Friday, April 19, 2013

Bitcoins - The Open Source Money


In the past couple of weeks with an unprecedented crash in the gold prices some of my friends – all of whom are reasonably savvy with their investments – have asked me about Bitcoin. There’s a lot of misinformation floating around, so I figured it’d be worthwhile to bring you all up to speed on the topic.



I’ll get into the technical details momentarily, but the main things you need to know about Bitcoin are: although Bitcoins are completely electronic, they’re more than a little bit like cash; Bitcoin transactions are completely untraceable to individuals; and the value of a Bitcoin is set by the open market, not by any government.

If that sounds like a truly remarkable development, it is. A hundred years ago you could take a Maria Theresa Dollar or Pound Sterling – silver coins of known quality and easily measured weight – to the far corners of the earth and receive fair exchange. 

Now, we have paper currencies backed by the "full faith and credit" of the issuing nation, with values that frequently fluctuate day-to-day, influenced not only by open trade, but also by governmental intervention. And if you want to transfer more than a little bit of money, it takes a wheelbarrow or a bank account, and an intermediary bank or two or three, with all the ensuing paper trails. 

Not so with Bitcoin. By employing some cryptographic magic and extreme redundancy, there’s no central bank for Bitcoins, no list of Bitcoin holders, nothing that can trace a person to a specific transaction. If that sounds like an ideal setup for money launderers, drug dealers, or fugitive ex-Prime Ministers, well, you’re on your way to understanding the brilliance of Bitcoins. 

Back in the day (four years ago), Bitcoins came to prominence as the preferred way of transferring money on a web site called Silk Road – and the majority of financial transactions on Silk Road involved drugs. But the future of Bitcoins now seems to be considerably less sordid.

Why all the interest in Bitcoins, all of a sudden? Consider that the value of one, single Bitcoin, grew from US$5 at the beginning of 2012 to about $13 at the end of 2012. Since then, in just three months, the value of a single Bitcoin has skyrocketed to more than $150. While there are many reasons for the increase, Bitcoin saw its largest boosts around the time the banking crisis in Cyprus hit the newspapers. Many people speculate that Europeans who are afraid of getting Cypriot-style "haircuts" on their bank accounts are more willing to bet on non-traditional vehicles for saving money. 

The ones who jumped to Bitcoins early this year have been rewarded with a 10-fold increase in the value of their bets. Er, purchases.

At its heart, a Bitcoin is a number, not unlike a serial number on a banknote. In order to use the Bitcoin, you have to log in to a program – either a program that runs on your computer, called a wallet, or an online service – with your account number and password. To transfer money, you tell the program or online service which account you want to transfer the Bitcoins to, and how much. In some respects it’s like a normal online bank transfer, but in other respects it’s completely different.

The biggest difference? Bitcoin doesn’t have any central clearing house – there’s no big bank looming in the background. Nobody has a list of account numbers and owners. There is, however, an ongoing list of transfers: which accounts transferred how much to which other accounts. That list of transfers is stored in hundreds of different locations, by hundreds of different computers.

The technical details of how the transfers are implemented – how "ownership" of a Bitcoin gets transferred, and how people are prevented from transferring the same Bitcoin twice – involves public key cryptography and some very fancy computing techniques, but the bottom line is that it’s entirely anonymous. 

No central lists of account numbers. 

Also, no email addresses. The only username and password you need are to access your own Bitcoins – the Bitcoin network doesn’t keep track of them.

There’s a time delay on the transactions. Typically it takes 10 minutes for Bitcoin transfers to take effect. The reasons are complex, but they’re associated with tracking down "double spends" – people who try to spend the same Bitcoin twice, either intentionally or inadvertently. Since there’s no central repository of accounts and balances, the delay is basically the price you pay for having a whole bunch of computers simultaneously verifying the transactions. If you’re accustomed to bank wire transfers taking an hour, or a day or a week, to complete, ten minutes doesn’t seem like much of a penalty. And the Bitcoin verification runs 24 hours a day, 7 days a week, on hundreds of computers.

When you ask somebody to send you money, you have to give them a public key (somewhat analogous to an "account number"). The Bitcoin software actually encourages you to generate a new account number for each transaction. 

So if you get money from one person, and send some of the received money to another person, new "account numbers" in each direction make it basically impossible to trace where the money came from or went to.

The system’s entirely open. If you want, you can see the transactions going by in real time: just go to blockchain.info. 

If you want to keep your Bitcoin transactions private, there are two vulnerable points: the point where you buy Bitcoins using some other currency, and the point where you sell them. If you just use Bitcoins to pay for your purchases (one person recently sold his house with Bitcoins; another sold a Porsche), there’s no traceable record.

