1. The document analyzes several major Indian IT companies, including Infosys, Wipro, and Satyam. It provides financial analyses for the years 2004-2005, showing growth in revenues, profits, and market valuation for these companies.
2. Key metrics like net profit margins, current ratios, debt ratios, and returns on equity increased for most companies over this period, indicating strong financial performance. Infosys in particular saw a 53% jump in net profits.
3. SWOT analyses identify the companies' strengths in technical expertise and opportunities in new markets, while weaknesses include attrition and threats from increased competition from other global IT firms.
The document provides an overview of Adani Group, an Indian conglomerate company. It discusses Adani Group's businesses which include commodities trading, ports, special economic zones, and energy. It also mentions the group's revenues, locations, employees, and listed companies. Furthermore, it summarizes Adani Group's capabilities in trading, infrastructure development, and future projects in renewable energy and thermal power.
Labour unrest at manesar, plant of maruti suzukiSatyam Chauhan
The document summarizes the labor unrest that occurred at Maruti Suzuki's Manesar plant in Haryana, India in 2012. It describes the history of industrial relations issues at Maruti since 1997. In late 2011 and early 2012, unrest began as local labor leaders demanded the right to form alternative unions. In July 2012, violence broke out after workers demanded large pay increases and benefits. The causes of the unrest are analyzed as wage disparities, lack of trust in management, and workers feeling entitled to more profits. The impacts included a month-long shutdown costing Rs. 1,500 crore and changed hiring policies.
Infosys implemented a new HR initiative called iRace to restructure career paths and align them with business needs. iRace created tougher performance standards, less frequent promotions, and salary increases linked to certification exams. This led to over 4,000 employee resignations in 2010 as people were frustrated with demotions, frozen salaries and increased work hours. The attrition rate rose and employees publicly expressed discontent. HR addressed issues by saying customers expect more experienced staff and it created a lean structure, but analysts called the moves aggressive. Recommendations included considering employee growth needs, basing promotions solely on performance, and allowing employee input in career goals.
Mahindra and Mahindra Limited is an Indian automotive company and one of the largest vehicle manufacturers in India. The company was established in 1945 and is a leader in the tractor and utility vehicle market in India. It has a presence in key automotive sectors including farm equipment, automotive components, infrastructure development, and information technology. The company has grown significantly over the last 5 years at a CAGR of 14% and is expanding its operations globally through partnerships and acquisitions. Mahindra is also focused on corporate social responsibility initiatives in areas like education, environment, and health.
Mahindra & Mahindra is an Indian multinational conglomerate based in India. It operates in key industries such as automotive, farm equipment, defense, IT, and infrastructure development. It has diversified into 18 industries through 114 subsidiary companies. Some of its strategic business units include automotive, farm equipment, financial services, IT, and infrastructure development. It focuses on sustainability and corporate social responsibility through various environmental and social initiatives.
The document provides an overview of ITC Limited, a diversified company in India. It discusses ITC's various business segments including cigarettes, food, personal care, hotels, paper, and agribusiness. It also summarizes ITC's financial performance in recent years, showing increasing revenues and profits across most business segments. Finally, it attempts to suggest future strategies for ITC, such as further diversifying away from tobacco into non-tobacco FMCG and agriculture through mergers and acquisitions.
Mahindra & Mahindra - Proficiencies & Ethics in HRMKaran Bhagatwala
The document provides an overview of a presentation on human resource management. It discusses two modules: [1] the proficiencies required of an HR manager, including communication skills, analytical skills, and integrity; and [2] ethics in HRM, covering areas like compensation, performance reviews, diversity, and privacy issues. The presentation was given by 6 individuals from a multinational automotive and engineering company founded in 1945 with over $14 billion in revenue and 144,000+ employees worldwide.
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians with brands in home and personal care. As the market leader in India, HUL owns brands like Lux, Lifebuoy, Surf Excel, and Brooke Bond tea. While facing competition from companies like ITC and Procter & Gamble, HUL aims to strengthen its rural distribution network through projects like Project Shakti and expand its product portfolio from soaps to food and beverages.
The document provides an overview of Adani Group, an Indian conglomerate company. It discusses Adani Group's businesses which include commodities trading, ports, special economic zones, and energy. It also mentions the group's revenues, locations, employees, and listed companies. Furthermore, it summarizes Adani Group's capabilities in trading, infrastructure development, and future projects in renewable energy and thermal power.
Labour unrest at manesar, plant of maruti suzukiSatyam Chauhan
The document summarizes the labor unrest that occurred at Maruti Suzuki's Manesar plant in Haryana, India in 2012. It describes the history of industrial relations issues at Maruti since 1997. In late 2011 and early 2012, unrest began as local labor leaders demanded the right to form alternative unions. In July 2012, violence broke out after workers demanded large pay increases and benefits. The causes of the unrest are analyzed as wage disparities, lack of trust in management, and workers feeling entitled to more profits. The impacts included a month-long shutdown costing Rs. 1,500 crore and changed hiring policies.
Infosys implemented a new HR initiative called iRace to restructure career paths and align them with business needs. iRace created tougher performance standards, less frequent promotions, and salary increases linked to certification exams. This led to over 4,000 employee resignations in 2010 as people were frustrated with demotions, frozen salaries and increased work hours. The attrition rate rose and employees publicly expressed discontent. HR addressed issues by saying customers expect more experienced staff and it created a lean structure, but analysts called the moves aggressive. Recommendations included considering employee growth needs, basing promotions solely on performance, and allowing employee input in career goals.
Mahindra and Mahindra Limited is an Indian automotive company and one of the largest vehicle manufacturers in India. The company was established in 1945 and is a leader in the tractor and utility vehicle market in India. It has a presence in key automotive sectors including farm equipment, automotive components, infrastructure development, and information technology. The company has grown significantly over the last 5 years at a CAGR of 14% and is expanding its operations globally through partnerships and acquisitions. Mahindra is also focused on corporate social responsibility initiatives in areas like education, environment, and health.
Mahindra & Mahindra is an Indian multinational conglomerate based in India. It operates in key industries such as automotive, farm equipment, defense, IT, and infrastructure development. It has diversified into 18 industries through 114 subsidiary companies. Some of its strategic business units include automotive, farm equipment, financial services, IT, and infrastructure development. It focuses on sustainability and corporate social responsibility through various environmental and social initiatives.
The document provides an overview of ITC Limited, a diversified company in India. It discusses ITC's various business segments including cigarettes, food, personal care, hotels, paper, and agribusiness. It also summarizes ITC's financial performance in recent years, showing increasing revenues and profits across most business segments. Finally, it attempts to suggest future strategies for ITC, such as further diversifying away from tobacco into non-tobacco FMCG and agriculture through mergers and acquisitions.
Mahindra & Mahindra - Proficiencies & Ethics in HRMKaran Bhagatwala
The document provides an overview of a presentation on human resource management. It discusses two modules: [1] the proficiencies required of an HR manager, including communication skills, analytical skills, and integrity; and [2] ethics in HRM, covering areas like compensation, performance reviews, diversity, and privacy issues. The presentation was given by 6 individuals from a multinational automotive and engineering company founded in 1945 with over $14 billion in revenue and 144,000+ employees worldwide.
