THE INFORMATION TECHNOLOGY INDUSTRY In simple words ‘IT’ means collection, storage, dissimilation and use of information. Not confined to hardware & software but acknowledgement of importance of man & the goals he sets to the technology. The scientific technological & engineering disciplines & the management techniques used in information handling & processing their application, computer & their interpretation with man, machines and associated social, economical & cultural matters are covered in IT.
Data leads to information, information leads to knowledge, knowledge leads to wisdom, & wisdom is the key to existence of human civilizations. Our need of accuracy & revolution towards processing of information has led us to ‘Information Revolution’. Computers and IT tools can take humans to the peak of new millennium or destroy human civilization. Information Technology in India accounts for a substantial part of the country’s GDP and export earnings while providing employment to a significant number of its tertiary sector workforce.
Technically proficient immigrants from India sought jobs in the western world from the 1950s onwards as India’s education system produced more engineers than its industry could absorb. India’s growing stature in the information age enabled it to form close ties with both the United States of America and the European Union. Out of 400, 000 engineers produced per year in the country, 100, 000 possessed both technical competency and English language skills. India developed a number of outsourcing companies specializing in customer support via Internet or telephone connections.
By 2008, India also has a total of 49,750,000telephone lines in use, a total of 233,620,000 mobile phone connections, a total of 60,000,000 Internet users—comprising 6. 0% of the country’s population, and 4,010,000 people in the country have access to broadband Internet— making it the 18th largest country in the world in terms of broadband Internet users. Total fixed-line and wireless subscribers reached 325. 78 million as of June, 2008. Formative years (till 1991)
The Indian Government acquired the EVS EM computers from the Soviet Union, which were used in large companies and research laboratories. Tata Consultancy Services—established in 1968 by the Tata Group—were the country’s largest software producers during the 1960s. As an outcome of the various policies of Jawaharlal Nehru (office: 15 August 1947 – 27 May 1964) the economically beleaguered country was able to build a large scientific workforce, second in numbers only to that of the United States of America and the Soviet Union.
On 18 August 1951 the minister of education Maulana Abul Kalam Azad, inaugurated the Indian Institute of Technology at Kharagpur in West Bengal. Possibly modelled after the Massachusetts Institute of Technology these institutions were conceived by a 22 member committee of scholars and entrepreneurs under the chairmanship of N. R. Sarkar. Relaxed immigration laws in the United States of America (1965) attracted a number of skilled Indian professionals aiming for research. By 1960 as many as 10,000 Indians were estimated to have settled in the US.
The reason for this immigration was rooted in India producing more engineers through its education system—expanded during the 1950s—than its industry was able to absorb. By the 1980s a number of engineers from India were seeking employment in other countries. In response, the Indian companies realigned wages to retain their experienced staff. In the Encyclopaedia of India, Kamdar (2006) reports on the role of Indian immigrants (1980 – early 1990s) in promoting technology-driven growth.
The National Informatics Centre was established in March 1975. The inception of The Computer Maintenance Company (CMC) followed in October 1976. Between 1977-1980 the country’s Information Technology companies Tata Infotech, Patni Computer Systems, and Wipro, had become visible. The ‘microchip revolution’ of the 1980s had convinced both Indira Gandhi and her successor Rajiv Gandhi that electronics and telecommunications were vital to India’s growth and development. MTNL underwent technological improvements.
From 1986-1987, the Indian government embarked upon the creation of three wide-area computer networking schemes: INDONET (intended to serve the IBM mainframes in India), NICNET (the network for India’s National Informatics Centre), and the academic research oriented Education and Research Network (ERNET). 1991–2001 The policies of N. Chandrababu Naidu—the chief minister of Andhra Pradesh (1995 – 2004)—helped transform Hyderabad into one of the Information Technology hubs of India.
Regulated VSAT links became visible in 1985. Desai (2006) describes the steps taken to relax regulations on linking in 1991: In 1991 the Department of Electronics broke this impasse, creating a corporation called Software Technology Parks of India (STPI) that, being owned by the government, could provide VSAT communications without breaching its monopoly. STPI set up software technology parks in different cities, each of which provided satellite links to be used by firms; the local link was a wireless radio link.
In 1993 the government began to allow individual companies their own dedicated links, which allowed work done in India to be transmitted abroad directly. Indian firms soon convinced their American customers that a satellite link was as reliable as a team of programmers working in the clients’ office. | | Videsh Sanchar Nigam Limited (VSNL) introduced Gateway Electronic Mail Service in 1991, the 64 kbit/s leased line service in 1992, and commercial Internet access on a visible scale in 1992. Election results were displayed via National Informatics Centre’s NICNET.
The Indian economy underwent economic reforms in 1991, leading to a new era of globalization and international economic integration. Economic growth of over 6% annually was seen from 1993-2002. The economic reforms were driven in part by significant the internet usage in the country. The new administration under Atal Bihari Vajpayee—which placed the development of Information Technology among its top five priorities— formed the Indian National Task Force on Information Technology and Software Development.
Wolcott & Goodman (2003) report on the role of the Indian National Task Force on Information Technology and Software Development: Within 90 days of its establishment, the Task Force produced an extensive background report on the state of technology in India and an IT Action Plan with 108 recommendations. The Task Force could act quickly because it built upon the experience and frustrations of state governments, central government agencies, universities, and the software industry.
Much of what it proposed was also consistent with the thinking and recommendations of international bodies like the World Trade Organization (WTO), International Telecommunications Union (ITU), and World Bank. In addition, the Task Force incorporated the experiences of Singapore and other nations, which implemented similar programs. It was less a task of invention than of sparking action on a consensus that had already evolved within the networking community and government. | | The New Telecommunications Policy, 1999 (NTP 1999) helped further liberalize India’s telecommunications sector.
The Information Technology Act 2000 created legal procedures for electronic transactions and e-commerce. Throughout the 1990s, another wave of Indian professionals entered the United States. The number of Indian Americans reached 1. 7 million by 2000. This immigration consisted largely of highly educated technologically proficient workers. Within the United States, Indians fared well in science, engineering, and management. Graduates from the Indian Institutes of Technology (IIT) became known for their technical skills.
The success of Information Technology in India not only had economic repercussions but also had far-reaching political consequences. India’s reputation both as a source and a destination for skilled workforce helped it improve its relations with a number of world economies. The relationship between economy and technology—valued in the western world—facilitated the growth of an entrepreneurial class of immigrant Indians, which further helped aid in promoting technology-driven growth. 2001–present IT Park in Hyderabad.
Infosys Media Centre in Bangalore. Tidel Park—one of the largest software parks in Asia—was set up on the July 4, 2000 to aid the growth of Information Technology in Tamil Nadu. The economic effect of the technologically inclined services sector in India—accounting for 40% of the country’s GDP and 30% of export earnings as of 2006, while employing only 25% of its workforce—is summarized by Sharma (2006) The share of IT (mainly software) in total exports increased from 1 percent in 1990 to 18 percent in 2001.
IT-enabled services such as back office operations, remote maintenance, accounting, public call centres, medical transcription, insurance claims, and other bulk processing are rapidly expanding. The city of Hyderabad is now known as Cyberabad, and Indian companies such as TCS, Wipro, and Infosys may yet become household names around the world. | | N. Chandrababu Naidu—chief minister of Andhra Pradesh (1995–2004)—integrated information technology into state governance. Naidu’s ‘e-governance’ policies attracted the attention of then Microsoft CEO Bill Gates.
Information Technology also helped develop nuclear power in India and advancements made by the country contributed to its own economy. On 25 June 2002 India and the European Union agreed to bilateral cooperation in the field of science and technology. A joint EU-India group of scholars was formed on 23 November, 2001 to further promote joint research and development. India holds observer status at CERN while a joint India-EU Software Education and Development Centre are due at Bangalore. India’s IT industry (USD bn) [Source:NASSCOM]| Particulars| FY 2004| FY 2005| FY 2006| FY 2007E|
IT Services| 10. 4| 13. 5| 17. 8| 23. 7| – Exports| 7. 3| 10. 0| 13. 13| 18. 1| – Domestic| 3. 1| 3. 5| 4. 5| 5. 6| ITES-BPO| 3. 4| 5. 2| 7. 2| 9. 5| – Exports| 3. 1| 4. 6| 6. 3| 8. 3| – Domestic| 0. 3| 0. 6| 0. 9| 1. 2| Engineering services, R&D and Software products| 2. 9| 3. 9| 5. 3| 6. 5| – Exports| 2. 5| 3. 1| 4. 0| 4. 9| – Domestic| 0. 4| 0. 7| 1. 3| 1. 6| Hardware| 5. 0| 5. 9| 7. 0| 8. 2| Total IT industry| 21. 6| 28. 4| 37. 4| 47. 8| – Exports| 13. 4| 18. 2| 24. 1| 31. 9| – Domestic| 8. 3| 10. 2| 13. 2| 15. 9| The role of the IT Industry Unlike other common industries, the IT industry is knowledge-based. * Efficient utilization of skilled labor forces in the IT sector can help an economy achieve a rapid pace of economic growth. * The IT industry helps many other sectors in the growth process of the economy including the services and manufacturing sectors. The IT industry can serve as a medium of e-governance, as it assures easy accessibility to information. The use of information technology in the service sector improves operational efficiency and adds to transparency. It also serves as a medium of skill formation. MARKET SHARE
The IT industry includes 35,000 companies that generate about $150 billion in annual revenue. Large companies include EDS, Accenture, CSC, and the technology consulting arms of IBM and Hewlett-Packard. The facilities outsourcing segment of the industry is highly concentrated: the 50 largest companies hold more than 80 percent of the market. The rest of the industry is fairly fragmented: the 50 largest companies hold less than half the market. Some components of IT include manufacturers of hardware and software, providers of telecommunications devices and services, and Internet companies.