Every law enforcement agency on earth recognizes the threat that the Bitcoin system entails. They’re leaning hard – sometimes with sanctions, sometimes with legislation – on the Bitcoin clearing houses to provide information about transactions. The largest Bitcoin clearing house, a Japanese firm called Mt Gox, warns that if you try to access your account using the Tor network or public proxy servers (two common means of disguising your location), they may suspend your account and force you to submit Anti-Money-Laundering documents.

The first widely recognized Bitcoin transaction involved two pizzas, for which the buyer paid 10,000 Bitcoins. Right now there are approximately 11 million Bitcoins in circulation, with an approximate value of $1.6 billion, in circulation. Oops, I just checked preev.com. The value of a Bitcoin just went over $160, so there’s almost $1.8 billion in circulation.

Bitcoins have a fascinating history. The originator(s) of the concept, who went by the handle "Satoshi Nakamoto," has never been identified. I say "went" because he appeared out of the blue in 2008, published a few papers, never made a public 
appearance, and stopped answering emails in December 2010 – although I found one post purporting to be from him, dated April 2011. If you know the story of Laozi and the Tao Te Ching, you know Nakamoto’s story. The importance of Bitcoins (as in the Tao Te Ching, for that matter) isn’t in the person(s) who created it. The creation itself holds the answers to many pressing problems.

There’s a mechanism in place for generating new Bitcoins: the computers that keep track of the transactions are basically rewarded, very slowly, by being granted new Bitcoins. By the year 2140 there will be about 21 million Bitcoins in circulation – and that’s it, there won’t be any more new ones. If you want to learn more about Bitcoins, take a look at the Bitcoin FAQ (bitcoin.org/en/how-it-works).

Bitcoins have a tumultuous history, as of late. A software problem last month caused many people to lose confidence in the project, and the value of the Bitcoin dropped 27%. Just last week there was a sustained attack on the Mt Gox website, apparently in another attempt to undermine confidence in the concept. An online Bitcoin wallet service called Instawallet was hacked, with an undisclosed amount of Bitcoins stolen. 

Rumors are flying that organized crime elements are trying to knock down the price of Bitcoins, so the bad guys can pick them up.

Here’s the question everyone asks me: "Would you buy Bitcoins right now?" My answer is a resounding "Hell no." It’s a great concept – appealing on many levels – but the recent spate of attention and run-up of price gives me nosebleeds. You may be able to make enough to retire off of Bitcoins in the next year. Or you may lose 90% of your gamble . . . er, investment. It would take a stronger stomach than mine to ride this one out.

Thursday, November 22, 2012

Pre-sales support is a necessary evil


Pre-sales support is a necessary evil

Technical people can be of invaluable assistance to pre-sales project teams, however most techies are loath to be involved in such work 





Many of us in the field of information technology like to remain involved in hands-on technical work that lets us broaden our skills and add domain or functional expertise. Some, who aspire to managerial roles, move towards the team or module lead and project manager path. IT organisations and consulting companies, realising the divergent interests of employees have started offering dual career paths—towards management or technical architecture—to employees.

Another interesting aspect of a career in IT is that most techies work for consulting or software services companies and only a small percentage work for end clients. For those working at software consulting companies, there is an element of un-billed (bench) time that comes with the job. However, bench is not the topic of this column. The real topic is an activity that consulting companies are increasingly asking benched consultants to work on: pre-sales support, preparing project proposals, and responding to RFPs (Request for Proposals). Most techies dislike performing this task.
Before we get into a discussion on the role of techies in preparing RFPs, what does it involve? Clients or companies that need software services and project implementations generally call for proposals from a pool of preferred vendors. Although it is hard to generalise on the nature of or the contents of such proposals, most documents follow a structured framework: detailing the project, asking vendors for suggestions or solutions or proposals along with cost estimates regarding the work to be done. A typical response to an RFP would involve two components:

a) The “How To” part
  • A technical solution architecture, approach or framework to solve the problem;
  • Case studies, proof of concept, demo or mockup, etc.
b) The “Management” component
  • Cost, budget and financials;
  • Resource management;
  • Credentials, testimonials and references from past clients.

