TCS Vs WIPRO
TCS Vs WIPRO
Corporate Overview
TCS is an IT services, consulting and business solutions organization partnering many of the
world’s largest businesses in their transformational journeys for the last 50 years. It has a global
presence, deep domain expertise in multiple industry verticals and a complete portfolio of
offerings – grouped under consulting and service integration, digital transformation services,
cloud services, cognitive business operations, and products and platforms – targeting every C-
suite stakeholder.
The Company leverages all these and its deep contextual knowledge of its customers’ businesses
to craft unique, high quality, high impact solutions designed to deliver differentiated business
outcomes. These solutions are delivered using its Secure Borderless Workspaces™ (SBWS™)
operating model which enables a highly distributed, Location Independent Agile™ delivery.
TCS geographic footprint covers North America, Latin America, the United Kingdom,
TCS considers industry verticals as its go-to-market business segments. The five key vertical
clusters are: Banking, Financial Services and Insurance (BFSI), Retail and Consumer Business,
Communications, Media and Technology (CMT), Manufacturing and Others. The last category
includes Life Sciences and Healthcare, Energy, Resources and Utilities, Public Services and
others.
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Talent and creativity, that is represented by human capital, is at the core of TCS’ value creation
engine.
TCS continually enhances its human capital by acquiring the best talent available in each of the
markets it operates in, providing a supportive and vibrant workplace to engage that talent,
investing in upskilling individuals with the latest technology skills, and giving them career paths
A firm belief in organic talent development, and of investing in people, has helped TCS
successfully navigate through multiple technology cycles over the last five decades, pivoting and
adapting each time to build relevant new capabilities through reskilling of the workforce at scale
business unit acquiring tremendous domain depth, and the account teams within those units
knowledge, project management experience and technology expertise gained on the job
(R&I), exploring the creative use of newer technologies to solve business problems across
different industry verticals. In addition to its own intellectual capital, TCS also partners with
leading technology providers, start-ups and academic researchers to leverage their intellectual
Some of the innovative software solutions piloted by R&I, that are assessed to have a material
market potential are productized, adding to TCS’ large portfolio of products and platforms.
These expand the organization’s intellectual capital; create new revenue streams, adding to
Customer Engagement
TCS uses its intellectual capital and human capital to build impactful, customized technology
and business solutions that address the customer’s business problems. Further, its ability to stitch
together complex, holistic solutions that address the needs of all stakeholders in the enterprise,
along with the high levels of trust engendered in customer relationships, helps it win large
transformation deals. These deals bring in high quality revenues, powering industry-leading
These solutions create immense value for our customers by helping them embrace new business
models, pursue new revenue streams, deliver superior customer experiences or build resilience
The company’s strong service orientation, willingness to invest in the relationship, commitment
to deliver impactful outcomes and track record of execution excellence have resulted in
consistently high customer satisfaction levels and long, enduring customer relationships. The
resultant expansion in relationship capital translates into a very high level of repeat business that
TCS constantly invests in building newer capabilities and expanding its offerings. By cross-
selling and up-selling these new offerings, customer engagements continually expand over the
years, covering newer and newer areas of the enterprise’s operations. This further broadens and
deepens the contextual knowledge of customers’ business and IT landscapes, further enhancing
TCS’ intellectual capital.
Over time, this combination of business knowledge, contextual knowledge, technology depth,
and intellectual property has become a steadily deepening moat around the company’s business
Value Sharing
Best in class profitability, reduced cost of capital due to a more predictable and resilient
business, and high cash conversion on account of superior execution have resulted in a high
return on equity. All this and a shareholder-friendly capital allocation policy have boosted the
The investments in people, research and innovation, and intellectual property creation are all
charged off and not capitalized. The company’s capital expenditure to support its growth
TCS’ physical operations consume social capital in the form of license to operate in each of the
its social capital with local communities across the world by investing in areas such as
education, skill development, employability, health and wellness, and the environment, mapped
to UN Development Goals. On the environmental front, TCS has a systematic program to reduce
its carbon and resource consumption footprint – including the use of green IT, green buildings,
intelligent energy management using its own IoT-based solution and water and waste recycling.
TCS’ business model and strategy have resulted in deep and enduring customer relationships, a
vibrant and engaged workforce, a steady expansion of its addressable market, a strong reputation
as a responsible corporate citizen and a proven track record in delivering longer term stakeholder
value. All of this has significantly enhanced the company’s brand value, which is a quantifiable
decisions. TCS’ customer-centric worldview helps spot trends early, embrace business
opportunities by making the right investments and mitigating risks while discharging its social
TCS invests in broadening and deepening customer relationships by continually looking for new
areas in their value chain where it can add value, proactively investing in building newer
capabilities, reskilling its workforce and launching newer services, solutions, products and
platforms. In addition to the IT budgets, TCS is now benefiting from the departmental budgets of
other stakeholders within the customers’ organizations – business heads, CMOs, CROs, COOs,
CFOs and even CEOs. This has not only embedded TCS deeper into their businesses but has also
resulted in higher quality revenues, stronger revenue growth and enhanced share of wallet, as
evidenced by the client metrics reported every quarter and every year.
The products and platforms, coupled with business model innovations, represent new, high
quality revenue streams that are growing very fast. At an aggregate level, this strategy has
resulted in deep and enduring customer relationships, and a steady expansion of the addressable
market.