Aiming for the Top: iTOPS or India?
商品編號：9B11M069
出版日期：2011/08/26
再版日期：
商品來源：Ivey
商品主題：General Management/Strategy; International Business
商品類型：Case (Field)
涵蓋議題：Business policy;developing countries;competetive strategy;emerging markets;information technology;growth strategy
難易度：4 - Undergraduate/MBA
內容長度：20 頁
地域：India, United States
產業：Information; Media &; Telecommunications;
事件年度：2011
In August 2010, Phaneesh Murthy, chief executive officer (CEO), iGATE Global Solutions (iGATE), was on a flight to India. He was reflecting on the strategic options before him of late, with regard to the future of iGATE. The options were two-fold. Should iGATE continue to focus on its traditional markets of Americas and the European Union (EU), or should it change track to focus on India? _x000D_
_x000D_
The U.S. and the EU markets had been growing at less than four per cent since 2008, and this would likely continue until 2013. However, iGATE had developed a product tailored to the specific needs of customers in the developed world who were facing economic downturn. Known as iTOPS, it was showing the promise of adding to both the top line and bottom line of iGATE._x000D_
_x000D_
The IT-enabled services market in India was growing at an average of 14.5 per cent for the period of 2008-2013. The promise of top line growth had drawn many global BPO companies to India. iGATE would be just another player in India with plain vanilla offerings and without any differentiation. The domestic market was competitive. The commoditization of its BPO products and services had, of course, opened up an opportunity to develop a product tailored to Indian needs but iGATE had no such offering in the pipeline._x000D_
_x000D_
It is in this context that Murthy wondered what strategy he should pursue: iTOPS or India?
教學手冊：
補充材料：