...Computers Ltd Abee Info-Consumables Ltd ABM Knowledgeware Ltd Accel Transmatic Ltd ACE Software Exports Ltd ACI Infocom Ltd Adam Comsof Ltd Adam Comsof Ltd Advent Computer Services Ltd Aftek Ltd Agilent Technologies ALLIANCE CONSULTING Allied Computers International (Asia) Ltd Altos India Ltd Ancent Software International Ltd AOL OnlineApis India Ltd Aplab Ltd Applied Materials, IncAptech Ltd Archana Software Ltd Arms Paper Ltd Arraycom (India) Ltd Asia H R Technologies Ltd Asian Electronics Ltd Asian Films Production & Distribution Ltd Asit C Mehta Financial Services Ltd Ask Me Info Hubs Ltd ASM Technologies Ltd ASTIR ITAstro Bio Systems Ltd Atos OriginAtrentaAurionpro Solutions Ltd Avance Technologies Ltd Avantel Ltd AXIS-IT&T Ltd Axon Infotech Ltd Aztecsoft Ltd B B2B Software Technologies Ltd Bangalore Softsell Ltd Baron Infotech Ltd Bartronics India Ltd Bathina Technologies (India) Ltd Birla Shloka Edutech Ltd BITS Ltd Blue Star Infotech Ltd Bombay Talkies Ltd Brels Infotech Ltd Bristlecone C CadenceCalifornia Software Company Ltd Cambridge Solutions Ltd Cambridge Technology Enterprises Ltd CanonCAT Technologies Ltd Cauvery Software Engineering Systems Ltd CCS Infotech Ltd Cerebra Integrated Technologies Ltd CG VAK Software Ltd Chakkilam Infotech Ltd Choksh Infotech Ltd Clio Infotech Ltd CMC Ltd CNI Research Ltd Color Chips (India) Ltd Compare Infobase Compuage Infocom Ltd Compucom Software Ltd Compudyne...
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... 3. Their revenue model covers many methods of service delivery such as fixed price, fixed time frame and time-and-material. 4. Foreign currency transactions of these companies and the practices followed. The companies being studied for this exercise are: 1. TCS: Tata Consultancy Services is an IT services, business solutions and outsourcing organization. TCS is part of the Tata group, one of India’s largest industrial conglomerates and most respected brands. Revenue of $10.17 billion (FY12). 2. Infosys: Infosys Limited was started in 1981 by seven people with US$ 250. Today, Infosys is a global leader in consulting, technology and outsourcing with revenues of US$ 6.994 billion (FY12). Many of the world’s most successful organizations rely on Infosys to deliver measurable business value. Infosys provides business consulting, technology, engineering and outsourcing services to help clients in over 30 countries build tomorrow’s enterprise. 3. MindTree: MindTree was started in August 1999 by a diverse team of 10 professionals who came from three different nations and had already scripted successful careers. Mindtree provides IT services and Product Engineering services to leading global organizations with revenues of $284 million (FY12). IT Industry Overview The Indian IT Industry’s services sector has evolved from application development and maintenance services to full service players...
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...35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 Company Reliance Industries Limited Tata Consultancy Services (TCS) Infosys Technologies Ltd Wipro Limited Bharti Tele-Ventures Limited ITC Limited Hindustan Lever Limited ICICI Bank Limited Housing Development Finance Corp. Ltd. TATA Steel Limited Ranbaxy Laboratories Limited HDFC Bank Ltd Tata Motors Limited Larsen & Toubro Limited (L&T) Satyam Computer Services Ltd. Maruti Udyog Limited Bajaj Auto Ltd. HCL Technologies Ltd. Hero Honda Motors Limited Hindalco Industries Ltd Reliance Energy Limited Grasim Industries Limited Jet Airways (India) Ltd. Sun Pharmaceuticals Industries Ltd Cipla Ltd. Gujarat Ambuja Cements Ltd. Videsh Sanchar Nigam Limited The Tata Power Company Limited Sterlite Industries (India) Ltd. Associated Cement Companies Ltd. Nestlé India Ltd. Hindustan Zinc Limited GlaxoSmithKline Pharmaceuticals Limited Siemens India Ltd. Motor Industries Company Limited Mahindra & Mahindra Limited UTI Bank Ltd. Zee Telefilms Limited Bharat Forge Limited ABB Limited i-Flex Solutions Ltd. Dr. Reddy's Laboratories Ltd. Nicholas Piramal India Limited Kotak Mahindra Bank Limited Reliance Capital Ltd. Ultra Tech Cement Ltd. Patni Computer Systems Ltd. Wockhardt Limited Indian Petrochemicals Corporation Limited Biocon India Limited Essar Oil Limited. Asian Paints Ltd. Dabur India Limited Jaiprakash Associates Limited JSW Steel Limited Tata Chemicals Limited Tata Tea Limited 58 59 60 61 62 63 64 65 66 67 68...