These industries are reviewed in separate profiles. High Growth : * The computer systems design and related services industry is among the economy’s largest and fastest sources of employment growth. Employment increased by 616,000 over the 1994-2004 period, posting a staggering 8. 0-percent annual growth rate. The projected 2004-14 employment increase of 453,000 translates into 1. 6 million jobs, and represents a relatively slower annual growth rate of 3. 4 percent as productivity increases and offshore outsourcing take their toll. “Industry output and employment projections to 2014” by Jay M. Berman, Bureau of Labor Statistics) * However, the main growth catalyst for this industry is expected to be the persistent evolution of technology and business’ constant effort to absorb and integrate these resources to enhance their productivity and expand their market opportunities. * Employment of computer and information systems managers is expected to grow between 18 to 26 percent for all occupations through the year 2014. (Career Guide to Industries 2006-07) Outsourcing
There is concern about federal, state and local government policy proposals that may restrict overseas outsourcing where labor costs are lower. Some companies move jobs overseas to remain competitive by managing labor costs. Others are opening new markets overseas for their products and hiring local employees as an incentive and an accommodation. Government resources Some stakeholders believe that the government can offer tax relief to small businesses for training their incumbent workers toward IT certification. Role of government in industry’s workforce initiatives
Stakeholders also believe that government could serve as an honest broker for specific issues such as promotion and image, forecasting the future of the workforce and training needs. This could be a task for the public education system, where children could be introduced to the new, dynamic global workplace and learn more about the current business culture. EVOLUTION Major activities that expedited the information age: a. In 1820’s Charles Babbage invented the ever first computer called Babbage machine. It was based on mechanical gears & discs. This was the first step of human mankind towards computer. . From 1890 to 1900, abundant and rapid development of electricity. In 1928, electron movement thesis came that opened various aspects towards pristine fields. Invention of electronic equipments fueled the revolutionary scenario of IT. c. In 1943, transistor was developed. d. In 1948, ENIAC, the Ist computer of modern age was invented by US; it was based on Vacuum Tubes. e. In 1958, transistors were used (Advantage: less power consumption, more accurate. Computers accommodated 100s & 1000s of transistors. Result: Computers size was as big as room). f. ICs replaced transistors.
ICs evolved during last 35 years and have now become multi tasking, sophisticated algorithm design based chips. Computers of human types are replacing ICs by neuron type chips and neural networks. WIPRO FOUNDERS PROFILE- AZIM PREMJI Born: July 24th, 1945 Achievements: Chairman of Wipro Technologies; Richest Indian for the past several years; Honored with Padma Bhushan in 2005. Azim Premji is Chairman of Wipro Technologies, one of the largest software companies in India. He is an icon among Indian businessmen and his success story is a source of inspiration to a number of budding entrepreneurs.
Born on July 24, 1945, Azim Hashim Premji was studying Electrical Engineering from Stanford University, USA when due to the sudden demise of his father, he was called upon to handle the family business. Azim Premji took over the reins of family business in 1966 at the age of 21. At the first annual general meeting of the company attended by Azeem Premji, a shareholder doubted Premji’s ability to handle business at such a young age and publicly advised him to sell his shareholding and give it to a more mature management. This spurred Azim Premji and made him all the more determined to make Wipro a success story.
And the rest is history. When Azim Premji occupied the hot seat, Wipro dealt in hydrogenated cooking fats and later diversified to bakery fats, ethnic ingredient based toiletries, hair care soaps, baby toiletries, lighting products and hydraulic cylinders. Thereafter Premji made a focused shift from soaps to software. Under Azim Premji’s leadership Wipro has metamorphosed from a Rs. 70 million company in hydrogenated cooking fats to a pioneer in providing integrated business, technology and process solutions on a global delivery platform.
Today, Wipro Technologies is the largest independent R&D service provider in the world. Azim Premji has several achievements to his credit. In 2000, Asiaweek magazine, voted Premji among the 20 most powerful men in the world. Azim Premji was among the 50 richest people in the world from 2001 to 2003 listed by Forbes. In April 2004, Times Magazine, rated him among the 100 most influential people in the world by Time magazine. He is also the richest Indian for the past several years. In 2005,Government of India honored Azim Premji with Padma Bhushan.
COMPANY PROFILE- WIPRO TECHNOLOGIES Wipro Technologies is a global services provider delivering technology-driven business solutions. Wipro is the No. 1 provider of integrated business, technology and process solutions on a global delivery platform. Azim Premji is the Chairman of Wipro Technologies. He took over the mantle of leadership of Wipro at the age of 21 in 1966. Under his leadership, the fledgling US$ 2 million hydrogenated cooking fat company has grown to a US$1. 76 billion IT Services organization serving customers across the globe.
Wipro is presently ranked among the top 100 Technology companies in the world. It has 95,000+ employees, serves 928 clients, and has 54 development centres across globe. Wipro Technologies deals in following businesses: * IT Services: Wipro provides complete range of IT Services to the organization. The range of services extends from Enterprise Application Services (CRM, ERP, e-Procurement and SCM) to e-Business solutions. Wipro’s enterprise solutions serve a host of industries such as Energy and Utilities, Finance, Telecom, and Media and Entertainment. Product Engineering Solutions: Wipro is the largest independent provider of R&D services in the world. Using “Extended Engineering” model for leveraging R&D investment and accessing new knowledge and experience across the globe, people and technical infrastructure, Wipro enables firms to introduce new products rapidly. * Technology Infrastructure Service: Wipro’s Technology Infrastructure Services (TIS) is the largest Indian IT infrastructure service provider in terms of revenue, people and customers with more than 200 customers in US, Europe, Japan and over 650 customers in India. Business Process Outsourcing: Wipro provides business process outsourcing services in areas Finance & Accounting, Procurement, HR Services, Loyalty Services and Knowledge Services. In 2002, Wipro acquiring Spectramind and became one of the largest BPO service players. * Consulting Services: Wipro offers services in Business Consulting, Process Consulting, Quality Consulting, and Technology Consulting. Group Companies of Wipro: * Wipro Infrastructure Engineering: It has emerged as the leader in the hydraulic cylinders and truck tipping systems market in India. Wipro Infotech: It is one of the leading manufacturers of computer hardware and a provider of systems integration services in India. * Wipro Lighting: It manufactures and markets the Wipro brand of luminaries. Wipro Lighting offers lighting solutions across various application areas such as commercial lighting for modern work spaces, manufacturing and pharmaceutical companies, designer petrol pumps and outdoor architecture. Achievements of Wipro * First Indian IT Service Provider to be awarded Gold-Level Status in Microsoft’s Windows Embedded Partner Program. World’s largest independent R&D Services Provider. * World’s 1st PCMM Level 5 software company. * World’s 1st IT Services Company to use Six Sigma. * The first to get the BS15000 certification for its Global Command Centre. * Among the top 3 offshore BPO service providers in the world. * Only Indian company to be ranked among the ‘Top 10 Global Outsourcing Providers’ in the IAOP-Fortune Global 100 listings. * First company in the world to be certified in BS 7799 (2002) security standards. Industries Aerospace, Defense & Satellite Automotive Electronics Automotive IT
Broadband & Optical Networks Chemicals Computing Peripherals Computing Platforms Consumer Electronics Consumer Packaged Goods Distribution Energy Finance Health Science High Technology IP Multimedia Networks| Industrial Automation Insurance Manufacturing Media & Entertainment Medical Devices Mobile Devices Retail Semiconductors Software Products Group Storage Technologies Telecom – Equipment Vendors Telecom – Service Providers Travel & Transportation Utilities Wireless Networks & Devices | BPM BPO Business Intelligence Business Consulting Information Management DSP & Multimedia -Business Enterprise Business Integration Enterprise Application Services Engineering Design Services Enterprise Security Green IT| Learning Solutions Legacy Migration PACE Package Implementation Product Lifecycle Management Process Consulting Portals and Content Management Service Oriented Architecture Technology Consulting Testing Services Quality Consulting VLSI| Spirit of Wipro Intensity to Win Make customers successful Team, Innovate, Excel Act with Sensitivity Respect for the individual Thoughtful and responsible Unyielding Integrity Delivering on commitments Honesty and fairness in action
