strategic group 1

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NOOK

CONSTRUCTIONS

PVT. LTD.

SUBMITTED BY:

ANAS ANDHI, CP0112ARPANA ROY, CP1112,

RUPAL SANKHLA, CP1312,

VISHUL SAXENA, CP1412

VRUSHANK SHAH, CP2512

STRATEGIC BUSINESS PLAN

We build dreams


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STRATEGIC BUSINESS PLAN

For

NOOK CONSTRUCTION PVT. LTD.

For the period of

January 2014 to December 2016


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EXECUTIVE SUMMARY

Nook Construction (NC) is an Oregon-based real estate company that will offer benchmarked

living units in Jamshedpur. NCs units will balance safety, cutting edge features, and a

positive atmosphere for all customers. These units will be provided with unmatched levels of

customer service and attention. Sales are projected to be substantial in year one

growing moderately by year three.

The Market

NC will target two distinct customer segments. The largest segment that they will service is

employees of Industrial area AIADA. The second market segment is ex-employees of TATA

The two major functions of the Real Estate and Land Development Department consist of

land management and land development.

Land management entails acquiring, managing and disposing of the Citys real estate

holdings in support of corporate and community objectives. These functions include:

Ensuring the Citys land bank is properly managed until such time it is required for urbanuses,

Ensuring the Citys properties are utilized for their highest and best uses, and Ensuring all agreements relating to City lands are current and appropriately administeredLand development is a process which transforms raw land owned by the City into serviced,

developable parcels. The activity related to this process includes planning, marketing and

selling lands for a variety of uses, including, but not limited to residential, industrial,

institutional, recreational and commercial.

Objectives

The following are the main objectives:

To invest in undervalued residential real estate properties for the purpose of renovating or

rehabilitation and then immediate resale, or to hold and rent properties, generating monthly

income while obtaining market value appreciation over a longer period.

To manage real estate investments from identifying potential properties, to evaluating, to

acquisition, and to final sale or disposition. To manage the renovation or rehabilitation activities of newly acquired residential


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properties.

To manage the residential properties that are rented and held for the longer term.

To manage the portfolio of real estate assets.

Keys to Success

The keys to success will be:

Acquisition of undervalued residential properties. The greater the discount that propertiescan be purchased, the greater the upside for short term or long term gains will be.

Complete the renovation or rehabilitation work within the scheduled time and within thebudgeted amount.

Recognize buying opportunities on specific properties that would provide the option toimmediately resell selected renovated or rehabilitated properties upon completion for

short term gain.

Find rental occupants for the selected properties before renovations are completed, or atthe first opportunity after completion.

Generate cash flow from rental income sufficient to cover debt and expenses and providefunding for new property acquisitions.

Maintain an average 92% occupancy rate each year on rental properties. Provide projected overall 5%-6% cash-on-cash return on the portfolio of assets.


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SECTION ONE

STRATEGIC FOCUSThe Aim of the Plan

Aim is to enter the real estate development business in Jamshedpur and grow geographically

in the next 10 years.

The purpose of this business plan is to raise 900,000 for the development of a real estate

development firm that specializes in residential properties while showcasing the expected

financials and operations over the next three years. The Nook Construction Pvt. Ltd. (the

Company) is a Jamshedpur based corporation that will provide real estate development and

rental services to customers in its targeted market.

Our Vision

To be the best, full service real estate Company in Eastern India and to enhance quality of life

through active community involvement.

Our Mission

The mission of Nook Construction is to be the most successful real estate firm in Jamshedpur.

It incorporates proven, professional state of the art techniques specializing in theconstruction, marketing, listing and selling of new and resale luxury homes, residential

communities, home sites, undeveloped land and commercial and investment opportunities.

Nook construction is a creative, innovative and people oriented organization providing

individual opportunity, personal satisfaction and rewarding challenges to all members of the

firm.

To make the buying and selling of real estate as cost effective as possible while maintaining

the highest level of service.

To provide accurate and up to date information, skilled analysis and sound real estate advice.

To continually explore ideas and technologies, to make the selling and buying of real estate

faster, less costly and easier.

Core Organisational Competencies

Core organisational skills and competencies are vital to achieving our mission and are listed

below:

Advanced technology Human capital


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Geographical Advantages. Legal Parameters Speculation

Adequate Finance Strong Market Research and Analysis

Organisational Values

Our company prides itself in having very strong organisational culture and values. Some of

which is listed below:

Help meet social, economic and financial community objectives through efforts in landmanagement.

Support to businessindustrial, commercial and residential, to develop and thrive in ourcommunity.

Provide leadership and innovation in meeting land needs of our institutions, recreationalusers, social agencies and residents.

Assist to protect natural environmental features through the land banking system and theland development process.

Support internal Business Units to meet their land requirements.

Respect the expertise and contribution of team members and recognize the value ofcollaborative effort.

Provide timely, accurate information to customers.Highest Priority Goals

By 2014 to construct and commission a world-standard production and delivery firmcapable of handling 3 to 4 projects costing below 10 crores at a time

By 2015, to achieve a turnover of 100 crores. To establish a strong and sustainable internal structure. Hiring the right workers and defining their job description and to form a project

development team that includes skilled members to successfully deliver the projects.

To establish an extensive outlay of resources both in terms of materials, labour andfinance.

