Strategic Management

"Strategic management is an ongoing process that evaluates and controls the business and industries in which the company is involved. It assesses its competitors and sets goals and strategies to meet all existing and potential competitors. It then reassesses each strategy annually or quarterly [i.e. regularly] to determine whether it has succeeded orneedsreplacement by a new strategy."Strategic management is important because is helps in setting detailed goals, analysing all our internal and external resources, analysing our external environment, as well as stakeholder views. Good corporate governance needs an efficient strategic management process. Strategic management is important because it provides an organized method to help a business or organization succeed. Without strategic management, careful plans and procedures could be designed.Strategic Management is the groundwork for a companys vision and allows a company to be ready to capitalize on opportunities.

INTRODUCTION TCS is a division of Tata Sons, the holding company of the $10.4 billion Tata Group, India's best-known business conglomerate. Established in 1968, its founding was based on the understanding that the management problems in Indian industry could be resolved through the effective use of information technology. Under the leadership of F C Kohli, TCS spearheaded the pioneering efforts in creating a globally recognizable brand for the Indian software industry. Strong linkages with academia, workplace professionalism, and in-house training and learning helped TCS lay the foundation for growing into a world-class organization. TCS invested heavily in software engineering practices and standards, software quality assurance, software project management, software processes, and research and development in software engineering and technology. With more than three decades of experience in diverse areas of industry and commerce, Tata Consultancy Services (TCS) offers end-to-end strategy consulting and system integration services to Fortune 500 clients across 55 countries. With over 100 offices in 32 countries, TCS employs 24,000 consultants and has 100,000 man-years of experience. TCS posted revenues of Rs 5,012 crores ($1.04 billion) in 2002-2003 TCS leverages its expertise in its service practices eBusiness, Application Development and Maintenance, Architecture and Technology Consulting, Engineering Services, eSecurity, Large Projects, Quality Consulting, and Infrastructure Development and Management to provide strategic consulting and system integration services to worldwide clients in banking, insurance, other financial services, telecom, manufacturing and process industries, retail, transportation, healthcare, government and utilities. Besides providing IT solutions to its clients, TCS develops and markets a variety of products in nearly all streams of industry. It has developed products such as Hospital Management System for the healthcare industry, eIBS, NCS, FIG and Quartz for the banking and financial services industry, CemPac for the cement industry, TARABS, Insurance Product Designer Workbench and Issue Quote for the insurance industry, and also software development tools such as MasterCraft, Assent, DataClean and Infrex. Collaborative research with industry and academia, partnerships with global technology leaders, and innovative projects for over 1,000 clients give TCS an in-depth knowledge of the global economy. Its SEI-CMM (Software Engineering Institutes Capability Maturity Model) Level 5 status, the expertise of its consultants, its world-class products, and proven offshore capabilities strengthen TCSs value proposition (eight of the US Fortune top 10 are TCS clients).TCS follows a continuous quality-enhancement process, and 15 of its delivery centers in India have been assessed at SEI-CMM Level 5. All of TCSs major development centres are ISO 9001:2000 certified, and its quality management system is also ISO 9001:2000 compliant. HISTORY 1968 to 2000Tata Consultancy Services Ltd (TCS) was founded in 1968 by a division ofTata Sons Limited.Its early contracts included providingpunched cardservices to sister company TISCO (nowTata Steel), working on an Inter-Branch Reconciliation System for theCentral Bank of India,and providing bureau services toUnit Trust of India.In 1975, TCS conducted its first campus interviews, held at IISc, Bangalore. The recruits comprised 12Indian Institutes of Technologygraduates and three IISc graduates, who became the first TCS employees to enter a formal graduate trainee programme. In 1979, TCS delivered an electronic depository and trading system called SECOM for the Swiss company SIS SegaInterSettle. TCS followed this up with System X for the Canadian Depository System and automating theJohannesburg Stock Exchange.TCS associated with a Swiss partner, TKS Teknosoft, which it later acquired. In 1981, TCS established India's first dedicated software research and development centre, the Tata Research Development and Design Centre (TRDDC) in Pune. In 1985 TCS established India's first client-dedicated offshore development centre, set up for clientsTandem.In the early 1990s the Indian IT outsourcing industry grew rapidly due to theY2Kbug and the launch of a unified European currency, Euro. TCS created the factory model for Y2K conversion and developedsoftware toolswhich automated the conversion process and enabled third-party developer and client implementation.