The Spirit of Wipro is the core of Wipro… the Spirit is rooted in current reality, but it also represents what Wipro aspires to be – thus making it future active. The Spirit is an indivisible synthesis of all three statements. It means manifesting intensity to win, acting with sensitivity and being unyielding on integrity all the time. History of Wipro Technologies| Founded in 1945, Wipro has diversified into Information Technology, Consumer Care and Lighting, Engineering and Healthcare. | | Milestones| 1980:| Diversification into Information Technology | 1990:| Incorporation of Wipro-GE medical systems| 992:| Going global with global IT services division | 1993:| Business innovation award for offshore development| 1995:| Wipro gets ISO 9001 quality certification, re-certified twice for mature processes| 1997:| Wipro gets SEI CMM level 3 certification, enterprise wide processes defined| 1998:| Wipro first software services company in the world to get SEI CMM level 5| 1999:| Wipro’s market capitalization is the highest in India| 2000:| Start of the Six Sigma initiative, defects prevention practices initiated at project level| | Wipro listed on New York Stock Exchange| 001:| First Indian company to achieve the “TL9000 certification” for industry specific quality standards| | Wipro acquires American Management Systems’ global energy practice | | World’s first PCMM Level 5 company. | | Premji established Azim Premji Foundation, a not-for-profit organization for elementary education. | | Wipro only Indian company featured in Business Week’s 100 best-performing technology companies. | 2002: | World’s first CMMi ver 1. 1 Level 5 company. | | Wipro acquires Spectramind. | 2002: | Ranked the 7th software services company in the world by BusinessWeek (Infotech 100, November 2002). 2003| Wipro acquires Nervewire. | | Wipro Technologies Wins Prestigious IEEE Award for Software Process Excellence| | Wipro Technologies awarded prestigious ITSMA award for services marketing excellence. | | Wipro wins the 2003 Asian Most Admired Knowledge Enterprise Award. | 2004:| Crossed the $1 Billion mark in annualized revenues| |
Wipro launches India’s first RFID enabled apparel store| | Wipro Technologies named Asian Most Admired Knowledge Enterprise second year in a row| | IDC rates Wipro as the leader among worldwide offshore service providers | 2005| Wipro acquires mPower to enter payments space| Wipro acquires European System on Chip (SoC) design firm NewLogic| | Wipro becomes the first Indian IT Service Provider to be awarded Gold-Level Status in Microsoft’s Windows Embedded Partner Program | | Some quick facts on Wipro * Wipro becomes the first Indian IT Service Provider to be awarded Gold-Level Status in Microsoft’s Windows Embedded Partner Program * Wipro is the world’s largest independent R&D Services Provider * Worlds 1st PCMM Level 5 software company. * Wipro one among the few companies in the world to be assessed at maturity level 5 for CMMI V1. 2 across offshore and onsite development * Worlds 1st IT Services Company to use Six Sigma * The largest independent R&D Services provider in the world * Over half billion revenue from R&D * Among the top 3 offshore BPO services provider in the world * A strategic partner to five of the top ten most innovative companies in the world * Only Indian company to be ranked among the top 10 global outsourcing providers in IAOP’s 2006 Global Outsourcing 100 listing The pioneers in applying Lean Manufacturing techniques to IT services * World’s first SEI CMM/CMMI Level 5 IT services company * The first to get the BS15000 certification for its Global Command Centre * Functional RFID Enabled Concept Store and Global Data Synchronization Laboratory BS7799 and ISO 9000 certified * Among the top 3 offshore BPO service providers in the world * Wipro is a strategic partner to five of the top ten most innovative companies in the world* (*Technology Review Innovation Index 2005) * Over 55 industry facing ‘Centres of Excellence’ * 928 clients – 95000+ employees 54 development centres across globe Core Management Team Wipro Technologies is a global services provider delivering technology-driven business solutions that meet the strategic objectives of our clients. Wipro has 55+ ‘Centres of Excellence’ that create solutions around specific needs of industries. Wipro delivers unmatched business value to customers through a combination of process excellence, quality frameworks and service delivery innovation. Wipro is the World’s first CMMi Level 5 certified software services company and the first outside USA to receive the IEEE Software Process Award. | Azim H Premji Chairman
Wipro Limited| | | | | | | | | Executive Directors| | | Independent Directors| Girish S Paranjpe| Suresh C Senapaty| Suresh Vaswani| | | | Ashok S Ganguly| William Arthur Owens| B C Prabhakar| P M Sinha| Jagdish N Sheth| N Vaghul| | | Jt Chief Executive Officers – IT Business| | | Suresh Vaswani Jt. – CEO, IT Business Member of the Board Wipro Limited| | | Girish S. Paranjpe Jt. – CEO, IT Business Member of the Board Wipro Limited| | | Vertical Business Units| | | N. S. Bala Sr. Vice President Manufacturing & Healthcare | | | Bhanu Murthy B M Sr. Vice President Retail, Consumer Goods, Transportation & Services | | | | Soumitro Ghosh Sr. Vice President Financial Services | | | Anand Padmanabhan Sr. Vice President Energy & Utilities | | | | | G. K. Prasanna Sr. Vice President Technology | | | Rajiv Shah Sr. Vice President Healthcare & Services | | | | | P Subrahmanyam Sr. Vice President Telecom Equipment | | | | Service Lines| | | Gangadharaiah. C P Sr. Vice President Testing Services | | | Deepak Jain Vice President Technology Infrastructure Services| | | | | T K Kurien President Wipro Consulting Services Global Programs & Strategic Initiatives Communication & Media | | | Zach Lonstein CEO Infocrossing Inc. | | | | Srinivas Pallia Vice President Business Technology Services (ES) | | | K. R. Sanjiv Vice President Business Technology Services (FS & TMT) | | | | | Sangita Singh Sr. Vice President Enterprise Application Services | | | Kirk Strawser Head Wipro Consulting Services | | | | | | Ashutosh Vaidya Head Wipro BPO| | | V. R. Venkatesh Sr. Vice President Product Engineering Services | | | Geo| | | Hiroshi Alley Chief Sales & Operations Officer Japan & China | | | Rajat Mathur Chief Sales & Operations Officer ANZ & ASEAN | | | | | Ayan Mukerji Chief Sales & Operations Officer Europe | | | Manoj Punja
Chief Sales & Operations Officer Americas | | | | | Anand Sankaran Sr. Vice President Head – India & Middle East | | | | Function| | | Laxman K Badiga Chief Information Officer | | | Pradeep Bahirwani Vice President Talent Acquisition | | | | | Sambuddha Deb Chief Global Delivery Officer | | | Manish Dugar Chief Financial Officer | | | | | K R Lakshminarayana Ian Chief Strategy Officer | | | Jessie Paul Chief Marketing Officer | | | | | Jagdish Ramaswamy Chief Quality Officer | | | I. Vijaya kumar Chief Technology Officer | | Growth of information security consulting Global IT infrastructure outsourcing Background
Shareholding Pattern The company has an equity capital base of Rs. 45. 8 crore and the number of shares are 22. 92 crore. The face value per share is Rs. 2. The share is currently, as on 18th May, 2001, is trading at Rs. 1642. 60. The market capitalization of the company is Rs. 37648. 39 crore. The Indian promoters are holding 75% stake in the company. The free float available in the market is 18. 5%. Board of Directors BOARD OF DIRECTORS Azim H Premji – Chairman and MD| Vivek Paul – Vice Chairman| Ashok Ganguly – Director| Nachiket Mor – Director| P S Pai – Director| B C Prabhakar – Director| Jagdish N Sheth – Director|
A K Thiagarajan – Director| N Vaghul – Director| Hamir K Vissanji – Director| Satish Menon – Company Secretary| Business Overview Company overview The company earns its revenue from the following activities: 1. As a full service provider 2. As a software solutions provider- As a service provider, it provides IT consultancy, design & development services, system integration and product implementation services and lastly sustenance & management of IT infrastructure. As a solution provider it provides enterprise solutions, research & development and global support services. It has 12 offices in USA and Canada.
Besides that it has offices in UK, France, Germany, Netherlands, Sweden, Japan & in Asia Pacific. Wipro does off-shore as well as on-site projects for its clients. The overseas projects fetch 49% of the total revenue for the comapny. The domestic projects of the company is very much limited as compared to the overseas projects. The world market for software and services has been put at around US$375 bn by IDC. This market is growing at anywhere between 10-13% pa. While the developed countries dominate the market for packaged products, the share of developing nations is growing rapidly within the software services market.
