Tech mahindra
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Tech mahindra
- 1. Tech Mahindra Presented By: Vivek Ojha Shibkesh Singh Pankaj Shishodia Vikas Bharti Sharma
- 2. “Leaders don't look behind, they don't look to the side; they look ahead. So as far as I am concerned we are looking to be the best telecommunication service provider in the world. We have been recognized by major agencies in the world as being amongst the top and we are ranked with the best in the world. So we benchmark not just with our peers here, but we benchmark with the best in the world.” ‐ Anand Mahindra, Chairman, Tech Mahindra Ltd.
- 3. Telecom sector The telecom sector in India experienced a rapid growth over the past decade on account of regulatory liberalisation, structural reforms and competition Besides, the growth in the service and IT and ITeS sector also increased the prominence of the telecom industry in India. Telecom has emerged as a key infrastructure for economic and consumer growth because of its multiplier effect and the fact that it is beneficial to trade in other industries
- 4. Types of telecom sector Telecommunication service provider Telecommunication equipment manufacturers
- 5. One of the largest business conglomerates in India ◦ Incorporated as Mahindra & Mohammed on Oct 2nd 1945 by Mahindra brothers & Ghulam Mohammed ◦ Renamed Mahindra & Mahindra after Ghulam Mohammed’s exit in 1947 ◦ Over the next 60 years, it diversified its operations across various sectors like automotive, farm equipment, trade & logistics, hospitality, information technology, infrastructure, financial services ◦ US $ 6.7 billion group 1986 - Joint venture between Mahindra group & British Telecommunications plc ◦ Company was named Mahindra-British Telecom (MBT)
- 6. 1960 - Indian government set up Department of Electronics (DOE) 1970 - The first software was exported by TCS 1980 - Industry managed to reach USD 12 million Mid–1980 - Emergence of new players like Infosys, Satyam, Mastek, etc (body shopping) 1991 - Shift from body shopping to working from offshore Late 1990 - High growth : ‘Y2K’ problem, STP scheme by govt. 2000 - Dot com bubble burst 2002 - Fastest growing IT market and captured 70% of IT outsourcing market 2006 - High‐end software services - BFSI, telecom, retailing and automotive segments 2008 - Global recession – US companies slashed their IT spendings
- 7. IT Services. R&D services. BPO services.
- 8. Oracle Financial Services Software MindTree Ltd. MphasiS Ltd. Patni Computer Systems Ltd. Vakrangee Ltd. Persistent Systems Ltd. Hexaware Technologies Ltd.
- 9. A very clear focus on the telecommunication industry ◦ Achieved a clear objective & strategic alignment by focusing on one segment ◦ Clarity of goal By enhancing business with existing clients
- 10. By client acquisition in long run. By using geographic expansion. By moving in TEM manufacturing segment. By innovation of customized application solutions.
- 11. YEAR DECISIONS REASONING RATING 1986 – 2006 Entered IT sector: JV with British Telecommunication s Strategic pre-emption – Mahindra wanted to enter into the business -found the resource & expertise of BT would enhance growth in Indian Software Industry. 2006 JV with Motorola Inc. under the brand name CanvasM Field of telephone software was booming and providing expertise in that domain would decrease the institutional voids Post 2006 Expand geographic presence •Incorporation of MBT GMBH (Germany):Re-certified to ISO 9001:1994 by BVQI •Participation in Microsoft's Sandbox: collaborative environment to develop and test new communications services.
- 12. YEAR DECISIONS REASONING RATING 2007 Acquired iPolicy Networks Pvt. Ltd. •Provided complimentary strong security services capabilities. •It got a core competency different from its existent core competencies. 2009 Satyam Acquisition •Diversification •Acquire a better portfolio of customers. •Opportunity to rationalize shared functions •Global presence 2009 Tie-up with WIN •Focuses on building a new platform to provide increased functionality and faster transactions •Will formulate a go-to-market strategy in key territories particularly targeting the Asian markets.
