COMPANY PROFILE Tata Communications is a leading global provider of telecommunications solutions serving the voice, data and next-generation

service needs of carriers, enterprises and consumers across the world. Earlier known as Videsh Sanchar Nigam, the company became a part of the Tata group in 2002. In 2008, VSNL, VSNL International, Teleglobe, Tata Indicom Enterprise Business Unit, VGSL and CIPRIS were brought under one global brand name Tata Communications. The company is now the number one global international wholesale voice operator and India's largest provider of international long distance, enterprise data and internet services in India. Tatas global network spans five continents and comprises major ownership in over 200,000 km of territorial network fibre and subsea cable capacity. The company has a trans-Atlantic and trans-Pacific data transfer capacity of 1 trillion bits per second, a global MPLS network and the worlds largest VoIP network. Tata Communications was named "Best Wholesale Carrier" at the World Communications Awards in 2006 and "Best Pan-Asian Wholesale Provider" at the 2006 and 2007 Global Wholesale Telecommunications Awards. It is listed on the Bombay Stock Exchange and the National Stock Exchange of India. Tata Communications is a partner of the Metro Ethernet Forum (MEF), the pre-eminent industry organization dedicated to facilitating the adoption of Ethernet networks and services. Areas of business The company extends its global reach to over 200 countries and territories with more than 300 PoPs and more than one million square feet data centre space worldwide.Its portfolio covers: Global voice solutions Carrying over 20 bn minutes of traffic annually, the company's customer base includes over 1500 carriers, mobile operators and ISPs. It provides value-added services such as international toll free calls and account calling in addition to domestic and international long distance calls. Services include:

 Voice termination services Mobile Direct VoIPLinkTM Global calling cards truerootsTM

Global data solutions The company serves the connectivity needs of global enterprises and service providers with solutions such as virtual private networks, global ethernet, managed data network services, leased lines, etc. The company also offers customised industry specific solutions and is the leading provider of bandwidth and IP connectivity. Services include: Global transmission services Global IP and VPN services Managed services Mobility services Transformation services

Joint ventures, subsidiaries, associates Tata Communications Lanka offers wholesale, enterprise and retail solutions which include international voice services, international IP bandwidth for internet service providers, international private lease circuit, MPLS-based global VPN services, corporate voice services and their global calling card. Tata Communications Banking InfraSolutions (TCBIL) offers solutions that cater to the banking industry which include ATM services, card issuance and management, end-to-end point of sale acquiring and hosted core banking. Tata Communications Transformations Services delivers end-to-end

outsourcing services for global carrier and telecommunications customers. Neotel (South Africa) provides a range of value-added voice and data services for businesses, wholesale network operators, providers and consumers using its pure-IP next generation network. Tata Communications Internet Services serves over 4,50,000 customers offering services like broadband, Wi-Fi, dial up and a bouquet of value-added services such as entertainment-on-demand, interactive education, net telephony, PC security and website hosting.

Location The companys headquarters is in Mumbai, India, and it has significant international operations in New Jersey, Montreal, Singapore and London. It has offices in 80 cities across 40 countries.

VISION AND MISSION

A vision statement for a company or organization focuses on the potential inherent in the company's future, or what they intend to be. While a vision statement might contain references to how the company intends to make that future into a reality, the how is really part of a "mission" statement, while the vision statement is simply a description of the what, meaning, what the company intends to become. Features of vision statement The vision statement is short, precise and succinct; it conveys a lot in just a few words. It thinks of things in a long-term, broad sense, without sounding generic. It is unambiguous about who Hindalco is as a company as well as who it wish to become. It also highlights the main objective of creating value for stakeholder

Vision Statement of TATA COMMUNICATIONS Ltd : Deliver a new world of communications to advance the reach and leadership of our customers.

A mission statement is a statement of the purpose of a company, organization or person, its reason for existing. The mission statement should guide the actions of the organization, spell out its overall goal, provide a path, and guide decision-making. It provides "the framework or context within which the company's strategies are formulated." It's like a goal for what the company wants to do for the world. A company's mission statement is a constant reminder to its employees of why the company exists and what the founders envisioned when they put their fame and

fortune at risk to breathe life into their dreams. Woe to the company that loses sight of its Mission Statement for it has taken the first step on the slippery slope to failure. Mission statements often include the following information:

Aim(s) of the organization The organization's primary stakeholders: clients/customers, shareholders, congregation, etc.

How the organization provides value to these stakeholders, for example by offering specific types of products and/or services

A declaration of an organization's sole core purpose. A mission statement answers the question, "Why do we exist?"

Mission Statement of TATA COMMUNICATIONS Ltd : The Mission Statement of Tata Communications LTD is based on two componenets. COMMITMENT Invest in building long-lasting relationships with customers and partners and lead the industry in responsiveness and flexibility. STRATEGY Build leading-edge IP-leveraged solutions advanced by our unmatched global infrastructure and leadership in emerging markets.

SWOT ANALYSIS

SWOT analysis (alternatively SWOT Matrix) is a structured planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. Setting the objective should be done after the SWOT analysis has been performed. This would allow achievable goals or objectives to be set for the organization.

Strengths: Weaknesses: Opportunities: Threats:

Identification of SWOTs is important because they can inform later steps in planning to achieve the objective. First, the decision makers should consider whether the objective is attainable, given the SWOTs. If the objective is not attainable a different objective must be selected and the process repeated.

SWOT ANALYSIS OF TATA COMMUNICATIONS LTD :

STRENGTHS Leading position in emerging markets

The company has a strong market position in the emerging markets. Its presence in emerging markets includes leadership in Indian enterprise data services, leadership in global international voice, and strategic investments in operators in South Africa (Neotel), Sri Lanka (Tata Communications Lanka Limited), Nepal (United Telecom Limited). Also, the company is the leading global voice solutions provider in the world, with an estimated 16.2 % market share of ILD voice traffic. The traffic into and out of India continues to represent a significant portion of the companys ILD Voice segment and the company is a market leader in terms of the volume of inbound termination of calls to India. In FY2011, the company carried more than 40 billion minutes of ILD voice traffic and more than 10 billion minutes of NLD voice traffic.