This is due to the increased tendency by developed nations to outsource their software requirements. Apart from India, other countries like Ireland, Philippines, Pakistan etc are major players in services. The Indian software industry, being in the high-growth stage, is characterized by a large number of players. The industry has grown at a very high growth rate to touch Rs 240 bn in FY2000, out of which around Rs 170 bn is made up of exports. However, India still has a very minuscule share of the world IT services market.
Though competition to India is hotting up, Indian software professionals are expected to maintain their edge due to their knowledge of English, superior mathematical/analytical skills and high degree of trainability. Wipro has lined up plans to invest close to Rs 2 bn per annum over the next two to three years. Not surprisingly, more than 70 percent of this amount will be invested in the IT business, Wipro’s golden goose. The company has also acquired an Internet Service Provider (ISP) license through which it plans to corner the B2B segment of this lucrative new emerging market.
The company has also identified the Internet and e-commerce as a major thrust area and has made sizeable investments in this business. Wipro is set to enter the ASP (Application Service Provider) market in a very big way in the near future. It already provides e-infrastructure to organizations locally and remotely through its Global Support Services group. It has a lot of experience in this area and this will help Wipro to successfully exploit the ASP market. This for one is going to be a low margin high volume game. Initially, it may be a loss-making proposition but e-infrastructure is going to be essential for every business.
Consequently, the ASP industry is likely to go the utilities way. Performance of segments The global IT services account for large chunk of the total revenue of the company. PAT figure from this particular segment is 88% in FY2000. Division| Revenue % of total| Operating Margins %| PAT as a % of Total| Global IT Services| 56| 33| 88| Indian IT Services and Products| 29| 6| 8| Consumer Care and Lighting| 13| 13| 7| Products In FY95, two infotech subsidiaries of Wipro viz. Wipro Infotech – the hardware company and Wipro Systems- software company were merged with Wipro.
Currently the division handling software services is Wipro Technologies and makes up around 46% of the total revenues of Wipro. This is also Wipro’s fastest growing business (65% yoy growth in the latest financial). Wipro offers services in the domains of telecom, healthcare, retail and systems software. With telecom giants of the world, the company is engaged in creating the standard platform for the next generation wireless services. Wipro will set up the Wipro Symbian Competence Centre to drive development of a wide range of Smartphones and Communicators. The hardware business consists of both computers and peripherals.
This business makes up more than 35% of Wipro’s total revenues and is growing at around 20%. SWOT Analysis Strengths:| | | Global R&D facility. | | Retention of the man-power is the best in the industry. | | Impressive list of clientele. | | Relatively lower receivable compared to the industry average. | Weaknesses:| | | Low operating margin of the other group companies. | | Free floating stock is very less. | Opportunities:| | | In the branded product category. | | In the consultancy area. | | In the emerging technology areas like Blue Tooth, WAP etc. | Threats:| | | Increasing cost of human capital. | Slowdown in the US economy . | | Will face fierce competition in the areas of e-business and ASP services. | 7S Systems Grassroots thinking is a social media concept of thinking global and acting local. While connecting people and communities, sharing information or transacting online, the need of the hour is secure and sustainable solutions. Solutions which are strong enough to weather the toughest economical storm yet supple enough to travel on a cloud. Enable sustenance for the future with grassroots thinking, reflected in Wipro’s Green IT offerings. Structure The structure of Wipro runs on both vertical as well as horizontal lines( hown in the Core Management portion on pg. 17,18 and 19). The priorities for the new team will be leading industry growth, enhancing customer value, leveraging increased market synergies from our technology business, and building empowered teams and leaders. Strategy and Architecture With focus on the strategic intersection of business, information technology and globalization, Wipro’s PSA practice combines deep technology enterprise in IT and embedded systems, broad strategic planning skills, proficiency in global strategies and understanding of hi-growth emerging countries.
PSA has 3 key practices: * Information Technology Business value study * Core infrastructure optimization * Enterprise Process Review Skill Skills used in Wipro vary depending on the department and functions related to that department. However, taking Wipro technologies into consideration, the skill sets needed are CMM Level- 5 which is related to advance specialisation in information technology an processing. Staff The staff at Wipro varies depending on the department. Wipro employs over 350,000 employees worldwide across its 55+ development centres.
Style Unique idea conceptualized @ Wipro and brought to life by Mario Miranda All of us at Wipro are excited about teaming up with Mario Miranda to create an advertising campaign unique to Wiproites and Wipro. Through his eyes, Mario Miranda has picturised a series of moments and achievements that showcase the spirit of Wipro. In an industry like Information Technology that is all about people, every single day has its moments and every place has its own style. Wipro decided to bring to life its stories in vivid simplicity through cartoons. An organization is all about its people who live the spirit that defines it. Call it spirit, infectious enthusiasm or interesting stories.. When you have more than 75,000 people practically living, sharing and growing together, it’s difficult to figure out where one story ends and another begins, “says Pratik Kumar, Executive Vice President, Human Resources, Wipro Limited. Cartoons created by Miranda, would be used in major advertising campaigns and these will reflect culture, attitude, belief, emotions and life that are true to Wipro.
This makes the campaign unique. Our recruitment campaign last year with “Faces of Wipro” was a beginning to the idea – where everyday moments of Wiproites were captured to share with the world as many expressions. It celebrated the fact that we at Wipro don’t need external ambassadors to tell our story. Every day has its moments and every place has its own style to it. This year’s campaign is the continuation to this philosophy by bringing to life our stories in vivid simplicity with cartoons. Truly a people’s idea. Shared values
Wipro has core values of value based leadership which is based on the principles of honesty, hard work, self-confidence, humility, persistence, passion and leardership. ACCENTURE COMPANY PROFILE- ACCENTURE HISTORY Continuous innovation and rapid transformation have been themes throughout Accenture’s history. Established in 1989 primarily as a technology consultant and systems integrator, Accenture soon began offering a new breed of business integration solutions to clients—solutions that aligned organizations’ technologies, processes and people with their strategies.
Throughout its history, Accenture has expanded its offerings and capitalized on evolving management trends and technologies to benefit its clients. The company pioneered systems integration and business integration; led the deployment of enterprise resource planning, customer relationship management and electronic services; and has established itself as a leader in today’s global marketplace. Today Accenture is a global management consulting, technology services and outsourcing company, with net revenues of US$23. 39 billion for the fiscal year ended Aug. 1, 2008. INTRODUCTION Accenture is a global management consulting, technology services and outsourcing company. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. With approximately 177,000 people serving clients in over 120 countries, the company generated net revenues of US$23. 39 billion for the fiscal year ended Aug. 31, 2008.
Our “high performance business” strategy builds on our expertise in consulting, technology and outsourcing to help clients perform at the highest levels so they can create sustainable value for their customers and shareholders. Using our industry knowledge, service-offering expertise and technology capabilities, we identify new business and technology trends and develop solutions to help clients around the world: * Enter new markets. * Increase revenues in existing markets. * Improve operational performance. * Deliver their products and services more effectively and efficiently.
We have extensive relationships with the world’s leading companies and governments and work with organizations of all sizes—including 96 of the Fortune Global 100 and more than three quarters of the Fortune Global 500. Our commitment to client satisfaction strengthens and extends our relationships. For example, of our top 100 clients in fiscal year 2008, based on revenue, 99 have been clients for at least five years and 87 have been clients for at least 10 years. Among the many strengths that distinguish Accenture in the marketplace are our: * Extensive industry expertise. * Broad and evolving service offerings. Expertise in business transformation outsourcing. * History of technology innovation and implementation, including our research and development capabilities, on which we spend approximately $300 million annually. * Commitment to the long-term development of our employees. * Proven and experienced management team. Our Core Values have shaped the culture and defined the character of our company, guiding how we behave and make decisions: Stewardship: Building a heritage for future generations, acting with an owner mentality, developing people everywhere we are, and meeting our commitments to all internal and external stakeholders.
Best People: Attracting and developing the best talent for our business, stretching our people and developing a “can do” attitude. Client Value Creation: Improving our clients’ business performance, creating long-term, win-win relationships and focusing on execution excellence. One Global Network: Mobilizing the power of teaming to deliver consistently exceptional service to our clients anywhere in the world. Respect for the Individual: Valuing diversity, ensuring an interesting and inclusive environment, and treating people as we would like to be treated ourselves.
Integrity: Inspiring trust by taking responsibility, acting ethically, and encouraging honest and open debate. By enhancing our consulting and outsourcing expertise with alliances and other capabilities, we help move clients forward in every part of their businesses, from strategic planning to day-to-day operations. With approximately 177,000 people in 52 countries, deep industry and business process expertise, broad global resources and a proven track record, Accenture can mobilize the right people, skills and technologies to help clients improve their performance.
