COMPANY PROFILE

Tata Communications is a leading global provider of telecommunications solutions

serving the voice, data and next-generation service needs of carriers, enterprises and

consumers across the world.

Earlier known as Videsh Sanchar Nigam, the company became a part of the Tata

group in 2002. In 2008, VSNL, VSNL International, Teleglobe, Tata Indicom

Enterprise Business Unit, VGSL and CIPRIS were brought under one global brand

name – Tata Communications. The company is now the number one global

international wholesale voice operator and India's largest provider of international

long distance, enterprise data and internet services in India.

Tata’s global network spans five continents and comprises major ownership in over

200,000 km of territorial network fibre and subsea cable capacity. The company has a

trans-Atlantic and trans-Pacific data transfer capacity of 1 trillion bits per second, a

global MPLS network and the world’s largest VoIP network.

Tata Communications was named "Best Wholesale Carrier" at the World

Communications Awards in 2006 and "Best Pan-Asian Wholesale Provider" at the

2006 and 2007 Global Wholesale Telecommunications Awards. It is listed on the

Bombay Stock Exchange and the National Stock Exchange of India. Tata

Communications is a partner of the Metro Ethernet Forum (MEF), the pre-eminent

industry organization dedicated to facilitating the adoption of Ethernet networks and

services.

Areas of business

The company extends its global reach to over 200 countries and territories with more

than 300 PoPs and more than one million square feet data centre space worldwide.Its

portfolio covers:

Global voice solutionsCarrying over 20 bn minutes of traffic annually, the company's

customer base includes over 1500 carriers, mobile operators and ISPs. It provides

value-added services such as international toll free calls and account calling in

addition to domestic and international long distance calls. Services include:

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• Voice termination services

• Mobile Direct

• VoIPLinkTM

• Global calling cards

•  truerootsTM

Global data solutions

The company serves the connectivity needs of global enterprises and service

providers with solutions such as virtual private networks, global ethernet, managed

data network services, leased lines, etc. The company also offers customised industry

specific solutions and is the leading provider of bandwidth and IP connectivity.

Services include:

• Global transmission services

• Global IP and VPN services

• Managed services

• Mobility services

• Transformation services

Joint ventures, subsidiaries, associates

• Tata Communications Lanka offers wholesale, enterprise and retail solutions

which include international voice services, international IP bandwidth for

internet service providers, international private lease circuit, MPLS-based

global VPN services, corporate voice services and their global calling card.

• Tata Communications Banking InfraSolutions (TCBIL) offers solutions that

cater to the banking industry which include ATM services, card issuance and

management, end-to-end point of sale acquiring and hosted core banking.

• Tata Communications Transformations Services delivers end-to-end

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outsourcing services for global carrier and telecommunications customers.

• Neotel (South Africa) provides a range of value-added voice and data services for

businesses, wholesale network operators, providers and consumers using its

pure-IP next generation network.

• Tata Communications Internet Services serves over 4,50,000 customers offering

services like broadband, Wi-Fi, dial up and a bouquet of value-added services

such as entertainment-on-demand, interactive education, net telephony, PC

security and website hosting.

Location

The company’s headquarters is in Mumbai, India, and it has significant international

operations in New Jersey, Montreal, Singapore and London. It has offices in 80 cities

across 40 countries.

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VISION AND MISSION

A vision statement for a company or organization focuses on the potential inherent in

the company's future, or what they intend to be. While a vision statement might

contain references to how the company intends to make that future into a reality, the

“how” is really part of a "mission" statement, while the vision statement is simply a

description of the “what,” meaning, what the company intends to become.

Features of vision statement

The vision statement is short, precise and succinct; it conveys a lot in just a

few words.

 It thinks of things in a long-term, broad sense, without sounding generic.

It is unambiguous about who Hindalco is as a company as well as who it wish

to become.

It also highlights the main objective of creating value for stakeholder

Vision Statement of TATA COMMUNICATIONS Ltd :

“Deliver a new world of communications to advance the reach and leadership of our

customers.”

A mission statement is a statement of the purpose of

a company, organization or person, its reason for existing.

The mission statement should guide the actions of the organization, spell out its

overall goal, provide a path, and guide decision-making. It provides "the framework

or context within which the company's strategies are formulated." It's like a goal for

what the company wants to do for the world. 

A company's mission statement is a constant reminder to its employees of why the

company exists and what the founders envisioned when they put their fame and

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fortune at risk to breathe life into their dreams. Woe to the company that loses sight of

its Mission Statement for it has taken the first step on the slippery slope to failure.

Mission statements often include the following information:

Aim(s) of the organization

The organization's primary stakeholders: clients/customers, shareholders,

congregation, etc.

How the organization provides value to these stakeholders, for example by

offering specific types of products and/or services

A declaration of an organization's sole core purpose. A mission statement

answers the question, "Why do we exist?"

Mission Statement of TATA COMMUNICATIONS Ltd :

The Mission Statement of Tata Communications LTD is based on two componenets.

COMMITMENT

Invest in building long-lasting relationships with customers and partners and

lead the industry in responsiveness and flexibility.

STRATEGY

Build leading-edge IP-leveraged solutions advanced by our unmatched global

infrastructure and leadership in emerging markets.

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SWOT ANALYSIS

SWOT analysis (alternatively SWOT Matrix) is a structured planning method used

to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in

a project or in a business venture. A SWOT analysis can be carried out for a product,

place, industry or person. It involves specifying the objective of the business venture

or project and identifying the internal and external factors that are favorable and

unfavorable to achieving that objective.

Setting the objective should be done after the SWOT analysis has been performed.

This would allow achievable goals or objectives to be set for the organization.

Strengths:

Weaknesses:

Opportunities:

Threats:

Identification of SWOTs is important because they can inform later steps in planning

to achieve the objective.

First, the decision makers should consider whether the objective is attainable, given

the SWOTs. If the objective is not attainable a different objective must be selected

and the process repeated.

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SWOT ANALYSIS OF TATA COMMUNICATIONS LTD :

STRENGTHS

Leading position in emerging markets

The company has a strong market position in the emerging markets. Its

presence in emerging markets includes leadership in Indian enterprise data

services, leadership in global international voice, and strategic investments in

operators in South Africa (Neotel), Sri Lanka (Tata Communications Lanka

Limited), Nepal (United Telecom Limited). Also, the company is the leading

global voice solutions provider in the world, with an estimated 16.2 % market

share of ILD voice traffic. The traffic into and out of India continues to

represent a significant portion of the company’s ILD Voice segment and the

company is a market leader in terms of the volume of inbound termination of

calls to India. In FY2011, the company carried more than 40 billion minutes of

ILD voice traffic and more than 10 billion minutes of NLD voice traffic.

