7/27/2019 T C S.docx

1/53

INTRODUCTION

Tata Consultancy Services Limited(TCS)

(BSE: 532540, NSE: TCS) is an Indian multinational information technology (IT)

services, business solutions and outsourcing services company headquartered

in Mumbai, Maharashtra. TCS is a subsidiary of the Tata Group and is listed on

the Bombay Stock Exchange and the National Stock Exchange of India. It is one of

India's most valuable companies and is one of the five largest India-based IT

services firms.

Trillion Credit Squadron is an adventure pack for Traveller the classic science

fiction role-playing game. The book contains campaign rules for large scale space

wars, and an example scenario: The Islands Clusters Campaign.

It all began in the Summer of 1989... Alex decided to run the Islands Clusters

Campaign by mail, as a way of keeping in touch with his friends during the

summer vacation. He recruited players and posted out an initial news-sheet. Little

did he realise that TCS would become a major part of his life for the next two-and-

a-half years. In fact it took nearly a year for all of the players to create their

worlds and design their fleets.

Once the game had begun, it took on a life of its own. The outstanding creativity of

the players bred a rich universe, brim full of horror and humour in equal measure.

For over a year, the colourful characters who ruled the Clusters' were locked in a

Machiavellian struggle. A war characterised by megalomania and treachery, and

punctuated by episodes of appalling violence.

http://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/scripsearch/scrips.aspx?myScrip=532540http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=TCS&section=7http://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://localhost/var/www/apps/conversion/tmp/scratch_4/tcs/history/background.htmlmailto:alex.tcs@firetree.netmailto:alex.tcs@firetree.nethttp://localhost/var/www/apps/conversion/tmp/scratch_4/tcs/history/background.htmlhttp://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=TCS&section=7http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.bseindia.com/scripsearch/scrips.aspx?myScrip=532540http://en.wikipedia.org/wiki/Bombay_Stock_Exchange

7/27/2019 T C S.docx

2/53

We were consumed by a fascination with this terrible universe we had created.

Although the game was played by mail, it dominated conversation whenever we

met in real life. Players would talk long into the night about their hopes and plans- forming alliances and plotting against each other. Our enthusiasm was so

infectious, that Alex had to allow new players to take part as minor characters.

The whole thing drove our poor girlfriends to distraction - half seriously, they

threatened to form the 'TCS widows club'!

This web-site charts the history of the Islands Clusters campaign, as we played it.

Feel free to explore and enjoy this rich (and sometimes perverse) universe. Relive

with us our fantastic journey.

About the Worlds

This growing section provides background information about the Clusters' worlds.

There is basic data about every planet. For some worlds you'll find maps and even

essays on the people and culture.

News and Messages

Weekly news is at the core of TCS. This section charts events as they unfold. It is

important to remember that news takes a significant time to travel from world to

world. So you must view the News section from the perspective of only one world

at a time. Events on other worlds arrive after a delay of weeks or even months.

This uncertainty about exactly what's going on beyond your own world was a

crucial feature of the TCS game.

7/27/2019 T C S.docx

3/53

HISTORY

1968 to 2000

Tata Consultancy Services was founded in 1968. Its early

contracts included providingpunchedservices to sister company TISCO (now Tata

Steel), working on an Inter-Branch Reconciliation System (IBRS) for theCentral

Bank of India, and providing bureau services to Unit Trust of India.

In 1975, TCS conducted its first campus interviews, held at IISc, Bangalore. The

recruits comprised 12 Indian Institutes of Technologygraduates and three IISc

graduates, who became the first TCS employees to enter a formal graduate trainee

programme.

In 1979, TCS delivered an electronic depository and trading system called

SECOM for the Swiss company SIS SegaInter Settle. TCS followed this up with

System X for the Canadian Depository System and automating the Johannesburg

Stock Exchange (JSE). TCS associated with a Swiss partner, TKS Teknosoft, which

it later acquired.

In 1981, TCS established India's first dedicated software research and

development center, the Tata Research Development and Design Center (TRDDC)

in Pune. In 1985 TCS established India's first client-dedicated offshore

development center, set up for clientTandem(now Compaq).

In the early 1990s the Indian IT outsourcing industry grew rapidly due to

the Y2Kbug and the launch of a unified European currency, Euro. TCS created the

factory model for Y2K conversion and developedsoftware tools which automated

the conversion process and enabled third-party developer and client

http://en.wikipedia.org/wiki/Tata_Steelhttp://en.wikipedia.org/wiki/Tata_Steelhttp://en.wikipedia.org/wiki/Central_Bank_of_Indiahttp://en.wikipedia.org/wiki/Central_Bank_of_Indiahttp://en.wikipedia.org/wiki/Unit_Trust_of_Indiahttp://en.wikipedia.org/wiki/Indian_Institutes_of_Technologyhttp://en.wikipedia.org/wiki/Johannesburg_Stock_Exchangehttp://en.wikipedia.org/wiki/Johannesburg_Stock_Exchangehttp://en.wikipedia.org/wiki/Tandem_Computershttp://en.wikipedia.org/wiki/Compaqhttp://en.wikipedia.org/wiki/Y2Khttp://en.wikipedia.org/wiki/Software_toolshttp://en.wikipedia.org/wiki/Software_toolshttp://en.wikipedia.org/wiki/Y2Khttp://en.wikipedia.org/wiki/Compaqhttp://en.wikipedia.org/wiki/Tandem_Computershttp://en.wikipedia.org/wiki/Johannesburg_Stock_Exchangehttp://en.wikipedia.org/wiki/Johannesburg_Stock_Exchangehttp://en.wikipedia.org/wiki/Indian_Institutes_of_Technologyhttp://en.wikipedia.org/wiki/Unit_Trust_of_Indiahttp://en.wikipedia.org/wiki/Central_Bank_of_Indiahttp://en.wikipedia.org/wiki/Central_Bank_of_Indiahttp://en.wikipedia.org/wiki/Tata_Steelhttp://en.wikipedia.org/wiki/Tata_Steel

7/27/2019 T C S.docx

4/53

implementation. By 2004, E-Business was contributing half a billion dollars (US)

to TCS.

2000 to present

On August 25, 2004 TCS became a publicly listed company.

In 2005 TCS became the first India-based IT services company to enter

the bioinformatics market.

In 2006 TCS designed an ERPsystem for the Indian Railway Catering and

Tourism Corporation.

In 2008 TCS undertook an internal restructuring exercise which aimed to increasethe company's agility.

TCS entered the small and medium enterprises market for the first time in 2011,

with cloud-based offerings.

In the 2011/12 fiscal year TCS achieved annual revenues of over U$10 billion for

the first time.

