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What has changed for the company since you took over?
<\/strong>
First, how we can enable borderless growth. Second, so if you look at the B2B manufacturing world, people have shifted from purely manufacturing products to shifting to services. How do I do service them? Third, continuing focus on efficiency and productivity, digital through automation; fourth, managing risk; and fifth, how do I bring agility to the organization?
From our customers standpoint, the shift that we're making is rather than see ourselves as product, we are going to more solution oriented…combining products to deliver them as platforms and solutions to our customers.
What are the biggest challenges and opportunities for Tata Communications<\/a> in the COVID-19<\/a> scenario?
<\/strong>
Immediately after lockdown many of our enterprise customers were asking how do I work from home effectively? Our teams did a phenomenal job of helping thousands of users and more than 150 enterprise customers to work from home. Post covid, the way I see things are the customers will now want robust work from home solutions.
And the challenges?
<\/strong>
The pipeline conversion in my opinion would be somewhat slow because what has been in the pipeline or ready to close has been sort of closed. We are discussing with the customer how we can help them bounce back or transform…in many places even if they were to award a contract…it will be highly difficult for us or our partners to go and install the equipment and connect.
In our opinion, while the pipeline is strong, we have to wait and watch for the conversion.
What are the top verticals for you?
<\/strong>
IT, IT services, cloud and OTT providers are very large, possibly banking and manufacturing in that order.
Tata Comm is set to face increasing competition in the enterprise space as telcos up focus. Your views.
<\/strong>
Serving an enterprise customer is different because it needs to be a lot more robust, secure and scalable, So in that sense we are engineered to serve them and we see a lot more robustness in our engineering, a lot more modernization in our engineering, which are suitable for enterprise customers.
Would FY21 be worse than FY20?
<\/strong>
I think things will improve in the second half. People would want to look at more innovative ways of reaching out to their consumers. E-commerce<\/a> would pick up, collaboration would get stronger.
What is your debt position? Are you comfortable with it? How can you bring it down?
<\/strong>
We can't be comfortable with debt position. We need to find ways of infusing equity or we need to have debt or operationally produce enough cash flow to continue to invest.
We have disposed of our data centre business but we are strategic partners and have a 26% investment in there. After the land parcels given to the government, we still have tracts of land within Tata Communications which can be looked at. We have other investments…
(As of March 2020, Tata Comm had a net debt of Rs 9176 crore)
Tata Consultancy Services<\/a> has said it is aiming to have 75% working from home over time. What is Tata Communications’ plans?
<\/strong>
Today 98% are working from home. But we still have to monitor the network, fix things when they go wrong. I anticipate that when it shifts back to normal, whenever that happens, it will shift back to around 50-60% still working from home.
What is the status of your legal tussle with DoT?
<\/strong>
Our case is not taken up to SC and it is not relevant to judgement of late last year (October 24, AGR case). There has been demand from DoT but that does not take into account accessible charges which should be deducted ...We have given certificates and proof for paid basis. They have to deduct that and give us a revised (demand). That we have not received.
Unlike in the past, the CEO of Tata Comm is now based out of India. Is that a strategic decision?
<\/strong>
Yes, it is a strategic decision. So,we are a company listed in India, we are a company with significant investments in India. The enterprise market in India we have 30% plus market share. So, it is a very crucial market for us. Our international markets are also equally important and we have a significant amount of investments made there as well.
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塔塔通信押注后Covid世界上平台的数字解决方案
塔塔通信转变成数字平台解决方案提供商的产品公司在新CEO黑龙江Lakshminarayanan,接任九个月回来。
读到
公司的改变因为你接手吗?
首先,我们如何能实现无边界的增长。第二,如果你看看B2B制造业的世界,人们已经从纯粹的制造业转移产品转向服务。我怎么做服务吗?第三,持续关注效率和生产率,通过自动化数字;第四,管理风险;第五,我怎么给组织带来敏捷?
从客户的角度来看,我们的转变,而不是认为自己的产品,我们要更多的面向解决方案的结合…产品交付平台和解决方案给我们的客户。
最大的挑战和机遇是什么塔塔通信在COVID-19场景吗?
后立即封锁我们的许多企业客户问我如何有效地在家工作?我们的团队做了一个惊人的工作帮助成千上万的用户和超过150企业用户在家工作。covid,我看事情的方式是客户现在想健壮的在家工作的解决方案。
和挑战?
管道转换在我看来会有点慢,因为一直在管道或准备关闭的关闭。我们与客户讨论如何帮助他们恢复或转换…在许多地方即使他们签订合同…这将是非常困难的对我们或我们的合作伙伴去安装设备和连接。
在我们看来,尽管管道强,我们必须等待和观看的转换。
对你来说,什么是垂直?
,它的服务,云计算和奥特供应商是非常大的,可能是银行和制造业。
塔塔通信企业将面临越来越大的竞争空间,电信公司的焦点。你的观点。
服务企业客户是不同的,因为它需要更多的健壮的、安全的、可伸缩的,所以在这个意义上我们设计服务,我们看到更多的鲁棒性工程,更多的现代化我们的工程,这是适合企业用户。
FY21会比FY20吗?
我认为下半年情况会改善的。人们会想看更多创新的方式接触他们的消费者。电子商务会捡起,合作会更强。
你的债务状况是什么?你舒服吗?你怎么能把它下来?
我们不能适应债务状况。我们需要找到一些方法注入股本或我们需要债务或操作产生足够的现金流来继续投资。
我们处理数据中心业务,但我们是战略合作伙伴,有26%的投资。给政府的土地包裹后,我们仍有大片的土地在塔塔通信可看。我们有其他投资…
(截止2020年3月,塔塔通信的净负债9176卢比)
塔塔咨询服务公司已表示,它的目标是有75%的人在家工作。什么是塔塔通信的计划吗?
今天,98%的人在家工作。但是我们仍然要监控网络,解决问题时出错。我预测,当它变化恢复正常,每当出现这种情况,它将回到约50 - 60%仍然在家工作。
什么是法律争斗的状态点吗?
我们不采取SC和不相关的审判去年年底(AGR) 10月24日。有需求点,但没有考虑访问费用应扣除……我们给了证书和证明付费。他们必须扣除,给我们一个修订(需求)。我们还没有收到。
与过去不同,塔塔的首席执行官通讯是基于现在的印度。这是一个战略决策吗?
是的,这是一个战略决策。所以,我们是一个上市公司在印度,在印度我们是一个公司重要的投资。印度的企业市场30%以上的市场份额。所以,对我们来说这是一个非常重要的市场。我们的国际市场也同样重要的是,我们有大量的投资。
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