Student Electronic Assignment Cover Sheet

Student Number 10302991

Student Name Rajesh Tukdeo
Course Title MBA (Information Systems)
Lecturer Name Ann Masterson
Module Code B9MG100
Module Title Business Strategy
Assignment Title Strategic Analysis & Recommendation
No of Words 3270 (excluding Table of Contents,
Bibliography and Appendix)
Date of Submission 4th April 2016
1. Organization Overview ................................................................................................................................... 2
1.1. History ....................................................................................................................................................... 2
1.2. Mission and Vision Statement .................................................................................................................. 2
1.3. Core Values................................................................................................................................................ 2
1.4. Company objectives .................................................................................................................................. 2
1.5. Governance Chain ..................................................................................................................................... 3
1.6. Company’s stance on Corporate Social Responsibility ........................................................................... 4
2. Strategic Capabilities...................................................................................................................................... 4
2.1. Identifying Resources and Competences ................................................................................................. 4
2.2. Classifying Capabilities into Threshold and Distinctive.......................................................................... 4
3. Competitive Advantage .................................................................................................................................. 5
3.1. Classifying Core Competencies using VRIN model ................................................................................. 5
3.2. Complexity of Inimitable Capabilities...................................................................................................... 5
4. Stakeholder Analysis ...................................................................................................................................... 6
4.1. Who are the stakeholders of the organization? ....................................................................................... 6
4.2. Mapping stakeholders in the Power-Interest matrix .............................................................................. 6
5. Strategy Recommendation for Future ........................................................................................................... 7
5.1. Generic strategy ........................................................................................................................................ 7
5.2. Other Strategy Models - Bowman’s Strategy Clock & Ansoff Matrix...................................................... 7
5.3. Outsourcing Strategy ................................................................................................................................ 7
6. Strategy Evaluation Using SAFe criteria .......................................................................................................8
7. Bibliography ................................................................................................................................................... 9
Appendix I – Company Images ............................................................................................................................ 10
Appendix II – Supporting Figures ....................................................................................................................... 13

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1. Organization Overview
1.1. History
The organization that we are going to look at from strategic perspective, is an
information technology company based in Pune, India. It was started by a freelance
programmer in 2004 to develop ERP (Enterprise Resource Planning) software for small
& medium local garment shops. The application was marketed as “EZGarment”. It was
then customized for small manufacturing companies as “EZBusiness”. In 2007, another
former company colleague joined him to start the organization to cater software
development needs of clients abroad. (Refer Appendix I - Figure I)

1.2. Mission and Vision Statement

Company’s mission statement is – “Our mission is to ensure that ever changing
business needs of our clients are served with cost effective solutions”.

Company’s vision statement is – “To be a result oriented organization by providing

value addition to our customers and helping them to reach their goals with consistent
quality”

1.3. Core Values

Core values indicate the principles that remain unchanged under any circumstances.
Company’s core values have been defined as –
i. Customer First: Company believes that every employee is responsible for
contributing towards customer satisfaction and not limited to certain group or
department.
ii. Result Orientation: Customer expectation and growth won’t be possible unless
management sets goals for individuals. Company also has policy to monitor
progress of these goals regularly.
iii. Transparency: Company builds trust with its customers through transparent
functioning that is easily visible.
iv. Quality: There is no alternative to quality which company achieves through
continuous learning, peer evaluation and accountability of the staff as well as
the leadership. (Refer Appendix I - Figure II)

1.4. Company objectives

Like every business, the company also has set its objectives in financial and market
terms. Each year company discusses these objectives between executives and middle
management staff so that they can come up with a viable objective statement for next
financial year. (Refer Appendix II - Figure XIII)

Objectives in financial terms are –

i. Achieve minimum 5% sales growth

ii. Raise profit levels by at least 10%

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 Customer based objectives are –

i. Try to convert potential leads into prospective clients and then finally
customers by aggressive marketing
ii. Retain existing customers by offering them skilled manpower having advanced
skills
iii. Hire new marketing team to develop unknown markets like EU

Internal Process based objectives are –

i. Recruit people with most recent IT skills in the market

ii. Promote participative leadership by involving managers in meetings
iii. Form partnership with European consultancies to tap local market which
Indian firms find difficult to penetrate on their own

