WIPRO BALANCE SHEET 2012-13 PDF

Wipro Q4 profit falls 6. Wipro Q4 revenue forecast misses estimates; here are key highlights of Q3 earnings concall. Wipro likely to report 1. Wipro Q3 PAT may dip 3. Wipro Q3 — A quarter of little complaint, but no spark as well.

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Embeds 0 No embeds. No notes for slide. Wipro annual-report 1. INSIDE 2 4 8 10 12 14 16 22 24 41 55 85 Certain statements in this annual report concerning our future growth prospects are forward-looking statements, which involve a number of risks, and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. AdditionalrisksthatcouldaffectourfutureoperatingresultsaremorefullydescribedinourfilingswiththeUnited States Securities and Exchange Commission.

These filings are available at www. We may, from time to time, make additional written and oral forward-looking statements, including statements contained in the company's filings with the Securities and Exchange Commission and our reports toshareholders.

Technology for most of our clients is no longer a cost, but an investment — a key enabler to drive productivity and simplify business processes to create customer value and profits.

They encapsulate the values, which are the guiding principles for our culture andbehaviorinWipro. With a track record of over 25 years, Wipro is the first to perfect a unique quality methodology, the Wipro Way — a combination of Six Sigma, Lean Manufacturing, Kaizen and CMM practices — to provide unmatched business value and predictabilitytoourclients. We have a workforce of over , serving overclients,includinganumberofFortuneandGlobalcorporationsacross57countries.

We began our business as a vegetable oil manufacturer in at Amalner, a small town in Western India and thereafter, expanded into the manufacture of soaps and other consumer care products. During the early s, we entered the Indian IT industry by manufacturing and selling mini computers. We began selling personal computers in India in Effective March 31, , we demerged the Diversified Business to create an organization focused purely on Information Technology.

In this information age, to stay relevant, businesses need to be agile, aware, omnipresent and flexible. At the same time, they must contain costs and improve inherent efficiencies in the system. This requires them to re-look at the way they do business;introspectandfindnewwaysofdoingbusinessbetter. While business models evolve with the customer at the core, there is also the need to meet the stakeholder expectations of growth and productivity. As they reconcile to the slow growth environment in the western markets, organizationsarelookingtoidentifyneweropportunities.

Thisisevidentin their focus on emerging markets and efforts to differentiate in the existing markets through innovative products and services that cater to specific customerdemands. Over the last few quarters, Wipro has focused on building Intellectual Property solutions that can significantly help our customersachievethis. Even as global businesses step up the search for new and innovative ways to enhance their competitiveness and get ahead of the growth curve, a new generation of advanced technologies - social, mobility, analytics and cloud — has taken the centre-stage, promising to transform enterprises and help them do business better.

Enterprises that embrace these technologies would be able to seamlessly redesign their business models, 6. Wipro believes that businesses today are being led towards a confluence of these disruptive technologies, which are helping them understand and collaborate with their customers to deliver value to the end user. We therefore have invested significantly in these areas and are well equipped to partner with our clients to build futurereadyorganizations. Analytics is empowering businesses to understand, predict and proactively meet the needs of their customers.

This has been corroborated by the findings of a recent Economist Intelligence Unit EIU survey commissioned by Wipro that revealed a strong correlation between earnings growth and strategic use of data. The next generation consumer, driven by experience, mobility and accessibility, is forcing organizations to adopt Cloud and build nimbler organizations responsive to these needs. Cloud and Mobility together can enable businesses to collaborate with their customers to drivecustomercentricinnovation.

These disruptions are making an impact in the boardroom. These leaders, pushed by their consumers, employees and business requirements are taking initiatives and implementingthelatesttechnologysolutions. At Wipro, clients are at the centre of all activities. This single minded focus on helping customers win has been a key driverforWipro.

With the client at the core, we have re-designed our value proposition and capabilities to address their needs. We believe in co-creating our value proposition along with clients to bring in transformational change. This belief takes forward our stance that the fundamental business practice in this new millennium will be multiple entities working together as one value chain to create superior flexibility, productivity and financial performance.

We have applied the approach of creating a high degree of differentiation at the front and standardization at the core tobeanorganizationthatisfuturereadyandisdesignedto win. It has been an enriching journey for us and the transformation is beginning to yield results. This year, we focused on consolidating our customer base via two approaches—miningexistingaccountsdeeperandhunting for new accounts.

This approach has paid rich dividends as our top 10 customers now contribute Our customer satisfaction across accounts and employee satisfaction have shown strong gains. Keeping in line with the macro and micro changes taking place, we have developed several business models to help achieve this.

The focus will be on driving innovation, enabling newer revenue streams, variabalizing cost of IT forthemandhelpingthembecomemoresustainable. Enterprisesmustdifferentiate at the front to establish this value for their customers. Bringing that key value proposition for a customer opens up new business opportunities and revenue sources for companies.

This differentiation can be manifested in many ways such as creating enriching customer experiences, improved product features, availability to newer markets oradditionofnewproductsorservices. Differentiateatthefront 05Annual Report I 7. Differentiation enables companies to deliver exceptional experiences by leveraging technology.

These can be manifested in many ways through analytics driven insights that help companies understand and anticipate customer needs, understand new geographies and new customer segments, create and deliver real time offers, improve product quality, or customize customer service. At the same time, they can make their messaging more relevant to customers by micro-segment targeting, which also resultsinspendoptimization.

Organizations can also differentiate themselves by launching new products more suited to localized markets; they can bring in competitive advantage through faster launch of these products at lower costs and innovate by adapting low-cost products from emerging markets to suit developedmarkets.

We provide integrated consulting capabilities to our clients across industries that help them understand their customer better and provide differentiated offerings. Each industry is unique and can have multiple interpretations of this differentiation. For example, we are helping our Retail and Consumer Goods customers grow their top-line by more effective engagement of consumers across all channels.

Wipro created an analytics-based ecosystemforend-to-endtransformationofprocesses. Similarly, we are helping our Media and Telecom customers transform networks to capture converged voice,dataandvalue-addedservicesopportunities,launch new products that are customized for a connected digital world and enhance customer experience to improve loyalty. We are also helping our Financial Services customers leverage digital channels and improve customer experience to achieve differentiation.

Our client centric GTM Go-to-market structure, deep industry and technology focus and integrated consulting capability delivers exceptional customer value helping us differentiateatthefront. For any organization to run successfully, it must have a standardized core of systems and processes.

Standardization builds in competitive advantage through improved operational efficiencies and cost reductions. It also brings in the benefits of increased compliance, streamlines knowledge sharing and reduces efforts on non- core activities. A well run customer centric business is in turn able to pass on the benefits of standardization to its customers in terms of lower costs, faster product or service delivery, better customer service and reduction in errors or defects.

Standardization enables companies to focus on the core and outsource non-core activities creating a seamless delivery experience across channels and markets. Streamlining process flows by creating shared service models and reusable assets and frameworks, reduces internal dependencies and improves organizational and role based efficiencies. Companies can also adopt a plug and play Cloud model for significant cost savings on infrastructure.

Cloud based models are also easy to replicate in various geographies improving time to market. It is also easier to generate MIS and compliance reports from seamlessly integratedprocessesandsystems. Standardizeatthecore 06 Annual Report I 8. Our standardized process assets and technology accelerators help our clients across industries to improve their systems and do business better.

We have also built tool based applications management platforms that integrate delivery across application and infrastructure layers. Helix and Fixomatic are some examples of IP that we have built on the infrastructure side of the business to eliminatehumanintervention,therebyincreasingproductivity.

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