A typical response to a RFP, therefore, will include a substantial technical component. However, most consulting companies employ dedicated teams of pre-sales or sales support people from marketing or sales who regularly respond to RFPs. They generally follow a well-defined operating process involving plugging the response documents with common templates about the company and its capabilities. The customisation process kicks in only when it comes to project and client specific responses; and here is where someone with a technical background is really valuable. Technical people will be able to analyse the client’s problem, and think through a framework to create a solution based upon their knowledge and experience.
Marketing people may not have the same depth of experience in technology to respond, although they generally try to take an educated guess. Such skills can be especially useful while preparing a proof of concept or technical demo.
Even though technical people can be of invaluable assistance to pre-sales project teams, most techies are loath to be involved in such work. There are a number of reasons why techies abstain from being involved in pre-sales support work:
  • Sales support is a repetitive work: Most responses to RFPs involve “cut and paste” from seed documents and various sources—a task which technocrats find monotonous.
  • Lack of instant gratification: Pre-sales cycles are generally long, and it takes weeks (or months) before the results of a proposal can be known. This is the reason pre-sales people work on multiple proposals at any given time. Techies, on the other hand, come from a background where they can “see” the results of their code or work almost instantly.
  • Fear of getting into a management career track: As mentioned earlier, many technocrats like to remain technically focused and fear that by being involved in pre-sales, they might be expected to move towards the management track.

Organisations are increasingly becoming aware of the importance of such pre-sales work, especially in a market that is getting squeezed. Consulting companies are requiring off-assignment technical consultants, and in some cases even those on assignment with clients to be involved in pre-sales technical support.

Larger companies, especially the ‘big five’, weave incentive plans, bonuses and career growth around such “corporate activities,” typically expecting consultants to log 15 percent to 20 percent extra time on such initiatives. Using intranets, VPNs, remote logins, and sophisticated workflow tools, companies are able to track the activities of consultants to reward and motivate them. Many have tried building large knowledge management systems by adding a repository of frequently asked questions, how-to’s, past projects, case studies, standardised response templates, etc.
Indian consulting companies operating on a global scale face similar problems. Even with dedicated teams of pre-sales consultants, they undertake an exercise similar to fire-fighting while preparing responses to RFPs. Validating technical solutions, references to past projects in similar technologies, etc, becomes harder because people move around projects and are not available to answer questions on the nature of work done. Estimating the level-of-work involved can also be a very heuristic process without adequate benchmarks based on expertise from past projects, especially for work involving newer technologies. By adopting the best practices of their global competitors, they will be in a better position to respond to proposals accurately, with the least possible disruption to their regular activities.

Tuesday, October 16, 2012

The Empire of the "crumbling paper kings" - What's wrong with INFY and how arrogance killed the crow



For over a decade the poster boy of Indian IT sector, Infosys, led a charmed existence. The Bangalore based IT firm known as the IT bellwether had built a reputation to under promise and over deliver on the results front. It now appears that Infosys has hit a road block.

Infosys has been struggling since quite some time and things seems to have got worse when the 4th quarter results for FY11-12 were announced. Infosys had delivered a shocker. The company missed its revenue forecast for the quarter and the year. It said it would grow revenues between 8 and 10 per cent in FY12-13, significantly lower than the 11-14 % growth that Nasscom had predicted. The market hasn’t taken this news kindly and punished the stock relentlessly.




So what has gone wrong with the Infosys story?

Analysts say that Infosys has failed to keep pace with the changes happening outside. It’s one thing to reach the top and another thing to stay there. Infosys is clearly struggling to stay there.

The thing that has worked in favor of Infosys now seems to derail its growth story. Strangely enough the reasons for its success in the last decade seem to be the reason for its current problem.

Throughout the 1990s Infosys had perfected the global delivery model (GDM). It concentrated only on the US and Europe. It focused on becoming a leader in just a couple of sectors — BFSI (banking and financial services) and manufacturing, and it delivered excellence in a few areas of IT services — package implementation, application development and maintenance (ADM in industry parlance) and testing.

Infosys was a pioneer in many of these fields. Also because of its excellence in process and in house systems it was able to charge a premium over other Indian IT companies. Even after charging a premium its cost were much less compared to the global IT service providers like IBM and Accenture. One of the main reasons for this was the human arbitrage factor that Indian companies enjoyed.

This premium pricing led to Infosys maintaining a higher EBITDA margin than its peers. Infosys has over the years maintained this high margin of over 30 percent. It would not go in for deals with lower margins and was very rigid with its pricing.

This model worked for them very well till around 2009. Post 2009 things in its main market, US, changed. Clients were now looking at getting the maximum out of their IT deals and were looking at reducing costs.

Rise of the mid-cap players

Post 2009 some of the then smaller companies like Cognizant and HCL have caught up with the Big3- TCS, Infosys and Wipro. In fact Cognizant has replaced Wipro as the third biggest player and very soon will also replace Infosys.

