"In August 2010, Phaneesh Murthy, chief executive officer (CEO), iGATE Global Solutions (iGATE), was on a flight to India. He was reflecting on the tactical options before him of late, with regard to the future of iGATE. The choices were twofold. Should iGATE continue to concentrate on its traditional markets of America and the European Union (EU), or should it change track to focus on India? The U.S. and the EU markets had been growing at less than four per cent since 2008, and this would probably continue until 2013. Nonetheless, iGATE had developed a product tailored to the unique needs of customers in the developed world who were confronting economic downturn.
Known as iTOPS, it was demonstrating the promise of adding to both bottom line and the top line of iGATE. The IT-enabled services marketplace in India was growing at an average of 14.5 per cent for the interval of 2008-2013. The assurance of top line growth had brought on many international BPO companies to India. IGATE would be merely another player in India with offerings that are simple vanilla and with no differentiation. The national market was competitive. The commoditization of its own BPO products and services of course, opened up a chance to come up with a product but iGATE had no such offering in the pipeline. It's in this circumstance that Murthy wondered what strategy he should pursue: iTOPS or India?"
PUBLICATION DATE: August 25, 2011 PRODUCT #: W11135-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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