Western India Products Limited relates to a company that offers services on IT consultation in addition to system integration. Bengaluru, India is the location where the enterprise elected to have its headquarters (Joshi 2017). The conglomerate has been able to ascertain that its presence is established in 67 nations. Moreover, the employees working for the enterprise are estimated to be 158,217 whose operations involve over 1000 corporations. The company’s success has been evident from their operations which initially dealt with refining palm oil. The research endeavours to determine WIPRO’s service concept, its competitive and operating strategy and its techniques for service differentiation.
The services available to clients from Wipro are varied. The implication is that it relies on different categories of e-Commerce. The segment in which the enterprise operates includes the provision of IT-related services as well as services whose scale is global and the provision of the care that clients might require (Khorambakht and Naderian 2014). Among the benefits that accrue to Wipro’s clients is that their enterprises acquire the necessary facilitation to become more adaptive. The implication is that clients are able to achieve outcomes which are positive. Moreover, clients are offered the tools that ensure that their firms are operated in a manner which can be considered to be sustainable.
The perception intended by Wipro in the markets targeted are aimed at acknowledging the enterprise as a leader in the provision of different solutions which are IT-related. Moreover, Wipro seeks to ensure that clients regard its provisions as having a positive impact in relation to the outcomes that they are able to achieve (Elliott 2017). The clients opting for Wipro’s services include Corning Incorporated. Such clients upload Wipro’s initiatives that pave the way for the achievement of business enablement as well as exceptional efficiency.
Wipro greatly focuses on ensuring that its clients are able to enjoy services which are of the highest quality possible. Clients also benefit from the company’s dedication to achieving improvements which are constant. Through the implementations of policies meant to treat workers in a manner that can be considered as fair, the satisfaction that clients can obtain from the services availed is enhanced.
The practitioner’s approach relates to the design that Wipro uses to offer its services. The company relies on its large team for the delivery of the mandated services. The marketing endeavours at Wipro are geared towards thought leadership while highlighting the positive aspects that IT portends for an enterprise.
The elements that are essential to Wipro’s strategy include the reliance on designs which are customer-centric and analytics which are advanced. The approach used is one that facilitates the engineering of different products. As a result, the portfolio offered to clients is quite extensive.
The operations evident at Wipro are guided by various priorities. The company seeks available opportunities that would ensure that the experience offered to its users is improved. The automation of its processes is also included in addition to ascertaining that efficiency is enhanced.
The areas favoured by Wipro for investment related to start-ups which are categorised at the middle stage. More specifically, the enterprise avails operating systems as well as applications that feature different versions (Vij and Batra 2014). Wipro’s IT infrastructure which is modernised ensures that business services supported by high velocity are available to the enterprises involved. The result is that sources that offer the value mandated by clients can become available.
The strategy that Wipro adopts to maintain its leadership where costs are involved is quite unique. The company ensures that the processes it is mandated to perform are not too fragmented (Marwaha 2017). Increased fragmentation paves the way for higher costs where maintenance practices are involved. Moreover, chances are higher than the outcomes anticipated might not be similar. The implication is that operations will attract increased expenses.
The fulfilment of the needs evident among clients is possible where processes are subjected to standardisation. The outcome is that consistency can be achieved whereas operations can indicate increased flexibility (Gassmann, Frankenberger and Csik 2015). Moreover, the processes undertaken by the enterprise are geared towards ensuring that efficiency becomes attainable. The result is that unwanted expenses are reduced when ascertaining that the ultimate satisfaction of the client is attained.
However, models including ‘as-a-service’ strategies are funded to guarantee that outcomes which foster some improvement become attainable. Clients can enjoy provisions that are technology enabled which taking into consideration the patterns evident with regards to consumption. Moreover, the enterprise directs its funds to the acquisition of intelligent infrastructure which can enhance its efficiency.