Products The Products operating group comprises of the automotive, consumer goods and services, health and life sciences, industrial equipment, retail, and transportation and travel services. The automotive industry group works with the auto manufacturers, suppliers, dealers, retailers and service providers. Professionals in this industry group help clients develop and implement solutions focused on product development and commercialization, customer service and retention, channel strategy and management, branding, uyer-driven business models, cost reduction, customer relationship management and integrated supplier partnerships. The consumer goods and services industry group serves food, beverage, household goods and personal care, tobacco and footwear/apparel manufacturers globally. The Company provides services to its clients by addressing critical elements of success, including large-scale enterprise resource planning (ERP) strategy and implementation, sales and marketing transformation, working-capital productivity improvement, supply chain collaboration and post-merger integration.
The health and life sciences industry group works with healthcare providers, government health departments, policy-making authorities/regulators, managed care organizations, health insurers and pharmaceutical, biotechnology, medical products and other industry-related companies to improve the quality, accessibility and affordability of healthcare.
The offerings include health clinical transformation, electronic health records and hospital back-office services in the provider/government segment; research and development transformation, commercial effectiveness and customer interaction, and integrated electronic compliance (manufacturing and supply chain) in the pharmaceuticals and medical products segment; and health information and data management, claims cost containment and health plan back-office services in the payer segment.
The industrial equipment industry group serves the industrial and electrical equipment, construction, consumer durable and heavy equipment industries. The industrial equipment develops and deploys solutions in the areas of channel management, collaborative product design, remote field maintenance, enterprise application integration and outsourcing. The retail industry group serves a spectrum of retailers and distributors, including supermarkets, specialty retailers and mass-merchandise discounters.
The Company provides service offerings that help clients address new ways of reaching the retail trade and consumers through precision marketing; maximize brand synergies and cost reductions in mergers and acquisitions; improve supply chain efficiencies through collaborative commerce business models; and improve the efficiency of internal operations. The transportation and travel services industry group serves companies in the airline, freight transportation, third-party logistics, hospitality, gaming, car rental, passenger rail and travel distribution industries. It helps the lients to develop and implement strategies and solutions to improve customer relationship management capabilities, operate more-efficient networks, integrate supply chains, develop procurement and electronic business marketplace strategies, manage maintenance, repair and overhaul processes and expenses. Through the Navitaire subsidiary, the Company offers airlines a range of transaction-processing services on an outsourced basis, including distribution, Internet reservations, airport check-in, revenue management and accounting, crew scheduling and management, and disruption recovery. PROFILE| Founded| 1989 (as Andersen Consulting)| Headquarters| Hamilton, Bermuda| Area served| Worldwide| Key people| William D. Green (Chairman) & (CEO)| Industry| Management consulting Technology services Outsourcing| Revenue| US$ 25. 313 billion (2008)| Operating income| US$ 3. 011 billion (2008)| Net income| US$ 1. 691 billion (2008)| Total assets| US$ 12. 398 billion (2008)| Total equity| US$ 2. 540 billion (2008)| Employees| 186,000 (2008)| Mission and Vision Accenture’s mission is to become one of the world’s leading companies, bringing innovations to improve the way the world works and lives. * Quality Client Service – Understand and meet client expectations 100% of the time * One Global Firm – Act to enhance the collective values of the global organization while sustaining local culture * Integrity – Always act with openness and honesty * Stewardship – Think future oriented; act and invest to build a stronger irm for tomorrow * Best People – Are highly competent and make a commitment to excellence, teamwork, and the success of our clients * Respect for the Individual – Treat each person as we would like to be treated * Accenture’s mission is to become one of the world’s leading companies, bringing innovations to improve the way the world works and lives. RESEARCH METHODOLOGY: Methodology refers to more than a simple set of methods; rather it refers to the rationale and the philosophical assumptions that underlie a particular study relative to the scientific method.
This is why scholarly literature often includes a section on the methodology of the researchers. This section does more than outline the researchers’ methods (as in, “We conducted a survey of 50 people over a two-week period and subjected the results to statistical analysis”, etc. ); it might explain what the researchers’ ontological or epistemological views are. Another key (though arguably imprecise) usage for methodology does not refer to research or to the specific analysis techniques. This often refers to anything and everything that can be encapsulated for a discipline or a series of processes, activities and tasks.
Examples of this are found in software development, project management and business process fields. This use of the term is typified by the outline who, what, where, when, and why. In the documentation of the processes that make up the discipline that is being supported by “this” methodology that is where we would find the “methods” or processes. The processes themselves are only part of the methodology along with the identification and usage of the standards, policies, rules, etc. OBSTACLE: | Irrelevant detail| | Unnecessary explanation of basic information or procedures| Complex sources Problem blindness| MARKETING STRATEGIES: Marketing Transformation Services: Overview With more companies focused on growth, marketing has emerged as a key factor separating industry leaders from laggards. Superior marketing capabilities not only help attract customers, but also convert them into loyal product and service advocates. In fact, Accenture’s research into high performance marketing and customer management shows that mastery of five specific marketing factors accounts for 50 percent of a company’s ability to win customer loyalty, which in turns drive higher revenues and greater profitability.
Yet at many organizations, the chief marketing officer faces tremendous challenges, particularly when it comes to driving organic growth. Globalization, for one, is spurring competition and transforming market economics. Rapid innovation is increasing product complexity and speeding commoditization. And generally weak capabilities for marketing planning and implementation reduce the impact of strategic marketing investment. Today’s savvy companies are allocating more resources towards marketing.
However, simply spending more money does not guarantee increased customer loyalty—particularly in the face of intense competition for share of mind and wallet. To achieve high performance, marketers first need to identify and prioritize the investments that contribute to strategic objectives. They need the ability to quantify the return on these investments, to understand which are working and which are not, and reallocate resources more effectively.
Accenture helps chief marketing officers drive growth and achieve high performance by developing superior strategies, planning the effective implementation of these strategies, and executing these plans flawlessly—and doing quickly and efficiently. Our approach is to helping clients achieve high performance by mastering the capabilities that drive profitable, organic growth. IT Strategy & Transformation Accenture research indicates that high-performance businesses view IT as a strategic asset—a source of both operational excellence and competitive advantage.
Our Strategic IT Effectiveness (SITE) experts help top management adopt that mindset and achieve greater business value from IT. We have a clear perspective: IT is not merely a cost but a critical contributor to the business, focused on improving business value and performance. Our professionals are experienced with bold, value-creating approaches to IT, bringing boardroom-relevant criteria to IT investments and helping high-performance businesses to “think bigger” about IT’s ability to improve operating results. FINANCIALS Financial Review Revenues before reimbursements (“net revenues”) for the first quarter of fiscal 2009 were $6. 2 billion, compared with $5. 67 billion in the first quarter of fiscal 2008, an increase of 6 percent in U. S. dollars and 9 percent in local currency. Net revenues for the first quarter of fiscal 2009 reflect a foreign-exchange impact of negative 3 percent, greater than the negative 1 percent to positive 1 percent impact the company had previously assumed. Adjusting for the actual foreign-exchange impact in the first quarter, the company’s previously expected net revenue range for the quarter would have been $5. 9 billion to $6. 2 billion. Therefore, Accenture’s first-quarter fiscal 2009 net revenues of $6. 2 billion were solidly within the expected range. * Consulting net revenues for the quarter were $3. 66 billion, an increase of 6 percent in U. S. dollars and 9 percent in local currency over the first quarter of fiscal 2008. * Outsourcing net revenues were $2. 36 billion, an increase of 7 percent in U. S. dollars and 9 percent in local currency over the first quarter of fiscal 2008. * Diluted EPS for the quarter were $0. 74, compared with $0. 60 in the first quarter of fiscal 2008, an increase of $0. 14, or 24 percent. * Operating income for the first quarter increased 12 percent, to $815 million, or 13. percent of net revenues, compared with $726 million, or 12. 8 percent of net revenues, for the first quarter of fiscal 2008, an operating-margin expansion of 70 basis points. * Gross margin (gross profit as a percentage of net revenues) was 31. 4 percent, compared with 30. 1 percent for the first quarter last year, an expansion of 130 basis points. * Selling, general and administrative (SG&A) expenses for the first quarter were $1. 07 billion, or 17. 8 percent of net revenues, compared with $970 million, or 17. 1 percent of net revenues, for the first quarter last year.
SG&A expenses in the first quarter of fiscal 2009 include a $72 million provision for bad debt as a reserve for collection risks, given current economic conditions. Absent this provision, SG&A expenses as a percent of net revenues would have been 16. 6 percent. * The company’s effective tax rate for the first quarter was 26. 6 percent, compared with 34. 6 percent for the first quarter last year. The reduction was primarily a result of benefits related to tax-rate reductions taking effect in fiscal 2009 and final determinations of prior-year tax liabilities recorded in the first quarter of fiscal 2009. Income before minority interest for the first quarter was $593 million, compared with $506 million for the same period of fiscal 2008, an increase of 17 percent. * Operating cash flow for the first quarter was $468 million, an increase of $499 million over the same period last year, and property and equipment additions were $72 million. Free cash flow, defined as operating cash flow net of property and equipment additions, was $396 million. For the same period last fiscal year, operating cash flow was negative $31 million; property and equipment additions were $89 million; and free cash flow was negative $120 million.