Strong network infrastructure

The company has a strong network infrastructure. The Tata Global Network

(TGN) includes one of the most advanced and largest submarine cable

networks, a Tier-1 IP network, with connectivity to more than 200 countries

across 400 points of presence (PoPs), and nearly 1 million square feet of data

center and collocation space worldwide. Its Tata Global Network includes

submarine cable capacity that connects six continents, a Tier-1 internet

backbone and over 300 points of presence worldwide. Also, the company’s

NLD backbone is spread over a 42,000 km optical fiber network across more

than 210 PoPs in India.

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Moreover, the company owns and operates six specific fiber-optic cable

systems: TGN-Pacific, an eight-fiber pair ring cable system between Japan

and the West Coast of the US and a four-fiber pair linear submarine cable

system from Japan to Guam that is the largest cable system across the Pacific

in terms of activated and future capacity design; TGN-Atlantic, which is a

four-fiber pair ring cable system between the East Coast of the U.S. and the

UK; TGN-WER, which is a four-fiber pair ring cable system between

Portugal, Spain and the UK; TGN-Northern Europe, which is a four-fiber pair

linear system from the UK to the Netherlands; Tata Indicom Cable (TIC),

which is a 3,100 km eight fiber pair submarine cable system between Chennai,

India and Singapore and TGN-Intra Asia, a wholly owned four fiber pair

linear submarine cable system connecting Singapore, Hong Kong, and Tokyo.

The TGN-Intra Asia also directly connects to partners in Vietnam and in the

Philippines through branching units. The TGN-Intra Asia System has added

over 1,100GBit/s lit capacity, which represents just 10% of the potential

system capacity.

Comprehensive portfolio of offerings

Tata Communications has a comprehensive portfolio of information and

communication technology services with wide presence in international and

domestic markets. The company operates through three business segments:

global voice solutions (GVS), global data and managed services (GDMS), and

others. The company’s global voice solutions portfolio includes voice

termination services, ILD Inbound services or “access services”, universal

international free phone service (UIFN), managed calling cards solution,

audiotext, integrated services digital network (ISDN), operator, and national

long distance (NLD) in India.

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The company’s global data and managed services segment offers international

and national private leased circuit (IPLC and NPLC) services and IP transit

services. This segment includes three businesses: enterprise data business,

carrier data business and mobility services. Through enterprise data business,

Tata Communications offers customized, end-to-end voice and data solutions

as well as managed services to enterprise customers worldwide, including

international private leased circuits (IPLCs), national private leased circuits

(NPLCs), internet leased line circuits, dedicated internet access services, frame

relay services, asynchronous transfer mode (ATM) services, data center

infrastructure and application services, global virtual private network (VPN)

services, global and pan-India Ethernet service, television uplinking,

transponder lease services, hosted contacted center services, IPLC service,

MVOIP and IPVoice connect, business messaging and collaboration, business

audio and web conferencing, managed security services, Telepresence virtual

meeting room services, media management platform, and global video

network – video connect.

Affiliations with Tata Group

Tata Communications is a part of Tata Group. As of FY2011, the Tata group,

directly and indirectly through Tata Sons, Panatone Finvest and Tata Power

Company, and the Government of India (GOI) owned 50.03% and 26.12%,

respectively of the company’s equity shares. Tata Group is one of the largest

corporate houses in India with a presence in wide range of areas from

manufacturing of common salt and tea to steel and cars. The company being

part of the Tata Group achieves synergies with other Tata companies. For

instance, the company has partnered with Tata Consultancy Services (TCS), a

leading IT services company, on several occasions to jointly provide TCS’

customers a broad range of end-to-end IT and telecom solutions.

Also, the Tata group company, Tata Teleservices (in which the company has

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an equity stake) and its subsidiary Tata Teleservices (Maharashtra) (together

called TTL) hold access licenses in almost all the telecom circles in India. The

company and TTL have been working together to leverage each other’s

strengths. Moreover, the change of the company’s name from former VSNL to

Tata Communications in 2007 was done to derive marketing and cost

synergies with the Tata Group’s telecom and IT businesses. Also, Tata

Communications became the unified global brand for VSNL International,

Teleglobe, Tata Indicom Enterprise Business Unit, and CIPRIS in 2008.

The company’s affiliation with Tata Group enables it to access the existing

customer bases and have the opportunity to share infrastructure costs. It also

provides various synergies resulting in a competitive advantage as well as

allow it enhance its capabilities.

WEAKNESSES

Significant debt

Tata Communications has reported significant debt in recent years. The

company reported total debt INR68,827 million ($1,509.4 million),

INR61,596 million ($1, 350.8 million) and INR60,229 million ($1,320.8

million) in FY2011, FY2010 and FY2009, respectively. The total debt has

substantially increased at a CAGR of 7% during FY2009-11. Also, of the total

debt of INR68,827 million ($1,509.4 million) in FY2011, INR46,100 million

($1,011 million) was long term debt and INR22,727 million ($498.4 million)

was short term debt. As a result of this high debt, the company incurred

interest expense of INR4,088 million ($89.6 million) in FY2011. In addition,

the company’s long term debt to equity ratio stood at 1.17% in during the

same year, which is high according to industry standards.

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As a result, Tata Communications’ interest coverage ratio declined from 1.7 in

FY2009 to -0.08 in FY2011. The decline in interest coverage ratio indicates

that the company is not generating sufficient revenues to satisfy its interest

expenses. Significant debt limits the company’s ability to finance its capital

expenditure and acquisitions.

Declining profitability

The company has been witnessing declining profitability compared to its

peers. The company’s operating and net profits have been declining in recent

years. For instance, the company recorded operating profit of INR4,657

million ($102.1 million) in FY2009 compared to an operating loss of INR364

million ($8 million) in FY2011. Also, the company recorded net profit of

INR3,886 million ($85.2 million) in FY2009 compared to net loss of

INR8,095 million ($177.5 million) in FY2011. It incurred losses because

Neotel and SEPCO, in which the company holds 49% and 43% interest,

respectively suffered huge losses in FY2011. The company share in the net

losses from Neotel and SEPCO increased from INR3,197 million ($70.1

million) in FY2010 to INR5,534 million ($124 million) in FY2011. Also,

Neotel is currently in its network and customer reach expansion phase which

has resulted in the losses.

