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PRAVEEN KUMAR
www.gartner.com
Therefore we that IT industry is expected to grow in all the areas computer hardware, Enterprise Software, IT services, Telecom Equipment, Telecom Services,. The growth in areas of software and hardware requirement would also lead to more business for IT services in the long run in form of maintenance and up-gradtion. After the recent downturn IT is being viewed more as strategic tool to cost reduction and enhancing efficiency. This change in view might make certain types of application/services more popular than others. Nevertheless the demand for IT services looks to have a positive trend.
Cognizant De-codified
Mission & Charter:
To focus on the spectrum of technology advances, from emerging to adolescent and early mainstream, with the objective of helping deliver everincreasing business value to our clients. With knowledge acquired from continuous R&D, we provide our teams with timely technical insights to help customer guide you toward making optimal choices that meet your business objectives, such as:
Innovation Growth Scalability Return in investment Total cost of ownership
http://www.cognizant.com/approach/gto-mission-charter
Innovation
Creating thought leadership; building tools, solution accelerators, application frameworks and reference implementations Building technology communities, training and facilitating adoption of tools and products Executing strategic, one-of-a-kind projects and working with clients and other groups-within to assure governance and technology leadership
Enablement
Consulting
Open Transparent
Environment is one of open doors and open minds Open to all ideas that will improve ability to deliver excellence. Anyone who takes the initiative to present an innovative idea or express a concern will be openly and respectfully heard. Our communications, with either customers or clients are always proactive, direct and honest. It is a critical element in achieving the status as a trusted advisor. As a trusted advisor, we will never hide or ignore ethical issues.
Driven
We expect and reward personal and team initiative. Our clients experience this as a nimble, can do approach focused on delivering excellence at all times, with individuals and teams taking complete ownership of problems and developing creative solutions.
We believe the best way to deliver excellence to our clients is to unleash the excellence in our people Cognizant Associates have the freedom, empowerment and responsibility to find the best way to meet customers needs. We are trusted to apply our passion, intelligence and skills in each and every endeavour .
Empowered
Opportunity filled
Flexible
Collaborative
Recent Happenings
Cognizant acquires marketRx for $135million Nov07
MarketRx is analytics and related software services provider to global life sciences companies
Business Perspective:
Acquisition to strengthen Cognizants full suite of offerings across all areas of the life sciences value chain, from R&D , manufacturing to sales and marketing operations. Stronger synergy benefits with existing Business intelligence/data warehousing and CRM services.
Business Perspective
Access to key sectors such as automotive and telecom, where T-Systems is strong. Better capabilities in the German market and access to large European customers.
Business Perspective:
More focus on deeper client relationship thus ensuring sustained revenues. Level of outperformance with respect to peers has gone up during the current downturn.
Business Perspective
In the US, the emphasis is more on revenue growth rather than just focus on margins, as in India. Strategy is to get new relationships and grow them thereby cross-selling and upselling the services better than competitors
Business Perspective
To develop cloud-based platform for streamlining information sharing and more collaboration in life-sciences industry
Business Perspective
Higher re-investment to achieve faster growth, deeper differentiation and thought leadership has paid off
Thus we see that Cognizant did take advantages of the recent downturn and went on acquiring companies to build their capabilities both in terms of consulting practice and technological expertise. It also invested significantly to build customer relationship, which helped them to come out stronger of the downturn.
Revenue Mix: - Europe: 18.6% - North America: 77.8% - RoW: 3.6% Industry: - Financial Services: 41% - Healthcare: 26%, - Manufacturing, Retail & Logistics: 20%, - Communications, Information, Media & Entertainment and Technology: 13% 721 Active Clients which include: - 27 of the top 30 Global Pharmaceutical companies & 9 out of the top 10 Biotech companies - 7 of the top 10 Communications Services Providers & Equipment Vendors - 7 of the top 30 Global Retailers & 2 of the top 4 Global Distribution system companies - 6 out of the top 10 North American financial institutions & 10 out of the top 10 European ones - 12 of the top 25 Life, Property & Casualty insurers, 12 of the top 25 Global Life companies - 4 out of the top 5 Online companies and 4 out of the top 10 Global Media Companies - 6 of the major U.S. Movie Studios
http://www.cognizant.com/RecentHighlights/Corporate_Fact_Sheet.pdf
Internal Development: A form of agile development in response to customer demand, with a focus on internal strength initially Strategic Alliance: Invensys ( R&D )
- The relationship was expected to strengthen Cognizants presence in the manufacturing segment and further enhance its ability to provide end-to-end services to customers. It would enable Cognizant to expand its base in discrete manufacturing, process manufacturing, energy and utilities, pharmaceutical and consumer goods segments
http://www.controlenguk.com/article/26763/In-Hyderabad--Invensys-Outsources-its-Software-Development-Team.aspx
Acquisitions: Some of its successful acquisitions include: UBS India Service Centre
Private Limited, Active Intelligence, Strategic Vision Consulting (SVC), PIPC, Pepperweed (business consulting group) aimed at increasing its core competency with respect to the changes occurring in the market with proper due diligence - A planned M&A strategy is followed by cognizant to achieve the same which includes Target Assessment, Pre-merger Planning, Planning for M&A, Execution, Meeting integration and business operation goals, Delivering on Targets and Unlocking value.
