Tech Mahindra Telecom Vendor Services
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1 June 24, 2011 Summary Jeff Ogle Current Analysis Senior Analyst, Mobile Ecosystem Current Perspective: Positive We are taking a positive stance on in the telecom vendor services (TVS) market. While the company does not develop telecom network equipment it does engage in managed network services contract on a turnkey basis. Its true strength, however, is in the IT domain where it is world renowned, and its integration with sister company Mahindra Satyam should put the company in a prime position to leverage its telecom know-how across a range of vertical industries. While is not the first name that comes to mind when thinking of IT-specialists focused on the telecom industry, it does hold the distinction of being the largest Indian player on the TVS stage. A quick fact check shows that booked USD billion in FY 2010 revenues, up 15.4% year-over-year, claims a presence in 31 countries, employing 38,300 professionals, serving 128 customers with 15 new ones added this fiscal year. boasts a global reach and has an impressive resume of telecom operators as customers along with a quality reputation for software development. These strengths should help the company rise in the ranks of global telecom services heavyweights in coming years. In addition, beyond Tech Mahindra s six pillar telecom-focused core services which include: Applications, IMS, Business Solutions Group (BSG), Network Offering, Security and Value Added Services (VAS), it provides extensive testing services across all these core disciplines as well. As previously mentioned its expertise in vertical industries, which is now accentuated by the merger with Mahindra Satyam, puts it in an advantageous position in what many vendors see as the next major telecom networking opportunity particularly a services opportunity given the need of these markets for business specific and customized solutions. On the other side of the coin, while s fact sheet would seem to place it near the top of the list of global TVS leaders, it is not without issues. Although the company is exclusively focused on the telecom communications as a vertical it does not focus all its resources exclusively on the telecom market segment of carriers and service providers. This, combined with the fact that it does not develop telecom network equipment hardware, relegates the company to the role of a equipment agnostic niche provider large though that niche might be vis-à-vis the likes of Ericsson, NSN and Alcatel-Lucent. Naturally, s lack of institutional product expertise impacts its credibility deploying, managing or operating another vendor s equipment. This presents an interesting marketing challenge for to gain visibility and credibility for its network optimization and systems integration services and capabilities against established telecom equipment vendors and a growing army of IT specialists, such as IBM, who can also claim equally deep ties to the telecom space. Continued Europe +33 (0) Or visit our Web site: 1
2 Ratings Market Perspective Market Perception Momentum Vision Innovation Telecom Vendor Positive Moderate Moderate Positive Positive Services Professional Services Positive Moderate Moderate Positive Positive Strengths and Weaknesses Strengths, while not the first name in the TVS arena, claims an impressive roster of telecom operator customers including five of the top seven European telcos and six of the top ten North American telcos. What s more, recent Outstanding Supplier awards from AT&T for the second year running and Bharti Airtel (which also has a ten-year agreement with IBM) strongly suggest that the company has customer relationships that not only add credibility to its value proposition aimed at prospective customers, but also provide valuable avenues to growth via existing channels. s integration with sister company, Mahindra Satyam, matches s telecom industry expertise with Satyam s established enterprise IT expertise serving vertical industries in BSS and BPO. It is no secret that telecom s relevance in a variety of vertical markets is creating a potential boon of opportunity for telecom equipment vendors and professional services organizations alike. To this end, the combination of capabilities brought to bear under the Mahindra umbrella should position the company to stay abreast of this wave of opportunity as it continues to bring new solutions to market. boasts a full range of telecom network optimization service offerings including metrics analysis, RF benchmarking, access and core audit, design validation and network performance monitoring. As the list implies, s optimization offerings span the gamut of both wireless and fixed IP/transport networks. While there is no shortage of companies offering optimization services, the ability to address the full gamut of network architectures, equipment agnostically, potentially puts in a stronger position than some equipment providers (e.g., Ciena, ECI Telecom, and Tellabs) that specialize in a narrower segment of the network. s development organization has been assessed and awarded a CMMI Level 5 (v1.2) and System Security processes SSECMM Level 3 rating. Most development organizations are CMMI Level 1 or 2 (since there is no zero level) with 5 being the highest; the achievement of this level is truly an accolade to their development discipline and predictability. is the third company in the world to achieve the SSECMM Level 3 rating. This achievement of this level of ratings is also not accomplished overnight, typically taking several years and requiring a serious management commitment. is a large, global operation and the fifth largest software exporter in India. Once Satyam is integrated into the Mahindra group it should also contribute revenues in excess of a billion dollars (USD). While not all of these customers and employees are dedicated to the telecom market, the company s telecom revenue base is impressive and establishes it as a deep-pocketed, well-resourced and broadly entrenched services organization with size and scale advantages that few competitors can match. Weaknesses Despite s ability to serve customers from an art to part perspective i.e., with engineering, software and system integration services there is no denying that the company lacks traditional telecom network products along with the institutional knowledge that network equipment providers bring to an engagement model. Though one may argue a Cisco Certified System Europe +33 (0) Or visit our Web site: 2