- 13. VRIO framework Resource Valuabl e Rar e Inimitabl e Organisati on In depth Knowledge of the telecom Industry Y Y N Y ISO 9001 by BVQI Y Y N Y Acquisition of Axes Y Y Y Y technologies Inc. CanvasM (joint venture with Motorola) Y Y Y Y Ipolicy networks private limited (Acquisition) Y Y Y Y Satyam Computers Y Y Y Y Tech Mahindra’s Y Y Y Y Management
- 14. Technology Political • Stable Indian Government • Strict laws regarding development • Anti Outsourcing Drive Economic • Exchange Rate Fluctuations • STP and Fringe Benefit Tax Social • Focus on Education in India • Changing technology • Open source Environment • Fraud and scams violence Legal • Legally Complaint(satyam )
- 16. Bargaining Power of Buyers: 1. Given the large number of buyers, it is safe to say that the customers control the this industry 2. There are so many choices for a buyer (many firms in this industry) and there are minimal switching costs
- 17. Bargaining Power of Suppliers: 1. Suppliers are not "locked" into deals with specific firms (contracts exempt), but most of the relationships between the firms and suppliers in this industry are well established.
- 18. Threat of New Entrants: 1. This industry is relatively attractive to newcomers because of its rapid growth and appealing customer base. 2. At the same time, the industry is unattractive to newcomers because of the cost advantage large-scale incumbents possess, the significant amount of capital a new firm would need
- 19. Threat from Substitutes: 1. There is not much of a threat from substitutes to this industry, mostly because there aren't true substitutes.
- 20. Rivalry Among Existing Players: 1. Large companies in this industry benefit from economies of scale. 2. Products in this industry are well branded and tend to have a strong customer base.
- 21. Management is a challenge – Capabilities are far broader than TM's own background Legal Liabilities – it has inherited from Satyam Mahindra Satyam – an I.T. project to provide WC Football match details on mobile phones Changing need of customers and changing technology
- 22. Sustaining profits in a highly competitive market. Keeping pace with continuously evolving technology and business models. Introduction of new portfolios and faster time to market. Creating reliable and optimized networks. Improving customer experience and customer retention.
- 23. Reorganizing the Management structure. Providing more world class services to customer. Bringing more innovations in IT project field. Promotion of R&D activities in Telecom Centers of Excellence. Setting up of Telecom Entrepreneur Development Center (TEDC) for promoting entrepreneurship. Using merger and acquistions
- 24. THANK YOU!!
Hinweis der Redaktion
- 1960: The (DOE) was set up to be self sufficient in matters relating to national security. 1970: TCS – Tata Consultancy Service 1980: The industry managed to reach USD 12 million inspite of regulations import of hardware and software Mid – 1980: Many new players started entering the industry. Most of the growth was through “body shopping” i.e. a programmer from India will physical go to client location and work on the project. The liberalization of laws in 1991 gave the right impetus to the IT industry. 1991: The shift was due to laying of optical fiber for fast communication between US and India and other countries too. The liberalization of laws allowed import of hardware and software. Also, the US immigration laws were tightened. The location of India was a big advantage for the growth with approximately 12 hours of lag, thus project work could be carried out 24 hours a day. Late 1990: Most of the programs were written in COBOL and many companies feared that there software will crash due to ‘Y2K’ problem. COBOL language was no longer taught in US but was still in curriculum in India at the same time Indians were fluent in English. The steps taken by government also helped the industry to grow, like setting up of Software Technology Parke (STP) assured companies continuous power, high speed satellite communication, allowed import duty free, reduction of tax, etc. The government also allowed foreign companies to have 100% ownership in Indian firms. The industry grew at CAGR of 50%. 2000: The dot com bubble burst eroded the wealth of US companies. The slowdown was for few months but later picked up. The US companies wanted to cut their cost thus relied more and more on outsourcing. By 2002 the revenues had touched USD 8 billion. 2002: India had emerged as the fastest growing and the fourth largest IT market in Asia‐Pacific. A few large firms controlled much of the exports of the Indian software industry. About 32% of total software exports were controlled by the top five firms. 2006: Over the years, sectors like BFSI, telecom emerged as the key growth sectors. Along with software services the business like Business Process Outsourcing, Key Process Outsourcing, Infrastructure Management Services, etc have increased the share of Indian export market in the current decade. Banking, Financial Services and Insurance (also known as BFSI) is an industry name. This term is commonly used by IT/ITES/BPO companies to refer to the services they offer to companies in these domains. 2008: The US market on which the Indian IT industries relied heavily, around 58%, went into a deep recession. Moreover, the financial sector generated 41% of the revenues, which was most severely affected. The companies in US started slashing their IT spending by a large margin. This resulted in the CAGR of just 20% for Indian IT companies. Future of IT: file patents, new model for generating revenue, focusing on process benchmarking and enhanced utilization of infrastructure and talent.
