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Thanks to its more illustrious peers from India, Satyam often gets too critically examined. What the critics often point outand quite rightly sois the lack of clear articulation of differentiation from the big three, which other offshore firms have done fairly effectively.

However, the problem lies more with articulation than with differentiation. On the execution side, Satyam has clearly done better on differentiation. Like bringing down the share of ADM revenue, which has been an objective for almost all offshore players. Its FY 07 share of ADM was 46%, way below that of companies like Infosys and Wipro. Similarly, it has done better in new areas like engineering services, gaming, and animation. Satyams consulting and enterprise business solutions have also been growing (43% in FY 07). Also, Satyam has leveraged its existing relationships far better than many other players.

Satyam added 138 new customers including seven Fortune 500 companies. The number of clients billing more than $10 mn appreciated by 30% from 27 the previous year to 35and the number of customers billing more than $1 mn increased by 20% to 180.

Satyam also secured some large deals last year. A $55 mn, seven year deal from Qantas, a $200 mn five year contract from Applied Materials; and an ILM deal with Dubai Municipality were the major ones announced. Last year, Satyam also got a slice of Capgeminis IT contract awarded by GM in February 2006.

The year saw intense speculations about IBM being interested in acquiring Satyam, which both companies denied. DQ

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