service mark it

8/3/2019 Service Mark IT

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S ERVICE MARKETING

Group members.

Aaditya Rathod__________01Sushil singh_____________47

Gaurav singh____________58


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A ADITYA RATHOD .


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INT RODUC TI ON

con cerned with te chnology to treat information.The a cquisition, pro cessing, storage anddissemination of vo cal, pi ctorial, textual andnumeri cal information by a mi croele ctroni cs-basedcombination of computing and tele communi cationsare its main fields.The term in its modern sense first appeared in a 1958arti cle published in the Harvard Business Review , inwhi ch authors Leavitt and Whisler commented that"the new te chnology does not yet have a singleestablished name.We shall call it information te chnology ( IT) .Some of the modern and emerging fields of Information te chnology are next generation webte chnologies, bioinformati cs, cloud computing, globalinformation systems, large s cale knowledgebases, et c


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W A T I S IT

IT is the area of managing te chnology and spans widevariety of areas that in clude computer software,information systems, computer hardware,programming languages but are not limited to thingssu ch as pro cesses, and data constru cts.In short, anything that renders data, information orper ceived knowledge in any visual format whatsoever,via any multimedia distribution me chanism, isconsidered part of the IT domain.IT provides businesses with four sets of core servi cesto help exe cute the business strategy: businesspro cess automation, providing information,conne cting with customers, and produ ctivity tools.


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IT professionals perform a variety of fun ctions ( IT Dis ciplines/Competen cies ) that ranges from installingappli cations to designing complex computer networksand information databases.

A few of the duties that IT professionals perform mayin clude data management, networking, engineeringcomputer hardware, database and software design, aswell as management and administration of entiresystems. Information te chnology is starting to spreadfurther than the conventional personal computer andnetwork te chnologies, and more into integrations of other te chnologies su ch as the use of cell phones,televisions, automobiles, and more, whi ch isin creasing the demand for su ch jobs.


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W IP ROW IPRO MARKETS ITSELF

Wipro fo cuses largely on "pull" marketing initiatives,targeting prospe ctive clients while they are sear ching forrelevant IT information. Mostly this means Web-basedmarketing with four key components:Sear ch engine promotionThought leadership content on leading IT portals anddire ctoriesWeb seminars and eventsWebsite content

Wipro's own Website is the ful crum of the entire lead-generation program. The marketing team has investedheavily in creating a wide range of material to show casecompany capabilities and su ccesses, demonstrate thoughtleadership, and provide intera ctive opportunities forprospe ctive clients to sample Wipro's wares.


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Wipro uses spe cial offers and more than 400 case studies toget visitors to demonstrate and register their spe cifi c interests. Comprehensive Web monitoring provides regularanalysis of what is and is not working and what role theWeb is playing in lead generation and relationship

development.

Building on the "pull" elements, Wipro uses permissionmarketing to strengthen relationships and move prospe ctsalong the sales cycle. Spe cifi c initiatives in clude telesales,dire ct mail, and industry-based newsletters. In all cases,the marketing team relies on the prospe ct database tocreate carefully targeted lists based on in coming traffi c,client profiles, and ongoing Web a ctivity. This helps createthe greatest possible impa ct from the limited "push"a ctivities. Typi cal marketing campaigns today target as fewas 30 to 50 a ccounts.


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Many firms talk of a single view of the customer, yet just as many are saddled withdisparate databases and un coordinated marketing and sales a ctivities. The common resultis that some prospe cts are bombarded with confli cting messages through different channelswhile others simply fall through the cra cks.Wipro fa ced exa ctly that challenge several years ago and invested in the creation of a singleprospe ct intelligen ce database that provides a complete view of all marketing and salesintera ctions with prospe ct companies as well as extensive profile information. The databasenow in cludes detailed data on multiple conta cts from almost every company in the Fortune

1,000 and more than 17,500 senior management conta cts in all. The database is so effe ctivethat Wipro no longer buys lists of any kind to support its marketing efforts.

Results from Wipro's integrated lead-generation program have greatly ex ceededexpe ctations and created an extremely high return on marketing investment. Along with asurge in qualified leads has come a greatly a ccelerated sales cycle. The typi cal six- to nine-month sales cycle has been shortened to 30 days in some cases. Leads are converted tosales far more qui ckly be cause the targeted approa ch is more personalized and fo cused.The parti cular ta cti cs at the heart of Wipro's program are well known, if not always well

developed. N o doubt Wipro has done a great job in improving its Website, developingnewsletter and Web events, and targeting the right prospe cts. And it is certainly helped bybeing in a growing market. Yet the great power and the most important lessons of theprogram lie in its integrated nature and its dis ciplined exe cution.


