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$3 billion revenues and $10 billionmarket capitalization by 2015.

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PESTEL

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Decreasing Rupee value hits profits

Lack of proper infrastructure

Energy Prices are very High

Stability of government

Favorable Government Policy

Ever changing

Skilled manpower availability

Good telecom system, connectivity

Increasing wages in India, Decreasingwages in neighboring countries

Fast diminishing English languageadvantage

Attrition

The legal system is complicated andresolution of issues takes a long time

Infrastructural hurdles Add to CostInflation

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SWOT

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Mckinsey 7-S framework

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Strategy Customer retention

Success at fixed priceA fixed price arrangement moves the burden and risk of on-time

and on-budget service delivery to Syntel, leaving the customer withpredictable costs and consistent service levels.

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Structure

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Systems Upgradation to Nortel for internal communications

Upgradation to Peoplesoft from internally supported software.FinanceHR

Internal recruitment

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Skills 70% of recruitment is done through Campus

InnovationCollection, Evaluation, Development, Deployment

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Shared Values Simple

Complex problems often have simple solutions

SmartSmart people and innovative ideas stand out.

SpeedAct faster with flexibility, keeping quality and costs in mind.

StretchRise beyond expectations

SynergySum is greater than parts. Solve problems as a whole, not in

isolation.

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Staff 12000+ in India alone

Core competencies (Portfolio Analysis)

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Style Achievement oriented Leadership

Goal setting for the year

Participative Leadership

Supportive Leadership

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e-Business development and integration

Complex application development and management

Product engineering

Enterprise application services

Data warehousing

CRM and ERP

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Porters 5 Forces

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Threat of

NEW ENTRANTS

Time & Cost 8

Specialist Knowledge 8

Economies of Scale 8

Cost Advantage 8

Technology protection 8

Competitive Rivalry

No of Competitors High

Quality differences Low

Switching Cost Low

Customer Loyalty -

No of Suppliers High

Size of supplier Variable

Ability to substitute High

Cost of Changing Variable

Supplier Power

Threat of

SUBSTITUTES`

Cost of Change(OpenS) High

Cost of Change(MainF) Low

BUYER Power

No of Customers High

Size of each Variable

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BCG Matrix

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Cash Cows

Mainframe Projects

Specifically Financial Project

Invest

Open System Indian MktEurope Mkt Telecom

Animation

Divest

E-Business

Team Sourcing

Liquidate

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GE McKinsey

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Major SBUs in Syntel:

Financial Services

HealthCare and Life Sciences Automotive

Insurance

(90% of Revenue earned from these Verticals) Strategic New Initiatives???

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Q407 Revenue by Verticals

Financial Services 71%

HealthCare and Life Sciences 13% Automotive 7%

Insurance 5%

Others 4%

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Q407 Revenue by Operations

Application Outsourcing 65.5%

Knowledge Process Outsourcing 18.6% E-Business 10.4%

Team Sourcing 5.5%

KPO Operations Revenue grew over 155% on

Year-on-Year Basis

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MarketAttractiveness

Low

Medium

High

LowMediumHigh

Business Strength

Application

Outsourcing

KPO

E-BusinessTeam Sourcing

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Value Chain

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Price Differentiator

Retaining Old Clients

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To create new opportunities for our clients byharnessing our passion, talent, and innovation

MISSION

To be recognized and respected as one of theFortune 500 companies in the coming 5 years

VISION

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Market Penetration

European Markets

Australian Markets Indian Markets

Diversification into other promising verticals

Telecom

Retail

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Get listed on the BSE

Will help in getting recognition in the Indian

Market Raise money for expansion into other markets

More marketing in India

To make the presence felt in India

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Retention of Old Clients

Diversification

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Customer Retention

Attracting New Clients

Knowledge Base Expansion

Domain Expertise

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Start Internal Universities For each Vertical

Employees enroll into these universities to learnabout the business

Different levels from basic knowledge to gettingbusiness

Retain Old clients

By increasing Operational efficiency Setting up Knowledge Management Systems

Internal Portals

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Set Quarterly/yearly targets for eachproject

Monitor Targets

Attrition

Customer Satisfaction

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Regular reviews on a half yearlybasis/yearly basis

Review Operational

BPO

KPO

Verticals

Financial

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