2000 to presentBy 2008, TCS's e-business activities were generating over US$500 million in annual revenues.On 25 August 2004, TCS became apublicly listed company.In 2005, TCS became the first India-based IT services company to enter thebioinformaticsmarket.In 2006, TCS designed anERPsystem for theIndian Railway Catering and Tourism Corporation.In 2008, TCS undertook an internal restructuring exercise which aimed to increase the company's agility.TCS entered thesmall and medium enterprisesmarket for the first time in 2011, withcloud-based offerings.On the last trading day of 2011, TCS overtook RIL to achieve the highest market capitalisation of any India-based company.In the 2011/12 fiscal year, TCS achieved annual revenues of over US$10 billion for the first time.In May 2013, TCS was awarded a six-year contract worth over1100 crores to provide services to the IndianDepartment of Posts.

OPERATIONSAs of 31 March 2013, TCS had 199 offices across 44 countries and 124 delivery centers in 21 countries.At the same date TCS had a total of 58 subsidiary companies.

Locations

TCS has operations in the following locations:India:Ahmedabad,Bangalore,Baroda,Bhubaneswar,Chandigarh,Chennai,Coimbatore,Delhi,Gandhinagar,Goa,Gurgaon,Guwahati,Hyderabad,Indore,Jamshedpur,Kochi,Kolkata,Lucknow,Mumbai,Nagpur,Noida,PuneandTrivandrumAfrica:South Africa,MoroccoAsia (excluding India):Bahrain,China,Israel,Dubai,Hong kong,Indonesia,Japan,Malaysia,Philippines,Saudi Arabia,Singapore,South Korea,Taiwan,ThailandAustralia:AustraliaEurope:Belgium,Denmark,Finland,France,Germany,Hungary,Iceland,Republic of Ireland,Italy,Luxembourg,Netherlands,Norway,Portugal,Spain,Sweden,SwitzerlandandUnited Kingdom.North America:Canada,MexicoandUnited States.South America:Argentina,Brazil,Chile,Colombia,Ecuador,PeruandUruguay.

PRODUCTS AND SERVICESTCS and its 59 subsidiariesprovide a range of information technology-related products and services including application development, business process outsourcing, capacity planning, consulting, enterprise software, hardware sizing, payment processing, software management and technology education services.Its established software products areTCS BaNCSandTCS MasterCraft. SERVICE LINESTCS' services are currently organised into the following service lines (percentage of total TCS revenues in the 2012-13 fiscal year generated by each respective service line is shown in parentheses): Application development and maintenance (42.80%); Asset leverage solutions (2.70%); Assurance services (7.70%); Business process outsourcing (12.50%); Consulting (3.00%); Engineering and Industrial services (4.60%); Enterprise solutions (15.20%); and IT infrastructure services (11.50%).

INDUSTRIES SERVICED Banking and financial services Energy oil and gas , oil field services and renewables Government Healthcare High-tech Insurance Life sciences Manufacturing Media and information services Resources mining ,metals and construction Retails and consumer products Telecom Travel, transportation and hospitality Utilities

Financial Information:Revenue of $11.6 billion; up 13.7% over prior year; operating margin of 27% and net incomeat $2.6B; up 15.6%(fiscal year ending March 31, 2013).

BOARD OF DIRECTORS Non-Executive Board Members Cyrus Mistry, Chairman S Ramadorai, Vice Chairman Prof. Clayton M Christensen, Director Aman Mehta,Director Dr. Ron Sommer, Director Venkatraman Thyagarajan, Director Dr. Vijay Kelkar, Director Ishaat Hussain, Director Phiroz A Vandrevala, Director OP Bhatt, DirectorExecutive Board Member N Chandrasekaran, ChiefExecutive Officer andManaging Director