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians with brands in home and personal care. As the market leader in India, HUL owns brands like Lux, Lifebuoy, Surf Excel, and Brooke Bond tea. While facing competition from companies like ITC and Procter & Gamble, HUL aims to strengthen its rural distribution network through projects like Project Shakti and expand its product portfolio from soaps to food and beverages.
BUSINESS MODELS - SUMMER INTERNSHIP PROJECT REPORTpraveensureshpai
The document is a SIP report for Bestfit Business Solutions that analyzes the company's current business model and provides recommendations to improve profitability. The objectives are to study Bestfit's business model and activities, analyze products/services, costs, revenue, delivery, and recommend a new model.
It summarizes the Indian consulting industry and lists top local and global firms. Bestfit provides consulting services primarily to the BFSI sector. The report introduces business models and their key components.
Problems identified include idle staff, late delivery, lack of marketing/sales, and competitive pricing. Potential solutions investigated sharing resources across service lines, dedicating marketing, and assigning accountability to department heads. The best solution selected is to re
ITC was incorporated in 1910 as Imperial Tobacco Company of India. It has since diversified into various business segments including hotels, paper, FMCG, agri etc. It remains a market leader in cigarettes in India with various brands. ITC entered hotels in 1975 and has various brands across luxury to economy segments. It entered FMCG in 2001 due to regulatory pressures on tobacco and sees growth potential. ITC sources raw materials from farmers through its e-Choupal initiative, building long term relationships. It continues investing in new business areas and product innovation.
Case Study on GE & Jack Welch success StoryAshis Kyal
Jack Welch led a two-decade transformation of GE through restructuring initiatives and an emphasis on performance. He focused the company on its most profitable business lines by selling over 200 businesses and making over 370 acquisitions. Welch also downsized GE's workforce significantly through job cuts and attrition. His strategies centralized command, removed layers of bureaucracy, and aimed to create a culture of innovation and responsiveness where employees at all levels could contribute ideas. Key initiatives included the boundaryless organization, six sigma quality improvement, and developing leaders through competency reviews and training. Overall, Welch significantly reshaped GE into a more competitive and efficient global conglomerate.
The workers resisted the factory's sale for the following key reasons:
- They felt insecure about losing their jobs and livelihoods under the new ownership given Videocon's financial troubles. Selling the factory threatened their employment.
- They had built long careers and commitments at Philips and did not want to start over under a new company.
- Wages were already low and they feared further cuts or delays in payments from Videocon.
The company could have avoided this resistance by:
- Involving the unions more in discussions and addressing their concerns about job security, wages, etc. upfront.
- Finding ways to retain more workers under the new ownership through negotiations.
- Providing
Study of Performance and Compensation at Infosys Ltd.Hitaishi Gupta
Infosys is a global IT consulting firm founded in 1981 with revenues of $6.6 billion. It has a vision to be a globally respected corporation and a mission of fairness, honesty, and courtesy. Infosys values include client value, leadership by example, integrity, fairness, and excellence. Infosys conducts bi-annual performance reviews using tools like PerforMagic and provides compensation based on a lead salary strategy compared to industry. Key areas impacted by performance ratings are incentives, salary reviews, and promotions.
This document is a summer training report submitted by Saurabh Kumar Lohal towards the partial fulfillment of a Bachelor of Business Administration degree. It discusses the marketing strategy of Maruti Suzuki (PVT) Limited. The report includes an introduction to the Indian automobile industry, Maruti Suzuki's product range and market presence, a SWOT analysis of the auto sector, research methodology, company profile, data analysis and interpretations, conclusions, and recommendations. It also acknowledges the guidance received from the project supervisor.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
This document provides an overview of Blue Star Ltd, an Indian air conditioning company. Some key points:
- Blue Star was founded in 1943 and has grown to become India's largest central air conditioning company with annual turnover of Rs 2270 crores.
- It has 5 manufacturing facilities in India that use state-of-the-art equipment to produce consistent, high quality products.
- Blue Star's vision includes delivering excellent customer experience, profitable growth, and being a responsible corporate citizen.
- Some major milestones in Blue Star's history include establishing manufacturing operations, securing major agency partnerships, and executing large projects in India and the Middle East.
- Blue Star has rigorous manufacturing processes that utilize
The document compares and contrasts the management systems of two companies, ACME and OMEGA. ACME has a hierarchical and top-down structure with defined job parameters, centralized decision-making, and formal communication. OMEGA has a flat structure, informal communication, loosely defined jobs, and decisions made by management teams based on feedback. The document also discusses how ACME's structured approach makes it more effective for high-volume manufacturing but may struggle in unprecedented situations.
Hcl summer internship project A STUDY ON CONSUMER BEHAVIORvikramkr3116
This document provides a timeline of key events in the history of HCL from 1976 to 1998. It outlines HCL developing India's first indigenous microcomputer in 1978, three years before IBM's PC. In the 1980s, HCL introduced various technologies and expanded operations internationally. HCL's R&D was spun off as HCL Technologies in 1997 to focus on software services, while HCL Infosystems focused on hardware, networking and infrastructure services. By 1998, HCL had facilities in multiple Indian cities and partnerships with major technology companies.
Wipro was incorporated in 1945 as Western India Vegetable Products in Mumbai. It was initially setup to manufacture vegetable ghee and oils. In 1966, Azim Premji took over as chairman after his father's death. Key events include diversifying into IT in 1980, changing the name to Wipro in 1982, and going global in 1992. Wipro now has over 148,000 employees serving 900 clients in 57 countries. It provides IT services and products including hardware, software, and consumer care products. Major competitors include TCS, Infosys, Tech Mahindra and HCL Technologies.
Dabur is India's fourth largest fast moving consumer goods company with an annual turnover of over Rs. 15 billion. It has a wide distribution network of over 1.5 million retail outlets across India as well as manufacturing plants. Dabur follows an umbrella branding strategy with all products under the trusted Dabur brand name. It uses a three tier distribution system to make products widely available. The company focuses on herbal and natural products to meet consumer demand in India and maintains competitive pricing through cost control and occasional price hikes.
ITC Limited is an Indian conglomerate headquartered in Kolkata, West Bengal. It was founded in 1920 as Imperial Tobacco Company and has diversified into FMCG, hotels, paperboards, packaging, and agribusiness. The presentation discusses ITC's performance management system, including its vision to be one of India's most valuable corporations through world-class performance. ITC's FMCG division includes tobacco, personal healthcare, lifestyle retailing, food, stationery, matches, and incense sticks. The performance management cycle at ITC consists of four main steps: plan, act, monitor, and review.
Hero MotoCorp was originally established in 1984 as a joint venture between Hero Group of India and Honda of Japan called Hero Honda Motors Ltd. In 2010, Honda decided to terminate the joint venture and Hero Group bought out Honda's 26% stake, renaming the company Hero MotoCorp. Hero MotoCorp is now the largest motorcycle and scooter manufacturer in India with a 46% market share in the two-wheeler category. The document provides details on the history and formation of Hero MotoCorp, its operations, products, and financial performance.
