Syntel Strategy
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Transcript of Syntel Strategy
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$3 billion revenues and $10 billionmarket capitalization by 2015.
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PESTEL
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Decreasing Rupee value hits profits
Lack of proper infrastructure
Energy Prices are very High
Stability of government
Favorable Government Policy
Ever changing
Skilled manpower availability
Good telecom system, connectivity
Increasing wages in India, Decreasingwages in neighboring countries
Fast diminishing English languageadvantage
Attrition
The legal system is complicated andresolution of issues takes a long time
Infrastructural hurdles Add to CostInflation
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SWOT
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Mckinsey 7-S framework
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Strategy Customer retention
Success at fixed priceA fixed price arrangement moves the burden and risk of on-time
and on-budget service delivery to Syntel, leaving the customer withpredictable costs and consistent service levels.
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Structure
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Systems Upgradation to Nortel for internal communications
Upgradation to Peoplesoft from internally supported software.FinanceHR
Internal recruitment
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Skills 70% of recruitment is done through Campus
InnovationCollection, Evaluation, Development, Deployment
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Shared Values Simple
Complex problems often have simple solutions
SmartSmart people and innovative ideas stand out.
SpeedAct faster with flexibility, keeping quality and costs in mind.
StretchRise beyond expectations
SynergySum is greater than parts. Solve problems as a whole, not in
isolation.
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Staff 12000+ in India alone
Core competencies (Portfolio Analysis)
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Style Achievement oriented Leadership
Goal setting for the year
Participative Leadership
Supportive Leadership
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e-Business development and integration
Complex application development and management
Product engineering
Enterprise application services
Data warehousing
CRM and ERP
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Porters 5 Forces
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Threat of
NEW ENTRANTS
Time & Cost 8
Specialist Knowledge 8
Economies of Scale 8
Cost Advantage 8
Technology protection 8
Competitive Rivalry
No of Competitors High
Quality differences Low
Switching Cost Low
Customer Loyalty -
No of Suppliers High
Size of supplier Variable
Ability to substitute High
Cost of Changing Variable
Supplier Power
Threat of
SUBSTITUTES`
Cost of Change(OpenS) High
Cost of Change(MainF) Low
BUYER Power
No of Customers High
Size of each Variable
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BCG Matrix
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Cash Cows
Mainframe Projects
Specifically Financial Project
Invest
Open System Indian MktEurope Mkt Telecom
Animation
Divest
E-Business
Team Sourcing
Liquidate
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GE McKinsey
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Major SBUs in Syntel:
Financial Services
HealthCare and Life Sciences Automotive
Insurance
(90% of Revenue earned from these Verticals) Strategic New Initiatives???
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Q407 Revenue by Verticals
Financial Services 71%
HealthCare and Life Sciences 13% Automotive 7%
Insurance 5%
Others 4%
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Q407 Revenue by Operations
Application Outsourcing 65.5%
Knowledge Process Outsourcing 18.6% E-Business 10.4%
Team Sourcing 5.5%
KPO Operations Revenue grew over 155% on
Year-on-Year Basis
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MarketAttractiveness
Low
Medium
High
LowMediumHigh
Business Strength
Application
Outsourcing
KPO
E-BusinessTeam Sourcing
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Value Chain
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Price Differentiator
Retaining Old Clients
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To create new opportunities for our clients byharnessing our passion, talent, and innovation
MISSION
To be recognized and respected as one of theFortune 500 companies in the coming 5 years
VISION
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Market Penetration
European Markets
Australian Markets Indian Markets
Diversification into other promising verticals
Telecom
Retail
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Get listed on the BSE
Will help in getting recognition in the Indian
Market Raise money for expansion into other markets
More marketing in India
To make the presence felt in India
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Retention of Old Clients
Diversification
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Customer Retention
Attracting New Clients
Knowledge Base Expansion
Domain Expertise
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Start Internal Universities For each Vertical
Employees enroll into these universities to learnabout the business
Different levels from basic knowledge to gettingbusiness
Retain Old clients
By increasing Operational efficiency Setting up Knowledge Management Systems
Internal Portals
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Set Quarterly/yearly targets for eachproject
Monitor Targets
Attrition
Customer Satisfaction
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Regular reviews on a half yearlybasis/yearly basis
Review Operational
BPO
KPO
Verticals
Financial
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