This document provides an overview of the Indian IT industry and Tata Consultancy Services (TCS). It discusses the external factors impacting the Indian IT industry through a PESTLE analysis and Porter's Five Forces model. It also analyzes the strengths, weaknesses, opportunities, and threats for the overall IT/ITES industry in India and conducts an internal analysis of TCS, including its resources, capabilities, and strategy. The document aims to provide recommendations to help TCS maintain its leadership position in the growing Indian IT industry.
This report analyzes the IT industry in India and Tata Consultancy Services' (TCS) business strategy. It provides an overview of the growing Indian IT industry and its competitive advantages. It then performs a PESTLE analysis of the external environment, Porter's Five Forces analysis, and a SWOT analysis of the industry. For TCS, it describes the company's profile, financial performance, resources, service offerings, and growth strategies. It analyzes TCS' strategies using the BCG matrix and provides recommendations to strengthen TCS' position, such as focusing on higher value services and intellectual property.
This document provides an analysis of the IT services and products industry in India. It includes a PESTEL analysis identifying key political, economic, social, technological, legal and environmental factors impacting the industry. Porter's five forces and value chain analyses are conducted. The strategies and SWOT analyses of industry leaders TCS and Infosys are also examined, along with how their strategies may need to change given future industry trends. The future of the Indian IT services industry is seen as very promising with continued growth expected.
TCS offers IT and IT-enabled consulting services globally using their Global Network Delivery Model. They see growth opportunities in the growing IT services market where they have a small market share. Their strategy is to expand geographically, increase industry coverage, and deepen client relationships through innovation, acquisitions, and non-linear business models like software products and platform-based services. Key elements are customer-centricity, a full services portfolio, the Global Network Delivery Model for seamless global delivery, and strategic acquisitions.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Tata Consultancy Services (TCS) is the largest Indian multinational information technology services and consulting company. It has over 200,000 employees across 47 countries. TCS aims to be a top 10 global IT company by focusing on innovative solutions, strong vertical expertise, and a wide global presence across industries like banking, telecom, manufacturing and more. In the past 2 years, TCS has grown revenues by 32% and profits by 62% through strategies like expanding in emerging markets and new technologies like cloud computing.
Tata Steel is an Indian steel company and subsidiary of Tata Group. It has manufacturing operations in 26 countries and employs around 80,500 people. Some key points:
- Tata Steel was established in 1907 and is headquartered in Mumbai, India. It acquired UK steelmaker Corus in 2007 in its largest international acquisition.
- It has an annual crude steel capacity of 25.3 million tonnes and is the 11th largest steel producer globally.
- The company's vision is to be a global benchmark in value creation and corporate citizenship through excellence of people, innovation, and conduct.
- Tata Steel has manufacturing facilities in India, Europe, Southeast Asia and produces a variety of
This document provides an overview of the Indian IT industry and Tata Consultancy Services (TCS). It discusses the external factors impacting the Indian IT industry through a PESTLE analysis and Porter's Five Forces model. It also analyzes the strengths, weaknesses, opportunities, and threats for the overall IT/ITES industry in India and conducts an internal analysis of TCS, including its resources, capabilities, and strategy. The document aims to provide recommendations to help TCS maintain its leadership position in the growing Indian IT industry.
This report analyzes the IT industry in India and Tata Consultancy Services' (TCS) business strategy. It provides an overview of the growing Indian IT industry and its competitive advantages. It then performs a PESTLE analysis of the external environment, Porter's Five Forces analysis, and a SWOT analysis of the industry. For TCS, it describes the company's profile, financial performance, resources, service offerings, and growth strategies. It analyzes TCS' strategies using the BCG matrix and provides recommendations to strengthen TCS' position, such as focusing on higher value services and intellectual property.
This document provides an analysis of the IT services and products industry in India. It includes a PESTEL analysis identifying key political, economic, social, technological, legal and environmental factors impacting the industry. Porter's five forces and value chain analyses are conducted. The strategies and SWOT analyses of industry leaders TCS and Infosys are also examined, along with how their strategies may need to change given future industry trends. The future of the Indian IT services industry is seen as very promising with continued growth expected.
TCS offers IT and IT-enabled consulting services globally using their Global Network Delivery Model. They see growth opportunities in the growing IT services market where they have a small market share. Their strategy is to expand geographically, increase industry coverage, and deepen client relationships through innovation, acquisitions, and non-linear business models like software products and platform-based services. Key elements are customer-centricity, a full services portfolio, the Global Network Delivery Model for seamless global delivery, and strategic acquisitions.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Tata Consultancy Services (TCS) is the largest Indian multinational information technology services and consulting company. It has over 200,000 employees across 47 countries. TCS aims to be a top 10 global IT company by focusing on innovative solutions, strong vertical expertise, and a wide global presence across industries like banking, telecom, manufacturing and more. In the past 2 years, TCS has grown revenues by 32% and profits by 62% through strategies like expanding in emerging markets and new technologies like cloud computing.
Tata Steel is an Indian steel company and subsidiary of Tata Group. It has manufacturing operations in 26 countries and employs around 80,500 people. Some key points:
- Tata Steel was established in 1907 and is headquartered in Mumbai, India. It acquired UK steelmaker Corus in 2007 in its largest international acquisition.
- It has an annual crude steel capacity of 25.3 million tonnes and is the 11th largest steel producer globally.
- The company's vision is to be a global benchmark in value creation and corporate citizenship through excellence of people, innovation, and conduct.
- Tata Steel has manufacturing facilities in India, Europe, Southeast Asia and produces a variety of
This document discusses the different levels of strategy employed by Tata Group, including corporate, business, and functional strategies. It provides examples of Tata's growth, acquisition, joint venture, turnaround, divestment, differentiation, value innovation, R&D, operations, and sustainability strategies. Key strategies mentioned include Tata's alliance with NTT DoCoMo, acquisition of Corus and other companies, joint ventures with Starbucks and others, transforming Tata Power Delhi Distribution, and investing over 12,500 crore annually in R&D.
Tata Consultancy Services (TCS) is an Indian multinational information technology service and consulting company headquartered in Mumbai, India. It is India's largest IT services company and a subsidiary of Tata Group. TCS provides a wide range of IT and IT-enabled services to clients across various industries globally. Over the years, TCS has expanded its operations and client base through both organic and inorganic growth strategies. It has a large workforce of over 300,000 employees located across 46 countries.