Infosys is an Indian multinational corporation that provides business consulting, information technology and outsourcing services. It has a vision to be a globally respected corporation providing best-in-class business solutions using technology and delivered by best-in-class people. Its mission is to achieve objectives in a fair, honest and courteous environment for clients, employees, vendors and society. Infosys uses strategies like global delivery model, moving up the value chain and a PSPD model for risk management, and focuses on markets like India, Middle East and Australia and new products and services in growing sectors.
Dabur India Ltd is India's leading FMCG company with revenues of about US$750 million annually. Dabur Chyawanprash enjoys a market share of 61% in the chyawanprash category. The report analyzes the marketing strategies and mix of Dabur Chyawanprash, focusing on how Dabur pioneered the branded chyawanprash category in the 1950s and has invested heavily in product development, clinical studies, and consumer awareness since. Various recommendations are provided based on analyses like BCG matrix, Ansoff's product grid, and SWOT analysis.
HR PRACTICES IN INFOSYS TANVI SINGHVI.pptxAstha589814
Infosys has strong human resource practices that have made it a top employer. It recruits top talent through a rigorous selection process and provides intensive 14-week training. All employees undergo annual training and some receive leadership training. Infosys was one of the first companies to offer stock options and uses a variable compensation structure tied to individual, team, and company performance. The document discusses Infosys' recruitment, selection, training, performance management, and compensation practices in detail.
Cipla is an Indian pharmaceutical company with a global presence in 170 countries. It aims to ensure access to affordable medicines. The summary discusses Cipla's supply chain management and logistics processes, including:
1) Procuring raw materials from suppliers and conducting manufacturing at its 34 plants in India.
2) Storing finished goods in warehouses using inventory control systems before distribution.
3) Transporting drugs to retailers, medical stores, laboratories and customers through distribution centers.
Bharat Heavy Electricals Ltd (BHEL) is India's largest power equipment manufacturer. It has over 180 products and provides equipment to core sectors like power, transmission, and industry. While BHEL has a large order backlog, its profitability has been decreasing in recent years due to higher costs and delays in order fulfillment. However, it remains financially sound with a strong order pipeline.
John Simmins is the Applications Manager for Southern Maryland Electric Cooperative. He has over 15 years of experience in IT and project management, including experience in manufacturing, supply chain management, and the electric utility industry. He holds a B.S. and Ph.D. in engineering.
This document provides an overview of AsiaInfo, a leading provider of telecom software and IT security solutions in China. It discusses AsiaInfo's business units in telecom software solutions and IT security products/services. The telecom software solutions business is the core growth driver. The document also covers AsiaInfo's market position in China's rapidly growing telecom market, fueled by China's strong economic growth and increasing demand for telecom services. AsiaInfo's software revenue continues to outpace carriers' capital expenditures in China.
BUSINESS MODELS - SUMMER INTERNSHIP PROJECT REPORTpraveensureshpai
The document is a SIP report for Bestfit Business Solutions that analyzes the company's current business model and provides recommendations to improve profitability. The objectives are to study Bestfit's business model and activities, analyze products/services, costs, revenue, delivery, and recommend a new model.
It summarizes the Indian consulting industry and lists top local and global firms. Bestfit provides consulting services primarily to the BFSI sector. The report introduces business models and their key components.
Problems identified include idle staff, late delivery, lack of marketing/sales, and competitive pricing. Potential solutions investigated sharing resources across service lines, dedicating marketing, and assigning accountability to department heads. The best solution selected is to re
ITC was incorporated in 1910 as Imperial Tobacco Company of India. It has since diversified into various business segments including hotels, paper, FMCG, agri etc. It remains a market leader in cigarettes in India with various brands. ITC entered hotels in 1975 and has various brands across luxury to economy segments. It entered FMCG in 2001 due to regulatory pressures on tobacco and sees growth potential. ITC sources raw materials from farmers through its e-Choupal initiative, building long term relationships. It continues investing in new business areas and product innovation.
Case Study on GE & Jack Welch success StoryAshis Kyal
Jack Welch led a two-decade transformation of GE through restructuring initiatives and an emphasis on performance. He focused the company on its most profitable business lines by selling over 200 businesses and making over 370 acquisitions. Welch also downsized GE's workforce significantly through job cuts and attrition. His strategies centralized command, removed layers of bureaucracy, and aimed to create a culture of innovation and responsiveness where employees at all levels could contribute ideas. Key initiatives included the boundaryless organization, six sigma quality improvement, and developing leaders through competency reviews and training. Overall, Welch significantly reshaped GE into a more competitive and efficient global conglomerate.
The workers resisted the factory's sale for the following key reasons:
- They felt insecure about losing their jobs and livelihoods under the new ownership given Videocon's financial troubles. Selling the factory threatened their employment.
- They had built long careers and commitments at Philips and did not want to start over under a new company.
- Wages were already low and they feared further cuts or delays in payments from Videocon.
The company could have avoided this resistance by:
- Involving the unions more in discussions and addressing their concerns about job security, wages, etc. upfront.
- Finding ways to retain more workers under the new ownership through negotiations.
- Providing
Study of Performance and Compensation at Infosys Ltd.Hitaishi Gupta
Infosys is a global IT consulting firm founded in 1981 with revenues of $6.6 billion. It has a vision to be a globally respected corporation and a mission of fairness, honesty, and courtesy. Infosys values include client value, leadership by example, integrity, fairness, and excellence. Infosys conducts bi-annual performance reviews using tools like PerforMagic and provides compensation based on a lead salary strategy compared to industry. Key areas impacted by performance ratings are incentives, salary reviews, and promotions.
This document is a summer training report submitted by Saurabh Kumar Lohal towards the partial fulfillment of a Bachelor of Business Administration degree. It discusses the marketing strategy of Maruti Suzuki (PVT) Limited. The report includes an introduction to the Indian automobile industry, Maruti Suzuki's product range and market presence, a SWOT analysis of the auto sector, research methodology, company profile, data analysis and interpretations, conclusions, and recommendations. It also acknowledges the guidance received from the project supervisor.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
This document provides an overview of Blue Star Ltd, an Indian air conditioning company. Some key points:
- Blue Star was founded in 1943 and has grown to become India's largest central air conditioning company with annual turnover of Rs 2270 crores.
- It has 5 manufacturing facilities in India that use state-of-the-art equipment to produce consistent, high quality products.
- Blue Star's vision includes delivering excellent customer experience, profitable growth, and being a responsible corporate citizen.
- Some major milestones in Blue Star's history include establishing manufacturing operations, securing major agency partnerships, and executing large projects in India and the Middle East.