SUBSIDIARIES TCS subsidiaries as on March 31, 2013 include the following: APOnline Limited C-Edge Technologies Limited CMC Americas Inc. CMC eBiz Inc. CMC Limited Computational Research Laboratories Inc. Computational Research Laboratories Limited Diligenta 2 Limited Diligenta Limited MahaOnline Limited MGDC S.C. MP Online Limited MS CJV Investments Corporation Nippon TCS Solution Center Limited PT Financial Network Services PT Tata Consultancy Services Indonesia Retail FullServe Limited Tata America International Corporation Tata Consultancy Services (Africa) (PTY) Ltd. Tata Consultancy Services (China) Co., Ltd. Tata Consultancy Services (Philippines) Inc. Tata Consultancy Services (South Africa) (PTY) Ltd. Tata Consultancy Services (Thailand) Limited Tata Consultancy Services Argentina S.A. Tata Consultancy Services Asia Pacific Pte Ltd. Tata Consultancy Services Belgium S.A. Tata Consultancy Services Canada Inc. Tata Consultancy Services Chile S.A. Tata Consultancy Services Danmark ApS Tata Consultancy Services De Espana S.A. Tata Consultancy Services De Mexico S.A., De C.V. Tata Consultancy Services Deutschland GmbH Tata Consultancy Services Do Brasil Ltda Tata Consultancy Services France SAS Tata Consultancy Services Japan Ltd. Tata Consultancy Services Luxembourg S.A. Tata Consultancy Services Malaysia Sdn Bhd Tata Consultancy Services Morocco SARL AU Tata Consultancy Services Netherlands BV Tata Consultancy Services Osterreich GmbH Tata Consultancy Services Portugal Unipessoal Limitada Tata Consultancy Services Qatar S.S.C. Tata Consultancy Services Sverige AB Tata Consultancy Services Switzerland Ltd. Tata Information Technology (Shanghai) Company Limited TATASOLUTION CENTER S.A

PROFILE OF THE COMPETITIORAccenture plcis amultinationalmanagement consulting,technology services, andoutsourcingcompany. Its incorporated headquarters are inDublin,Republic of Ireland. It is the world's largestconsulting firmas measured by revenues and is aFortune Global 500company.As of 2013, the company reported net revenues of $28.6 billionwith approximately 275,000 employees, serving clients in more than 200 cities in 56 countries.]Accenture has more employees in India than any other country; in the US, it has about 40,000 employees and 35,000 located in the Philippines.Accenture's current clients include 91 of the Fortune Global 100 and more than three-quarters of the Fortune Global 500.Since September 1, 2009 the company has been incorporated in Ireland.Accenture was chosen to replaceCGI Groupas the lead contractor for theObamacare websitein January 2014.Accenture common equity is listed on theNew York Stock Exchangeand was added to theS&P 500 indexon July 5, 2011.Accenture organizes its services and people in these three primary cross-functional groupings. Accenture client engagement teams typically consist of a combination of industry experts, capability specialists and professionals with local market knowledge.WorkforcesThe four workforces serve clients in the areas of consulting, technology, and outsourcing, as well as the company itself. This is almost always an internal designation as it is common place for Accenture employees to work in blended teams for a variety of reasons. Consulting: Focus onmanagement consulting, process design work and the application of technologies to business. Responsible for sales, delivery, and leadership of most of Accenture's project-based work. Services: Most focus on outsourcing engagements in the areas of business operations, IT, applications development and maintenance, help desk services, and HR. As part of some outsourcing deals, clients' internal teams can be "re-badged" as Accenture employees aligned to this workforce. Sometimes they work on Consulting projects or as internal Enterprise teams. Solutions: The Accenture Technology Solutions subsidiary focuses on the specific technology skills needed to deliver projects or outsourcing arrangements. Comprises the majority of Accenture's employees in delivery centers in developing countries like Brazil, India, and the Philippines. Enterprise: Focus on managing and supporting all the activities across Accenture's business, including legal, security, facilities, marketing, and client financial management.SYNOPSIS :Accenture is a global management consulting, technology services and outsourcing company, with approximately 281,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the worlds most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013 OTHER COMPETITORS: INFOSYS WIPRO HCL TECH TECH MAHINDRA ORACLE FIN SERV NIIT TECH

PROFILE OF THE INDUSTRY Information technology in Indiais an industry consisting of two major components:IT Servicesandbusiness process outsourcing(BPO). The sector has increased its contribution to India's GDP from 1.2% in 1998 to 7.5% in 2012.According toNASSCOM, the sector aggregated revenues ofUS$100 billion in 2012, where export and domestic revenue stood atUS$69.1 billion andUS$31.7 billion respectively, growing by over 9%.Information technology is playing an important role in India today & has transformed India's image from a slow moving bureaucratic economy to a land of innovative entrepreneurs.The IT sector in India is generating 2.5 million direct employment.India is now one of the biggest IT capitals of the modern world and all the major players in the world IT sector are present in the country.