- 1986-2006: Mahindra group entered into IT sector when it formed a joint venture with British Telecommunications Pvt. Ltd. Reasons: Strategic pre-emption. Enter into the IT/ITES business by forming JV with British Telecom which had a foothold in the industry. Though Mahindra wanted to enter into the business directly it found the resource & expertise brought by British telecom to contribute towards growth in Indian Software Industry. 2.JV with Motorola Inc. : This was done mainly because that particular field of telephone software was booming & providing expertise in that domain would decrease the institutional voids. As recently as August 2009, CanvasM successfully bid a multi-million dollar deal from Bahrain's Aytaf Telecom to provide value added services. 3. Expand geographic presence: Incorporation of MBT GMBH (Germany) Re-certified to ISO 9001:1994 by BVQI. In 2007, Tech Mahindra Ltd announced their participation in Microsoft's Connected Services Sandbox a new program that brings together systems integrators (SIs) independent software vendors (ISVs) developers’ network equipment providers and telecommunications service providers in a collaborative environment to develop and test new communications services.
- 4. Acquired iPolicy Networks Private Limited: This acquisition was complementary to Tech Mahindra’s strong security services capabilities. iPolicy’ capabilities enhanced Tech Mahindra's security service offerings and enabled it to offer end to end security services to its customers. It got a core competency different from its existent core competencies. This helped it to gain momentum in the long run, which in turn stabilized the growth rate of the Company. 5. Satyam Acquisition: This strategic move paves the way for the emergence of a robust brand, which draws from the core values of the Mahindra Group and the inherent strength of the Satyam brand. The Satyam acquisition will help Tech Mahindra- Diversify its software services business, and compete aggressively with bigger rivals such as Tata Consultancy Services, IBM, Infosys and Wipro. Satyam, which serves customers such as General Electric, General Motors and Ford. Help Tech Mahindra acquire a better portfolio of customers. The deal allows Tech Mahindra Ltd to reduce the dependence on telecom clients. Tech Mahindra has the opportunity to rationalize shared functions such as accounting, human resources and other support functions. Will help Mahindra to increase its foreign presence in North America and other Asian markets. 6. Tie-up with WIN: The tie-up focuses on building a new platform to provide increased functionality and faster transactions across a broad range of media services particularly targeting the Asian markets. The initial project with Tech Mahindra will extend WIN’s market leadership by providing improved service set-up and monitoring capabilities, enhanced transaction reporting and analysis with significant improvements in capacity and throughput to support even more media and feature rich services. The new platform will also provide increased functionality and new payments solutions. To begin with, the tie-up will formulate a go-to-market strategy in key territories particularly targeting the Asian markets.
- In depth Knowledge of the telecom Industry :Tech Mahindra could offer better services in the telecommunications domain as compared to its competitors. ISO 9001 by BVQI: Helped the organization project itself as a quality service provider in the European IT services market Acquisition of Axes technologies Inc.: Tech Mahindra could expand its TEM expertise CanvasM (joint venture with Motorola): Tech Mahindra could expand operations beyond Asia with the help of Motorola’s large sales force. Moreover tech Mahindra got access to Motorola’s R&D activities in the wireless domain and hence could develop technical credibility in WIMAX Ipolicy networks private limited (Acquisition): Tech Mahindra could enhance the security services offered to its customers with the help of ipolicy networks Satyam Computers:Tech Mahindra made a worthy investment in Satyam computers, which is showing a good payoff considering the last two quarters’ performance of Satyam computers. Working on providing worldcup football matches content on mobile phones. Tech Mahindra’s Management:Tech Mahindra’s management vision has been to focus only on telecommunication industry. Moreover the timely acquisitions show the Management’s aspiration to develop the firm.