3 Engineer is the same whether they work for Cisco or not, there is no denying the one working for the parent has the inherent advantage as an insider if nothing more. Whereas rival IT giants, such as IBM, HP, etc., often partner alongside network equipment providers in services engagements, is less of a partner with equipment vendors and more of a direct competitor and threat in areas such as network optimizations, and increasingly software design and integrations. While the company s IT counterparts also compete increasingly with equipment vendors, via the co-opetition concept, s rivals are also pulled into equipment-led deals more often by virtue of a more robust set of partnerships. s strongest partnerships are with Oracle (Platinum Partner), and Microsoft yet it also has partnerships with IBM for system integration and HP for joint go-to-market programs as well. While the lines of competition between and traditional telecom network vendors are still relatively distinct, this line will continue to blur over time as concepts such as OSS/BSS integrations, network optimizations, and BPOs within vertical markets take on an increasing importance. From an IT integration perspective, most equipment vendors now identify OSS/BSS implementations as a strategic imperative; the same is true with vertical industries. As network equipment vendors continue to build out skills in these formerly non-traditional areas, IT pure plays such as will be forced to overcome rivals that oftentimes have better credibility with, and deeper sales channels within the network operator community. To help counter this threat Tech Mahindra s is investing heavily in both the NGN IMS Forum and NTAF (Network Test Automation Forum) to help the company increase its profile & visibility with the network operator community and gain potential time to market advantages. Despite s overt focus on the telecom industry, it is not the only market that the company deals with. Going forward, as it is integrated with Mahindra Satyam, the telecom focus runs the risk of being obscured within a larger set of businesses. Much like the telecom business within a firm like IBM is easily overlooked, so too could be Mahindra s telecom business against the broader backdrop of its IT, enterprise and consulting work. In turn, this could provide an opportunity for smaller IT specialists which focus specifically on telecom, such as Asia/Info, to position itself favorably against the perception of Mahindra as a sprawling conglomerate that lacks the requisite focus to fully meet the nuanced needs of telecom network operators. While s revenue stream seems well balanced based upon the geographic distribution of 50% Europe, 30% North America and 20% ROW, its revenue based upon clients tells a different story. has a majority of its clients in the less than $10 million per quarter category, making for a seemingly solid revenue base, however, with its top five clients contributing 72% of revenue and a single client accounting for 40%, potentially leaves it vulnerable to a loss of a key client or general economic downturn that curtails the speeding. Recommended Actions Recommended Vendor Actions needs to consider being more vocal about its success with telecom operator engagements. While it can point to impressive proof points in terms of serving large operators in North American and Europe, the company has announced BPO operations in the Philippines with customer unnamed, Clearly, the company has won contracts evidenced by its continued build outs of innovation and development centers around the world and especially in Africa. Nevertheless, as competition among services players becomes fiercer, conglomerates such as Mahindra must be more vigilant than ever to demonstrate their commitment to telecom network operators. Highlighting customer traction is a powerful demonstration not only of commitment but also of success. Further on the traction demonstration front, should detail any and all success Europe +33 (0) Or visit our Web site: 3
4 that it is having with telecom network optimization projects particularly on an end to-end basis. Because the company claims that it can address network optimization from wireless access through the mobile core and into the IP/transport domains it could gain a measure of differentiation over equipment provider specialists that focus only on specific portions of the network. By the same token, it would also help raise s profile vis-à-vis Ericsson, NSN, etc. that hang their hat on end to end optimization capabilities. should take care to highlight instances where it cooperates with traditional network infrastructure players in outsourced R&D for example. As a global generalist, it is in Tech Mahindra s interest to work together with all market participants throughout the industry value chain. More importantly, working with telecom specialists (to help develop products, partner on integrations, etc.) is essential for helping to build its credibility and visibility with telecom operators who might otherwise see it as nothing but an IT and consulting player. As soon as possible, should publicize instances of how its integration with Mahindra Satyam has resulted in a broadening of telecom-focused engagements in vertical markets. As highlighted repeatedly throughout this report, verticals are an important emerging area of opportunity for telecom services players. However, whereas telecom equipment vendors are working hard to establish credibility, Mahindra s reach into vertical markets should provide it with ample sales channels already at its disposal. Along these lines, if Mahindra can quickly demonstrate that