Learning & Growth based objectives are –

i. Retain senior employees to guide junior staff

ii. Improve employees’ soft skills by arranging in-house training sessions
iii. Listen to grievances of employees to keep them satisfied

1.5. Governance Chain

Company was founded by two individuals but their wives are partners and work in
capacity of non-executive directors, similar to shareholders. As far as corporate
framework is concerned, company manages its operations through six departments –
marketing & sales, finance, software development, administration, HR and networking.
(Refer Appendix II - Figure I)

Each department is headed by a department head but within some of these

departments, there are hierarchies that determine the reporting structure within the
organization. E.g. Software development department has three levels – Delivery
Manager, team leader and developer. Appendix II - Figure III illustrates reporting
structure within the company. Company follows a strict top-down hierarchy where
decisions flow from senior level executives to junior level. All department heads report
directly to directors. There are also independent advisors that help management to
know current market situation and hunt for new business leads that could turn into
customers.

But there are some issues in corporate governance in the company that have not gone
unnoticed. Level of corporate governance is low since ownership and management roles
have been handled by same persons. There are people who act in non-executive director
or shareholder capacity but they have negligible interest in company’s strategic
decisions and have hardly exercised any authority. So the company interest is driven by
the directors according to their own vision which sometime may be different than that
of advisors and partners. Even though department heads are responsible for managing
their own staff and tasks, they are subjected to micro management from owners which
indicate lack of trust flowing towards lower level of reporting.

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 1.6. Company’s stance on Corporate Social Responsibility
Company does perform occasional Corporate Social Responsibility activities. But there
is no formal committee or panel that overlook these operations since company doesn’t
have resources to manage CSR activities. Also, company’s primary interest is in job
creation and profits than social duties so it will take action on social duties only if there
are government obligations. But since CSR is voluntary activity for SMEs in India,
company won’t do much than what is required. So its actions will be mostly need or
event based. This indicates that CSR stance of the company is Laissez-Faire where
organization will initiate CSR based on external pressures. (Johnson, Whittington and
Scholes, 2014, p. 128)

2. Strategic Capabilities

2.1. Identifying Resources and Competences

Strategic capabilities are those resources and competencies which helps an organization
to survive in the market and attain competitive advantage. These capabilities can be
grouped in three categories - physical, financial and human. The resources can be
tangible or intangible. (Refer Appendix II - Figure IV)

Because of the ever changing nature of IT industry, people with up-to-date technical
skills are always in demand for IT related projects. From this perspective, company has
pool of talented manpower and many of whom are engineers having Bachelor degree in
Computers. This gives company ability to exploit market-ready skills that are required
to sustain in the market. Even though many of them are fresh engineers, there are some
experienced resources also. In terms of financial resources, company has shown slow
but consistent growth during last 4-5 years and it has been able to raise enough capital
to have its own building as an asset. Company has continued its policy to provide
technical support & maintenance to its old clients who had purchased legacy ERP
software. This move has been successful in generating additional cash flow.

Software licenses are intangible resources for an IT organization since software vendors
have very strict rules against piracy. The company has made sure to use licensed
software for business. From competency perspective, company’s financial strength has
been certified by CRISIL ratings. Apart from this, company has managed to acquire
quality management certification from ISO. Company’s current delivery manager is
Microsoft certified professional who bridges gap between functional and technical
requirements.

2.2. Classifying Capabilities into Threshold and Distinctive

After identifying resources and competency capabilities, they have been classified in two
categories – threshold and distinctive. Capabilities like infrastructure, licenses, skilled
staff, biometric security etc. are threshold since they are essential for any IT company
and help the organization to sustain in volatile market. Similarly, IT outsourcing
business revolves around concept of getting software development solutions from those
locations that offer low-cost advantage to the customers. So these capabilities can’t be
termed as distinctive.

In terms of distinctive competencies, company’s founders have extensive experience in

US IT industry and it has appointed native sales & marketing advisors to cater local

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 market. Since IT industry is heavily technology based, it’s essential that a company must
have at least one senior person with strong technical skills which company has. Major
plus point for the company is S&P rating SE 2A which certifies about sound financial
position in the market and ISO certificate for quality management. Company has
advantage in terms of qualified manpower since almost 60% of its engineers have
Bachelor degree essential for an IT firm. (Refer Appendix II - Figure V)

3. Competitive Advantage

3.1. Classifying Core Competencies using VRIN model

VRIN capabilities are those capabilities that an organization must assess to get
competitive advantage. After identifying core competencies of the company, they have
been classified in VRIN categories. (Refer Appendix II - Figure VI)

Value - Primary revenue source of the company is providing IT services to clients using
outsourcing methods. So qualified IT engineers and managers are essential to build
technical competency and survive in the volatile market over the years. Not only they
create tangible benefits in terms of better customer service and revenue growth but also
intangible benefits by improving brand value.

