Marketing Strategy of Infosys

By:
Group 2
ASHA NACHI (08PG222)
HARRIS JAMIL (08PG163)
GAYATRI SHARMA (08PG019)
ANAND MULAY (08PG081)
ANWESHA MAZUMDER (08PG290)
DEVIKA DAS (08PG224)
The Idea
 The idea was born on a January 1981 morning
 On July 2, 1981, Infosys Consultants Pvt. Ltd.
 The starting capital was $250 which was
borrowed from Mrs. Murthy
 The 6 people who were with Murthy are:
Nandan Nilekani
N S Raghavan
S Gopalakrishnan
S D Shibulal
K Dinesh
Ashok Arora
Vision and Mission
Infosys' Vision:
"To be a globally respected corporation that
provides best-of-breed business solutions,
leveraging technology, delivered by best-in-class
people."
Infosys' Mission Statement :
"To achieve our objectives in an environment of
fairness, honesty, and courtesy towards our
clients, employees, vendors and society at
large."
Value System – C-LIFE
 Customer Delight: A commitment to surpassing customer
expectations.

 Leadership by Example: A commitment to set standards in

business and transactions and be an exemplar for the industry and
teams.

 Integrity and Transparency: A commitment to be ethical, sincere

and open in all dealings.

 Fairness: A commitment to be objective and transaction-oriented,

thereby earning trust and respect.

 Pursuit of Excellence: A commitment to strive relentlessly, to

constantly improve themselves, their teams, their services and
products so as to become the best.
 Became public limited company in 1992
 Corporate HQ: Bangalore, India
 US HQ: Fremont, CA
 Listed on NASDAQ in 1999
 Employee Strength: 66150
 Crossed $ 2 bn in revenues in 2006
Timeline
 1981: Establishment in India.
 1987: First international office in US
 1993: Successfully completed IPO in India
 1995: Set up development centers across cities in India
 1996: Infosys foundation setup for CSR
 1996: e-Business initiative started
 1997: Assessed at CMM level 4
 1999: $100 Million in annual revenue
 1999: Listed on NASDAQ
 1999: Assessed at CMM level 5
 2000: Opened offices in UK, US, France, Hongkong
Timeline continued
 2000: Combined e-Business with rest of organization
 2001: Rated Best Employer of India in a study by
Business Today-Hewitt Associates
 2002: Touched half a billion US dollars in annual
revenue
 2003: Establishes subsidiaries Infosys China and Infosys
Australia
 2004: Crossed US $1 Billion in annual revenue
 2004: Launches Infosys Consulting Inc
 2005: Largest international equity offering of US $ 1
billion from India
 2006: 60,000+ Employees. Revenues crosses $ 2 billion.
Celebrates 25 years
Infosys: through the years
 The Spread
Eastern Europe
Czech Republic Center
Mainland EUROPE Multi-lingual BPO CHINA
CANADA
U.K. 7 Offices Capability Technology
1 Development Center
1 Development Center 100 Seats - Executive Development Center
1 Office Committee Planning on 250 Seats Capacity –
expansion Plans to expand to a
Europe 2000 seat capacity
North America across multiple cities
INDIA in China
3000+
6,000+ 9 Development Centers
2 Offices

UAE
1 Office
JAPAN

USA 1 Office
MAURITIUS
3 Development Centers India &
Technology Asia Pacific
9 Offices Development Center Mauritius
and BCP/DR Site 1100+
35,000+
1500 capacity for DR.
Close to 100
employees currently AUSTRALIA
Plans for 1000 more 1 Development Center
Key Strategic Investments employees
1 Offices
Services
 Application Development and
maintenance
 Corporate performance management
 Enterprise quality services
 Infrastructure services
 Packaged application services
 Product engineering
 Systems Integration
Industries that they serve
 Aerospace & defense  Insurance
 Automotive  Life Sciences
 Banking  Media &
 Communication Entertainment
 Consumer goods  Resources
 Manufacturing  Retail
 Energy  Transportation
 Healthcare  Utilities
 Hospitality  High technology
Total Outsourcing Solutions
Strategy & IT Consulting T
O
T
Integrated Systems Integration
A
Roadmap L
Business Enterprise Application Integration
Process O
Reengineering
e-Business Package Evaluation & Implementation U
T
CRM SCM ERP E-Procurement S
O
Enterprise U
Architecture Custom Application Development R
m-Business Definition
C
Design Develop Test Deploy
I
N
G
Business Process Management
Progeon Ltd. – An Infosys subsidiary S
O
Industry Specific Processes Cross-industry Processes L
U
T
IT Outsourcing I
O
Re-engineering and Maintenance N
 FINACLE
The Only Product
Modules
Features

 Universal banking solution from Infosys

 Empowers banks to transform their
business
 Architected out of years of experience with
global banks and offers several powerful
and differentiating features
 One of the most comprehensive, flexible
and scalable solutions in its class
Architecture
Finacle Advantage
 Business Agility
 CRM and Alert Enabled
 Global Deployment Capability
Multiple currency, time zones and languages
 Proven solution minimized risk
100% success
Rapid, smooth successful deployments
 Integrated multi-channel framework
Banks can offer their solutions through multiple channels
 High scalability
Most Scalable solutions
Allows banks to grow seamlessly
 Global Delivery Model
The Corner Stone of strategy
Global Delivery Model

