How To Learn WIPRO MANAGEMENT FOR BUSINESS

How To Win Clients And Influence Markets with WIPRO MANAGEMENT FOR BUSINESS

History of Wipro

The company was incorporated on December 29, 1945, in Amalner, India, by Mohamed Premji as Western India Vegetable Products Limited, later renamed as Wipro. It was established as a producer of vegetable and refined oil under the trade names of Kisan, Sunflower and Camel.

In 1966, after the death of Mohamed Premji, Azim Premji took over Wipro as the chairman at the age of 21.

Shift to IT Industry

During the 1970s and 1980s, the company focused on new opportunities in the computer and IT industry, which existed in India at that time. On June 7, 1977, the company's name was changed from Western India Vegetable Products Limited to Wipro Products Limited. In 1982 the name changed again from Wipro Products Limited to Wipro Limited. In 1999, Wipro was listed on the New York Stock Exchange. In 2004, Wipro became the second Indian IT company to achieve an annual revenue of $1 billion.

In 2012, Wipro spun off its non-IT business into a separate company called Wipro Enterprises.[14] [15] [16] Before the split, these businesses, mainly in customer care, lighting, furniture, hydraulics, water treatment and medical research, accounted for about 10% of Wipro's total revenue.

A Customer Experience Improvement Framework for Communication Service Providers

Communication services are the foundation of our connected lives in the digital world. Today, communications service providers (CSPs) have evolved from providing basic voice and telephony services to entertainment and other useful services. However, despite the demand for these services, media companies face many challenges, including the decline in voice, the rise in network investment, and the growing threat from top players. - Top (OTT).

Telco Industry Challenges in the Digital World

The services provided by media companies are the foundation of our connected lives in the digital world. However, despite the importance of these services, the health of the telecommunications industry faces many challenges, including:

Declining Core Revenue Stream: Competitive and regulatory pressures are affecting the telecommunications industry. Free and low-cost voice services have created a revenue stream for voice and text messaging services for CSPs. The growth of OTT players is a growing threat. Today, Skype carries nearly 25% of international long-distance traffic, and services like Apple's iMessage are putting more pressure on CSPs. Volume-based rates have fallen due to regulation.

Data Monetization Gap. Fixed broadband networks in mobile phones are experiencing bursts in data traffic due to the adoption of bandwidth-intensive applications such as video streaming, online gaming and social networking. However, this increase in data traffic has not translated into a commensurate growth in CSP revenue. In fact, the gap between data traffic and service providers' income continues to grow, with data growth expected to increase 9 times between 2012 and 2016 (see Figure 1) 3. On the other hand, investment is necessary to expand capacity and coverage and continue with technological progress that continues to grow, affecting more profits.

Falling Value Perception. Advertising companies continue to perform well in terms of customer perceived value. Although CSPs have built the network and infrastructure systems that enable service delivery, consumers view them as bitpipe providers, offering OTT players such as Apple, Google and Amazon for useful services. added and blamed the CSPs for the service interruption. OTT players have benefited from this idea of value creators, to the detriment of CSPs.
Rapidly Changing Consumer Preferences. CSP's legacy networks, systems and processes have not kept pace with rapidly changing customer preferences for new services. For example, customers increasingly want instant billing information and prefer online channels over traditional channels for service consumption. In addition, the growing variety of devices and the demand for high-bandwidth content have placed great demands on the network. The inability of CSPs to meet customer expectations has left customers dissatisfied and angry.

What is the business model of Wipro?

Wipro has a wide range of businesses, without much differentiation between customers. The company focuses its contributions to organizations across all industries. That said, most of its clients are in the education, financial services, manufacturing, and telecommunications industries.

Business segments

Wipro is a leading provider of information technology products and services. The company operates in two reportable areas:

IT Services : Provides a wide range of IT and IT services including customer-centric design, digital strategy consulting, technical consulting, custom application design, IT consulting, development, system integration, maintenance and repair, package implementation, research services, infrastructure services worldwide. , business process services, research and development, and hardware and software design. In the most recent fiscal year, it accounted for 94% of the company's total revenue
IT Products : Offers a variety of third-party IT products, which enable the company to provide comprehensive IT system integration services. Products include computing, networking solutions, platforms and security, enterprise information security, and software products including databases and operating systems. Last fiscal year, it earned 6% of the company's revenue.

Business model of Wipro

Customer Segments

Value Proposition

Wipro offers three main value propositions: innovation, efficiency and brand/position.

The company emphasized the new in its history. He entered the growing information technology industry in early 1981. He pioneered the business of home PCs in 1985. Finally, it was one of the first companies to develop the Offshore Development Center concept.

The company has demonstrated strong service for its customers. An example of a high profile includes a large manufacturer of heavy equipment. Wipro IT services helped him as follows:

Reduced labor costs by 10-15%
Increase loyalty and end-owner retention by 10-12%
Achieved 15% operational savings and 5% margin improvement.
Downtime has been reduced due to increased mechanical activity
Best-in-class security enabled.

