Paper on Tech Mahindra

A STUDY ON STRATEGIC ANALYSIS OF TECH MAHINDRA PROJECT DONE AS PART OF THE â€Å"STRATEGY FORMULATION AND IMPLEMENTATION† COURSE Submitted to : Brig (Dr) Rajkumar Programme Director and senior professor SMS, JNTUK. Submitted by D. Subba Raju Roll No: 11021E0118 Sl. No| Particulars| Page No| 1. | About industry| 3| 2. | Company details| 3| 3. | Vision| 5| 4. | Mission| 5| 5. | Objectives| 5| 6. | Products| 5| 7. | Competitors| 6| 8. | Core competency| 6| 9. | Michael porters 5 force model| 7| 10. | Swot analysis| 7| 11. | Conclusion| 8| 12. | Bibliography| 9| Table of contents: About industry:The  Information technology  industry in  India  has gained a  brand identity  as a  knowledge economy  due to its IT and ITES sector. The IT–ITES industry has two major components:  IT Services and  business process outsourcing  (BPO). The growth in the  service sector  in India has been led by the IT–ITES sector, contributing substantially to incre ase in  GDP, employment, and exports. The sector has increased its contribution to India's GDP from 1. 2% in FY1998 to 7. 5% in FY2012. According to  NASSCOM, the IT–BPO sector in India aggregated revenues of  US$100 billion in FY2012, where export and domestic revenue stood at  US$69. billion and  US$31. 7 billion respectively, growing by over 9%. The major cities that account for about nearly 90% of this sectors exports are  Bangalore,  Chennai,  Delhi,  Mumbai,  Hyderabad,  Pune,  Kolkata  and  Coimbatore. Export dominate the IT–ITES industry, and constitute about 77% of the total industry revenue. Though the IT–ITES sector is export driven, the domestic market is also significant with a robust revenue growth. [1]  The industry’s share of total Indian exports (merchandise plus services) increased from less than 4% in FY1998 to about 25% in FY2012.According to  Gartner, the â€Å"Top Five Indian IT Services Providersâ₠¬  are  Tata Consultancy Services,  Infosys,  Cognizant,  Wipro  and  HCL Company details: Tech Mahindra Limited (BSE:  532755, NSE:  TECHM) is an Indian provider of networking technology solutions and business process outsourcing (BPO) services to the global telecommunications industry. Headquartered at Pune, India. It is a joint venture between the Mahindra Group and BT Group plc, UK with M;M (Mahindra and Mahindra) holding 44% and BT holding 39% of the equity.On 23 May 2012, Tech Mahindra reported a 3% increase in its revenue for the year ended March 31, to $1. 15 Billion . Its activities spread across a broad spectrum, including Business Support Systems (BSS), Operations Support Systems (OSS), Network Design ; Engineering, Next Generation Networks, Mobility Solutions, Security consulting and Testing. The â€Å"solutions portfolio† includes Consulting, Application Development ; Management, Network Services, Solution Integration, Product Engineering, Infras tructure Managed Services, Remote Infrastructure Management and BSG (comprises BPO, Services and Consulting).Tech Mahindra is ranked #6 in India's software services firms behind Tata Consultancy Services, Wipro, Infosys, HCL Technologies and Satyam Computer Services and overall #161 in Fortune India 500 list for 2011. Tech Mahindra has implemented more than 15 Greenfield Operations globally and has over 128 active customer engagements mostly in the Telecom sector. The company has been involved in about 8 transformation programs of incumbent telecom operators. With an array of service offerings for TSPs, TEMs and ISVs, Tech Mahindra serves: Key Executives: S. No| Name| Designation| | 1| Anand G Mahindra| Chairman| | | | | | | 2| CP Gurnani| Managing Director| | | | | | | | 3| Anil Khatri| Company Secretary| | | | | | | | 4| Bharat N Doshi| Non Executive Director| | | | | | | | 5| Ulhas N Yargop| Non Executive Director| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Milestones * 1986 – Incorporation in India * 1987 – Commencement of Business * 1993 – Incorporation of MBT International Inc. , the first overseas subsidiary * 1994 – Awarded the ISO 9009 certification by BVQI * 1995 – Established the UK branch office 2001 – Incorporated MBT GmbH, Germany incorporated. Re-certified to ISO 9001:1994 by BVQI * 2002 – Assessed at Level 2 of SEI CMM by KPMG. Incorporated MBT Software Technologies Pte. Limited, Singapore * 2005 – Merged MBT with Axes Technologies (India) Private Limited, including its US and Singapore subsidiaries. Assessed at Level 3 of SEI CMMI by KPMG * 2006 – Name changed to Tech Mahindra Limited. Assessed at Level 4 of SEI People-CMM (P-CMM) by QAI India. Raised Rs46. 