In addition, the company’s Return on Assets (ROA) and Return on Equity

(ROE) declined from -2% and -8.1%, respectively, in FY2010 to -4.4% and -

20.6%, respectively in FY2011. A negative ROE and ROA indicates that the

company is inefficiently using the shareholders’ money and investors’ money

and is not generating higher returns. Also, negative or low ROA indicates that

the company’s resources are not being managed well. By contrast its

competitor, Bharti Airtel recorded ROA and ROE of 4% and 12%,

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respectively in FY2011. The company’s declining profitability harms investor

confidence.

OPPORTUNITIES

Increasing demand for cloud computing services

The worldwide demand for cloud computing services is forecast to record

strong growth in coming years. Cloud computing is a computing infrastructure

model, which enables delivery of software-as-a-service (SaaS). Appeal to

cloud computing has been increasing as it enables the companies to reduce

expenses like upfront royalty or licensing payments, investment in hardware

infrastructure and other operating expenses. Consequently, the demand for

cloud computing services has been increasing and is expected to grow from

$40.7 billion in 2011 to $240 billion in 2020, growing at a CAGR of 22% for

the period 2011-20. Further, as the market for cloud computing services

grows, the enterprises are expected to earn about $110 billion from SaaS,

platform-as-a-service (PaaS) and infrastructure-as-a-service (IaaS) during the

next five years.

Poised to benefit from growing Indian telecom market

The Indian telecom industry has undergone a revolutionary change in the last

few years. It has emerged as one of the leading telecom markets in the world.

Availability of low priced mobile devices, robust network coverage, and

affordable services are some of the factors that boosted its growth. The growth

is expected to continue at the same pace in the future. The telecom market is

growing rapidly and is expected to increase from $37 billion in 2010 to $66

billion by 2015. In addition, according to Telecom Regulatory Authority of

India (TRAI) the telephone subscriber base in India increased from 906.9

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million at the end of September 2011 to 926.5 million at the end of December

2011, representing a growth of 2.16% over the previous quarter. This reflects

year-on-year (YOY) growth of 17.7% over Q42010. Also, the overall

Teledensity in India was approximately 76% as on December, 31 2011.

Moreover, according to TRAI the internet subscriber base increased from 21

million at the end of September 2011 to 22.4 million at the end of December

2011, representing a quarterly growth rate of 6.66%. Also, the broadband

subscriber base increased from 12.8 million at the end of September 2011 to

13.4 million at the end of December 2011, representing a quarterly growth of

4% and year on year growth of 21.5%.

Tata Communications is one of the leading communications company offering

a broad range of integrated communications services in India. With the leading

position in Enterprise data and Wholesale LD voice in India the company is

poised to benefit from growing Indian telecom market.

Growing managed telepresence and video conferencing services market

The growing managed telepresence and video conferencing services may

create demand for the company’s products in the coming years. According to

industry estimates, the market for managed telepresence and video

conferencing services is estimated to grow from $512.5 million in 2010 to

$1.2 billion in 2016, representing a 19% compound annual growth rate

(CAGR). Telepresence is the next generation of traditional video

conferencing. In comparison to earlier video conferencing, which provides

standard video and audio quality, Telepresence is a high definition meeting

experience.

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Tata Communications has over 40 public telepresence conference locations

across Asia, Europe, the Middle East, Africa, and North America. The

company operates the world’s largest global public telepresence room network

with 36 rooms across 19 countries spanning 5 continents. In addition, Tata

Communications’ Telepresence service is based on the Cisco platform and its

network of Telepresence rooms are connected to the Cisco Public

TelePresence Suites in Santa Clara, California.

Moreover, in order to tap the growing managed telepresence and video

conferencing services market the company has taken several initiatives. For

instance, in April 2012 Cisco, Tata Communications and BizKomm unveiled

Russia’s first public Telepresence facility. Also, in January 2012, Tata

Communications, together with nine global service providers, launched the

Global Meeting Alliance, an open ecosystem of leading telecom providers that

have aligned to interconnect their respective business video communities.

With such initiatives the company is well positioned to benefit from the

growing managed telepresence and video conferencing services market.

THREATS

Increasing competition

The company operates in an intensely competitive telecommunications sector.

In particular, Indian telecom market, Tata Communications’ primary market,

has been increasing significantly in recent times. The existing and new

operators are expanding their operations and services for international long

distance (ILD) and national long distance (NLD) services. As result of this

competition, the ILD business has resorted to steep rate cuts which affected

the company’s traffic volumes, revenues and market share. Also, the company

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was a monopoly in terms of providing ILD services for Bharat Sanchar Nigam

Limited (BSNL) and Mahanagar Telephone Nigam Limited (MTNL) until

2002. However, in 2004 the market opened for other access providers (BSNL,

MTNL, Bharti, Vodafone and Reliance) which started competing heavily with

Tata Communiactions. Further, access providers such as BSNL have started

offering their own ILD services which might compel them to refrain from

utilizing Tata Communications’ ILD services.

In addition, the company has faced a number of new competitors in its

international long distance (ILD) business, particularly since the Government

of India (GoI) liberalized the licensing conditions and reduced the entry fees

for ILD and national long distance (“NLD”) services in 2006. Furthermore, all

international calls that the company carries that either originate or terminate in

India must pass through access telephone networks, which it does not own or

control. In addition, customer choice regime that was expected to be

completed by 2003 was not implemented due to technical and other reasons.

As a result of a recall of the Carrier Access Code (CAC) and Carrier Pre-

selection (CPS) implementation in India by the Telecom Regulatory Authority

of India (TRAI), many of the company’s end customers do not have the right

to choose to use its services, even if the company offers the most competitive

rates and best quality. However, the ILD service providers have been allowed

to access the subscribers directly only for provision of ILD voice service

through calling cards. As a result, the company’s international outgoing

telephony services will continue to depend, to a significant degree, on

companies such as BSNL, MTNL, Bharti Airtel, Vodafone and Reliance

Communications. Increasing competition may affect the company’s operations

in coming years.

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Extensive Regulations

The company is subject to extensive regulation and supervision by the

Government of India. Tata Communications must obtain telecommunications

licenses from the Department of Telecommunications (DoT) to provide certain

of its services. The DoT retains the right to modify the terms and conditions of

the company’s licenses at any time if in its opinion it is necessary or expedient

to do so in the interest of the general public or for the proper operation of the

telecommunication sector. A change in certain significant terms of any of the

licenses, such as their duration, the range of services permitted or the scope of

exclusivity, if any, may have a material adverse effect on the company’s

business and prospects. The DoT is also empowered to revoke a license

granted by it for any breach of the license conditions.

In 2009, the DoT notified an amendment to the license condition making it

mandatory to seek security clearance before placement of purchase orders for

telecom equipments/software to be used in provisioning of telecom services.