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INBOUND & OUTBOUND

Global Data Synchronization for Distributors

As a criti cal link in the supply chain, distributorstoday need to be aware of the industry-widedevelopments in the area of Global DataSyn chronization, determine the business case for itsadoption and finally chart out a roadmap forimplementation.

Achieving Data Synchronization


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D IAGRAMMATIC R EPRESENTATION


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S USHIL SINGH .


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W IPRO S ERVICE O FFERINGS A large number of Wholesale distributors like Aramark, Sodexho Allian ce andIkon offi ce solutions figured in the list of Outstanding Outsour cing servi ceproviders released by The International Asso ciation of Outsour cingP rofessionals ( I AO P) . The changing revenue mix and widening portfolio of servi ces is redefining the role of distributors like never before.

Wholesale food distributors want to emerge as supply chain spe cialistsmanaging all the core fun ctions like warehousing, fulfillment, in boundlogisti cs and store design for their customers. Food servi ce distributors offerthe broadest spe ctrum of servi ces ranging from fa cilities management for biginstitutional clients to re cipe management for independent restaurants.Ele ctroni c component distributors play a cru cial role in the components supplychain by complementing their line card with other value added servi ces likecomponent sele ction, materials management, Vendor managed inventory,programming, environmental complian ce and design servi ces. Similarly

building material suppliers offer proje ct management and pre fabri cationsupport to professional contra ctors thus playing a key role in areas that weretraditionally owned by the constru ction company.

The su ccess of many distributors in offering these value added servi ces can beattributed to one or more of the following reasons:


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Distributors have the opportunity to leverage traditional strengths inorder fulfillment and logisti cs management to offer a host of supplychain servi ces. Customers are in creasingly willing to outsour ce noncore a ctivities to distributors. Distributors are uni quely positioned toknow supplier innovation and also understand customer demandproviding them with the ability to offer several demand generation,produ ct installation and support servi ces.

Technology can play a key role in helping distributors to offer severalother value added servi ces or s cale up these servi ces with greaterconfiden ce. Sometimes a distributors IT investment for internalpro cess effi cien cy/ data a ccura cy can also enable him to offer a valueadded servi ce. For example an ele ctroni c component distributorsP rodu ct Information management investments also empowers thecompany to offer component information servi ce as a fee based servi ceto OEMs, contra ct manufa cturers or Ele ctroni c Manufa cturingServi ce (EMS ) providers. Technology investments can also empower adistribution company to a ccomplish the following:


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P rovide Global Data Syn chronization ( GDS ) asa value added servi ce to customersSupport VM I schemes serving as the single point

of conta ct and contra ct complian ce for bigsuppliersCompete with 3 P L players to provide orderfulfillment and in bound logisti cs servi ces


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P rovide Global Data Syn chronization ( GDS ) as a value added servi ce to customers

Support VM I schemes serving as the single point of conta ct and contra ct complian ce for big suppliers

Compete with 3 P L players to provide order fulfillment and in bound logisti cs servi ces

Distribution Framework

Common Product Catalog

Wipro can commission a pilot implementation on a pre agreed s cope involving a few produ ct categories, SKUs oroperating companies and then engineer a full s cale roll out.

Reverse logistics

Our reverse logisti cs solutions help seamless collaboration between retailers and suppliers by providing completevisibility and thus in creasing reverse logisti cs velo city and consumer satisfa ction. Wipros ready to implement portalsolution en compasses effi cient pro cesses that aid in drasti c redu ction of inventory levels, minimize operational costs inreal-time through automated workflow and improved inventory and resour ce utilization.

Centers of Excellence (CoE)

Wipros ability to provide business-fo cused solutions stems from the fa ct that Wipros delivery organization issupported by "Centers of Ex cellen ce" comprising of a dedi cated team of domain experts and fun ctional ar chite cts. Thisenables us to provide winning business solutions for the uni que problems fa ced by Wipros clients and help themproa ctively respond to industry trends.

