1. WIPRO : A STRATEGIC PERSPECTIVE
Submitted by:
Patel Amisha
Patel Mitalee
Patel Nilesh

2. Mr.Azim Premji
Chairman,wipro

3. Wipro started as a vegetable oil trading company in 1947, founded by Azim Premji's father.
When his father died in 1966, Azim, a graduate in *Electrical Engineering from Stanford University, took on the leadership of the company at the age 21.
Western India Products Ltd full form of WIPRO.
Wipro Fluid Power to manufacture hydraulic and pneumatic cylinders in 1975.
Wipro entered the information technology sector In 1979, Wipro began developing its own computers and in 1981
In 1980 Wipro moved in software development and started developing customized software packages for their hardware customers

7. Business units

26. SWOT Analysis of WIPRO Not a proactive company
Strengths
Weaknesses
Large Employee Base: (42000 as on with low attrition rate)
Large number of Bluechip Clients like Nortel, Compaq and Seagate
Operating profit margins at 32.3% lower than its peers.
Global partner with GM, Nike, JP Morgan, Franklin Templeton, ABN Amro, GM, Boeing and GE, and 300 others
Global delivery model: Market leader in Offshore, consulting and business process outsourcing business.
Global Diversified company with a strong R&D division twice as large as TCS and Infosys.
Not a proactive company
Small player in global market
Limited domain
Clients not trusting the capabilities of Indian Software Cos.

27. Huge potential in domestic market.
Opportunities
Threats
Huge global market
Huge potential in domestic market.
It sector is booming
Innovations of latest Technologies
Competition by Indian companies in domestic market.
Presence of big companies in global market.
Exchange rate

28. PEST Analysis of WIPRO Political Factors Economic Factors
Liberalization
Support of Government policies
towards free trade
Increased foreign investment
Change in policies
Exchange rate
Social Factors
Technological Factors
Immense intellectual Capital
Easy access to various business clients
Comfort to global customers and
suppliers

29. Competitor Analysis “Major Threat” “Minor Threat” POTENTIAL ENTRANTS
Rivalry Among Firms
POTENTIAL ENTRANTS
“Major Threat”
Industry Competitors
BUYERS
(Bargaining Power Of Buyers)
SUBSTITUTES
(Threat of Alternative products or Services)
“Minor Threat”
SUPPLIERS
(Bargaining power of Suppliers)

30. Consumer Analysis Three services provided by Wipro: IT Services
System Integration, Manage IT- Data Centre
Product Design
Solutions
Business Applications, Maintenance,
Banking, Telecom, Manufacturing and Govt Domain Solutions

31. Across Domains Banking and diversified financial services
Securities and Capital markets
Insurance
Healthcare
Telecommunication
Government organizations
Other software companies

32. Clients
Enterprise
Finance
IT & ITES
Telecom
Government

33. Alternatives for WIPRO
Product Market Rationalisation Strategy
Do Nothing: Product development according to market demands
Pros
High Brand Visibility
Existing Strategy
Cons
Increasing Competition
No Product Differentiation

34. Alternatives (Contd..) Low/Stable Technology Strategy
Gather volumes of business
Pros
Very Low Risk Business
High Volumes
Cons
Lower Profits
Increasing Competition

35. Alternatives (Contd..) Advanced Management Skill Strategy
Offer IT consulting to its clients along with the present products
Pros
Movement Up the Value Chain
Huge Growth Opportunities
Cons
Very High Level of Expertise Required
Brand Image of a IT Services Company
Huge Risks

36. Alternatives (Contd..) Dynamic High Technology Strategy
Concentrate on R&D & Innovation: Use as the competitive advantage
Pros
R&D as a competitive advantage
Better Profitability
Close Relationships with Clients
Cons
Huge Investments required
Risks involved w.r.t. Customers backing out from Partnerships

37. Recommendations Adopt the Dynamic High Technology Strategy
Increase Global Presence
More collaborations with other players; reduce dependence on only few players
Leveraging the huge investments in R&D to gain competitive advantage with respect to other players
Diversify into various Sectors
Go for quality certification

38. Recommendations (Contd..)
4P’s
Concentration on R&D would enable to provide superior Products
PRODUCT
Because of Product Diff. higher prices can be charged to customers
PRICE
Cater to growing Markets as well as concentrate on the existing markets
PLACE
Focused On Research: Would Differentiate Wipro from Competition
PROMOTION

39. Conclusions
Till today Wipro has been known for being very process oriented with a focus on quality and cost savings.
Wipro long term strategy should be to create a brand image and be known for innovation.
Wipro should invest in R&D and Market research, so that It is able to innovate new solutions for clients to cut costs or reduce time to market or improve reliability.
Wipro should now compete not only on how well they do something, but how innovative they are and how well they can quantify those benefits for customers.

40. Thank You!!!