This amendment and subsequent notifications insisting that the licensees

provide certain undertakings/certifications may result in delays in creating

capacity in the company’s networks and in providing services to customers,

which may adversely affect the revenues and profitability of the company.

Further, in May 2011, the DoT issued an amendment to the licensing

conditions, by doing away with the requirement of obtaining security

clearance before placing purchase orders for telecom equipment. In addition in

2011, there were significant regulatory developments including the

implementation of Mobile Number Portability (MNP) and the issuance of 3G

licenses. Number portability may lead to an increase in the churn rate with

each operator vying for subscriber attention to their own network, further

increasing competition among the service providers.

Moreover, Tata Communications must also annually obtain various radio

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spectrum operating licenses from the Wireless Planning and Co-ordination

Wing of the Ministry of Communications. The non-renewal or modification of

these licenses, or punitive action by the Government of India for continuing

these services without renewal of the licenses, will adversely impact the

company. In addition, approval of the TRAI is required for all of the

company’s new pricing initiatives and product launches. Any unfavorable

changes to the existing regulations may negatively impact the company’s

business operations.

Reductions in prices for communications services

The reductions in prices for communication services in India and worldwide

may continue to have an adverse effect on the company’s results of operations

and financial condition. Telecommunications tariffs in India have declined

significantly in recent years as a result of increased competition. Average

international call tariffs have declined from approximately INR48 ($1.08) per

minute in 2002 to approximately INR5 (US$0.11) per minute in 2010. The

pricing war among service providers in India was carried over to the

international calling market with carriers dropping call prices to international

markets to as low as INR1 ($0.02) per minute in 2011. Also, market pricing

for international long distance telecommunications services continues to see

annual declines between 5% and 10%. Moreover, even though the decline in

tariffs has resulted in traffic volume growth, they are expected to continue to

adversely affect the company’s revenues.

The reduction in prices for communication services may impact the

company’s results of operations.

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BUSINESS STRATEGIES UNDERTAKEN FOR GROWTH

A business growth strategy starts with market insights. The source of insights lies

within and across your market ecosystem. While research firms and strategic

marketing consultants can bring these insights to bear on an ad-hoc basis, companies

committed to growth will serve themselves well by developing systems and processes

to ensure a continuous flow of market insights into their business. This is a key

strategy for developing the demand side of your business

Business growth strategies are unique in every business. However there are broad

categories of strategies for business growth:

New Product/Service Strategy Development

Market Expansion Strategy

Product Diversification Strategy

Market Opportunity Analysis

Competitive Market Analysis

Market Segmentation Strategy

Ansoff pointed out that a diversification strategy stands apart from the other three

strategies. The first three strategies are usually pursued with the same technical,

financial, and merchandising resources used for the original product line, whereas

diversification usually requires a company to acquire new skills, new techniques and

new facilities.

Note: The notion of diversification depends on the subjective interpretation of “new”

market and “new” product, which should reflect the perceptions of customers rather

than managers. Indeed, products tend to create or stimulate new markets; new markets

promote product innovation.

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Product diversification involves addition of new products to existing products to

existing products either being manufactured or being marketed. Expansion of the

existing product line with related products is one such method adopted by many

businesses. Adding tooth brushes to tooth paste or tooth powders or mouthwash under

the same brand or under different brands aimed at different segments is one way of

diversification. These are either brand extensions or product extensions to increase the

volume of sales and the number of customers.

Different types of diversification strategies :

The strategies of diversification can include internal development of new products or

markets, acquisition of a firm, alliance with a complementary company, licensing of

new technologies, and distributing or importing a products line manufactured by

another firm. Generally, the final strategy involves a combination of these options.

This combination is determined in function of available opportunities and consistency

with the objectives and the resources of the company.

There are three types of diversification: concentric, horizontal, and conglomerate.

Concentric diversification :

This means that there is a technological similarity between the industries, which

means that the firm is able to leverage its technical know-how to gain some

advantage. For example, a company that manufactures industrial adhesives might

decide to diversify into adhesives to be sold via retailers. The technology would be

the same but the marketing effort would need to change.

It also seems to increase its market share to launch a new product that helps the

particular company to earn profit. For instance, the addition of tomato ketchup and

sauce to the existing "Maggi" brand processed items of Food Specialities Ltd. is an

example of technological-related concentric diversification.

The company could seek new products that have technological or marketing synergies 

with  existing product lines appealing to a new group of customers.This also helps the

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company to tap that part of the market which remains untapped, and which presents

an opportunity to earn profits.

Horizontal diversification

The company adds new products or services that are often technologically or

commercially unrelated to current products but that may appeal to current customers.

This strategy tends to increase the firm's dependence on certain market segments. For

example, a company that was making notebooks earlier may also enter the pen market

with its new product.

Horizontal diversification is desirable if the present customers are loyal to the current

products and if the new products have a good quality and are well promoted and

priced. Moreover, the new products are marketed to the same economic environment

as the existing products, which may lead to rigidity and instability.

Also, it is a strategy of adding related or similar product/service lines to existing core

business, either through acquisition of competitors or through internal development of

new products/services

Conglomerate diversification (or lateral diversification)

The company markets new products or services that have no technological or

commercial synergies with current products but that may appeal to new groups of

customers. The conglomerate diversification has very little relationship with the firm's

current business. Therefore, the main reasons for adopting such a strategy are first to

improve the profitability and the flexibility of the company, and second to get a better

reception in capital markets as the company gets bigger. Though this strategy is very

risky, it could also, if successful, provide increased growth and profitability.

Goal of diversification

According to Calori and Harvatopoulos (1988), there are two dimensions of rationale

for diversification. The first one relates to the nature of the strategic objective:

Diversification may be defensive or offensive.

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Defensive reasons may be spreading the risk of market contraction, or being forced to

diversify when current product or current market orientation seems to provide no

further opportunities for growth. Offensive reasons may be conquering new positions,

taking opportunities that promise greater profitability than expansion opportunities, or

using retained cash that exceeds total expansion needs.

In order to measure the chances of success, different tests can be done:

The attractiveness test: the industry that has been chosen has to be either

attractive or capable of being made attractive.

The cost-of-entry test: the cost of entry must not capitalize all future profits.

The better-off test: the new unit must either gain competitive advantage from

its link with the corporation or vice versa.