The CoE helps build P oint Solutions and Frameworks with reusable plug and play components that help in developinghigh performan ce solutions to enable faster deployment and end-to-end verifi cation & validation before final roll-out.In Store

In Store CoE helps retail organizations stream line their store operations and benefit by improve customer retentionand redu cing shrinkage. The CoE offers its domain expertise in P oint of Sale ( P OS ) systems, Loss prevention, GlobalData Syn chronization and Customer Loyalty management. The CoE possesses expertise to help customers make buildversus buy de cisions and has developed frameworks and prototypes that streamline and standardize implementationpro cesses.


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Supply ChainWipros Supply Chain a ctivities en compass business consulting, end-to-end business pro cess re-

engineering, produ ct evaluation and implementation. The CoE has competen cies in P ro cess Assessment,Contra ct Management, Supplier Management, C P FR, Demand Fore casting, Complian ce (su ch as SarbanesOxley Complian ce), Warehousing, Global Sour cing and Transportation.Merchandising & Pricing

The areas of expertise of the Mer chandizing & P ri cing CoE in clude te chnology, domain and pro cessconsulting in mer chandize planning, category management, pri ce and markdown management and retailer-supplier collaboration.RFIDWipro RF ID Competen ce centre provides a comprehensive portfolio of E P C/RF ID solutions and servi ces tomeet the retailers mandate and to automate the business operations of C P G companies looking beyondcomplian ce. Wipros servi ces span the compete progression through building business case, RF ID roadmap,integration and deployment.

Business AnalyticsThe Business A nalyti cs CoE is fo cused on leveraging cutting edge analyti cal tools & te chnologies tofa cilitate better de cision making a cross the complete value chain of C P G organizations. Wipro developsbusiness cases and data models, leverages on in-house analyti cal expertise and builds best pra cti ces tomeasure and improve performan ce.Trade Promotion ManagementThe TP M C oE offers a comprehensive approa ch for trade promotion business pro cess assessment, gapidentifi cation and re commendations for improvement. Wipros servi ces span from Trade P romotionTechnology solution evaluation, enablement, deployment and help consumer goods companies redu ce cost bymanaging Trade P romotion Administration and Analyti cs.Manufacturing Execution Systems

The Manufa cturing CoE has developed competen ce on ER P tools su ch as SA P , Ora cle, JDE, Lawson, et c,and con centrate on building seamless integration of ER P with criti cal shop floor systems. As part of itsofferings, it also provides Analyti cs and Reporting solutions fo cusing on area su ch as Manufa cturingIntelligen ce and Dashboards.


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G AURAV SINGH


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RESEARCH & DEVELOPMENTSudip N andy is responsible for setting and driving the strategi c dire ction of Wipro Technologies globally. His responsibilities in cludemergers and a cquisitions for Wipro as well as strategi c partnershipsto expand Wipros footprint. Inorgani c growth has been a key driverin Wipro for getting deeper domain-expertise, adding new servi ce-lines and fuelling rapid growth. In addition to the above he is alsoresponsible for the Mi crosoft Business Unit, a group that worksa cross all verti cals to implement leading edge te chnologies fromMi crososft.

In the 1990s the B P O Business model was su ch that most of the U.S.and European companies began to do mu ch of their work in India.Then came another phase of innovation in the B P O [business pro cessoperations] industry where the Indian companies now a ccount foralmost 20% of India's exports. The third wave is where the companiesare setting up R&D centers in India. Morgan Stanley (MS ) has set upa large center in Mumbai where they are doing signifi cantmathemati cal modeling in terms of e quity interpretation, riskassessment, risk management. Wipro's R&D business is over $550million and represents nearly one-third of total revenues.


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At Wipro there is an innovation coun cil consisting of the champions fromdifferent te chnology domains, pra cti ces, and verti cal business units, whi chessentially sets strategy and dire ction and approve funding. They also havecenters of ex cellen ce in ea ch of the verti cals, su ch as retailing andmanufa cturing. Wipro has roughly between 900 and 1,000 employees workingin innovation. In terms of total value, the combined innovation revenue lastyear was about 5%, and our target is 10% over a three-year period.

Azim P remji believes that making R&D free of a ccountability is the biggestmistake committed. Eventually, R&D has to be linked to business profit. R&Dhas got to get routed into deliverables. N ot being diverse is another mistake.The composition of human resour ces in R&D, espe cially male-female ratios, isimportant. The breakthrough innovation of low- cost flexi-pa cks for consumergoods [su ch as shampoo] was really pioneered in India by a team of women.Having a certain portfolio of proje cts is also very important. Wipro has takenon six proje cts this year, whi ch are being called as quantum innovation, of signifi cant size and risk, whi ch will probably start showing results in 12 to 24months. An Indian engineer from a good university costs between $8,000 and$9,000 a year compared with $45,000 in the U.S. or Europe. Indian salaries arerising about 12% a year and Ameri can salaries are going up at 3% a year, so itwould take more than 30 years for the two to converge.