TCS signed a Rs 94-crore deal with the Karnataka government for six-year period

to automate its treasury and finance department operations.[17]

Deutsche Bankhas

selected TCS as a strategic partner for their Production Management

Transformation Initiative, within their Capital Markets Business Unit. TCS has

got contract from Credit Union Australia. TCS has received a multi-year, multi-

million dollar contract to provide application support, maintenance and

development services to the gases company Air Liquide. On the Last Trading Day

of Year 2011, TCS overtook RIL to be anointed as the country's most valued

firm. On February 6, 2012, TCS signed a multi-year, multi-million euro contract

with European car rental company Europcar for the deployment of IT services in

France.

http://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Bioinformaticshttp://en.wikipedia.org/wiki/Enterprise_Resource_Planninghttp://en.wikipedia.org/wiki/Indian_Railway_Catering_and_Tourism_Corporationhttp://en.wikipedia.org/wiki/Indian_Railway_Catering_and_Tourism_Corporationhttp://en.wikipedia.org/wiki/Small_and_medium_enterpriseshttp://en.wikipedia.org/wiki/Cloud_computinghttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-16http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-16http://en.wikipedia.org/wiki/Deutsche_Bankhttp://en.wikipedia.org/wiki/Deutsche_Bankhttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-16http://en.wikipedia.org/wiki/Cloud_computinghttp://en.wikipedia.org/wiki/Small_and_medium_enterpriseshttp://en.wikipedia.org/wiki/Indian_Railway_Catering_and_Tourism_Corporationhttp://en.wikipedia.org/wiki/Indian_Railway_Catering_and_Tourism_Corporationhttp://en.wikipedia.org/wiki/Enterprise_Resource_Planninghttp://en.wikipedia.org/wiki/Bioinformaticshttp://en.wikipedia.org/wiki/Public_company

7/27/2019 T C S.docx

5/53

ACQUISITIONS

The table below gives some details of TCS' key acquisitions

Name Acqu

isitio

n

date

Activities Country

of HQ

Value Headcou

nt

(at

acquisiti

on)

Notes Ref

ere

nce

CMC

Limited

Octo

ber

2001

IT Services India US$3

3.89

m

(51%)

3,100 Access to domestic

capability; continues

to be a separately run

company.

[23]

Airline

Financial

SupportServices

India (AFS)

Janu

ary

2004

BPO India $5.1

m

316 BPO expertise in

Airline and

Hospitality sector

[24]

Aviation

Software

Developme

nt

Consultanc

y India

(ASDC)

May

2004

IT Services India n/a 180 ASDC was a

Singapore Airlines-

TCS JV; Acquired

Singapore Airlines as

a major client

[25]

Phoenix May BPO India $13 m 350 Acquire expertise in [26]

http://en.wikipedia.org/wiki/CMC_Limitedhttp://en.wikipedia.org/wiki/CMC_Limitedhttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-22http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-22http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-23http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-23http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-24http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-24http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-25http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-25http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-25http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-24http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-23http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-22http://en.wikipedia.org/wiki/CMC_Limitedhttp://en.wikipedia.org/wiki/CMC_Limited

7/27/2019 T C S.docx

6/53

Global

Solutions

2004 insurance

Swedish

Indian IT

Resources

AB (SITAR)

May

2005

IT Services Sweden $4.8

m

n/a Acquire blue-chip

European customers

like Ericsson, IKEA,

Vattenfall and

Hutchison; SITAR

was TCS exclusive

partner in Sweden

and a non-exclusive

partner in Norway.

Pearl

Group

Octo

ber

2005

Insurance United

Kingdom

$94.7

m

950 Acquired life and

pension outsourcing

business from Pearl

Group; Domain

knowledge of life and

pension underwriting

business

[27]

FNS Octo

ber

2005

Core

Banking

Product

Australia $26 m 190 Acquired core

banking solution

product and access to

116 customers in 35

countries; FNS was

an existing partner

for TCS

Comicrom Nove

mber

Banking

BPO

Chile $23.7

m

1,257 Entry into Latin

America; Access to

[28]

http://en.wikipedia.org/wiki/Swedenhttp://en.wikipedia.org/wiki/Swedenhttp://en.wikipedia.org/wiki/Pearl_Grouphttp://en.wikipedia.org/wiki/Pearl_Grouphttp://en.wikipedia.org/wiki/Pearl_Grouphttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-26http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-26http://en.wikipedia.org/wiki/Chilehttp://en.wikipedia.org/wiki/Chilehttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-27http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-27http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-27http://en.wikipedia.org/wiki/Chilehttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-26http://en.wikipedia.org/wiki/Pearl_Grouphttp://en.wikipedia.org/wiki/Pearl_Grouphttp://en.wikipedia.org/wiki/Sweden

7/27/2019 T C S.docx

7/53

2005 payment processing

platform

Tata

Infotech

Febr

uary

2006

IT Services India n/a n/a [29]

TCS

Managemen

t

Nove

mber

2006

IT Services Australia $13.0

m

35 Access to Australian

clients

[30]

TKS-

Teknosoft

Nove

mber

2006

Banking

Product

Switzerla

nd

$80.4

m

115 Expand product

portfolio by acquiring

rights to Quartz and

ownership of Alpha

and e-portfolio,

enhanced presence in

Switzerland and

France

[31]

Citi Global

Services

Limited

8

Octo

ber

2008

Business

Process

Outsourcing

India $505

m

12,472 TCS acquired key

BFS domain

knowledge.

[32]

Supervalu

Services

India

8

Octo

ber

2010

Supervalu

USA self

Software

Service

company

India -- 612 TCS had a deal with

Supervalu to have

their Software

Outsourcing to TCS

and acquired

Supervalu India.

[32]

http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-28http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-28http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-29http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-29http://en.wikipedia.org/wiki/Switzerlandhttp://en.wikipedia.org/wiki/Switzerlandhttp://en.wikipedia.org/wiki/Switzerlandhttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-30http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-30http://en.wikipedia.org/wiki/Citigroup#Citigroup_Global_Serviceshttp://en.wikipedia.org/wiki/Citigroup#Citigroup_Global_Serviceshttp://en.wikipedia.org/wiki/Citigroup#Citigroup_Global_Serviceshttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-autogenerated1-31http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-autogenerated1-31http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-autogenerated1-31http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-autogenerated1-31http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-autogenerated1-31http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-autogenerated1-31http://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Citigroup#Citigroup_Global_Serviceshttp://en.wikipedia.org/wiki/Citigroup#Citigroup_Global_Serviceshttp://en.wikipedia.org/wiki/Citigroup#Citigroup_Global_Serviceshttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-30http://en.wikipedia.org/wiki/Switzerlandhttp://en.wikipedia.org/wiki/Switzerlandhttp://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-29http://en.wikipedia.org/wiki/Tata_Consultancy_Services#cite_note-28

7/27/2019 T C S.docx

8/53

Products and services

TCS and its subsidiaries provide a wide range of

information technology-related products and services including application

development; business process outsourcing; capacity planning; consulting;

enterprise software; hardware sizing; payment processing; software management;

and technology education services.

Service l ines

TCS' services are currently organised into thefollowing service lines (the percentage of total TCS revenues in the 2011/12 fiscal

year generated by each respective service line is shown in parentheses):

1. Application development and maintenance (44.75%);2. Asset leverage solutions (3.84%);3. Assurance services (7.45%);4. Business intelligence (4.55%);5. Business process outsourcing (11.04%);6. Consulting (2.58%);7. Engineering and Industrial services (4.62%);8. Enterprise solutions (11.11%); and9. IT infrastructure services (10.06%).

7/27/2019 T C S.docx

9/53

Board Of Di rectors

Non-Executive Board M embers

1. Ratan N Tata, Chairman2. S Ramadorai, Vice Chairman3. Prof. Clayton M Christensen, Director4. Aman Mehta, Director5. Dr. Ron Sommer, Director6. Venkatraman Thyagarajan, Director7. Dr. Vijay Kelkar, Director8. Ishaat Hussain, Director9. Phiroz A Vandrevala, Director10. OP Bhatt, Director11. Cyrus Mistry, Director

Executive Board M embers

1. N Chandrasekaran, Chief Executive Officer and Managing Director.2. S Mahalingam, Chief Financial Officer and Executive Director.

http://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#tatahttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#ramadoraihttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#christensenhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#mehtahttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#sommerhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#thyagarajanhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#kelkarhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#hussainhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#vandrevalahttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#bhatthttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#cyrushttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#chandrasekaranhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#mahalingamhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#mahalingamhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#chandrasekaranhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#cyrushttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#bhatthttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#vandrevalahttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#hussainhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#kelkarhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#thyagarajanhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#sommerhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#mehtahttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#christensenhttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#ramadoraihttp://www.tcs.com/about/corp_facts/board_directors/Pages/default.aspx#tata

7/27/2019 T C S.docx

10/53

NON-EXECUTIVE BOARD MEMBERS

Ratan N Tata

(Non-Independent, Non-Executive Chairman)

Ratan N Tata has been the Chairman of Tata Sons, the holding company

of the Tata group, since 1991. He is also the Chairman of the major Tata

companies including Tata Motors, Tata Steel, Tata Consultancy

Services, Tata Power, Tata Tea, Tata Chemicals, Indian Hotels and Tata

Teleservices. During his tenure, the groups revenues have grown over

13-fold to annualized group revenues of over $80 bn.