- Blue Star has rigorous manufacturing processes that utilize
The document compares and contrasts the management systems of two companies, ACME and OMEGA. ACME has a hierarchical and top-down structure with defined job parameters, centralized decision-making, and formal communication. OMEGA has a flat structure, informal communication, loosely defined jobs, and decisions made by management teams based on feedback. The document also discusses how ACME's structured approach makes it more effective for high-volume manufacturing but may struggle in unprecedented situations.
Hcl summer internship project A STUDY ON CONSUMER BEHAVIORvikramkr3116
This document provides a timeline of key events in the history of HCL from 1976 to 1998. It outlines HCL developing India's first indigenous microcomputer in 1978, three years before IBM's PC. In the 1980s, HCL introduced various technologies and expanded operations internationally. HCL's R&D was spun off as HCL Technologies in 1997 to focus on software services, while HCL Infosystems focused on hardware, networking and infrastructure services. By 1998, HCL had facilities in multiple Indian cities and partnerships with major technology companies.
Wipro was incorporated in 1945 as Western India Vegetable Products in Mumbai. It was initially setup to manufacture vegetable ghee and oils. In 1966, Azim Premji took over as chairman after his father's death. Key events include diversifying into IT in 1980, changing the name to Wipro in 1982, and going global in 1992. Wipro now has over 148,000 employees serving 900 clients in 57 countries. It provides IT services and products including hardware, software, and consumer care products. Major competitors include TCS, Infosys, Tech Mahindra and HCL Technologies.
Dabur is India's fourth largest fast moving consumer goods company with an annual turnover of over Rs. 15 billion. It has a wide distribution network of over 1.5 million retail outlets across India as well as manufacturing plants. Dabur follows an umbrella branding strategy with all products under the trusted Dabur brand name. It uses a three tier distribution system to make products widely available. The company focuses on herbal and natural products to meet consumer demand in India and maintains competitive pricing through cost control and occasional price hikes.
ITC Limited is an Indian conglomerate headquartered in Kolkata, West Bengal. It was founded in 1920 as Imperial Tobacco Company and has diversified into FMCG, hotels, paperboards, packaging, and agribusiness. The presentation discusses ITC's performance management system, including its vision to be one of India's most valuable corporations through world-class performance. ITC's FMCG division includes tobacco, personal healthcare, lifestyle retailing, food, stationery, matches, and incense sticks. The performance management cycle at ITC consists of four main steps: plan, act, monitor, and review.
Hero MotoCorp was originally established in 1984 as a joint venture between Hero Group of India and Honda of Japan called Hero Honda Motors Ltd. In 2010, Honda decided to terminate the joint venture and Hero Group bought out Honda's 26% stake, renaming the company Hero MotoCorp. Hero MotoCorp is now the largest motorcycle and scooter manufacturer in India with a 46% market share in the two-wheeler category. The document provides details on the history and formation of Hero MotoCorp, its operations, products, and financial performance.
Infosys is an Indian multinational corporation that provides business consulting, information technology and outsourcing services. It has a vision to be a globally respected corporation providing best-in-class business solutions using technology and delivered by best-in-class people. Its mission is to achieve objectives in a fair, honest and courteous environment for clients, employees, vendors and society. Infosys uses strategies like global delivery model, moving up the value chain and a PSPD model for risk management, and focuses on markets like India, Middle East and Australia and new products and services in growing sectors.
Dabur India Ltd is India's leading FMCG company with revenues of about US$750 million annually. Dabur Chyawanprash enjoys a market share of 61% in the chyawanprash category. The report analyzes the marketing strategies and mix of Dabur Chyawanprash, focusing on how Dabur pioneered the branded chyawanprash category in the 1950s and has invested heavily in product development, clinical studies, and consumer awareness since. Various recommendations are provided based on analyses like BCG matrix, Ansoff's product grid, and SWOT analysis.
HR PRACTICES IN INFOSYS TANVI SINGHVI.pptxAstha589814
Infosys has strong human resource practices that have made it a top employer. It recruits top talent through a rigorous selection process and provides intensive 14-week training. All employees undergo annual training and some receive leadership training. Infosys was one of the first companies to offer stock options and uses a variable compensation structure tied to individual, team, and company performance. The document discusses Infosys' recruitment, selection, training, performance management, and compensation practices in detail.
Cipla is an Indian pharmaceutical company with a global presence in 170 countries. It aims to ensure access to affordable medicines. The summary discusses Cipla's supply chain management and logistics processes, including:
1) Procuring raw materials from suppliers and conducting manufacturing at its 34 plants in India.
2) Storing finished goods in warehouses using inventory control systems before distribution.
3) Transporting drugs to retailers, medical stores, laboratories and customers through distribution centers.
Bharat Heavy Electricals Ltd (BHEL) is India's largest power equipment manufacturer. It has over 180 products and provides equipment to core sectors like power, transmission, and industry. While BHEL has a large order backlog, its profitability has been decreasing in recent years due to higher costs and delays in order fulfillment. However, it remains financially sound with a strong order pipeline.
John Simmins is the Applications Manager for Southern Maryland Electric Cooperative. He has over 15 years of experience in IT and project management, including experience in manufacturing, supply chain management, and the electric utility industry. He holds a B.S. and Ph.D. in engineering.
This document provides an overview of AsiaInfo, a leading provider of telecom software and IT security solutions in China. It discusses AsiaInfo's business units in telecom software solutions and IT security products/services. The telecom software solutions business is the core growth driver. The document also covers AsiaInfo's market position in China's rapidly growing telecom market, fueled by China's strong economic growth and increasing demand for telecom services. AsiaInfo's software revenue continues to outpace carriers' capital expenditures in China.
Globalization: Opportunities for Information Professionals by Larisa BrigevichSLA DSOC
This document summarizes the transformation of an investment firm's global research library over a decade from a paper-based archive to a global leader through innovation and embracing new technologies. Key aspects included expanding from 4 librarians across 1 location to 17 librarians across 5 global locations, increasing the client base from 12 locations to over 40 locations, and developing new tools like online request forms, global news services, literature guides, and idea mapping to better serve clients anywhere in the world. Challenges along the way included managing a global team across cultures and locations, but a focus on talent development, continuous learning, and a collaborative mindset helped drive success.
Patent Connect aims to connect intellectual property owners with companies that can commercialize innovations. Their mission is to create profits for both sides by brokering patent licensing and royalty agreements. The business plan projects rapid revenue growth from $50,000 in year 1 to $15 million in year 5, with net profits increasing from losses to $9.5 million in year 5. Patent Connect requires $1 million in initial funding to launch operations connecting university patent portfolios with interested industries.
The Indian pharmaceutical industry has grown significantly over the past few decades. It now supplies over 50% of global demand for various vaccines and over 40% of generic demand in the US. The industry is expected to reach $20-23 billion by 2015, growing at 8-9% annually. Key strengths that have enabled this growth include low manufacturing costs, a large skilled workforce, and a strong domestic market. However, the industry still lags in innovation and must invest more in research to compete globally.