Strong network infrastructure

The company has a strong network infrastructure. The Tata Global Network (TGN) includes one of the most advanced and largest submarine cable networks, a Tier-1 IP network, with connectivity to more than 200 countries across 400 points of presence (PoPs), and nearly 1 million square feet of data center and collocation space worldwide. Its Tata Global Network includes submarine cable capacity that connects six continents, a Tier-1 internet backbone and over 300 points of presence worldwide. Also, the companys NLD backbone is spread over a 42,000 km optical fiber network across more than 210 PoPs in India.
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Moreover, the company owns and operates six specific fiber-optic cable systems: TGN-Pacific, an eight-fiber pair ring cable system between Japan and the West Coast of the US and a four-fiber pair linear submarine cable system from Japan to Guam that is the largest cable system across the Pacific in terms of activated and future capacity design; TGN-Atlantic, which is a four-fiber pair ring cable system between the East Coast of the U.S. and the UK; TGN-WER, which is a four-fiber pair ring cable system between Portugal, Spain and the UK; TGN-Northern Europe, which is a four-fiber pair linear system from the UK to the Netherlands; Tata Indicom Cable (TIC), which is a 3,100 km eight fiber pair submarine cable system between Chennai, India and Singapore and TGN-Intra Asia, a wholly owned four fiber pair linear submarine cable system connecting Singapore, Hong Kong, and Tokyo. The TGN-Intra Asia also directly connects to partners in Vietnam and in the Philippines through branching units. The TGN-Intra Asia System has added over 1,100GBit/s lit capacity, which represents just 10% of the potential system capacity.

Comprehensive portfolio of offerings

Tata Communications has a comprehensive portfolio of information and communication technology services with wide presence in international and domestic markets. The company operates through three business segments: global voice solutions (GVS), global data and managed services (GDMS), and others. The companys global voice solutions portfolio includes voice termination services, ILD Inbound services or access services, universal international free phone service (UIFN), managed calling cards solution, audiotext, integrated services digital network (ISDN), operator, and national long distance (NLD) in India.

The companys global data and managed services segment offers international and national private leased circuit (IPLC and NPLC) services and IP transit services. This segment includes three businesses: enterprise data business, carrier data business and mobility services. Through enterprise data business, Tata Communications offers customized, end-to-end voice and data solutions as well as managed services to enterprise customers worldwide, including international private leased circuits (IPLCs), national private leased circuits (NPLCs), internet leased line circuits, dedicated internet access services, frame relay services, asynchronous transfer mode (ATM) services, data center infrastructure and application services, global virtual private network (VPN) services, global and pan-India Ethernet service, television uplinking, transponder lease services, hosted contacted center services, IPLC service, MVOIP and IPVoice connect, business messaging and collaboration, business audio and web conferencing, managed security services, Telepresence virtual meeting room services, media management platform, and global video network video connect.

Affiliations with Tata Group

Tata Communications is a part of Tata Group. As of FY2011, the Tata group, directly and indirectly through Tata Sons, Panatone Finvest and Tata Power Company, and the Government of India (GOI) owned 50.03% and 26.12%, respectively of the companys equity shares. Tata Group is one of the largest corporate houses in India with a presence in wide range of areas from manufacturing of common salt and tea to steel and cars. The company being part of the Tata Group achieves synergies with other Tata companies. For instance, the company has partnered with Tata Consultancy Services (TCS), a leading IT services company, on several occasions to jointly provide TCS customers a broad range of end-to-end IT and telecom solutions.

Also, the Tata group company, Tata Teleservices (in which the company has
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an equity stake) and its subsidiary Tata Teleservices (Maharashtra) (together called TTL) hold access licenses in almost all the telecom circles in India. The company and TTL have been working together to leverage each others strengths. Moreover, the change of the companys name from former VSNL to Tata Communications in 2007 was done to derive marketing and cost synergies with the Tata Groups telecom and IT businesses. Also, Tata Communications became the unified global brand for VSNL International, Teleglobe, Tata Indicom Enterprise Business Unit, and CIPRIS in 2008.

The companys affiliation with Tata Group enables it to access the existing customer bases and have the opportunity to share infrastructure costs. It also provides various synergies resulting in a competitive advantage as well as allow it enhance its capabilities.

WEAKNESSES Significant debt

Tata Communications has reported significant debt in recent years. The company reported total debt INR68,827 million ($1,509.4 million), INR61,596 million ($1, 350.8 million) and INR60,229 million ($1,320.8 million) in FY2011, FY2010 and FY2009, respectively. The total debt has substantially increased at a CAGR of 7% during FY2009-11. Also, of the total debt of INR68,827 million ($1,509.4 million) in FY2011, INR46,100 million ($1,011 million) was long term debt and INR22,727 million ($498.4 million) was short term debt. As a result of this high debt, the company incurred interest expense of INR4,088 million ($89.6 million) in FY2011. In addition, the companys long term debt to equity ratio stood at 1.17% in during the same year, which is high according to industry standards.

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As a result, Tata Communications interest coverage ratio declined from 1.7 in FY2009 to -0.08 in FY2011. The decline in interest coverage ratio indicates that the company is not generating sufficient revenues to satisfy its interest expenses. Significant debt limits the companys ability to finance its capital expenditure and acquisitions.

Declining profitability

The company has been witnessing declining profitability compared to its peers. The companys operating and net profits have been declining in recent years. For instance, the company recorded operating profit of INR4,657 million ($102.1 million) in FY2009 compared to an operating loss of INR364 million ($8 million) in FY2011. Also, the company recorded net profit of INR3,886 million ($85.2 million) in FY2009 compared to net loss of INR8,095 million ($177.5 million) in FY2011. It incurred losses because Neotel and SEPCO, in which the company holds 49% and 43% interest, respectively suffered huge losses in FY2011. The company share in the net losses from Neotel and SEPCO increased from INR3,197 million ($70.1 million) in FY2010 to INR5,534 million ($124 million) in FY2011. Also, Neotel is currently in its network and customer reach expansion phase which has resulted in the losses.

In addition, the companys Return on Assets (ROA) and Return on Equity (ROE) declined from -2% and -8.1%, respectively, in FY2010 to -4.4% and 20.6%, respectively in FY2011. A negative ROE and ROA indicates that the company is inefficiently using the shareholders money and investors money and is not generating higher returns. Also, negative or low ROA indicates that the companys resources are not being managed well. By contrast its competitor, Bharti Airtel recorded ROA and ROE of 4% and 12%,

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respectively in FY2011. The companys declining profitability harms investor confidence.

