Mpp Wipro
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- Pages: 17
1
WIPRO CORPORATION: BALANCING THE FUTURE
Beginning 2
Between 1967 to 1994 Rs 70 mn business transformed to Rs 7.24 By 1994 No: 2 position in India in information technology and medical systems businesses No: 3 slot in the precision engineered hydraulic products businesses Company sales and profit sales after tax had grown by 26%
Wipro consumer products 3
Rs 2 bn WCP was for long the largest company in Wipro corporations portfolio Enters soap market with “Bubbles” In 1985 launches “Santoor” Wipro Shikakai Reasons for success Distinct niche Absence of competition
Wipro fluid power 4
Entered the hydraulic market in 1973 and became market leaders in 1994 Reasons for success Refused foreign collaboration Developed its own team Good quality products and design
Wipro InfoTech 5
Entered the computing industry in 1977 and by 1994 had become the 2nd largest information technology in India with 3.2 bn In 1988 became the leader in the work station market in India Reasons for success Exit of IBM Developed its own minicomputer using Intel’s 8086 chip Workstation’s growing market
Wipro Systems 6
Commenced operations in the early 1980’s and became star performers in 1994 Rs 440 mn business was the 5th largest software operation in India in 1994 Reasons for success Focus on on-site professional services Expanded company’s hardware facilities Acquired IBM ES/9000 framework Competed against IBM and HP
Wipro GE 7
Entered the market of medical systems in 1988 and became the 2nd largest player in 1994.
Reasons for success High standards of performance and integrity Believe in competitiveness WGE’s Plan
Wipro Biomed 8
Formed in 1988 and became ‘a single comprehensive source of bio research in 1994. Reasons for success Tie –up with PPG Hellige of Germany Had its own sales team and was of independent of Wipro GE
Wipro Financial Services 9
Entered the business in 1992 and became the best performer in 1994
Reasons for success Clear focus Leveraged expertise and intimate knowledge Prompt customer service
Wipro Lighting 10
Entered in 1992 and became a major new diversification for Wipro in 1994 It achieved a turnover of Rs 220 mn in the first year of operation
Reasons For success Set of shared beliefs and leadership values
1994 & after 11
In 1994, a paradigm shift in the company’s environment Reasons Changes in the government policies Fierce competition
Questions Wipro faced 12
Should they sustain all the businesses through investments ? OR Should it focus on a relatively few businesses ? OR Should it aim to become very different company than it had been till now ?
…cont 13
The roles and responsibilities of the team. How should corporate management add value? Is adaptation to the new environment required ?
Solutions 14
Balancing portfolio Maintained right balance between financial joint ventures and independent ventures Ensured to be equal partners by adding values Two policy decisions Joint venture partners only for specific products No financial partnership where the company had strong brand franchise
…cont 15
Balancing growth It aspired to be among the top ten industrial groups Ten year vision of Rs 100 bn
…cont 16
Balancing management Six different company’s but shared common values Threat for Wipro Retention of talented people
17
CONCLUSION
WIPRO CORPORATION: BALANCING THE FUTURE
Beginning 2
Between 1967 to 1994 Rs 70 mn business transformed to Rs 7.24 By 1994 No: 2 position in India in information technology and medical systems businesses No: 3 slot in the precision engineered hydraulic products businesses Company sales and profit sales after tax had grown by 26%
Wipro consumer products 3
Rs 2 bn WCP was for long the largest company in Wipro corporations portfolio Enters soap market with “Bubbles” In 1985 launches “Santoor” Wipro Shikakai Reasons for success Distinct niche Absence of competition
Wipro fluid power 4
Entered the hydraulic market in 1973 and became market leaders in 1994 Reasons for success Refused foreign collaboration Developed its own team Good quality products and design
Wipro InfoTech 5
Entered the computing industry in 1977 and by 1994 had become the 2nd largest information technology in India with 3.2 bn In 1988 became the leader in the work station market in India Reasons for success Exit of IBM Developed its own minicomputer using Intel’s 8086 chip Workstation’s growing market
Wipro Systems 6
Commenced operations in the early 1980’s and became star performers in 1994 Rs 440 mn business was the 5th largest software operation in India in 1994 Reasons for success Focus on on-site professional services Expanded company’s hardware facilities Acquired IBM ES/9000 framework Competed against IBM and HP
Wipro GE 7
Entered the market of medical systems in 1988 and became the 2nd largest player in 1994.
Reasons for success High standards of performance and integrity Believe in competitiveness WGE’s Plan
Wipro Biomed 8
Formed in 1988 and became ‘a single comprehensive source of bio research in 1994. Reasons for success Tie –up with PPG Hellige of Germany Had its own sales team and was of independent of Wipro GE
Wipro Financial Services 9
Entered the business in 1992 and became the best performer in 1994
Reasons for success Clear focus Leveraged expertise and intimate knowledge Prompt customer service
Wipro Lighting 10
Entered in 1992 and became a major new diversification for Wipro in 1994 It achieved a turnover of Rs 220 mn in the first year of operation
Reasons For success Set of shared beliefs and leadership values
1994 & after 11
In 1994, a paradigm shift in the company’s environment Reasons Changes in the government policies Fierce competition
Questions Wipro faced 12
Should they sustain all the businesses through investments ? OR Should it focus on a relatively few businesses ? OR Should it aim to become very different company than it had been till now ?
…cont 13
The roles and responsibilities of the team. How should corporate management add value? Is adaptation to the new environment required ?
Solutions 14
Balancing portfolio Maintained right balance between financial joint ventures and independent ventures Ensured to be equal partners by adding values Two policy decisions Joint venture partners only for specific products No financial partnership where the company had strong brand franchise
…cont 15
Balancing growth It aspired to be among the top ten industrial groups Ten year vision of Rs 100 bn
…cont 16
Balancing management Six different company’s but shared common values Threat for Wipro Retention of talented people
17
CONCLUSION
