 |
InfinityLoan Origination and Servicing |
| tandurustPersonal Health Management |
SatisACTual®Impactful Customer Engagement |
| CFORService Ticket Management |
|
| 
| 
|
Feasibility StudiesFinancial Modeling. Forecasting. What-if Scenarios |
Market SizingPrimary and Secondary Research. Demographic profiling. Geographic Distribution. |
Competitive ResearchPricing. Positioning. Service Quality. Mystery Shopping. |
| 
| 
|
Macro Economic TrendsMarket forces. Regulatory environment. Supply side analysis. |
Branding and Positioning AnalysisBrand Perception. Preference. Recall. Experience. RATER Analysis. |
Consumer BehaviourNet Promoter Score. Feedback. Root Cause Purchase Triggers. |
| 
| 
| Customer Engagement |
Talent Management and Skilling |
Credit Risk and Fraud |
| Financial Modeling. Forecasting. What-if Scenarios | Primary and Secondary Research. Demographic profiling. Geographic Distribution. | Pricing. Positioning. Service Quality. Mystery Shopping. |
| 
| 
|
Supply Chain Analytics |
Financial Modeling |
Optimization |
| Financial Modeling. Forecasting. What-if Scenarios | Primary and Secondary Research. Demographic profiling. Geographic Distribution. | Pricing. Positioning. Service Quality. Mystery Shopping. |
| Customer DelightEngagement. Loyalty. Profitability. |
| Talent EnhancementSkilled. Empathetic. Focused. |
Financial AnalysisPlanning. Purpose. Productivity. |
| Brand ManagementVisible. Resonant. Memorable. |
|
|
Abstract: The absence of nation-wide profiling of the health condition of people in India has lead to the Government of India tending to take a broad brush approach with very little reference to the specific health condition of people in a region. This causes inefficient health management mechanism with the government erring on the side of caution in order to ensure coverage. The key challenges arising out of inadequate and poor quality of data are uneven health care spending, and mismatch between disease profiles and provision of care. The results of the mapping of each of the demographic data collected from Census, initially within the NFHS data set, and subsequently, mapped to the Census dataset provides an insight into the potential disease that individuals in various geographies are likely to suffer. This data, once extrapolated to the ward level in a city provides a level of granularity which helps in a better understanding of the health parameters that are actionable. |
|
Abstract: Growing social media usage has resulted in a realization of the potential business impact and, therefore, its relevance in business planning. Unlike in traditional marketing media, where correlation of outcomes to input is difficult, time consuming and not easily measurable, social media has the ability to better capture the impact. While many different models exist for reporting outcomes, no single measure has been established that can provide an indication of the effectiveness of the social media campaign of a company. This Paper explores the development of a comprehensive model that can both measure and benchmark social media impact of the marketing activities for a company. This Paper reviews, classifies, and critiques prevailing theories and measures of social presence and proposes a robust framework to quantify latent constructs. The Paper further proposes methodologies to extract and analyze pertinent eWOM from different social media sites to frame different indicator variables. |
|
Abstract: Since its evolution, the use and utility of Social Media has been a matter of debate in many forums across the world. There have been many debates regarding the merits, demerits, implications, and long-term impact of Social Media. While on the one hand, it has democratized the media, making it much less unidirectional, on the other hand, the empowerment of a possibly less credible source of information to create conversations whose ability to influence an individual’s Frame of Reference and outcome calls for greater research. The source of information is usually validated based on a number of factors such as presence of implicit bias, consideration of Frame of Reference, and point of view of primary source creator. Personal feelings influence the way individuals and groups choose sides and view the facts. Social Media posts ability to influence the Frame of Reference of an individual are different from that of a Main-Stream Media (MSM) post. A person is likely to actively seek to link himself/herself to posts that exhibit an emotion that is to resonate with his/her own. Such behavior could potentially increase the virality of a post irrespective of its credibility. Social media posts from persons within ones network are likely to be taken with a greater degree of credibility, thereby reinforcing the impact on Frame of Reference of a post. This paper presents an analysis of the impact of Social Networking Sites (SNS) on an individual’s Frame of Reference and its implications for his expression and behavior. |
|