OPPORTUNITIES Increasing demand for cloud computing services

The worldwide demand for cloud computing services is forecast to record strong growth in coming years. Cloud computing is a computing infrastructure model, which enables delivery of software-as-a-service (SaaS). Appeal to cloud computing has been increasing as it enables the companies to reduce expenses like upfront royalty or licensing payments, investment in hardware infrastructure and other operating expenses. Consequently, the demand for cloud computing services has been increasing and is expected to grow from $40.7 billion in 2011 to $240 billion in 2020, growing at a CAGR of 22% for the period 2011-20. Further, as the market for cloud computing services grows, the enterprises are expected to earn about $110 billion from SaaS, platform-as-a-service (PaaS) and infrastructure-as-a-service (IaaS) during the next five years.

Poised to benefit from growing Indian telecom market

The Indian telecom industry has undergone a revolutionary change in the last few years. It has emerged as one of the leading telecom markets in the world. Availability of low priced mobile devices, robust network coverage, and affordable services are some of the factors that boosted its growth. The growth is expected to continue at the same pace in the future. The telecom market is growing rapidly and is expected to increase from $37 billion in 2010 to $66 billion by 2015. In addition, according to Telecom Regulatory Authority of India (TRAI) the telephone subscriber base in India increased from 906.9
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million at the end of September 2011 to 926.5 million at the end of December 2011, representing a growth of 2.16% over the previous quarter. This reflects year-on-year (YOY) growth of 17.7% over Q42010. Also, the overall Teledensity in India was approximately 76% as on December, 31 2011.

Moreover, according to TRAI the internet subscriber base increased from 21 million at the end of September 2011 to 22.4 million at the end of December 2011, representing a quarterly growth rate of 6.66%. Also, the broadband subscriber base increased from 12.8 million at the end of September 2011 to 13.4 million at the end of December 2011, representing a quarterly growth of 4% and year on year growth of 21.5%.

Tata Communications is one of the leading communications company offering a broad range of integrated communications services in India. With the leading position in Enterprise data and Wholesale LD voice in India the company is poised to benefit from growing Indian telecom market.

Growing managed telepresence and video conferencing services market

The growing managed telepresence and video conferencing services may create demand for the companys products in the coming years. According to industry estimates, the market for managed telepresence and video conferencing services is estimated to grow from $512.5 million in 2010 to $1.2 billion in 2016, representing a 19% compound annual growth rate (CAGR). Telepresence is the next generation of traditional video conferencing. In comparison to earlier video conferencing, which provides standard video and audio quality, Telepresence is a high definition meeting experience.

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Tata Communications has over 40 public telepresence conference locations across Asia, Europe, the Middle East, Africa, and North America. The company operates the worlds largest global public telepresence room network with 36 rooms across 19 countries spanning 5 continents. In addition, Tata Communications Telepresence service is based on the Cisco platform and its network of Telepresence rooms are connected to the Cisco Public TelePresence Suites in Santa Clara, California.

Moreover, in order to tap the growing managed telepresence and video conferencing services market the company has taken several initiatives. For instance, in April 2012 Cisco, Tata Communications and BizKomm unveiled Russias first public Telepresence facility. Also, in January 2012, Tata Communications, together with nine global service providers, launched the Global Meeting Alliance, an open ecosystem of leading telecom providers that have aligned to interconnect their respective business video communities.

With such initiatives the company is well positioned to benefit from the growing managed telepresence and video conferencing services market.

THREATS Increasing competition

The company operates in an intensely competitive telecommunications sector. In particular, Indian telecom market, Tata Communications primary market, has been increasing significantly in recent times. The existing and new operators are expanding their operations and services for international long distance (ILD) and national long distance (NLD) services. As result of this competition, the ILD business has resorted to steep rate cuts which affected the companys traffic volumes, revenues and market share. Also, the company
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was a monopoly in terms of providing ILD services for Bharat Sanchar Nigam Limited (BSNL) and Mahanagar Telephone Nigam Limited (MTNL) until 2002. However, in 2004 the market opened for other access providers (BSNL, MTNL, Bharti, Vodafone and Reliance) which started competing heavily with Tata Communiactions. Further, access providers such as BSNL have started offering their own ILD services which might compel them to refrain from utilizing Tata Communications ILD services.

In addition, the company has faced a number of new competitors in its international long distance (ILD) business, particularly since the Government of India (GoI) liberalized the licensing conditions and reduced the entry fees for ILD and national long distance (NLD) services in 2006. Furthermore, all international calls that the company carries that either originate or terminate in India must pass through access telephone networks, which it does not own or control. In addition, customer choice regime that was expected to be completed by 2003 was not implemented due to technical and other reasons. As a result of a recall of the Carrier Access Code (CAC) and Carrier Preselection (CPS) implementation in India by the Telecom Regulatory Authority of India (TRAI), many of the companys end customers do not have the right to choose to use its services, even if the company offers the most competitive rates and best quality. However, the ILD service providers have been allowed to access the subscribers directly only for provision of ILD voice service through calling cards. As a result, the companys international outgoing telephony services will continue to depend, to a significant degree, on companies such as BSNL, MTNL, Bharti Airtel, Vodafone and Reliance Communications. Increasing competition may affect the companys operations in coming years.

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 Extensive Regulations

The company is subject to extensive regulation and supervision by the Government of India. Tata Communications must obtain telecommunications licenses from the Department of Telecommunications (DoT) to provide certain of its services. The DoT retains the right to modify the terms and conditions of the companys licenses at any time if in its opinion it is necessary or expedient to do so in the interest of the general public or for the proper operation of the telecommunication sector. A change in certain significant terms of any of the licenses, such as their duration, the range of services permitted or the scope of exclusivity, if any, may have a material adverse effect on the companys business and prospects. The DoT is also empowered to revoke a license granted by it for any breach of the license conditions.

