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Sanjay Kumar

"Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model."

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"Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model."

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"There is nothing in the company that is either above or below me, as far as I'm concerned."
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"That's a very critical phase in customer service because you can start to really understand what part of customer service has value to customers and what part is bothering customers."
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"It didn't make a lot of sense for us to be doing Lotus Notes implementations."
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"Some story appears in some newspaper that says that somebody said X, Y, and Z, and a customer says, I don't understand what they're talking about - we're running that product, we've been using it for five years, what are they talking about?"
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"India has the unique advantages of having the biggest domestic market and this should support IT companies."
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Sanjay Kumar
"Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model."
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"Few service industries are designed to be 24x7 in India, and thus there was no 24x7 mentality."
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"So if you're a customer today, the same person who came in to demonstrate the technology for you and helped you architect the solution before you bought it is likely going to be leading the team to help you do the implementation."
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"Finance is critical. If sufficient investment is made in infrastructure and venture capital is made available, there will be a big improvement in the situation."
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Sanjay Kumar
"So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass."
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