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Newpaper24 - Global online News around the World has-cognizant-s-consulting-capability-withered-amid-demands-from-elliott-management-to-lower-costs Has Cognizant's consulting functionality withered amid calls for from Elliott Administration to decrease prices?, Know-how Information, ETtech - NEWPAPER24  Newpaper24 - Global online News around the World has-cognizant-s-consulting-capability-withered-amid-demands-from-elliott-management-to-lower-costs Has Cognizant's consulting functionality withered amid calls for from Elliott Administration to decrease prices?, Know-how Information, ETtech - NEWPAPER24

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Has Cognizant’s consulting functionality withered amid calls for from Elliott Administration to decrease prices?, Know-how Information, ETtech – NEWPAPER24

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Has Cognizant’s consulting functionality withered amid calls for from Elliott Administration to decrease prices?, Know-how Information, ETtech

2018-02-15 04:10:50

An industry observer says there are two methods of seeing this. “One, consulting is now mainstream, so there is no such thing as a want for D’Souza to spend time on it. The opposite manner of taking a look at it’s, consulting has misplaced significance and turn out to be like every other perform.”

A decade in the past, Cognizant Know-how Options was an outlier. A $2-billion IT providers firm, headquartered within the US, with a 39-year-old chief government in Francisco D’Souza.It was primarily based on an concept that, by 2011, advanced right into a full-blown consulting unit referred to as Cognizant Enterprise Consulting (CBC). And D’Souza by no means uninterested in describing it together with his trademark earnestness to investor analysts, even in finish 2015: “A robust consulting follow is crucial to serving to (our) shoppers envision and implement the various transitions dealing with their companies.”

For eight years, the corporate walked the trail till all of the sudden, in July 2017, CBC world head Mark Livingston left after rising the consulting follow to round 5,700 folks. Previously with Deloitte and AT Kearney, Livingston had logged in in November 2008 and, as government vice-president, reported to D’Souza immediately.

CBC, run by senior vice chairman Chell Smith, now comes below Prasad Chintamaneni, an government vice-president reporting to president Raj Mehta, who, in flip, reviews to D’Souza.An industry observer says there are two methods of seeing this. “One, consulting is now mainstream, so there is no such thing as a want for D’Souza to spend time on it. The opposite manner of taking a look at it’s, consulting has misplaced significance and turn out to be like every other perform.”

If the latter holds true, it marks an enormous cultural change for the corporate. Apparently, a diminished function of its consulting follow will contribute to raised margins — a requirement made in November 2016 by its most vocal activist shareholder Elliott Administration.

Newpaper24 - Global online News around the World 1518692648_616_has-cognizants-consulting-capability-withered-amid-demands-from-elliott-management-to-lower-costs-technology-news-ettech-newpaper24 Has Cognizant's consulting functionality withered amid calls for from Elliott Administration to decrease prices?, Know-how Information, ETtech - NEWPAPER24

The Pledge: Consulting

“Consulting is a crucial element of our providers portfolio,” D’Souza advised analysts in November 2015. “It has turn out to be an integral a part of our complete strategy to serving to shoppers drive digital transformation.”

Lakshmi Narayanan, who stepped down from the Cognizant board in April final yr, as soon as recalled how consulting had been a part of the corporate’s DNA since 1999. It started by going to administration faculties XLRI and IIM Calcutta to rent MBA grads. “We didn’t need to parachute consultants prime down, however develop it floor up as a result of consulting needed to be a part of a collaborative tradition.”

Consulting fits made their manner into the boardroom too. By 2008, Cognizant’s board of administrators featured John N Fox Jr, former vice-chairman of Deloitte & Touche. 4 years later, it added Michael Patsalos-Fox, a senior accomplice at McKinsey & Co till October 2013. Each are nonetheless on Cognizant’s board.

A CBC worker who give up final yr — considered one of seven ET reached out to — says the unique intent was for Cognizant to completely have interaction with shoppers in strategic discussions. “The standard notion of India-heritage IT corporations was good execution, good costs — however not essentially strategic advisors to their shoppers.”

Cognizant’s differentiation path, at the same time as a part of its 2020 imaginative and prescient, for key buyer accounts, was to offer a accomplice in consulting, supply and engagement, along with the shopper (on-site).

The IT industry, although, felt in another way about it. “One of many causes IT had a foul repute was as a result of it was bought by consultants,” Rajesh Gopinathan, chief government of Tata Consultancy Companies, advised ET in an October 2017 interview. “They had been attempting to suit the consulting mannequin with the new-age engineering-led mannequin. That may be a dropping battle. We’re extra targeted on driving the engineering strategy.” However Cognizant truly walked the discuss on consulting.