In 2009, the DoT notified an amendment to the license condition making it mandatory to seek security clearance before placement of purchase orders for telecom equipments/software to be used in provisioning of telecom services. This amendment and subsequent notifications insisting that the licensees provide certain undertakings/certifications may result in delays in creating capacity in the companys networks and in providing services to customers, which may adversely affect the revenues and profitability of the company. Further, in May 2011, the DoT issued an amendment to the licensing conditions, by doing away with the requirement of obtaining security clearance before placing purchase orders for telecom equipment. In addition in 2011, there were significant regulatory developments including the implementation of Mobile Number Portability (MNP) and the issuance of 3G licenses. Number portability may lead to an increase in the churn rate with each operator vying for subscriber attention to their own network, further increasing competition among the service providers.

Moreover, Tata Communications must also annually obtain various radio

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spectrum operating licenses from the Wireless Planning and Co-ordination Wing of the Ministry of Communications. The non-renewal or modification of these licenses, or punitive action by the Government of India for continuing these services without renewal of the licenses, will adversely impact the company. In addition, approval of the TRAI is required for all of the companys new pricing initiatives and product launches. Any unfavorable changes to the existing regulations may negatively impact the companys business operations.

Reductions in prices for communications services

The reductions in prices for communication services in India and worldwide may continue to have an adverse effect on the companys results of operations and financial condition. Telecommunications tariffs in India have declined significantly in recent years as a result of increased competition. Average international call tariffs have declined from approximately INR48 ($1.08) per minute in 2002 to approximately INR5 (US$0.11) per minute in 2010. The pricing war among service providers in India was carried over to the international calling market with carriers dropping call prices to international markets to as low as INR1 ($0.02) per minute in 2011. Also, market pricing for international long distance telecommunications services continues to see annual declines between 5% and 10%. Moreover, even though the decline in tariffs has resulted in traffic volume growth, they are expected to continue to adversely affect the companys revenues.

The reduction in prices for communication services may impact the companys results of operations.

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BUSINESS STRATEGIES UNDERTAKEN FOR GROWTH A business growth strategy starts with market insights. The source of insights lies within and across your market ecosystem. While research firms and strategic marketing consultants can bring these insights to bear on an ad-hoc basis, companies committed to growth will serve themselves well by developing systems and processes to ensure a continuous flow of market insights into their business. This is a key strategy for developing the demand side of your business Business growth strategies are unique in every business. However there are broad categories of strategies for business growth:

New Product/Service Strategy Development Market Expansion Strategy Product Diversification Strategy Market Opportunity Analysis Competitive Market Analysis Market Segmentation Strategy

Ansoff pointed out that a diversification strategy stands apart from the other three strategies. The first three strategies are usually pursued with the same technical, financial, and merchandising resources used for the original product line, whereas diversification usually requires a company to acquire new skills, new techniques and new facilities. Note: The notion of diversification depends on the subjective interpretation of new market and new product, which should reflect the perceptions of customers rather than managers. Indeed, products tend to create or stimulate new markets; new markets promote product innovation.

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Product diversification involves addition of new products to existing products to existing products either being manufactured or being marketed. Expansion of the existing product line with related products is one such method adopted by many businesses. Adding tooth brushes to tooth paste or tooth powders or mouthwash under the same brand or under different brands aimed at different segments is one way of diversification. These are either brand extensions or product extensions to increase the volume of sales and the number of customers. Different types of diversification strategies : The strategies of diversification can include internal development of new products or markets, acquisition of a firm, alliance with a complementary company, licensing of new technologies, and distributing or importing a products line manufactured by another firm. Generally, the final strategy involves a combination of these options. This combination is determined in function of available opportunities and consistency with the objectives and the resources of the company. There are three types of diversification: concentric, horizontal, and conglomerate.

Concentric diversification : This means that there is a technological similarity between the industries, which means that the firm is able to leverage its technical know-how to gain some advantage. For example, a company that manufactures industrial adhesives might decide to diversify into adhesives to be sold via retailers. The technology would be the same but the marketing effort would need to change. It also seems to increase its market share to launch a new product that helps the particular company to earn profit. For instance, the addition of tomato ketchup and sauce to the existing "Maggi" brand processed items of Food Specialities Ltd. is an example of technological-related concentric diversification. The company could seek new products that have technological or marketing synergies with existing product lines appealing to a new group of customers.This also helps

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the company to tap that part of the market which remains untapped, and which presents an opportunity to earn profits. Horizontal diversification The company adds new products or services that are often technologically or commercially unrelated to current products but that may appeal to current customers. This strategy tends to increase the firm's dependence on certain market segments. For example, a company that was making notebooks earlier may also enter the pen market with its new product. Horizontal diversification is desirable if the present customers are loyal to the current products and if the new products have a good quality and are well promoted and priced. Moreover, the new products are marketed to the same economic environment as the existing products, which may lead to rigidity and instability. Also, it is a strategy of adding related or similar product/service lines to existing core business, either through acquisition of competitors or through internal development of new products/services

Conglomerate diversification (or lateral diversification) The company markets new products or services that have no technological or commercial synergies with current products but that may appeal to new groups of customers. The conglomerate diversification has very little relationship with the firm's current business. Therefore, the main reasons for adopting such a strategy are first to improve the profitability and the flexibility of the company, and second to get a better reception in capital markets as the company gets bigger. Though this strategy is very risky, it could also, if successful, provide increased growth and profitability. Goal of diversification According to Calori and Harvatopoulos (1988), there are two dimensions of rationale for diversification. The first one relates to the nature of the strategic objective: Diversification may be defensive or offensive.

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Defensive reasons may be spreading the risk of market contraction, or being forced to diversify when current product or current market orientation seems to provide no further opportunities for growth. Offensive reasons may be conquering new positions, taking opportunities that promise greater profitability than expansion opportunities, or using retained cash that exceeds total expansion needs. In order to measure the chances of success, different tests can be done:

The attractiveness test: the industry that has been chosen has to be either attractive or capable of being made attractive.

The cost-of-entry test: the cost of entry must not capitalize all future profits. The better-off test: the new unit must either gain competitive advantage from its link with the corporation or vice versa.