Tata Consultancy Services: Selling Certainty KukHwa Kim
TCS is adopting a new strategy called "Experience Certainty" to differentiate itself from competitors. This strategy focuses on reliably delivering high-quality IT services on time and on budget. While this strategy builds on TCS's strengths in technical expertise and cost-effectiveness, its ability to communicate and translate the concept of certainty globally is uncertain. The recommendation is to employ the current strategy with minor modifications to improve TCS's marketing and branding, in order to clearly communicate its value proposition and set the foundation to compete with global IT leaders.
Tata Consultancy Services (TCS) is an Indian multinational IT services, consulting and business solutions organization founded in 1968 with headquarters in Mumbai, India. TCS offers consulting, IT services and business solutions delivered through its global network delivery model to clients worldwide. With over 3,24,000 employees across 46 countries, TCS provides application development, IT infrastructure services, business process outsourcing and more, generating over $94 billion in annual revenue.
The document presents a roadmap for a presentation on General Electric's (GE) matrix, which is used to analyze business portfolio. It discusses strategic planning, the BCG matrix, GE matrix, and how GE classifies businesses based on their market attractiveness and business strength. It then provides examples of different strategies associated with each classification in the GE matrix and factors considered in assessing market attractiveness and business strength. Finally, it gives a case study comparing Tata's businesses using the BCG and GE matrices.
The document summarizes the merger of Idea and Vodafone India. Vodafone India and Idea Cellular were the second and third largest mobile network operators in India, respectively. In 2017, they announced a merger to create the largest telecom operator in India, with over 400 million subscribers. Key terms of the merger included equal representation of both companies on the board and in management, with Aditya Birla Group and Vodafone Group becoming joint promoters of the new combined entity called Vodafone Idea Limited. The merger aimed to leverage the companies' networks, assets, and market positions to achieve leadership across India.
Komatsu Ltd. was established in 1921 as a mining equipment producer and later expanded into agricultural machinery and military equipment. It became dominant in the Japanese construction equipment market with over 50% share. However, its market share declined after competitors like Caterpillar entered with partnerships. The case analysis documents Komatsu's evolution over decades under different presidents, as it struggled with competition but also diversified and grew its non-construction businesses through strategies like total quality control, expanding product lines, and establishing autonomous international bases. By the 1990s under Katada's leadership, non-construction sales accounted for 50% of Komatsu's business.
Industry analysis of the real estate sectorArunav Nayak
This document provides an industry analysis of the real estate sector in India. It discusses the current scenario and key drivers of growth in the Indian real estate market. It analyzes the different segments of real estate including residential, commercial, retail and hospitality. It also discusses the major players, market performance, global trends, and applies Porter's 5 forces model to understand the profitability of the Indian real estate sector. While there are challenges, the analysis concludes that with demand for real estate growing at 19% annually, prospects remain bright for the industry.
Porters five force analysis for telecom industryAkash Agamya
The telecom industry in India is highly competitive with over 15 players. The top players, Airtel, Vodafone and Idea, capture over 75% of the market share. While competition is intense, the industry is still growing with a focus on expanding to rural areas. The financials of the top players remain strong, however future consolidation in the industry is expected as players seek to improve margins. Overall, the telecom sector in India is one of the fastest growing globally due to strong competition and regulatory reforms that have promoted further expansion.
ITC is one of India's largest conglomerates with diversified businesses including FMCG, hotels, paperboards, packaging, agri-business, and IT. It is a market leader in traditional businesses like hotels, paperboards, packaging, agri-exports, and cigarettes. The document provides an overview of ITC's vision, mission, products, revenues, employees, and eChoupal initiative to connect with rural farmers.
The document outlines Tata Consultancy Services' (TCS) mission, vision, goals, strategies, leadership, and best practices. TCS' mission is to provide excellent, innovative IT solutions and services to help customers achieve their objectives, while making it enjoyable for stakeholders to work with them. Their vision involves using technologies like IoT and an employee-centric approach. Their strategies include diversification, acquisitions, and focusing on customer relationships. TCS emphasizes loyalty, perspective, and social skills in its internal leadership. Their best practices involve various CSR initiatives in healthcare and foundations.
Cisco implemented Oracle's ERP software to address deteriorating legacy systems. A 100-person team selected Oracle over other vendors. The implementation used rapid prototyping through "conference room pilots" to configure the software for Cisco's needs. While go-live faced hardware and capacity issues, strong vendor support stabilized the system within 3 months, concluding a successful ERP implementation.
This document discusses a social media marketing situation analysis for a company called Tech Talk. It outlines some key issues, including a lack of measurable goals, integrated systems, audience research and competitive analysis. Potential solutions proposed include increasing brand awareness through meaningful content, researching the social media audience and competitive landscape. Several decision problems are presented around defining social media scope, key platforms and metrics, and whether marketing should be in-house or outsourced. A unified decision framework is suggested based on precision over prospecting through publishing, public speaking and generating publicity. Lessons include avoiding over-analysis and using a mix of in-house and freelance skills with persistence.
Tanishq - Positioning to capture Indian woman’s heart - Marketing Management...Abbas Dhuliawala
Tanishq is a jewelry brand owned by Titan Industries, a Tata Group company. It was launched in 1994 to capture the Indian women's jewelry market which was dominated by unorganized local jewelers. Initially, Tanishq faced challenges due to consumers' preference for 22-karat gold and perception of jewelry as investment over ornament. Through market research, Tanishq repositioned itself by offering 22-karat gold, promoting purity using a karat meter, and changing its designs to appeal to local tastes. It also launched sub-brands like GoldPlus to target different segments. Today Tanishq is a leading player with over 165 stores pan-India pursuing opportunities for growth in India and other Asian markets.
SaleSoft, Inc was founded in 1993 to develop software that drives efficiencies in sales, marketing, and customer service processes. Their flagship product is PROCEED, a comprehensive sales automation system (CSAS). PROCEED automates the entire sales cycle from lead generation to post-sales support. SaleSoft is considering launching a new product called Trojan Horse, focused only on sales automation. Trojan Horse would offer quick entry into new customer accounts but could distract from PROCEED and cannibalize its sales. After analyzing the products, market, and financial projections, the recommendation is for SaleSoft to continue focusing on PROCEED due to its strategic alignment and greater long-term returns.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Airtel has crossed 100 million customers in India, making it the 6th largest integrated operator in the world. It aims to reach 200 million users in the next 3 years, with future growth coming from rural India. Prior to implementing a CRM system, Airtel was only able to resolve 40% of customer issues manually. It has since hired Synergy Marketing to implement a customer loyalty program tracking customer behavior and acquisition/retention. Airtel saw a 252% ROI from the program with 15.6% decreased churn. Its total customer base, revenue, and net profits have all increased annually since 2013.
