Success of Wipro (Executive Summary)

A decade ago, Wipro was an anonymous conglomerate selling cooking vegetable oil and personal computers, more or lessly in India. Today, it is a $930 million-a-year global company, and most of its business comes from information-technology services. Since 1997, Wipros revenue has heavy(a) by an average of 26% a year while profits dumbfound grown by 69%. (http://www.eetimes.com/pressreleases/bizwire/70192) Its 15,000 technologists write softw are, integrate back-office solutions, design semiconductors, right applications, take orders, and field help calls for some of the biggest companies in the world. Wipro hosts cultivation centers for Hewlett-Packard, GM, GE, and dozens of other huge global companies. They are as good at doing all of that as anyone in the world. And because they lavatory take advantage of lower Indian wages they are cheaper than comparable American companies.

        It is an irresistible force, and its on the rise. Three geezerhood ago, Bangalore was the software worlds biggest software body shop, offering coders at $2 an hour. Now Wipro and a few rivals are moving upstream, hesitation into such high-value services as consulting, integration, and architecture. Increasingly, Wipro is competing with Accenture, EDS, IBM, and the big accounting firms.

        The competition, meanwhile, seems to have learned to respect Wipro and is taking a page from their success. world(prenominal) tech-services firms have awakened to the new, low-cost, high-quality IT services India offers.



Accenture, IBM, and Electronic Data Systems are moving into India aggressively. Together, the three companies have hired new cater over the past year and are renting quality office space in Bangalore and elsewhere. (http://www.satyam.com/homenews/documents/it2004_giga.pdf)

        Wipro continues to meet the challenge of it competitors. impertinent business will come, because domestic and international companies are feel to slash costs. For Wipro, its all about turning that opportunity into an modulation point. Its about restructuring straightforward commodity work into high-value partnerships. Its about selling...

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