As you can see from the above figures, Infosys has always been a big margin player operating in the 30 percent or above region. Companies like HCL and cognizant have been able to eat into Infosys market share because of the premium strategy followed by Infosys. These companies are gaining at the cost of Infosys.

Critics feel that Infosys is overly focused on service delivery and not enough on the top line numbers; that it only focuses on maintaining margins at the expense of getting new deals. Smaller rivals Cognizant and HCL are winning market share partly due to Infosys’ reluctance to reduce prices in a difficult market.

“ADM is quickly becoming commoditized. Everyone of a certain scale can deliver services of nearly the same quality and cost," says Vineet Nayar, CEO, and HCL Tech. As a result of this Infosys is losing its premium position.

The 850 billion IT industry is looking at a smaller growth rate in future. In such a scenario, when clients are cutting down on the fresh contracts, the big opportunity lies in the churn of existing contracts which will need a slightly different business strategy.

As per outsourcing advisory IDG’s numbers, of the $207 billion worth contracts up for renewal in the next five years, only 16% are in ADM; 36% is in IT infrastructure services and 48% is in total IT outsourcing.




It seems that companies like HCL and cognizant are chasing this market and Infosys has been left behind.

Is it all about the business model?

Infosys’s focus on the ADM model has become outdated. If all companies recruit from a similar set of colleges, work with similar clients and are capable of delivering the same output then there is no scope to charge a premium. The entire ADM business has become commoditized now.

"This is a battle of business models, not of individual companies," says HCL CEO Nayar. "We are the No. 1 player in three of the four markets we are in and application development is a must to undertake total IT deals."

In turn, Cognizant has focused on four industries and tried to assimilate service delivery lessons from India based vendors as also build consulting muscle like IBM. R. Chandrasekaran, President and Managing Director of Cognizant says, "Our strategy focuses on winning as many customers and broad-basing our range of service offerings across mature and emerging verticals."


Strategies used by some of the Indian IT players





Mergers and Acquisitions

Also over the years Infosys has followed a very conservative approach. It has a cash pile of close to 4 billion which is almost 50 percent more than TCS. Yet the company has been very slow in acquisitions. It has preferred the organic growth method.

At the same time its peers have acquired companies and have gone ahead with Inorganic growth.

1: TCS’s acquisition of Financial Network Services (FNS), an Australian core banking Solutions Company, led to the evolution of the ‘TCS BaNCS’ product which is used extensively in the industry.

2: HCL acquired Axon in December 2008 for about USD 660 million. The acquisition was directed at blending the SAP practice of target with existing capabilities of acquirer and come up with productized solutions for large transformational engagements. The acquisition was able to help the company expand its revenues from this stream to reach USD 718.0 million in 2011 accounting for 21.3 percent of company’s revenues.

The other side of the story

Infosys has been in the industry for over 30 years and has arguably been one of the reasons for the tremendous growth of the sector in the last decade. With so many years of experience in the industry, Infosys would be aware of its current problems related to its margin strategy. So what is Infosys’s view regarding their margin strategy and why does it persist with this strategy.

Infosys CFO, V Balakrishnan believes that Infosys is the pricing umbrella for the entire industry. According to him, if Infosys reduces its price then the entire industry will suffer. Shibulal who is the current CEO also shares similar views. He feels that the easiest thing to do would be to reduce the price now and reap the benefits. This might work in the near future but as the compensations are increasing and clients keep on demanding more value for their money it would be difficult to maintain these low prices in the long run. Also the reduced pricing will create a price war amongst the top players which cannot be good for the industry.Shibulal believes that Infosys has taken the right route which is not necessarily the easy route.
The way forward: Non Linear Growth

Infosys’s goal is to migrate to higher value offerings to maintain its ability to charge premium pricing. The company is planning to achieve this by gradually shifting to products and platform based solutions. The role of intellectual property is very important here. Also all these solutions would be sold through a consulting led-approach which will help the company to move on to a higher value chain.

It looks like Infosys is trying to move from a linear growth model to a non linear model. Over the years the revenues of IT companies increased proportionally to the number of employees working in the company. This is called a linear growth model. Given the challenging IT environment, the linear growth model is neither sustainable nor desirable and companies are shifting to a non-linear model.

In fact, companies like HCL Tech, shifted to this new model quite early. Infosys is beginning to catch up now. The revenue per employee figures of global companies is currently much higher compared to their Indian counterparts.