The pdf is brief analysis on Strategies used by Airtel.
Contains PESTLE Analysis, SWOT Analysis, VRIO Analysis of Airtel. A brief about Telecom Industry and Corporate structure of Airtel.
ITC is India's largest producer of cigarettes. It was founded in 1790 and is headquartered in Kolkata. ITC employs over 27,000 people and in addition to cigarettes, operates businesses in hotels, packaging, food, and apparel. ITC holds a dominant market share in India's cigarette industry and faces regulatory challenges such as graphic health warnings and advertising bans. However, underlying demand drivers like India's growing cigar culture keep the industry prospects strong.
This document summarizes the acquisition of Corus by Tata Steel. Tata Steel, an Indian steel company, acquired Corus, a European steel producer, in 2007 for $12.11 billion. The acquisition allowed Tata Steel to gain access to Corus' production facilities and technology in Europe. It also helped Tata Steel rise to become the 5th largest steel producer globally. However, the large acquisition debt of $8 billion also raised issues about whether Tata Steel overpaid for Corus. After the deal, Tata Steel faced challenges in integrating the two companies' differing cultures and management styles.
Tata Consultancy Services (TCS) is India's largest IT services company and a part of the Tata Group, India's largest business group. Mr. N. Chandrasekaran has been the CEO of TCS since 2009. TCS generates over $16 billion in annual revenue and has operations in over 46 countries with over 300,000 employees. It provides a wide range of IT services including consulting, technology, outsourcing, and engineering services to clients worldwide. Some of TCS's major competitors include Infosys, Wipro, HCL and IBM.
Tata Consultancy Services (TCS) is one of the leading global IT services, consulting and business solutions organizations. It aims to be among the top 10 global IT companies by 2010 in terms of revenue, profitability, customers and technology leadership. TCS provides innovative consulting, IT solutions and services across industries, with a workforce of over 74,000 professionals spread across many global delivery centers. It helps customers optimize business processes and create resilient IT infrastructure to ensure faster business results. Some of its key competitors include Infosys, IBM, Wipro and Cognizant.
This document discusses the different levels of strategy employed by Tata Group, including corporate, business, and functional strategies. It provides examples of Tata's growth, acquisition, joint venture, turnaround, divestment, differentiation, value innovation, R&D, operations, and sustainability strategies. Key strategies mentioned include Tata's alliance with NTT DoCoMo, acquisition of Corus and other companies, joint ventures with Starbucks and others, transforming Tata Power Delhi Distribution, and investing over 12,500 crore annually in R&D.
Tata Consultancy Services (TCS) is an Indian multinational information technology service and consulting company headquartered in Mumbai, India. It is India's largest IT services company and a subsidiary of Tata Group. TCS provides a wide range of IT and IT-enabled services to clients across various industries globally. Over the years, TCS has expanded its operations and client base through both organic and inorganic growth strategies. It has a large workforce of over 300,000 employees located across 46 countries.
Tata Consultancy Services: Selling Certainty KukHwa Kim
TCS is adopting a new strategy called "Experience Certainty" to differentiate itself from competitors. This strategy focuses on reliably delivering high-quality IT services on time and on budget. While this strategy builds on TCS's strengths in technical expertise and cost-effectiveness, its ability to communicate and translate the concept of certainty globally is uncertain. The recommendation is to employ the current strategy with minor modifications to improve TCS's marketing and branding, in order to clearly communicate its value proposition and set the foundation to compete with global IT leaders.
Tata Consultancy Services (TCS) is an Indian multinational IT services, consulting and business solutions organization founded in 1968 with headquarters in Mumbai, India. TCS offers consulting, IT services and business solutions delivered through its global network delivery model to clients worldwide. With over 3,24,000 employees across 46 countries, TCS provides application development, IT infrastructure services, business process outsourcing and more, generating over $94 billion in annual revenue.
The document presents a roadmap for a presentation on General Electric's (GE) matrix, which is used to analyze business portfolio. It discusses strategic planning, the BCG matrix, GE matrix, and how GE classifies businesses based on their market attractiveness and business strength. It then provides examples of different strategies associated with each classification in the GE matrix and factors considered in assessing market attractiveness and business strength. Finally, it gives a case study comparing Tata's businesses using the BCG and GE matrices.
The document summarizes the merger of Idea and Vodafone India. Vodafone India and Idea Cellular were the second and third largest mobile network operators in India, respectively. In 2017, they announced a merger to create the largest telecom operator in India, with over 400 million subscribers. Key terms of the merger included equal representation of both companies on the board and in management, with Aditya Birla Group and Vodafone Group becoming joint promoters of the new combined entity called Vodafone Idea Limited. The merger aimed to leverage the companies' networks, assets, and market positions to achieve leadership across India.
Komatsu Ltd. was established in 1921 as a mining equipment producer and later expanded into agricultural machinery and military equipment. It became dominant in the Japanese construction equipment market with over 50% share. However, its market share declined after competitors like Caterpillar entered with partnerships. The case analysis documents Komatsu's evolution over decades under different presidents, as it struggled with competition but also diversified and grew its non-construction businesses through strategies like total quality control, expanding product lines, and establishing autonomous international bases. By the 1990s under Katada's leadership, non-construction sales accounted for 50% of Komatsu's business.
Industry analysis of the real estate sectorArunav Nayak
This document provides an industry analysis of the real estate sector in India. It discusses the current scenario and key drivers of growth in the Indian real estate market. It analyzes the different segments of real estate including residential, commercial, retail and hospitality. It also discusses the major players, market performance, global trends, and applies Porter's 5 forces model to understand the profitability of the Indian real estate sector. While there are challenges, the analysis concludes that with demand for real estate growing at 19% annually, prospects remain bright for the industry.
Porters five force analysis for telecom industryAkash Agamya
The telecom industry in India is highly competitive with over 15 players. The top players, Airtel, Vodafone and Idea, capture over 75% of the market share. While competition is intense, the industry is still growing with a focus on expanding to rural areas. The financials of the top players remain strong, however future consolidation in the industry is expected as players seek to improve margins. Overall, the telecom sector in India is one of the fastest growing globally due to strong competition and regulatory reforms that have promoted further expansion.