Certification obtained from a recognized agency in certain field, technology or process

helps to boost confidence about company’s competency among its customers. The
company has been able to receive ISO 9001:2008 certification from International
Organization for Standardization. (Iso.org, 2014)

Rarity - It’s difficult for Indian IT companies to find and hire US based sales &
marketing professionals because of the time difference as well as difference in wage
levels. So in this case, it’s a rarity from capability perspective since they can provide
assistance to existing clients and work with prospects during US day-time.

Inimitable - Obtaining positive ratings from S&P CRISIL is a complex and rigorous
exercise since it deals with company’s internal processes to manage quality in terms of
customer expectations. So it’s not possible for other organizations to simply imitate it
because certification requirements of S&P are of very high standards.

Non-substitutable - Since US is largest IT outsourced market, prior US work

experience is always valuable when starting an IT SME in India. Even though there are
many start-ups in India, such entrepreneurs can’t be substituted because of their in-
depth knowledge and familiarity with the target market.

3.2. Complexity of Inimitable Capabilities

As seen earlier, CRISIL ratings have been an inimitable capability and it has internal
and external linkages within the organization. In order to obtain this ratings, CRISIL
conducts three types of risk analysis – business, management and financial. (CRISIL,
n.d.)

In business risk, CRISIL verifies a company based on factors like profiles of current
clients, customer & supplier relationships and infrastructure level. Management risk
deals with organizational structure, presence of multi-layer management team and
quality of internal processes. If these factors are not satisfactory then the company is
considered as non-sustainable over long-term. So this is more of internal linkages of
complexity. Finally, financial risk is assessed by CRISIL using financial parameters like

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 net worth, sales volume, company size, profitability, working capital etc. This is again
internal to the company.

From above discussion, it can be seen that – unless a company scores well in these three
criteria, it won’t get good ratings necessary for customer confidence and its sole
responsibility of management and staff to ensure that they meet the compliance in all
criteria for good rating. (Johnson, Whittington and Scholes, 2014, p. 78)

4. Stakeholder Analysis

4.1. Who are the stakeholders of the organization?

A stakeholder is defined as an individual or a group that has interest in the organization
and both, stakeholder and the company depend on each other to fulfil own goals. This
organization also has many stakeholders in terms of various levels of power and interest
which have been identified as per Appendix II - Figure II.

Company is private limited owned by two individuals while their wives are partners and
have invested. Advisors are independent consultants who form part of strategy team.
Suppliers of the company are - hardware dealers, networking equipment suppliers,
computer maintenance contractors, stationery material suppliers etc. Company uses
external outsourcing agencies for various reasons like manpower for the skills not
available among employees or recruitment of senior professionals. Managers are mostly
department heads under whom most of the employees work.

These stakeholders can be grouped in different categories –

i. Economic – Owners, Partners, Clients, Suppliers
ii. Technological – Outsourcing agencies, Competitors
iii. Community – Employees, Managers
(Johnson, Whittington and Scholes, 2014, p. 122)

4.2. Mapping stakeholders in the Power-Interest matrix

After identifying stakeholders, they are mapped on Power-Interest matrix in four
categories – (Refer Appendix II - Figure VII)

 Key players - From this mapping, it is clear that owners have highest power and
have highest level of interest but advisors are also key players even if they possess
less power compared to owners, since their decisions are crucial for company’s
future.
 Keep satisfied – Partners have high level of power due to their investment but they
are not much interested in company’s day-to-day operations. So they work as
facilitators for the organization.
 Minimal effort – Suppliers and Outsourcing agencies have low interest and have no
power in the organization. Since there are multiple vendors available in the market,
company won’t find it difficult to switch to another vendor.
 Keep informed – There are many players in this group and it is essential for the
company to keep them informed about new developments based on the power they
can exercise. E.g. company may share some strategic decisions with managers but
may not reveal internal details to employees and clients.