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...DOLAT CAPITAL Indian IT Sector India Research Billion Dollar Dream...!!! Sr. Analyst: Rahul Jain Tel : +9122 4096 9754 E-mail: rahul@dolatcapital.com December 21, 2012 DOLAT CAPITAL December 21, 2012 Int en tio na lly Le ft B lan k 2 DOLAT CAPITAL ”A journey of a thousand miles starts with a single step” - Lao-tzu, the ancient Chinese philosopher Billion Dollar Dream The Indian IT Services sector, estimated at USD 90bn, has predominantly focused on the global markets which generate more than 75% of revenues. The industry has spread far and wide with over four thousand players comprising of global MNCs, Indian players, Captives and small scale set ups. As is natural for any sector, the top five have consolidated to garner a significant share of the revenues ( 37%) while the top ten have taken 41% share of the total revenues. This has primarily been driven by the ability to scale and offer multiple service capability. The smaller players have been either de rated by circumstances, and hence gone down the margin curve or ended up taking bets that have gone the wrong direction. This trend over the last few years has led to a significant divergence in the size and structure of the Indian IT services sector – there are players with size of USD 2-10 bn range competing with the global players, and then we have a set of relatively smaller service providers in the revenue size of sub USD 500 mn still around. And some of these now are emerging into credible...
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...Ranking of Top 500 Companies Rank | Company | Rank | Company | Rank | Company | Rank | Company | Rank | Company | 1 | O N G C | 101 | Adani Power | 201 | Sundaram Finance | 301 | Kirloskar Oil | 401 | Himadri Chemical | 2 | TCS | 102 | Glenmark Pharma. | 202 | Rajesh Exports | 302 | Sh.Renuka Sugar | 402 | Orient Paper | 3 | Reliance Inds. | 103 | Shree Cement | 203 | Opto Circuits | 303 | H T Media | 403 | IVRCL | 4 | Coal India | 104 | M R P L | 204 | TTK Prestige | 304 | KSK Energy Ven. | 404 | Nitin Fire Prot. | 5 | ITC | 105 | Bajaj Finserv | 205 | Prestige Estates | 305 | Bombay Dyeing | 405 | SRF | 6 | St Bk of India | 106 | Wockhardt | 206 | CESC | 306 | BGR Energy Sys. | 406 | Unichem Labs. | 7 | HDFC Bank | 107 | Bhushan Steel | 207 | Madras Cement | 307 | City Union Bank | 407 | Magma Fincorp | 8 | Infosys | 108 | United Spirits | 208 | D B Corp | 308 | United Bank (I) | 408 | Elantas Beck | 9 | NTPC | 109 | Satyam Computer | 209 | Info Edg.(India) | 309 | Kennametal India | 409 | Hotel Leela Ven. | 10 | Bharti Airtel | 110 | GMR Infra. | 210 | Indiabulls Power | 310 | KPIT Infosys. | 410 | Styrolution ABS | 11 | ICICI Bank | 111 | Tech Mahindra | 211 | Voltas | 311 | Tuni Text. Mills | 411 | Gravita India | 12 | H D F C | 112 | Aditya Bir. Nuv. | 212 | Shri.City Union. | 312 | Wyeth | 412 | ICRA | 13 | Hind. Unilever | 113 | JP Power Ven. | 213 | Jindal Saw | 313 | Sadbhav Engg. | 413 | P I Inds. | 14 | Wipro | 114 | Piramal Enterp. |...
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...BPO in India – an overview Contents I. Introduction II. What is BPO? • Types of BPO • Key services in various sectors III. Indian BPO Market IV. Market Segments and Trends • Banking sector • Insurance • Healthcare • Media/Publishing • Offshore Software Development • Network Outsourcing Services • HR Outsourcing V. Popular destinations VI. Employment opportunities VII. Key players in the market a. Indian companies b. MNCs VIII. Global competition IX. Future/outlook I. Introduction: Late 90’s has opened a new chapter in Information Technology (IT) sector in India – Business Process Outsourcing (BPO), one of the fastest growing segments of the Information Technology Enabled Services (ITES) industry. Cost conscious companies in the world to gain cost savings has set up their back office operations in India. The BPO segment, which was virtually non-existent till a few years ago, has risen to be a US $2 billion industry and IDC expects it to grow at a CAGR of 54 per cent till 2006 to reach US $12 billion. A major portion of the revenues today come from customer care and back office processing services, according to IDC’s report. II. What is BPO? BPO is the contracting of a specific business task, such as payroll, to a third-party service provider. Usually, BPO is implemented as a cost-saving measure for tasks that a company requires but does not depend upon to maintain their position in the...
