Marketing Strategy of Infosys by gauravjindal

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									Marketing Strategy of Infosys
                               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
 Infosys' Mission Statement :
 "To achieve our objectives in an environment of
 fairness, honesty, and courtesy towards our
 clients, employees, vendors and society at
Value System – C-LIFE
 Customer Delight: A commitment to surpassing customer

 Leadership by Example: A commitment to set standards in
  business and transactions and be an exemplar for the industry and

 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
   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
 2003: Establishes subsidiaries Infosys China and Infosys
 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
                                    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
                  6,000+                                                           9 Development Centers
                                                                                   2 Offices

                                                              1 Office

USA                                                                                                            1 Office
3 Development Centers                                                               India &
                                           Technology                                                  Asia Pacific
9 Offices                                  Development Center                      Mauritius
                                           and BCP/DR Site                                               1100+
                                           1500 capacity for DR.
                                           Close to 100
                                           employees currently                                              AUSTRALIA
                                           Plans for 1000 more                                              1 Development Center
        Key Strategic Investments          employees
                                                                                                            1 Offices
 Application Development and
 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
    Integrated                                      Systems Integration
    Roadmap                                                                               L
                    Business                  Enterprise Application Integration
                     Process                                                              O
    e-Business                              Package Evaluation & Implementation           U
                                            CRM      SCM        ERP       E-Procurement   S
                     Enterprise                                                           U
                    Architecture              Custom Application Development              R
    m-Business       Definition
                                           Design    Develop       Test        Deploy
                           Business Process Management
                          Progeon Ltd. – An Infosys subsidiary                            S
           Industry Specific Processes                  Cross-industry Processes          L
                                         IT Outsourcing                                   I
                          Re-engineering and Maintenance                                  N
The Only Product

 Universal banking solution from Infosys
 Empowers banks to transform their
 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
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

 It refers to philosophy of breaking work
  into logical components and assigning it
  geo-locationally so as to create maximum
 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
                                                           Project breakdown

                                                           extended workday

Best of Breed Talent                                       Leverage
                                                           cost efficiencies
                        Process      Domain      Project
                       Specialists   Experts    Managers

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
  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
Increasing price                   Effectiveness
pressures                          Best-in-class people
  Clients seeking cost
  Short-term measures by
   competitors                     Robust financial
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
 Coherent campaigns using multiple
  channels, including events, PR activities
  and direct marketing
 Creating positive perceptions with clients,
  industry associations, media and policy
 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

      Industry &
 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

 Originally into hardware and then into
 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
 “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
 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
 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
Strategies for future
 Focus on emerging business trends and
  pervasive technologies
 Leverage existing client base to increase
 Promote US-India success when pursuing new
 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

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

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