5 million ($1 million) from a hugely successful IPO to build a new facility in Pune, to house about 9,000 staff .Formed a JV with Motorola Inc. under the name CanvasM. * 2007 – Acquired iPolicy Networks Private Limited. Launched the Tech M Foundation to address the needs of the underprivileged in our society. * 2009 – Tech M wins bid for fraud-hit Satyam Computer Services at Rs 58. 90 per share outdoing Larsen & Toubro, the other player in the fray, which bid at Rs 45. 90. Rebrands the company to Mahindra Satyam. * 2010 – Tech Mahindra expands footprint in Latin America Awards * It was  Asia’s Best Performing Companies 2008 at Business Week award. Tech Mahindra received Growth Excellence Award 2008 by Frost & Sullivan. * It was acknowledged as 6th largest Software Services Company in  India  by NASSCOM in 2008. * The company is recognized as winner of the 2011 Microsoft Communications Sector Partner of the Year Award. * The company is declared as winner of 2010 and 2011 AT&T Supplier Award for outstanding performance & service to AT&T and its affiliates Tech Mahindra Offices Tech Mahindra has offices in more than 30 countries. India: Kolkata, Pune, Noida, Chennai, Bangalore, Mumbai, Gurgaon, Chandigarh, Hyderabad.Tech Mahindra has its BPO presence in Kolkata, Chennai, Chandigarh, Pune, and Noida. It also has overseas office locations in Belfast and Newcastle. Tech Mahindra has operations in more than 30 countries with 17 sales offices and 13 delivery centers. Assessed at SEI CMMi Level 5, Tech Mahindra employs over 42,000 workers. Acquisition of Satyam Computer Services Ltd. After the Satyam scandal of 2008-09, Tech Mahindra bid for Satyam Computer Services, and emerged as a top bidder with an offer of Rs 59 a share for a 31 per cent stake in the company, beating a strong rival Larsen & Toubro.After evaluating the bids, the government-appointed board of Satyam Computer announced on 13 April 2009: â€Å"its Board of Directors has selected Venturbay Consultants Private Limited, a subsidiary controlled by Tech Mahindra Limited as the high est bidder to acquire a controlling stake in the Company, subject to the approval of the Hon'ble Company Law Board. † Through a subsidiary, it has emerged victorious in Satyam sell-off, a company probably two times its size in number of people. Merger with Mahindra Satyam Tech Mahindra will be merged with Mahindra Satyam in next half of 2012 to build a 2. -billion $ IT Company in India. Tech Mahindra announced its merger with Mahindra Satyam on March 21,2012,after the board of two companies gave the approval. The two firms have received the go-ahead for merger from the Bombay Stock Exchange and the National Stock Exchange. Vision: To be the leading global software solutions provider to the telecom industry. Mission: To be the global leader in outsourcing services to the telecom industry, building on our technologies, competencies and customer interests, and creating value for our shareholders and customers. Objectives: Business Continuity and Disaster Recovery * Business centu ry assessment services * Business Continuity Assessment Services * Business Continuity Lifecycle Consulting and Implementation * Business Environment Analysis * Business Recovery Strategy Design and Plan Development * IT Disaster Recovery Training, Failover Testing and Exercising * Business Continuity Plan Training, Testing and Exercising * IT Disaster Recovery Strategy Design and Plan Development * IT Environment Analysis * IT Disaster Recovery Strategy Design and Plan Development | | | Products: * Telecom Equipment Manufacturers, Independent Software Vendors, * Communications Service Providers Competitors: TCS, Infosys,Wipro,HCL Tech, Mahindra Satyam, etc. , | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Core competency: * Managed Services * Application Management Services. * Infrastructure Management Services * Revenue Management Services * Mobile Virtual Network Enabler Services Shift from high to lowMedium Very High Low Threats of substitutes: Other offshore locations such as eastern Europe, the Philippines and china, are emerging and are posing threat to Infosys because of their cost-advantage. * Price