To promote a profitable and sustainable business activity that meets customer needs. To increase companys market share to gain the competitive edge


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SPOT ANALYSIS

STRENGTHS:

Internal and external relationships Council support Experienced and knowledgeable staff Customer service Land bank program Ability to influence

Ability to think big Nontax supported revenue generator Document management Policies and procedures Attention to detail

PROBLEMS:

Comprehensive marketing program Complexity of land transactions Complex and cumbersome multidepartmental road plan and closure process Complex and cumbersome multidepartmental shallow utility installation process Complex land inventory system; coordination of multiple databases: Tempest, GIS, and

Excel

Infrastructure service standards and specificationsOPPORTUNITIES:

Create positive change in the fabric of the community Develop partnerships for economic and/or public benefit Create communities utilizing sustainability principles that include economic, environmental

and social attributes

Streamline processes while adhering to approval requirementsTHREATS:

Loss of corporate knowledge through staff turnover Downturn of the economy Geotechnical risks Changing regulatory requirements (storm water management) Rapid upturn in the economy (cost escalations, too busy, supply/demand)


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SECTION TWO

CAPITAL INVESTORS

Name: Arpana RoyShe is the director of the company and holds majority of the shares inthe company. She is born and brought up in Jamshedpur and hasdone her graduation in architecture from BIT, Mesra, Ranchi.

Name: Rupal Sankhla

She is the Marketing Head of the company and holds 12% shares inthe company. She is born and brought up in Udaipur and has doneher graduation in Civil Engineering Udaipur.

Name: Vishul SaxenaHe is the Design Head of the company and holds 12% shares in thecompany. He is born and brought up in Patiala, Punjab and has donehis graduation in Architecture from NIT, Raipur.

Name: Anas AndhiHe is the Administrative head of the company and holds 12% sharesin the company. He is born and brought up in Gujarat and has donehis graduation in Civil Engineering from SVIT, Gujarat.

Name: Vrushank ShahHe is the Construction head of the company and holds 12% shares inthe company. He is born and brought up in Gujarat and has done hisgraduation in Civil Engineering from Gujarat.


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BUSINESS UNIT OVERVIEW

We are in the business to:

Develop land to provide industrial, residential and commercial land opportunities Create revenue to be reinvested into other projects. Administer land holdings to create opportunities for the orderly assembly of land for

effective community planning

Demonstrate leadership through innovation in support of the Municipal Development PlanThe goals for our land development are:

To achieve a reasonable return on investment measured through earnings and/or value tothe community

To provide a variety of choices such as density, price point, amenities and locations in themarketplace to consumers

To develop communities that are attractive and sustainable (economically, socially andenvironmentally responsible)

Business segment: Real estate developer in Jamshedpur, Jharkhand

Reason for selection

Jamshedpur, the steel city is a small town in the newly found state of Jharkhand. A major part

of the city is run by TATA STEEL itself. Jamshedpur has been selected as one of the cities for

the global compact cities pilot programme by United Nations, the only one to be selected in

India as well as South Asia.

Housing scenario in Jamshedpur

Employees of TATA STEEL are provided with houses. Areas owned by the TATA STEEL are

governed by JUSCO.

Customer base

Retired employees of Tata Steel and other small industry employees which directly employ

approximately 30,000 people.


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Real estate Development

Locals and tribal are now waking up for the upcoming development in the nearby areas and are

trying to improve their living conditions. To fill this gap, our company will provide the

excellent and cost-effective housing solutions. Ministry of commerce and state government has

given up approval for setting up a 90 acres SEZ in Adityapur industrial area. This will boost

the investment and employment opportunities in the area giving rise to housing demand.

Nature of the business and it main activities

Leveraging our EPC experience

Strong EPC base will give cutting edge to rise above industry standard in terms ofexecution capabilities

Synergies of operating diverse businessesFocus on Green Buildings

Try to make all our projects green and get certification from registered authority.Unique Business model focused to lower land acquisition costs

Real Estate development through Joint Ventures (JVs) and Joint DevelopmentAgreements (JDAs)

Partnerships augurs well for local market dynamics Focus on Tier II and Tier III cities

Presence across the entire universe of projects

Residential and Office Complexes, IT parks, Shopping malls, Multiplexes, Hospitalityproperties and other buildings

Competitive strengths

Qualified and Proven Project Team and Experienced Management

Ability to accurately estimate costs Design, construct and deliver the project in cost effective and timely manner Diversity of experience gives flexibility to adapt to the needs of customers

Differentiated Real Estate Business Model

Asset light model using joint development agreements and/or joint ventures Strong business model with mix of development and rental earnings

Synergy between Real Estate and Green Buildings

Ability to develop turnkey Real Estate projects


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Control on quality and execution timeline Ability to get certification for greeen buildings

Emphasis on Innovative Technology for making all type of projects Green

Innovative developments to maximize the use of land and minimize use of power andother natural resources

Innovative theme-based on Green buildings.Backward Integration through GMP Acquisition

To participate in complete solution engineering in modular clean room, officepartitions, HVAC, electrical and building management systems

Ability to bid for full service contracts

Growth Strategies

Expanding Geographical Presence

Entry in new geographies with Real estate business RE development once gained significant know-how about the region

Expanding business verticals

High growth potential in Education, Pharmaceuticals and Health-care segments withgreen aspects

Making in-roads in Government projectsMature as a General Contractor

Acquiring more of General Contracts and Participate in bidding of full service contracts

Increased Mechanization

To facilitate reduction in cost and To adhere to project timeline

Evaluation of Infrastructure Projects

Exploring entry into infrastructure sector in India like bridges, small airports Focus on Real estate related EPC contracts


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SECTION THREE

MARKET ANALYSIS

Economic Outlook

The Real Estate Developer will be actively engaged in two primary business units that will

seek to generate revenue in any real estate market. These strategies include developing

residential properties and the rental of completed properties. Management is developing a very

complex pricing method to ensure that the Company can continue to provide its units at profit

despite possible drawbacks in the overall economic market. The Companys two prong

approach to real estate will allow the business to grow successfully in the rapidly changing real

estate market. More importantly, this strategy will allow the Company to offset the risks from

each business unit so that there is a diversified balance in the Companys real estate portfolio.