- Political Factors: India has a majority government at the centre which is source of stability for the political system. Information technology Industry in India is highly dependent on outsourcing from US, Europe and other countries. Similarly, Tech Mahindra is also an export oriented company . 61.2% of the revenues are from Europe and 29% are from the United States. This makes the company vulnerable for changes in political factors in these regions. The recent drive against outsourcing in the US, supported by the ruling party may cause a threat to IT industry in India. The government of India on the other hand has been a constant source of support to the IT industry. The IT industry continues to enjoy tax exemptions and is recognized as “sunrise industry” by the government of India. Economic Factors: Exchange rates have a strong bearing on the earnings of Tech Mahindra and other companies in the IT industry. Hence exchange rate fluctuations, dollar inflows and outflows in to India would affect the performance of the company. Extension of the STP tax relaxations by the Government of India would help the IT/ITes industry to prevail over the recent economic downturn. The Government’s decision to remove the Fringe benefit tax would also help the IT industry cut its tax expenditures. India may also see an increase in interest rate in the near future because of increased borrowing by the government. This might adversely affect borrowing to private players in India. Socio Cultural Factors: In India great emphasis is placed on engineering education, which helps the country churn about 350000 engineers per year. These engineering graduates are potential employees for the IT / ITes industry. Bangalore, Hyderabad, Pune, Delhi and Mumbai are the major sources of engineering graduates. The cosmopolitan nature of these cities helps in attracting talent across India and the world. Technological Factors: Changes in Information technology is growing at a rapid pace. The increase in free wares and open source technologies are a constant source of threat to the IT industry in India. Environmental Factors: India has been a target of terrorism in the recent past. The government has provided protection of Central Industrial Security Force to a major IT player like Infosys. Similar protection is expected to be provided to other IT players as they face increasing threats from terrorists. The increasing threat of communicable (contagious) diseases like swine flu might adversely affect the IT industry as the global nature of the IT industry calls for constant travelling between countries. Legal Factors: There are no major legal issues hampering the IT industry in India. Major players in the IT industry comply with the general regulations and law laid down by the judiciary and regulators in India.
- Strengths: 1. Strong clients in the Telecom Industry like British Telecom, Motorola, AT&T and Alcatel from whom tech Mahindra can learn more about the Telecom Industry requirements. 2. Superior knowledge about servicing the Telecom Industry as compared to its competitors due to its experience with British Telecom since Inception ` 3. Tech Mahindra is Ranked 1 in Telecom Software category by Voice & Data, 2009 and 5th among all I.T. service providers by NASSCOM in 2009. Weakness 1. High dependence of Tech Mahindra on Telecom Industry. Hence if this industry doesn’t do well TechM has to suffer. 2. High degree of customer concentration which gives a higher bargaining power to customers. Oppurtunity 1. Tech Mahindra can geographically expand its operations in countries where Telecom Industry is looking for good quality I.T. outsourcing services. 2. With the Acquisition of Satyam Computers Tech Mahindra can foray into other business verticals where Satyam has established a strong foothold. 3. With the increased competition in the Telecommunications Industry new players are coming up and they are positioning themselves on the basis of the product differentiation. Hence Tech Mahindra can leverage upon its expertise in the telecom domain and provide versatile I.T. services to these companies. Threats 1. Different I.T. companies in India like Infosys technologies ltd. , Tata consultancy services, Wipro and HCL who also provide services to the Telecommunications Industry pose high degree of competition to Tech Mahindra especially when low expertise is required of the service required by the customer is not highly differentiated. In such cases Price becomes the only discriminating factor to secure a contract. 2. With most of the revenues coming from export services there is a threat of varying currency exchange rates which can affect the revenues of Tech Mahindra. 3. The present Tax benefits that the company is enjoying as a result of its ‘Software technology parks’ (STPs) will lapse by 31st march 2010. This will result in further reduction in income for Tech Mahindra. However this factor would be common for other I.T. companies as well.
- Tech Mahindra faces a number of major challenges. It has acquired a company (Satyam) With much larger operations globally (comparing employee numbers only, Tech Mahindra's headcount at end 2008 was 25,429) whose capabilities are far broader than TM's own background of providing telecoms sector‐specific IT services therefore these pose a Management challenge of managing an acquired organization which has a broader background than the acquiring organization. It inherits legal liabilities arising from class action lawsuits by U.S. investors. Presently Tech Mahindra along with Satyam Computers is developing an I.T. project for providing World Cup football matches content on mobile phones. Thus we see that Tech Mahindra is also entering the sports industry. In future although the British telecom is expected to grow, Tech Mahindra’s revenues from British telecom is expected to proportionately fall. This proportion of revenues is expected to come from businesses in other verticals.