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The key issue is supply, not cost. Wipro is in creasing the basket of talent available to them by digging down into the se cond- and third-and fourth-level universities to retrain engineers and make them intosu ccessful software engineers. They are lending fa culty and offeringe-learning courses to students. The Company follows pro cesses andsti cks to quality matrix.

For years companies have made profits almost solely on the basisthat their labor has been cheaper and more fluent in English than therest of the world. With demand for labor and thus its cost risingqui ckly in India, however, it is clear to most that this formerlylu crative business model is qui ckly coming to an end. A number of larger outsour cing firms are as a result attempting to move up theoutsour cing food chain by offering higher level servi ces. One of thehighest is resear ch and development, whi ch re quires innovativethinking and te chnology. If Indian companies are able to gain astronger foothold in this arena they will begin to complete thetransition of creating an e conomy not based on cheap labor alone buton competitive advantages that yield a higher margin return. EETimes UK Reports:


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VALUE CHAIN ANALYSIS OF W IPRO LTD .

Employee Feedback & Communication:Wipro as an organization believes in Conne cting and Listening to people.

Channel W the employee portal, has been creating a de fa cto Wipro community by allowing Wiproites tointera ct, disseminate information on things they most cherish. The intranet ensures that the entireorganization is wired and there is meaningful ex change of information / views a cross domains andgeographies. Key se ctions en courage employee parti cipation and communi cation through bulletin boardsand chat rooms among other things.Employee feedba ck and continuous improvement is a cornerstone of our progress. We believe that the mostworthwhile inputs for betterment of people pra cti ces come from employees themselves, as they are thecustomers. We have various pro cesses in pla ce, whi ch ensure that employee feedba ck rea ches seniormanagement.

W10 is a dipsti ck survey with 10 questions whi ch che cks the satisfa ction level on issues, whi ch affe ct thehealth of the workpla ce and supervisory effe ctiveness. The feedba ck given by employees is shared withmanagement through s core cards.

Employee P er ception Survey: We condu ct employee satisfa ction surveys every two years. Employees areen couraged to give comments and rank the organization on certain areas /satisfa ction drivers. Topmanagement then prepares a timely a ction plan to address the areas of con cern and task for ces are createdto fo cus on improvement areas and implement a ction.

A ction plan (Meet your people program ) - The W10 s cores provide the trigger to managers /supervisors tomeet their teams and resolve issues whi ch create dissatisfa ction in the workpla ce.Skip Level: We believe that team feedba ck is an important parameter of leadership development as well asteam cohesiveness. A Skip level meeting is a formal team feedba ck session fa cilitated by HR as well as thesupervisors supervisor. This is an institutionalized pro cess in Wipro and managers see great merit in it asthey get feedba ck from the team that affe cts team performan ce and can make mid- course corre ctions toimprove effe ctiveness at work.

N ew Managers Assimilation P rogram ( N MA ): Sin ce teamwork is highly valued, assimilation of a newmanager in team play is a very criti cal part of his/her indu ction to the company. I t enhan ces team bondingand aims at consensus and collation of con cerns, the challenges ahead, "must-know-about-manager" et c.from the team.


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Corporate CultureEveryday at Wipro is challenging and thought-provoking. What is tested isyour drive, enthusiasm and initiative. N ew ideas are appre ciated andinnovation is en couraged- if you have a suggestion and a plan to take itforward- you will get all the ne cessary support to transform it into a ction.Beyond WorkThere is a whole lot that Wiproites do beyond the job per se. We ensure thatyou get an opportunity to express and enjoy yourself at the workpla ce!We engage in a ctivities with great energy, free spirit, and commitment tohuman values and this has played a signifi cant role in our su ccess story so far.