Wipro’s initiatives are primarily geared towards the enhancing the procedures ingrained in operations. Cost management endeavours have resulted in the reduction of the expenses that accrue from travels which are business motivated (Kandasamy 2015). The resources that the company opts to utilise for production must be lowly priced albeit their quality which must be exceptional. The space at Wipro’s disposal is also commoditised to ensure that the company’s churn can be increased.
Wipro strives to ensure that its quest for differentiation is globally achieved. The services are available to the clients who associate themselves with the enterprise on a platform that is not restricted to geographical regions (Nathan, Sarkar and Mehta 2017). The company ensures that its prospects of attaining the loyalty of their clients are improved by adopting an approach that is geared towards the achievement of the intended value. The framework developed by Wipro is holistic ascertaining that multiple dimensions that would improve the service experience for clients are taken into consideration. Hence, the company focuses on the quality of its network as well as the care extended to clients.
The revenue dedicated by the company for staff training is indicated at 1%. The investment in endeavours pertaining to employee training has resulted in the development of learning facilities which are well equipped. The establishments are 10 in total, and they are located in six different cities (Purohit 2016). Daily, 5000 individuals can receive training with regards to company operations.
Initiatives relating to risk management at Wipro are aimed at ensuring that threats to the sustainability of operations are adequately highlighted. The challenges noted can then be mitigated through the assistance availed by specialists who are highly qualified. The framework that guides Wipro’s quality control endeavours relates to ensuring that productivity is improved while offering IT solutions which can be deemed as effective. More specifically, the enterprise relies on the adoption of the Six Sigma (Kotabe and Kothari 2016). The approach ensures that its quality is not only measured, but also strives to achieve perfection.
Conclusion
Wipro ensures that enterprises are adequately facilitated to offer the value intended for its respective clients. Moreover, its input ensures that businesses are able to underscore provisions that would ensure some improvement in the revenues that they are able to attain. Hence, it fosters processes through which enterprises can redesign their processes. Furthermore, it increases the capacity for enterprises to predict the trends that can be anticipated in future.
The company can improve its marketing affiliated endeavours. Marketing activities that attract sizeable budgets would help to increase an enterprise’s visibility to its targeted publics. Moreover, it would enhance the image that accrues to the company.
References
Elliott, B., 2017. 5 employer branding secrets from SA’s Top Employers. HR Future, 2017(Oct 2017), pp.28-29.
Gassmann, O., Frankenberger, K. and Csik, M., 2015. 7 Innovation Strategy: From new Products to Business Model Innovation1. Business Innovation: Das St. Galler Modell, p.81.
Joshi, N., 2017. Contractual Deliverables Tracking in GCC at Wipro.
Kandasamy, C., 2015. A FEASIBILITY STUDY OF INVERTER BUSINESS IN WIPRO PERIPHERALS IN INDIA. Asia Pacific Journal of Research Vol: I. Issue XXXI.
Khorambakht, Z. and Naderian, A., 2014. A study of differences in financial performance under Indian GAAP and IFRS: Case of Wipro company. Asian Journal of Development Matters, 8(1), pp.24-30.
Kotabe, M. and Kothari, T., 2016. Emerging market multinational companies’ evolutionary paths to building a competitive advantage from emerging markets to developed countries. Journal of World Business, 51(5), pp.729-743.
Marwaha, K., 2017. Corporate governance and whistleblowing in India: promises or reality?. International Journal of Law and Management, 59(3), pp.430-441.
Nathan, D., Sarkar, S. and Mehta, B.S., 2017. Indian IT Firms. The Intangible Economy: How Services Shape Global Production and Consumption, p.132.
Purohit, M., 2016. A study on-employee turnover in IT sector with special emphasis on Wipro and Infosys. IOSR Journal of Business and Management, 18(4), pp.47-51.
Vij, T.S. and Batra, G.S., 2014. Information technology and it enabled services industry in India. International Journal of Computing and Corporate Research, 4(1).
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