COMPANY STRATEGY AND DIRECTION ( 2012-2013) Business Strategy Today, Tata Communications is the world's largest carrier of international wholesale voice traffic and carries 20% of the world's Internet traffic directly over its network. It has over 15 terabits of international bandwidth lit capacity and owns over 1 million square feet of data centre and colocation space across 42 global locations. It is also the world's largest signalling provider, the 5th- largest and fastest-growing Tier 1 IP backbone, and the largest Ethernet provider. Tata Communications owns and operates the world's only wholly-owned fibre optic sub-sea network ring around the globe, the Tata Communications' Global Network (TGN), which consists of 210,000 kilometres of terrestrial and subsea network fibre. The TGN reaches countries representing 99.7% of the world's GDP and has significant depth in key emerging markets. The Company believes that these capabilities equip us with unique competitive advantages to execute our vision, which is to deliver a new world of communications to advance the reach and leadership of our customers. Our strategy is to build leading-

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edge IP-leveraged solutions, based on our advanced global infrastructure and leadership position in India. The Company provides differentiated choices of network and IT Infrastructure services to Service Providers, and large Enterprise customers, in both established and emerging markets. In the coming years, the Company will continue with its strategy of providing managed services globally with a B2B focus. The Company expects that the demand for its services will remain strong, but that it will continue to face increased competition and pressure on pricing and margins. Therefore, Tata Communications has a three- pronged strategy of driving revenue growth from new markets, investing in services and technology innovation, while continuing to improve the cost structure of its operations. Continuing Leadership in India Currently, the Company has leading market shares in voice and data transmission in India. In the international long distance (ILD) voice business, the Company commands approximately 24% market share in the ILD inbound segment. In enterprise data services, the Company is a market leader, with a 19% market share. n May 2012, it won the Enterprise Data Service Provider of the Year award from Frost & Sullivan India, a leading telecommunications and technology research firm. Tata Communications is now specifically addressing the needs of the enterprise segment in India with solutions that give access to agnostic Internet services along with a variety of Internet-enabled content applications and managed services. Adapting the Business Model to a Changing Environment The ILD voice industry is in a major transition, as voice traffic shifts from traditional carriers (i.e. fixed-line operators) to emerging mobile providers, OTT players and cable operators. This shift in the ownership of end- user subscribers coincides with a technology shift from a minutes-based unit model to a multi-media model. Even as the industry continues to consolidate, ILD voice traffic is expected to grow, with a renewed focus on customer support and quality of service. The Company is therefore focused on developing solutions and technology to cater to new-age communication requirements, continuing to automate much of its systems and processes to better

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support the wholesale business, and restructuring the organisation to better penetrate those segments that are expected to experience the highest growth rate in the coming years. In June 2013, Mr. Vinod Kumar, Managing Director & Group CEO of the Company, was awarded The CEO of the Year at the Asia Communications Award Ceremony held in Singapore. Differentiated Enterprise Offerings Tata Communications will further strengthen its position in the market by continuing to develop and introduce new products and services catering to the needs of corporate customers, such as Unified Communication, Hosted Contact Center, Mobile Broadband enablement, Content Delivery Infrastructure as a Service (IaaS), and other managed products and services. Continuing Investment in Global Infrastructure The Company will continue to invest in its global network, the Tata Global Network, or TGN, extending from developed markets to the worlds fastest-growing emerging economies. To that end, during fiscal year 2012-13, the Company launched a subsea cable system connecting several countries in the Middle East to Mumbai, India. That was closely followed by the completion of the worlds first round-the-world fibre optic cable network, with the official launch of the TGN cable in Eurasia. The complete cable ring now connects Europe to India, through Egypt, bringing increased capacity, resilience and enhanced communications links to not only the Middle East, but onward to the rest of the world via the TGN. The Company also enhanced bandwidth and flexibility to carriers and enterprises around the world with the deployment of optical technology on its TGN cable linking New York to London. This new development of expansions and upgrades to the TGN allows Tata Communications to offer a truly global network through its world-wide cable network. The cable network boasts significant depth in key emerging markets, including China, India, South Africa and the Gulf region. The global reach of TGN, is used to run the companys global Tier 1 IP network that currently covers nearly 20% of the worlds Internet routes, reaching over 240 countries and territories.

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Strategic Overseas Expansion, Greenfield Ventures and Acquisitions The Company believes that its leading Indian market position, growing service offerings and deployment of leading-edge technologies, together give it substantial competitive advantages in emerging and under-served markets. In line with this strategy, Tata Communications has penetrated several global markets. The Company entered the South African market in 2008 as a strategic partner to Neotel and had increased its effective holding in Neotel to 64.10% by March 2012 and 67.32% by 31 December 2012. The Company also holds IRU capacity on the privately owned SEACOM cable system, which has landing sites in South Africa, Mozambique, Tanzania and Kenya in Africa; in Mumbai, India; and in Marseille, France. The Company is also actively pursuing joint provisioning agreements in key African countries. In Asia, in March 2012, the Company launched the TGN- Eurasia system, connecting Europe, India, the Gulf and the Middle East with the rest of the world. This cable system completed the Companys wholly owned round- the-world fibre optic cable network ring. In the Middle East and North Africa, the Company is a major investor in two cable systems that serve the regionnamely SEA- ME-WE3 and SEA-MEWE4and is the landing party for those systems in India. As part of its expansion in the Middle East, the Company completed construction of the TGN Gulf and Eurasia cable systems in collaboration with several major telecommunications operators in the Middle East. The Company also has a number of commercial network joint telecommunications provisioning agreements in Pakistan, Bahrain, Kuwait, Oman, Saudi Arabia, Egypt, Morocco, Turkey and the UAE for providing telecommunication services. Achieving Synergies with Other IT and Telecom Companies Achieving synergies with other players in IT and Telecom sector enables the Company to access their existing customer bases and gives it the opportunity to share infrastructure costs. Accordingly, the Company continues to identify synergies and potential opportunities with other Group companies. In particular, the Company has collaborated with TCS, a leading IT services company, on several occasions to jointly

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provide TCS customers a broad range of end-to-end IT and telecom solutions. The Company has also leveraged synergy opportunities with TTSL on network and field operations thereby avoiding overlapping requirements and achieving higher volumes enabling savings.

