Strategic management

By:

Aditi Deodhar Prutha Deshpande Saurabh Ambaselkar

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Introduction Resource based view Critical success factor PEST Analysis Porter 5 force Analysis SWOT Analysis Partnerships Mission Value Proposition Business level strategy

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Cognizant started as a division of Dun & Bradstreet focused on full lifecycle software projects. Founded in 1994 by Kumar Mahadeva Publicly listed in 1998 (NASDAQ) Headquartered in Teaneck, N.J. 25 sales offices around the world 50 global delivery centres Employs 130,000 people

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Information technology consulting Technology Consulting Complex Systems Integration Application Development and Maintenance Business Process Outsourcing IT Infrastructure Services Analytics, Web Analytics Business Intelligence Data Warehousing CRM and social CRM Supply Chain Management Engineering Management Solutions ERP, R&D Outsourcing, and Testing solutions.

Revenue
3.60%
North America

Revenue
13.20% 42.30% Financial Healthcare Mfg, Retail, Logistics

19.20%

Europe Rest of World

18.60% 77.20% 25.90%

comm,IT, Info,Media & Ent

Assets Human Resource Intellectual Property

Capabilities Multiple product Performance & Reliability Quality Technical support, training & service Responsiveness to consumer needs

Competencies Service delivery model Broad referral base Financial stability & strong corporate governance Technical expertise

Scarcity

Appropriability

Inimitability

Tests to Determine Competitive Value of Resources

Superiority Durability

Substitutability

Client first - mindset

Integrated service portfolio

Uncompromising Standards

Sound Management

Innovation

Financial success

Talent

Born Global

Political Economical Social Technological

Political Stability-- Positive

Global IT spending- Positive Companies- Automation Positive Currency Fluctuation Negative Attrition High Negative

Global Culture Positive Working Age - Positive

New Technology Positive

Threat of Substitutes:(Medium) Other offshore locations e.g Philippines Price of projects is a major differentiator, the quality of products being same. RIVALRY AMONG FIRMS: High 'low-cost, little-differentiation positioning. high industry growth Strong competitors few numbers of large companies.

Bargaining power of supplier:(high) Availability of vast talent pool fresher's and experienced. Bargaining Power of Customers (very high) Large number of IT companies vying for IT projects resulting in high competition for projects. Huge decline in IT expenditure : Barriers to Entry(low) Low capital requirements. Large value chain

SAP T-system Siebel

SAS

Microsoft

IBM

Oracle

Salesforce .com Invensys operations

Informatic a

Cognizants single-minded mission is to dedicate our business process and technology innovation know-how, deep industry expertise and worldwide resources to working together with clients to make their businesses stronger

As a customer-centric, relationship-driven partner, we are redefining the way companies experience and benefit from global services. Our unique delivery model is infused with a distinct culture of high customer satisfaction. Cognizant delivers a trusted partnership, cost reductions and business results.

Develop long term customer relationships  Expand Service offerings and solutions  Enhance processes, Methodologies & Productivity Toolsets  Expand Domestic & International Geographic Presence  Continue to be employer of the choice in the industry  Pursue selective Strategic Acquisitions, Joint ventures and strategic Alliance


Cognizant Technology Solutions by Robert G. Eccles, David Lane, Prabakar Pk Kothandaraman Source: Harvard Business School Publication date: Jan 17, 2008. Prod. #: 408099-PDF-ENG
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In the highly competitive information technology outsourcing industry, Cognizant Technology Solutions has developed a strategy to differentiate itself by emphasizing building very close client relationships through its "Two-in-a-box" (TIB) model. This model is based on having two people share complete responsibility for the client. In the U.S. or Europe, the "on-site" person, along with his or her relationship management team, is responsible for understanding the client's needs, obtaining projects and properly scoping out the work. The "offshore" person in India or elsewhere, along with his or her delivery team, is responsible for completing the project in a high quality and timely way. The same top- and bottom-line metrics are used to evaluate the performance of both the on-site and offshore managers. This strategy (as opposed to ones based on things like low cost and innovation used by Cognizant's competitors) is intended to build deep and strong client relationships that will maximize Cognizant's "share of wallet." One interesting aspect of TIB is Cognizant Business Consulting, a 1,700-person group which advises clients in the context of helping them develop IT solutions for their business challenges. More recently, and as the next evolution of the TIB model, Cognizant is developing what it calls "Cognizant 2.0" or C2. C2 is a delivery platform based on Web 2.0 technology that enables Cognizant to subdivide work into tasks that can be allocated wherever in the world the best resources within Cognizant exist based on cost, expertise and availability while at the same time maintaining collaboration and integration to ensure timely and high quality delivery.

Thank You