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Harvard Case - Tata Consultancy Services Limited: The Joint Venture with Mitsubishi Corporation in Japan

"Tata Consultancy Services Limited: The Joint Venture with Mitsubishi Corporation in Japan" Harvard business case study is written by Wiboon Kittilaksanawong, Prageeth Krishnan. It deals with the challenges in the field of Strategy. The case study is 14 page(s) long and it was first published on : Apr 15, 2020

At Fern Fort University, we recommend that Tata Consultancy Services (TCS) proceed with the joint venture with Mitsubishi Corporation in Japan, leveraging this strategic alliance to gain a foothold in the Japanese market and accelerate its global expansion. This recommendation is based on a comprehensive analysis of TCS's strengths, Mitsubishi's market presence, and the potential for mutual value creation within the evolving Japanese IT landscape.

2. Background

This case study examines the strategic decision facing TCS, a leading Indian IT services provider, as it considers a joint venture with Mitsubishi Corporation, a Japanese conglomerate with extensive business interests in Japan and globally. The joint venture aims to capitalize on the growing demand for IT services in Japan, a market known for its technological sophistication and conservative business culture.

The main protagonists are:

  • Tata Consultancy Services (TCS): An Indian multinational information technology (IT) services and consulting company, seeking to expand its global reach and tap into the Japanese market.
  • Mitsubishi Corporation: A Japanese multinational conglomerate with a strong presence in Japan and a diverse portfolio of businesses, including manufacturing, trading, and financial services.

3. Analysis of the Case Study

This analysis utilizes several frameworks to understand the strategic implications of the joint venture:

a) Porter's Five Forces:

  • Threat of New Entrants: High, due to the increasing globalization of the IT services industry and the presence of numerous global players.
  • Bargaining Power of Buyers: Moderate, as Japanese businesses are becoming increasingly sophisticated in their IT requirements, but remain sensitive to pricing.
  • Bargaining Power of Suppliers: Moderate, as the IT services industry relies on skilled professionals, but global talent pools offer alternatives.
  • Threat of Substitutes: High, with the emergence of cloud computing and other disruptive technologies.
  • Competitive Rivalry: Intense, with established Japanese IT players like Fujitsu and NEC, alongside global competitors like IBM and Accenture.

b) SWOT Analysis:

TCS:

  • Strengths: Strong global presence, diverse service offerings, cost-effective operations, proven track record in delivering complex IT projects.
  • Weaknesses: Limited brand recognition in Japan, potential cultural challenges in adapting to Japanese business practices.
  • Opportunities: Growing demand for IT services in Japan, potential to leverage Mitsubishi's network and relationships.
  • Threats: Intense competition from established players, potential economic slowdown in Japan.

Mitsubishi:

  • Strengths: Strong brand recognition and network in Japan, extensive business relationships, deep understanding of the Japanese market.
  • Weaknesses: Limited expertise in the IT services sector, potential challenges in integrating TCS's operations.
  • Opportunities: Access to TCS's global expertise and technology, potential for diversification into the IT services sector.
  • Threats: Potential cultural clashes between the two companies, risk of losing control over the joint venture.

c) Value Chain Analysis:

The joint venture can create value by leveraging the complementary strengths of both companies:

  • TCS: Provides expertise in IT services, technology, and global delivery models.
  • Mitsubishi: Offers access to the Japanese market, established relationships with key clients, and a strong brand reputation.

d) Business Model Innovation:

The joint venture presents an opportunity for business model innovation:

  • Market Segmentation: Targeting specific industry segments within the Japanese market, leveraging Mitsubishi's expertise in various sectors.
  • Product Differentiation: Offering tailored solutions that combine TCS's technology with Mitsubishi's understanding of Japanese business needs.
  • Pricing Strategy: Utilizing a hybrid pricing model that balances cost-effectiveness with value-based pricing.

e) Strategic Alliances:

The joint venture represents a strategic alliance that offers several advantages:

  • Shared Resources: Leveraging each other's resources, expertise, and networks.
  • Risk Mitigation: Sharing the risks and costs associated with entering the Japanese market.
  • Enhanced Capabilities: Combining complementary strengths to offer a wider range of services and solutions.

