TCS & HUL Competitive Advantage

5.
Competitive Advantage –
TCS –
Trusted Partners
Since TCS is part of TATA group, a symbol of trust and success in India, this partnership gives the
company an edge for its business. The TATA brand operates in diversified industries as
telecommunication, energy, engineering and consumer goods giving TCS a stronger brand image.
Strategic partners like Oracle, IBM and SAP help TCS to provide remarkable integrated IT solutions.
Global Presence:
TCS has become a growth engine in the Indian IT industry by making an effective use of its global
presence and geographic location. The consultants are spread across the world in the delivery
centres present in 47 countries. This presence makes the competencies available for successful
application of projects.
Global Network Delivery Model:
The GNDM developed by TCS is considered a benchmark in the history of software development.
With this model, TCS is able to provide consultation in the areas of engineering, IT, infrastructure
and assurance services. The company is able to provide customers the same experience and lower
cost globally with this strategic delivery concept maintaining high quality services.
Innovation Labs:
Being an essential to the competitiveness, the artificial intelligence has been successfully adopted by
TCS in its 19 innovation labs which will bring a dramatic change by 2020 by delivering real results to
the global business. The successful implementation of AI has improved all the business functions of
marketing, finance, and HR and customer service. These labs have strong network relationships with
the new start -ups and partners for developing innovative solutions.
Well Defined Disaster Management:
The disaster management plan is mutually defined to the TCS customers. In case of any disaster like
undersea cable fault, the internet traffic is diverted to the alternate routes. This ensures the
continuity of TCS business.
Sustained Development in Europe:
Some big IT giants as Infosys and Wipro have also tried to capture European market but none of
them has shown sustainable growth as TCS. The strong customer centricity is part of TCS culture and
management practices. Not only it has maintained to meet to stakeholder expectations but also the
quality of execution of services has also remained same. The strategy has remained coherent
regarding the reinforcement of its local resources and then delivering the process solutions globally
unlike other competitors.
Highly Skilled Workforce:
Indian market comprises of highly skilled people and TCS has made an effective use of this asset for
building an intellectual property for expanding its footprint to the customer organizations. The staff
utilization rates are higher than average. The company has remained successful for attracting and
retaining its employees in all the global markets.
TCS is now emphasizing on simplification of business process to IT infrastructure which will turn out
to be a state-of-the-art transformation by making use of artificial intelligence and robotics in near
future.
TCS has just recently partnered up with Bharti Airtel for the provision of 5G internet services in India
which is a massive partnership and could potentially propel TCS with the next level.
HUL –
The HUL supply chain has been reshaping its cost and asset base by leveraging digital capabilities
across the four core functions of planning, sourcing, making and delivering. It focusses on a set of
metrics that requires absolute integration with the needs of the business and providing innovative
solutions.
Unilever is rock solid on its ambition to create value and do it in a manner which is socially
responsible.
HUL achieved 16 per cent increase in share of renewable energy in 2016 compared to 2008. Use of
biogenic fuels, installation of biogas plants at five factories and use of solar thermal systems at
various units led to this increase in share of renewable energy.
Innovations in packaging led to reduction in the use of plastic in 2016. HUL substituted commodity
polymers with performance-based polymers, optimised the packaging designs and changed the
packaging formats of products to consume less plastic. As a result, it reduced waste generated due
to polymer by 1,400 tonnes.
In addition to this, HUL also saved 7,000 tonnes of paper across categories and 50 tonnes of glass in
foods category through material usage optimisation.
Along with material waste reduction, packaging process optimisation led to 350 tonnes of reduction
in CO2 emission in cosmetics category.

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5.

Global Network Delivery Model:

Well Defined Disaster Management:

Sustained Development in Europe:

Highly Skilled Workforce:

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