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5. Strategy Recommendation for Future

5.1. Generic strategy

As of now, company’s generic strategy is Cost Focus since it serves SME clients who are
cost-conscious about their IT expenditure and not very rigid about formal
documentation. But many customers avoid companies with this strategy since too much
cost focus can make it difficult to deliver quality output. Even though this strategy is
working at this moment, it won’t work in future since new technologies continue to
evolve which makes the market broader. So company has to shift from cost focus to cost
leadership to achieve targeted sales growth.

Company can’t afford differentiation strategy since it doesn’t have huge financial and
resource investment for IT product research & development. (Refer Appendix II - Figure
VIII) Company needs to convert the value destroying activities into value adding so that
they will provide long-term competitive advantage. E.g. better pay-scale or frequent
engagement between management and junior staff etc. (Refer Appendix II - Figure X)

5.2. Other Strategy Models - Bowman’s Strategy Clock & Ansoff Matrix
On Bowman’s strategy clock, company is at position 1 due to low value addition with low
profit margins. To address this problem, company should from zone 1 to zone 2 i.e.
perceived added value to client, as shown in the diagram. Here company can set
moderate cost and also improve its quality of services for more value addition for sales
growth. (Refer Appendix II - Figure IX)

Ansoff matrix is a corporate strategy tool to guide a business to its future direction.
Currently, company operates mainly in North American markets by providing IT
enabled services. It has stared with single client in 2007 and earned many more clients
to its list using market penetration strategy which had been quite successful.

The strategy worked well for a long time since this market is huge in terms of size and
opportunities. But over dependence on it can put the company in financial trouble
because US economy had been subject to global economic slowdown in past. So
company has to identify and develop new markets for its expansion rather than solely
concentrating on US IT industry. (Refer Appendix II - Figure XI)

5.3. Outsourcing Strategy

As explained earlier, company does outsource some technical and recruiting activities to
outside agencies whenever such need arises. Company does have resources in Android
programming but not many iOS programmers. So when a client solution is to be
developed on iOS platform then company has to get help from freelance developers for
its technical needs. Most of the mobile based development projects that company work,
are of small to medium size and duration of 2 to 6 months. Recruiting and retaining
senior managers is always a challenging task for any organization and in last few years,
company has not been able to retain some senior staff due to pay-scale differences. So to
improve hiring process for senior staff, it has to revise its portfolio with recruitment
agency to find out reason for departures and make its expectations clear to prospective
candidates before actual process.

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6. Strategy Evaluation Using SAFe criteria
From the strategies, now criteria are to be evaluated for SAF – Suitability, Acceptability and
Feasibility. (Johnson, Whittington and Scholes, 2014, p. 372)

Lifecycle matrix–
At present, company’s position in the market is favourable and there are many SME
competitors for the company having almost same size & profit margin and IT industry is
currently in mature stage. So the suitable strategy would be to move towards cost leadership
from cost focus. (Refer Appendix II - Figure XVI)

Suitability –
Based on strengths & weaknesses identified using SWOT analysis (Refer Appendix II - Figure
XII), recommended option for the company would be “Market Development”. Main reason
for this is that the company relies heavily on North American IT market and it is moving
towards saturation due to many native software development firms. So company needs to use
its marketing capabilities along with financial & quality assurance certifications and move
towards developing new market in European countries. (Refer Appendix II - Figure XV)

Acceptability –
 Risk – Even though company’s financial position is very good which is evident from its
S&P rating, there are some risks that might affect effective implementation of above
strategies. Company may not face any major risk but most of the clients are US based and
company earns most of its revenue in US$, fluctuations in US exchange rate against
Rupees pose major risk to its earnings. Similarly, getting entry in European IT market is
tough compared to US because it’s not easily accessible to SMEs outside EU and EU
companies prefer local vendors due to language barriers. So company might need to
spend substantial amount of money to hire competent marketing professionals there.
 Returns – During initial stage, company would need to invest money on sales &
marketing to develop new markets like EU but once it establishes itself there, the returns
would be higher since revenue will be generated in British Pound £ and Euro € which are
stronger than US$.
 Reaction of Stakeholders – As seen in section 4.2, owners and partners are main
stakeholders in the company. Also company’s stance on CSR is profit based according to
section 1.7. Since this new strategy is going to target sales growth thru new market
exploration, reaction of owners & partners will be positive and pro-investment. Other
stakeholders like employees, managers, advisors have low or limited power so major
stakeholders can implement the strategy without much resistance from others. (Refer
Appendix II - Figure VII)

Feasibility –
Let’s analyse feasibility of proposed strategy from resources and competency perspective. For
strategy implementation, company needs resources and competencies to fulfil perceived
targets.