Financial Statement | 2008| 2007| 2006| 2005| 2004| Period End Date| 08/31/2008| 08/31/2007| 08/31/2006| 08/31/2005| 08/31/2004| | | | | | | Stmt Source| 10-K| 10-K| 10-K| 10-K| 10-K| Stmt Source Date| 10/20/2008| 10/20/2008| 10/23/2007| 10/18/2006| 10/31/2005| Stmt Update Type| Updated| Reclassified| Restated| Reclassified| Restated| | | | | | | Assets| | | | | | Cash and Short Term Investments| 3,623. 04| 3,545. 67| 3,419. 94| 2,947. 45| 2,838. 25| Cash & Equivalents| 3,602. 76| 3,314. 4| 3,066. 99| 2,483. 99| 2,552. 96| Short Term Investments| 20. 28| 231. 28| 352. 95| 463. 6| 285. 29| | Total Receivables, Net| 4,515. 4| 3,699. 33| 3,103. 7| 3,106. 61| 2,712. 08| Accounts Receivable – Trade, Net| 4,515. 4| 3,699. 33| 3,103. 7| 3,106. 61| 2,712. 08| Accounts Receivable – Trade, Gross| 0. 0| 0. 0| 0. 0| 1,793. 76| 1,702. 9| Provision for Doubtful Accounts| 0. 0| 0. 0| 0. 0| -40. 82| -40. 69| | | Total Inventory| 0. 0| 0. 0| 0. 0| 0. 0| 0. 0| Prepaid Expenses| 0. 0| 0. 0| 0. 0| 0. 0| 0. 0| Other Current Assets, Total| 1,020. 69| 726. 17| 667. 22| 631. 2| 588. 87| Total Current Assets| 9,159. 13| 7,971. 18| 7,190. 86| 6,685. 27| 6,139. 19| | | | | | |
Property/Plant/Equipment, Total – Net| 800. 16| 808. 07| 727. 69| 693. 71| 643. 95| Goodwill, Net| 839. 96| 643. 73| 527. 65| 378. 49| 214. 48| Intangibles, Net| 0. 0| 0. 0| 0. 0| 0. 0| 0. 0| Long Term Investments| 19. 03| 81. 94| 125. 12| 262. 87| 340. 12| Note Receivable – Long Term| 0. 0| 0. 0| 0. 0| 0. 0| 0. 0| Other Long Term Assets, Total| 1,580. 24| 1,242. 25| 926. 17| 937. 01| 675. 74| Other Assets, Total| 0. 0| 0. 0| 0. 0| 0. 0| 0. 0| Total Assets| 12,398. 53| 10,747. 16| 9,497. 49| 8,957. 35| 8,013. 48| | | | | | | Liabilities and Shareholders’ Equity| | | | | | Accounts Payable| 1,017. 3| 985. 07| 856. 09| 807. 32| 523. 93| Payable/Accrued| 0. 0| 0. 0| 0. 0| 0. 0| 0. 0| Accrued Expenses| 3,706. 18| 3,187. 08| 2,652. 38| 1,934. 43| 2,013. 99| Notes Payable/Short Term Debt| 0. 0| 0. 0| 0. 0| 13. 68| 20. 1| Current Port. of LT Debt/Capital Leases| 6. 57| 23. 8| 24. 79| 17. 39| 16. 61| Other Current Liabilities, Total| 2,117. 91| 2,683. 38| 2,239. 45| 2,158. 31| 1,819. 15| Total Current Liabilities| 6,847. 88| 6,879. 32| 5,772. 7| 4,931. 13| 4,393. 79| | | | | | | Total Long Term Debt| 1. 71| 2. 57| 27. 07| 44. 12| 32. 16| Long Term Debt| 1. 71| 2. 57| 27. 07| 44. 12| 32. 6| | Deferred Income Tax| 32. 26| 31. 76| 16. 88| 5. 62| 18. 77| Minority Interest| 652. 17| 740. 19| 867. 88| 980. 96| 940. 96| Other Liabilities, Total| 2,324. 01| 1,030. 0| 918. 71| 1,298. 61| 1,156. 0| Total Liabilities| 9,858. 02| 8,683. 83| 7,603. 24| 7,260. 44| 6,541. 68| | | | | | | Redeemable Preferred Stock| 0. 0| 0. 0| 0. 0| 0. 0| 0. 0| Preferred Stock – Non Redeemable, Net| 0. 0| 0. 0| 0. 0| 0. 0| 0. 0| Common Stock| 819. 6| 649. 49| 482. 31| 365. 73| 475. 26| Additional Paid-In Capital| 0. 0| 0. 0| 701. 01| 1,365. 01| 1,643. 65| Retained Earnings (Accumulated Deficit)| 3,120. 2| 2,362. 7| 1,607. 39| 962. 34| 46. 64| Treasury Stock – Common| -1,405. 73| -1,033. 03| -869. 96| -763. 68| -429. 21| Other Equity, Total| 6. 13| 84. 16| -26. 49| -232. 48| -264. 54| Total Equity| 2,540. 51| 2,063. 33| 1,894. 26| 1,696. 91| 1,471. 81| | | | | | | Total Liabilities & Shareholders’ Equity| 12,398. 53| 10,747. 16| 9,497. 49| 8,957. 35| 8,013. 48| . SWOT ANALYSIS: STRENGTH WEAKNESS . • It has an excellent brand and strongvisibility with clients• It has more than 2,000 M&Aprofessionals worldwide. It engaged in more than 850 separateM&A projects for over 500 clients inthe past years. • It continues to build momentumthrough a research-driven approach to M&A. It leverages strong industry focusand global reach. • It has strong relationships amongC-level executives. • It leverages many entry points for itsM&A services, while targeting theentire process. • Strong M&A services portfolioincludes core elements of corporateM&A services, all operational M&Aservices, and all IT M&A services. • Consultants and senior executives havedeep expertise across M&A deal cycle. It can quickly take on projectsaround large integration scenarios byleveraging strong methods andplaybooks covering all phases of theM&A deal cycle. • It can support pan-geographic dealsthrough its global delivery network. • Central, dedicated marketing contentmanagement team builds andcontinuously updates the Marketing assets. • Long history surrounds integrated services. • Large client base and footprint exist| It needs to strengthen the strategy partof its predeal capabilities because it isnot yet at the same level as theTraditional strategy consulting.
Approach is not geared toward smaller sizeddeals and transactions. Executive-driven engagementapproach does not always resonatewell with IT stakeholders. • Accenture does not cover corporateM&A services such as legal andregulatory compliance as well as taxand auditing services that manyclients require for transitioningDuring the M&A process. It sometimes lacks flexibility due to aVery method-driven approach. | OPPORTUNITIES THREATS • M&A is still high on clients’ agenda. • Focus is on divestitures, carve-outs,and business-unit consolidations. Increasing demand for integratedservices portfolio in times of providerconsolidation exists. • Increasing demand for M&A servicesin the emerging countries exists. • Most competitors trail Accenture interms of portfolio breadth, integration,and industry expertise. • Most competitors lack Accenture’sstrong integration capabilities andglobal reach. • Many competitors lack Accenture’sstrong technology and outsourcingcapabilities. Clients that are looking for strong M&Aservices capabilities and industryexpertise on a global basis, especiallyfor post-merger integration, will find inAccenture a strong partner for theirM&A endeavors. • M&A activity will further slowdown in2009. • Large deals and megadeals will bethe exception in the current economicenvironment• Most competitors are also expandingM&A services capabilities and globalfootprints. • Many competitors are also investing intheir technology capabilities. • Some competitors’ approach to M&Aengagements is more flexible andcriticalClients that are primarily looking forstrategy advice and conductingsmaller deals might not considerAccenture first. | 7S MODEL: * | |
Strategy: * Conduct organization effectiveness diagnosis * Design corporate, business unit structures * Design operating models * Develop performance management * Culture Value Analysis * Transformation agenda and road map * Managing cultural change * Improve the effectiveness of the chief executive officer and senior leadership team * Design leadership development programs * Advise on chief executive officer succession * Improve the effectiveness of the board of directors * Assess readiness and risks * Align leadership * Create a transformation road map * Design change and communication strategiesAlphabetically * Advise on chief executive officer successiAlign leadership * Assess readiness and risks * Conduct organization effectiveness diagnosis * Create a transformation road map Culture Value Analysis * Design change and communication strategies * Design corporate, business unit structures * Design leadership development programs * Design operating models * Develop performance management * Improve the effectiveness of the board of directors * Improve the effectiveness of the chief executive officer and senior leadership team * Managing cultural change * Transformation agenda and road map| Structure: The organization made up of more than one person will need some form of organizational structure. An organizational chart shows the way in which the chain of command works within the organization. The way in which Accenture is organised can be illustrated for a IT company. The company is owned by shareholders that choose directors to look after their interests. The directors then appoint managers to run the business on a day-to-day basis.