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...“Is Post-Appraisal Weeding good strategy?” Dilip Thosar Paper for The International Research Conference on HRM 25-26 August 2012 at MIT College of Management, Pune Is Post-Appraisal Weeding good strategy? Dilip Thosar Fellow Student, AHRD (Academy of Human Resources Development), Ahmedabad. ABSTRACT Many progressive Indian organizations are seen to annually lead a practice of weeding out their lowest-performing manpower, with the strategic intent of increasing their performance capability and competence. The genesis of this practice lies in the “20-70-10 principle” which states that the top 20% of workforce is productive, 70% work adequately and the remaining bottom 10% do not deliver and should be fired. During the annual appraisal, the head of every business team within the organization is asked to classify his/her team-members into top, medium and bottom performers. Those in the bottom bucket are asked to resign. This reportedly creates tremendous dissonance and unhappiness across the organization. There seems to be no evidence of the expected theoretical result of a continuously improving highperforming business unit. Even short-run competence is not reported to increase perceptibly. Notable is the expensive attrition and erosion of precious employee-engagement among residuals, with consequent burn-outs and reduced productivity. The significant negative outcomes of this practice seem to outweigh any positive potential. Literature studied and industry leaders decry it as...
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...Dissertation Synopsis | Topic: To identify Leadership Style and its influence on Team Effectiveness | 11/15/2013 INTRODUCTION LEADERSHIP Leadership style is the manner and the approach of providing direction implementing plans and motivating people.Leadership is just more than science;it is an art as well. The art of leadership varies from leader to leader. Different situations call for different kind of leadership styles. Kurt Lewin led a group of researchers to identify three major styles of leadership. They are: * Authoritarian or Autocratic * Participative or Democratic * Delegative or Free Reign Although effective leaders use all three styles, with one of them normally dominant, most leaders tend to stick with a one style. Some leaders are very task- oriented; they simply want to get things done. Others are very people oriented; they want people to be happy. And others are a combination of two. If you prefer to lead by setting and enforcing tight schedules, you tend to be more production oriented(or task oriented). If you make people your priority and try to accommodate employee needs, then you are more people oriented. TEAM EFFECTIVENESS The other dimension to the study is team effectiveness. According to the team effectiveness model, the following are the factors that affect team effectiveness. Teams can continuously improve their effectiveness by focussing on improving their functioning in five key areas – goals, roles, procedures, relationships...
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...Exploring Excellence PGDM (GM) (GMP 2013–14) AN AICTE APPROVED FLAGSHIP FULL-TIME MBA PROGRAM FOR EXPERIENCED PROFESSIONALS E-brochure http://www.placementkloud.com/xlrigmp 01 02 03 04 05 06 08 10 12 14 16 MESSAGE FROM THE DIRECTOR Learning and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to the growth of the organization. XLRI has always been proudly associated with academic excellence, personal values and social concern. It has been the crucible of leadership training for over 60 years and its banner is held high by a fine breed of alumni who serve as “change agents” thereby adding a new dimension to their corporate role. This integral and value based formation will greatly assist our students to be innovative, competent and creative leaders. They are groomed in a manner as to serve as agents of continuous improvement and change. It was in 1997 that XLRI recognized an unfulfilled need for formal management training at middle and senior levels of corporate strata. The result of that thought process was the General Management Programme, which has ever since, transformed several industry professionals into veritable leaders who reflect the standards and values of XLRI at various organizations. Recognized by AICTE, the programme places emphasis on stringent admission procedures...
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...The proportion of foreign institutional investors has gradually grown in the stock markets of developing countries as a result of financial globalization. This trend has led to an increasing concern as to whether these investors can influence the management decisions of the local firms in developing countries. This paper empirically investigates the impact of foreign institutional investors on corporate dividend policy in the Indian stock market. Using sample firms whose ownership by foreign investors was 5% or higher through the fiscal period from 2007 to 2011, we examine whether foreign institutional investors with more than 5% of a company's shares can exert a significant impact on dividends. In addition, we investigate if more shares that foreign institutional investors have over major shareholders and the more shares that foreign institutional investors have over the previous year, the stronger the impact of foreign institutional investors have on corporate dividend policy. This study empirically shows the impact of foreign institutional investors from the viewpoint of corporate governance in India, where local institutional investors play inadequate roles as Stakeholders. FII STRONGHOLD A look at the BSE-500 ownership pattern suggests that FIIs held as much as 15 per cent of the full-market capitalisation of the BSE-500 and a whopping 35 per cent of the freefloat market cap as of March 2011, thus providing them considerable influence over stock markets. Domestic institutions...