This is especially important as the business uses leverage to finance the acquisition of its

properties.

Industry Analysis

The India Economic Census estimates that there are 21,300 companies that specialize in the

construction of new residential units in India. On an annualized basis, these companies

generate fees of 43.9 billion while concurrently providing jobs to more than 520,000 people.

In each of the last five years, aggregate payrolls have exceeded 20 billion. However, the

industry has recently come under some turmoil has the value of housing and commercial

properties has plummeted over the last two years. Many real estate developers are holding onto

substantial inventories of properties that have depreciated significant. While this is a prominent

issue in the housing market, it presents an excellent opportunity for the Company to develop

properties inexpensively so that they can be sold at the current market rate at profit. Recently,

the number of real estate sales has increased significantly within the last year. This is one of the

primary signals of an overvalued real estate market. As stated earlier, the Bureau of Economic

Analysis estimates that homes on the market have increased more than 13% over last years

figures. During the boom time for real estate over the last five years, many people

overextended and over leveraged their properties with floating interest only loans.

Customer Profile

As the Company intends to operate among several different investment and operating units, it

is hard to characterize any specific tenant that will occupy the Companys properties. However,


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Management will enact strict tenant quality and credit review procedures to ensure the

Companys revenues will not be interrupted by tenant default.

Competitive Analysis

Since real estate is effectually one of the most free market oriented businesses in the country,

competition cannot be accurately categorized. The Company anticipates that there will be a

sizable amount of competition from both single owner investment firms to large construction

companies that are seeking to gain from the real estate prices throughout the target market.


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SECTION FOUR

PRODUCTS & SERVICES

The primary revenue center for the business is acquiring land with the intent to develop new

residential units with the intent to resell, or rent the properties to the general public. This is a

strategy that is popular in any economic climate as profits come from the sale of the property

after it is completed. Immediate wealth is created from the moment that the property is

complete. The primary focus of the Companys marketing strategies will be the sale of

properties, but the business may rent its completed units in the event that the property does not

sell within 90 days of placing the property on the market. Below is a description of the real

estate services offered by Nook Construction Pvt. Ltd.

Developer of Residential Real Estate

The Real Estate Developer will primarily engage the business of developing residential

properties with the intent to sell or rent the property once the project is completed. If the real

estate market does not provide a fair and reasonable market value for the property, thenManagement will aggressively rent the units until such time when the building can be divested

at a fair market value. After the development process is complete, the Company can quickly

divest these assets to a real estate investor for a significant profit. There are several

considerations that the Company must deal with before purchasing land for development

purposes. Once the property is competed the business will then seek to divest the property or

rent the units in order to generate income to satisfy the debt obligations of the business.

Rental of Completed Properties

The direct finance and purchase of residential property is the secondary business of Real Estate

Developer. Residential real estate will provide a continuous stream of rental income that the

Management will use for reinvestment and profit stability for the Company. Management is

developing a complex economic pricing strategy that will determine the fair market rate of a

property based on its capitalization rate in conjunction with the market values of residential

property. Residential real estate is the least risky form of real estate investing because theservice offered is a necessity.


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SECTION FIVE

MARKETING PLAN

Marketing in a highly competitive housing industry depends on the recognition of excellence,

as well as a point of difference to display our units in an individualized light. Nook

Construction will build a reputation upon these components.

We will develop and provide a living environment of unmatched proportion. It starts with the

commitment to customer satisfaction and fulfilling their demands. Our commitment to quality

and comfort includes safety and 24-hour customer service. The aspect of our living

developments that differentiate Nook Construction from all other real estate companies is our

focus on maintaining the most advanced technological innovations on the market for our

tenants.

We intend to maintain an extensive marketing campaign that will ensure maximum visibility

for the completed units in its targeted market. Below is an overview of the marketing strategies

and objectives of our company.

Marketing Objectives

Establish relationships with other real estate brokers and agents within the targeted market. Implement a local campaign with the Companys targeted market via the use of flyers,

local newspaper advertisements, and word of mouth.

Develop an online presence by acquiring accounts for major online real estate portals.Marketing Strategies

Property and home buyer marketing will be the most difficult portion of the marketing strategy.

This task will be accomplished through the businesss broad marketing campaign throughout

its targeted market. The Company will also use an internet based strategy. This is very

important as many people seeking real estate for purchase or rent use the Internet to conduct

their preliminary searches. Mr. Doe will register the Real Estate Developer and its properties

with these online portals so that potential buyers/renters can easily reach the Company. The

Company will also develop its own online website. The Company will maintain a sizable

amount of print and traditional advertising methods within local markets to promote the homes

and properties that the Company is selling.


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Pricing

Expected margins from sales will reach 60%. Rental income is to be determined based on

market conditions. NCs pricing will be at the top of what the market will bear. Our prices will

be competitive with the larger firms while maintaining the high level of quality and expert

management. However, we must try to follow market pricing trends in order to maintain a

competitive advantage.

Distribution Strategy

We will focus on providing high-quality living in convenient locations with a wide customer

base. It is also important that we remain at the upper echelon in the quality range when

compared to competitors. We can only do this by organizing and implementing a sound plan

that will assume responsibility for the functionality and appearance of our properties. We will

have an updated Web site for anyone interested in the properties.