In the company structure outlined below: The Managing Director has the major responsibility for running of the company, including setting company targets and keeping an eye on all departments. The Distribution Manager is responsible for controlling the movement of goods in and out of the warehouse, supervising drivers and overseeing the transport of goods to and from the firm. The Production Manager is responsible for keeping a continuous supply of work flowing to all production staff and also for organising manpower to meet the customers’ orders. The Sales Manager is responsible for making contact with customers and obtaining orders from those contacts.
The Company Accountant controls all the financial dealings of the company and is responsible for producing management accounts and financial reports. System: Enterprise system is not only a blueprint aligning information technology to the dynamic business environment—it can also act as a monitor for the entire information technology environment. This entails uncovering gaps between business strategies and the technologies required to enable them, as well as identifying opportunities for efficiency and optimization. An enterprise wide system allows organizations to determine whether their IT environment can support emerging technologies, and to predict what effect these technologies will have across the organization.
Accenture believes that strategic investment in enterprise system, rather than reactive spending for the maintenance of existing, highly complicated and disparate IT systems, is one of the most vital investments for driving productivity and growth. Organizations that invest in flexible enterprise system provide themselves with an accurate picture of their IT environment, enabling them to support new business processes, adapt to changing market conditions and leverage new emerging technologies. Staff: “Staffing” is a term we use here at Accenture to describe the process for assigning consulting analysts on projects. As a consulting analyst, you will be staffed on projects that usually require you to work at a client location.
During your first couple years with Accenture, Accenture will attempt to staff you on in-town assignments at client sites near your home-base location. Some consulting analysts will need to travel 100% of the time, whereas others may not travel at all during their first few years with Accenture. While preferences are taken into consideration, staffing is based on business need and your experience will be dependent upon what we need to do to serve our clients. When un-staffed, all new analysts are expected to come into their local office. In addition to meeting other new analysts, you will be available to help with local business development work, take advantage of mentoring and networking opportunities, and do self-study training. Shared value: Stewardship Building a heritage for future generations, acting with an owner mentality, developing people everywhere we are and meeting our commitments to all internal and external stakeholders. Best People * Attracting and developing the best talent for our business, stretching our people and developing a “can do”attitude. Client Value Creation * Improving our clients’ business performance, creating long-term, win-win relationships and focusing on execution excellence. One Global Network * Mobilizing the power of teaming to deliver consistently exceptional service to our clients anywhere in the world. Respect for the Individual Valuing diversity, ensuring an interesting and inclusive environment and treating people as we would like to be treated ourselves. Integrity Inspiring trust by taking responsibility, acting ethically and encouraging honest and open debate. Skills: Many companies have talented employees dotted around the world, but Accenture’s vast talent pool provides access to the right skills required to get the work done. Accenture employs more than 83,000 highly skilled professionals, who collectively offer an enormous range of technological expertise, deep industry knowledge and business smarts. Many of Accenture’s professionals are multilingual and use their skills to work with our clients that have multiple local offices around the world. Having the talent is, however, only half the battle.
Our global and multidisciplinary teams are able to work consistently and cohesively because they follow the standards defined by the Accenture Delivery Suite and they stay integrated with a secure technology backbone. In this way, we can provide clients with exactly what they need to achieve high performance. Global sourcing also helps create flexibility. Teams can be increased or decreased virtually at will according to prevailing business or project cycle requirements. Similarly, the mix of skills can be adjusted as required. The result of our global sourcing approach is that services and solutions are provided to clients at an optimum level of quality, while increased productivity means costs are reduced.
Most important of all, clients gain access to the skill sets that are best suited for achieving their business and technology performance goals. Style: Four Key Leadership Styles As the new CEOs have settled in, they have selected a variety of ways to make their mark. This divergence of approach enables us to categorize them into various behavioral groups. Research Accenture conducted among CEOs at a number of European mobile operators has enabled us to identify four key leadership types . * CEO chameleons, the largest group, have adapted to the current environment and are waiting for the next pick-up in the market. They make their numbers with the help of a stabilizing oligopoly, cutting costs progressively rather than actively driving deep change.
A higher percentage of CEOs promoted organically within their respective companies prefer to take this route, in contrast to the ones assigned externally. * CEO captains differentiate themselves from the chameleons by focusing on sales and future revenues rather than cutting costs. Most of the CEOs in this category have come into the operators from external companies and sometimes from non-telecommunications businesses, bringing with them a readiness to identify and attack alternative sources of revenue. * The other two groups—CEO cavaliers and CEO chainsaws—are more limited in number within the industry. The fact is that the majority of revolutionaries prefer to start with revenue enhancement rather than cost cutting.
This preference may reflect the strong embedded establishment in mobile companies and the awareness that a new CEO who decides to confront this establishment head-on runs a high risk of failure. FINDINGS This company profile offers a comprehensive analysis of the organization, its business segments, and competitors. It analyzes the business and marketing strategies adopted by the company, to gain a competitive edge in the industry. The profile also evaluates the strengths of the company and the opportunities present in the market. This profile is of immense help to management consultants, analysts, market research organizations and corporate advisors. The objective and scope of various sections of our company profile has been discussed below. Company Summary
This section presents the key facts & figures, business description, products & services offered and corporate timeline of the company. Company Analysis It involves analysis of the company at three levels – segments, organizational structure and ownership composition. Both business and geographic segments are analyzed alongwith their recent financial performance. It further discusses the major subsidiaries of the company and the recent merger & acquisitions. Business Developments This section examines the significant developments that have taken place in the company. It is a form of news analysis where the most critical company news is discussed. Discussion of Business Strategies
This section talks about the current and future strategies of the company. All business, marketing, financial and organizational strategies are discussed here. SWOT Our SWOT Analysis is a valuable step in assessing your company’s strengths, weaknesses, opportunities, and threats. It offers powerful insight into the critical issues affecting a business. Financial Performance It discusses the most recent financials of the company and also compares the historical sales & income figures with the current and projected figures. The objective is to evaluate the financial health of the company. The analyst opinion and stock performance help us in evaluating the performance of the company from an investor’s viewpoint.
Competition Synopsis This section compares the company with its peer group. The comparable analysis and stock movement are aimed at giving an overview of the competitive landscape in the industry and the company’s positioning in its peer group. Conclusion Accenture is a world-wide company that gives you lots of opportunities. Whether or not your carrier will be successful depends on your performance. The company supports you as much as possible. After you leave the firm you will have excellent references for making career in another company. The culture of Accenture also recommends giving feedback. Each manager can decide on his own if and how he will handle it.
The projects do not necessarily contain team members from the same country, a lot of the time the employees have to work together with people from different nationalities. The employees don’t get special intercultural training but when problems occur they can ask their mentor or even a Human Resources Representative for support. According to Accenture themselves if an individual is interested in open communication, an individual approach, team work, changing tasks and international experiences, Accenture is a great company to work for. Implications: As one of a series of strategic actions to position itself for future growth, Accenture will form a new operating group to focus and build on the company’s services to healthcare, government and public-service clients.
The new operating group, to be known as Health & Public Service, will bring together and focus all components of Accenture’s existing Public Service operating group with the areas of its Health & Life Sciences industry group related to serving healthcare payers and providers. Accenture is expected to continue to witness a difficult operating environment as the economic downturn in the US poses tough challenges. However, the reduced pressure on salary increases attributable to a soft labor market and the controlled attrition rate will sustain margin expansion, going forward. In addition the company’s ongoing share repurchase program coupled with healthy profitability will drive bottom-line growth. It is expected that, in the current environment, organizations will continue to rationalize and cut back IT budgets as part of wider long-term cost cutting measures.
In addition, increased competition amongst vendors for acquiring new clients and for renegotiation of existing deals is likely to put further downward pressure on billing rates. ORACLE COMPANY PROFILE-ORACLE Three decades ago, Larry Ellison saw an opportunity other companies missed when he came across a description of a working prototype for a relational database and discovered that no company had committed to commercializing the technology. Ellison and his co-founders, Bob Miner and Ed Oates, realized there was tremendous business potential in the relational database model—but they may not have realized that they would change the face of business computing forever.
With the agility of a much smaller company, Oracle has proved throughout its history that it can build for the future on the foundation of years of innovation, intimate knowledge of its customers’ challenges and successes, and the best technical and business minds in the world. The company has shown both the ability to leverage its immense size and strength to serve its customers, as well as the capacity to make decisions that upend conventional wisdom and take its products and services in new directions. After 30 years, Oracle remains the gold standard for database technology and applications in enterprises throughout the world: The company is the world’s leading supplier of software for information management, and the world’s second largest independent software company. Oracle technology can be found in nearly every industry, and in the data centres of 100 of the Fortune Global 100 companies.