This document discusses an online portal called B-Onn that aims to be a one-stop shop for various online services in India. It currently hosts 15 portals covering topics like jobs, matrimony, real estate, education, and more. The document outlines B-Onn's business model, growth strategy, and affiliate program for earning income. It highlights India's rapidly growing internet and e-commerce sector as a major opportunity. The overall objective is to maximize growth opportunities in the Indian internet market through B-Onn and its range of online services.
Biotechnology Industry in India (2011), a graphical snapshotAviroop Banik
The biotechnology industry in India grew from INR 8,541 crores in revenue in 2006-2007 to INR 20,440 crores in 2011-2012. Biopharma contributes the majority of revenue at 62% while bioinformatics and bioindustrial contribute the least. Overall growth rates were positive but declined from 21.48% to 18.5% from 2010-2011. The bioservices and bioagriculture sectors saw the highest compound annual growth rates over the six-year period.
TV Today Network Ltd is India's No. 1 News Network. It owns and operates several news channels including Aaj Tak, which has consistently been the highest viewed news channel in India, regularly achieving viewership 30% higher than its closest competitor. The news genre has seen exponential growth in India, with advertising revenues for news channels growing significantly faster than total television advertising revenues. Aaj Tak's programs and brands like Sabse Tez are leading this growth, cementing its position as the most trusted and widely viewed news source in India.
The annual report summarizes Nikon's performance for the fiscal year ended March 2012. While the flooding in Thailand and a strong yen impacted results, Nikon achieved increased revenue and earnings overall. The Precision Equipment Business saw greater revenue and earnings that offset weaker results in the Imaging Products Business, affected by Thailand. Going forward, Nikon will remain committed to offering new value and continuing growth, following its philosophy of trustworthiness and creativity.
Presentación del programa de aceleración del programa TechBA Monterreal y TechBA Austin, que apoya a las pequeñas y medianas empresas a expandirse a mercados internacionales
Wipro is an Indian multinational IT consulting and system integration services company headquartered in Bangalore, India. It was founded in 1945 as a manufacturer of vegetable oils but later transitioned to IT services. Wipro is now one of India's largest publicly traded companies and the seventh largest IT services firm worldwide, with over $8 billion in revenue. The company has over 1.5 lakh employees serving clients in over 60 countries. While initially focused on software services and BPO, Wipro has diversified into several other sectors like consumer care, lighting, healthcare and infrastructure engineering through spin-offs.
The document is an introduction chapter that discusses what MIS is, the importance of information technology for business, and provides an outline of topics that will be covered in the course including technology, networks, databases, security, e-commerce, management, decision making, strategy, and the role of MIS in organizations and society. It seeks to help students understand how MIS can help them in their jobs and analyze business problems.
VIVA Financial Advisor Private Limited is emerging as a leading financial services firm in India, with memberships in major stock and commodity exchanges. It is registered under Master Capital Securities Limited and promoted by chartered accountants. VIVA has a nationwide network and offers various financial products and services. It provides business development support, back office software, training, research, and advisory services to help its business associates grow. The document outlines the capital costs, expenses, revenue potential, and profit projections for business associates partnering with VIVA. Requirements for registration include application forms, address and identity proofs, and qualification documents.
Venture-backed M&A valuations rose 50% in Q1 2005 compared to Q4 2004, with 44 deals totaling $4.2 billion, up from 47 deals totaling $2.8 billion in the previous quarter. The biotechnology sector saw the largest total disclosed value at $1.2 billion from 4 deals. Software companies remained the most active sector, comprising 28 of the 77 deals, with a total reported value of $846.1 million, up from $401.1 million in Q4 2004. The increase in M&A activity occurred as the IPO market remained lackluster in Q1 with only 10 companies going public for $720.7 million.
This document provides an introduction and overview of services. It defines services as intangible deeds, processes, and performances that may include tangible components and are typically produced and consumed simultaneously. The document outlines some key challenges in services like quality, communication, and coordination. It provides examples of common service industries and discusses how the proportion of services in economies has increased over time. Finally, it discusses differences between goods and services and introduces an expanded 7 Ps marketing mix framework for services, focusing on people, physical evidence, and processes in addition to the traditional 4 Ps.
Wipro is a global information technology, consulting and business process services company that has transformed from a vegetable oil producer to a $7 billion IT company over the past 70 years. The document provides an overview of Wipro's history, business units including IT services, infrastructure engineering, consumer care and lighting, and leadership team. It highlights Wipro's growth story and financial performance over time.
Wat de uroloog van mobile technologie zou moeten wetenSynappz
Mobile technology is revolutionizing healthcare by putting powerful medical tools into the hands of both medical professionals and consumers. The mobile market is growing rapidly, with more smartphones sold each year than personal computers. This trend is driving innovation in medical apps, with over 7,000 professional medical apps and 18,000 consumer health apps projected by 2013. However, ensuring the quality, privacy, security and effective implementation of these apps remains a major challenge if mobile is to truly reinvent healthcare.
Avectra is an industry leader providing social CRM solutions to associations and non-profits. Their solutions help drive member relevance, retention, recruitment, and revenues through features like private social communities, content management, and CRM integration. Partnering with Avectra provides opportunities to diversify revenue through a subscription model and recurring renewals, while addressing a growing $4.6 billion social business market and large association sector.
Transcom is a leading global BPO provider with over 20,000 employees serving clients from 75 sites across 29 countries. It provides a range of customer interaction solutions including customer care, sales, support, credit management, and additional business services. Since being founded in 1995, Transcom has experienced strong growth through expanding its global footprint and making acquisitions, with its network now spanning Europe, North and South America, and Asia. It aims to continue growing strategically through further geographic and service line expansion.
This project report analyzes the market operations of business partners in the stock broking industry and their future prospects. The objective is to understand the strategies, services, and opportunities of competitors. Through a survey of 50 business partners, the report finds that while most brokers offer good product support and processing, marketing assistance is poor. It also finds opportunities in changing demographics, economic growth, and increasing investment. The conclusion is that Reliance Money has advantages in brand, price, and products, and the overall industry has a bright future with more investors and money movement. Suggestions include improved training, promotions, and streamlining documentation processes.
There are several types of sales quotas that can be used including sales volume, dollar sales volume, unit sales volume, and point sales quotas. Sales volume quotas are the most common and communicate a sales target for a given time period. Budget quotas can also be used to set targets for expenses, gross margins, or net profits. Combination quotas control both selling and non-selling activities by combining different performance metrics into a single measure. When establishing a quota system, management must ensure quotas are accurate, fair, attainable, and accepted by the sales force.
The document describes Howard's behavioural equation theory of the buying process. It includes 4 key elements - drives, cues, response, and reinforcement. Howard incorporates these into an equation: B = P x D x K x V, where B is response (purchase), P is predisposition, D is drive level, K is incentive potential, and V is cue intensity. The salesperson can influence each of these factors and thus the buying process. The document also discusses different sales organization structures like line, line-staff, and functional organizations.
1) Sales organizations are structured to coordinate sales activities, define roles and responsibilities, and optimize executive time.
2) There are three main types of sales organization structures - line, line and staff, and functional. Line structures keep communication simple but lack planning. Line and staff structures use specialists to assist executives but increase costs. Functional structures highly specialize roles.