it is successfully leveraging its telecom capabilities in vertical markets, it could become a difficult to displace market leader. should make it a strategic imperative to broaden the key customer base to reduce the revenue reliance on these key customers. Having a single customer account for as much as 40% of revenue on a quarterly basis is an exposure. However, since this is not something that can be accomplished in quarters but is measured in terms of years, programs aimed at new market opportunities and territories are both good ways to win new customers should be started immediately. Recommended Competitor Actions IBM should play up its informal partnership with Asia/Info to send the message that while it has broad and deep telecom knowledge, it also has specialist partners that can fill knowledge gaps where they might exist. For its part s integration with Mahindra Satyam promises to match a lot of the holistic telecom/it/verticals capabilities that IBM can tout. However, with specialists like Asia/Info already working with IBM, Big Blue can also point to additional value added resources that could help set it apart from fellow behemoths like HP and/or Mahindra. Smaller, yet still important, pure plays like WiPro need to respond to Mahindra s integration of its telecom and enterprise practice so as to let the market know where they stand with respect to Mahindra s new value proposition. As the largest telecom pure play in the market, Mahindra clearly warranted attention before its announced reorganization. Now that it is aligning two of its most powerful divisions to attack all telecom-related market opportunities (i.e. verticals in addition to the telecom market itself), the WiPros of the world need to remind the market of how they can bring similar capabilities to bear and add similar value to their customers. Network integrators such as Alcatel-Lucent, Ericsson and NSN need to provide as much evidence as possible that will demonstrate their strengths in areas such as OSS integration and business transformation services. While IT services firms ranging from major players such as to smaller players such as Subex - are well known in the OSS and BSS spaces, equipment vendors can claim superior operational expertise. In doing so, they can secure their part of the business and make good on claims of supporting end-to-end operator, quality of experience demands. Network equipment vendors such as Alcatel-Lucent, Ericsson, NSN, etc. need to also play up the value that developing telecom products brings to the professional services arena. Although Tech Europe +33 (0) Or visit our Web site: 4
5 Mahindra touts the ability to help network operators with optimization projects, the equipment vendors can rightly point out that the extent of value in a network optimization project will be inherently limited by the fact that it does not actually develop the networking equipment that it will be optimizing. Its ability will be limited to vendor supplied data or benchmarking analysis preformed on a specific platform and network configuration. By contrast, an equipment vendor s optimization services will be rooted in the deep knowledge that they have in designing and deploying the platforms that are being optimized. Telecom network vendors need to be careful when tackling vertical market network opportunities. To be fair, it s clear that enterprises in the energy, public safety or transport spaces are natural adjacencies for vendors given communications needs which are more akin to network operators. Operators, however, are also interested in penetrating these markets potentially putting services vendors in a competitive position with their primary customer base. Recommended End-User/Customer Actions Major network infrastructure vendors should consider working with Aricent, Tieto or Tech Mahindra (all rivals), when targeting vertical market opportunities. Most infrastructure vendors have identified so-called strategic industries as a natural market adjacency that could help to boost revenues going forward. Yet, industries such as finance, utilities, transportation and public safety often need customized products fitting unique requirements. These niche vendors are in a position to deliver this customization, leaving the network vendors to focus on their own platforms specific development requirements, Mobile and fixed operators across the globe should take notice. won from Bharti in Africa the operator s #1 Software Supplier award in In April 2011 it became a 2011 AT&T Supplier Award winner, one of only six companies to receive such public phrase for its services. This was the second year in a row was awarded this designation. In June 2011, it also won the Communications Sector Partner of the year from Microsoft. s ability to provide superior customer service, as exemplified by these cases, makes their value proposition an alternative worth considering vis-à-vis some larger, perhaps better known competitors. Network operators in developed markets should look into the details of s relationships with large, Tier 1 operators in North America and Western Europe for insight into the company s role and ability to work effectively in mature markets. To be sure, s has the proof points to validate its capabilities outside India including work with the top three European operators, six of the top eight North American operators and the top five telecom equipment manufacturers. With this in mind, other operators in these markets should be investigating Tech Mahindra as a possible alternative to better known, and likely more expensive consultants. Overview Name Locations Ltd. HQ India, 17 regional offi ces WW, 15 delivery centers across the globe and presence in 31 countries Primary Markets IT Services, Communications Network Services Revenues $ Billion, March 31, 2011 Employees 38,300 March 31, 2011 Founded 1986 Management Vineet Nayyar, Vice Chairman, Managing Director & CEO Key Partners BT, AT&T, Etisalat DB, Microsoft, Bell Canada, Motorola, CA, Cisco Europe +33 (0) Or visit our Web site: 5
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