The major cities that account for about nearly 90% of the sector's exports areBangalore,Chennai,Kolkata,Hyderabad,Trivandrum,Noida,MumbaiandPune.Bangaloreis considered to be the Siliconbecause it is the leading IT exporter.Exports dominate the industry and constitute about 77% of the total industry revenue. However, the domestic market is also significant with a robust revenue growth. The industrys share of total Indian exports (merchandise plus services) increased from less than 4% in FY1998 to about 25% in FY2012. According to Gartner, the "Top Five Indian IT Services Providers" areTata Consultancy Services,Infosys,Cognizant,WiproandHCL Technologies. This sector has also led to massive employment generation. The industry continues to be a net employment generator - expected to add 230,000 jobs in FY2012, thus providing direct employment to about 2.8 million, and indirectly employing 8.9 million people.[1]Generally dominant player in the globaloutsourcingsector. However, the sector continues to face challenges of competitiveness in the globalized and modern world, particularly from countries likeChinaandPhilippines.India's growing stature in theInformation Ageenabled it to form close ties with both theUnited States of Americaand theEuropean Union. However, the recentglobal financial criseshas deeply impacted the Indian IT companies as well as global companies. As a result hiring has dropped sharply, and employees are looking at different sectors like the financial service, telecommunications, and manufacturing industries, which have been growing phenomenally over the last few years. India's IT Services industry was born inMumbaiin 1967 with the establishment of Tata Group in partnership with Burroughs.The first software export zoneSEEPZwas set up here way back in 1973, the old avatar of the modern day IT park. More than 80 percent of the country's software exports happened out ofSEEPZ,Mumbaiin 1980s.

SWOT ANALYIS IT-ITES INDUSTRY(CONSIDERING INDUSTRY AND ANY IT FIRM IN GENERAL)STRENGTHWEAKNESS

COST ADVANTAGE EXCESSIVE DEPENDENCE ON US FOR REVENUE GENERATION

BREADTH AND SERVICES OFFERED HIGH RATES OF ATTRITION

EASE OF SCALABILITY DECREASING COMPETITIVE ADVANTAGES

QUALITY AND MATURITY OF PROCESS EXCESSIVE DEPENDENCE ON BFSI SECTOR

GLOBAL AND 24/7 DELIVERY CAPABILITY

OPPORTUNITIESTHREATS

GREATER SCOPE FOR PRODUCT INNOVATION GLOBAL ECONOMIC SLOWDOWN

GREATER SCOPE TO SERVICE DOMAINS OTHER THAN BFSI LIKE TRANSPORTATION , INFRASTRUCTURE ETC. INCREASED COMPETITION FROM FOREIGN FIRMS LIKE ACCENTURE , IBM ETC

RUPPE DOLLAR FLUCATATION

TCS STRATEGIC ANALYSIS:BUILDING YOUR COMPANYS VISION Vision (Provides guidance about what core to preserve and what future to stimulate progress toward). To be among the global top 10 by 2010 .The achievement of the vision would be measured in terms of revenues, profitability, number of fortune 500 customers and technology leadership. Core purpose (Companys reason for Being) To help customers achieve their business objectives by providing innovative, best-in-class consulting, IT solutions and services. This is what Business Excellence is all about. CMM and TBEM imitative are steps in this direction Core Values (What we stand for ???) Integrity, leading change, excellence, respect for the individual, learning and sharing .Such values hold pride of place in the scheme of things and would uphold in the quest for Business Excellence. Integrity: Integrity as a value is a key to all Tata companies. It means ensuring the highest level of ethical behavior in all business and professional dealings Respect for the Individual: TCS has many avenues that empower each associate as an individual. Through the way it is organized in project teams, through the iQMS. Through the Ultimax one can plan ones career, update competencies. All this provides hassle-free work environment for the individual. Learning and sharing: TCS has a collective strength of 22000 knowledge workers. Great idea have broken the walls of the center and have become organization wide practices like IPMS, like PAL, like Star of the month Excellence: TCS is trying to bring about a culture of excellence by making visionary leadership, customer driven excellence, agility, Focus on future, Management by fact etc. as the base of TBEM model.LEADING CHANGEIf transformation is the name of the game then India's first billion dollar IT services company is all set for it. Tata consultancy Services (TCS) chief executive officer S Ramadorai calls it an allout change. A change , which he explains, gains importance because of the extra dimension it adds to the company.TCS is aggressively pursuing comapanys globalization effort. Globalization for TCS implies an all out change. A change is important, not because its a good thing or a bad thing but because it gives TCS the extra dimension to address the global delivery need. This change is reflected in comapnys global delivery model and extends to companys global development centres. All of which are parts of companys globalization effort.Steps Taken by TCS for transformation:

Establishing a Sense of Urgency

Market reality: Globalization is todays essence Major opportunities lies in overseas market

Forming a powerful Guiding coalition

TCS increases the diversity of its offerings through strategic alliances with global leaders in technology and eBusiness, such as IBM, Netscape, Microsoft, SAP, Oracle and Compaq, to name a few. TCS is also a founder member of the Internet Security Alliance (ISA) and a member of the Universal Description, Discovery and Integration project (UDDI).

Creating a vision

To get an extra dimension to address the global delivery need

Communicating the vision

TCS is aggressively pursuing companys globalization effort. This vision is communicated by press releases, information on internet.

Empowering others to act on the vision

TCS is aggressively pursuing companys globalization effort To that extent TCS have to keep innovation engine growing, grow global delivery centres, and leverage any talent or resource in the right way

Planning for and creating short term wins

An essential part of this is reflected in the customers experience where TCS stress on aspects like localization, ability to deliver the same quality on a global basis and companys value proposition in a facility outside India.

Consolidating improvements and producing still more change

People who become part of this organization too have to be global in nature. And this is another place where acceleration will take place, more so as TCS take in people not only from India but from other countries as well.

Institutionalizing new approaches

And lastly are companys technology alliances and companys product alliances. TCS want companys alliance partners to feel that they are dealing with the best solutions provider, the best organization

STRATEGY AND THE INTERNET

The area where TCS focused last year and will carry forward this year too is digitizing the organization and connecting employees together both in TCS and in CMC a real challenge for the company. TCS have made a significant investment in the project. In April 2002, TCS did the employees services digitally, while in the second phase TCS is creating a knowledge management base and customer relationship management. This is available in the UK and TCS is rolling it across the world connecting suppliers and customers through intranet. Three years ago, TCS had many independent, standalone systems, multiple databases created in different parts of the organization. To generate a MIS, one had to collate information from a number of systems. Both in terms of accuracy of information and the effectiveness to take decisions based on the information, this was a major problem. If TCS want to run an organization using real-time information as quickly as possible, TCS should have an electronic transaction-based system. Some companies call it digital nervous system, while some call it enterprise integration.

HOW INTERNET HAS INFLUENCED SOFTWARE SERVICES INDUSTRY

THREATS OF SUBSTITUTE SOLUTIONS / SERVICES

BARGAINING POWER OF SUPPLIERS LIKE SAP , BAAN , ORACLE ETC.RIVALRY AMONG TCS , INFOSYS, WIPRO , COGNIZANT AND OTHERSBARGAINING POWER OF ENTERPRISES/CLIENT SEEKING SOLUTIONS / SERVICES

BARRIERS TO ENTRY

THE WORK OF LEADERSHIP TCS follows the six principals for leading adaptive work:

1. Getting on the balcony: the business leaders at TCS view patterns as if they are on a balcony. Following activities provide them the platform : Employee Satisfaction Survey (ESS) is conducted regularly to gauge employee satisfaction and obtain feedback on work conditions and work practices. Performance appraisals: they are carried out to appraise the performance of employees.

Three kind of appraisals are followed o Annual appraisal: It is conducted once in a year to ell yearly performance o Project end performance appraisal: it is done when employee is released from a project of 3 months or more o Appraisals for performance rewards.