A ctive, unhindered parti cipation brings us closer to ea ch other and to ourselvesand making work fun and meaningful.There are numerous events, whi ch are organized for our people throughout the

year. These span our peoples interests, the festivals that they celebrate andthe fun we ensure they have! Whether it is the Dandiya festivities, the WorldEnvironment Day celebrations or a chat with Sri Sri Ravishankar on ouremployee portal Channel W- it is all happening at Wipro!W orkplace DiversityWipro seeks to build a climate that wel comes, celebrates, and promotes respe ctfor the entire human ra ce. In our commitment to diversity, we wel come peoplefrom all ba ckgrounds and seek to in clude knowledge and values from variouscultures. The con cept and dimensions of diversity are advan ced andin corporated into every aspe ct of the organization. Dimensions of diversityin clude, but are not limited to, the following: ra ce, ethni city, religious belief,sexual orientation, sex/gender, disability, so cioe conomi c status, culturalorientation, national origin, and age. The implementation of the commitmentto Diversity rests with the organization as a whole. However, in addition to thispersonal commitment and involvement, we have instituted a DiversityCommittee to implement effe ctively the philosophy and intent of theorganization with respe ct to diversity.


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Business Level ProgramWipro Leaders Qualities SurveyWipro Leaders Qualities Survey, whi ch started in 1992, is one of our oldest leadershipdevelopment initiatives. I t has su ccessfully contributed in our endeavor to nurture top classbusiness leaders in Wipro. We have 8 Wipro Leadership Qualities, whi ch are based onWipro vision, values and business strategy. In order to identify and help leaders developthese competen cies we adopt a 360-degree survey pro cess. This is an end-to-end program,whi ch starts with the obtaining of feedba ck from relevant respondents and ends with ea chleader drawing up a P ersonal Development P lan ( P DP) based on the feedba ck re ceived. TheP DP is developed through Winds of Change whi ch is a seven-step program that helps inidentifying strengths and improvement areas, and determining the a ction steps.Leadership Lifecycle ProgramsWipro has developed an approa ch for Life Cy cle Stage Development P lan. T raining anddevelopment programs at various stages have been designed by mapping the competen ciesto spe cifi c roles. Competen cies spe cify the spe cifi c su ccess behaviors at every role.

Entry-level program (EL P) - The program covers the junior management employees withthe obje ctive of developing managerial qualities in the employee. The target group iscampus hires and lateral hires at junior level.N ew Leaders P rogram ( N LP) - I t is popularly known as N LP and aims at developingpotential people managers, who have taken su ch roles or are likely to get into those roles inthe near future.Wipro Leaders P rogram (WL P) - This program is for middle level leader with people,pro cess, business development and proje ct management responsibilities. These leaders arelike the flag bearers of Wipro values and Wipro way of doing business. They not only walkthe value talk but they also have a responsibility of assimilating new leaders with theWipro culture.Business Leaders P rogram (BL P) - This is for senior leaders with business responsibility.

At this level, people are trained up for revenue generation; and P rofit & Lossresponsibilities. The program covers commer cial orientation, client relationshipdevelopment, and team building and performan ce management responsibilities amongother things.Strategi c Leaders P rogram (SL P) - This program covers top management employees. Thefocus is on Vision, Values, Strategy, Global Thinking and A cting, Customer Fo cus andBuilding Star P erformers. Wipro ties up with leading


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y Managing Performance

The Wipro philosophy has a clear thrust on

performan ce enhan cement. We have a systemati c androbust pro cess for planning, implementing, reviewing,and evaluating performan ce of our employees. Theentire pro cess is online, whi ch ensures s calability andstandardization. We ensure that employees re ceiveperiodi cal feedba ck and that the Development P lan

forms a signifi cant part of the entire performan cemanagement pro cess.

Reward Philosophy

Exemplary performan ce is un questionably rewardedat Wipro. There are various awards and re cognitionprograms, whi ch have been institutionalized a crossbusinesses. We also constantly endeavor to enhan ceour reward program to align it with changes inemployee motivators and business drivers.


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Business Products

Wipro Technologies y IT Services

y Product Engineering Solutions

y Technology Infrastructure Services

y Business Process Outsourcing

y Consulting Services

Wipro Infotech Ltd. Notebooks

Desktops

Servers

Enterprise Products

Sun Servers

IBM Servers

Business Application and Development

Data Warehousing

Technology Integration

Wipro Consumer Care & Lightning Fast Moving Consumer Goods

Wipro Infrastructure Engineering Construction, Mining, Agriculture, Ports

Wipro GE Medical Systems Ltd. Medical systems

Wipro Biomed Specialty Products

Life Sciences

Diagnostic

Medical Systems

Managed Services

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