Oracle is the first software company to develop and deploy 100 percent internet-enabled enterprise software across its entire product line: database, business applications, and application development and decision support tools. It is innovation that drives Oracle’s success. Oracle was one of the first companies to make its business applications available through the internet—an idea that is now pervasive. With the release of Oracle Fusion Middleware, Oracle has begun debuting new products and functionality that reflect the company’s goal: connecting all levels of enterprise technology to help customers access the knowledge they need to respond to market conditions with speed and agility.
Today, Oracle Real Application Clusters, Oracle E-Business Suite, Oracle Grid Computing, support for enterprise Linux, and Oracle Fusion all fuel a commitment to innovation and results that has defined Oracle for thirty years. We will strive to become No. 1 in middleware and No. 1 in applications, just as we’ve done in database. Our goal is to continue to innovate and to lead the industry—while always making sure that we’re focused on solving the problems of the customers who rely on our software. Today, Oracle is the largest business software company in the world, with more than 320,000 customers—including 100 of the Fortune Global 100—and supports these customer in more than 145 countries. EVOLUTION
The software industry started in the early 1960s when universities and businesses first began to use computers and to seek out programs to do certain computing tasks. Many of these programs were written in-house by full-time staff programmers. Some were distributed freely between users of a particular machine for no charge. But others were done on a commercial basis, and the very first standalone software firms started in the United States in 1959-1960. The industry expanded greatly with the rise of the personal computer in the mid-1970s, which created a growing market for games, applications, and utilities. And gradually the concept that software should be bought and paid for took hold. VISION Principles and Vision The success of Oracle’s products and services is based on three principles: * Simplify – Enterprises must increase the speed of information delivery with integrated systems. * Standardize – Enterprises must reduce cost and maintenance with open, easily available technology. * Automate – Enterprises must improve operational efficiency with technology and best practices. Business Values Certain core values are essential to Oracle’s business: * Integrity: Oracle employees demonstrate honesty and sound ethical behavior in all business transactions and personal integrity in all dealings with others. * Mutual Respect: Oracle employees consistently treat individuals with respect and dignity. Teamwork: Oracle employees work together as a team for the collective interests of Oracle. * Communication: Oracle employees share information widely and effectively with each other, except when confidentiality is required. * Innovation: Oracle employees seek innovative and creative approaches to problem solving. * Customer Satisfaction: Oracle employees consistently treat customer satisfaction as a top priority. * Quality: Oracle employees make excellence and quality a part of day-to-day work processes and seek continuous improvement in all that they do. * Fairness: Oracle employees are committed to dealing fairly with customers, suppliers, and one another. Compliance: Oracle employees comply with all laws and regulations that govern Oracle’s business. * Business Conduct: Oracle employees observe the standards that have been established by Oracle and act ethically in their approach to business decisions. MISSION Deliver the best information with the highest Quality of Service at the lowest cost” Oracle’s product and services must be the fastest, most scalable, most reliable, most secure, easiest to use, for all types of information 4. INDUSTRY VALUE CHAIN The Information value chain is a way to leverage information architecture in context based on a user’s immediate needs. The modern value chain is far more complex than the value chains of even a decade ago.
The challenge, however, has been that information and the applications that house it have increasingly become more fragmented over time. Today, in virtually every industry, partnering across the value chain has become the norm. The Information value chain can be easily broken out into different categories of skills, tools and technologies for which every organization must achieve excellence in order to effectively compete and innovate. PRODUCT PROFILE ACQUIRED PRODUCTS * 360Commerce * AdminServer * Advanced Visual Technology (AVT) * Agile * AppForge * AutoVue * BEA * Bharosa * Crystal Ball * Bridgestream * Captovation * ClearApp * Context Media * Demantra e-Test (acquired from Empririx) * Global Knowledge Software (GKS) * G-Log * Hyperion * iFlex * Innobase * Interlace Systems * JD Edwards EnterpriseOne * JD Edwards World * LODESTAR * LogicalApps * MetaSolv * Moniforce * mValent * Net4Call * Netsure Telecom Limited * Oblix * OctetString * PeopleSoft ORACLE DATABASE * Enterprise Edition * Standard Edition * Standard Edition One * Express Edition * Compare Editions * Audit Vault * TimesTen In-Memory Database * Berkeley DB * Oracle Database Lite * Secure Backup * Secure Enterprise Search * Database Security * Exadata ORACLE FUSION MIDDLEWARE * Application Server * Beehive * Business Integration Business Intelligence * Business Process Management * Content Management * Oracle Communications Service Delivery * Oracle Fusion Middleware for Applications * Portal, User Interaction, and Enterprise 2. 0 * Service-Oriented Architecture * SOA Governance * Transaction Processing ORACLE APPLICATIONS * Oracle Fusion Applications * Oracle E-Business Suite * PeopleSoft Enterprise * Siebel * JD Edwards EnterpriseOne * JD Edwards World * Hyperion Financial Performance Management * Primavera Enterprise Project Portfolio Management * Business Process Outsourcing * Customer Relationship Management * Enterprise Performance Management * Financial Management Governance, Risk, and Compliance Management * Human Capital Management * Master Data Management * Procurement * Project Management Organization structure: Financials (all amounts in millions of US dollars) : Oracle Income Statement Top of Form Bottom of Form | May 08| May 07| May 06| Revenue| 22,430. 0| 17,996. 0| 14,380. 0| Cost of Goods Sold| 3,984. 0| 3,349. 0| 2,516. 0| Gross Profit| 18,446. 0| 14,647. 0| 11,864. 0| Gross Profit Margin| 82. 2%| 81. 4%| 82. 5%| SG&A Expense| 5,487. 0| 4,599. 0| 3,732. 0| Depreciation & Amortization| 1,212. 0| 878. 0| 583. 0| Operating Income| 8,228. 0| 6,329. 0| 4,979. 0| Operating Margin| 36. 7%| 35. 2%| 34. 6%|
Nonoperating Income| 384. 0| 60. 0| 73. 0| Nonoperating Expenses| (394. 0)| –| –| Income Before Taxes| 7,834. 0| 5,986. 0| 4,810. 0| Income Taxes| 2,313. 0| 1,712. 0| 1,429. 0| Net Income After Taxes| 5,521. 0| 4,274. 0| 3,381. 0| Continuing Operations| 5,521. 0| 4,274. 0| 3,381. 0| Discontinued Operations| –| –| –| Total Operations| 5,521. 0| 4,274. 0| 3,381. 0| Total Net Income| 5,521. 0| 4,274. 0| 3,381. 0| Net Profit Margin| 24. 6%| 23. 7%| 23. 5%| Diluted EPS from Total Net Income ($) | 1. 06| 0. 81| 0. 64| Dividends per Share| 0. 00| 0. 00| 0. 00| Oracle Balance Sheet Assets| May 08| May 07| May 06| Current Assets| | | | Cash| 8,262. 0| 6,218. | 6,659. 0| Net Receivables| 5,127. 0| 4,589. 0| 3,420. 0| Inventories| –| –| –| Other Current Assets| 4,714. 0| 2,076. 0| 1,895. 0| Total Current Assets| 18,103. 0| 12,883. 0| 11,974. 0| Net Fixed Assets| 1,688. 0| 1,603. 0| 1,391. 0| Other Noncurrent Assets| 27,477. 0| 20,086. 0| 15,664. 0| Total Assets| 47,268. 0| 34,572. 0| 29,029. 0| Liabilities and Shareholder’s Equity| May 08| May 07| May 06| Accounts Payable| 383. 0| 315. 0| 268. 0| Short-Term Debt| 1,001. 0| 1,358. 0| 159. 0| Other Current Liabilities| 8,645. 0| 7,714. 0| 6,503. 0| Total Current Liabilities| 10,029. 0| 9,387. 0| 6,930. 0| Long-Term Debt| 11,801. 0| 6,235. 0| 5,735. 0|
Other Noncurrent Liabilities| 2,413. 0| 2,031. 0| 1,352. 0| Total Liabilities| 24,243. 0| 17,653. 0| 14,017. 0| Preferred Stock Equity| 0. 0| 0. 0| 0. 0| Common Stock Equity| 23,025. 0| 16,919. 0| 15,012. 0| Total Equity| 23,025. 0| 16,919. 0| 15,012. 0| Shares Outstanding (mil. )| 4,983. 4| 4,983. 4| 4,983. 4| Oracle Cash Flow Statement Top of Form | May 08| May 07| May 06| Net Operating Cash Flow| 7,402. 0| 5,520. 0| 4,541. 0| Net Investing Cash Flow| (9,076. 0)| (4,971. 0)| (3,359. 0)| Net Financing Cash Flow| 3,281. 0| (1,139. 0)| 1,527. 0| Net Change in Cash| 2,044. 0| (441. 0)| 2,765. 0| Depreciation & Amortization| 1,212. 0| 878. 0| 583. 0| Capital