With its matrix construction, it had deeply built-in its consulting workforce with expertise and enterprise course of providers supply groups. “This synergy between our consulting and supply organisations helps the groups work carefully collectively, driving enterprise mannequin change, the re-engineering of enterprise processes and organisational change administration for our shoppers’ companies,” D’Souza advised analysts. For the shopper, it meant the mix of expertise, enterprise area, and technique providers—a workforce led by consulting to interact with.

This imaginative and prescient empowered Livingston no finish from 2014 onward, as ‘consulting and expertise providers’ revenues surged within the 18-26% vary year-on-year. In 2015, this was 32-35% for 3 quarters earlier than slacking to a nonetheless spectacular 27% in December 2015. CBC was opening up giant transformational offers. Cognizant had additionally steamed forward of Wipro and Infosys to turn out to be second to solely TCS. However in keeping with the previous CBC worker, inside alignment nonetheless wanted some work.

“Typically, the massive merchandise on the agenda of the (IT providers) account shouldn’t be the massive merchandise on the agenda of the consulting accomplice as a result of the metrics don’t match.” Consulting, he says, has a special set of metrics and efficiency from the supply groups.

“So, it’s an issue if you find yourself including a $100 million account and working below the consulting metric that’s driving you in the direction of (including) $Three-Four million of consulting income,” he explains, including that CBC does assessments and small initiatives for consulting income. “However the (IT providers) account could also be taking a look at a brand new $50-million request for proposal (RFP), for which the consulting accomplice could or might not be related.”

The flip

The reality is, CBC may also be a value centre. Whereas it may assist Cognizant invoice shoppers greater for upstream work, consulting companions and sources on a bench may add to price when the market slacks. In 2016, consulting and expertise providers income didn’t develop greater than 2.5% sequentially for 3 of the 4 quarters. (Within the earlier two years, Quarter-on-quarter growths had been Four.6-10%.) ET despatched an in depth questionnaire to Cognizant, asking in regards to the modifications at CBC.

In an e mail response, a Cognizant spokesperson mentioned, “Markets Cognizant serves are altering and extra advanced than ever earlier than. Because of this, we’ve got simplified how our shoppers have interaction with us throughout our enterprise. In the course of 2016, we shifted our inside strategy to considered one of deep collaboration to seize extra enterprise and market Share. As a part of this strategic shift, Cognizant introduced collectively our vertical (industry) enterprise items and CBC into one overarching organisation.”

In keeping with the spokesperson, the corporate created Cognizant Consulting final yr — a mix of CBC and CTC (Cognizant Know-how Consulting), which nonetheless employs round 6,000 consultants. CTC aligns three new practices — Cognizant Digital Enterprise, Cognizant Digital Operations and Cognizant Digital Methods and Know-how, which the corporate said within the 2016 annual report.

Chintamaneni mentioned on the Citi World Tech Convention final yr, “Numerous the shift in our consulting has been in the direction of digital. We’ve got tightly built-in consulting with the (industry) verticals; it’s not a horizontal follow.”

However Peter Bendor-Samuel, chief government of providers advisory, Everest Group, attributes most of the basic shifts inside Cognizant to shareholder Elliott Administration’s demand for greater revenue margins. In its November 28, 2016, letter to the Cognizant board, Elliott famous a possibility “to streamline the gross sales perform by optimisation of the advanced matrix construction and chosen promoting roles, discount of non-selling sources, and clarification of P&L tasks” as a significant space of enchancment.

The matrix mannequin had been envisaged to scale consulting in an IT-services firm. This meant, a CBC material knowledgeable (retail or pharma) would report back to a vertical or industry follow and to the CBC head. This twin accountability mannequin promoted collaboration.

Bendor-Samuel says Cognizant has been essentially the most profitable of the Indian-based providers suppliers in constructing a sturdy consultative functionality into its service choices. In an e mail response, he provides, “This has been considerably aided by its willingness to take margin and make investments them in onsite consultative functionality.

With the brand new realities imposed on it by Elliott, they’re discovering new limits on their means to proceed this follow and, therefore, they’re evolving their strategy to be less expensive.”

Activist calls for

The yr 2016 had been robust for the IT industry total, when Elliott Administration entered the image. Its two broad calls for had been — improve working margins and a capital return programme. Cognizant acted on each counts final yr, returning $1.eight billion of a $Three.Four billion Share repurchase programme.