Ratan Tata joined the Tata group in December 1962. After serving in

various companies, he was appointed the Director-in-Charge of The

National Radio & Electronics Company Limited (NELCO) in 1971. In

1981, he was named Chairman of Tata Industries, the groups other

holding company, where he was responsible for transforming it into a

group strategy think-tank and a promoter of new ventures in high

technology businesses. He is also the chairman of two of the largest

rivate sector promoted philanthropic trusts in India.

Ratan Tata is associated with various organizations in India and abroad.

He is the Chairman of the Government of Indias Investment

Commission and a member of the Prime Ministers Council on Trade

and Industry, the National Hydrogen Energy Board and the National

Manufacturing Competitiveness Council. He also serves on the UK

Prime Ministers Business Council for Britain and the International

7/27/2019 T C S.docx

11/53

dvisory Council of Singapores Economic Development Board. He is

also on the international advisory boards of the Mitsubishi Corporation,

the American International Group, JP Morgan Chase and Rolls Royce.

He also serves on the board of directors of Fiat SpA and Alcoa.

Ratan Tata is President of the Court of the Indian Institute of Science

and Chairman of the Council of Management of the Tata Institute o

Fundamental Research. He is a member of the Board of Trustees o

Cornell University and the University of Southern California. He is also

a member of the Global Business Council on HIV/AIDS and the Program

Board of the Bill & Melinda Gates Foundations India AIDS Initiative.

Ratan Tata received a Bachelor of Science degree in Architecture with

Structural Engineering from Cornell University in 1962. He worked

briefly with Jones and Emmons in Los Angeles, before returning to India

in late 1962. He completed the Advanced Management Program at

Harvard Business School in 1975.

The Government of India honored Ratan Tata with its second highest

civilian award, the Padma Vibhushan, last year. He has also been

conferred an honorary doctorate in Business Administration by the Ohio

State University, an honorary doctorate in Technology by the Asian

Institute of Technology, Bangkok, an honorary doctorate in Science by

the University of Warwick and the Indian Institutes of Technology o

Kharagpur and Madras, and an honorary fellowship by the London

School of Economics.

7/27/2019 T C S.docx

12/53

S Ramadorai

(Non-Independent, Non-Executive Vice Chairman)

In February 2011, S Ramadorai stepped into public service when the

Indian Government appointed him as the Advisor to the Prime Minister

in the National Skill Development Council, in the rank of Cabinet

Minister. The Council, which is headed by the Prime Minister, seeks to

develop a strategy for skill development at the national level with a view

to address the skill deficit.

Ramadorai continues as the Vice Chairman of TCS, a company he has

been associated with for the past 39 years. He took over as CEO in 1996

when the companys revenue was $160 million and has since then led the

company through some of its most exciting phases, including its going

ublic in 2004. In October 2009, he stepped down as CEO, leaving a $6

billion global IT services company to his successor, while he took over

the mantle of Vice Chairmanship of the company. Today, the companys

revenue stands at $10.17 billion for the fiscal year ended March 31,

2012, with an employee base of over 238,583 of the worlds best-trained

IT consultants in 42 countries.

Ramadorai is also the chairman of other Tata companies - Tata Elxsi

Ltd, Tata Technologies Ltd, CMC Ltd and CRL Ltd. He is on the boards

of a number of non-Tata companies and educational institutions - Tata

Industries, Hindustan Unilever Limited, Bombay Stock Exchange and the

MIT Sloan School of Management (EMSAB).

7/27/2019 T C S.docx

13/53

In recognition of Ramadorais commitment and dedication to the IT

industry he was awarded the Padma Bhushan (India's third-highest

civilian honor) in January 2006. In April 2009, he was awarded the CBE

(Commander of the Order of the British Empire) by Her Majesty Queen

Elizabeth II for his contribution to Indo-British economic relations.

Ramadorais academic credentials include a Bachelors degree in

Physics from Delhi University (India), a Bachelor of Engineering degree

in Electronics and Telecommunications from the Indian Institute o

Science, Bangalore (India) and a Masters degree in Computer Science

rom the University of California - UCLA (USA). In 1993, Ramadorai

attended the Sloan School of Managements highly acclaimed Senior

Executive Development Program.

Clayton M Chr istensen

(Independent, Non-Executive Director)

Clayton M Christensen is the Robert and Jane Cizik Professor oBusiness Administration at the Harvard Business School, with a joint

appointment in the Technology & Operations Management and

General Management faculty groups. His research and teaching

interests center on managing innovation and creating new growth

markets.

Prof. Christensen holds a BA with highest honors in economics fromBrigham Young University (1975), and an MPhil in applied

econometrics and the economics of less-developed countries from

Oxford University (1977), as a Rhodes Scholar. He received an MBA

with High Distinction from the Harvard Business School in 1979,

graduating as a George F Baker Scholar. He was awarded his DBA

7/27/2019 T C S.docx

14/53

rom the Harvard Business School in 1992.

seasoned entrepreneur, Christensen has founded three successful

companies. The first, CPS Corporation, is an advanced materials

manufacturing company that he founded in 1984 with several MITrofessors. The second, Innosight, is a consulting and training

company focused on problems of strategy, innovation and growth that

Christensen founded with several of his former students in 2000. The

third, Innosight Capital, was launched in 2005. From 1979 to 1984,

he worked with the Boston Consulting Group (BCG). In 1982,

Professor Christensen was named a White House Fellow and served

as assistant to US Transportation Secretaries Drew Lewis and

Elizabeth Dole.

Prof. Christensen became a faculty member at the Harvard Business

School in 1992. He is the author/co-author of seven books:

The Innovators Dilemma (1997), which received the Global Business

Book Award for the best business book published in 1997 The

Innovators Solution (2003), which was also a New York Times best

seller Seeing What's Next (2004) Inn ovation and the General

nager (1999) Strategic Management of Technology and Innovation,edition (2004)

The Innovators Prescription: A Disruptive Solution for Health Care

09), which won the 2010 James A Hamilton Book of the Year Award

sented by American College of Healthcare Executives Disrupting

lass: How Disruptive Innovation Will Change the Way the World

Learns (2008)

7/27/2019 T C S.docx

15/53

EXECUTIVE BOARD MEMBERS

N Chandrasekaran

(Chief Executive Officer and Managing Director)

Natarajan Chandrasekaran (Chandra) is the Chief Executive Officer

(CEO) and Managing Director of the company.

Responsible for formulating and executing the companys global

strategy, Chandra has been at helm of several key strategic transitions

at TCS since 2002 when he took over the role as head of global sales.

In his previous role as Chief Operating Officer, he was the architect o

the new organization structure unveiled in 2008, which created

multiple agile business units focusing on domains and markets as well

as built strategic business units in order to pursue new initiatives with

the ability to invest, develop and mature new ideas.