 Most important strategic initiative

 To accelerate schedule
 High time and cost predictability
 Introduced in 1980s
 Emerged as a significant disruptive force
in industry
 Led to rise of offshore global outsourcing
 Offshore outsourcing is the core of GDM
GDM…contd…

 It refers to philosophy of breaking work

into logical components and assigning it
geo-locationally so as to create maximum
value
 Cost reduction is the most important gain
of GDM
 Allows you to invest more time and cost in
design phase or in pilot projects
Advantages of GDM to clients

 Assurance of the best product quality,

which cuts down costs of fixing defects,
maintenance and hence, the TCO
 Advantages coming out of the continuous
improvements, which keep improving all
the key parameters.
Features of GDM
Intelligent
Project breakdown

Leverage
extended workday

Best of Breed Talent Leverage

cost efficiencies
Process Domain Project
Technologists
Specialists Experts Managers
Scalability

Superior Program Management Skills Global

Deployment and Support
Global Infrastructure and Communication Links
Skill Accessibility
and Predictability

Reduced time to market

Ownership Costs
Eras of Strategy
Strategy – Pre-1992 Era

 Onsite focus
 Few Large Customers
 Indirect Sales
Strategy post 1992 till 1999

 IPO and Nasdaq

 Global benchmarking
 Global delivery model

 Employee retention
 Investment in sales and marketing
 Becoming a company of choice for
investors, customers and employees
Strategy since 1999

 Scalable business
 Value added services
 Business solution services
 End-to-end capabilities
Consulting
IT services
Business Process management
 Modular Global Sourcing
 Large development centers (India, China)
 Change in Environment
Outsourcing and Our Focus Areas
offshoring to India has Client Relationships
become mainstream End-to-end Services
Great quality, great people Trusted Brand
and great value for money
Global footprint
Operational
Increasing price Effectiveness
pressures Best-in-class people
Clients seeking cost
World-class
reduction
Infrastructure
Short-term measures by
competitors Robust financial
management
Factors of Success
Delivering local business value

 Customizing services and solutions to suit

client needs
 Understanding client-specific needs and
value proposition
 Example: Creation of specific services
around regulatory compliance
Building the brand

 Aggressive marketing and branding

strategy
 Coherent campaigns using multiple
channels, including events, PR activities
and direct marketing
 Creating positive perceptions with clients,
industry associations, media and policy
makers
 Well-recognized brand
Coherent Market Strategy

 Range of investment in infrastructure, HR,

technology and networking
 Increase in client penetration rate
 Helped in attracting best talent
Investing in Expertise

 Business innovation in GDM coupled with

technology and industry expertise in
various fields
 Disruptive model has enabled Infosys to
offer distinctly superior services
 Facilitated acquiring new clients
Partnerships

Industry &
Academia
Publication
s
 Comparative Analysis of
Infosys, TCS and WIPRO
TATA Consultancy Services
 TCS is the grandfather
 Unlisted till 2004, cared little about publicity and
concentrated on customers
 Grabbed customers and created relationships
 Not fussy about any work (will do anything)
 Big in size and low on prices
 Now it has become choosy and fussy
 Stable and trustworthy
 Great expertise, lot to offer and low price.
 Focus on TATA Brand
 Focus on serving country – still in public sector
 Shift in focus from Software Development to Consulting
WIPRO

 Originally into hardware and then into

software
 From 1999, PR, analyst relations and
website became important
 Less focus on branding and more on sales
 In 2001, the need for brand was realized
 “Applying Thought”
 Driven by technological evolution and R&D
Infosys
 “New kid on the block” – Mr. Murthy
 1991 removed a lot friction and marked a change
 Need to be different to compete with MNC
 Hiring smart people to sell in EU and US markets
 Listing on NASDAQ partially to instill confidence in
customers
 Partnerships with educational institutes like Wharton
 Focus more on PR and communication for visibility
The Future
Global Sourcing

 Global sourcing strategy is aligned with

business strategy
 Enhancing operational efficiency and
delivering value added services
 Structuring processes and services into
modules thus leading to enhanced
flexibility and productivity
Enterprise Solutions

 Aggressive focus on ERP solutions like

SAP and Oracle
 Planning to increase focus on Service
Oriented Architecture (SOA)
 This is expected to bolster its business in
enterprise solutions market
Moving beyond application
development
 Offers range of services already
 Plans to move beyond application
development, including BPO,
infrastructure maintenance, software
service etc
 Strong foothold in infrastructure and F&A
segments
Strategies for future
 Focus on emerging business trends and
pervasive technologies
 Leverage existing client base to increase
demand
 Promote US-India success when pursuing new
clients
 Strengthen presence in North America and EU
while gaining foothold in China
 Broaden strategic alliances with best-in-class
providers with complementary skill sets
 Expand into high-end consulting
References

 www.infosys.com
 Infosys – Story so far, Kris Gopalakrishnan,
COO, Infosys
 Infosys Technologies, An Overview –
Dravisgroup
 Infosys, Success story of Leading Indian IT
company – K Dinesh, Board member, Infosys
 The story of India’s 3 IT biggies –
www.rediff.com
Thank You…!!!