3) Factors like customer needs, products, size, and personnel determine the best sales organization structure for a company.
The document outlines J.A. Howard's behavioural equation theory of marketing which identifies 4 key elements: drives, cues, response, and reinforcement. It then provides details on each element, such as the two types of drives (innate and learned), the two types of cues (triggering and non-triggering), and how reinforcement strengthens responses. The theory is expressed through an equation, B=p X D X K X V, relating response to predisposition, drive, incentive potential, and cues. The document also discusses how salespeople can influence the variables in the equation to make sales.
This document outlines accounting standards for amalgamations in India. It defines amalgamations and the two types: amalgamations in the nature of a merger and amalgamations in the nature of a purchase. It describes the two methods of accounting for amalgamations - the pooling of interests method and the purchase method - and how they are applied based on the type of amalgamation. It also provides guidance on accounting treatments for consideration, reserves, goodwill, and balances of profit and loss accounts in amalgamations.
The document discusses securitization, which involves a corporation transferring assets like mortgages or receivables to a special purpose vehicle (SPV) that issues securities backed by those assets. The key aspects of securitization include bankruptcy remoteness of the assets, credit enhancement to obtain high credit ratings, and structuring cash flows and securities to meet investor needs.
The document is a master circular from the Reserve Bank of India providing guidance to banks on housing finance. It covers topics such as direct and indirect housing finance, loans under priority sector lending, refinance from RBI, construction activities eligible for financing, reporting requirements, and opening specialized housing finance branches. The circular consolidates all existing circulars on housing finance into a single document for ease of reference.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses factoring, which is an arrangement where a firm sells its receivables to a financial institution called a factor. The factor then provides financing to the firm, maintains accounts/ledgers related to receivables, collects on receivables from customers on behalf of the firm, and assumes the risk of payment defaults by customers. There are different types of factoring arrangements depending on whether the firm retains liability for unpaid receivables. The key entities involved are the client firm, its customers who owe payment, and the factor.
This document provides an overview of leveraged buyouts (LBOs). It discusses that an LBO involves acquiring a company using a substantial amount of borrowed funds. It then summarizes the history and growth of LBOs from the 1980s through today. Finally, it outlines the typical structure of an LBO transaction including the types of debt and equity used, as well as exit strategies and criteria for evaluating potential LBO targets.
The document summarizes the evolution of India's takeover code, which regulates mergers and acquisitions. It discusses 3 key phases: [1] Before 1990, takeovers were regulated by various acts but hostile takeovers were almost impossible. [2] In 1990, amendments were made lowering the threshold for public offers to 10% and requiring disclosure at 5%, but issues remained. [3] In 1994, SEBI issued comprehensive takeover regulations, introducing provisions around negotiated deals, open offers, and minimum shareholding levels, though some conflicts existed. The takeover code aimed to increase transparency and shareholder protection during corporate acquisitions and control changes.
The document contains financial information about multiple companies including Educomp, Everonn, and Edserv Softsyst. It also contains valuation information for TARAhaat using different valuation methods at different points in time, showing changes in enterprise value, stake value, and internal rate of return. Finally, it shows historical revenue, EBITDA, net profit, and implied valuation multiples for several companies from FY09.
The document appears to be stock market data showing the monthly opening, high, low, and closing prices for a stock or index fund over a 24 month period from January 2007 to December 2008. It also includes columns for price to earnings ratio and price to book value for each month. The data shows the prices fluctuating each month with an overall decline from January 2007 highs to lows in late 2008 during the financial crisis.
The document discusses successful post-merger integration and realizing synergies between merged companies. It notes that while cost-cutting is often a focus, truly achieving synergies requires engaging employees from both companies. It recommends conducting cultural due diligence during mergers and involving employees from both companies in integration project teams. If done properly through clear vision, communication, and focus on cultural and human aspects, mergers can provide opportunities for growth and innovation rather than just reductions.
The document outlines details of a 20-year mortgage for $1,000,000 with a 10% interest rate and 240 monthly payments of $9,650.22. It shows the payment schedule, remaining balance, interest accrued, and remaining cost of the mortgage over the full repayment period. Extra lump sum payments of $20,000 are also noted to be applied to the principal, lowering the remaining balance and cost of the mortgage over time.
The document discusses business valuation methods like the market approach, comparable transactions approach, and sum-of-parts method. It then discusses the synergy trap that acquirers can fall into when pursuing acquisitions based primarily on projected synergies. Acquirers often overpay for acquisitions due to unrealistic synergy projections, setting high performance targets that acquired companies struggle to meet. Studies find that most acquisition programs fail financially due to paying too high a premium without considering integration challenges. The document emphasizes that acquirers must quantify required synergies upfront to justify paying acquisition premiums.
This document discusses various methods for valuing a business, including:
1) The asset approach values a business based on its assets and liabilities. The income approach values a business based on its expected future earnings by using methods like discounted cash flow analysis.
2) The market approach values a business based on comparisons to similar publicly traded companies.
3) Key aspects of valuation methods are discussed in more detail, including calculating cost of capital and dealing with factors like control premiums and discounts.
4) The document emphasizes that valuation requires significant judgment and there may be different values depending on strategic interests and other factors.
The document discusses corporate restructuring in the cement and tea industries in India. It provides three key points:
1) The cement industry in India is highly fragmented with many small players having excess capacity, leading to consolidation in the industry through mergers and acquisitions. The market share of the top six cement companies in India increased from 40.1% in 1997 to 50.5% in 2001.
2) For the tea industry, the document analyzes costs at different stages of the value chain from tea gardens to packaged tea and loose tea wholesalers. It finds operating margins are negative for auctioned tea but range from 7.5-12% for downstream processed and packaged tea.
3)
Corporate restructuring involves identifying the best option to address a company's challenges and opportunities, valuing potential gains, and navigating legal and regulatory issues. The goals are to achieve corporate objectives, unlock value, and fulfill stakeholder needs through internal restructuring, external restructuring, and aligning manager and owner interests. Case studies of companies like Reliance Industries and BP illustrate how vision statements guide restructuring efforts to maximize long-term shareholder value.
Confirmation of Payee (CoP) is a vital security measure adopted by financial institutions and payment service providers. Its core purpose is to confirm that the recipient’s name matches the information provided by the sender during a banking transaction, ensuring that funds are transferred to the correct payment account.
Confirmation of Payee was built to tackle the increasing numbers of APP Fraud and in the landscape of UK banking, the spectre of APP fraud looms large. In 2022, over £1.2 billion was stolen by fraudsters through authorised and unauthorised fraud, equivalent to more than £2,300 every minute. This statistic emphasises the urgent need for robust security measures like CoP. While over £1.2 billion was stolen through fraud in 2022, there was an eight per cent reduction compared to 2021 which highlights the positive outcomes obtained from the implementation of Confirmation of Payee. The number of fraud cases across the UK also decreased by four per cent to nearly three million cases during the same period; latest statistics from UK Finance.
