2. No company grew 100%, compared to five the previous year. Only one, Digital Global Soft, saw 50% growth.
3. The big got bigger: The Top companies made up 63% overall exports in fiscal 2001-2002.
4. For the first time in history four of the top software exporters (Pentasoft, Mascon Global, NIIT, Pentamedia Graphics) showed negative growth. .
The customer now directly views the IT industry. They have a clear idea about the products. For example, Intel's 64-bit Itanium processor was a poor take-off, due to this reason. Due to the changes of the customer's behavior, there is high competition among companies.
China suddenly emerged as a competitor in IT industry with strong Government backing. Many Indian software exporters however have already setup (or in a process of setting up) centers in China (e.g.- TCS, Satyam and Infosys). Others like Wipro and Mascot Systems already have significant software exports to Japan. .
Customer Destination.
The destination for Software Exports in this year is described in the following picture. We can see that the major exports are to the US.
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Application Areas.
The applications developed for exports are represented in the following figure.
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Hardware Market.
1. HCL regained the #1 PC vendor slot with 150,366 PCs, unseating last year's leader Compaq (140,126 units).
2. In a year marked by reversals, HCL Infosystems, IBM and PCS were the only ones that managed positive growth.
3. Desktops grew by 7% in units, but slipped 5% in value.
In this fiscal year, the PC sales were flat. Compaq stayed ahead in the home PC segment, but it lost the #1 position to HCL. IBM also did well, though posting nearly 10% number growth.
Among the players, the new HP will be the giant . Other domestic players like Wipro and Zenith will be in to the next position respectively.
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Human Resources.
1. Per-company recruitment fell to 128, from 315 last years.
2. IT industry headcount rose from 525,000 to 562,356.
3. 81% of training programs were focused on re-skilling employees, against a much lower 68% in 2000-01.