Under his leadership, TCS pioneered the creation of its unique Global

Network Delivery Model (GNDM) across five continents and

ventured into new markets including Europe, China and Latin America.

It added new business lines like BPO and infrastructure and assurance

services. Chandra has also driven the domain diversification drive that

has seen the company enter new verticals like media and information

services as well as high-tech. All of these have matured into sizeable

businesses under his mentorship and guidance.

Chandra personifies TCS commitment to customer satisfaction and high

quality of deliverables. Through his experience in a variety o

7/27/2019 T C S.docx

16/53

operating roles across TCS, he has built a reputation in the IT services

industry for his exceptional ability to build and grow new businesses

and nurture long-term relationships. He has also been a champion o

software and business quality for the industry

Chandra represents TCS on several global and local forums. He is a

member of Executive Council, National Association of Software &

Service Companies (Nasscom) and a senior member of the Institute o

Electrical and Electronic Engineers. He is on the board of Tata

Business Support Services, as well as many TCS subsidiaries.

Chandra joined TCS in 1987 after completing his Masters in Computer

Applications from Regional Engineering College, Trichy, Tamil Nadu

in 1986. He also holds a Bachelor of Science in Applied Science from

the Coimbatore Institute of Technology, Tamil Nadu.

Beyond the office, Chandra is a passionate long-distance runner and

has completed marathons in Mumbai, New York, Prague, Stockholm

and Vienna.

Born in 1963, Chandra lives in Mumbai, with his wife Lalitha and son

Pranav.

7/27/2019 T C S.docx

17/53

SMahalingam

(Chief Financial Officer and Executive Director )

Seturaman Mahalingam, or Maha as he is better known,

started his professional career with TCS in 1970. In his 40-year

career with TCS, Maha has been involved in myriad aspects of the

companys operations and growth, before being appointed its

Chief Financial Officer in February 2003 and Executive Director

in August 2007.

chartered accountant by qualification, Maha began his career

as an IT consultant and, thereafter, played a major role in

marketing TCS services across the globe, developing processes

and creating large software development centers for the company.

s an early starter in the Indian IT industry, Maha has played akey role in helping TCS become a $10.17 billion global company

with over 238,583 employees.

Prior to becoming the CFO in February 2003, Maha has

managed many of the key functions in TCS including marketing,

operations, education and training as well as human resources.

He managed the companys operations in London and New York

in the early days of its global journey.

7/27/2019 T C S.docx

18/53

Mahas experience, during the formative years of the IT industry

in the 1970s and 1980s, has given him a significant standingwithin the IT industry. He is a former chairman of the Southern

Region of Confederation of Indian Industry (CII), Indias apex

industry body as well as a fellow of the Computer Society o

India. He was also the President of the Institute of Management

Consultants of India. He is a board member of several

subsidiaries of TCS.

In 2006, Maha was conferred the CFO of the Year award

announced by International Market Assessment (IMA). He was

also the winnerof CNBC TV18s Best Performing CFO Award in

the Technology Sector for 2007.

Born in February 1948, Maha is married with two children and

lives in Mumbai.

7/27/2019 T C S.docx

19/53

Awards and Achievements

Super Brands Award 2008-09

Mr.Saqib Hamdani, CEO, TCS PVT Ltd. received the coveted "SUPER

BRANDS AWARD OF PAKISTAN 2008-09" from Javed Jabbar, Chairman

& CEO, JJ Media Pvt Ltd at a recently held ceremony at a local club in

Karachi.

Consumer Choice Award-2010

TCS VP-BPR & Special Projects, Mr. Jamil Ahmed, receives Consumer

Choice

7/27/2019 T C S.docx

20/53

Award-2010.

Brands of the Year Award

The quick adaptability, innovation, ambition and the right use of technology

has developed TCS into a dynamic enterprise that has changed the way

business is transacted in Pakistan, making TCS a household name in the

process. This has won TCS the highly distinguished Brand of the Year

award presented by FPCCI for two years in a row in 2007 & 2008.

Brands I con Award

TCS has won the Brands Icon Award in 2008.

I SO 9001:2000 Certif ication

TCS has attained ISO 9001:2000 certification.

7/27/2019 T C S.docx

21/53

Super Brands Pakistan Award

TCS has received endorsement by Super Brands Pakistan in 2007-08.

1st Telecom Excell ence Award

Through the presentation of the 1st Telecom Excellence Award by the

Federation Pakistan Chamber of Commerce and Industry (FPCCI) TCS was

acknowledged in 2006

for its services rendered to the Telecom sector with regard to express, logistics, warehousing and

distribution.

Award Presented by the UAEs Pakistan Social &

Cultural Organization

No less important was the Award presented by the UAEs Pakistan Social &

Cultural Organization and the Pakistan Citizens Organization to TCS in

recognition of its earthquake relief efforts in 2005.

7/27/2019 T C S.docx

22/53

Earned Goodwill in Canada

In 2004, TCS earned a lot of goodwill in Canada when it volunteered to

deliver educational books and equipment across a vast territory of rural

Canada in habited by the Nishnawbe Aski Nation. The TCS action, which

required the distribution of half a million items to far flung communities,

was described by His Honour the Lieutenant Governor of Ontario and the

Queens formal representative in the province, James K. Bartleman, as

something the newest inhabitants of Canada have done for the oldest

inhabitants of Canada.

Chai rman TCS at the UN General Assembly

In October 2003, the Chairman TCS had the honour to represent the

Business Sector at the High level Dialogue on Financing for Development

during the 58th session of the UN General Assembly at the UN

Headquarters in New York, focused on the eradication of poverty, achieving

sustained economic growth, promoting sustainable development, and

advancing a fully inclusive and equitable global economic order. This was afollow up to the UN Conference on the same issue held in Monterrey

(Mexico) in March 2002.

7/27/2019 T C S.docx

23/53

Conclusion

The output of the requirements engineering phase is the software

requirements specifications (SRS) document. At a minimum, it

should contain the DFD, ERD, and the data dictionary and the

minispecifications. The other diagrams may be used as required.

The standards body of Institute for Electrical Electronics

Engineers (IEEE) has defined a set of recommended practices

called "IEEE Recommended Practice for Software Requirements

Specifications", IEEE standards 830-1998. It can be used as a

guideline document for SRS

7/27/2019 T C S.docx

24/53

Operations

As of 31 March 2012, TCS had 183 offices across 43 countries and 117 delivery centers

across 21 countries. At the same date TCS had a total of 58 subsidiary companies.

Locations

The Tata Consultancy Services campus atLucknow,

Uttar Pradesh.

India: TCS has development centers and/or

regional offices in the following Indian cities:

Ahmedabad,Bangalore,Baroda,Bhubaneswar,

Chennai,Coimbatore,Delhi,Goa,Gurgaon,

Guwahati,Hyderabad,Jamshedpur,Kochi,

Kolkata,Lucknow,Mumbai,Nagpur,Noida,PuneandTrivandrum.

Africa: TCS has regional offices in South Africa andMorocco.

Asia (ex. India): TCS has regional offices in Bahrain, Beijing, Hong Kong,Hangzhou,

Shanghai, Indonesia, Israel, Japan, Malaysia, Philippines, Saudi Arabia, Singapore,

South Korea, Taiwan, Thailand, UAE(Dubai)

Australia: TCS has a regional office in Australia.

Europe: TCS has regional offices in Belgium, Denmark, Finland, France, Germany,

Hungary, Iceland, Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal, Spain,

Sweden, Switzerland and the United Kingdom.

North America: TCS has regional offices in Canada, Mexico and the United States.