quoted for projects is a major differentiator, the quality of products being same. Bargaining power of supplier: * Du e to slowdown, the job-cuts, the layoffs and bleak IT outlook. * Availability of vast talent pool – fresher and experienced. Bargaining power of customers: * Large number of IT companies vying for IT projects. * Huge decline in IT expenditure. Barriers to entry * Low capital requirements. * Large value chain * MNCs are ramping up capacity and employee strength.Rivalry among Firms: * Commoditized offerings * Low-cost, little differentiation positioning. * High industry growth Michael porters 5 force model: Swot analysis: Strengths: †¢ Tech Mahindra, while not the first name in the TVS arena, claims an impressive roster of telecom operator customers and Tech Mahindra’s integration with sister company, Mahindra Satyam, matches Tech Mahindra’s telecom industry expertise with Satyam’s established enterprise IT expertise serving vertical industries in BSS and BPO †¢ Tech Mahindra boasts a full range of telecom network optimization service †¢ It h as been assessed and awarded a CMMI Level 5 (v1. ) and System Security processes SSECMM Level 3 rating. †¢ Tech Mahindra is a large, global operation and the ? fth largest software exporter in India. Weaknesses: †¢ Despite Tech Mahindra’s ability to serve customers from an â€Å"art to part† perspective †¢ Whereas rival IT giants, such as IBM, HP, etc. , often partner alongside network equipment providers in services engagements, Tech Mahindra is less of a partner with equipment vendors and more of a direct competitor and threat in areas such as network optimizations, and increasingly software design and integrations. While the lines of competition between Tech Mahindra and traditional telecom network vendors are still relatively distinct, this line will continue to blur over time as concepts such as OSS/BSS integrations, network optimizations, and BPOs within vertical markets take on an increasing importance †¢ Despite Tech Mahindra’s overt focus on the telecom industry, it is not the only market that the company deals with. Going forward, as it is integrated with Mahindra Satyam, the telecom focus runs the risk of being obscured within a larger set of businesses. While Tech Mahindra’s revenue stream seems well balanced based upon the geographic distribution of 50% Europe, 30% North America and 20% ROW, its revenue based upon clients tells a different story Opportunities: †¢ Tech Mahindra needs to consider being more vocal about its success with telecom operator engagements. †¢ Further on the traction demonstration front, Tech Mahindra should detail any and all success that it is having with telecom network optimization projects – particularly on an end–to-end basis. Tech Mahindra should take care to highlight instances where it cooperates with traditional network infrastructure players – in outsourced R&D for example †¢ As soon as possible, Tech Mahindra should publicize inst ances of how its integration with Mahindra Satyam has resulted in a broadening of telecom-focused engagements in vertical markets. †¢ Tech Mahindra should make it a strategic imperative to broaden the key customer base to reduce the revenue reliance on these key customers. Threats: IBM should play up its informal partnership with Asia/Info to send the message that while it has broad and deep †¢ Smaller, yet still important, pure plays like WiPro need to respond to Mahindra’s integration of its telecom and enterprise practice so as to let the market know where they stand with respect to Mahindra’s new value proposition. †¢ Network integrators such as Alcatel-Lucent, Ericsson and NSN need to provide as much evidence as possible that will demonstrate their strengths in areas such as OSS integration and business transformation services. Network equipment vendors such as Alcatel-Lucent, Ericsson, NSN, etc. need to also play up the value that developing teleco m products brings to the professional services arena. †¢ Telecom network vendors need to be careful when tackling vertical market network opportunities. Share Value of Tech Mahindra at NSE Conclusion: Through the analysis, Tech Mahindra is a global leading company in IT sector. It has been maintaining certain strategies to be leader in the IT industry. Its revenue in 2011 is at INR 1,261. 5 crore Bibliography: Techmahindra. com