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The FinTech Organisation Sstructure.pptx
- 1. FINCHY FINANCIAL SERVICES TRISHITA DASGUPTA 2001128 ABHISHEK KOTEKAR TEJAS DESHMUKH MADHAV YADAV 2001137 2001166 2001139 MANAGING ORGANISATIONS GROUP 09 2001170 DEBAJYOTI NANDA VINOD YADAV ARUNACHALESHWAR 2001174 2001179
- 2. FINANCIAL SECTOR • Professionally managed services and portfolios. • Banking services is act as a backbone for an economy. • Professional Advisory to individual and businesses which includes tax consulting, risk consulting, etc. • Wealth Management services like managing and investing funds in right direction. 04 03 01 02 ALLIED COMPANY • To understand the financial sector and how the organization performs in it? • To analysed the finance sector and to overcome of restriction of delay decision making and setbacks from competitors. COMPANY NAME- Stock Holding Corporation of India Ltd. Ramesh NGS CEO- Why we chose this organization?
- 3. MINTZBERG’S STRUCTURE • Board of Directors • Chief Executive Officer • Chief Financial Officer • Chief Technical Officer STRATEGIC APEX • VP Marketing • VP Operations • Area Sales Manager • Branch Manager MIDDLE LINE • Operations Staff • Sales Executive • Business Development officers • Relationship managers OPERATING CORE
- 4. ROLES & RESPONSIBILITIES STRATEGIC APEX MIDDLE LINE SUPPORT STAFF TECHNO STRUCTURE OPERATING CORE • Communicating on the behalf of the company with shareholders, government entities and the public. • Strategizing the short-term and long-term goals • Analyzing the organization’s financial strengths and weaknesses, and proposing corrective action • Recruiting and Providing training to new joiners • Regular skill building training for existing employees • Handling employee relations, payrolls and incentives • It acts as a bridge between senior management and operating core • Supervising efficient work between operations and sales department • Improve product quality to stay relevant in the market • Implementing marketing campaigns to increase brand awareness • Value addition to the company by solving queries of the existing customers • Providing technical support to the operating core. • Making people aware about our products through call or chat • Driving the organizations sales and growth effort by acquiring new customers • Creating potential clients, by building new contacts • Managing day to day operations and processing account openings
- 5. Customer 25% SEBI 10% Government 15% Employees 20% Competitors 25% Banks 5% STAKEHOLDERS STAKEHOLDER IMPACT ON ORGANIZATION Customers 1 2 3 4 5 They are the primary source of business and income, to earn more profit we will need more customers and their investment. Banks 1 2 3 4 5 Banks are into selling the same products which can add up to the competition. But they are new in this field and yet win consumer trust to our extent. Competitors 1 2 3 4 5 They sell the exact same products as ours and earn similar margins, hence they can reduce our market share by attracting existing and new customers. SEBI 1 2 3 4 5 They are the regulatory body for our investments. While investing customers money, we need to adhere to the SEBI guidelines. Government 1 2 3 4 5 As the government is pushing for digitization, our online financial solutions are in line their goals. The amount of taxes we and our customers pay on our earnings is also subject to government policies. Employees 1 2 3 4 5 Our output highly depends on our employees, the better the employees work, higher will be our sales & efficiency as an organization.
- 7. ENVIRONMENTAL ELEMENTS There are only 4 vertical pillars in the structure of the organization which are direct work divisions that follow the vertical level of reporting and operation. There is very less complexity regarding the operation of internal functions as well as external factors such as customers, SEBI and the government. Resources for our organization are employees and financial literacy among customers. In India we have enough skilled workers to employ and also due to low financial literacy people approach us in good amount so there is sufficient environmental richness hence low uncertainty. Finchy’s vision and mission is to align with the economic and financial factors affecting the organization. The services offered by us is strategically placed such that it can be flexed as and when the external factors tend to disrupt the structure created. The business environment is highly dynamic, and changes are bound to happen very frequently based on market requirements. ENVIRONMENTAL DYNAMISM ENVIRONMENTAL COMPLEXITY ENVIRONMENTAL RICHNESS
- 8. BUSINESS LEVEL STRATEGY • Large number of our customers are catered using low cost strategy. • The requirement of the customers is quick delivery of financial services and thus the emphasis is more on low cost delivery than innovation. • We are into providing services, thus do not have the requirement to come up with new products on a regular basis LOW COST STRATEGY: FOCUSED LOW COST STRATEGY: • We have a small part following focused low cost strategy. • This strategy is used for HNI customers and corporate clients. • The number of HNI (High net worth individuals) and corporate clients is much lesser than the normal customers and their requirements are also specific, thus they need personalised solutions. Low cost strategy is generally associated with the Mechanistic structure and aptly fits our organisation • Centralization– Finchy Financial services is a centralized organization with most of the decision-making powers lying with the strategic apex. • Simple Integrating Mechanism– Simple and clearly defined hierarchy. • Standardization– Employees follows rules and standard operating protocols(sops) for every procedure when it comes to the work process. • Low differentiation– We have low differentiation as we do not require any differentiated product for a selected focused target group. MECHANISTIC STRUCTURE
- 9. DIFFERENTIATION: In order to achieve its goals, organizations need to allot resources and people and assign them with various roles and responsibilities which gives them authority. DIFFERENTIATION Any organization follows two types of differentiation strategies: • Horizontal Differentiation: Groups are assigned on the basis of tasks. • Vertical Differentiation: Grouping is done on the basis of authority. • Simple organisation: Less number of employees. Coordination among different employees is easy • Large organisation: More number of employees. Require specialization and thus the need for division. All activities between different divisions need to be coordinated
- 10. V E R T I C A L D I F F E R E N T I A T I O N H O R I Z O N T A L D I F F E R E N T I A T I O N ORGANIZATIONAL CHART Board of Directors CEO CTO CFO HR Officer CMO Accounting Manager Book Keeper VP Marketing Area Sales Manager VP Operations Payroll Training Recruiters Branch Manager Sales Executive Business Development Technical Support Customer Support
- 11. THANKYOU