Abstract: Banking sector in India is witnessing an era of reforms with moves such as demonetization which have pushed digitalization in banking sector. With consistent thrust on making the economy cashless, digital modes of banking such as ATMs, Internet Banking, and Unified Payment Interfaces are gaining significance rapidly. With the increasing card usage in all sections of society, banks have to spend significant amount of resources on setting up ATM networks across geographies. It is very crucial to understand the existing network of ATMs as well as the expected ATM utilization and impact on network efficiency before adding new ATMs to the existing network. This paper aims at devising a methodology to establish an optimum ATM network using geo- spatial analysis, assisting in establishing new ATMs based on the blind spots in current system as well as predicting the expected usability of proposed ATMs. The model can be further refined to identify the expected usage patterns, customer footfall, and propensity to purchase or usage. Geo spatial layer on top of exiting network of ATMs mapped to the population levels increases the usability and effectiveness of the proposed |
|
Abstract: The Aadhaar project is one of the important Mission Mode Projects (MMPs) undertaken to create efficiencies in the identification of individuals and ensuring that the services and benefits reach the intended audience with least leakages. Aadhaar relies on agencies to enrol individuals whose data is captured and stored in the database after cleansing for possible errors. A recent study has suggested that the IRR from Aadhaar is likely to be in excess of 52%; however, this is contingent on efficient enrolment process. This study examines current enrolment efficiencies for agencies and suggests alternatives for improving the measurement of efficiency of agency performance in order to make the process more dynamic. |
|
Abstract: It has long been established that there is a very strong correlation between Customer Satisfaction and Company Performance. It is also well established that Employee Satisfaction is an antecedent to Customer Satisfaction. Ample research also exists to demonstrate that influencing Employee Performance could lead to better Customer Satisfaction. Net Promoter Score (NPS®) has been proven to be an effective means of measurement and improvement of Service Quality, which demonstrates Customer Satisfaction and enhances loyalty. This study investigates the relationship between the scores given by customers on the NPS® surveys, the subsequent interventions by the Client team, and its impact on the subsequent NPS® scores over a period of time. NPS® scores for the Client showed continuous improvements over the time for which the NPS® scoring was adopted. As a part of the process, feedback was sought to be captured for respondents giving low scores, with a possibility of corrective action being taken by the operations team of the Company. Subsequent measures of NPS® scores for such customers showed that these respondents improved the NPS® scores, clearly demonstrating that interventions through feedback surveys helped to increase the NPS® score for the organization as a whole. |
|
Abstract: In the Airline Industry, financial performance has not always been the best indicator of corporate performance, (RichardA.Riley,2003). Airlines all over the world are known for using Financial Engineering to improve presentation of their financial position. Some well-known methods of Financial Engineering include Sale & Leaseback, Manpower Outsourcing, Mergers & Acquisitions, etc.(E. Han Kim,1993),(Kyle S.Wells,2012). Investment Analysts have often relied on operational metrics such as Load Factor, Revenue Passenger Mile, Available Seats Mile, Number of Passengers etc. as a useful means of determining the health of the organization and the industry as a whole. With airline ticket prices remaining largely steady over the last decade (Bureau of Transportation Statistics, 2018), it is expected that the Financial Performance should reflect Operating Performance. This study has examined the performance of the Airline industry over a period of 10 years from 2008 to2017. In specific, the study has examined the performance of large listed US-based airlines-Delta Airlines, American Airlines, Southwest Airlines, and United Airlines. This study documents evidence indicating that the Operational Metrics of an airline are a better indicator of its performance as compared to the Financial Metrics. |
|
Abstract: While much research has focused on the benefits accruing from access to financial services among the less affluent, and among poor women, and some research is available on measuring such access, most research has been silent on the reasons for the underlying disparity. This paper explores the causes and effects of the exclusion of female-led households from the formal financial services sector. It uses data from the population and agricultural censuses of India and overlays that with data from State Bank of India to understand the underlying causes behind women’s exclusion from the formal financial sector. While 55% of non-female led households avail banking services in Andhra Pradesh, less than 41% of female headed households do so. While overall participation of households in the formal banking sector is higher among urban households than in rural households, female-headed households are disadvantaged in both rural and urban areas. Availing Banking services often places a significant demand on the time of the consumer. Our findings indicate that access to drinking water, toilets, bathrooms, kindling wood, electricity, implements improving agricultural productivity and efficiency, and better health care, are all factors which affect the time available for women to visit banks. This is exacerbated by the relative lack of bank offices and outlets in rural areas, further raising the barriers for financial services access. |