In essence, Confirmation of Payee plays a pivotal role in digital banking, guaranteeing the flawless execution of banking transactions. It stands as a guardian against fraud and misallocation, demonstrating the commitment of financial institutions to safeguard their clients’ assets. The next time you engage in a banking transaction, remember the invaluable role of CoP in ensuring the security of your financial interests.
For more details, you can visit https://technoxander.com.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Budgeting as a Control Tool in Government Accounting in Nigeria
Being a Paper Presented at the Nigerian Maritime Administration and Safety Agency (NIMASA) Budget Office Staff at Sojourner Hotel, GRA, Ikeja Lagos on Saturday 8th June, 2024.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
How to Identify the Best Crypto to Buy Now in 2024.pdfKezex (KZX)
To identify the best crypto to buy in 2024, analyze market trends, assess the project's fundamentals, review the development team and community, monitor adoption rates, and evaluate risk tolerance. Stay updated with news, regulatory changes, and expert opinions to make informed decisions.
Monthly Market Risk Update: June 2024 [SlideShare]Commonwealth
Markets rallied in May, with all three major U.S. equity indices up for the month, said Sam Millette, director of fixed income, in his latest Market Risk Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
2. Example: Infosys
Finacle, a product of the company is
recognized as the world's scalable open-
ended system based on providing core-
banking solutions.
In the year 2004, it crossed the billion-
revenue mark.
As on 31/03/2005, promoters held 21.76 %
shares of the company while institutional
investors held 47.62 %. Other investors and
the general public held 11.62% and 19.01 %
respectively.
Dr. Jitendra Mahakud 2
3. Financial Analysis as on March
31 2005
53.15% jumps in net profit
Operating income of the company
grew by 44.08%
Operating profit grew by 47.73%
Net profit margin was up by 182 basis
points to 27.25% from 25.43% for the
year under review.
Dr. Jitendra Mahakud 3
4. Infosys Vs. Index
Company & Index
7000 10000
9000
6000
8000
5000
Infosys Market Price
7000
Sensex Indices
6000
4000
5000
3000
4000
2000 3000
2000
1000
1000
0 0
1999-00 2000-01 2001-02 2002-03 2003-04
Sensex Infosys
Dr. Jitendra Mahakud 4
6. SWOT Analysis of Infosys
Strengths:
Good brand recall amongst decision-makers.
Strong technical expertise
Weaknesses:
Attrition amongst key professionals, especially on the
delivery side.
Inability to take on the Global Big Five in terms of scale.
Opportunities:
Growth in package implementation, consulting services and
availability of cash reserves to pursue acquisitions
Threats:
MNCs building offshore capabilities, anti-off shoring lobby in
Western markets
Dr. Jitendra Mahakud 6
7. WIPRO
Wipro is the largest company in India in
terms of market capitalization.
The company operates through five
principal business segments: Global IT
Services and Products, IT Enabled
Services, India and Asia-Pac IT Services
and Products, Consumer Care and
Lighting and Health Science.
Dr. Jitendra Mahakud 7
8. Financial Analysis as on March
31 2005
The net profit growth has increased
from 23.3% to 56.5%
The company gross profit margin is
24.9%
The company decided to lessen the
dividend this year which Rs. 29 per
share to Rs. 5 per share.
Dr. Jitendra Mahakud 8
9. One year Wipro’s comparative
graph with BSE
…………. – WIPRO ………....- BSE Sensex
Dr. Jitendra Mahakud 9
10. SWOT Analysis of Wipro
Strengths:
The company has brand recognition.
The company provides quality products.
The company has strong licensing networks.
The company has a strong economic base.
The company does an effective advertising campaigning.
The company is growing in international markets.
Weaknesses:
There is lack of backward and forward integration in the company.
The company’s revenues are highly dependent on its IT service sales.
The company is possibly slow in technology development.
The company has no clear future plan.
Opportunities:
IT boom back after the debacle of 9/11.
Offshore outsourcing is being increasingly accepted as a strategic imperative by more organizations
today
Threats:
There are new technologies available for small engines that the company cannot compete with.
There are new entrants into the market.
Dr. Jitendra Mahakud 10
11. Satyam
Satyam Computer Services Ltd (Satyam) is a leading
global consulting and IT services company
It has excellent domain competencies in verticals
such as Automotive, Banking & Financial Services,
Insurance & Healthcare, Manufacturing, and in
TIMES i.e. the Telecom, Infrastructure, Media,
Entertainment & Semiconductors sector.
As on 31/03/05 the Promoters, Institutional
Investors, General Public and Others held 15.67%,
66.96%, 4.47% and 12.90% of the share holding
pattern of the company respectively.
Dr. Jitendra Mahakud 11
12. Financial Analysis as on March
31 2005
There is 36.30% growth in sales.
There is a 28.38% growth in operating
profit
Gross profit increased by 25.52%
Net profit margin increased by 238
basis points from19.40 % to 21.78%
Dr. Jitendra Mahakud 12
13. Company and Index
Company & Index
7000 5000
4500
6000
4000
5000 3500
Satyam Market Price
3000
4000
Sexsex
2500
3000
2000
2000 1500
1000
1000
500
0 0
1999-00 2000-01 2001-02 2002-03 2003-04
Sensex Satyam
Dr. Jitendra Mahakud 13
15. SWOT Analysis of Satyam
Strengths:
They have the third largest market share in India.
Satyam has a strong financial position. Company revenues and earnings have been
rising steadily, a low tax rate
Weaknesses:
Satyam is smaller in size compared to its direct competitors. Infosys, Wipro, Tata,
CSC, are all multibillion.
The company’s revenues are highly dependent on its IT service sales
Opportunities:
Satyam has been selected by Check Free Investment Services (CIS), to become the
partner to CIS in the development of its next generation Check Free EPL(TM) platform.
Offshore outsourcing is being increasingly accepted as a strategic imperative by more
organizations today
Threats:
Lot of competition in this industry including pricing pressures and technological
development.