South Ameri ca: TCS has regional offices in Argentina, Brazil, Chile, Colombia,

Ecuador, Peru and Uruguay

http://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Barodahttp://en.wikipedia.org/wiki/Barodahttp://en.wikipedia.org/wiki/Barodahttp://en.wikipedia.org/wiki/Bhubaneswarhttp://en.wikipedia.org/wiki/Bhubaneswarhttp://en.wikipedia.org/wiki/Bhubaneswarhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Coimbatorehttp://en.wikipedia.org/wiki/Coimbatorehttp://en.wikipedia.org/wiki/Coimbatorehttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Gurgaonhttp://en.wikipedia.org/wiki/Gurgaonhttp://en.wikipedia.org/wiki/Gurgaonhttp://en.wikipedia.org/wiki/Guwahatihttp://en.wikipedia.org/wiki/Guwahatihttp://en.wikipedia.org/wiki/Hyderabad,_Indiahttp://en.wikipedia.org/wiki/Hyderabad,_Indiahttp://en.wikipedia.org/wiki/Hyderabad,_Indiahttp://en.wikipedia.org/wiki/Jamshedpurhttp://en.wikipedia.org/wiki/Jamshedpurhttp://en.wikipedia.org/wiki/Jamshedpurhttp://en.wikipedia.org/wiki/Kochihttp://en.wikipedia.org/wiki/Kochihttp://en.wikipedia.org/wiki/Kochihttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/File:Tcs_lucknow_campus.jpghttp://en.wikipedia.org/wiki/Trivandrumhttp://en.wikipedia.org/wiki/Trivandrumhttp://en.wikipedia.org/wiki/Trivandrumhttp://en.wikipedia.org/wiki/File:Tcs_lucknow_campus.jpghttp://en.wikipedia.org/wiki/File:Tcs_lucknow_campus.jpghttp://en.wikipedia.org/wiki/File:Tcs_lucknow_campus.jpghttp://en.wikipedia.org/wiki/Hangzhouhttp://en.wikipedia.org/wiki/Hangzhouhttp://en.wikipedia.org/wiki/Hangzhouhttp://en.wikipedia.org/wiki/File:Tcs_lucknow_campus.jpghttp://en.wikipedia.org/wiki/Dubaihttp://en.wikipedia.org/wiki/Dubaihttp://en.wikipedia.org/wiki/Dubaihttp://en.wikipedia.org/wiki/Dubaihttp://en.wikipedia.org/wiki/Hangzhouhttp://en.wikipedia.org/wiki/Trivandrumhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kochihttp://en.wikipedia.org/wiki/Jamshedpurhttp://en.wikipedia.org/wiki/Hyderabad,_Indiahttp://en.wikipedia.org/wiki/Guwahatihttp://en.wikipedia.org/wiki/Gurgaonhttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Coimbatorehttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Bhubaneswarhttp://en.wikipedia.org/wiki/Barodahttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/File:Tcs_lucknow_campus.jpg

7/27/2019 T C S.docx

25/53

Tata Research Development and Design Center

The Tata Consultancy Services campus atMadhapur,Hyderabad, Andhra Pradesh

The Tata Consultancy Services campus atSiruseri,Chennai,Tamil Nadu

TCS established the first software research center in India, the Tata Research

Development and Design Center, inPune, India in 1981. TRDDC undertakes research in

Software engineering,Process engineeringand Systems Research.

Researchers at TRDDC also developed MasterCraft (now a suite of digitization and

optmization tools) a Model Driven Developmentsoftware that can automatically create

code based on a model of a software, and rewrite the code based on the user's needs.

Research at TRDDC has also resulted in the development of Sujal, a low-cost water

purifier that can be manufactured using locally available resources. TCS deployed

thousands of these filters in the Indian Ocean Tsunami disaster of 2004 as part of its

relief activities. This product has been marketed in India asTata swach, a low cost water

purifier.

http://en.wikipedia.org/wiki/Madhapurhttp://en.wikipedia.org/wiki/Madhapurhttp://en.wikipedia.org/wiki/Madhapurhttp://en.wikipedia.org/wiki/Hyderabad,_Indiahttp://en.wikipedia.org/wiki/Hyderabad,_Indiahttp://en.wikipedia.org/wiki/Hyderabad,_Indiahttp://en.wikipedia.org/wiki/Siruserihttp://en.wikipedia.org/wiki/Siruserihttp://en.wikipedia.org/wiki/Siruserihttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Software_engineeringhttp://en.wikipedia.org/wiki/Software_engineeringhttp://en.wikipedia.org/wiki/Process_engineeringhttp://en.wikipedia.org/wiki/Process_engineeringhttp://en.wikipedia.org/wiki/Process_engineeringhttp://en.wikipedia.org/wiki/Model-driven_engineeringhttp://en.wikipedia.org/wiki/Model-driven_engineeringhttp://en.wikipedia.org/wiki/Indian_Ocean_Tsunamihttp://en.wikipedia.org/wiki/Indian_Ocean_Tsunamihttp://en.wikipedia.org/wiki/Tata_swachhttp://en.wikipedia.org/wiki/Tata_swachhttp://en.wikipedia.org/wiki/Tata_swachhttp://en.wikipedia.org/wiki/File:TCS@Siruseri,Chennai.jpghttp://en.wikipedia.org/wiki/Tata_swachhttp://en.wikipedia.org/wiki/Indian_Ocean_Tsunamihttp://en.wikipedia.org/wiki/Model-driven_engineeringhttp://en.wikipedia.org/wiki/Process_engineeringhttp://en.wikipedia.org/wiki/Software_engineeringhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Siruserihttp://en.wikipedia.org/wiki/Hyderabad,_Indiahttp://en.wikipedia.org/wiki/Madhapurhttp://en.wikipedia.org/wiki/File:TCS@Siruseri,Chennai.jpg

7/27/2019 T C S.docx

26/53

Bibliography

Books Name D. D. Sharma

Philip KotelerMarkting Management

Web Side Name -

www.google.co.in

www.tcwwikipedia.com

www.tcs.com

http://www.google.co.in/http://www.google.co.in/http://www.tcwwikipedia.com/http://www.tcwwikipedia.com/http://www.tcs.com/http://www.tcs.com/http://www.tcs.com/http://www.tcwwikipedia.com/http://www.google.co.in/

7/27/2019 T C S.docx

27/53

Company Profile

Tata Consultancy Services started in 1968.

Mr.F.C Kohli who is presently the Deputy Chairman was entrusted with the job of

steering TCS. The early days marked TCS resonsibility in managing the punch

card operations of Tisco. The company, which was into management consultancy

from day one, soon felt the need to provide solutions to its clients as well.TCS was

the first Indian company to make forays into the US market with clients ranging

from IBM, American Express, Sega etc. TCS is presently the top software

services firm in Asia.

During the Y2Kbuildup, TCS had setup a Y2Kfactory in Chennai as a short-term

strategy. Now, with E-business being the buzzword, the factory is developing

solutions for the dotcom industries. Today, about 90 percent of TCS' revenue

7/27/2019 T C S.docx

28/53

comes from consulting, while the rest from products. TCS has great training

facilities. In addition to training around 5 percent of the revenue is spent upon its

R&D centres like the Tata Research Design and Development Centre at Pune,

along with a host of other centres at Mumbai and Hyderabad.

It benchmarked its quality standing, invested heavily in software engineering

practices and built intellectual property-in terms of patents,code and branded

products. At the same time, it expanded its relationships with technology partners

and organisations, increased linkages with academic institutions and incubated

technologies and ideas of people within TCS and outside. TCS has already

patented 12 E-Commerce solution product packages and has filed six more

applications

for patent licences.

Over $25 million were spent on enhancing hardware and software infrastructure.