COMPANY STRATEGY AND DIRECTION ( 2012-2013)

Business Strategy

Today, Tata Communications is the world's largest carrier of international wholesale

voice traffic and carries 20% of the world's Internet traffic directly over its network. It

has over 15 terabits of international bandwidth lit capacity and owns over 1 million

square feet of data centre and colocation space across 42 global locations. It is also the

world's largest signalling provider, the 5th- largest and fastest-growing Tier 1 IP

backbone, and the largest Ethernet provider. Tata Communications owns and operates

the world's only wholly-owned fibre optic sub-sea network ring around the globe, the

Tata Communications' Global Network (TGN), which consists of 210,000 kilometres

of terrestrial and subsea network fibre. The TGN reaches countries representing

99.7% of the world's GDP and has significant depth in key emerging markets.

The Company believes that these capabilities equip us with unique competitive

advantages to execute our vision, which is to deliver a new world of communications

to advance the reach and leadership of our customers. Our strategy is to build leading-

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edge IP-leveraged solutions, based on our advanced global infrastructure and

leadership position in India. The Company provides differentiated choices of network

and IT Infrastructure services to Service Providers, and large Enterprise customers, in

both established and emerging markets.

In the coming years, the Company will continue with its strategy of providing

managed services globally with a B2B focus. The Company expects that the demand

for its services will remain strong, but that it will continue to face increased

competition and pressure on pricing and margins. Therefore, Tata Communications

has a three- pronged strategy of driving revenue growth from new markets, investing

in services and technology innovation, while continuing to improve the cost structure

of its operations.

Continuing Leadership in India

Currently, the Company has leading market shares in voice and data transmission in

India. In the international long distance (ILD) voice business, the Company

commands approximately 24% market share in the ILD inbound segment. In

enterprise data services, the Company is a market leader, with a 19% market share.

n May 2012, it won the Enterprise Data Service Provider of the Year award from

Frost & Sullivan India, a leading telecommunications and technology research firm.

Tata Communications is now specifically addressing the needs of the enterprise

segment in India with solutions that give access to agnostic Internet services along

with a variety of Internet-enabled content applications and managed services.

Adapting the Business Model to a Changing Environment

The ILD voice industry is in a major transition, as voice traffic shifts from traditional

carriers (i.e. fixed-line operators) to emerging mobile providers, OTT players and

cable operators. This shift in the ownership of end- user subscribers coincides with a

technology shift from a minutes-based unit model to a multi-media model. Even as

the industry continues to consolidate, ILD voice traffic is expected to grow, with a

renewed focus on customer support and quality of service. The Company is therefore

focused on developing solutions and technology to cater to new-age communication

requirements, continuing to automate much of its systems and processes to better

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support the wholesale business, and restructuring the organisation to better penetrate

those segments that are expected to experience the highest growth rate in the coming

years. In June 2013, Mr. Vinod Kumar, Managing Director & Group CEO of the

Company, was awarded “The CEO of the Year” at the Asia Communications Award

Ceremony held in Singapore.

Differentiated Enterprise Offerings

Tata Communications will further strengthen its position in the market by continuing

to develop and introduce new products and services catering to the needs of corporate

customers, such as Unified Communication, Hosted Contact Center, Mobile

Broadband enablement, Content Delivery Infrastructure as a Service (IaaS), and other

managed products and services.

Continuing Investment in Global Infrastructure

The Company will continue to invest in its global network, the Tata Global Network,

or TGN, extending from developed markets to the world’s fastest-growing emerging

economies. To that end, during fiscal year 2012-13, the Company launched a subsea

cable system connecting several countries in the Middle East to Mumbai, India. That

was closely followed by the completion of the world’s first round-the-world fibre

optic cable network, with the official launch of the TGN cable in Eurasia. The

complete cable ring now connects Europe to India, through Egypt, bringing increased

capacity, resilience and enhanced communications links to not only the Middle East,

but onward to the rest of the world via the TGN. The Company also enhanced

bandwidth and flexibility to carriers and enterprises around the world with the

deployment of optical technology on its TGN cable linking New York to London.

This new development of expansions and upgrades to the TGN allows Tata

Communications to offer a truly global network through its world-wide cable

network. The cable network boasts significant depth in key emerging markets,

including China, India, South Africa and the Gulf region. The global reach of TGN, is

used to run the company’s global Tier 1 IP network that currently covers nearly 20%

of the world’s Internet routes, reaching over 240 countries and territories.

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Strategic Overseas Expansion, Greenfield Ventures and Acquisitions

The Company believes that its leading Indian market position, growing service

offerings and deployment of leading-edge technologies, together give it substantial

competitive advantages in emerging and under-served markets.

In line with this strategy, Tata Communications has penetrated several global markets.

The Company entered the South African market in 2008 as a strategic partner to

Neotel and had increased its effective holding in Neotel to 64.10% by March 2012

and 67.32% by 31 December 2012. The Company also holds IRU capacity on the

privately owned SEACOM cable system, which has landing sites in South Africa,

Mozambique, Tanzania and Kenya in Africa; in Mumbai, India; and in Marseille,

France. The Company is also actively pursuing joint provisioning agreements in key

African countries.

In Asia, in March 2012, the Company launched the TGN- Eurasia system, connecting

Europe, India, the Gulf and the Middle East with the rest of the world. This cable

system completed the Company’s wholly owned round- the-world fibre optic cable

network ring. In the Middle East and North Africa, the Company is a major investor

in two cable systems that serve the region—namely SEA- ME-WE3 and SEA-ME-

WE4—and is the landing party for those systems in India.

As part of its expansion in the Middle East, the Company completed construction of

the TGN Gulf and Eurasia cable systems in collaboration with several major

telecommunications operators in the Middle East. The Company also has a number of

commercial network joint telecommunications provisioning agreements in Pakistan,

Bahrain, Kuwait, Oman, Saudi Arabia, Egypt, Morocco, Turkey and the UAE for

providing telecommunication services.

Achieving Synergies with Other IT and Telecom Companies

Achieving synergies with other players in IT and Telecom sector enables the

Company to access their existing customer bases and gives it the opportunity to share

infrastructure costs. Accordingly, the Company continues to identify synergies and

potential opportunities with other Group companies. In particular, the Company has

collaborated with TCS, a leading IT services company, on several occasions to jointly

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provide TCS customers a broad range of end-to-end IT and telecom solutions. The

Company has also leveraged synergy opportunities with TTSL on network and field

operations thereby avoiding overlapping requirements and achieving higher volumes

enabling savings.