Marketing Programs

Our most important marketing program is customer word of mouth. The only way to truly

know the quality of our units is through experience; hence we must maintain the highest level

of customer satisfaction. Rewards will be given to clients or customers that refer new clientele

to the company. We confidently believe that the high level of quality that we will provide can

attract a strong demand for our units.

Another incentive that we will use is the early move-in bonus program. Anyone that signs their

lease before June 15th will receive a free month as well as two parking spaces. This will

encourage people to try and beat the rush of people who move in later. It will also give the

appearance of increased demand.

Positioning Statement

For people who desire high-quality living with all the technological amenities available, only

Nook construction real estate properties will be able to fulfill their needs and desires at an

affordable price. Unlike most other property management companies, we are committed to

guaranteeing customers full satisfaction, with 24-hour on-staff service, live answering service,

and a website that handles all complaints instantly.

Promotion Strategy

Our most successful promotion will come in the form of word of mouth. Since we will own

real estate, we will be highly visible to the public. Since our complexes will be in the upper

echelon of quality and livability, word will spread through the community about our unique

appeal.


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Along with word of mouth, our most consistent form of promotion will come from ads in local

publications, specifically, The Time of India, The Telegraphand The Hindustan times, as well

as smaller magazines and circulations. We will also be personally promoting our product

within the community.

Sales Strategy

Sales in our business is based upon providing customers with a living concept fitting of their

needs. We must be in touch with the needs and desires of our clientele in order to best attract a

consistent flow of incoming residents.


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SECTION SIX

RESEARCH AND DEVELOPMENTOur company mainly deals with real estate and construction business in which the process is

very slow due to lot of paper work and clearance. Due to this the money is blocked in the

project for long time so proper planning for financial part is crucial.

Moreover Locals and tribal in Jamshedpur are now waking up for the upcoming development

in the nearby areas and are trying to improve their living conditions. To fill this gap, our

company will provide the excellent and cost-effective housing solutions. For this thorough

market research is to be done on the development pattern of the city. For example Ministry of

commerce and state government has given up approval for setting up 90 acres SEZ in

Adityapur industrial area. So what more schemes of government or private companies are

coming in the area where our companys capital is invested. For example town planning

scheme and other such scheme which will affect our land possession, type of use i.e if the

portion of land is purchased for building commercial building but in the new scheme that

portion is declared residential or agricultural. So all this risk factors should be analysed and

studied thoroughlyLack of Transparency in Real Estate Development is essentially an activity which consists of

aggregating land and the respective project, mobilizing resources, getting the license and

approvals for construction and marketing the project to the targeted client. Profitability of a

real estate developer combines profitability of all its projects, at the corporate level cash flow

of the development company is the net aggregate cash flow from all its projects as adjusted for

the corporate expenses and interest payments. Total assets can comprise of all kind of land

development agreements, receivables, even liability for subvention payments on certain home

loans.. We cannot know whether a project is delayed, being implemented on time, profitable,

unprofitable etc. The numbers do not tell us the impact of cost over runs, contingent liability on

account of delays and defaults etc. It is very difficult in such circumstances to make a clear

picture about the future growth of a real estate development company. Companies are also not

required to disclose project wise cash flows and whether and to what extents fund have been

diverted to other projects or activities like land acquisition. All this create difficulties for

developer and in such a situation objective judgment becomes a casualty.


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Research areas

Housing Markets & Finance: The dynamics of supply and demand that create theU.S. housing markets. Demographic trends, housing construction and costs, mortgage

finance process, and secondary mortgage market.

Real Estate Finance/Securitization:Financial products used to finance real property.Strategies and structures of financial products.

Real Estate Development/Land Use Policy:Real estate development process andpractical applications of design, construction, and finance in developing real estate.

Real Estate Investment Strategy:The variety of forms of value creation in global realestate; development, investment management, and strategy. Economic, financial,

institutional dynamics that constrain actors and organizations in the real estate business.

Real Estate Public Development Finance & Urban Development Politics:The roleof local actors in real estate development. The economics and role of government in

financing real estate development.

Demographics: Exploring demographic trends and the impact of such trends on realestate markets. Issues such as demand for workforce housing and the expansion of

midsized communities.

Social Enterprise and Policy:The economics of education. Determinants of propertytaxation and expenditure in local public school districts, the impact of teachers on

student achievement, and measuring the effectiveness of educational policies such as

charter schools and school accountability systems.

So an effective team is to be appointed for carrying out research on above topics and for

formulating successful strategy for land acquisition, development etc. Considering all critical

factors mentioned above


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SECTION SEVEN

PRODUCTION AND DELIVERY

We are focusing on real estate so we can focus on business.

Our Services capability integrates various real estate disciplines, such as Advisory Services,

Portfolio Administration, Facilities Management, Transaction Management, and Project

Management into tailored solutions meeting the exact needs of our clients. Delivered through a

dedicated account team, we serve as a natural extension of customers, supporting and enabling

the achievement of customers objectives. The professionals at our company serve as

customers advocate, using our experience and proven methodologies to complement

customers own strengths and capabilities.Our proven ability to reduce costs and mitigate risks

enhances the value of real estate.

Smart positioning and marketing to attract and retain tenants.

Our qualified professionals take care of marketing our property and achieving the most

competitive rates while maintaining occupancy. Working with our company gives investors the

benefit of having a world-class, full-service partner that is committed to their long-term

investment.

Making most of the market opportunities.

Good project managers can oversee a project through to completion, but producing superior

results requires a firm grasp of business goals, priorities and speed to market. Our company

oversees the management and tracking of the entire project from site selection to final closeout.

