biometric device or not until the employees feel convenient with this new installing device.

iii. Instant reports on employees by HR

Through Biometrics, the HR team in Bombay Dyeing can produce instant attendance reports of the employees to the higher level management since this new biometric device automatically saves the information to HR systems and there is no chance for the HR team to manually alter any reports regarding the employee attendance. Biometric terminals reads the employees unique finger prints, iris, hand shape or face shape and they make sure that workers cannot clock in for one another and thus prevents the employee time theft (Acumen Data Systems, 2015).

After applying the above discussed solutions to Bombay Dyeing (since these solutions solve the current issues occurred in internal environment of Bombay Dyeing) this research further provides recommendations for Bombay Dyeing which can applied for the external environments issues to improves its growth in global market which was identified through Porter five force model. Some of the suggestions are listed below:

· Since Raymond is hard competition to Bombay Dyeing in marketing aspects, it’s suggested for the firm to promote their products through advertisements in TV, banners, social media, etc. This can attract numerous customers towards the product and moreover there is a chance that these people may prefer some customers to Bombay Dyeing products who are not aware of these products ever before.

· Threat occurred through new entrants and substitutes can be solved by studying the policies that they are implementing to attract customers towards them and further based on those data the Bombay Dyeing management need to take some special steps to improve their product and to be unique when compare to other products.

· As the customer’s needs differ day by day the power of buyers will always need to consider as a big task by Bombay Dyeing. So the only solution is that the management need to frequently research on the customers view on the Bombay Dyeing current products and further what are the features that customers are expecting from Bombay Dyeing.

Hence, it can be stated that these suggestions can be considered for resolving the external environment issues for Bombay Dyeing and these are referred for future research.

This study is aimed at understanding the Bombay Dyeing internal environment issues related to employees like inconsistency in HR reports, salary differences and irregularities in employees attendance and leave data. After gathering numerous secondary resources on HRM these problems are solved and three set of recommendations (online employee database, performance management and employee self-service) are provided to Bombay Dyeing along with the implementation plans.

Based on the market analysis Bombay dyeing stays in fifth place in top 20 textile companies in India so to come to first place in global market Bombay Dyeing management can implement the recommendations in their firm since it allows the high level management in resolving the current issues that are being faced with employees.

Bombay dyeing total revenue is Rs 16745.8 million in 2014 when compare to other competitors the revenue is very low. So by implementing the recommendations the employees will effectively work in the firm and produces better output to the firm which directly effect on the Bombay Dyeing growth in the market by increasing the total revenue double or triple to the present revenue.

To implement the recommendations in Bombay Dyeing utmost it takes 1 month duration for executing the first and third recommendations. For the first recommendation the management need to give training for HR on online database hardly it takes one month to learn and to put them in process. For the third recommendation, the management should guide the employees how to make use of finger print scanner so it may take one month. Finally for implementing the second recommendation, it may take three months for recruiting a good team for analyzing the performance of employees. Once the team is formed in Bombay Dyeing then the management should clearly mention how carefully they should be while analyzing the performance since based on this report both Bombay Dyeing growth and employee satisfaction over work will depends.

Initially it’s suggested to implement the recommendations in Bombay Dyeing and after that few suggestions are being pointed out in this research and these can be considered for the future research.

Thus, this research will very helpful for the firm as it highlights the issues that are being faced by the management with appropriate solutions. The organization can know these issues and may think these are not so quite important to them but one need to note that the employee satisfaction is base for any organization and it is the only source for the high level management to reach their target.

Abhishek Tanna (n.d.). The Wadia Group. [Electronic version]. Retrieved April 29th, 2016, from http://www.slideshare.net/mobile/abhishektana/the-wadia-group.

Acumen Data Systems (2015). The Advantages of Biometric Employee Time and Attendance [Electronic version]. Retrieved April 23rd, 2016, from http://acumendatasystems.com/the-advantages-of-biometric-employee-time-attendance-systems/.

Bombay Dyeing Marketing (2015, March). The Textile Industry Arvind Mills Bombay Dyeing Marketing Essay [Electronic version]. Retrieved April 21st, 2016, from https://www.ukessays.com/essays/marketing/the-textile-industry-arvind-mills-bombay-dyeing-marketing-essay.php.

Bombay Dyeing, (2010) “Home and You” [online] Retrieved 3rd April 2016 from http://www.bombaydyeing.com/.

CBS Interactive (2014, November). Human Resource Management Database [Electronic version]. Retrieved April 23rd, 2016, from http://download.cnet.com/Human-Resource-Management-Database/3000-2065_4-75915910.html.

Christophe Speth (2015). The SWOT Analysis: Develop Strengths to decrease the weakness of your business. Lemaitre Publishing.

ERC (2013, February). 3 pay Problems Most Companies Face and How to Solve Them [Electronic version]. Retrieved April 21st, 2016, from https://www.yourerc.com/blog/post/3-Pay-Problems-Most-Companies-Face-And-How-to-Solve-Them.aspx.

John Trader (2014, April). The Advantages of a Biometric Identification Management System [Electronic version]. Retrieved April 23rd, 2016, from http://blog.m2sys.com/biometric-hardware/advantages-biometric-identification-management-system/.

Katherine Arline (2015, February) Porter’s Five Forces: Analyzing the Competition [Electronic version]. Retrieved April 20th, 2016, from http://www.businessnewsdaily.com/5446-porters-five-forces.html.

Marketing (2007, December). Bombay dyeing’s Weblog. [Electronic version]. Retrieved April 29th, 2016, from https://bombaydyeing.wordpress.com/category/bombay-dyeing/.

Martin (2014, August). Business Strategy Porter’s Five Force Model [Electronic version]. Retrieved April 20th, 2016, from https://www.cleverism.com/porters-five-forces-model-strategy-framework/.

MSG (2016). Performance Management – Meaning, System and Process [Electronic version]. Retrieved April 23rd, 2016, from http://www.managementstudyguide.com/performance-management.htm.

NDTV Profit NSE (2016, April). Bombay Dyeing and Manufacturing Company Ltd. [Electronic version]. Retrieved April 28th, 2016, from http://profit.ndtv.com/stock/bombay-dyeing-&-manufacturing-company-ltd_bomdyeing/reports.

Pritam Nagrale (2014, April). Top 20 Textile Companies in India [Electronic version]. Retrieved April 21st, 2016, from http://companiesinindia.in/textile-companies-in-india/.

Rachel Scott (2015, July). 5 Effective Metrics for Measuring Employee Performance [Electronic version]. Retrieved April 23rd, 2016, from https://paysavvy.com/5-effective-metrics-measuring-employee-performance/.

Scott Gerber (2015, March). 14 Best Tools to Measure Employee Performance [Electronic version]. Retrieved April 23rd, 2016, from http://www.business.com/management/14-best-tools-to-measure-employee-performance/.

Sheila Mello (2010). Customer Centric Product Definition. Boston: PDC Professional Publishing.

Susan Harkins (2004, July). Techniques for successfully importing Excel data into Access [Electronic version]. Retrieved April 21st, 2016, from http://www.techrepublic.com/article/techniques-for-successfully-importing-excel-data-into-access/.

Wiki wealth (2014). Bombay Dyeing and Manufacturing SWOT Analysis [Electronic version]. Retrieved April 21st, 2016, from http://www.wikiwealth.com/swot-analysis:bombay-dyeing-and-manufacturing.