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Team Computers: Intelligent Business

Anup Varier and Yogesh Gupta | Nov. 19, 2013
The Delhi-based SI has done one thing consistently over the past 25 years: Innovate and change.

Often, entrepreneurs in the IT business tend to deploy short-term working capital into long-term capex. This could be dangerous, he adds. Contrary to market trends, the SI has expanded its hardware business in places like Gujarat and Chandigarh. Even though maintaining low operating costs at branch offices is a challenge the company doesn't mind running operations on a relatively high cost, as branch offices have their own advantages for pan India enterprise solution provider like Team Computers.

Evaluating Vendors, Empowering Employees
For most partner organizations, the vendor-channel relation is a delicate game. Chopra had endured his share of highs and lows. "I used to work hard exclusively with two big technology vendors. Therefore, when a competing vendor introduced an indirect channel route in India we didn't work with them. But, we soon realised that there was no loyalty left between a vendor and a channel partner. So we re-strategized started working with that vendor too which has added value to both of us," he says.

Owing to its robust legacy any OEM or vendor, old and new, wants to ally with Team Computers. "We always check the DNA of the company .For example HP and IBM have long-term solid brand name as they are people focused organisation with minimal short changes," says Chopra. Though, he is not happy with couple of software vendor companies who he feels work for only their selfish profits. "The word 'partner' seldom means anything to them. A lot of price undercutting happens even though one partner would have worked more than the other. These OEMs are least bothered to make amends," he says.

In the early days, Chopra made the mistake of having stakeholders in the company through a partnership models. "The partners need to select these stakeholders very carefully because everyone wants to share profits but nobody shares losses," he says.

But Chopra has always stuck to his guns. He believes in empowering employees to play the long innings. If the company does well, the employees' careers will progress, and hence our fates—company's and employees—are intertwined, he says. "The onus is on maximising employee productivity without suffocating them with excess meetings or unrealistic goals," he says.

The executives in the middle management and high management have been around for a long time. "I am against training employees for just trainings sake. They should be trained to be more productive which will drive company's success," Chopra says. In these 25 years, Chopra has believed that there should love, respect, and profit between an organization and its client.

"The client should love working with you and have the respect for your competence as a technology company. There will always be customers who only look for L1," he says. Today Team Computers has whole spectrum of technologies at its disposal to help customers. "Opex model is the flavour and we do have the basics well covered, right from technology to finance, we offer them a choice between capex and opex," says Ranjan Chopra.


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