We negotiate tenant work letters or owner contracts to ensure timeliness and clearly

communicate your company standards to all parties. We create streamlined project schedules,

saving the precious resources of time and money. Our project management experts offer

unmatched strategic perspective and hands-on problem solving to add value and mitigate risk

at each significant point of the process.

Your assets, your way.

Your real estate assets are more than addresses on a map, they are an integral part of your plans

and priorities for the future. Thats why what is important for us that not just how well we

know Property Management. Its how well we understand the full range of our investor andcustomer business requirements from your financial goals to their assets distinctive


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characteristics, from reporting needs to decision-making processes. we measure the worth of

our Property Management business not by the value of assets under our care, but by the value

of our relationships with owners and investors like you.

Financial Advisory

We also have a financial advisory team which give advices to our investors and customers the

present market and financial plan so that they can make their decision faster and feel safe about

their investment.

Execution

For the execution part we have formed six separate department i.e project planning department,

safety department, quality department, electrical department, billing and account departmentand execution team. They all will take care of their respective department and submit their

DPR to project planner daily. We will also have a weekly meeting to resolve the problems if

any.

Delivery

Delivery for the land purchase transaction will be according to the convenient and sale deed

and that of the constructed project i.e residential or commercial time will be given of the

project duration and release of fund from the clients or customer or investor will be according

to the stages of construction, for example at plinth 15%, at 1stfloor 15%, at 2ndfloor 10% etc.


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SECTION EIGHT

SUPPPLY CHAIN

Real estate plays a vital role in overall supply chain strategy, as nearly every warehousing or

distribution center decision features a real estate component. When properly aligned with

corporate objectives, a well-executed real estate strategy can make significant contributions

toward achieving operational and financial budgets.

Our companys real estate and logistics service is to offer a single-sourced comprehensive

solution. Our aim is to be world's largest supply chain management company and experts in

understanding the operational factors that influence real estate decisions. Customers benefit

from reduced end-to-end supply chain costs, minimized risks, improved efficiency, and

market-tested solutions.

Leasing

Our leasing group performs site searches, advises on facility selection, and negotiates lease

terms. On average, our leasing team is expected to perform 50 site searches and executes nearly

30 leases each year. To present the best options to our customers, we have assembled anetwork of local brokers with extensive knowledge in each market. This network ensures

customers acquire the facility that best meets location and financial requirements.

Our real estate team also offers lease mitigation services for customers with existing leases. We

work closely with landlords to develop creative solutions to reduce or eliminate lease exposure

Lease Administration

Once the lease has been executed, we manage the payment of rent, common area maintenance

(CAM), taxes, and insurance. We also oversee and execute operating expense reconciliations,

tax appeals, turn-back negotiations, and can represent the tenant in any landlord disputes. We

perform about 65 CAM reconciliations and 60 tax appeals each year.

Development & Construction

For customers with unique needs, we offer build-to-suit development services. We want to

build our experience in developing large area, coupled with our vested interest in delivering

facilities on time, on budget and to user specifications, reduce real estate risks. Some of our

employees are also experienced negotiating tax abatements and other local incentives to reduce

occupancy costs.


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We are also planning to invest in campus developments in key logistics markets, which allow

customers to reduce start-up and operational risks by leveraging resources, talent, and

knowledge within a campus environment.

Capital Markets

For customers who have a need to dispose of owned assets, we offer capital markets consulting

to review the asset or portfolio, advise on monetization strategies, and manage the disposal

process, all while acting as the customer's advocate. We maintain several institutional

relationships allowing for both private and public market transactions.

How our real estate assets and expertise are different from competitors

Procuring integrated real estate and logistics solutions from one provider reduces thenumber of touch points and solution complexity

It will help the company to be vested in the delivery of an on-time, optimal real estatesolution because we understand the operational implications of delivery delays and other

sub-optimal solutions

Integrating real estate and logistics decisions reduces end-to-end supply chain cost andimproves efficiency

Handing off real estate execution to us allows customers to focus on strategic, rather thantactical, issues

We use a market test to ensure that the optimal customer solution is presented each andevery time


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SECTION NINE

BUSINESS SYSTEMS AND PROCESSES

a) QUALITY MANAGEMENTQUALITY POLICY (POLICY STATEMENT)

within the time schedules at the lowest cost to our Customers including providing safe work

environments.

ality of products and services including thedevelopment of employees at all levels.

PROJECT QUALITY MANAGEMENT SYSTEM (PQMS)

management objective.

ng ensures that change is conducted in a controlled manner and that the Integrity of the

Project Management System is maintained during this change.

QUALITY OBJECTIVES

PMC has established Quality Objectives and levels of assurance that are measurable and consistent

with Organization policy. Quality and safety objectives are defined within the respective policies

and operations procedures forming part of this Project Quality Management System. Quality

Objectives are as follows:

100% compliance with applicable safety and environmental standards. 100% conformance to customer specification and expectations. 0% re-work 100% delivery on time 100% completion within budget

QUALITY ASSURANCE PLAN


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The objective of the QAP is to establish a procedure to plan, monitor and achieve Quality

Management System planning in order to fulfill customer requirements, statutory requirements and

organization objectives based on contractual requirement. There are two types of Quality

Assurance Plans.

1. Field Quality Assurance Plans

2. Quality Assurance Plans for Incoming Materials

QUALITY MONITORING PROCEDURE

Management Review (General)

effective in satisfying the requirements of the PMC quality environmental and Safety objectives.

eview meetings are held once in three months. Each process is reviewed in MIS

reports.