Turnaround strategy: Tata Comm to increase staff by 1,200 Tata Communications will recruit an extra 1,200 staff over the next 12 months in its outsourcing, sales and engineering divisions as it tries to turn around nearly three years of losses, the firms CEO said. The operator will also consider upping its debt if the potential returns justify it, Vinod Kumar, Tata Communications chief executive, told Reuters. The increased headcount will raise its workforce to 8,900 from 7,700 at present. Laverue/Flickr Kumar declined to comment on the prospects of Tata buying Cable & Wireless Worldwide (CWW). Tata said in a regulatory filing on March 1 its plans for an all-cash bid for CWW were at a very preliminary stage, adding it would decide on whether to make an offer by March 29. Sources later told Reuters Tata was seeking $2 billion in term loans to finance a potential bid as well as to refinance existing debt. Tata, 26-percen towned by the government and part of the tea-to-technology Tata Group conglomerate, has net debt of $1.5 billion on core earnings of $350 million, giving it leverage of 4.1 times, according to Thomson Reuters data. It depends on the business opportunity is and what the returns can be, said Kumar, when asked if he was comfortable with Tata taking on more debt. Our goal is reduce the debt and tailor it to the size of the business and eventually pay the debt off. Kumar said two-thirds of Tatas new staff would be hired for its outsourcing business, which provides telecom services for other operators, with 250 added to its sales division and a further 150 recruited to product and engineering. The increased headcount will raise its workforce to 8,900 from 7,700 at present. The three areas where we are adding people are all related to revenue generation and continuing the turnaround to consolidated profitability, said Kumar. Tata subsidiary Neotel, South Africas second-biggest fixed-line phone operator, swung to profitability in its core earnings in the financial year, Kumar said. That trend will continue into the next (financial) year, but it will be a few quarters before Neotel can be profitable on its own accord, he said. Tata is one of the worlds largest submarine

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telecom cable owners and it plans to extend its reach to Latin America, which Kumar defined as Central and South America, adding the latter was a more important region to his firm. There are multiple cables which are on the drawing board and we are in discussions with them to choose the best option, said Kumar. These cable systems will get built typically over two years so in two years we should be part of some cable that gets us to Latin America. This likely expansion comes despite a drive to reduce costs, with capital expenditure likely to drop to between $250 million and $300 million per year, from an average of up to $500 million annually in recent years. We dont believe those levels of investment are required any more, even to keep the business growing at the same rate, added Kumar. We have done the heavy lifting.

Tata Communications Ethernet Portfolio and Strategy Tata Communications is building a separate public IP global network infrastructure to handle the very large volumes of limited QoS packet traffic, similar to the wholesale voice network business model, and a converged private MPLS/IP core to support higher-value enterprise Ethernet and MPLS VPNrelated services. Ethernet WAN will be positioned as the core Layer 2 technology for the private IP network with requirements for large amounts of bandwidth for sophisticated customers running their own enterprise applications or MPLS networks. Tata Communications' WAN Ethernet strategy is to offer a wide range of Ethernet service options to meet different customer requirements. Tata Communications will continue to market both wholesale global Ethernet WAN services to other carriers and enterprise Ethernet services to midsize and large Indian and global firms, leveraging its established and successful carrier IP and wholesale voice business model. The companys commercial strategy is to be able to offer differentiation by offering more usage-based and burstable services to customer segments where dedicated services are not required.

Tata Communications provides five types of Ethernet WAN services across various Ethernet platforms:

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Dedicated Ethernet, which provides dedicated bandwidth and managed CPE option for point-to-point Ethernet private line (EPL) and multipoint EP-LAN services

Priority Ethernet, which provides a switched EVPL point-to-point or point-tomultipoint service including four classes of services and allows for bursting

Priority Stretch, which offers EPL with flexible bandwidth with usage-based billing

Virtual private LAN service, a switched EP-LAN for multipoint-to-multipoint service

10GbE for EPL service with either 10GE LAN or 10GbE WAN PHY

Tata Communications' Dedicated Ethernet is one of the few providers to offer an ELAN service with dedicated bandwidth. Tata Communications' Dedicated Ethernet services are MEF 9 and 14 certified and have been enhanced to support 10Gbps and to provide online monitoring (for customers choosing the managed option) for better network visibility and management. Tata Communications' global Ethernet network is expanding to 67 countries in FY12 from 56 countries and, with upgrades to Provider Backbone Bridge in the core in 24 nodes and an already strong VPLS offering, Tata Communications continues to invest in upgrading its Ethernet/MPLS infrastructure to support more VPLS and PBB technology, which will enable more switched and burstable Ethernet services for global sites as Tata Communications migrates from Ethernet over SDH (EoSDH). In India, the metro and regional Ethernet backbone upgrades during the past few years include a regional 11-node Ethernet backbone giving Tata Communications a strong three-tier network architecture to connect enterprise customers across 130 metro networks within India and to other global sites, with a set of consistent service SLAs. Tata Communications will continue to market both wholesale global and enterprise Ethernet services, leveraging its established and successful carrier IP and wholesale voice business model.

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CORPORATE RESTRUCTURING Corporate restructuring is the process of redesigning one or more aspects of a company. The process of reorganizing a company may be implemented due to a number of different factors, such as positioning the company to be more competitive, survive a currently adverse economic climate, or poise the corporation to move in an entirely new direction. Here are some examples of why corporate restructuring may take place and what it can mean for the company. However, financial restructuring may take place in response to a drop in sales, due to a sluggish economy or temporary concerns about the economy in general. When this happens, the corporation may need to reorder finances as a means of keeping the company operational through this rough time. Costs may be cut by combining divisions or departments, reassigning responsibilities and eliminating personnel, or scaling back production at various facilities owned by the company. With this type of corporate restructuring, the focus is on survival in a difficult market rather than on expanding the company to meet growing consumer demand. Corporate restructuring may take place as a result of the acquisition of the company by new owners. The acquisition may be in the form of a leveraged buyout, a hostile takeover, or a merger of some type that keeps the company intact as a subsidiary of the controlling corporation. When the restructuring is due to a hostile takeover, corporate raiders often implement a dismantling of the company, selling off properties and other assets in order to make a profit from the buyout. What remains after this restructuring may be a smaller entity that can continue to function, albeit not at the level possible before the takeover took place. Major areas of restructuring would be: Technology up gradation Change in management Change in Supply chain system Change in processes Financial restructuring

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CORPORATE RESTRUCTURING AT TATA COMMUNICATIONS LTD

TATA COMMUNICATIONSs Corporate Restructuring majorly happened after the company realized the CALL OF TECHNOLOGY.