Final week, D’Souza reiterated a dedication, “We stay on monitor to attain our 22% non-GAAP working margin goal in 2019.” Elliott desires Cognizant to match its Indian IT friends’ working margins (25-26%). Historically, Cognizant operated in 19-20% vary and reinvested within the enterprise.

Apparently, Elliott’s 2016 letter additionally invoked Accenture which, it mentioned, “has positioned itself astutely on the forefront of digital providers by a continued emphasis on acquisitions.” That is pertinent to the shift Cognizant has launched into for 2 causes. One, the potential of digital initiatives to develop and be extra worthwhile than conventional offers. Two, Cognizant’s consultative strategy has advanced within the mould of Accenture, which started because the enterprise and expertise consulting division of accounting agency Arthur Andersen.

The status: Digital

Consulting helped Cognizant stand out in opposition to the Indian IT pack that thrived on price efficiencies. The CBC ex-employee says that whereas Cognizant is a good model for some issues, it hasn’t essentially been the strongest for consulting.

“So it’s a little bit of an uphill battle. Deloitte, Accenture and the strategic corporations have higher manufacturers and also you at all times have a little bit of a bias to beat from Cognizant,” he says. In 70% of Cognizant’s consulting offers, CBC has to compete in opposition to tier 1 world consulting corporations, in keeping with inside estimates.

From 2012, D’Souza had sought to base Cognizant’s digital technique on consulting. “Within the digital world, consulting should embrace each technique consulting and design sensibilities,” he advised analysts in February 2016. “Our digital work mannequin is intentionally constructed to mix technique, design, expertise, and enterprise consulting into one tightly built-in mannequin.”

The rationale: over 60% of the CBC pipeline has a digital element. D’Souza advised ET in August 2017 that Cognizant is seeing a lot bigger digital initiatives. “Our shoppers are understanding that digital is critical and are doing digital scale initiatives.”

If the 2015 annual report listed out CBC’s key components and providers, the 2016 one listed out the three digital follow areas, with a observe on CBC’s new function. “CBC professionals and area consultants from our industry-focused enterprise segments work carefully with our digital follow areas to create frameworks, platforms, and options that clients are discovering beneficial as they pursue next-level financial savings and new income streams,” it famous.

D’Souza has seen expertise and technique as two sides of the identical coin. “To me, it’s nearly about corporations transferring sideways — not upstream and downstream. These are adjacencies; you might have to have the ability to do each, technique and expertise,” he mentioned in 2014. What the chief government did final yr was to make CBC leaner and related for the digital market, with out abandoning what CBC had constructed. Future-ready you say?

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Mahindra & Mahindra to take a position Rs 900 crore extra into e-vehicles, Know-how Information, ETtech – NEWPAPER24

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Newpaper24 - Global online News around the World mahindra-mahindra-to-invest-rs-900-crore-more-into-e-vehicles Mahindra & Mahindra to take a position Rs 900 crore extra into e-vehicles, Know-how Information, ETtech - NEWPAPER24

Mahindra & Mahindra to take a position Rs 900 crore extra into e-vehicles, Know-how Information, ETtech

2018-02-19 11:30:33

Regardless of coverage the lingering uncertainties, the Mahindra Group at the moment introduced a recent funding of Rs 900 crore in electrical automobiles (EVs) over the subsequent 4 years, which ought to ramp up its first put in capability to five,000 items a month.”Now we have already invested Rs 600 crore in EVs over the previous five-six years and have introduced determined to take a position Rs 400 crore in Karnataka and Rs 500 crore in Maharashtra over the subsequent four-five years. This will probably be used for capability, expertise and merchandise,” managing director Pawan Goenka informed reporters right here.

“We aren’t ready for any coverage to maneuver ahead. To be a pioneer, you need to create the street and we’ve to maneuver ahead,” he mentioned on the sidelines of the continuing Maharashtra investor summit.

Goenka, nonetheless, mentioned there’s a want for the prevailing subsidies on EVs to proceed for longer to make sure development of this trade. As soon as it touches a essential mass of say 2 lakh items a month, which he expects by 2022, it is going to be on an equal footing with the standard inner combustion engine-based automobiles, he mentioned.At current, Mahindra has a capability of 400 items a month, which is able to go as much as 1,500, together with three-wheelers by this September, he mentioned, including by subsequent December they need to be able to rolling out Four,000 items.

The present funding plan goals to take the capability to five,000 items a month and relies on sure assumptions just like the subsidies persevering with, Goenka mentioned.

