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：
商品主題：General Management/Strategy; International Business
商品類型：Case (Field)
涵蓋議題：Business Policy;Competitive Strategy;Information Technology;Business Process Outsourcing;India
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 of iGATE Global Solutions, was reflecting on the strategic options before him with regard to the future of iGATE. The options were two-fold. Should iGATE continue to focus on its traditional markets of North America and the European Union, or should it change track to focus on India? The U.S. and E.U. 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 the economic downturn. Known as iTOPS, it was showing the promise of adding to both the top line and bottom line of iGATE.
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 business process outsourcing (BPO) companies to India. iGATE would be just another player in India with plain vanilla offerings and no 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. It was in this context that Murthy wondered what strategy he should pursue: iTOPS or India?
教學手冊：Aiming for the Top: iTOPS or India? - Teaching Note
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