Downloaded 180 times
Uploaded byMangalam Singhal
B2B for Tech Mahindra
The document discusses Tech Mahindra's business environment and strategies. It analyzes factors in Tech Mahindra's macro environment like political, economic, social, technological, environmental and legal factors. It also discusses the company's customers and vendors. Further, it outlines Tech Mahindra's segmentation, targeting and positioning approach involving segmentation based on industry, end users, products and other variables. Finally, it discusses the company's diversification strategies and some examples of new initiatives.
More Related Content
Similar to B2B for Tech Mahindra
B2B for Tech Mahindra
- 1. © Tech Mahindra2013© Mahindra Satyam 2012
- 2. © Tech Mahindra2013
- 3. © Tech Mahindra2013
- 4. © Tech Mahindra2013 Vendors Customers
- 5. © Tech Mahindra2013 Industrial Marketing Environment Govt. Influences Macro Env. Publics Buyer Seller Interface
- 6. © Tech Mahindra2013 Buyer Seller Dyad
- 7. © Tech Mahindra2013 CSR: Tech Mahindra Foundation “Empowerment through Education”
- 8. © Tech Mahindra2013 Macro Environment: PESTEL Analysis Political • Ambiguity surrounding taxation of IT products and services • Anti Outsourcing Drive by US Economic • Exchange Rate Fluctuations • No more STP tax & Fringe Benefit Tax relaxations Social • Skilled Human Resource • Culture & beliefs Technology • Changing technology • Open source • Expeditious growth of Start- Ups Environment • Cyber Terrorism • Competition(HCL, TCS, Infosys) • Buyer & Seller Locations Legal • M&A with Satyam • General laws
- 9. © Tech Mahindra2013 Government Influences In the course of its business, Tech Mahindra shall apply the highest ethical standards while interacting with government agencies, officials and public international agencies. It abides by the applicable laws and regulations relating to its working with governments, including certain special requirements associated with government transactions including but not limited to regulations on government contracting and special anticorruption restrictions. Company keeps checks on the following: Deviation from contract requirements without the written approval of the authorized government official. Submission of inaccurate or incomplete cost or pricing data to the government. Associates that violate this policy may be subject to disciplinary action which may even extend up to termination of services.
- 10. © Tech Mahindra2013 TOWS Matrix External Threats 1. Economic slowdown and uncertainty in USA and Europe respectively 2. Increasing presence of foreign IT players in that domain 3. Negative impact of Satyam related litigation External Opportunities 1. Increase in demand for IT solutions to telecom sector 2. Acquisition of Satyam gives visibility in more verticals Internal Weaknesses 1. Lacks traditional telecom network products along with the institutional knowledge to be brought to an engagement model. 2. Potentially vulnerable to a loss of a key client. W-T Tech Mahindra’s is investing heavily in both the NGN IMS Forum and NTAF (Network Test Automation Forum) to help the company increase its profile & visibility with the network operator community and gain potential time to market advantages. Serves well against external competition. W-O Broaden the key customer base to reduce the revenue reliance on the key customers. Programs aimed at new market opportunities and territories are both good ways to win new customers. Internal Strengths 1. Deals with Etisalat and Bharti Zain. Steady revenue is assured 2. Diversified Product Portfolio 3. High brand recall and visibility being one of the top IT companies in India S-T Use brand visibility and manpower to advertise and display competitive strengths in order to address foreign competition and immunity against economic slowdown. S-O Mahindra Satyam has resulted in a broadening of telecom-focused engagements in vertical markets. If Mahindra can quickly demonstrate that it is successfully leveraging its telecom capabilities in vertical markets, it could become difficult to displace its market position.
- 11. © Tech Mahindra2013 Buy Grid Model
- 12. © Tech Mahindra2013
- 13. © Tech Mahindra2013 Buying Phases 1. Problem / need recognition 2. Characteristics, Quantity of needed product 3. Specification of needed product 4. Potential suppliers’ search and qualifications 5. Obtain and analyze supplier proposals 6. Evaluate proposals and select suppliers 7. Select an order routine 8. Performance feedback and evaluation
- 14. © Tech Mahindra2013 Buying Situation – Modified Rebuy Before PeopleSoft 9 SPARC T2 and T3 servers Oracle Exadata Database Machine X2-2 After PeopleSoft 9.2 SPARC T5-4 server Oracle Exadata Database Machine X4-2
- 15. © Tech Mahindra2013 Sheth Model
- 16. © Tech Mahindra2013
- 17. © Tech Mahindra2013 Segmentation, Targeting & Positioning
- 18. © Tech Mahindra2013 Macro Segmentation: Industry TechMahindra BFSI Energy and utilities Healthcare and life sciences Manufacturing Communication Government and Public Sector Sports Media
- 19. © Tech Mahindra2013 BFSI Banking Financial Services Insurance Card & Payments Manufacturing Automotive Aerospace & Defense Process Manufacturing Mining & Metal Energy & Utilities Exploration & Production Refining & Marketing Green & Sustainability solutions Product Engineering Services Communication Telecom Equipment Manufacturers Communication Service Providers Independent Software Vendors Healthcare & Life Sciences Health Insurance Life Sciences Healthcare Provider Government & Public Sector E-Governance Government Higher Education Macro Segmentation: End User Market