2. Identifying the adaptive challenge: The leaders at TCS have quickly identified the adaptive challenges which include Deploying organization wide network to tap the opportunities provided by the internet Anticipate a number of technologies that would have an impact in future Making TCS a global enterprise Becoming top 10 global company

3. Regulate distress: Distress at TCS is maintained as follows Grievance redressal Sports activities like Hand Cricket Organizing family day where employees bring their families to show how they work Organizing chess festival with unique rules called suicide chess Festival celebrations at TCS e.g. diwali celebrations with rangoli competitions etc. 4. Maintain disciplined attention: For this TCS takes following steps: Adheres to TCOC ( Tata Code of Conduct) Professionalism at work Dressing and personal grooming

5. Giving work back to the people: TCS get people to assume more responsibility as follows: TCS indulges in a People Engagement activity called PEEP for strengthening communication process. It involves conducting employee meetings across functions. PEEP stands for P Proactive E Employee E Engagement P Programme Program called PROPEL is followed to understand what an associate can do to achieve his and organizational goals. It stands for : P Professional excellence R Role enhancement O owning TCS culture P Personal growth E employee involvement L Learning

6. Protecting Voices of leadership: A succession planning for key positions is done. It has following steps: Critical positions are identified Mechanism to capture development needs for critical positions A candidate pool for each critical position is developed

SWOT ANALYSIS OF TCS A tool that identifies thestrengths,weaknesses,opportunities andthreats of an organization. Specifically, SWOT is a basic, straightforward model that assesses what an organization can and cannot do as well as its potential opportunities and threats. The method of SWOT analysis is to take the information from an environmental analysis and separate it into internal (strengths and weaknesses) and external issues (opportunities and threats). Once this is completed, SWOT analysis determines what may assist the firm in accomplishing its objectives, and what obstacles must be overcome or minimized to achieve desired results.STRENGTHS , WEAKNESS , OPPORTUNITIES AND THREATSLOCATION OF FACTORFAVOURABLEUNFAVOURABLE

INTERNALSTRENGTHSWEAKNESS

EXTENSVEGLOBAL RESEARCH STRONG FINANCIAL PERFORMANCE EMPLOYEE MANAGEMENT SKIILS SIGNIFICANT EXPOSURE TO FINANCIAL SERVICES MARKET LACK OF SCALE IN CONSULTING OPERATIONS

EXTERNALOPPORTUNITIESTHREATS

FOCUS ON SMB SEGMENT GROWTH IN WORLDWIDE IT SERVICES INCREASING EMPLOYEE COSTS INTENSE COMPETITION CONSOLIDATION IN THE END MARKETS RUPEE DEPRECIATION

BCG MATRIX FOR TCS

BPO INFRASTRUCTURE SERVICES

CONSULTING PACKAGED IMPLEMENTATION KPO ENGINEERING AND INDUSTRIAL SERVICES.

APPLICATION DEVELOPMENT AND MAINTENANCE SOFTWARE PRODUCTS.

