Wipro Marketing Strategy Narrative Essay Example

the main competitors of Wiper. Tic's long-term growth strategy involves expanding its geographic reach, industry coverage, and service capabilities while also strengthening existing client relationships. Informs is adopting a non-linear growth model, which is common among its peers. It has recently undergone significant restructuring by consolidating businesses into three distinct service lines, transitioning from a pure-play technology company to an insulting firm. In addition to these major rivals, there are several smaller, low-cost IT service providers that offer "Good Enough" services and utilize their competitive pricing as their unique selling proposition. These providers often lure customers away from premium service providers like Wiper.Current Challenges:
Wiper is facing challenges in terms of low-cost competition and customer retention. Despite having a strong customer base and high brand recognition, Wiper struggles against competitors who offer services at lower prices. While Wiper has established price limits and refuses to lower them, low-cost IT service providers are willing to provide services at prices that are 15-20% cheaper than Wiper's prices. This has caused customers to seek out vendors with cheaper prices, and they are willing to switch to these low-cost providers if their services are deemed satisfactory. To overcome this challenge, Wiper needs to develop a strategy to effectively tackle the low-cost competition. Additionally, Wiper also needs a shift from being perceived solely as a technology service provider to being viewed as a business-IT consulting firm. Although Wiper has developed strong advisory and consulting capabilities, the majority of customers still view them as just a technology service provider. The marketing function within Wiper needs to promote their consulting services and transform customer perceptions.

Recommendations for the Future (Next 2 Years):
In order to

address the current challenges, Wiper should pursue a dual-pronged strategy. This strategy should involve challenges to low-cost competitors in the "good-enough" segment, while also positioning Wiper as a premium player that emphasizes value and performance leadership. To achieve this, Wiper needs an effective marketing strategy that aims to achieve the following objectives: establishing long-term relationships with existing customers, maximizing customer satisfaction, and achieving zero customer attrition.

In comparison to the previous strategy focused on customer acquisition, there will be a greater emphasis on customer retention. It is important for Wiper to prevent the loss of customers due to low-cost competition by promoting its deep Business Advisory and Consulting expertise as its competitive advantage. The proposed marketing campaign is called "Bring the Friends Closer" and aims to maximize customer satisfaction and service value. Customer feedback has consistently praised Wiper Teams for delivering quality software that improves businesses.

With the establishment of Wiper Consulting Services (WAS), Wiper can now offer high-value Business Advisory and Consulting services in addition to their regular technology services, which will boost customer satisfaction. The marketing team will promote Wiper's consulting services and change the current perception of Wiper as solely a software service provider. Existing customers who require consulting services will receive discounts based on the importance of customer retention.

To establish strategic alliances with top customers, Account Managers/Client Engagement Managers will be incentivized. The Wiper DIMMITT framework, used to define and measure value from IT investments, will be employed to demonstrate the advantages of a long-term partnership with Wiper. Wiper will cater to all of the partner's Information Technology needs.

Deep connections will reduce the likelihood of customer attrition. Partners will be

asked to share their expertise and best practices in the industry with Wiper. Wiper will use these insights and best practices when serving other customers. The Top Ten customers make up 22% of total revenue, making them a priority. Losing these customers is not an option. The Wiper Marketing Team will assess the perceived value of these customers by conducting a thorough analysis. This will reveal Wiper's strengths and weaknesses compared to its competitors. All departments within Wiper will collaborate to address weaknesses and leverage strengths, ensuring there is no opportunity for customers to defect to competitors. The Marketing Teams will now focus more on frontline client teams. While the previous campaigns mostly targeted C-Suite executives, it has been recognized through experience that the frontline teams that directly interact with the Wiper Teams are just as important, as their feedback plays a crucial role in selecting vendors. It is recommended that Wiper continuously seeks feedback from these frontline clients and takes appropriate actions based on that feedback.Wiper plans to build strong relationships with its clients through various initiatives. Firstly, they will organize "Experience India" programs, inviting clients to work out of Wiper facilities in India, allowing them to understand the Wiper culture and meet their offshore colleagues in Linda. Additionally, clients will be offered holiday packages to tourist destinations in India.

Furthermore, Wiper teams working at the client side will receive education on the importance of understanding the voice of the customer and training on client engagement and relationship building. They will also implement a Customer Defection Management Program, conducting surveys to understand why customers defect and incentivizing defected customers to participate. The findings from these

surveys will be used to develop strategies to win back lost customers.

In order to expand their customer base, Wiper plans to standardize the referral system by analyzing loyalty and influence among customers. They will pursue customers who are not only willing to provide good referrals about Wiper but also have strong industry influence, and use their recommendations to attract prospective customers.

Lastly, Wiper will organize quarterly business networking events that bring together their large and diverse customer pool of nearly 970 customers, facilitating interactions among them.This networking event presents a good opportunity for customers to meet senior leaders and potentially generate business leads. Furthermore, it serves as a platform for Wiper to offer customers a greater understanding of its business values, objectives, strategy, and future value offerings.
Conclusion: While many Indian IT vendors still use transactional customer engagement models, implementing my recommended strategy will position Wiper as a long-term, high-value player, resulting in significant returns over the next two years. Low-cost competitors may offer services at lower prices, but they cannot replicate Wiper's high-value consulting and technology offerings. As a result, these smaller players will struggle to compete for Wiper's customer base.