 Financial – Industry lifecycle for IT business is in maturity stage so company would

need medium funding. Business risk at this stage is low since financial situation is good
and cost of capital is also low. Possible ways to raise required funds is to utilize available
cash flow or debt from banks.
 Human – Company does have sales & marketing staff as well as technical resources to
cater growing IT demands but till date, its focus has been US market so there are no
resources available to promote & sell company’s portfolio in EU. So company has to
obtain these resources thru recruitment agencies specializing in European markets. Apart
from marketing skills, the resource has to be multi-lingual to cover as much geographic
region as possible.

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  Physical – Company does have its own infrastructure development facility.

To sum up from above discussion, the proposed strategy is feasible for the company in
current conditions. After analysing competencies, identifying suitable strategy and
integrating SAFe criteria, it can be concluded that if the company decides to follow this
proposed strategic direction then it would be able to achieve its interlinked objectives as
shown in the map and sustainable competitive advantage. (Refer Appendix II - Figure XIV)

7. Bibliography
CRISIL. (n.d.). Rating Criteria for Small and Medium Enterprises. [online] Available at:
http://www.crisil.com/Ratings/BusiAreaMethodology/MethodologyDocs/sme-criteria_2nov06.pdf [Accessed 24
Mar. 2016].

Iso.org. (2014). ISO 9001:2008 - Quality management systems -- Requirements. [online] Available at:
http://www.iso.org/iso/catalogue_detail?csnumber=46486 [Accessed 23 Mar. 2016].

Johnson, G., Whittington, R. and Scholes, K. (2014). Exploring strategy Text and Cases. 10th ed. Harlow: Financial
Times Prentice Hall.

Pignatelli, A. (2014). How to create a vision statement that inspires your organization. [video] Available at:
https://www.youtube.com/watch?v=PMGLJ2hV1Is [Accessed 13 Mar. 2016].

zConsolutions.com. (n.d.). zCon Solutions Pvt. Ltd. |. [online] Available at: http://www.zconsolutions.com/
[Accessed 29 Mar. 2016].

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Appendix I – Company Images

Figure I

(zConsolutions.com, n.d.)

Figure II

(zConsolutions.com, n.d.)

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Figure III

(zConsolutions.com, n.d.)

Figure IV

(zConsolutions.com, n.d.)

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Figure V

(zConsolutions.com, n.d.)

Figure VI

(zConsolutions.com, n.d.)

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Appendix II – Supporting Figures
Figure I – Corporate structure

Marketing

Finance Software
Dev.

Management

Networking Admin

HR

Figure II - Stakeholders

Owners

Advisors Clients

Outsourcing
Managers
Agency
Company

Suppliers Employees

Partners Competitor

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Figure III – Reporting structure

Non-Executive
Advisors Directors
(Partners)
Annual Progress Report

Company Briefing and

Market Reports
Financial Statements
& Client Leads

Executive Directors

Targets, Policies and Plans

Status & Progress reports

HR Manager Finance Administration Networking

Delivery
Principal
Manager
Project Plan and
Proposal
Project
Sales Targets and
Tracking
Prospective Clients
Progress
Report Team Leader

Timesheet and Requirement

Marketing
Task Report Specification
Executive

Developer

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Figure IV - Capabilities

Resources Competencies

 Leased Internet line to ensure high Physical  Multi-story software development facility
speed connectivity  Enhanced security using Biometric
 Licensed software from Microsoft, fingerprint based devices
Oracle  ISO 9001:2008 certification for quality
 VOIP based US phone number for US management (Refer Appendix I - Figure
based clients VI)
 SE 2A rating from CRISIL, a Standard &
Poor's company (Crisil.com, 2016)
 Around 80 staff which includes mix of Human  Founders with vast on-site work
experienced and fresh graduates experience in US IT industry
 Over 60% of the staff are engineers  US based sales and marketing advisors
having Bachelor degree (Refer Appendix who do real-time scan of local IT market
I - Figure IV) to find prospects
 Programmers with wide range of IT  Expertise in MVC architecture
skills (Refer Appendix I - Figure V)  Delivery manager with strong technical
background
 Sustainable revenue to invest money in Financial  Competitive pricing in cost-conscious
real-estate in one of the most expensive outsourcing market
part of the city to develop own facility  Revenue still generated from its legacy
 Decent profits despite low margins in software developed for SMEs almost 10
small size IT projects years ago