VISION |
| To become a leader in providing customers all across the world through analytical and research-oriented methodologies in order to contribute meaningfully and share in their entrepreneurial growth. |
MISSION |
| Our mission is to ensure excellence in solutions in consulting and business analytics so as to assist our customers in right decision making. We will achieve this through a process of continuous learning, research, and understanding of our customers to provide customized solutions. Our staff is the key to developing such a relationship and shall serve our customers with the same sense of integrity and emphasis on relationship that the company will have towards them. |
|
Committed to Excellence |
|
DATAWISE® offers the comprehensive capabilities and deep industry knowledge necessary to help you solve the most complex issues of your organization. DATAWISE® Group is a leading Management Consulting and Analytics, Customer Outreach, and Technology solution provider headquartered in Hyderabad, Telangana. We operate globally, serving sectors that include Government, Banking & Financial Services, Healthcare, Transportation, Aviation, and Retailing. Our Team of experts, along with the advisory board, leverage their rich and diverse experience to partner with clients to improve your overall corporate performance, build brand loyalty, and enhance competitive position. The DATAWISE® Group companies are ISO 9001:2015 and ISO 27001 certified, which demonstrates our adherence to the highest standards of quality in our systems and processes. DATAWISE® was recognized as one of the 25 most promising business intelligence companies in India by CIO Review. DATAWISE® was recognized as one of “The Ten Most Promising Customer Feedback Software Providers” by Silicon India. DATAWISE® is the winner of “BNP Paribas Cardif start-up challenge”. DATAWISE® is the winner of “Financial Services Hackathon” by CIIE-IIFL. Our Head Office is located in Hyderabad, and we have offices in Delhi, Mumbai, Bangalore, and Jaipur. DATAWISE® also has its office in Connecticut, United States of America through its wholly owned subsidiary, ComSim, Inc., and a representative office in Newbury in the UK. Want to experience the expertise of Datawise for yourself? Give us a call today and let’s discuss what we can do for you. |
Advisory Board | |||
 |
 |
 |
 |
Ratan JalanMr. Ratan Jalan has a distinguished track record as an executive, an entrepreneur, and thought leader in Healthcare, Advertising, and Technology firms. He was instrumental in setting up the Apollo Clinics franchise, and Birthing Center.He was inducted into the Franchise Hall of Fame. He is a frequent speaker at management institutes and industry fora. |
Kajal GhoseMr. Kajal Ghose holds diverse experience of 38 years in the banking sector managing over 1,700 branches and 22,000 employees with business of more than INR 2.5 trillion. He played a pioneering role in the introduction of technology solutions at State Bank of India. Mr. Ghose was a Member of the RBI Committee on Data and Information Management. |
Jyotee SinghMs. Jyotee Singh holds more than 33 years of professional experience in IT industry with focus on Financial Services sector. She has served as Executive Partner at IBM India and holds deep IT consulting and delivery experience in banking having worked extensively with Indian & Global banking clients. |
Rajeswar RaoMr. Rajeswar Rao has over 30 years' progressive management experience of global technology and business organizations at CXO level executing extremely large, high impact transformational programs focused on Business Process Engineering and Enterprise Excellence. |
Management Team | |||
 |
 |
 |
 |
Vinay KumarVinay has more than three decades of experience in analytics, finance, strategic planning, corporate restructuring, and process planning. Prior to DATAWISE®, Vinay was Chief Executive Officer of Vasant Scribes Limited and held executive roles with RPG Group, Ernst & Young, NetJets, and Apollo Hospitals. Vinay is an alumnus of IIM Ahmedabad and NIT Rourkela. |
Ramakrishnan RajamaniRamakrishnan oversees the end-to-end delivery of the services and products at Datawise. Ramakrishnan has over 35 years of experience serving several Fortune 500 clients with expertise in Delivery Management, Strategy, Planning and Development, Process Planning and Implementation.Ramakrishnan is an alumnus of Andhra University and a Certified Six Sigma professional. |
Vijay KottapalliVijay was Head of Analytics for State Bank of India, and Citibank (India Consumer Group). Vijay has over two decades of experience in Designing, Developing, and Deploying innovative software solutions in Banking, Aviation, Telecom, and Hospitality industries. Vijay is an alumnus of IIM Calcutta and NIT Rourkela. |
K VijayalakshmiVijayalakshmi oversees Administration, Finance, and Compliance at Datawise. In her career Vijayalakshmi played a pivotal role in setting up a 100KW transmitter at All India Radio and later established a Complete Radio Station for a leading private FM Radio operator. Vijayalakshmi is an alumnus of Jawaharlal Nehru Technological University (JNTU). |
| e-Mail: | info@mydatawise.com |
| Telephone: | +91 40 4020 4837 +91 1800 123 3282 |
| Address: | #506, Manjeera Majestic Commercial Complex JNTU-Hitech City Road, KPHB Phase I Kukatpally Hyderabad – 500 072 India |
|
|