Management Review At Site

product conformance , status of preventive and corrective action includes Safety, follow-up actions

from earlier management reviews, recommendations for improvement includes Safety, changes thatcould affect the Project Quality Management System

Improvement of Product Quality, Improving Customer satisfaction, Best practices for

implementation.

quality Management system processes to achieve the planned results of the product & to verify that

the requirements have been met as per contract.

b)RISK MANAGEMENTRisk can be defined as a measure of the probability, severity and the exposure to all hazards

for an activity. For an infrastructure project there is always a chance that things would not turn

out exactly as planned.

Thus project risk pertains to the probability of uncertainties of the technical, schedule and cost


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outcomes.

Risk = f ( likelihood , impact )

Construction is a high risk industry. The uncertainties in the construction process increase exponentially

with increasing complexity & competitions. Time, Cost & Quality achievement of advanced projects

depends on how effectively risks are managed during its process. Risk and uncertainty are inherent in

construction projects whether it is building, commercial; industrial or any specialized such as bridge,

warehouse, water retaining structure etc.

Risk Management can be defined as identification, measurement and economic control of risks that

threaten the assets and earning of a construction business or any enterprise. It identifies the various risk

factors and sources of risk and tries to control them before the failure or damage occurs. This is a

management tool/technique which aims at identifying sources of risk and uncertainty, determining theirimpact and developing appropriate response.

Three Major Aspects of Project Risk Management

1. Risk Identification2. Risk Assessment3. Risk Response Planning and Mitigation Measures

Sources of Risk

High risks in projects typically stem from

Using an unusual approach Attempting to develop and use new technologies Training for new tasks Developing and testing of new equipments

Project Risks can be categorized into:

1.

Internal Risks : originate from within the project2. External Risks : external factors affecting the project

Internal Risks

Technical, Design and Execution Risks Market Risks (risk of not fulfilling either market needs or requirements of particular

customers)

External Risks

Government Regulations


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Interest Rates Competitors Action Customer Needs and Behaviour Supplier Relations Adverse Weather Conditions Problems in Labour Availability (strikes, agitations) Market Conditions Scarcity of Resources Force Majeure Risks ( earthquake, flood, fire etc.)

COMMON PROJECT RISK SOURCES

i. Delay in Approval of Detailed Project Report (DPR)ii. Land Acquisition risks

iii. Design Risksiv. Technology Selection Risksv. Approval and Permit Risks

vi. Joint Venture Risksvii. Financial and Investment Risks

viii. Political Risksix. Environment Related Risksx. Geo-technical Risks

xi. Major / Minor Accidents during Executionxii. Unforeseen Heavy Rains

xiii. Force Majeure Risks like Flood, Fire, Earthquake etc.xiv. Labor Agitation and Strikesxv. Inflation Risk

xvi. Delayed Payment from Clientxvii. Delayed Payment to SubcontractorRISK RESPONSE PLANNING AND MITIGATION MEASURES

1. Transfer of risk2. Avoid risk3. Reduce Risk

4. Risk Contingency Planning

5. Accept Risk


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6. Insurance as Risk Mitigation Tool

c)PROJECT MANAGEMENT INFORMATION SYSTEM(PMIS)

PROGRESS REPORTS

Daily Progress reportThis report, which will be made daily, has all minor progress details of the approach works,

precast works, erection works & cast in situ works. This report will be made by the contractor

& is send to the client the very next day for signing and for clients record.

Weekly reportsA weekly progress report will be send to the HO from the site office on every Monday. Majorly

weekly progress report will contain details of planned works for that week. Contractor will also

make a weekly report in more or less similar format and sends it to client for his records.

Material procurement, consumption and issue reportsRequirement of material as given by the Sr. Site engineer on different parts of the project. The

Planning engineer will check the demand with the help of the previous consumption reports

(pour card, bbs, etc.) and also with the target chart to deal with the quantities required for that

particular stretch of time.

Monthly reportsThe report will be submitted to the HO in the very first week of the month. Following will be the

contents of this report:


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d)ENVIRONMENTAL ASSESSMENT METHODS: BREEAM ANDLEED

BREEAM - Building Research Establishment Environmental Assessment Method

BREEAM is the worlds longest established and most widely used environmental

assessment method for buildings. It sets the standards for best practice in sustainable

development and provides a recognised level of achievement. BREEAM is an assessment

tool developed in the UK that rates the performance of buildings based on their

environmental impact or measures taken to avoid such impacts. A building is rated on

management, energy use, health and well-being, pollution (air and water), transport, land

use, ecology, water consumption and efficiency, and materials.

LEED - Leadership in Energy and Environmental DesignThe LEED green building rating system was originally developed by the US Green Building

Council (USGBC). Largely based on BREEAM, it provides a recognised standard for the

construction industry to assess the environmental sustainability of building designs.

LEED promotes integrated whole-building design, with the overall aim of reducing a building's

environmental impact. LEED provides a framework for assessing building performance and

meeting sustainability goals and like BREEAM, it produces a point-based rating system.

The USGBC has attracted over 6,500 paying members bringing in over $24 million a year.

Despite this, since it was formed in 1995, just over 1,000 buildings have obtained LEED

accreditation with about 9,000 projects registered for assessment.

LEED has been used to certify buildings in USA, Canada, India, China, Brazil, UAE, Mexico,

Argentina, Italy and Spain.


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The two most commonly-used assessment tools at the design stage are BREEAM (Building

Research Establishment Environmental Assessment Method) and LEED (Leadership in Energy

and Environmental Design).