Cost Structure

Wipro has a cost-effective approach, seeking to reduce expenses through extensive automation and cost-effective planning. Some of the drivers pay the most in sales/marketing and administration, but this fee is paid.

Revenue Streams

Wipro has two sources of income: income from the sale of products and services.

Wipro Balance Sheet

Wipro

Previous Years »

Standalone Balance Sheet

------------------- in Rs. Cr. -------------------

	Mar 22	Mar 21	Mar 20	Mar 19	Mar 18

	12 mths	12 mths	12 mths	12 mths	12 mths

EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital	1,096.40	1,095.80	1,142.70	1,206.80	904.80
Total Share Capital	1,096.40	1,095.80	1,142.70	1,206.80	904.80
Reserves and Surplus	53,254.30	44,145.80	45,311.00	48,185.20	41,357.80
Total Reserves and Surplus	53,254.30	44,145.80	45,311.00	48,185.20	41,357.80
Total Shareholders Funds	54,350.70	45,241.60	46,453.70	49,392.00	42,262.60
NON-CURRENT LIABILITIES
Long Term Borrowings	5.70	14.10	25.10	22.00	72.40
Deferred Tax Liabilities [Net]	0.00	130.50	0.00	10.40	46.30
Other Long Term Liabilities	2,788.60	2,129.20	2,170.50	1,309.50	1,085.30
Long Term Provisions	64.10	88.50	213.30	119.60	168.80
Total Non-Current Liabilities	2,858.40	2,362.30	2,408.90	1,461.50	1,372.80
CURRENT LIABILITIES
Short Term Borrowings	7,673.40	5,791.20	5,001.90	5,052.20	4,647.70
Trade Payables	4,685.10	4,348.50	4,542.60	4,765.50	4,176.20
Other Current Liabilities	9,446.90	6,705.30	5,769.10	5,397.90	5,418.60
Short Term Provisions	1,368.30	1,287.40	1,130.20	929.00	793.40
Total Current Liabilities	23,173.70	18,132.40	16,443.80	16,144.60	15,035.90
Total Capital And Liabilities	80,382.80	65,736.30	65,306.40	66,998.10	58,671.30
ASSETS
NON-CURRENT ASSETS
Tangible Assets	7,386.60	6,578.70	5,863.30	3,874.20	3,802.60
Intangible Assets	651.10	709.40	776.10	526.80	564.40
Capital Work-In-Progress	1,584.50	1,848.00	1,873.50	2,112.70	1,290.60
Fixed Assets	9,622.20	9,136.10	8,512.90	6,513.70	5,657.60
Non-Current Investments	16,557.20	8,206.70	7,735.00	8,250.30	5,841.60
Deferred Tax Assets [Net]	53.30	47.40	433.30	391.00	452.00
Other Non-Current Assets	2,377.90	2,966.60	2,911.90	4,112.70	3,752.80
Total Non-Current Assets	28,610.60	20,356.80	19,593.10	19,267.70	15,704.00
CURRENT ASSETS
Current Investments	24,073.70	17,495.20	18,963.50	21,998.80	24,841.20
Inventories	87.50	91.00	174.10	340.30	294.30
Trade Receivables	9,295.40	8,046.20	9,257.00	10,648.60	9,502.00
Cash And Cash Equivalents	4,898.10	9,783.20	10,444.00	10,390.20	2,322.00
Short Term Loans And Advances	1,913.00	4,201.50	947.20	0.00	0.00
Other Current Assets	11,504.50	5,762.40	5,927.50	4,352.50	6,007.80
Total Current Assets	51,772.20	45,379.50	45,713.30	47,730.40	42,922.20
Total Assets	80,382.80	65,736.30	65,306.40	66,998.10	58,671.30
OTHER ADDITIONAL INFORMATION
CONTINGENT LIABILITIES, COMMITMENTS
Contingent Liabilities	8,271.50	1,999.00	2,693.50	2,618.90	16,696.10
CIF VALUE OF IMPORTS
EXPENDITURE IN FOREIGN EXCHANGE
Expenditure In Foreign Currency	25,960.20	21,329.50	22,949.10	23,036.20	20,783.10
REMITTANCES IN FOREIGN CURRENCIES FOR DIVIDENDS
Dividend Remittance In Foreign Currency	-	-	-	-	-
EARNINGS IN FOREIGN EXCHANGE
FOB Value Of Goods	-	-	-	-	39,180.70
Other Earnings	54,849.00	46,344.70	46,079.40	44,458.40	-
BONUS DETAILS
Bonus Equity Share Capital	1,094.34	1,094.34	1,141.18	1,205.19	885.67
NON-CURRENT INVESTMENTS
Non-Current Investments Quoted Market Value	4.10	2.60	-	-	-
Non-Current Investments Unquoted Book Value	16,553.10	8,204.10	7,735.00	8,250.30	5,841.60
CURRENT INVESTMENTS
Current Investments Quoted Market Value	19,090.20	13,138.20	13,546.10	14,201.80	15,289.10
Current Investments Unquoted Book Value	4,983.50	4,357.00	5,417.40	7,797.00	9,552.10