ITC is one of India's largest conglomerates with diversified businesses including FMCG, hotels, paperboards, packaging, agri-business, and IT. It is a market leader in traditional businesses like hotels, paperboards, packaging, agri-exports, and cigarettes. The document provides an overview of ITC's vision, mission, products, revenues, employees, and eChoupal initiative to connect with rural farmers.
The document outlines Tata Consultancy Services' (TCS) mission, vision, goals, strategies, leadership, and best practices. TCS' mission is to provide excellent, innovative IT solutions and services to help customers achieve their objectives, while making it enjoyable for stakeholders to work with them. Their vision involves using technologies like IoT and an employee-centric approach. Their strategies include diversification, acquisitions, and focusing on customer relationships. TCS emphasizes loyalty, perspective, and social skills in its internal leadership. Their best practices involve various CSR initiatives in healthcare and foundations.
Cisco implemented Oracle's ERP software to address deteriorating legacy systems. A 100-person team selected Oracle over other vendors. The implementation used rapid prototyping through "conference room pilots" to configure the software for Cisco's needs. While go-live faced hardware and capacity issues, strong vendor support stabilized the system within 3 months, concluding a successful ERP implementation.
This document discusses a social media marketing situation analysis for a company called Tech Talk. It outlines some key issues, including a lack of measurable goals, integrated systems, audience research and competitive analysis. Potential solutions proposed include increasing brand awareness through meaningful content, researching the social media audience and competitive landscape. Several decision problems are presented around defining social media scope, key platforms and metrics, and whether marketing should be in-house or outsourced. A unified decision framework is suggested based on precision over prospecting through publishing, public speaking and generating publicity. Lessons include avoiding over-analysis and using a mix of in-house and freelance skills with persistence.
Tanishq - Positioning to capture Indian woman’s heart - Marketing Management...Abbas Dhuliawala
Tanishq is a jewelry brand owned by Titan Industries, a Tata Group company. It was launched in 1994 to capture the Indian women's jewelry market which was dominated by unorganized local jewelers. Initially, Tanishq faced challenges due to consumers' preference for 22-karat gold and perception of jewelry as investment over ornament. Through market research, Tanishq repositioned itself by offering 22-karat gold, promoting purity using a karat meter, and changing its designs to appeal to local tastes. It also launched sub-brands like GoldPlus to target different segments. Today Tanishq is a leading player with over 165 stores pan-India pursuing opportunities for growth in India and other Asian markets.
SaleSoft, Inc was founded in 1993 to develop software that drives efficiencies in sales, marketing, and customer service processes. Their flagship product is PROCEED, a comprehensive sales automation system (CSAS). PROCEED automates the entire sales cycle from lead generation to post-sales support. SaleSoft is considering launching a new product called Trojan Horse, focused only on sales automation. Trojan Horse would offer quick entry into new customer accounts but could distract from PROCEED and cannibalize its sales. After analyzing the products, market, and financial projections, the recommendation is for SaleSoft to continue focusing on PROCEED due to its strategic alignment and greater long-term returns.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Airtel has crossed 100 million customers in India, making it the 6th largest integrated operator in the world. It aims to reach 200 million users in the next 3 years, with future growth coming from rural India. Prior to implementing a CRM system, Airtel was only able to resolve 40% of customer issues manually. It has since hired Synergy Marketing to implement a customer loyalty program tracking customer behavior and acquisition/retention. Airtel saw a 252% ROI from the program with 15.6% decreased churn. Its total customer base, revenue, and net profits have all increased annually since 2013.
The pdf is brief analysis on Strategies used by Airtel.
Contains PESTLE Analysis, SWOT Analysis, VRIO Analysis of Airtel. A brief about Telecom Industry and Corporate structure of Airtel.
ITC is India's largest producer of cigarettes. It was founded in 1790 and is headquartered in Kolkata. ITC employs over 27,000 people and in addition to cigarettes, operates businesses in hotels, packaging, food, and apparel. ITC holds a dominant market share in India's cigarette industry and faces regulatory challenges such as graphic health warnings and advertising bans. However, underlying demand drivers like India's growing cigar culture keep the industry prospects strong.
This document summarizes the acquisition of Corus by Tata Steel. Tata Steel, an Indian steel company, acquired Corus, a European steel producer, in 2007 for $12.11 billion. The acquisition allowed Tata Steel to gain access to Corus' production facilities and technology in Europe. It also helped Tata Steel rise to become the 5th largest steel producer globally. However, the large acquisition debt of $8 billion also raised issues about whether Tata Steel overpaid for Corus. After the deal, Tata Steel faced challenges in integrating the two companies' differing cultures and management styles.
Tata Consultancy Services (TCS) is India's largest IT services company and a part of the Tata Group, India's largest business group. Mr. N. Chandrasekaran has been the CEO of TCS since 2009. TCS generates over $16 billion in annual revenue and has operations in over 46 countries with over 300,000 employees. It provides a wide range of IT services including consulting, technology, outsourcing, and engineering services to clients worldwide. Some of TCS's major competitors include Infosys, Wipro, HCL and IBM.
Tata Consultancy Services (TCS) is one of the leading global IT services, consulting and business solutions organizations. It aims to be among the top 10 global IT companies by 2010 in terms of revenue, profitability, customers and technology leadership. TCS provides innovative consulting, IT solutions and services across industries, with a workforce of over 74,000 professionals spread across many global delivery centers. It helps customers optimize business processes and create resilient IT infrastructure to ensure faster business results. Some of its key competitors include Infosys, IBM, Wipro and Cognizant.
This document provides an analysis of FedEx Corporation, including its mission, vision, strategies, and corporate social responsibility initiatives. It summarizes the company's financial performance and operating segments. Appendices include financial ratio analyses and strategic matrices assessing FedEx's internal strengths and weaknesses as well as external opportunities and threats.
Tata Consultancy Services (TCS) is an Indian multinational information technology service and consulting company headquartered in Mumbai, India. It is a subsidiary of Tata Group and has over 226,751 employees. Some key people mentioned are S. Ramadorai as Vice Chairman, Dr. Vijay Kelkar as Director, Ishaat Hussain as Director, and Phiroz Vandrevala as Director. TCS has many branches and campuses located across India in cities like Lucknow, Hyderabad, Chennai, Pune, and Kolkata.