Both headings actually cover a range of schemes for assessing environmental impact, with

specific variations applying either to different building types or to different stages in the

construction and occupation of a building.

e) PERFORMANCE IMPROVEMENT ACROSS THE BUSINESS, TO INCLUDEPERFORMANCE INDICATORS AND TARGETS

Firm performance measures used in this study are composite scores of several metrics of performance: schedule performance, cost performance, customer satisfaction, EMR, and profit. This builds on and enhances prior research that investigates IT use in the industry, as well as makes a case for generalizing the IT research for specific technologies that suggest IT use is positively correlated with cost and schedule performance on projects.


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SECTION TEN

STAKEHOLDER RELATIONSHIPS AND ALLIANCES

A Stakeholder in an organisation is any group or individual who can affect or is affected by the

achievement of the organisations objectives.

Organisations are dependent on their Stakeholders for their success and their failure.

A stakeby definitionmay be:

interest

In an organizational crisis, typically multiple stakeholder groups are affected and involved to

a varying extent. Stakeholders needs and demands have to be balanced and prioritized

wherever applicable. Professional crisis management and crisis communication may help

creating support for and trust in companies by the complete range of its stakeholders.

According to the current situation key stakeholders that currently contribute to businessperformance are:

i. Investors/shareholdersii. Employees

iii. Contractorsiv. Financial institutionsv. Customers

vi. Buyers and suppliersvii. government departments

viii. communityix. client executivesx. end users

xi. alliances/partnersxii. competitors

xiii. regulatorsxiv. local communities/pressure groupsxv. the media


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Common causes of project failure:

Insufficient senior management/political/end usersupport

Too much focus on outputs, not enough on outcomes

Bad communication between relevant parties

Difficulty overcoming resistance to change

Unclear and lack of consensus on objectives

Key insights

1. Need to adopt a broader view of project success criteria - a new model

2. Prioritisation gaps between Stakeholders and Project Managers must be understood and

managed

3. Managing the different/ opposing Stakeholder views on the same project is complex

4. The PM must be aware of what makes the difference to stakeholder confidence

5. Supporting PMs in focusing on customer understanding and empathy is vital

6. PMs need to be challenged and supported to understand and work with stakeholders

perspectives

7. PMs are challenged to lead, not just manage

Project success Criteria

1 Quality of Deliverables & Service

2 Delivery Performance

3 Benefit Realisation

4 Attitude and Behaviour of People

5 Competence of People

6 Responsiveness

7 Ease of Doing Business

8 Innovation and Creativity


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Overall Picture of Improvement Priorities:

SECTION 11


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IDEAL ORGANIZATION CHART

FOR

NOOK CONSTRUCTIONSMARKETING

(RUPAL SANKHALA)

FINANCE

(SANDEEP

BHATACHARAYA)

MD

DIRECTOR /CEO/COO

ARPANA ROY

ARCHITECT/DESIGN

VISHUL SAXENA

PLANNING

SUMIT AGRAWAL

PURCHASE

BILLING

QUALITY

Q.S/BILLING

CONSTRUCTION HEAD

VRUSHANK SHAH AND

ANAS

SECURITY

SAFETY

AUDIT

SYSTEM

MEP

SURVEYOR

BILLING

PROJECT

FUTURE PROJECTS

ORGANISATION AND MANAGEMENT

Organisation

structure


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MANAGEMENT

The initial management team depends on the founders themselves, with back-up assistance

from the property management department. As we continue to grow, we will establish satellite

offices in all of our living developments. It will also be necessary to take on additional help in

the marketing and R & D sectors as growth continues.

Management Team

NC is completely departmentalized. The main departments are finance, marketing,

management, and research and development. The company will make all decisions in

accordance with the company mission. Employees are delegated tasks based upon their

specialty.

Every six months, the two top partners will assess the results of these tasks, and the personality

of the employee involved, to determine promotion and/or salary issues.

Management Team Gaps

The present team requires business development and administrative support. Most of the

partners have been working in business environments where this kind of support was provided

to them as part of a larger organization.

NC will turn to Dynamic Public Relations to help create business development programs, such

as speaking opportunities and magazine article insertions, as well as forums and seminars that

are important to our ongoing development.

Regarding administration, we need a strong finance manager to guard cash flow. Our partners

are not accustomed to the worries of cash flow, but they have the sense to listen to reason and

deal with constraints if the finance manager provides the proper information.


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SECTION 12

ENVIRONMENTAL AND SOCIAL IMPACT

ENVIRONMENTAL SCAN

MARKET TRENDS:

Change in interest rates Cost of development Variety of housing optionsmarket demand Variety of land options Corporate land requirementsPOLITICAL FACTORS:

Change in Political party every 5 years Government supports the provision of industrial land Municipal Development Plan Public scrutiny of land transactionsECONOMIC CLIMATE:

City continues to have stable growth Interest rates, Oil pricesCUSTOMER NEEDS:

Information

Fair and equitable timely opportunities


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SECTION 13

RISK FACTORS AND REGULATORY COMPLIANCE

Risk Identification and management

The various risks associated with this business plan can be grouped into three categories:

Business Risk, Property Investment Risk, and Market Risks.

Business Risk could be viewed as the issues associated with the assumptions made for Nook

Construction Pvt. Ltd. These may include the following:

The principals do not have sufficient equity to fund property purchases for NC. Estimated start-up costs are greater than what is projected. The necessary time frame to acquire properties is greater than estimated and cannot be

performed as a part time job.

The necessary time frame to manage the rental properties is greater than anticipated andcannot be performed as a part time job.