THE CALL OF TECHNOLOGY

The labels on all the doors at the Mumbai headquarters of Tata Communications are multilingual. And whether they need to be or not, the labels accomplish what they are meant to convey the truly global nature of this India-based, world-networked information and communication technology (ICT) company. There was a time when Tata Communications called itself a telecom service provider. No longer. It now offers cable connectivity across the globe along with massive data centres that provide customers with the entire spectrum of ICT solutions from voice solutions and mobility and data services to virtualisation services, hosted services and cloud-based computing applications. There was also a time when Tata Communications could accurately be defined as an Indian company. That too has changed. Today, the $2.45 billion enterprise has offices in 48 countries across the globe, 65 per cent of its revenues coming from non-India operations, and its top 50 managers sitting in 12 cities in Asia, Europe and North America.

The transformation of Tata Communications has been rapid and all pervasive. We still function with the aggressive and flexible mindset of a start-up, even though we are a $2 billion plus, 6,500-people strong company, says Vinod Kumar, chief operating officer, Tata Communications. Start-up is not an inaccurate way of putting it the company entered the Tata stable just eight years ago; in its earlier avatar as the governmentowned Videsh Sanchar Nigam, it was an entity that Indians recognised mainly for its international calling facilities.

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In revenue terms, Tata Communications is still relatively small in the telecom industry, but in some ways the company is already a part of the big league for instance, it is the worlds number one provider of wholesale voice, mobility and data services, implying that the company carries the largest share of the worlds communication data over its networks. Today, with its growth figures hovering around 9 per cent a year at a time when the global telecom industry is more or less in limbo, Tata Communications is confidently heading for its goal that of being one of the top three ICT companies in the world. Bread, butter and jam Since 2002, Tata Communications has taken its business along several growth vectors. It has acquired and merged several telecom networks and service entities (Tyco Global, Teleglobe and Neotel among others) to create the worlds largest submarine cable network that spans five continents and touches 200 countries, and a global Tier-1 IP backbone that has 400 points of presence. This infrastructure represents the base on which Tata Communications earns a major share of its revenues. The company offers wholesale cable capacity or bandwidth to about 1,600 carriers (telecom service operators, mobile service operators, etc), who then bundle their voice and data services on it. In the last few years, Tata Communications has moved from this commodity transaction model to a higher value-add business model. It has started leveraging its infrastructural capabilities and geographical presence into high-value transactions (and therefore higher profit margins). The company now targets enterprise clients for its wide spectrum of managed network and managed data solutions. Apart from a range of internet-based services (Voice over Internet Protocol, virtual private networks, Ethernet, leased lines, WiFi and WiMax, and mobile services), the company has added a portfolio of managed data services (data security, hosting, storage and cloud-based computing). For this, Tata Communications invested in setting up a million sq ft of data centre space in India, Singapore, Japan, South Africa, US and Europe. Another key vector was the entry into next-generation application areas such as content delivery networking (CDN) and TelePresence (video conferencing). There was a ready

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market among companies with dispersed sites looking to make collaboration and colocation more efficient. CDN (it enables fast speeds in media streaming) particularly was a hit with mobile service providers and media companies looking to provide 3G telephony services to customers. The entry into managed services has also paid off well. In the last three years, this business has grown to about $200 million, providing the value-add jam to the breadand-butter wholesale business. Its a higher margin business, with stickier customers, says Mr Kumar. Mr Kumar likens the Tata Communications business model to a flywheel where the initial push came from the wholesale business, which in turn uses its momentum to propel the enterprise business. Our infrastructure and wholesale business give us the scale, quality and unit cost advantages, on which we build our enterprise business. The enterprise business provides us market recognition, brand awareness and a pipeline of innovative services. Our initial foray into managed services was to serve the business customers. However, as these have matured, we now offer these on a white-label basis to our wholesale customers, thereby completing the symbiotic circle.

New world, new age With its wide spectrum of communication solutions, Tata Communications has transformed itself from a telecom company into a new age communication technology company that has a unique strength its infrastructure and capabilities in India, China and South Africa (See box: Global connections). We were in the right place at the right time, says Mr Kumar. What differentiates us from competitors is the fact that we have a strong presence in India, South East Asia and Africa. Especially in the postrecession scenario, these emerging markets are clearly the hot areas of growth. The boom in emerging markets has had quite a dramatic impact on the companys financials. Four years ago, India accounted for two-thirds of the companys business. Today, business from Asia and Africa, along with the rest of the world, accounts for nearly 65 per cent of the companys revenues. Yet, India continues to play a crucial role, both for Tata Communications and its

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customer base of service providers and enterprises that are on the lookout for local expertise. In India, Tata Communications operates as both B2B and B2C player. In its B2B role it provides a cable and satellite network that covers 400 cities in India. Its direct connection with retail customers comes through wholly-owned subsidiary Tata Communications Internet Services, a company that manages broadband services for 300,000 Indian subscribers. In fact, India right now presents a huge opportunity for growth. According to Mr Kumar, there are an estimated four million small and medium enterprises whose adoption of IT and networking solutions is currently low; these firms will be looking to scale up and hop on to the ICT bandwagon. Among the larger enterprises, we are already the market leader. We will be looking to increase our share of the customers wallet, says Mr Kumar. Global game The Tata Communications business model is based on the fact that companies and people will continuously look for more efficient ways of overcoming the fact that they are geographically challenged. The company has made a virtue out of the fact that it too is operationally dispersed with 80 offices in about 50 countries worldwide, and its culturally diverse top management located in several different time zones. At Tata Communications it is normal to find a product manager sitting in London, overseeing teams based in Europe and Africa, and reporting to the head office in Mumbai. Needless to say, the company uses its own tools to smoothen day-to-day functioning. We use technology heavily to keep the teams stitched together, says Mr Kumar. Even annual budget planning, with 150 people contributing to the discussion, is conducted using TelePresence, video streaming, audio conferencing and other tools of the trade. Travel is relatively limited for a company of our breadth of operations. People are very comfortable working like this, says he. Apart from walking the talk, Tata Communications has also found a way to market some of its own experiences in managing a global telecom business. The company is tapping new revenue streams by offering white-labelled services to other telecommunication carriers. For our customers, time-to-market is a key factor. We can