Turnaround strategy: Tata Comm to increase staff by 1,200

Tata Communications will recruit an extra 1,200 staff over the next 12 months in its

outsourcing, sales and engineering divisions as it tries to turn around nearly three

years of losses, the firm’s CEO said. The operator will also consider upping its debt if

the potential returns justify it, Vinod Kumar, Tata Communications chief executive,

told Reuters. The increased headcount will raise its workforce to 8,900 from 7,700 at

present. Laverue/Flickr Kumar declined to comment on the prospects of Tata buying

Cable & Wireless Worldwide (CWW). Tata said in a regulatory filing on March 1 its

plans for an all-cash bid for CWW were “at a very preliminary stage”, adding it would

decide on whether to make an offer by March 29. Sources later told Reuters Tata was

seeking $2 billion in term loans to finance a potential bid as well as to refinance

existing debt. Tata, 26-percen towned by the  government and part of the tea-to-

technology Tata Group conglomerate, has net debt of $1.5 billion on core earnings of

$350 million, giving it leverage of 4.1 times, according to Thomson Reuters data. “It

depends on the business opportunity is and what the returns can be,” said Kumar,

when asked if he was comfortable with Tata taking on more debt. “Our goal is reduce

the debt and tailor it to the size of the business and eventually pay the debt off.”

Kumar said two-thirds of Tata’s new staff would be hired for its outsourcing business,

which provides telecom services for other operators, with 250 added to its sales

division and a further 150 recruited to product and engineering. The increased

headcount will raise its workforce to 8,900 from 7,700 at present. “The three areas

where we are adding people are all related to revenue generation and continuing the

turnaround to consolidated profitability,” said Kumar. Tata subsidiary Neotel, South

Africa’s second-biggest fixed-line phone operator, swung to profitability in its core

earnings in the financial year, Kumar said. “That trend will continue into the next

(financial) year, but it will be a few quarters before Neotel can be profitable on its

own accord,” he said. Tata is one of the world’s largest submarine telecom cable

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owners and it plans to extend its reach to Latin America, which Kumar defined as

Central and South America, adding the latter was a more important region to his firm.

“There are multiple cables which are on the drawing board and we are in discussions

with them to choose the best option,” said Kumar. “These cable systems will get built

typically over two years so in two years we should be part of some cable that gets us

to Latin America.” This likely expansion comes despite a drive to reduce costs, with

capital expenditure likely to drop to between $250 million and $300 million per year,

from an average of up to $500 million annually in recent years. “We don’t believe

those levels of investment are required any more, even to keep the business growing

at the same rate,” added Kumar. “We have done the heavy lifting.”

Tata Communications Ethernet Portfolio and Strategy

Tata Communications is building a separate public IP global network infrastructure to

handle the very large volumes of limited QoS packet traffic, similar to the wholesale

voice network business model, and a converged private MPLS/IP core to support

higher-value enterprise Ethernet and MPLS VPN–related services. Ethernet WAN

will be positioned as the core Layer 2 technology for the private IP network with

requirements for large amounts of bandwidth for sophisticated customers running

their own enterprise applications or MPLS networks.

Tata Communications' WAN Ethernet strategy is to offer a wide range of Ethernet

service options to meet different customer requirements. Tata Communications will

continue to market both wholesale global Ethernet WAN services to other carriers and

enterprise Ethernet services to midsize and large Indian and global firms, leveraging

its established and successful carrier IP and wholesale voice business model. The

company‘s commercial strategy is to be able to offer differentiation by offering more

usage-based and burstable services to customer segments where dedicated services are

not required.

Tata Communications provides five types of Ethernet WAN services across various

Ethernet platforms:

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Dedicated Ethernet, which provides dedicated bandwidth and managed CPE

option for point-to-point Ethernet private line (EPL) and multipoint EP-LAN

services

Priority Ethernet, which provides a switched EVPL point-to-point or point-to-

multipoint service including four classes of services and allows for bursting

Priority Stretch, which offers EPL with flexible bandwidth with usage-based

billing

Virtual private LAN service, a switched EP-LAN for multipoint-to-multipoint

service

10GbE for EPL service with either 10GE LAN or 10GbE WAN PHY

Tata Communications' Dedicated Ethernet is one of the few providers to offer an E-

LAN service with dedicated bandwidth. Tata Communications' Dedicated Ethernet

services are MEF 9 and 14 certified and have been enhanced to support 10Gbps and

to provide online monitoring (for customers choosing the managed option) for better

network visibility and management.

Tata Communications' global Ethernet network is expanding to 67 countries in FY12

from 56 countries and, with upgrades to Provider Backbone Bridge in the core in 24

nodes and an already strong VPLS offering, Tata Communications continues to invest

in upgrading its Ethernet/MPLS infrastructure to support more VPLS and PBB

technology, which will enable more switched and burstable Ethernet services for

global sites as Tata Communications migrates from Ethernet over SDH (EoSDH).

In India, the metro and regional Ethernet backbone upgrades during the past few years

include a regional 11-node Ethernet backbone giving Tata Communications a strong

three-tier network architecture to connect enterprise customers across 130 metro

networks within India and to other global sites, with a set of consistent service SLAs.

Tata Communications will continue to market both wholesale global and enterprise

Ethernet services, leveraging its established and successful carrier IP and wholesale

voice business model.

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CORPORATE RESTRUCTURING

Corporate restructuring is the process of redesigning one or more aspects of a

company. The process of reorganizing a company may be implemented due to a

number of different factors, such as positioning the company to be more competitive,

survive a currently adverse economic climate, or poise the corporation to move in an

entirely new direction. Here are some examples of why corporate restructuring may

take place and what it can mean for the company.

However, financial restructuring may take place in response to a drop in sales, due to

a sluggish economy or temporary concerns about the economy in general. When this

happens, the corporation may need to reorder finances as a means of keeping the

company operational through this rough time. Costs may be cut by combining

divisions or departments, reassigning responsibilities and eliminating personnel, or

scaling back production at various facilities owned by the company. With this type of

corporate restructuring, the focus is on survival in a difficult market rather than on

expanding the company to meet growing consumer demand.

Corporate restructuring may take place as a result of the acquisition of the company

by new owners. The acquisition may be in the form of a leveraged buyout, a hostile

takeover, or a merger of some type that keeps the company intact as a subsidiary of

the controlling corporation. When the restructuring is due to a hostile takeover,

corporate raiders often implement a dismantling of the company, selling off properties

and other assets in order to make a profit from the buyout. What remains after this

restructuring may be a smaller entity that can continue to function, albeit not at the

level possible before the takeover took place.

Major areas of restructuring would be:

Technology up gradation

Change in management

Change in Supply chain system

Change in processes

Financial restructuring

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CORPORATE RESTRUCTURING AT TATA COMMUNICATIONS LTD

TATA COMMUNICATIONS’s Corporate Restructuring majorly happened

after the company realized the CALL OF TECHNOLOGY.