He mentioned the corporate will probably be doing all elements of the EV play, besides batteries, which require better volumes for native manufacturing and they also must be imported.

Goenka mentioned on the present demand for EVs is so low at underneath 300 items a month, however mentioned he’s assured of higher days and that the extra investments as “leap of religion”.

In what has been termed as a volte-face by authorities, Union roads minister Nitin Gadkari had final week mentioned there was no want for a separate coverage on EVs. The minister had earlier mentioned that such a transfer was within the works.

Following this an trade foyer is reportedly assembly Union heavy industries minister Anant Geete and Niti Aayog chief government Amitabh Kant.

Goenka, nonetheless, mentioned there has not been any “u-turn” by authorities, as there are already useful strikes like differentiated GST therapy and EV insurance policies by states like Maharashtra which is “sufficient to get the trade going”.

He was, nonetheless, not so supportive of presidency’s earlier plan of turning 100 per cent electrical by 2030, terming it’s “too bold” and mentioned there’s a must “stroll extra, earlier than we begin operating”.

The auto trade veteran mentioned we must be happy even when we obtain 30 per cent EV Share by 2030, and enlisted international adoption experiences to buttress his level.

EVs contribute for under zero.04 per cent of the home automobile market now in comparison with 2 per cent in China and 32 per cent in Norway, he mentioned, including each these international locations had invested massively over the previous decade to realize these numbers.

Declaring that lack of charging stations is the largest obstacle for EV-makers and mentioned we must be first specializing in the metros having troubles round air pollution earlier than taking it nationally.

Transport aggregators, together with bus transport utilities, radio taxi operators like Uber and Ola, would be the first ones to undertake EVs, Goenka mentioned.

He, nonetheless, termed the EV house as an enormous alternative and requested everyone to concentrate on it due to the benefits of zero air pollution and nil gasoline imports.

He additionally sought to placate the issues of auto ancillaries, saying the trade will proceed to develop at Four-5 per cent even within the decade to the 2030s which is able to give such firms enough enterprise.

In the meantime, addressing the summit, Tata Energy government director Ashish Khanna mentioned expertise has not modified a lot on the photo voltaic entrance, which can justify “grid parity” that’s seen in new bidding at charges as little as Rs 2.45 per unit.

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Infibeam tweaks enterprise to maintain up with 4G wave, Know-how Information, ETtech – NEWPAPER24

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Newpaper24 - Global online News around the World infibeam-tweaks-business-to-keep-up-with-4g-wave Infibeam tweaks enterprise to maintain up with 4G wave, Know-how Information, ETtech - NEWPAPER24

Infibeam tweaks enterprise to maintain up with 4G wave, Know-how Information, ETtech

2018-02-19 03:15:41

Whereas the transactional-based ecommerce mannequin primarily focuses on transactional earnings.

Infibeam, India’s first listed e-commerce participant, made a significant shift in its enterprise technique by migrating from subscription-based e-commerce to transactional-based e-commerce because the web person base elevated with the appearance of cheaper 4G.The tweak in its mannequin additionally mirrored in its final three-quarters outcomes as transactional income has boosted its Infibeam Net Service contribution by 66% to its complete income.

Subscription-based e-commerce enterprise mannequin are often these the place a buyer or service provider should pay for a service and e-commerce firm earn a fee on the transaction.

Whereas the transactional-based e-commerce mannequin primarily focuses on transactional earnings.“About 5 to 10 years in the past, person base was smaller and rising slowly, so subscription mannequin made sense, now with cheaper 4G and sudden spurt in person base, it makes extra sense to have transaction-based e-commerce mannequin,” stated Vishal Mehta, MD, Infibeam.

Mehta additionally highlighted FY18 final three quarters outcomes transaction processed on platforms that it gives to its purchasers. In Q1 FY18 the transaction processed on platform price Rs four,502 crore, Q2 it was Rs four,580 crore and lately in Q3 it grew to Rs 5,414 crore.

“If we take solely the Q3 outcomes, by way of share, my income of Infibeam Net Service contribution to complete income has jumped to 66% in Q3 FY18 in comparison with 39% in Q3 FY17” stated Mehta.

