BUSINESS to BUSINESS MARKETING

CASE SUBMISSION - 5

WIPRO: Building a global B2B brand

WIPRO
Submitted to: Prof. Sanket Vatavwala

SUBMITTED BY: Group 5 (Section: B)

Mohammad Tariq Anwar Ansari MBA07031 Kartik
Mangwani MBA07139

Amar Khattri MBA07124

Komal Goyal MBA07208

Siddhant Mohapatra MBA07227

5Cs FRAMEWORK
Company: Wipro Limited is also known as Western Indian Products Limited, which is a
global service provider delivering information technology and business services. It was
founded by Mohamed Premji in 1945. The company’s headquarters are located in Bangalore,
India. It is presently ranked among the top 100 technology companies in the world.
Azim Premji took over the company after his father’s death and reorganized the company
structure and management style to adapt to the corporate culture that would form the foundation
of everything that WIPRO has become.
Favorable Company Culture - According to Wipro: Building a Global B-2-B Brand, the
company has a strong culture of process and product innovation.
Financial position and availability of resources for marketing - Wipro is in a favorable financial
situation and can afford to spend a sizeable sum on marketing to introduce new products and
strengthen the position of existing brands.
Brand Equity - Wipro Favorability enjoys a high level of favorability with both current and
future consumers. It may use this brand value to leverage its expansion into other markets.
Wipro Favourability draws some of the most significant people in its field. It has a very skilled
current staff, so it has the quality human resources to develop and manage successful
campaigns. Strong marketing capabilities enable Wipro Favourability to create efficient and
effective marketing strategies.

Context: Context analysis includes a thorough examination of factors that affect the macro
environment, such as the political and social climate, the regulatory climate, the economic
climate in the markets where Wipro Favorability operates, the rate of technological
advancement in the sector, the regulatory climate, the legal climate, the environmental
standards in the sector, etc.
International hazards and risk exposure from technology and innovation are the two primary
types of risk exposure in the context analysis.
Context factors are as follows:
• Regulatory Framework
• Political Risks to Wipro Favourability
• Inflation & Diversification
• Employment
• Foreign Exchange Exposure
• Economic

Competitors:
Infosys, TCS, IBM, Accenture
Customers: Users of IT services from a broad range of industries such as communications,
manufacturing, transportation, life sciences, public sector, financial services, and clients r IT
companies that outsourced IT services.
What are the features that customers want the most? Wipro Favourability's marketing managers
must determine which characteristics consumers want the most and how Wipro Favourability
can position itself to supply those two to three crucial features.
What is the Customer Life Time Value? Wipro Favourability should design a marketing
strategy that may optimize customer lifetime value rather than concentrating marketing effort
on lifetime purchases.
What is the market size of the category that Wipro Favourability intends to target? According
to my predictions, the market will expand steadily and offer several possibilities to enter related
markets.

Collaborators: Partners in the value chain's supply chain, both upstream and downstream,
are considered collaborators. To conduct a collaborators analysis, Wipro Favourability must
evaluate the supply chain critically in light of a variety of variables, including bargaining
power, the value that suppliers bring to the table, the supply chain's flexibility and agility, and
revenue sharing at each stage of the value chain.
Listing down a few collaborative factors:
• Managing delivery and services in times of uncertainty
• Risks to intellectual property rights and patents
• Flexibility of supply chain and international risks
• Number of suppliers and abilities of the suppliers
• Position and bargaining power in the value chain

Problem at hand
The Brand Perception Survey's favourability ratings significantly climbed between 2005 and
2006. Wipro was now perceived much more favorably by those familiar with it. The secret was
establishing a distinctive stance that would aid in raising awareness. Wipro intended to compete
with companies like IBM and Accenture but lacked the resources to market and raised
awareness on the same level. With a budget of US$ 1.3 million, Wipro had a marketing
communications strategy that was at least 10% less expensive than that of its primary
worldwide competitors. How might it make the most excellent possible use of its
communication budget? All the touch points where such a decision maker might be reached
and would be receptive to Wipro's message needed to be carefully considered by Wipro. The
urgent requirement was to contact as many individuals as possible in a confined setting while
working with a restricted budget.
Last but not least, Jessie Paul thought about the needed marketing campaign's global reach,
which would include the US, Europe, and Japan. Simply put, there was no funding for creating
various communication materials in these many areas. It was necessary to combine the
consumer data from each location into a single communication production base before
identifying channels that might be utilized explicitly for each location.
Evaluation of Alternatives:
There are three alternatives talked about in the case:
1. Wipro planning to play up in operational excellence: Wipro has several CMM
certificates under its belt, and its adoption of the Six Sigma process throughout the firm
could play to its advantage. This can be easily replicated by the competitors and is not
a significant competitive advantage.
2. Second was linked to the notion of customer centricity: The critical idea they wanted
to play upon is to focus on retaining customers more and making them happy instead
of running after acquiring new customers. This is the classic relationship marketing
approach. The benefits being multi-faceted:
a. Increasing revenues
b. Reduced administrative costs
c. Customer endorsements
d. Employee retention
e. Ease of jobs for employees
But this approach alone is not sufficient to grow the business.
3. Wipro planning to hustle actively in the innovation area: Wipro plans to actively work
on new technology and cater to the upcoming market. This could act as a differentiator,
considering the expertise that Wipro could gain working on innovative technologies
that cannot be easily replicated.

Recommendations
• Growth In Number of Parks: It was suggested to create 6 to 8 parks in 15 American
metropolitan centers at a cost of $30 million for each park, taking into account the more
significant development potential clients for the entertainment business in the United
States and Canada. From a quality perspective, the method appears workable, given
that operating in large cities would result in better revenues than in smaller markets.
Similarly, the company has extensive expertise in creating larger parks in metropolitan
areas. However, the company has no operational experience in America, so this plan
seems risky.
• New Formats (Entering Into Small Markets): Small parks may be built using this
strategy in small cities with growing populations and GDPs, like Doha. Growth will be
attained compared to other parks as minimal activities will be offered considering the
small size of the park, making it possible for customers to visit once more to obtain
other services. This would result in smaller profits compared to operating in bigger
cities and needs less investment.
• Interactive Digital Platform: The suggested approach entails the development of an
interactive digital platform to improve interactions with kids by giving them a sense of
presence in a virtual park. Given the widespread usage of the internet, mobile devices,
and other electronic gadgets, businesses will be able to attract the most significant
number of customers using this strategy.
• Content Development: The approach seems like a viable alternative given the film
market's increased development potential; nevertheless, the initial financial expenditure
required for the work needs to be considered. Given that the approach won't allow the
service to achieve global expansion and presence, it's possible that the technique won't
be accepted.