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...Strategy Template.dot Strategy INDIA INDIA June 28, 2010 BSE-30:17,575 The 100 Billion Dollar Club. We analyze Indian companies and their attributes such as (1) IPR (brand and technology), (2) financial and industrial assets and (3) natural resources that can propel them to US$100 bn market capitalization over a period of time. We also look at global experience to draw conclusions for India; every decade throws up new and interesting names. Finally, we assess operating factors that are required to achieve and sustain US$100 bn market capitalization. Asset-based companies: A few banks can and will get there Other than financial services companies, we are skeptical of any other asset-based company entering the US$100 bn league from India. Asset-based companies require constant reinvestment to grow and return on invested capital is not high enough in ‘mature’ businesses to create meaningful value. Most will trade at and around book value. IPR-based companies: A rarity in India and will likely remain so Infosys and TCS can make it to the US$100 bn league on a 15-16% CAGR in earnings up to FY2021E and 14-15X P/E multiple. However, their headcount-led services business could face issues of (1) scalability, (2) manpower and (3) margin pressure. We don’t see circumstances changing meaningfully in India for creation of large IPR-based companies. Resource-based companies: Few candidates but right policies critical RIL and ONGC are obvious candidates to get to US$100 bn market...
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...Annual Report 2014-15 Infosys Annual Report 2014-15 Narayana Murthy A tribute to our founders Nandan M. Nilekani S. Gopalakrishnan K. Dinesh The year 2014 was a milestone in our Company's history, when we bid farewell to three of our founders who held executive positions in the Company during the year – Narayana Murthy, S. Gopalakrishnan and S. D. Shibulal. Narayana Murthy stepped down as the Chairman of the Board on October 10, 2014. His vision, leadership and guidance have been an inspiration to Infosys, the Indian IT industry and an entire generation of technology entrepreneurs. He propelled the Company into accomplishing many firsts and in setting industry benchmarks on several fronts. He espoused the highest level of corporate governance standards that have defined Infosys over the years and made us a globally respected corporation. Between June 2013 and October 2014, he guided the Company through a period of stabilization and leadership transition. S. Gopalakrishnan stepped down as Vice Chairman of the Board on October 10, 2014. Kris, as he is popularly known, served the Company in several capacities over the last 33 years. As the Chief Executive Officer between 2007 and 2011, he steered the Company at a time when the world was faced with economic crises. Ranked as a global thought leader, Kris has led the technological evolution of the Company. S. D. Shibulal stepped down as the Company's Chief Executive Officer on July...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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...INVESTMAP Fact Sheet for June 2012 Toll Free 1800 425 5959 www.sundarammutual.com SMS SFUND to 56767 Email service@sundarammutual.com Sundaram Mutual Fund Track Record Equity Funds Fund / Benchmark Satish Ramanathan Sundaram Select Mid Cap BSE Mid Cap Index S&P CNX Nifty Index Srividhya Rajesh Sundaram Select Focus S&P CNX Nifty Index S&P CNX Nifty Index Sundaram Capex Opportunities BSE Capital Goods Index S&P CNX Nifty Index Sundaram Equity Plus S&P CNX Nifty(65%) & Price of Gold in INR(35%) S&P CNX Nifty Index J Venkatesan Sundaram Growth Fund BSE 200 Index S&P CNX Nifty Index Sundaram India Leadership S&P CNX Nifty Index S&P CNX Nifty Index Sundaram Financial Opportunities CNX Banks Index S&P CNX Nifty Index Sundaram Rural India BSE 500 Index S&P CNX Nifty Index Sundaram Entertainment Opportunities CNX Media Index S&P CNX Nifty Index Sundaram PSU Opportunities CNX PSE Index S&P CNX Nifty Index S Krishnakumar Sundaram SMILE Fund CNX Mid Cap Index S&P CNX Nifty Index Sundaram Energy Opportunities BSE Oil & Gas Index S&P CNX Nifty Index Sundaram Equity Multiplier S&P CNX 500 Index S&P CNX Nifty Index Jointly Managed by Srividhya Rajesh and S Bharath Sundaram Balanced Fund CRISIL Balanced Fund Index S&P CNX Nifty Index Jointly Managed by Srividhya Rajesh and J Venkatesan Sundaram Tax Saver BSE 200 Index S&P CNX Nifty Index S Bharath Sundaram Global Advantage Fund MSCI Index CNX Nifty 30/06/11 30/06/10 ...
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