Source: Non Linear Model, KPMG

From a very long term perspective, Infosys might try to match these levels but as of now it looks difficult. For now, Infosys’s management is confident that they are on a right track and 2-3 disappointing quarters would not change their long term strategy. And as they say, the success of your business strategy can only be judged in hindsight. Let us wait and watch as only time will tell whether Infosys can reestablish itself as the bellwether of the IT industry.

Monday, September 17, 2012

10 reasons why proposals fail


Your business is great. You’ve invented something better than sliced bread. You offer such an amazing service at such a great price that people should be knocking your door down.
And they might be. But they’re all asking for a proposal.
Proposals are a fact of life. We all do them, and we’re all trying to blow our prospects away.
But most proposals are bad. Here are 10 reasons why proposals fail:
  1. They’re too long. Proposals aren’t meant for “shock and awe” – don’t try and overwhelm the prospect into submission. Edit and cut. Cut and edit. There’s no perfect length for a proposal, but how many of your prospects really read the whole thing? They scan and skim till they get to the price and timeline. Keep it short.
  2. They don’t reference the prospect’s pain. Why did the prospect ask you for a proposal? You better have a crystal clear answer to that question. Too many proposals don’t reiterate the pain properly. Skipping that makes the prospect feel like you don’t get it.
  3. They’re too technical. I know you’re the expert in your field, that’s why I asked for a proposal. You don’t need to inundate your proposal with buzzwords and industry-hooey. A prospect only knows a smidge of what you know about your business, and they don’t really want to know more. Your proposal fails when it sells industry mastery using language I won’t understand.
  4. They’re not selling benefits. Proposals that miss out on #2 and focus too much on #3 invariably aren’t selling benefits. If you’re not selling benefits you’re sunk. And for the love of everything that is holy, spell these out as clearly as possible.
  5. They’re not well structured. Proposals are stories. And every story has a beginning, middle and end. Think of your proposal as a story and write it accordingly.
  6. They’ve got spelling and grammatical problems. A proposal with spelling errors is unacceptable, it’s as simple as that. Grammatical problems may be harder to catch. Three tips: Read it out loud. Write short sentences. Have someone else read it.
  7. They’re poorly formatted and packaged. Style counts! On top of that, your proposal isn’t the only game in town. You want to stand out right? Take some time to format things nicely. Add some pictures. Use bigger headerssmaller paragraphs, and color where appropriate. Think jazzy. If you’ve got substance, sell it with nice packaging.
  8. They’re missing testimonials and client references. I’ve rarely seen a proposal with testimonials or client references. It makes no sense. Pepper in a few testimonials to spice it up and add a feeling of success. Add in some client references with contact information to give your prospect a clear message, “you know what you’re doing and you can prove it.”
  9. They’re missing a thank you. Proposals are personal. You’re not writing installation instructions for IKEA furniture are you? Unless you’re sending a proposal unsolicited (which makes little sense) someone’s given you that opportunity. Thank them for it.
  10. There’s no call to action. You submit the proposal. Now what? Um…um…um…oops. Put in a crystal clear call to action. It could be a follow-up meeting, contract signature, or something else — it almost doesn’t matter. What’s important is that there is a next stepand you’ve explicitly told the prospect what it is.
Your business rocks. You work hard. You deserve more business.
Don’t let proposals get in the way. Do them right and you’ll win a lot more business.

Tuesday, September 4, 2012

RGV's Bhoot Returns : First Look


Filmmaker Ram Gopal Varma has introduced a new age horror genre to Indian cinema with the film Bhoot, which has become a huge hit at the Box Office. Now RGV is coming up with Bhoot Returns. Now, the maker of the film has unleashed the first look of the movie. These posters are really stunning.
Produced by Alumbra Entertainment and presented by Eros International, Bhoot Returns will release worldwide on 12th October 2012. It is director RGV's first 3D film. The film stars actress Manisha Koirala and JD Chakravarthy. The movie will also release in Tamil and Telugu.




Fear works best when it happens where you least expect it and when it happens in situations and to people with whom everyone can identify. Bhoot dealt with a simple everyday couple who get subjected to a ghost in hunted apartment. Carrying that tradition forward, Bhoot Returns will be about a family trapped in a terrifyingly supernatural situation.
An engineer along with his wife, son and daughter moves into a house which is situated near his work place. Soon a series of inexplicable things happen to his family and over a period of time he is forced to accept that there is something supernatural in that house. By the time he decides to rush out with his family one of his kids disappears seemingly swallowed by the house.