The company now has 72 offices worldwide. As many as seven centres were

assessed at SEI CMM Level 5 last year(3.4 mistakes in a million

oppurtunities).These include Chennai, Mumbai, Bangalore, Calcutta, Hyderabad

and Lucknow.Several business and R&D relationship with global firms like IBM,

General Electric, Unigraphics Solutions have been made.

7/27/2019 T C S.docx

29/53

The present CEO of the company is Mr.S.Ramadorai. The companies strength is

about 14,000.

TCS Technology Products

Some business challenges exist across industries,

particularly those relating to CRM, database integration, knowledge management

and other processes that involve huge amounts of data.

TCS technology products can help you achieve superior operational efficiency

and optimize your time, cost and energy investments.

TCS KNOWLEDGE PRODUCTS

Exegenix Intelligent Document Conversion Solutions

TCS Digital Certification Services - Public Key Infrastructure - PKI Suite

TCS Certificate Validation Server

TCS ENGINEERING PRODUCTS

TCS Direct Metal Deposition CAM

TCS Stand Alone Post Processor

http://www.tcs.com/offerings/technology-products/Exegenix-intelligent-document-conversion/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/digital-certification-pki/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/certificate_validation_server/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/direct-metal-deposition-CAM/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#stand-alone-post-processorhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#stand-alone-post-processorhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#stand-alone-post-processorhttp://www.tcs.com/offerings/technology-products/direct-metal-deposition-CAM/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/certificate_validation_server/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/digital-certification-pki/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/Exegenix-intelligent-document-conversion/Pages/default.aspx

7/27/2019 T C S.docx

30/53

TCS SmartBox - Next Generation Industrial Controller Development Framework

TCS Sevak - Self Service Terminals

TCS Rapid Sigma - Six Sigma Solution for Continuous Improvement

TCS Teamcenter for Medical Devices

TCS Enterprise Integration and Control Environment (Certified as "Powered by

SAP NetWeaver.")

TCS Teamcenter for Softlines, Hardlines and Footwear - Retail

VERICUT - Machine Simulation Software

TCS LIFE SCIENCES & HEALTHCARE PRODUCTS

Med Mantra - TCS Hospital Management and Information Solution

TCS Clin-e2e - Clinical Trial Management Solution

TCS Silicone Ambulatory ECG Device and Solution

TCS Bio-informatics Solution

TCS BANKING & INSURANCE PRODUCTS

Tata Accounts Receivable and Billing System (TARABS)

TCS xCOS - Accelerated Customer On-Boarding Solution

http://www.tcs.com/offerings/technology-products/Pages/default.aspx#smartboxhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#self-service-terminalshttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#rapid-sigmahttp://www.tcs.com/offerings/technology-products/Teamcenter-Medical-Devices/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#enterprise-integration-coehttp://www.tcs.com/offerings/technology-products/Teamcenter-Retail/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#vericuthttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#med-mantra-hospital-managementhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#clin-e2ehttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#silicone-ambulatory-ecghttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#bishttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#tarabshttp://www.tcs.com/offerings/technology-products/xCOS-accelerated-customer-onboarding-solution/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/xCOS-accelerated-customer-onboarding-solution/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/xCOS-accelerated-customer-onboarding-solution/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#tarabshttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#bishttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#silicone-ambulatory-ecghttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#clin-e2ehttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#med-mantra-hospital-managementhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#vericuthttp://www.tcs.com/offerings/technology-products/Teamcenter-Retail/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#enterprise-integration-coehttp://www.tcs.com/offerings/technology-products/Teamcenter-Medical-Devices/Pages/default.aspxhttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#rapid-sigmahttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#self-service-terminalshttp://www.tcs.com/offerings/technology-products/Pages/default.aspx#smartbox

7/27/2019 T C S.docx

31/53

MULTI -CHANNEL DISTRIBUTION (B2B)

Cur rent Chall enges:

Platforms and technologies / tools in a complex system

architecture, variety of applications, royalty management and increasing inventory

in all channels

What TCS Provides:

Automations and enhancements, seamless integration, workflow

enhancements, enterprise technologies system, application development and

support, development of corporate systems and infrastructure services

7/27/2019 T C S.docx

32/53

The TCS Advantage

True certainty of success comes from working with a

partner you trust to provide the insight, support and expertise that will propel your

business forward. Experience the TCS advantage.

CUSTOMER-CENTRIC ENGAGEMENT MODEL

Our deep-set commitment to our customers defines how

we do business, and our years of experience working across industries underpin

the vast array of services we offer. We build our teams around your domain and

technology requirements, offering specialized services and solutions that meet the

distinct needs of your business. Learn more aboutCustomer-centr ic Engagement

Model.

GLOBAL NETWORK DELI VERY MODEL (GNDM)

http://www.tcs.com/about/tcs_difference/customer-centric-engagement-model/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/customer-centric-engagement-model/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/customer-centric-engagement-model/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/customer-centric-engagement-model/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/customer-centric-engagement-model/Pages/default.aspx

7/27/2019 T C S.docx

33/53

Our unique global engagement model allows you to

choose the sourcing strategy best suited to your business needs. We take a follow-

the-sun approach, meaning that no matter where your business is located, we help

you keep it running 24/7, while providing a seamless experience across all

operations. Learn more aboutGlobal Network Delivery Model (GNDM).

FULL SERVICES PORTFOLI O

Our full services portfolio combines traditional IT and

Remote Infrastructure services with knowledge-based services such as Consulting

and Business Process Outsourcing. This enables us to provide integrated solutionsthat help you recognize value quickly by reducing costs and improving business

agility. Learn more about ourFul l Services Portfolio.

INDUSTRIAL ANALYSIS

It is extremely difficult to ascertain the

exact future demand for IT services as the industries across the world are immense

and their services requiring IT support galore. But the present status of the demand

can be ascertained by knowing the exact number of clients of different companies.

TCS has a client base of 1034 active clients, Infosys which is the next biggest

software service provider has an active client base of 575, Wipro has a client base

around 350, HCL technologies has a client base of around 300. These 4 are the top

IT services providers of the country. They offer software services and consultingservices. However Wipro and HCL also offer hardware which neither TCS nor

Infosys offer. But as per the international norms hardware as well as software is a

part of Information Technology. Apart from these 4, several other companies such

as Mahindra Satyam, Patni Computer Systems, i-flex Solutions, L/T Infotech etc

http://www.tcs.com/about/tcs_difference/global_delivery/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/global_delivery/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/global_delivery/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/full-services/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/full-services/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/full-services/Pages/default.aspxhttp://www.tcs.com/about/tcs_difference/global_delivery/Pages/default.aspx

7/27/2019 T C S.docx

34/53

are also some of the big names of the Indian Information Technology industry. The

technology in the IT industry is a fast changing one as it acts as a way of unique

positioning by different companies. One more thing worth mentioning is that

starting an IT firm is not at all difficult from the technology point of view. Any

person with a bit of computer knowledge can start an IT firm and can then scale

the way up. This has been precisely the reason for so many garage startups of IT

firms all over the world. Even from investment point of view starting an IT firm is

not at all difficult, as all one requires is a room and some computers. But once

started, the scale up does require lots of investments. These investments arise due

to marketing, adapting to the latest technology, surviving in a highly competitive

industry etc. It is because of this reasons that only a handful of companies have

become a force to reckon with.

External Environment - Pestle Analysis

IT Industry In India

The Indian information technology sector

has been instrumental in driving the nation's economy onto the rapid growth curve.