This document discusses Tata Consultancy Services' (TCS) business model and strategies between 2007-2008 and 2013-2014. It analyzes TCS' business model using PESTEL analysis and external factor evaluation matrices for the two time periods. The analysis shows that TCS has strategically built advantages related to cost efficiency and service efficiency over time through business choices that created interrelated positive consequences and sustained competitive advantages.
Tata Consultancy Services (TCS) is an Indian multinational information technology service and consulting company founded in 1968, providing a wide range of IT services and software engineering. TCS operates in 46 countries with over 400,000 employees and has become the largest IT services company in India. The document provides an overview of TCS's vision, history, services, products, growth, offices globally, and opportunities for careers with the company.
This document contains a case study analysis of an unnamed home appliance industry. It includes questions about the industry's dominant features, a Porter's Five Forces analysis, major drivers of change, strategic groups within the industry, key success factors, and a competitive profile matrix comparing major competitors on those success factors. The Porter's Five Forces analysis found the overall industry environment to be satisfactory for competitive firms. Major drivers of change included increasing globalization, product innovation, changing buyer preferences, and changes in costs and efficiency. Key success factors included technology, manufacturing, marketing/distribution, and capabilities/skills. A competitive profile matrix rated competitors like Whirlpool, General Electronics, Maytag, and Electrolux on these success factors.
Hewlett Packard Corporation was founded in 1939 by Bill Hewlett and Dave Packard in a garage in Palo Alto, California. HP produces personal computing devices, enterprise servers, storage devices, and printers and imaging products. The document analyzes HP's strategy using various frameworks including SWOT analysis, BCG matrix, IE matrix, and QSPM to recommend the strategic option of horizontal integration for HP to pursue based on its strengths in a rapidly growing market.
This document provides information about a student named Rehman Khan who is enrolled in the 2nd semester of the MBA program at Benazir Bhutto Shaheed University. Khan is working on a project about the strategic management of Hero Honda for his class instructed by Mr. Khuram Shakir. The document includes details about Hero Honda's vision, mission, products, growth strategy, competitors, and external environment. It analyzes Hero Honda using various frameworks including Porter's five forces, SWOT analysis, strategic group mapping, and more. Key rivals identified include Bajaj, TVS Motors, and a joint venture between Kinetic Motor Co. and Mahindra & Mahindra. The document
This document discusses startup valuation and whether there is a bubble in startup markets. It outlines several approaches to valuation, including looking at factors like the experience of the founder team, traction, and scalability of the business model. It also examines current transaction multiples and private placements in internet software companies. While some factors could indicate a potential bubble, such as low interest rates and rising valuations, the document argues that improvements are still needed in Europe's startup ecosystem to create more serial entrepreneurs with international exits.
Final Project - Strategic Managements.pptxHira Naz
Orient Energy Systems is a leading engineering company in Pakistan that provides power generation support. It distributes products from global brands like GE Jenbacher, Cummins, Siemens Gamesa. It has a strong presence in the Middle East as the distributor for GE Jenbacher in several countries. The company manufactures diesel generators, gas generators, and works on renewable energy and coal power projects, fire and security systems, and product support.
- The document discusses Tennant Company's strategy to achieve $1 billion in revenue by 2017 through organic growth. It plans to focus on reaching new customers and markets, continuing product innovation, and maintaining financial discipline.
- Tennant reported 2014 revenues of $822 million and plans to achieve revenue growth through GDP expansion, improving go-to-market strategies, new product introductions, and growth in emerging markets.
- The company will balance growth investments while maintaining its target 12% operating profit margin through standardized global processes and financial discipline.
This document presents a strategic management report for Warid Telecom. It includes an analysis of Warid's vision, mission, industry overview using Porter's five forces, PEST analysis, competitive profile matrix, internal factor analysis, and strengths and weaknesses. Key points are that Warid aims to provide comprehensive communication services, the telecom industry faces strong competition, opportunities exist in expanding services and acquiring new technology, and Warid needs to improve marketing, brand identity, and infrastructure.
- The presentation discusses forward-looking statements which are subject to risks and uncertainties that could cause actual results to differ from expectations.
- It provides key facts about the company's history of dividends, awards, customers and financial performance.
- The company's vision is to lead the global cleaning industry in sustainable innovation to empower customers to create a cleaner world.
Case Study: DHL Shifts Left With CA Application Performance Management to Bo...CA Technologies
Quite often it is a select few IT experts in an IT organization that are most sought after when troubleshooting needs arise. What if you could spread that scarce expertise throughout your IT team and protect those experts? Joe Butler, Global Head of Integration Services, DHL, has made that a goal during his 12-year tenure at DHL and recently found that CA Application Performance Management 10 may help in that cause. Butler oversees Service Delivery for Integration globally for DHL Supply Chain, which supports 1,200 customers globally with more than 12,000 interfaces and manages more than 4 billion transactions each year. Butler's approach to ‘shift left’ means arming his Level 1 teams with the ability to better triage issues before they ever reach Level 2 technicians. Join this session and learn how APM can help protect your IT experts while ensuring the application uptime and quality standards expected by one of the world’s largest logistics company.
For more information, please visit http://cainc.to/Nv2VOe
Operational management in IT Luxoft vs Tata Consulting servicesAlexander Sokhanych
Team A analyzed information on the IT services industry and profiles of two companies: Luxoft and TCS. Key points include:
1) The IT services industry is large and growing, but faces challenges around access to human capital and economic conditions. Companies differentiate through customized solutions and acquisitions.
2) Luxoft is a software development firm headquartered in Switzerland with operations in Eastern Europe. It has strong revenue growth and focuses on financial services. TCS is the largest IT company in India with a global presence. It has a large workforce and portfolio of services.
3) Both companies aim to sustain growth through investments in talent and expanding globally. Luxoft focuses on innovation while TCS emphasizes social responsibility
Tennant Company presented its investor presentation for March 2016. The presentation discussed Tennant's vision to lead the global cleaning industry in sustainable innovation. It provided an overview of Tennant's financial performance in 2015, including $812 million in revenue and adjusted earnings per share of $2.49. Tennant also outlined its growth strategies such as expanding in emerging markets, strengthening its product portfolio with new technologies, and increasing sales and service coverage globally. Tennant reaffirmed its goals of achieving $1 billion in annual sales and maintaining an operating profit margin of 12% or above.