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reduce the time of that journey by sharing our own experiences in those markets, says Mr Kumar. The edge of chaos One key realisation on the transformation journey has been that Tata Communications occupies a unique space in the telecom sector. This has meant that the company has had to look outside the industry to learn new lessons. One of the lessons has been the need for a completely adaptive people structure. We found that we had to adapt our people structure to reflect the needs of our changing business. The people skills are different for the traditional network business and the IT-based solutions business. Also, the international business is different from the India business; hence, we have had to build the talent bench with abilities to straddle all aspects of our business, says Mr Kumar. Another learning resulted in a paradigm shift in role models. We dont benchmark ourselves with other telecom companies. The customer service level in the market is not adequate enough to suit our vision. We are looking at out-of-the-box solutions to evolve a customer experience that is not available in the market. In fact we want to be known as the Singapore Airlines of customer experience when it comes to telecom services, asserts Mr Kumar. Customer experience is one of the toughest challenges for Tata Communications. Whether it is networks or hosted services, the company has to provide best-in-class quality 24/7, that too in multiple locations. Our customers are touching or feeling our service every single minute of the day, explains Mr Kumar. Yet another lesson has been the need to remain agile and flexible to cope with rapidly changing market conditions. One of Tata Communications Indian businesses is the broadband service it offers retail customers. In the recent government auction of broadband spectrum, the cost of spectrum went through the roof, making the business less viable. The retail business is currently in a holding mode while we determine how the market evolves, says Mr Kumar. The next decade will see Tata Communications pushing its unique strengths in emerging markets, its ability to deliver best-in-class service and its portfolio of highend ICT solutions to transform and grow itself into one of the top three communication

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technology companies in the world.

ORGANISATIONAL RESTRUCTURING ( 2012-2013 ) Global Structure Tata Communications has structured itself into global business units and global shared service functions, to enable it to operate optimally in its different customer segments and markets spread across the world. Several initiatives are being implemented within the framework of this structure to improve customer experience, define and create a common company culture, tighten corporate identity and branding and implement the next-generation network architecture for converged services, and enhance operating efficiency in other respects. Corporate Social Responsibility (CSR) Tata Communications believes in the need to enhance the quality of life of people and to serve the communities where it operates and accordingly undertaken a number of CSR activities. As a member of the Tata Council for Community Initiatives, the Company has been constantly learning from group initiatives and improving its processes and policies to serve society better. The Companys principles of corporate sustainability are based on the premises of creating sustainable value for enhancing, human, social, natural and economic capital. It lays great importance on being accountable to all its stakeholders. As part of the TAAP (Tata Affirmative Action Programme) initiatives, aimed at providing support to the marginalized sections of the community, Tata Communications implemented several programmes addressing three major drivers of social equilibrium: education, employability and entrepreneurship development. Empowering people at the base of the pyramid with education, employment and entrepreneurship will lead to augmenting the purchasing power in the hands of the millions and create a win-win situation where the business can flourish alongside thriving and prospering neighbourhoods.

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Entrepreneurship: In partnership with Entrepreneurship Development Institute of India (EDII), Ahmedabad the Company has been running a successful entrepreneurship development model called micro-EDP (Entrepreneurship Development Programme) since 2008-09 in which potential entrepreneurs from the scheduled castes and scheduled tribes (SC/ST) communities are trained to become successful entrepreneurs. The Company has undertaken a long term project with EDII to train and develop potential small time entrepreneurs with the appropriate abilities. Employability: The objective is to enhance employability by training as many youths and women from the SC/ST communities as possible in fields like computer hardware and networking, so that they are either gainfully employed (wage employment) or selfemployed. Such training is done through partnerships with NGOs and efforts are also made to ensure that the maximum number of such trained people get employed/start earning. During 2012-2013, Company provided life skills training and vocational training to 125 disadvantaged and vulnerable youth to enhance their employability skills. Educational assistance: During 2012-13 the Company supported socio-economically disadvantaged students in pursuing their higher education. The approach was two- fold: to stop dropouts of SC/ST students and to enhance their academic ability qualitatively. In partnership with Foundation for Academic Excellence & Achievement (FAEA, New Delhi) and College of Engineering Pune, the Company supported around 60 engineering students in their academic endeavours. During the year 2012-13, the Company has partnered with Stree Mukti Sanghatana a Non-for-Profit organisation made up of women rag-pickers for managing the entire waste-disposal Management in Mumbai offices. The Company encourages a culture of volunteering to contribute to socio-economic development. During the year, employee volunteers have participated in many socially useful activities including organising events at slums and orphanages, teaching blind students, participating in blood donation camps and caring for mentally challenged children etc. The Company is sensitive towards environmental and ecological concerns arising out of its operations. Carbon footprint mapping and reduction are an important part of the business agenda of the Company. All the major establishments of the

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Company in India are ISO14001 compliant.

CONCLUSION
TATA COMMUNICATIONS has been and is one of the leading companies in the communication sector. Tata Communications has a good amount of history, and at every point of time it has proved to be a highly efficient organization when it comes to product variety, connections , services, etc. Tata Communications has been evolving considerably over the last few years. The company has launched various new products and services , and majority of its strategies have paid off.

The Organization is in a very strong position at present in the domestic as well as international areas. Tata Communication today is known by all the nations in the world. The services and products offered by the organization have been recognized around the world.

There are some areas where the organization has missed out due to heavy competition in the market, but the company has at all times invented and discovered areas of improvement and grew. The growth of TATA COMMUNICATIONS is remarkable. The company has grown due to the various business strategies that have been implemented efficiently. TATA COMMUNICATIONS has set up its future for cloud based systems and various other inventions that will show a remarkable growth for the company. The company at present has enough resources and projects that will increase the name, improve the services, bring in new products, of the company in the future. TATA COMMUNICATIONS major focus now is to utilize the full availability of technology and enhance the use of technology around the world. And that day may not be far from today.

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BIBLIOGRAPHY Girod, S and Bellin, J ( 2009 ), Tata Communications: Building a Global-Local Operating Model, Accenture. Tata Communications, ( 2013 ), A New World of Communication Annual Report 2012-2013 Tata Communications, ( 2012 ), A New World of Communication Annual Report 2011-2012

WEBLIOGRAPHY http://www.tatacommunications.com/about/culture.asp http://www.tatacommunications.com/about/history.asp http://www.tatacommunications.com/about/vision.asp

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