According to the Nasscom-Deloitte study, the IT/ITES industry's contribution to

the country's GDP has increased to a share of 5.2 per cent in 2007, as against 1.2

per cent in 1998. Further, the IT and BPO industries are poised to clock revenues

worth US$ 64 billion by the end of fiscal year 2008, registering a growth of 33 per

cent with exports expected to cross US$ 40 billion and the domestic market

estimated to clock over US$ 23 billion, according to a study. Simultaneously, the

Indian IT services market is estimated to remain the fastest growing in the Asia

7/27/2019 T C S.docx

35/53

Pacific region with a CAGR of 18.6 per cent, as per a study by Springboard

Research. India's IT growth in the world is primarily dominated by IT software and

services such as Custom Application Development and Maintenance (CADM),

System Integration, IT Consulting, Application Management, Infrastructure

Management Services, Software testing, Service-oriented architecture and Web

services. A report by the Electronics and Software Export Promotion Council

(ESC) estimates software exports to register a 33 per cent growth in the current

financial year with export figures during FY 2008 expected to reach US$ 45

billion. The country's IT exports have, in fact, come quite far, starting from a few

million dollars in the early 1990s. The Government expects the exports turnover to

touch US$ 80 billion by 2011, growing at an annual rate of 30 per cent per annum.

Political:

Political stability: Indian political structure is considered Stable enough

expect the fact that there is a fear of hung Parliament (no clear majority).

(+ve)

U.S. government has declared that U.S companies that Political outsource

IT work to other locations other than U.S. will not get tax benefit. (-ve)

Government owned companies and PSUs have decided to Give more IT

projects to Indian IT companies. (+ve)

Terrorist attack or war. (-ve)

Economical:

Global IT spending (demand). (-ve)

7/27/2019 T C S.docx

36/53

Domestic IT Spending (Demand): Domestic Market grow by 20% & reach

approx USD 20 billion in 2008-09 Nasscom (+ve).

Currency Fluctuation (-ve)

Real Estate Prices: Decline in real estate prices has resulted reducing the

rental expenditure (+ve).

Attrition: Due to recession, the layoffs and job-cuts have resulted in low

attrition rate (+ve).

Economic attractiveness: Due to cost advantage and other factors (+ve)

Social:

Language Spoken: English is widely spoken language in India. Englishmedium is the most accepted medium of education.(+ve)

Education: Large number of technical institutes and universities over the

countries provide IT education. (+ve)

Working age population. (+ve)

Technological:

Telephony (+ve)

India has the world lowest call rates Expected to have total subscribers base of about 500 million by 2010.

7/27/2019 T C S.docx

37/53

India has the second largest telephone network after china. Enterprise telephone services, 3G, Wi-max, VPN, poised to grow.

Internet Backbone: Due to IT revolution in 90s india is well connected

with undersea optical cables. (+ve)

New IT Technologies: Technologies like SOA, web 2.0, High definition

content, grid computing, and innovation in low cost technologies is

presenting new challenges & opportunities for Indian IT industry.(+ve)

SWOT Analysis of TCS

Strength:

It's highly professionally managed IT consulting and services company

under the belt of TATA.

Company has performed consistent year on year with weak economy

conditions of world.

Company has capabilities to deliver new as well as legacy application. It is

in space of services as well as products and high value chain consulting.

It has fragmented IT services and SDLC cycle into minute grains such as

S/w testing and grown that business to more than 250million USD. This is

the testimonial of efficient management.

7/27/2019 T C S.docx

38/53

It is the only company initiating Earned value based profit center for

evaluating their performance. HLL is the first company to do so.

IT is the only company that has survived and surprised investors with its

fixed cost Project delivery model and still making phenomenal profit despite

overloading the project with 10 t o15 % in terms of resources.

Part of the Tata group, which helps it gets more international business.

Cases in point: the $1.2-billion Nielsen deal, Ferrari, and now Jaguar-Land

Rover (bought over by the Tata group)

Opportunities:

Change in consumer lifestyles

Acquisitions

Available Governmental support

Available technological innovations

Growth of the industry of operations

Decrease in taxation

Entering niche markets

Merger or takeover

Strategic alliances & joint ventures

Threats:

7/27/2019 T C S.docx

39/53

Financial slowdown, slowing US economy.

Labour challenges, globally.

Competition from foreign markets

Innovative products/services of competitors

Changing technology

New competitors entering the market.

Organizational Structure

7/27/2019 T C S.docx

40/53

Compensation StructureMedian Salary by JobEmployer: Tata Consultancy Services, Ltd.

7/27/2019 T C S.docx

41/53

Salary of business manager is around $ 0.1 million]

Median Bonus by Years ExperienceEmployer: Tata Consultancy Services, Ltd.

Current Structure of the IT Industry

7/27/2019 T C S.docx

42/53

The diagram above shows the relative market share of major companies in

the IT industry. As seen TCS as a company has the largest market share.

Although the share of others appears to be huge, on dividing this segment

into hundreds of companies one will understand that the relative share of

each company in this segment will be small. Companies like Infosys and

Wipro are giving a good battle to TCS. Cognizant has also emerged as a

tough competitor in recent times.

Till the year 2007 IT industry was booming. Every one, right from

companies, clients, employees, shareholders, students was gaining. But with

the advent of global financial meltdown, the growth in revenues of these

industries went down drastically. So the past couple of years were turbulent

for the industry on a whole as budgets on IT worldwide were reduced.

However from around May 2009, the situation has improved and now the

industry looks set to enjoy another bout of growth for a long time to come.

Primary Market

8%6% 6%

5%

4%

71%

TCS

Infosys

Wipro

Cognizant

HCL

Others

7/27/2019 T C S.docx

43/53

Once the allotment process in the primary

auction is finalized, the successful participants are advised of the

consideration amounts that they need to pay to the Government on

settlement day. The settlement cycle for dated security auction is T+1,

whereas for that of Treasury bill auction is T+2. On the settlement date, the

fund accounts of the participants are debited by their respective

consideration amounts and their securities accounts (SGL accounts) are

credited with the amount of securities that they were allotted. In case of

retail participants/ individuals who do not maintain accounts with the RBI,

they can tender a cheque, the proceeds of which will be collected through

clearing process after which securities are issued to them.

Secondary Market

The transactions relating to government

securities are settled through the members securities / current accounts

maintained with the RBI, with delivery of securities and payment of funds

being done on a net basis. The Clearing Corporation of India (CCIL)

guarantees settlement of trades on the settlement date by becoming a central

counter-party to every trade through the process of novation, i.e., it becomes

seller to the buyer and buyer to the seller. All outright secondary market

transactions in Government Securities are settled on T+1 basis. However, in

case of repo transactions in government securities, the market participants

will have the choice of settling the first leg on T+0 basis or T+1 basis as per

their requirement.

Market risk:

7/27/2019 T C S.docx

44/53

Market risk arises out of adverse movement of

prices of the securities that are held by an investor due to change in interest

rates. This will result in booking losses on marking to market or realizing a

loss if the securities are sold at the adverse prices. Small investors, to some

extent, can mitigate market risk by holding the bonds till maturity so that

they can realize the yield at which the securities were actually bought. This

is also the reason for state governments not indulging in any kind of

secondary market transactions of the central government.

Reinvestment risk:

Cash flows on a Government security includes fixed

coupon every half year and repayment of principal at maturity. These cash

flows need to be reinvested whenever they are paid. Hence there is a risk

that the investor may not be able to reinvest these proceeds at profitable rates

due to changes in interest rate scenario. The state governments need to be

extremely careful in mitigating this risk as they are investing public funds in

the central government securities.

Liquidity risk:

Liquidity risk refers to the inability of an investor to

liquidate (sell) his holdings due to non availability of buyers for the security,

i.e., no trading activity in that particular security. Usually, when a liquid

bond of fixed maturity is bought, its tenor gets reduced due to time decay.