NONE

HIGH RELATIVE POSITION (MARKET SHARE) LOW

CORPORATE STRATEGYThe Growth OpportunityTCS operates in a large, growing global market for IT and IT-enabled services. Globally, organizations are spending more on IT as new technologies emerge, offering unique opportunities to gain a competitive advantage. Moreover, industries and geographies thatlagged behind others in leveraging technology are nowcatching up. Further, the proportion of IT services budgets that is spent on external providers is going up as the shelf-life of technologies is reducing and corporations are looking for greater efficiency and variability in their costs. With a minuscule market share in this growing market, there is much headroom for TCS longer-term growth.Strategy For Longer-Term GrowthTCS strategy for longer-term growth is to continually extend the core IT servicesbusiness by expanding its geographic reach, industry coverage and service capabilities and deepening existing client relationships, building or acquiring emerging businesses and adopting or creating new business models and business solutions through continuous innovation.Key elements of this strategy are summarized here:Customer-centricityFull Services Capability Global Network Delivery Model (GNDM) Strategic Acquisitions Non-linear business modelsCustomer-centricity:We seek to build, nurture and deepen customer relationships so we are trusted strategic partners to our customers. Our industry-segmented, customer-centric organization is an important enabler that has ensured high levels of accountability, superior customer service and intimacy.Full Services Capability:TCS has been investing in building a comprehensive, integrated portfolio of services to capture the entire value chain of IT, presenting a compelling value proposition for global enterprises making us a one-stop shop for many key clients, significantly deepening the relationship and boosting our share of the wallet.Global Network Delivery Model (GNDM):TCS' GNDM lets us seamlessly and uniformly deliver services to global customers from multiple locations across India, China, Europe, North America and Latin America. Teams separated by time zones collaborate on projects, leveraging all of TCS' assets while subscribing to one global service standard. Ituses multiple levers of time zone, language, skills and local business knowledge to deliver high quality business solutions seamlessly across the globe, using a globally connected workforce, integrated delivery processes and multi-tiered infrastructure. This model developed by TCS is now recognized as the benchmark of excellence in software development. For large clients expanding beyond their home markets, the scale and depth of our GNDM capability makes us their preferred strategic partner.Strategic Acquisitions:While primarily focusing on organic growth, TCS is also open to selective strategic acquisitions in order to penetrate select markets, strengthen verticals and enhance service offerings.Non-linear Business Models:TCS has been building non-linear growth businesses that can enable revenue growth without commensurate headcount growth. Non-linearity in the existing businesses comes from productivity-enhancing tools, frameworks, solution accelerators and managed services engagements.In addition, TCS is pursuing three strategic initiatives for non-linear growth: Software Products (Asset Leveraged Solutions) Platform-based BPO services (Process Clouds) iON an IT-as-a-service solution for small and medium business.

TCS RESOURCES ANS CAPABILITIESTcs has over 143000+ world class professionals. 30% of the workforce is women . non- indain nationals comprises 8.3% of tcs workforce. Tcs employees are from across 67 nationalities.

PRODUCT DEVELOPMENT STRATEGYCURRENT MARKET: USA AND EUROPENEW PRODUCT: consultancy and package implementation services in the relatively highly growing sector especially life sciences and healthcare, aviation sector and kpo services.RECOMMENDATION: Concentrate on building expertise in these domains by strategic acquisition.

KEY DIFFERENTAITORS OF TCS Pioneer in the industry and the brand Having started in 1968, tcs has established himself as the industry leader. Being part of the trusted Tata group is also a big differentiators for tcs givings its strong brand strength.

Integrated full services playerPortfolios of offerings extends from consulting to implemtation, testing and support from engineering services to bpo , from products to end-to-end solutions.

Collaboration with multiple stakeholdersHaving worked on large global scale enterprise projects, tcs appreciates the need of flexibility to work with multiple stakeholders from customers,partners , and other service providers. Tcs have developed innovative engagement models that have proven tcss ability to deliver significant value to its customers in managing their projects as the sole solution provider, or prime/lead partner, or supporting partner.

Global network delivery model Unique network of 79 delivery centres in brazil , china, uk , japan , Australia , chile , Singapore and india that operate at the same quality, security and skills levels,giving the custoners the same experience of certainity across the organization globally with a lower total cost of ownership.

High quality and maximum security In 2005, tcs was awarded enterprise-wide triple certification for:Quality (iso 9001:2000) , security (bs 7799-2:2002) and services (bs 15000-1:2000)

Innovation networkTcs has established 19 labs with strong links to starts-ups , academia and alliance partners to continuosly develop innovative solutions for their customers.

Strategic partners :IBM GLOBAL SYSTEM INTEGRATOR PARTNERORACLE GLOBAL SYSTEM INTEGRATOR AND GLOBAL CERTIFIED ADVANTAGE PARTNERMICROSOFT GLOBAL SYSTEM INTEGRATOR PARTNERSAP GLOBAL CONSULTING PARTNER

GROWTH ENGINE PARTNERS :SIEBEL CONSULTING PARTNERWEB METHODS GLOBAL SYSTEM INTEGRATOR, PREFERRED OFFSHORE PARTNERBEA TCS IS BEAS STRATEGIC PARTNERSUN- GSS PARTNER , SYSTEM INTEGRATOR PARTNER

BUSINESS CONTINUITY TCS follows a well defined and mutually agreed(with the customer) business continuity and disaster recovery plan . the BCP is tested on the pre determined frequency .