Fresher Salary Survey 2017 - STP Research


- ABB India Fresher salary – 6.5 lakhs

- Accenture India Fresher salary – 3.4 lakhs

- ADP India fresher salary – 3.65 lakhs

- Adobe India fresher salary – average 6 lakhs

- Amdocs India fresher salary – 4 to 5 lakhs

- Amazon India fresher salary – 8 to 12 lakhs

- Birla soft fresher salary – 3.1 lakhs

- CSC India fresher salary – 3.6 to 3.8 lakhs

- Cisco Systems India fresher alary – 8 to 10 lakhs

- Computer Associates CA India fresher salary – 5 lakhs

- DE Shaw fresher salary India – 10 lakhs

- Dell India fresher salary – 2.75 lakhs

- Deloitte fresher salary – 5 lakhs

- DRDO fresher salary – 4 lakhs

- Perot Systems fresher salary – 2.8 lakhs

- Persistent Systems fresher salary – 3 lakhs

- Philips India fresher salary (R&D) - 5 lakhs

- Reliance Energy fresher salary – 5.5 lakhs

- Samsung India fresher salary (R&D) – 4 to 5 lakhs

- Fidelity freshers salary India – 3.8 lakhs

- Siemens fresher salary India – 4.6 lakhs

- GCI solutions fresher salary – 2.9 lakhs

- Sapient fresher salary – 4 to 4.5 lakhs

- FSS fresher salary – 6.5 lakhs

- eValue Serve fresher salary – 4 lakhs

- Freescale fresher salary – 5.5 lakhs

- Schlumberger fresher salary – 10 to 28 lakhs

- Schneider fresher salary – 3.1 to 3.5 lakhs

- FuturesFirst fresher salary – 6.4 lakhs

- SolidCore fresher salary – 7 lakhs

- Global Logic fresher salary – 3.6 lakhs

- Sun Microsystems fresher salary – 3.5 lakhs

- Godrej Infotech fresher salary – 2.8 lakhs

- Sunguard fresher salary – 4.5 lakhs

- Goldman Sachs fresher salary – 5.5 lakhs

- Syntel India fresher salary – 3.3 lakhs

- T Systems fresher salary – 2.2 lakhs

- Habinger fresher salary – 2.7 lakhs

- HCL fresher salary – 3 lakhs

- Tavant fresher salary – 3.5 lakhs

- Hexaware fresher salary – 3 lakhs

- Honeywell fresher salary – 4 lakhs

- TCS fresher salary - 3.3 lakhs

- Teradata fresher salary – 3.4 lakhs

- IBM fresher salary – 3.3 (GB S) or 5.5 (ISL)