THE CALL OF TECHNOLOGY

 

The labels on all the doors at the Mumbai headquarters of Tata Communications are

multilingual. And whether they need to be or not, the labels accomplish what they are

meant to — convey the truly global nature of this India-based, world-networked

information and communication technology (ICT) company.

There was a time when Tata Communications called itself a telecom service provider.

No longer. It now offers cable connectivity across the globe along with massive data

centres that provide customers with the entire spectrum of ICT solutions — from voice

solutions and mobility and data services to virtualisation services, hosted services and

cloud-based computing applications.

There was also a time when Tata Communications could accurately be defined as an

Indian company. That too has changed. Today, the $2.45 billion enterprise has offices in

48 countries across the globe, 65 per cent of its revenues coming from non-India

operations, and its top 50 managers sitting in 12 cities in Asia, Europe and North

America.

The transformation of Tata Communications has been rapid and all pervasive. “We still

function with the aggressive and flexible mindset of a start-up, even though we are a $2

billion plus, 6,500-people strong company,” says Vinod Kumar, chief operating officer,

Tata Communications. Start-up is not an inaccurate way of putting it — the company

entered the Tata stable just eight years ago; in its earlier avatar as the government-owned

Videsh Sanchar Nigam, it was an entity that Indians recognised mainly for its

international calling facilities.

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In revenue terms, Tata Communications is still relatively small in the telecom industry,

but in some ways the company is already a part of the big league — for instance, it is the

world’s number one provider of wholesale voice, mobility and data services, implying

that the company carries the largest share of the world’s communication data over its

networks.

Today, with its growth figures hovering around 9 per cent a year at a time when the

global telecom industry is more or less in limbo, Tata Communications is confidently

heading for its goal — that of being one of the top three ICT companies in the world.

Bread, butter and jamSince 2002, Tata Communications has taken its business along

several growth vectors. It has acquired and merged several telecom networks and service

entities (Tyco Global, Teleglobe and Neotel among others) to create the world’s largest

submarine cable network that spans five continents and touches 200 countries, and a

global Tier-1 IP backbone that has 400 points of presence.

This infrastructure represents the base on which Tata Communications earns a major

share of its revenues. The company offers wholesale cable capacity or bandwidth to

about 1,600 carriers (telecom service operators, mobile service operators, etc), who then

bundle their voice and data services on it.

In the last few years, Tata Communications has moved from this commodity transaction

model to a higher value-add business model. It has started leveraging its infrastructural

capabilities and geographical presence into high-value transactions (and therefore higher

profit margins). The company now targets enterprise clients for its wide spectrum of

managed network and managed data solutions.

Apart from a range of internet-based services (Voice over Internet Protocol, virtual

private networks, Ethernet, leased lines, WiFi and WiMax, and mobile services), the

company has added a portfolio of managed data services (data security, hosting, storage

and cloud-based computing). For this, Tata Communications invested in setting up a

million sq ft of data centre space in India, Singapore, Japan, South Africa, US and

Europe.

Another key vector was the entry into next-generation application areas such as content

delivery networking (CDN) and TelePresence (video conferencing). There was a ready

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market among companies with dispersed sites looking to make collaboration and co-

location more efficient. CDN (it enables fast speeds in media streaming) particularly was

a hit with mobile service providers and media companies looking to provide 3G

telephony services to customers.

The entry into managed services has also paid off well. In the last three years, this

business has grown to about $200 million, providing the value-add jam to the bread-and-

butter wholesale business. “It’s a higher margin business, with stickier customers,” says

Mr Kumar.

Mr Kumar likens the Tata Communications business model to a flywheel where the

initial push came from the wholesale business, which in turn uses its momentum to

propel the enterprise business. “Our infrastructure and wholesale business give us the

scale, quality and unit cost advantages, on which we build our enterprise business. The

enterprise business provides us market recognition, brand awareness and a pipeline of

innovative services. Our initial foray into managed services was to serve the business

customers. However, as these have matured, we now offer these on a white-label basis to

our wholesale customers, thereby completing the symbiotic circle.”

New world, new age

With its wide spectrum of communication solutions, Tata Communications has

transformed itself from a telecom company into a new age communication technology

company that has a unique strength — its infrastructure and capabilities in India, China

and South Africa (See box: Global connections). “We were in the right place at the right

time,” says Mr Kumar. “What differentiates us from competitors is the fact that we have

a strong presence in India, South East Asia and Africa. Especially in the post-recession

scenario, these emerging markets are clearly the hot areas of growth.”

The boom in emerging markets has had quite a dramatic impact on the company’s

financials. Four years ago, India accounted for two-thirds of the company’s business.

Today, business from Asia and Africa, along with the rest of the world, accounts for

nearly 65 per cent of the company’s revenues.

Yet, India continues to play a crucial role, both for Tata Communications and its

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customer base of service providers and enterprises that are on the lookout for local

expertise. In India, Tata Communications operates as both B2B and B2C player. In its

B2B role it provides a cable and satellite network that covers 400 cities in India. Its

direct connection with retail customers comes through wholly-owned subsidiary Tata

Communications Internet Services, a company that manages broadband services for

300,000 Indian subscribers.

In fact, India right now presents a huge opportunity for growth. According to Mr Kumar,

there are an estimated four million small and medium enterprises whose adoption of IT

and networking solutions is currently low; these firms will be looking to scale up and

hop on to the ICT bandwagon. “Among the larger enterprises, we are already the market

leader. We will be looking to increase our share of the customer’s wallet,” says Mr

Kumar.

Global game

The Tata Communications business model is based on the fact that companies and

people will continuously look for more efficient ways of overcoming the fact that they

are geographically challenged. The company has made a virtue out of the fact that it too

is operationally dispersed — with 80 offices in about 50 countries worldwide, and its

culturally diverse top management located in several different time zones. At Tata

Communications it is normal to find a product manager sitting in London, overseeing

teams based in Europe and Africa, and reporting to the head office in Mumbai.

Needless to say, the company uses its own tools to smoothen day-to-day functioning.

“We use technology heavily to keep the teams stitched together,” says Mr Kumar. Even

annual budget planning, with 150 people contributing to the discussion, is conducted

using TelePresence, video streaming, audio conferencing and other tools of the trade.

“Travel is relatively limited for a company of our breadth of operations. People are very

comfortable working like this,” says he.

Apart from walking the talk, Tata Communications has also found a way to market some

of its own experiences in managing a global telecom business. The company is tapping

new revenue streams by offering white-labelled services to other telecommunication

carriers. “For our customers, time-to-market is a key factor. We can reduce the time of

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that journey by sharing our own experiences in those markets,” says Mr Kumar.