Changes in political, economic or other factors such as currency exchange rates,
inflation rates affect the worldwide business in each of the company’s Operations
Dr. Jitendra Mahakud 15
16. Current Ratio
Current Ratio
8
6 Satyam
Number
4 Infosys
2 Wipro
0
Mar Mar Mar Mar Mar Mar
2000 2001 2002 2003 2004 2005
Satyam 4.93 3.44 6.81 4.51 5.34 5.74
Infosys 4.18 2.9 3.09 3.16 2.03 3.2
Wipro 1.66 2.98 3.79 3.29 2.01 2.53
Year
Dr. Jitendra Mahakud 16
17. Net Profit Margin = Profit after Tax
---------------------
Net Sales
Net profit margin ratio
0.5
0
Mar Mar Mar Mar Mar Mar
Satyam 0.19 0.4 0.26 0.15 0.22 0.22
Infosys 0.33 0.33 0.31 0.26 0.26 0.28
Wipro 0.1 0.21 0.25 0.2 0.18 0.21
Year
Satyam Infosys Wipro
Dr. Jitendra Mahakud 17
18. Debt
Debt Equity Ratio = ----------------
Equity
1.00
0.80
Satyam
0.60
Infosys
0.40 Wipro
0.20
0.00
Mar Mar Mar Mar Mar Mar
Satyam 0.77 0.23 0.01 0.01 0.00 0.00
Infosys 0.00 0.00 0.00 0.00 0.00 0.00
Wipro 0.10 0.30 0.10 0.20 0.30 0.20
Dr. Jitendra Mahakud 18
19. Total Liabilities
Debt Ratio = ---------------------
Total Assets
Debt Ratio
0.6
Satyam
Number
0.4
Infosys
0.2 Wipro
0
Satyam 0.5 0.3 0.1 0.2 0.2 0.2
Infosys 0.2 0.2 0.2 0.2 0.4 0.2
Wipro 0.4 0.2 0.2 0.2 0.3 0.3
Year
Dr. Jitendra Mahakud 19
20. Return on Equity = Profit after
Tax / Book Value of Equity
Return on Equity
20
10
0
Mar Mar Mar Mar Mar Mar
Satyam 2.09 16.82 7.32 4.53 6.81 7.45
Infosys 2.33 2.99 2.57 2.22 2.55 9.8
Wipro 1.77 9.41 10.76 7.68 8.25 9.75
Year
Satyam Infosys Wipro
Dr. Jitendra Mahakud 20
21. EBIT
ROCE = -------------------------------------------
Total Assets – Current Liabilities
Return on Capital Employed
0.6
0.4 Satyam
Rs.
Infosys
0.2 Wipro
0
Satyam 0.28 0.57 0.27 0.19 0.27 0.29
Infosys 0.4 0.51 0.46 0.42 0.46 0.23
Wipro 0.38 0.39 0.38 0.28 0.3 0.36
Year
Dr. Jitendra Mahakud 21
22. EPS = Profit after Tax / No. of
Outstanding Shares
Earning Per Share
200.00
Rs./Share
100.00
0.00
Mar Mar Mar Mar Mar Mar
Satyam 23.11 17.29 14.29 9.77 17.57 23.50
Infosys 44.37 95.05 122.1 144.6 186.6 70.58
Wipro 43.22 23.38 27.54 25.85 28.93 46.82
Year
Dr. Jitendra Mahakud 22
25. Alpha Analysis: Alpha indicates the stock return when the market
return is zero. A positive alpha indicates that the stock is under
priced and negative alpha indicates that the stock is overpriced
based on assets pricing model.
Alpha (2004-5)
20.12%
25.00%
20.00%
9.84% 10.42%
15.00%
10.00%
5.00%
0.00%
SATYAM INFOSYS WIPRO
Dr. Jitendra Mahakud 25
26. Infosys technologies ltd.
Rs. Crore Actual Projected
Mar 2005 Mar 2006 Mar 2007 Mar 2008 Mar 2009 Mar 2010
12 mths 12 mths 12 mths 12 mths 12 mths 12 mths
PAT 1904.38 2765.09 3789.38 5168.40 6999.16 9376.59
Appropriation of
profits
Dividends 356.56 723.92 992.08 1353.12 1832.42 2454.85
Retained earnings 1547.82 2041.17 2797.30 3815.28 5166.74 6921.74
No.of Shareholders 270570549 270570549 270570549 270570549 270570549 270570549
EPS 70.38 102.19 140.05 191.02 258.68 346.55
P/E 31.91 31.91 31.91 31.91 31.91 31.91
Market Price 2245.95 3261.04 4469.04 6095.40 8254.53 11058.38
Intrinsic Value = Market Price/ (1+ke)^n = (11058.38)/(1+.197)^5 = Rs 4500.08
From the above table, we can observe that projected market price of share after 5 years i.e. FY2010 is Rs 11060.68.
After discounting it to present value, by taking cost on equity (ke) as 19.7%, we get the intrinsic value of Rs 4500.08.
As it can be seen from the above table, the market price on March 2005 is comparatively less than the calculated intrinsic value.
Thus, it can be analyzed that the market price of the share is highly undervalued in comparison with its intrinsic value.
Dr. Jitendra Mahakud 26
27. Wipro technologies ltd.
Rs. Crore Actual Projected
Mar05 Mar06 Mar07 Mar08 Mar09 Mar10
PAT 12 mths 12 mths 12 mths 12 mths 12 mths 12 mths
1494.82 1779.14 2199.43 2719.05 3361.50 4155.86
Appropriation of profits
Dividends 401.12 363.37 449.21 555.34 686.55 848.79
Retained earnings 1093.70 1415.77 1750.22 2163.71 2674.95 3307.07
No.of Shareholders 703570522 703570522 703570522 703570522 703570522 703570522
EPS 21.25 25.29 31.26 38.65 47.78 59.07
P/E 29.73 29.73 29.73 29.73 29.73 29.73
Market Price 670.95 751.79 929.39 1148.96 1420.43 1756.09
Intrinsic Value = Market Price/ (1+ke)^n = (1756.09)/(1+.2928)^5 = Rs 486.29
From the above table, we can observe that projected market price of share after 5 years i.e. FY2010 is Rs 1756.09.
After discounting it to present value, by taking cost on equity (ke) as 29.28%, we get the intrinsic value of Rs 486.29.
From the above table, we can observe that market price of share on 31 st mach 2005 is 670.95 which is higher than its intrinsic value i.e. Rs 486.29.
Thus it can be analyzed that the market price of the share is very much overvalued in comparison with its intrinsic value.
This analysis proves that from the investor point of view, this share is looking weak for the near future.
Dr. Jitendra Mahakud 27
28. Satyam Computer Services Ltd.
Rs. Crore Actual Projected
Mar 2005 Mar 2006 Mar 2007 Mar 2008 Mar 2009 Mar 2010
12 mths 12 mths 12 mths 12 mths 12 mths 12 mths
PAT 750.26 1190.08 1601.21 2147.28 2873.76 3842.15
Appropriation of profits
Dividends 180.49 214.75 288.94 387.47 518.57 693.31
Retained earnings 569.77 975.34 1312.27 1759.80 2355.20 3148.84
No.of Shareholders 319265291 319265291 319265291 319265291 319265291 319265291
EPS 23.50 37.28 50.15 67.26 90.01 120.34
P/E 17.38 17.38 17.38 17.38 17.38 17.38
Market Price 408.5 647.85 871.66 1168.92 1564.41 2091.57
Intrinsic Value = Market Price/ (1+ke)^n= (1756.09)/(1+.1965)^5 = Rs 852.92
From the above table, we can observe that projected market price of share after 5 years i.e. FY2010 is Rs 2091.57.
After discounting it to present value, by taking cost on equity (ke) as 16.7%, we get the intrinsic value of Rs 852.92.
As it can be seen from the above table, the market price on March 2005 is comparatively less than the calculated intrinsic value.
Thus it can be analyzed that the market price of the share is very much undervalued in comparison with its intrinsic value.
This analysis proves that from the investor point of view, this share is a good buy for the near future.
Dr. Jitendra Mahakud 28