NC does not properly manage the portfolio of properties and, as such does not meet itsprojected returns and or obligations.

Property Investment Risk could be viewed as the issues related to the acquisition assumptions

and projected returns. These risks may include the following:

Property acquisitions cannot be made as projected. Rental rates are less than projected. Operating expenses are greater than projected. Renovations/improvements costs are greater than projected. Vacancy periods are greater than projected. Lease transactions are greater than projected. Tenant vacates property early. Late rental payments. Unexpected capital improvements.Market Risk could be viewed as issues related to housing market in general or specific to the

Frederick region. These risks may include:


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In which, 1 Acre of Area has required to get Non Agricultural Construction Permission. Company has not been approved by JUSCO and AIADA yet (In Process) Political RiskRegulatory Details

AIADA Control Area33,970 acres

53 sq. mile, 83 gm.

Held land area for the purpose of establishing industries

and allied objectives3186.90 acres

Total developed land

(including 345.87 acre basic infrastructural land)2955.76 acres

Number of total developed plots Plots 1365; Sheds 142

Total developed work area

7 Industrial phases

1 Industrial Estate

1 medium near Industrial Estate

medium-scale area

large-scale area.

a) Micro Shed 19 in VIthphase

b) Mini Shed 48 in IIIr phase

c) Large Shed 75 in IIIrdphase and Industrial Estate

Total allotted land 2609.79 acre

Available Land for allotment 35 acre

a) Number of total allotted plots 1365

b) Number of Total allotted sheds 142

Total Industrial units to whom plots/sheds are allotted 1102

Units under Production 893

a) Large scale 12

b) Medium scale 71

c) Small scale 567

d) Tiny scale 243

Units under Construction 129


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a) Large scale 1

b) Medium scale 12

c) Small scale 52

d) Tiny scale 64

No. of Sick/Closed Units 80

Direct Employment 27,900(approx.)

Includes Tribals & local people 11,550 (approx.)

Total investment on infrastructural facilities (Year 2003-

04 to 2007-08)Rs. 36.42 crores

Approximate capital expenditure on units in production Rs. 3,050 crores

Average Annual Production Rs.3,550 crores


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SECTION 18

PLAN IMPROVEMENT

Performance Measurement

Performance measurement is an important factor for a business as it moves into the future.

Business performance measurement tools provide a window into how every element of your

business is working, and if you are on track to meet objectives. Typically, performance

measurements fall into financial or non-financial categories, and are considered lagging or

leading. Lagging measurements give feedback to past performance and leading look to the

future. There are several business performance measurement tools you can use to analyze all

aspects of your business.

Performance measurement tools :

Financial Statements

When calculating business performance, one of the first places many people will look is at thecompany's financial statements. Profit and loss, cash on hand, balance sheets and inventory

are all valuable indicators of the health of a business.

Customer Surveys

Every business relies on the customers who purchase their product or service to survive, and

if yours are not satisfied, it is an indicator of poor performance is some area. Asking your

regular customers and clients to complete anonymous customer satisfaction surveys can help

point you in the direction of what they really need to be happy.

Employee Turnover

A large part of how your business performs as a whole is how your employees are treated and

managed. High employee turnover indicates a general dissatisfaction among your employees.

Poor work conditions or low wages or lack of advancement potential could be reasons for a

change.

Sales

Monitoring the sales totals that are coming into the business is a good tool to measure

performance. Sales are a separate entity from the balance sheets and financial documents.


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They show how your products are being perceived, whether they are fairly priced, and how

your sales team presents them to customers.

Quality Audits

Auditing your production and management processes on a regular basis will help you keep

everything running smoothly and efficiently. It will also let you know if there are any

particular areas that are being more wasteful or inefficient than others, and if the quality

procedures are consistently being met.

Plan Review and Up Date

To ensure the plan continues to provide a sharp focus and remain responsive to change it

should be formally reviewed and updated every six months, at the achievement of a Strategic

Goal and at any other time deemed necessary. Implementation of this plan is to be a fixed

agenda item at meetings of the Board of Directors.

Performance management (PM) includes activities which ensure that goals are consistently

being met in an effective and efficient manner. Performance management can focus on the

performance of an organization, a department, employee, or even the processes to build a

product of service, as well as many other areas.

PM is also known as a process by which organizations align their resources, systems and

employees to strategic objectives and priorities.

Performance indicators:

Sales Cash flow

Service quality Regulatory approval

Organisational measures ROI, ROE

Market share Cycle time

f) Employee performance and morale Verbal/written counseling.


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For attendance issue you may want to consider engaging in a discussion with the employee,if there are any specific circumstances that preclude the employee from meeting the

attendance policy.

Documented performance improvement plan.

Termination the unit appointing authority should consult with OHR Employee Relationsprior to involuntarily terminating an unclassified staff.

A performance improvement plan and conversation include:

Description of the performance that needs to be corrected and why it needs to becorrected.

A statement describing how the unit is negatively impacted by the lack of performance. A discussion with the employee to understand the reasons why performance is not at

the desired level.

Based on this dialogue proceed with the development of a performance improvementplan.

Identify the expectation, University Rule, or policy that has been violated. Describe the desired performance; any qualitative or quantitative measurement, if

applicable; and the time frame within which the desired performance must occur.

Identify action steps that can be taken to reach the desired performance. Inform the employee as to how staff performance will be monitored/ reviewed. Establish a date and time to discuss progress (successes and challenges) in changing the

performance.

Identify and select any additional resources that the unit may provide to help the staffmember improve the performance.

Insert signature and date lines for the staff member and supervisor to note that the planhas been discussed.

strategic group 1

Documents