- 20. © Tech Mahindra2013 Big Data Cloud Computing Content Delivery Networks Device Testing and Certification Digital Enterprise Services Green and Sustainability Solutions Long term Evolution Internet of things New Generation Supply Chain Smart Grid Spend Management Systems Macro Segmentation : Product Application
- 21. © Tech Mahindra2013 Micro Segmentation Organizational Variables Purchasing situation Phases Customer Experience stage Customer interaction Product innovativeness Organizational capabilities Purchase Situation Variables Inventory requirements Purchase importance Purchasing policies Purchasing criteria Structure of buying center Individual variables Personal characteristics Power structure
- 22. © Tech Mahindra2013 Market Based Segmentation Market Pricing Availability Convenience factors Distribution factors Customer factors Psychographics Branding Multi-branding Market stretching
- 23. © Tech Mahindra2013 Product Based Segmentation Product Quality Performance variances Technical factors Warranty variances Service factor variances Product fragmentation
- 24. © Tech Mahindra2013 Differentiated Targeting M1 - BFSI M2 – Energy & Utilities M3 - Manufacturing P1 – FATCA solution P2 – Water Lifecycle Management P3 - Commodity Trading & Risk Management
- 25. © Tech Mahindra2013 Undifferentiated Targeting ( Manufacturing Industry) M1 – Automotive M2 – Aerospace and Defense M3 – Process Manufacturing P1 – Digital Marketing P2 – Technical Publications P3 – Analytics
- 26. © Tech Mahindra2013
- 27. © Tech Mahindra2013
- 28. © Tech Mahindra2013
- 29. © Tech Mahindra2013
- 30. © Tech Mahindra2013
- 31. © Tech Mahindra2013
- 32. © Tech Mahindra2013 GE Matrix Industry Attractiveness BusinessStrength HIGH MEDIUM LOW LOWMEDIUMHIGH
- 33. © Tech Mahindra2013 Diversification
- 34. © Tech Mahindra2013 Mahindra group launches ‘Mobomoney’, india’s first contact-less digital payment ecosystem Tech Mahindra and WSJ. Custom studios launch ‘in the future’ digital and print Tech Mahindra and Metricstream announce global partnership with launch of GRC center of excellence Mahindra genze and AT&T bring IOT capabilities to two- wheel transportation Tech Mahindra takes Grameen Koota live with temenos T24, boosting delivery of financial services to low-income households Tech Mahindra launches AQTTM, the future of automation AQTTM framework impacts process, quality, user experience, time-to-market and cost-to-deliver.
- 35. © Tech Mahindra2013
- 36. © Tech Mahindra2013
- 37. © Tech Mahindra2013
- 38. © Tech Mahindra2013© Mahindra Satyam 2012 Shubham Gupta (J016) Bhumil Kamdar (J020) Dhruv Mahajan (J023) Ayush Shah (J035) Manav Sheth (J038) Mangalam Singhal (J039) Abishek Kumar (J043)
Editor's Notes
- #7 Good communication is a key to successful marketing, and it is particularly important for positive personal selling results. The buyer-seller dyad is flexible and efficient, closes sales, and provides feedback.
- #8 Mahindra Educational Institutions (MEI): School education, Employability & Technical Education
- #9 The present Tax benefits that the company is enjoying as a result of its ‘Software technology parks’ (STPs) will lapse by 31st march 2010. This will result in further reduction in income for Tech Mahindra. However this factor would be common for other I.T. companies as well.
- #14 For over 10 years, Tech Mahindra had been using Oracle’s PeopleSoft applications to manage 80% of the company’s business processes, such as financials, purchasing, and human resources (HR). After a merger with Mahindra Satyam, Tech Mahindra faced the challenge of integrating up to 150 custom applications, 90% of them running on SQL servers. Low-levels of data visibility between the two companies caused delays in customer response times and diminished competitiveness. Tech Mahindra had a positive experience using PeopleSoft applications for over a decade and decided to upgrade to PeopleSoft 9 to take advantage of new functionality. The company also considered a range of hardware vendors, including Microsoft, IBM, HP, and Dell. It chose Oracle Exadata and the SPARC T5-4 server with Oracle Solaris 11 because Oracle offered a more cost-effective, high-performance, and scalable platform that would enable seamless integration with PeopleSoft applications.
- #15 Purchase orientation: supply management Modified rebuy- Peoplesoft application to manage 80% of business processes such financials, purchasing, and HR (Over 10 yrs) Update to version 9.2 post satyam acquisition Vendors: IBM, Microsoft, HP ,Dell then oracle gave more cost effective high performance After a merger with Mahindra Satyam, Tech Mahindra faced the challenge of integrating up to 150 custom applications, 90% of them running on SQL servers. Low-levels of data visibility between the two companies caused delays in customer response times and diminished competitiveness. Tech Mahindra had a positive experience using PeopleSoft applications for over a decade and decided to upgrade to PeopleSoft 9 to take advantage of new functionality. The company also considered a range of hardware vendors, including Microsoft, IBM, HP, and Dell. It chose Oracle Exadata and the SPARC T5-4 server with Oracle Solaris 11 because Oracle offered a more cost-effective, high-performance, and scalable platform that would enable seamless integration with PeopleSoft applications. Sparc t2, t3, t5-4 servers from oracle
- #16 Ved Prakash Nirbhaya - CIO
- #17 Company Specific Factors Organization Orientation – Supply Chain Management Organization Size – Large ($ 3.9 billion dollar) Degree of Centralization – Highly Centralized Product Specific Factors Time-Pressure – After the merger of Satyam and Tech Mahindra, time constraints over the PeopleSoft 9.2 Perceived Risk – That Oracle might not live up to the expectation of delivering PeopleSoft 9.2 Type of Purchase – Modified Rebuy
- #25 FATCA: Foreign Account Tax Compliance Act
- #35 Governance, Risk and Compliance (GRC)