4. Recommendations

  1. Strategic Planning: Develop a comprehensive strategic plan for the joint venture, outlining clear objectives, target markets, service offerings, and financial projections.
  2. Market Segmentation: Identify specific industry segments within the Japanese market where the joint venture can leverage its combined strengths.
  3. Product Differentiation: Develop tailored IT solutions that address the unique needs of Japanese businesses, incorporating both TCS's technology and Mitsubishi's market knowledge.
  4. Pricing Strategy: Implement a hybrid pricing model that balances cost-effectiveness with value-based pricing, considering the competitive landscape and the needs of Japanese clients.
  5. Cultural Integration: Establish clear communication channels and cultural sensitivity training programs to facilitate smooth integration between the two companies.
  6. Brand Management: Develop a joint brand strategy that leverages the strengths of both TCS and Mitsubishi, ensuring clear communication of the value proposition to Japanese clients.
  7. Strategic Implementation: Establish a dedicated team to oversee the implementation of the joint venture, ensuring effective coordination and communication between both companies.
  8. Performance Monitoring: Implement a robust performance monitoring system to track key metrics, measure progress against objectives, and identify areas for improvement.

5. Basis of Recommendations

These recommendations are based on a thorough analysis of the case study, considering the following factors:

  1. Core Competencies and Mission: The joint venture aligns with TCS's mission to provide innovative IT solutions and Mitsubishi's commitment to delivering value to its stakeholders.
  2. External Customers and Internal Clients: The recommendations address the needs of Japanese businesses while ensuring smooth integration and collaboration between TCS and Mitsubishi employees.
  3. Competitors: The recommendations consider the competitive landscape in Japan and aim to differentiate the joint venture's offerings.
  4. Attractiveness: The joint venture presents a compelling opportunity for both companies, with potential for significant market share and profitability.

6. Conclusion

The joint venture between TCS and Mitsubishi Corporation holds significant potential to create value for both companies and establish a strong presence in the Japanese IT services market. By leveraging their complementary strengths, addressing cultural challenges, and implementing a strategic approach, the joint venture can achieve success and contribute to the growth of both organizations.

7. Discussion

Alternatives:

  • Organic Growth: TCS could choose to enter the Japanese market organically, building its own presence without a joint venture. However, this would require significant investment and time, potentially hindering its ability to compete with established players.
  • Acquisition: TCS could acquire a Japanese IT services company, providing immediate market access. However, this could involve significant integration challenges and potential cultural clashes.

Risks:

  • Cultural Clashes: Differences in business practices and communication styles between Indian and Japanese cultures could hinder integration.
  • Competition: Intense competition from established Japanese IT players and global competitors could limit market share and profitability.
  • Economic Slowdown: A potential economic slowdown in Japan could impact demand for IT services and affect the joint venture's performance.

Key Assumptions:

  • The Japanese IT services market will continue to grow.
  • TCS and Mitsubishi can effectively integrate their operations and cultures.
  • The joint venture can successfully differentiate its offerings and attract Japanese clients.

8. Next Steps

  1. Due Diligence: Conduct thorough due diligence to assess the feasibility and potential risks of the joint venture.
  2. Negotiation: Finalize the terms of the joint venture agreement, including ownership structure, governance, and financial arrangements.
  3. Strategic Planning: Develop a comprehensive strategic plan for the joint venture, outlining objectives, target markets, and implementation timelines.
  4. Team Formation: Establish a dedicated team to oversee the implementation of the joint venture, ensuring effective coordination and communication between both companies.
  5. Marketing and Sales: Develop a marketing and sales strategy to promote the joint venture's offerings to Japanese clients.

This case study solution provides a framework for TCS to approach the joint venture with Mitsubishi Corporation, highlighting the opportunities and challenges involved. By carefully considering the recommendations and addressing the potential risks, TCS can leverage this strategic alliance to expand its global presence and capitalize on the growing IT services market in Japan.

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Case Description

In June 2019, Tata Consultancy Services Limited (TCS), a leading Indian global information technology (IT) services, consulting, and business solutions provider, announced that it would increase its shareholding in Tata Consultancy Services Japan Limited (TCS Japan) from 51 per cent to 66 per cent. Established in July 2014, TCS Japan was a joint venture between TCS and Mitsubishi Corporation (MC), one of Japan's largest integrated business enterprises. This collaboration was not TCS's first foray into Japan's IT industry; the company had entered the Japanese market in 1987, but with a wholly owned subsidiary. Why did TCS give up a part of its full ownership and control to MC in 2014? Was such an alliance a merger of equals or more a sale of the Japanese branch to a stronger local suitor? Why did the company reclaim its ownership in 2019 through an increase in equity holding? To penetrate the Japanese IT services market and compete with local giants, should TCS have acquired another medium-sized Japanese company instead of joint venturing with MC? Or, should it have continued operating in the Japanese market alone through the wholly owned subsidiary?

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