http://www.cognizant.com/InsightsCasestudies/Mergers%20and%20Acquisition.pdf
Sales & Marketing Effort (3-7%) more than the competitors. Pricing Strategy 17-20% profit Margin. Cognizant has ploughed back its earnings to build a client-facing organisational structure. Proprietary client engagement model, called Two-in-a-Box model which enables clients to more quickly reduce IT budgets, revamp IT operations and redeploy freed-up assets on more strategic initiatives that generate results. Much-better front-end - Investment in its front-end right from the beginning unlike other offshore vendors in India who focused on the back-end for many years Exposure to the life sciences and healthcare vertical from the start helped it to build domain expertise in this rapidly growing sector
http://www.cognizant.com/two-in-a-box
Gone for organic growth before inorganic growth Focussing solely on internal development, Cognizant turned a cash-rich company and then set about acquiring smaller companies to boost revenue and expand geographical presence during the growing phase The acquisitions and strategic alliances were also in response to the recession based hit it took due to being overly dependent on the U.S. market and the opportunity it foresaw as many firms were valued low due to the market conditions Focus was more on sustainable business growth instead of chasing better margins like others Organized itself around specific industries and its growth strategy was focused on expanding into new geographic markets - especially building its client base in Europe, where companies are beginning to embrace global sourcing - and expanding its service offerings Cognizants strategy has been to provide blended onsite and offshore services, a combination intended to leverage the lower-cost labour available in offshore locations while maintaining close ties to clients through onsite technical and client management teams
http://www.spencerstuart.com/research/cio/1398/
18.7%
23.2% 16.3% 18.9% 1.15 1.80 25.27 23.0% 44153.85
26.1%
37.5% 19.1% 23.8% 1.38 0.04 1.13 10.05 39.6% 39512.81
28.9%
33.3% 27.5% 29.5% 1.05 2.24 11.91 35.9% 42216
14.2%
28.9% 12.9% 14.2% 1.10 0.61 0.42 9.40 18.3% 40483
15.2%
28.0% 15.1% 16.9% 1.01 0.39 0.56 9.27 23.6% 50839
2500
Banking Insurance
2000
1500
1000
Manufacturing/ Manufacturing, logistics Retail & Hospitality Retail / Logistics 20% Consumer Goods
Communications Information, Media High Technology
500
Others 13 %
Outsourcing Services
Application Maintenance Custom Application Maintenanace CRM and ERP Maintenance IT Infrastructure Outsourcing Business and Knowledge Process Outsourcing
Strategy Canvas
HIGH - COGNI -HCL MEDIUM - INFOSYS - TCS - WIPRO
LOW
Strategy Canvas
HIGH
Attrition Rates
Performance and Satisfaction (SPPS) 1) Infosys 11.6% study by EquaTerra for 2009-10
MEDIUM
2) TCS 11.5% (IT Services 10.8%, BPO 18.3%) Cognizant Rank 1 TCS Rank 3 3) Wipro: IT services 14.3%, BPO 15%) Infosys Rank 4 Wipro 4) Cognizant 11.2% Rank 15 HCL Rank 18 5) HCL Technologies: IT Services 12.8%, BPO Services 21%
LOW
Strategy Canvas
HIGH - COGNI
Cognizant Rank 1 TCS Rank 3 Infosys Rank 4 Wipro Rank 15 HCL Rank 18
LOW
Strategy Canvas
HIGH
Company TCS
MEDIUM
LOW
HCL
Strategy Canvas
HIGH - COGNI -HCL MEDIUM - INFOSYS - TCS - WIPRO
LOW
Strategy Canvas
HIGH - COGNI -HCL MEDIUM - INFOSYS - TCS - WIPRO
LOW
Training
Incentive
At Par with other services firm Onsite opportunity good. 1.5 yrs in team unwritten rule. Indian salary and onsite salary credited
Retention
SWOT Analysis
Strengths Pricing Focus on building long-term relationships Proprietary Models Strong Process Innovations
Weaknesses Huge dependence on US market (78%) Low Brand Recall Low Product Innovation Less Diversified
Opportunities Virtualization Cloud Computing Mobile Technology Legacy IT systems Unexplored geographies (China, MiddleEast etc.)
Threats Currency Exchange Rate risk Anti-outsourcing mentality in Europe and US BFSI industry not doing well
Possible Disruption
With growing consumption of netbooks and increasing emphasis of hardware vendor to provide low cost computing products We view Cloud Computing as the technology which would disrupt the industry. Advantages of Cloud Computing High Scale, Low Cost Easy to implement Change Management Company has Agility and choice and can adopt new technologies faster
Disadvantages of Cloud Computing Potential Security issues Companies which adopts this solution have to be invested for a long time to reap the benefits. Therefore the lock in period is high. The users feel less in control of their terminal
Cognizant would have opportunities in providing services to client which helps them in planning, implementing, maintaining their cloud computing framework. Cognizant can also work in areas which would help to remove the disadvantages mentioned above.
industry verticals. Till now cognizant has concentrated on going deep into the same
industry. They should focus on more industry verticals. This would not only open new revenue sources but also help them mitigate risk doing downturn.
using it as a way to improve its relationship with client and build long term
relationships. The incentive structure of consulting team is such that it is linked to amount of IT revenue the consulting practice generates. Linking the salary structure to such a condition would hamper the growth of consulting practice into new areas and
can have a research division like IBM Indian software labs and can allow for inter
transfer of employees based on performance of employees. Such steps can keep the employee motivated and can also ensure that they keep their technical knowledge updated.
THANK YOU