The edge of chaos

One key realisation on the transformation journey has been that Tata Communications

occupies a unique space in the telecom sector. This has meant that the company has had

to look outside the industry to learn new lessons. One of the lessons has been the need

for a completely adaptive people structure. “We found that we had to adapt our people

structure to reflect the needs of our changing business. The people skills are different for

the traditional network business and the IT-based solutions business. Also, the

international business is different from the India business; hence, we have had to build

the talent bench with abilities to straddle all aspects of our business,” says Mr Kumar.

Another learning resulted in a paradigm shift in role models. “We don’t benchmark

ourselves with other telecom companies. The customer service level in the market is not

adequate enough to suit our vision. We are looking at out-of-the-box solutions to evolve

a customer experience that is not available in the market. In fact we want to be known as

the Singapore Airlines of customer experience when it comes to telecom services,”

asserts Mr Kumar.

Customer experience is one of the toughest challenges for Tata Communications.

Whether it is networks or hosted services, the company has to provide best-in-class

quality 24/7, that too in multiple locations. “Our customers are touching or feeling our

service every single minute of the day,” explains Mr Kumar.

Yet another lesson has been the need to remain agile and flexible to cope with rapidly

changing market conditions. One of Tata Communications’ Indian businesses is the

broadband service it offers retail customers. In the recent government auction of

broadband spectrum, the cost of spectrum went through the roof, making the business

less viable. “The retail business is currently in a holding mode while we determine how

the market evolves,” says Mr Kumar.

The next decade will see Tata Communications pushing its unique strengths in emerging

markets, its ability to deliver best-in-class service and its portfolio of high-end ICT

solutions to transform and grow itself into one of the top three communication

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technology companies in the world.

ORGANISATIONAL RESTRUCTURING ( 2012-2013 )

Global Structure

Tata Communications has structured itself into global business units and global shared

service functions, to enable it to operate optimally in its different customer segments and

markets spread across the world.

Several initiatives are being implemented within the framework of this structure to

improve customer experience, define and create a common company culture, tighten

corporate identity and branding and implement the next-generation network architecture

for converged services, and enhance operating efficiency in other respects.

Corporate Social Responsibility (CSR)

Tata Communications believes in the need to enhance the quality of life of people and to

serve the communities where it operates and accordingly undertaken a number of CSR

activities. As a member of the Tata Council for Community Initiatives, the Company has

been constantly learning from group initiatives and improving its processes and policies

to serve society better. The Company’s principles of corporate sustainability are based

on the premises of creating sustainable value for enhancing, human, social, natural and

economic capital. It lays great importance on being accountable to all its stakeholders.

As part of the TAAP (Tata Affirmative Action Programme) initiatives, aimed at

providing support to the marginalized sections of the community, Tata Communications

implemented several programmes addressing three major drivers

of social equilibrium: education, employability and entrepreneurship development.

Empowering people at the base of the pyramid with education, employment and

entrepreneurship will lead to augmenting the purchasing power in the hands of the

millions and create a win-win situation where the business can flourish alongside

thriving and prospering neighbourhoods.

Entrepreneurship: In partnership with Entrepreneurship Development Institute of India

35

(EDII), Ahmedabad the Company has been running a successful entrepreneurship

development model called micro-EDP (Entrepreneurship Development Programme)

since 2008-09 in which potential entrepreneurs from the scheduled castes and scheduled

tribes (SC/ST) communities are trained to become successful entrepreneurs. The

Company has undertaken a long term project with EDII to train and develop potential

small time entrepreneurs with the appropriate abilities.

Employability: The objective is to enhance employability by training as many youths

and women from the SC/ST communities as possible in fields like computer hardware

and networking, so that they are either gainfully employed (wage employment) or self-

employed. Such training is done through partnerships with NGOs and efforts are also

made to ensure that the maximum number of such trained people get employed/start

earning.

During 2012-2013, Company provided life skills training and vocational training to 125

disadvantaged and vulnerable youth to enhance their employability skills.

Educational assistance: During 2012-13 the Company supported socio-economically

disadvantaged students in pursuing their higher education. The approach was two- fold:

to stop dropouts of SC/ST students and to enhance their academic ability qualitatively. In

partnership with Foundation for Academic Excellence & Achievement (FAEA, New

Delhi) and College of Engineering Pune, the Company supported around 60 engineering

students in their academic endeavours. During the year 2012-13, the Company has

partnered with Stree Mukti Sanghatana a Non-for-Profit organisation made up of women

rag-pickers for managing the entire waste-disposal Management in Mumbai offices.

The Company encourages a culture of volunteering to contribute to socio-economic

development. During the year, employee volunteers have participated in many socially

useful activities including organising events at slums and orphanages, teaching blind

students, participating in blood donation camps and caring for mentally challenged

children etc. The Company is sensitive towards environmental and ecological concerns

arising out of its operations. Carbon footprint mapping and reduction are an important

part of the business agenda of the Company. All the major establishments of the

Company in India are ISO14001 compliant.

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CONCLUSION

TATA COMMUNICATIONS has been and is one of the leading companies in the

communication sector. Tata Communications has a good amount of history, and at

every point of time it has proved to be a highly efficient organization when it comes

to product variety, connections , services, etc. Tata Communications has been

evolving considerably over the last few years. The company has launched various

new products and services , and majority of its strategies have paid off.

The Organization is in a very strong position at present in the domestic as well as

international areas. Tata Communication today is known by all the nations in the

world. The services and products offered by the organization have been recognized

around the world.

There are some areas where the organization has missed out due to heavy competition

in the market, but the company has at all times invented and discovered areas of

improvement and grew. The growth of TATA COMMUNICATIONS is remarkable.

The company has grown due to the various business strategies that have been

implemented efficiently.

TATA COMMUNICATIONS has set up its future for cloud based systems and

various other inventions that will show a remarkable growth for the company. The

company at present has enough resources and projects that will increase the name,

improve the services, bring in new products, of the company in the future. TATA

COMMUNICATIONS major focus now is to utilize the full availability of technology

and enhance the use of technology around the world. And that day may not be far

from today.

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BIBLIOGRAPHY

Girod, S and Bellin, J ( 2009 ), “Tata Communications: Building a Global-Local

Operating Model”, Accenture.

Tata Communications, ( 2013 ), “A New World of Communication Annual Report

2012-2013”

Tata Communications, ( 2012 ), “A New World of Communication Annual Report

2011-2012”

WEBLIOGRAPHY

http://www.tatacommunications.com/about/culture.asp

http://www.tatacommunications.com/about/history.asp

http://www.tatacommunications.com/about/vision.asp

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