For example, a 10 year security will become 8 year security after 2 years due

to which it may become illiquid. Due to illiquidity.

7/27/2019 T C S.docx

45/53

Financial Position Information

Access our latest quarterly earnings releases, annualreports and other information from the links below.

Year Apr - Jun Jul - Sep Oct - Dec Jan - Mar Annual

2012-13 Q1

2011-12 Q1 Q2 Q3

Q4AR*

2010-11 Q1 Q2 Q3 Q4 AR

2009-10 Q1 Q2 Q3 Q4 AR , SF**

2008-09 Q1 Q2 Q3 Q4 AR

2007-08 Q1 Q2 Q3 Q4 AR

2006-07 Q1 Q2 Q3 Q4 AR

2005-06 Q1 Q2 Q3 Q4 AR

2004-05 Q2 Q3 Q4 AR

*AR: Annual Reports ** SF: Subsidiary Financials

http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2013&q=Q1http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q1http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q4http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2011-2012.pdfhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2011&q=Q1http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2011&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2011&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2011&q=Q4http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2010-2011.PDFhttp://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2010-2011.PDFhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2010&q=Q1http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2010&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2010&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2010&q=Q4http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2009-2010.PDFhttp://www.tcs.com/investors/financial_info/Pages/TCS-Subsidiary-Financials.aspxhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2009&q=Q1http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2009&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2009&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2009&q=Q4http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2008-2009.PDFhttp://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2008-2009.PDFhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2008&q=Q1http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2008&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2008&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2008&q=Q4http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2007_2008.PDFhttp://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2007_2008.PDFhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2007&q=Q1http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2007&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2007&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2007&q=Q4http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2006-2007.pdfhttp://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2006-2007.pdfhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2006&q=Q1http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2006&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2006&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2006&q=Q4http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2005-2006.pdfhttp://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2005-2006.pdfhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2005&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2005&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2005&q=Q4http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2004-2005.pdfhttp://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2004-2005.pdfhttp://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2004-2005.pdfhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2005&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2005&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2005&q=Q2http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2005-2006.pdfhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2006&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2006&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2006&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2006&q=Q1http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2006-2007.pdfhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2007&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2007&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2007&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2007&q=Q1http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2007_2008.PDFhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2008&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2008&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2008&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2008&q=Q1http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2008-2009.PDFhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2009&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2009&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2009&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2009&q=Q1http://www.tcs.com/investors/financial_info/Pages/TCS-Subsidiary-Financials.aspxhttp://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2009-2010.PDFhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2010&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2010&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2010&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2010&q=Q1http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2010-2011.PDFhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2011&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2011&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2011&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2011&q=Q1http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2011-2012.pdfhttp://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q4http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q3http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q2http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2012&q=Q1http://www.tcs.com/investors/financial_info/quarterly/Pages/default.aspx?y=2013&q=Q1

7/27/2019 T C S.docx

46/53

SUGGESTIONS

Companys Every time effort is to maximize the sales thoughvarious activates there fore company should consider. All the

product prize and promotion all these feature should be mainly

focused to improve them.

The quality of the product is equally important goof quality can

force the companies sale but low quality can reduce it to

minimum. it is the basic tool to attach them loyal.

The company should also move according to be latest tends and

should always be ready to introduce innovative teacher into their

products. The company should . implement latest technological .

development in to their product . a wide range of varieties

providers lot of choices to the customers, thus increasing the sale.

Product prize should be competitive to other bounds they should

try to minimize the per unit prize of the products so that they can

complete with local brands .

The promoting activates of any company are one of the major

reasons of its success. Sound promoting activities are necessary

to promote the company sales more the customer gets aware about

the product more will be the bound name through different

promotions polices i.e. discount offer etc.

7/27/2019 T C S.docx

47/53

Limitations

Each and every project reports got certain

limitation as well . It .is very difficult to study every aspect is

me anile & their was always chance of every in it

Some of the limitation of projectone

i. The Report had to be complete in a subject areawith in a specified Time lime limit

ii. Sample size was very small as compound to thepopulation of sagar city

iii. People did not- give full response & there is basicin some personal questions

iv. Data received may not be their actual and 1 my havesome variance .

v. Data from the secondary objecting may some errors& their object has may not rebelentwith the present

project

7/27/2019 T C S.docx

48/53

Acknowledgement

Preparing a project of this nature is an arduous task and I was

fortunate enough to get support from large number of person . I wish to

express my deep sense of gratitude to all those who generously helped in

successful completion of this report by sharing their invaluable time and

knowledge

It is my proud and previledge to express my deep regard to Respected Dr.

J.P.N . Pandey Principal of Business Management , Dr Anand Tiwari , Dr.

Navin Gidian H .O.D. Govt. Gir ls P.G College of Excell ence Sagarfor

allowing me to undertake the project

I feel extremely exhilarated to have completed this project under the able

and inspiring guidance of Mrs. Shikha Urmil KhanShe rendered me all

possible help and guidance while reviewing the manuscript in finalising

this report .

I also extend my deep regards to my teachers , family members, friends and

all those whose encouragement has infused courage in me to complete the

work successfully.

Mohsina Anjum

B.B.A. IstSem.

7/27/2019 T C S.docx

49/53

Declaration

I declare that Project report titledCompany Profile on

T.C.S. is my own work conducted under the supervision ofMrs. Shikha Urmil

Khan, Department of Business management, Govt. Girls P.G College of

Excel lence Sagar (M .P.)To the best of my knowledge the report does not contain

any work, which has been submitted for the award of any Degree any where.

Mohsina Anjum

B.B.A IstSem.

7/27/2019 T C S.docx

50/53

Certificate

The project report titledCompany Profile on TCSin

Sagar city prepared by Mohsina Anj um B.B.A. (Hons.) I stSEMunder the

guidance and supervision of Mrs. Shikha Urmail Khan, for partial

fulfillment of the Degree B.B.A.

Signature of supervisor Signature Of Examiner

Signature of H .O.D.

7/27/2019 T C S.docx

51/53

PREFACE

I am Pleased to present the project Report on Preparing Company ofT .C.S. Before my Respected readers it is a humble attempt from my

part to judge the Company Profi le of T.C.S.

This study deals with a number of topics that will help the reader

understand and learn about company

The research start wi th a shor t Intr oduction H istory of T.C.S.followed by the line of objective and research Methodology

Next Chapter Deals with the assigned company profile the script of the

self Designed and followed by the data analysis and interpretation that

is based on the questionnaire.

Then come the conclusions suggestions and limitations of the research

reports.

Mohsina Anjum

B.B.A IstSem

7/27/2019 T C S.docx

52/53

TABLE OF CONTENTS

S. No. Particular Pages Preface i Acknowledgement ii Certificate iii Declaration iv

1 Introduction 1-2

2 History 3-4

3 Board of Directors 5-134 T. C. S Technology Products 14-16

5 Branches 17-18

6 Awards and Achievement 19-22

7 Tata Research Development And Design Center 23-24

8 Acquisition 25-27

9 Industrial Analysis 28-30

10 Financial Position 31-33

11 Current Structure 34-36

12 Objective 37-38

13 Research Methodology 39-41

14 Company Profile 42-43

15 Limitation 44

16 Suggestion 45

17 Conclusion 46

Bibliography

v

Format of Questionnaire vi

7/27/2019 T C S.docx

53/53

i. Preface -----------------------------

ii. Acknowledgement -----------------------------

iii. -----------------------------

iv. Certificate -----------------------------

1. Introduction2. History3.4. Objective5. Research Methodology6. Company Background7. Data Analysis8. Suggestion9. Limitation10. Conclusion

Bibliography Format of Questionnaire