- Tech Mahindra fresher salary – 3 lakhs

- Thoughtworks fresher salary – 5.6 lakhs

- I-flex fresher salary – 2.4 lakhs

- Texas Instruments freshers salary – 6 lakhs

- iGate fresher salary (Oracle financial services) – 2.5 lakhs

- Tisco fresher salary – 4.5 lakhs

- Impulsesoft fresher salary – 3 lakhs

- Torry Harris fresher salary – 3 lakhs

- Indorama fresher salary – 7 lakhs

- Toshiba fresher salary – 3.8 lakhs

- Infogain fresher salary – 2.5 lakhs

- Informatica fresher salary – 5.5 lakhs

- Trident fresher salary – 6 lakhs

- Infosys fresher salary – 3.25 lakhs

- US technologies fresher salary – 2.4 lakhs

- Integra fresher salary – 6 lakhs

- IOCL fresher salary – 7 lakhs

- Verizon data services fresher salary – 5.5 to 7.5 lakhs

- ITC infotech fresher salary – 3 lakhs

- Vestas RRb fresher salary – 3 lakhs

- Ivy Comptech fresher salary – 7.2 lakhs

- Whirpool fresher salary – 3 lakhs

- Jindal Steel fresher salary – 3.2 lakhs

- Wipro Fresher salary – 3 to 3.5 lakhs

- Microsoft India fresher salary – 7 to 10 lakhs

- Naukri fresher salary – 3 lakhs

- Intelligroup Asia fresher salary – 1.75 lakhs

- Colaberra fresher salary – 3 lakhs

- Kennametal fresher salary – 4.8 lakhs

- Yahoo India fresher salary – 7.5 to 10 lakhs

- Zensar technologies fresher salary – 2.5 lakhs

- Motorola India fresher salary – 4 lakhs

- Robert Bosch fresher salary – 3.1 lakhs

- Polaris India fresher salary – 1.6 lakhs

- Synergy India fresher salary – 1.6 lakhs

- NCR corp fresher salary – 3 to 3.3 lakhs

- JDS software fresher salary – 3 to 3.5 lakhs

- Eragroup fresher salary -1.5 to 2 lakhs

- Capgemini fresher salary – 2.5 to 4 lakhs

- Adsys India Fresher Salary – 1.25 to 2 lakhs

- Avaya Fresher Salary - 3 to 4 lakhs

- Mahindra Satyam fresher salary – 2.75 to 3.25 lakhs

- Unisys India fresher salary -2.5 to 3 lakhs

- Cognizant India fresher salary – 3 lakhs

- Kumaran Systems fresher salary -1.75 to 2 lakhs

- VIA fresher salary – 5.5 lakhs

- QL2 fresher salary – 1.25 to 1.75 lakhs

- Thomson Reuters fresher salary – 3 lakhs

- Retina Software fresher salary – 2.5 to 3 lakhs

- Intel India Fresher salary – 5 to 8 lakhs

- Progressive infotech fresher salary – 3 lakhs

- Infotech enterprises fresher salary – 2 to 2.4 lakhs

- PRDC infotech fresher salary – 2.5 lakhs

- FIS Global fresher salary – 2.5 to 3 lakhs

- 3dPLM fresher salary – 3 to 4 lakhs

- HP fresher salary – 2.5 lakhs

- iWebleaf fresher salary – 3 to 3.5 lakhs

- Codepalm fresher salary – 3 lakhs

- Value labs fresher salary – 1.75 lakhs

- Source bits fresher salary – 2.5 lakhs

- Qualcomm fresher salary – 3.8 to 6 lakhs

- Patni fresher salary – 2.6 lakhs

- Oracle India fresher salary – 4 to 8 lakhs

- Webyog solutions fresher salary – 3 to 3.5 lakhs

- MU Sigma fresher salary – 3.3 lakhs

- Google India Fresher Salary -12 lakhs

Tuesday, August 28, 2012

Top 100 IT Companies in India





Rank & Company name with related company url

To get a paid report of top 500 IT companies in India with UR's addresses and Email Connects with HR mail sales@stpresearch.in