This document discusses best practices for procurement and supplier management. It recommends minimizing risks from suppliers by having stable, reliable suppliers with clear terms, and alternatives for critical suppliers. It also suggests maximizing value by utilizing supplier knowledge, conducting cost analyses, and ensuring efficiency. The document emphasizes that the business environment is dynamic and procurement must have a holistic view. It provides a framework for assessing and approving suppliers based on the type of goods/services. Key performance indicators like approval rates, cash flow forecasts, and purchase order status reports are also presented. The goal is to achieve lower lead times for customers and cash through an organized procurement process.
The document discusses technology trends in Greece and challenges facing the technology sector in Greece. It notes that political instability, austerity measures, and taxation issues have prevented growth of the technology sector in Greece, unlike other parts of Europe. It highlights emerging technologies like smartphones, tablets, and cloud computing that are becoming integral to business and creating new jobs and start-ups. The document aims to identify technology segments and topics that could support Greece's economic development and stimulate strategic thinking among leaders in the technology business.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Technology industry CEOs are optimistic about growth prospects. Most see more opportunities than threats and expect revenue growth over the next three years. However, they also face challenges from disruption, convergence, and new competitors emerging from other industries like professional services and media. To succeed in this environment, CEOs see the need to invest in digital technologies, form new partnerships including with competitors, and demand a more diverse talent pool with broader skills.
Deloitte - Procurement at a digital tipping pointComarch
Explanation of Global CPO Survey 2026 findings, interactive presentation after a research conducted with over 300 senior procurement leaders. Digital revolution is coming closer!
The company FENETRES was founded in 1970 in France to offer customized PVC windows. It has experienced significant growth over the past decade through technological innovations in low thermal coefficient products. An external analysis found opportunities in the renovation market and energy efficiency incentives, while threats included price fluctuations and competition. An internal analysis showed strengths in production quality, supply chain management, and customer relationships, which provide competitive advantages.
CPA.com CEO, Erik Asgeirsson, will provide his annual update on the state of today’s digital firm. Specifically, Asgeirsson will share his perspective on what firms need to do in order to remain relevant in the coming year. He will also provide insight on the key innovations he sees occurring across the different practice areas from new business models, to advances in regulation, to growth strategies driving success. Aligning with this year’s conference theme, Asgeirsson will also introduce ways that firms can truly take the lead while transforming into a Digital CPA.
This document discusses the state of artificial intelligence (AI) and NASSCOM's role in enabling AI adoption in India. It covers three key drivers of the AI revolution: vast amounts of data, mega computing power, and massive funding. NASSCOM's focus areas include accelerating India's digital transformation, developing talent and infrastructure for AI, and addressing barriers to responsible AI adoption such as skills shortages and regulatory uncertainty. The document presents data on global AI readiness and the potential economic impact of generative AI technologies.
The document discusses Software AG's Digital Business Platform and positioning in the market. It notes that digital business is disrupting operations, requiring new flexible applications built on agility, speed and innovation. Software AG delivers the first Digital Business Platform to enable customers to manage digital change, build digital applications, and drive a paradigm shift where customers buy a platform and build their own business logic. The platform underpins both front and back office digital applications. The global infrastructure software market, including areas like data integration and database management relevant to Software AG, is expected to see constant currency growth of 5-9% through 2019.
Results from DATA Inc's 2009 / 2010 IT Industry Survey. Do you think this year will be different? Take this year's survey at the link below:
http://www.surveymonkey.com/s/RFVYCDY
The document lists 5 students - Alex Praveen Kumar, Jai Sarathi Krishna A, Karthik G, Prem Kumar C, and Sivakumar G. It then provides information about Amazon, including that it was founded in 1994 and started as an online bookstore, and now serves 7 countries through 21 fulfillment centers. It describes Amazon's value chain, focusing on customer service, low prices, and free shipping. Primary activities include receiving goods, storage, finishing goods, and sending to customers. Secondary activities include procurement, technology investments, and human resources. The document concludes by describing some of Amazon's competitive advantages from a value chain perspective.
This document summarizes 12 chapters on developing strategies for financial products and services. Some key points discussed include:
- Financial products require qualifying customers and sustained customer contact over time. Customer service is important to avoid negative impacts.
- Strategies can focus on cost leadership, differentiation, or targeting specific customer segments.
- Different life stages have varying financial needs like risk protection, preserving savings, or managing retirement funds. Strategies must address both felt and latent customer needs.
- Building long-term customer trust and loyalty requires a relationship-based approach across multiple products tailored to each customer's unique needs and situations over time.
1. The document discusses the life and achievements of Late Shri O.P. Jindal, an Indian industrialist, politician and philanthropist who founded the Jindal Group.
2. It provides details about several companies within the Jindal Group including Jindal Steel & Power Ltd, JSW Steel Ltd, Jindal Stainless Ltd, and Jindal SAW Ltd.
3. It outlines the group's core values and vision to achieve business excellence through entrepreneurship, sustainability, ethics, and positive community impact.
Venture capital refers to long-term risk capital provided to finance high-risk, high-growth startups. Venture capitalists are professional investors who pool resources to assist entrepreneurs in the early years of their projects. Venture capital comes in the forms of debt, equity, or preferred stock. The venture capital process involves deal origination, screening, evaluation, deal structuring, and post-investment activities like exits through IPO, mergers and acquisitions, share buybacks, or sales to strategic investors. Reliance Venture Asset Management is an example of an Indian corporate venture capital firm that follows a multi-stage investment process.
The document discusses Ishikawa diagrams, which were developed by Dr. Kaoru Ishikawa. Ishikawa diagrams are cause-and-effect diagrams used to identify potential root causes of problems by brainstorming in a structured format. They organize causes into categories like methods, materials, machines, and group participation to determine the root cause. An example diagram is provided to show potential causes of poor quality products categorized under these groups. The benefits of Ishikawa diagrams are determining root causes, encouraging participation, and increasing process knowledge, while potential drawbacks are not being suitable for complex problems and being based on opinion rather than evidence.
The document provides background information on the 1957 film 12 Angry Men. It summarizes the film's plot, in which 12 jurors must decide if an 18-year-old boy is guilty or not guilty of murdering his father. Initially, 11 jurors vote guilty, but Juror #8 argues they should discuss the case further. Over time, by examining the evidence more closely, several jurors change their votes to not guilty as reasonable doubts emerge. The document also provides personality types for each of the 12 jurors based on the Myers-Briggs Type Indicator.