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Xiaomi India, Expertise Information, ETtech – NEWPAPER24

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Newpaper24 - Global online News around the World selling-every-handset-not-dumping-units-in-secret-warehouses-xiaomi-india Xiaomi India, Expertise Information, ETtech - NEWPAPER24

Xiaomi India, Expertise Information, ETtech

2018-02-19 11:33:41

Xiaomi, the Chinese language electronics and software program firm, doesn’t have massive, secret warehouses in India the place it’s dumping unsold stock and is definitely promoting smartphones quicker than some other model within the nation, Xiaomi India Managing Director and World Vice President Manu Jain has emphasised.The exponential development of Xiaomi in India, particularly within the final two quarters, when it dethroned Samsung from the highest spot, has alarmed the South Korean large — a market chief for years — which registered 27 per cent development in its cell enterprise income for the monetary yr 2016-17, touching a mammoth Rs 34,300 crore.

Reacting to a query that its arch rival believes that “shipments are essential however they do not inform the ultimate market Share”, Jain stated Xiaomi has the leanest distribution system community in place and no matter is being produced regionally or being imported into the nation is quick going off the cabinets.

“No matter is being produced regionally or shipped into India from us is definitely being bought quicker than some other model, except I’m constructing massive, secret warehouses and accumulating the unsold handsets there,” Jain advised IANS.”We do not have even per week’s stock anyplace in our system, in contrast to different manufacturers who at instances have two-three months of stock. We’re promoting shares coming within the second week of January proper within the third week,” Jain talked about.

In a latest interview with IANS, Asim Warsi, Samsung India’s World Vice President, refuted reviews that Samsung’s market Share has slipped in India.

“German analysis agency GfK reviews closing consumption which is an important measure of market Share. Shipments are essential however they do not inform the ultimate market Share,” Warsi had advised IANS, including that “the true Share is what I bought out to my clients and right here, we’re fairly sturdy”.

In keeping with Jain, Xiaomi believes within the Worldwide Knowledge Company (IDC) reviews as a result of they observe general shipments — each on-line and offline.

ALSO READ: Xiaomi No 1 smartphone participant in Dec quarter, Samsung maintains general lead in 2017: CMR

“The web smartphone market as we speak has grown to 35-40 per cent in India. The opposite distributors are neglecting the web market and sharing reviews that solely tracks offline numbers. It’s not truthful,” Jain advised IANS, with out naming Samsung.

“I will not touch upon a selected model however IDC is one analysis agency that offers precise numbers: Each from on-line and offline,” the Xiaomi government added.

In keeping with the IDC, Xiaomi shared the highest slot with South Korea’s Samsung in India, with a market Share of 23.5 per cent, within the third quarter of 2017.

Within the fourth quarter, Xiaomi emerged a transparent chief with 26.eight per cent market Share, with Samsung second at 24.2 per cent market Share.

For the complete yr, nonetheless, Samsung, with 24.7 per cent Share, was the chief and Xiaomi with 20.9 per cent stood second.

However Xiaomi is quick catching up.

The Beijing-based smartphone maker as we speak has 57 per cent market Share within the on-line section within the nation. It is usually the second-biggest offline model with 11 per cent Share. The corporate shipped practically 9.6 million “Redmi Notice four” handsets final yr.

“We launched eight smartphones in 2017 and all did exceedingly nicely. In a number of the quarter outcomes, the highest three smartphones had been Xiaomi models,” Jain stated.

Xiaomi final week launched two units — Xiaomi Redmi Notice 5 and Notice 5 Professional.

Redmi Notice 5 is a successor to Redmi Notice four whereas Redmi Notice 5 Professional is the primary Xiaomi machine to return with the “Face Unlock” function and the newest Snapdragon 636 processor.

Samsung, which is gearing as much as tackle Chinese language rivals within the on-line section, in January launched two back-to-back “on-line unique” handsets — Galaxy A8+ and Galaxy On7 Prime.

“We’ll launch six-eight smartphones this yr to proceed the identical legacy that we launched in 2017 — nice specs and superb high quality at unbelievable worth. We’ll attempt to cowl all worth factors this yr too,” the Xiaomi government knowledgeable.

With Mi Properties, Xiaomi is quick constructing its oflline community throughout the nation.

“We began going offline aggressively about 9 months in the past and now, we’re second-biggest offline model at 11 per cent. Now we have solely reached 20-25 cities to date — in contrast to massive manufacturers who’re current in lots of cities. We’ll proceed to construct on modern fashions to achieve extra customers by way of offline growth,” Jain stated.

Xiaomi has additionally tripled its providers centres from 250 to 750 final yr within the nation.

ALSO READ: Xiaomi received’t improve telephone charges, launches Mi TV

“We’ll proceed to offer superlative expertise to Mi followers. If we proceed on constructing nice merchandise, broaden offline and enhance buyer providers, we are going to certain develop a lot additional this yr,” Jain stated.

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