- Tech Mahindra faces a number of major challenges. It has acquired a company (Satyam) With much larger operations globally (comparing employee numbers only, Tech Mahindra's headcount at end 2008 was 25,429) whose capabilities are far broader than TM's own background of providing telecoms sector‐specific IT services therefore these pose a Management challenge of managing an acquired organization which has a broader background than the acquiring organization. It inherits legal liabilities arising from class action lawsuits by U.S. investors. Presently Tech Mahindra along with Satyam Computers is developing an I.T. project for providing World Cup football matches content on mobile phones. Thus we see that Tech Mahindra is also entering the sports industry. In future although the British telecom is expected to grow, Tech Mahindra’s revenues from British telecom is expected to proportionately fall. This proportion of revenues is expected to come from businesses in other verticals.
- Tech Mahindra faces a number of major challenges. It has acquired a company (Satyam) With much larger operations globally (comparing employee numbers only, Tech Mahindra's headcount at end 2008 was 25,429) whose capabilities are far broader than TM's own background of providing telecoms sector‐specific IT services therefore these pose a Management challenge of managing an acquired organization which has a broader background than the acquiring organization. It inherits legal liabilities arising from class action lawsuits by U.S. investors. Presently Tech Mahindra along with Satyam Computers is developing an I.T. project for providing World Cup football matches content on mobile phones. Thus we see that Tech Mahindra is also entering the sports industry. In future although the British telecom is expected to grow, Tech Mahindra’s revenues from British telecom is expected to proportionately fall. This proportion of revenues is expected to come from businesses in other verticals.
- Tech Mahindra faces a number of major challenges. It has acquired a company (Satyam) With much larger operations globally (comparing employee numbers only, Tech Mahindra's headcount at end 2008 was 25,429) whose capabilities are far broader than TM's own background of providing telecoms sector‐specific IT services therefore these pose a Management challenge of managing an acquired organization which has a broader background than the acquiring organization. It inherits legal liabilities arising from class action lawsuits by U.S. investors. Presently Tech Mahindra along with Satyam Computers is developing an I.T. project for providing World Cup football matches content on mobile phones. Thus we see that Tech Mahindra is also entering the sports industry. In future although the British telecom is expected to grow, Tech Mahindra’s revenues from British telecom is expected to proportionately fall. This proportion of revenues is expected to come from businesses in other verticals.
- Tech Mahindra faces a number of major challenges. It has acquired a company (Satyam) With much larger operations globally (comparing employee numbers only, Tech Mahindra's headcount at end 2008 was 25,429) whose capabilities are far broader than TM's own background of providing telecoms sector‐specific IT services therefore these pose a Management challenge of managing an acquired organization which has a broader background than the acquiring organization. It inherits legal liabilities arising from class action lawsuits by U.S. investors. Presently Tech Mahindra along with Satyam Computers is developing an I.T. project for providing World Cup football matches content on mobile phones. Thus we see that Tech Mahindra is also entering the sports industry. In future although the British telecom is expected to grow, Tech Mahindra’s revenues from British telecom is expected to proportionately fall. This proportion of revenues is expected to come from businesses in other verticals.
- Tech Mahindra faces a number of major challenges. It has acquired a company (Satyam) With much larger operations globally (comparing employee numbers only, Tech Mahindra's headcount at end 2008 was 25,429) whose capabilities are far broader than TM's own background of providing telecoms sector‐specific IT services therefore these pose a Management challenge of managing an acquired organization which has a broader background than the acquiring organization. It inherits legal liabilities arising from class action lawsuits by U.S. investors. Presently Tech Mahindra along with Satyam Computers is developing an I.T. project for providing World Cup football matches content on mobile phones. Thus we see that Tech Mahindra is also entering the sports industry. In future although the British telecom is expected to grow, Tech Mahindra’s revenues from British telecom is expected to proportionately fall. This proportion of revenues is expected to come from businesses in other verticals.
- Tech Mahindra faces a number of major challenges. It has acquired a company (Satyam) With much larger operations globally (comparing employee numbers only, Tech Mahindra's headcount at end 2008 was 25,429) whose capabilities are far broader than TM's own background of providing telecoms sector‐specific IT services therefore these pose a Management challenge of managing an acquired organization which has a broader background than the acquiring organization. It inherits legal liabilities arising from class action lawsuits by U.S. investors. Presently Tech Mahindra along with Satyam Computers is developing an I.T. project for providing World Cup football matches content on mobile phones. Thus we see that Tech Mahindra is also entering the sports industry. In future although the British telecom is expected to grow, Tech Mahindra’s revenues from British telecom is expected to proportionately fall. This proportion of revenues is expected to come from businesses in other verticals.