The Bermuda Triangle is an area where many planes and ships have disappeared under mysterious circumstances. Some theories for disappearances in the Bermuda Triangle include strong ocean currents throwing vessels off course, alien abductions, remnants of the lost city of Atlantis interfering with equipment, and human errors. While disappearances in the area remain mysterious, some argue they can be explained by natural phenomena like methane gas or coincidences, rather than supernatural causes. More research is needed to better understand the phenomena in the Bermuda Triangle.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
State of Artificial intelligence Report 2023kuntobimo2016
Artificial intelligence (AI) is a multidisciplinary field of science and engineering whose goal is to create intelligent machines.
We believe that AI will be a force multiplier on technological progress in our increasingly digital, data-driven world. This is because everything around us today, ranging from culture to consumer products, is a product of intelligence.
The State of AI Report is now in its sixth year. Consider this report as a compilation of the most interesting things we’ve seen with a goal of triggering an informed conversation about the state of AI and its implication for the future.
We consider the following key dimensions in our report:
Research: Technology breakthroughs and their capabilities.
Industry: Areas of commercial application for AI and its business impact.
Politics: Regulation of AI, its economic implications and the evolving geopolitics of AI.
Safety: Identifying and mitigating catastrophic risks that highly-capable future AI systems could pose to us.
Predictions: What we believe will happen in the next 12 months and a 2022 performance review to keep us honest.
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
Predictably Improve Your B2B Tech Company's Performance by Leveraging DataKiwi Creative
Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts.
Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!).
From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing.
- - -
This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA.
Watch the video recording at https://youtu.be/5vjwGfPN9lw
Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
End-to-end pipeline agility - Berlin Buzzwords 2024Lars Albertsson
We describe how we achieve high change agility in data engineering by eliminating the fear of breaking downstream data pipelines through end-to-end pipeline testing, and by using schema metaprogramming to safely eliminate boilerplate involved in changes that affect whole pipelines.
A quick poll on agility in changing pipelines from end to end indicated a huge span in capabilities. For the question "How long time does it take for all downstream pipelines to be adapted to an upstream change," the median response was 6 months, but some respondents could do it in less than a day. When quantitative data engineering differences between the best and worst are measured, the span is often 100x-1000x, sometimes even more.
A long time ago, we suffered at Spotify from fear of changing pipelines due to not knowing what the impact might be downstream. We made plans for a technical solution to test pipelines end-to-end to mitigate that fear, but the effort failed for cultural reasons. We eventually solved this challenge, but in a different context. In this presentation we will describe how we test full pipelines effectively by manipulating workflow orchestration, which enables us to make changes in pipelines without fear of breaking downstream.
Making schema changes that affect many jobs also involves a lot of toil and boilerplate. Using schema-on-read mitigates some of it, but has drawbacks since it makes it more difficult to detect errors early. We will describe how we have rejected this tradeoff by applying schema metaprogramming, eliminating boilerplate but keeping the protection of static typing, thereby further improving agility to quickly modify data pipelines without fear.
2. Company Profile
• An Indian multinational information technology (IT) services,
business process and consulting company headquartered
in Mumbai, Maharashtra.
• Founded in 1968 by a division of Tata Sons Limited.
• CEO & Managing Director- Mr Natarajan Chandrasekaran
• Operates in 46 countries and has 199 branches across the
world.
12 February 2015 2
4. Attractiveness
Low High
1 2 3 4 5
No. of competitors Large √ Small
Industry growth Slow √ Fast
Fixed cost High √ Low
Differentiation Low √ High
Switching cost Low √ High
Openness of terms of sales Secret √ Open
Excess capacity Large √ Small
Strategic stakes High √ Low
Table 1: Rivalry among competitors
Rivalry among competitors = 23/8 = 2.87
12 February 2015 4
5. 12 February 2015 5
Attractiveness
Low High
1 2 3 4 5
Asset specialization High √ Small
Cost of exit High √ Small
Government restrictions High √ Small
Table 2: Barriers to exit
Barriers to exit = 6/3 = 2
6. 12 February 2015 6
Attractiveness
Low High
1 2 3 4 5
Economies of scale Small √ Large
Product differentiation Low √ High
Brand identity Low √ High
Switching cost Low √ High
Access to channels of
distribution
Easy √ Limited
Capital requirement Small √ Large
Access to technology Easy √ Restricted
Access to raw material Easy √ Restricted
Government protection None √ Substantial
Table 3: Barriers to entry
Barriers to entry = 23/9=2.56
7. 12 February 2015 7
Attractiveness
Low High
1 2 3 4 5
Availability of close
substitutes
High √ Low
Switching cost Low √ High
Substitute's price-value Better √ Worse
Profitability of the producers
of substitutes
High √ Low
Table 4: Threat from substitutes
Threat from substitutes = 14/4 = 3.5
8. 12 February 2015 8
Attractiveness
Low High
1 2 3 4 5
Number of buyers Small √ Large
Availability of substitutes Many √ Few
Switching cost Low √ High
Buyers threat of backward
integration
High √ Low
Industry's threat of forward
integration
Low √ High
Contribution to quality Low √ High
Contribution to cost High √ Low
Buyer's profitability Low √ High
Table 5: Bargaining power of buyers
Bargaining power of buyers = 30/8 = 3.75
9. 12 February 2015 9
Attractiveness
Low High
1 2 3 4 5
Number of suppliers Small √ Large
Availability of substitutes Few √ Many
Switching cost High √ Low
Supplier's threat of forward
integration
High √ Low
Industry's threat of backward
integration
Low √ High
Contribution to quality High √ Low
Contribution to cost High √ Low
Industry's importance to
supplier
Low √ High
Table 6: Bargaining power of suppliers
Bargaining power of suppliers = 26/8 = 3.25
10. 12 February 2015 10
Attractiveness
Low High
1 2 3 4 5
Industry protection Low √ High
Industry regulation High √ Low
Customs and tariff
restrictions abroad
High √ Low
Table 7: Government actions
Government actions = 12/3 = 3
11. 12 February 2015 11
Attractiveness
Low High
1 2 3 4 5
Barriers to entry √
Rivalry among competitors √
Barriers to exit √
Power of buyers √
Power of suppliers √
Threat of substitutes √
Government action √
Table 8 : Overall assessment
Overall assessment = 22/7 = 3.17
13. BCG Matrix
STARS
BPO
Infrastructure services
QUESTION MARKS
KPO
Engineering and industrial services
Consulting
CASH COWS
Application development
Maintenance of software products
DOGS
None
12 February 2015 13
14. Percentage of total revenues in FY 2012-
13 by each service line
• Application development and maintenance (42.80%)
• Asset leverage solutions (2.70%)
• Assurance services (7.70%)
• Business process outsourcing (12.50%)
• Consulting (3.00%)
• Engineering and Industrial services (4.60%)
• Enterprise solutions (15.20%) and
• IT infrastructure services (11.50%)
12 February 2015 14
15. SWOT Matrix
12 February 2015 15
STRENGTHS
Extensive global reach
Strongfinancialperformance
Employeemanagementskills
Innovation labs
WEAKNESS
Significant exposure to financial services
market
Lags multinational high end consulting
offerings
Not strong in product segment
OPPORTUNITIES
Focus on SMB segment
Growth in worldwide IT services
Focus on high end business and IT
consulting
Expanding operations in countries like
China
SO Strategy
Market expansion in developing
countries(S1 & S2,O2)
Developing new products(S4,O3)
WO Strategy
Exposure to financial services
market(W1,O2)
Improving product SMB segment(W3,O1)
THREATS
Increasing employee costs
Intense competition from foreign firms
like Accenture, IBM, etc.