(Johnson, Whittington and Scholes, 2014, p. 71)

Figure V – Threshold and Distinctive capabilities

Resources Competencies

Threshold  Leased Internet line to ensure high  Multi-story software development facility
speed connectivity  Enhanced security using Biometric
 Licensed software from Microsoft, fingerprint based devices
Oracle  Competitive pricing in cost-conscious
 VOIP based US phone number for US outsourcing market
based clients  Expertise in MVC architecture
 Around 80 staff which includes mix of  Revenue still generated from its legacy
experienced and fresh graduates software developed for SMEs almost 10
 People with wide range of IT skills years ago
 Decent profits despite low margins in
small size IT projects
Distinctive  Over 60% of the staff are engineers  Founders with vast on-site work experience
having Bachelor degree in US IT industry
 Sustainable revenue to invest money  US based sales and marketing advisors who
in real-estate in one of the most do real-time scan of local IT market to find
expensive part of the city to develop prospects
own facility  Delivery manager with strong technical
background in Microsoft Technologies
 SE 2A rating from CRISIL, a Standard &
Poor's company
 ISO 9001:2008 certification for quality
management

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Figure VI – VRIN model

Category Competencies
Value  Delivery manager with strong technical background in Microsoft
Technologies
 ISO 9001:2008 certification for quality management
 Qualified engineers having Bachelor degree
Rarity  US based sales and marketing advisors who do real-time scan of local IT
market to find prospects
Inimitability  SE 2A rating from CRISIL, a Standard & Poor's company
Non-substitutable  Founders with vast on-site work experience in US IT industry
(Johnson, Whittington and Scholes, 2014, p. 76)

Figure VII – Stakeholder mapping

LEVEL OF INTEREST
Low High

Low
Competitors Employees

Suppliers, Outsourcing Clients

Managers
POWER

Advisors

Partners
High Owners

(Johnson, Whittington and Scholes, 2014, p. 124)

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Figure VIII – Generic strategy

ADVANTAGE
Lower Cost Differentiation

Broad Cost Leadership

(future)

SCOPE

Narrow Cost Focus

(current)

(Johnson, Whittington and Scholes, 2014, p. 193)

Figure IX – Bowman’s clock

Target
Position

Current
Position

(Johnson, Whittington and Scholes, 2014, p. 203)

Figure X – Value adding & destroying activities

Value adding activities Value destroying activities

Cross-cultural workshop for senior Negative feedback during performance
programmers and managers reviews
Sessions on professional and ethical Blame game between marketing and
behaviour at workplace development team
Good mentoring for junior staff Lack of encouragement from directors
Flexible work timings Low morale due to salaries below
industry standard

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Figure XI – Ansoff matrix

PRODUCTS / SERVICES
Existing New

Existing Market Penetration

(current)

MARKETS

New Market Development

(future)

(Johnson, Whittington and Scholes, 2014, p. 227)

Figure XII - SWOT analysis

Strength Weakness
1. Sound Financial position
1. Too much cost-focus
2. Quality rating from ISO
2. Top-down management
3. Technically strog delivery
manager 3. Dependency on US market

Opportunity Threat
1. Can position itself in European
market 1. European market highly localized
2. Can exploit technical expertise 2. US market can erode due to native
in mobile software development SMEs

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Figure XIII – Balanced scorecard

Financial Customer
1. Total Sales 1. Customer Satisfaction
2. Total Profit 2. Customer Retention
3. Market Share

Balanced
Scorecard

Internal Process Learning & Growth

1. Technical Skills 1. Employee Skills Development
2. Leadership Style 2. Employee Retention
3. Build Partnership for Marketing 3. Employee Satisfaction

Figure XIV – Strategy objective map

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Figure XV – Suitability matrix

Figure XVI – Life cycle / Portfolio matrix

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