1 Tata Consultancy Services (TCS) – http://www.tcs.com/

2 Infosys Technologies Ltd – http://www.infosys.com/

3 Wipro Limited – http://www.wipro.com

4 Hewlett-Packard India Pvt. Ltd – http://www8.hp.com

5 IBM India Limited – http://www.ibm.com/in/en/

6 Satyam Computer Services Ltd. – http://www.mahindrasatyam.com/

7 HCL Technologies Ltd. – http://www.hcltech.com/

8 Intel Technology India Pvt. Ltd. – http://www.intel.com/

9 CISCO Systems India Pvt. Ltd. – http://www.cisco.com/web/IN/

10 Patni Computer Systems Ltd. – http://www.patni.com/

11 Cognizant Technology Solutions India – http://www.cognizant.com/

12 HCL Infosystems Ltd. – http://www.hclinfosystems.in/

13 Mahindra-British Telecom – http://www.techmahindra.com/

14 Redington (India) Limited – http://www.redingtonindia.com/

15 i-Flex Solutions Ltd. – http://www.iflex.com/

16 Oracle India Pvt. Ltd. – http://www.oracle.com

17 Moser Baer India Ltd. – http://www.moserbaer.com/

18 Microsoft Corporation (India) Pvt. Ltd. – http://www.microsoft.com/india/

19 NIIT Limited – http://www.niit.com/

20 TATA Infotech Ltd. – http://www.tata.com/

21 iGATE Global Solutions Ltd. – http://www.patni.com/

22 Ingram Micro India (P) Ltd – http://www.ingrammicro.com/

23 Sun Microsystems India Pvt Ltd – http://www.oracle.com/in/index.html

24 Polaris Software Lab Ltd. – http://www.polaris.co.in/

25 Samsung India Electronics Ltd. – http://www.samsung.com/in/

26 Perot Systems TSI (India) Limited – http://www.perotsystems.com/

27 SAP India Pvt. Ltd. – http://www.sap.com/india/about/company/saplabs/index.epx

28 American Power Conversion – http://www.apc.com/in

29 Celetronix India Pvt. Ltd. – http://www.emsnow.com/cdps/cditem.cfm?NID=844

30 Computer Associates India Pvt. Ltd – http://www.ca.com/in/default.aspx

31 Dell Computer India Pvt. Ltd. – http://www.dell.co.in/

32 Hexaware Technologies – http://hexaware.com/

33 Larsen & Toubro Infotech Ltd. – http://www.lntinfotech.com/

34 Siemens Information Systems Ltd. – http://www.siemens.co.in/

35 Mastek Ltd. – http://www.mastek.com/

36 CMS Computers Ltd. – http://www.cms.com/

37 Texas Instruments India Pvt. Ltd – http://www.ti.com/ww/in/contact.html

38 Honeywell Technology Solutions Lab – http://www.honeywell.com/htsl

39 Acer India (Pvt) Ltd. – http://www.acer.co.in/ac/en/IN/content/contacts

40 MphasiS BFL Ltd. – http://www.mphasis.com/

41 Datacraft India Limited – http://www.datacraft-asia.com/

42 Nortel Networks (I) Pvt Ltd – http://www.nortel.com/

43 Syntel (India) Ltd. – http://www.syntelinc.com/

44 Flextronics Software Systems Ltd – http://www.flextronics.com/

45 Kanbay Software India Pvt. Ltd. – http://www.in.capgemini.com/

46 Rolta India Ltd. – http://www.rolta.com/

47 Infinite Computer Solutions (I) Pvt Ltd – http://www.infinite.com/

48 GTL Limited – http://www.gtllimited.com/

49 Covansys (I) Pvt. Ltd. – —

50 Sify Limited – http://www.sifycorp.com/

51 Zensar Technologies Ltd. – http://www.zensar.com/

52 Tulip IT Services Ltd – http://www.tulip.net/

53 Zenith Computers Limited – http://www.zenith-india.com/

54 Sonata Software Ltd – http://www.sonata-software.com/

55 D-Link (India) Ltd. – http://www.dlink.co.in/

56 Mascon Global Limited – http://www.mgl.com/

57 3i Infotech Limited – http://www.3i-infotech.com/

58 WeP Peripherals Ltd. – http://www.wepindia.com/

59 Computer Sciences Corporation India – http://www.csc.com/in

60 Philips Innovation Campus – http://www.bangalore.philips.com

61 Xansa India – http://www.xansa.com

62 Canon India Pvt. Ltd. – http://www.canon.co.in/

63 TVS Electronics Ltd. – http://www.tvse.com/

64 Infotech Enterprises Ltd. – http://www.infotech-enterprises.com/

65 KPIT Cummins Infosystems Limited – http://www.kpitcummins.com/

66 ITC Infotech India – http://www.itcinfotech.com/

67 MindTree Consulting Pvt. Ltd. – http://mindtree.com/

68 PCS Technology Ltd. – http://www.pcstech.com/

69 Sasken Communication Technologies – http://www.sasken.com/

70 Tally Solutions Pvt. Ltd. – http://www.tallysolutions.com/

71 Ramco Systems Ltd. – http://www.ramco.com/

72 Epson India Pvt. Ltd. – http://www.epson.co.in/

73 Numeric Power Systems Ltd. – http://www.numericups.com/

74 Rashi Peripherals Pvt. Ltd – http://www.rptechindia.com/

75 Network Solutions Pvt. Ltd. – http://www.netsol.co.in/

76 TATA Elxsi Ltd. – http://www.tataelxsi.com/

77 Aftek Infosys Limited- http://

78 EMC Data Storage Systems India – http://india.emc.com/

79 Tata Technologies Ltd. – http://www.tatatechnologies.com/

80 Geometric Software Solutions Co. – http://www.geometricglobal.com/

81 Cranes Software International Limited – http://www.cranessoftware.com/

82 Accel Frontline Limited – http://www.accelfrontline.in/

83 Mediaman Infotech Pvt. Ltd. – http://www.mediamangroup.com/

84 Priya Limited – IT Products Division – http://www.priyagroup.com/

85 Keane India Ltd. – http://www.keane.com/

86 Persistent Systems Pvt. Ltd. – http://www.persistentsys.com/

87 Aptech Limited – http://www.aptech-worldwide.com/

88 Lipi Data Systems Ltd. – http://www.lipidata.com/

89 Cadence Design Systems (India)- http://

90 Intex Technologies (India) Ltd – http://www.intextechnologies.com/

91 Aditi Technologies Pvt Ltd – http://www.aditi.com/

92 MRO-TEK Limited – http://www.mro-tek.com/

93 Subex Systems Limited – http://www.subexworld.com/

94 Blue Star Infotech Limited – http://www.bsil.com/

95 Aztec Software & Technology Services – http://www.aztec.soft.net/

96 Pentamedia Graphics Ltd. – http://www.penta-media.com/

97 TATA Interactive Systems – http://www.tatainteractive.com/

98 Birlasoft Limited – http://www.birlasoft.com/

99 DB Power Electronics (P) Ltd – http://www.dbups.com/

100 Atlanta IT Solutions Pvt. Ltd – http://www.atlanta-it.com/

101 RMSI Pvt. Ltd. – http://www.rmsi.com/