Economic uncertainty and currency
fluctuation
Increased competition from low-wage
countries like China, Indonesia etc.
ST Strategy
Tackle the market by innovative labs(S4,T2
& T4)
Acquisition of new companies related to
their business(S2,T2)
WT Strategy
Focus on high end consultancy
offerings(W2,T2)
Acquisition of small companies in
financial services marker(W1,T3)
16. EFE Matrix
12 February 2015 16
OPPORTUNITIES WEIGHT RATING WEIGHTED SCORE
Focus on SMB segment 0.12 3 0.36
Growth in worldwide IT
services
0.15 4 0.60
Focus on high end business
and IT consulting
0.13 3 0.39
Expanding operations in
countries like China
0.15 4 0.60
THREATS
Increasing employee costs 0.12 4 0.48
Intense competition from
foreign firms like Accenture,
IBM, Infosys, etc.
0.13 4 0.36
Economic uncertainty and
currency fluctuation
0.10 2 0.20
Increased competition from
low-wagecountries like China,
Indonesia etc.
0.10 4 0.40
Poor(1) Below average(2) Above average(3) superior(4)
Total weighted score 1.00 3.39
17. IFE Matrix
12 February 2015 17
INTERNAL STRENGTHS WEIGHT RATING WEIGHTED
SCORE
Extensive global reach 0.20 4 0.80
Strongfinancialperformance 0.15 4 0.60
Employeemanagementskills 0.15 3 0.45
Innovation labs 0.13 3 0.39
INTERNAL WEAKNESS
Significant exposure to financial services market 0.12 2 0.24
Lags multinational rivals in high end consulting offerings 0.15 2 0.30
Not strong in product segment 0.10 1 0.10
Major weakness(1) Minor
weakness(2)
Minor
strengths(3)
Major
strengths(4)
Total weighted score 1.00 2.88
18. IE Matrix
Strong
3.0 to 4.0
Average
2.0 to 2.99
Weak
1.0 to 1.99
EFE Total
Weighted
Scores
High 3.0 to 4.0
GROW AND BUILD
Medium
2.0 to 2.99
Low
1.0 to 1.99
12 February 2015 18
IFE Total
Weighted
Scores
EFE Total
Weighted
Scores
19. SPACE Matrix
12 February 2015 19
INTERNAL STRATEGIC POSITION EXTERNAL STRATEGIC POSITION
Financial Strength (FS): 1 to 6
ROI - 4
Liquidity - 4
Working Capital - 5
Cash flow - 5
Industry Strength (IS): 1 to 6
Growth Potential - 4
Profit Potential - 4
Financial Stability - 5
Technological Know-how - 5
Resource Utilization - 4
Competitive Advantage (CA): -1 to -6
Market Share - -1
Product quality - -2
Product life cycle - -3
Customer loyalty - -2
Know-how - -1
Environmental Stability (ES): -1 to -6
Technological Changes - -2
Inflation - -4
Demand variability - -3
Barriers to entry - -2
Competitive Pressure - -1
21. GRAND Strategy Matrix
Rapid market growth
Weak
competitive
position
Slow market growth
Strong
competitive
position
1. Market penetration
2. Product development
3. Forward integration
4. Backward integration
5. Horizontal integration
6. Related diversification
7. Market development
12 February 2015 21
22. QSPM Matrix
12 February 2015 22
MARKET PENETRATION PRODUCT DEVELOPMENT
KEY FACTORS WEIGHT ATTRACTIVE SCORE TOTAL ATTRACTIVE SCORE TOTAL
STRENGTHS
Extensive global reach 0.20 4 0.80 4 0.80
Strongfinancialperformance 0.15 3 0.45 3 0.45
Employeemanagementskills 0.15 3 0.45 2 0.30
Innovation labs 0.13 2 0.26 4 0.52
WEAKNESS
Significant exposure to
financial services market
0.12 3 0.36 3 0.36
Lags multinational rivals in
high end consulting offerings
0.15 3 0.45 4 0.60
Not strong in product
segment
0.10 2 0.20 3 0.30
Total Weights 2.97 3.33
23. QSPM Matrix Cntd…
12 February 2015 23
OPPORTUNITIES
Focus on SMB segment 0.12 3 0.36 3 0.36
Growth in worldwide IT
services
0.15 4 0.60 4 0.60
Focus on high end business and
IT consulting
0.13 3 0.39 4 0.52
Expanding operations in
countries like China
0.15 4 0.60 3 0.45
THREATS
Increasing employee costs 0.12 3 0.36 4 0.48
Intense competition from
foreign firms like Accenture,
IBM, Infosys, etc.
0.13 4 0.52 3 0.39
Economic uncertainty and
currency fluctuation
0.10 3 0.30 3 0.30
Increased competition from
low-wagecountries like China,
Indonesia etc.
0.10 2 0.20 3 0.30
Total Weights 1.00 3.33 3.4
Total Attractive Scores 6.3 6.73