Seeking the next wave of growth in a dynamic business environment: a case for Nitor Infotech Pvt. Ltd. Issue 1 (13th May 2019)

• Record Type: Journal Article
• Authors: Saxena, Manisha; Nandi, Subrata Kumar
• Is Part Of: Emerald emerging markets case studies. Volume 9:Issue 1(2019)
• Page Start: 1
• Page End: 37
• Publication Date: 2019-05-13
• Subjects: Strategy -- Outsourcing/offshoring -- Technology management/strategy -- IT strategy
• DOI: 10.1108/EEMCS-09-2017-0232
• Languages: English
• ISSNs: 2045-0621

Abstract

Abstract : Learning outcomes: The learning outcomes of this study include: recognizing the strategic inflexion points and related business and strategic perspectives in the life of an organization; understanding sources of sustained competitive advantage and connect it with resource-based view for internal analysis; applying dynamic capability theory to identify capabilities that help an IT company stay relevant in an IT sector characterized by VUCA (an acronym for volatility, uncertainty, complexity and ambiguity) environment; analyzing the multi-dimensional and multi-contextual challenge an organization faces, or is likely to face, in the foreseeable future and the possible ways it addresses or should address them; evaluating strategies adopted at various points of an organization's journey for their effectiveness; and helping a company co-create value for its customers. Case overview/synopsis: This case of Nitor Infotech Private Limited (Nitor), a mid-sized software product outsourcing company, outlines its decade-long journey, highlighting its achievements. While the company has consistently grown by leveraging its expertise in software product engineering and its domain knowledge in the healthcare segment, it entered into a stage of its life cycle where it had to develop a long-term strategy to effectively compete in the product engineering market. Nitor's strategy was built around product engineering and outsourced product development. The two major choices for a software company were either to develop its own product and thereby own the intellectual property (IP) or to develop modules which would be part of a product that would be owned by a client. In the latter case, the IP would be held by the client. So far Nitor chose to follow the second option by developing components for its client's products. Although this strategy allowed it to develop expertise in a particular domain, and serve different customers in a particular market, the chances of a competitor attacking its position was high. On the other hand, if it developed its own product, it can create its own brand name and can sell packaged software to several different customers. However, the challenge with the latter is that the cost of marketing could be very high. The choice for the company in the future is to decide on selecting a specific strategy to expand its international business. Complexity academic level: This case is appropriate for an undergraduate and postgraduate management course in the area of strategic management. The level of difficulty can be from medium to high depending on the learning level. Knowledge of management fundamentals is not a prerequisite but is desirable for case analysis. Supplementary materials: Teaching notes are available for educators only. Please contact your library to gain login details or [e-mail] to request teaching notes. Subject code: CSS 11: Strategy