Marketing Strategy of Infosys



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

           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 CHINA

1 Development Center

1 Development Center 1 Office

7 Offices

Multi-lingual BPO Capability

North America 6,000+

Europe 3000+

100 Seats - Executive Committee Planning on 250 Seats Capacity – expansion Plans to expand to a 2000 seat capacity across multiple cities INDIA in China 9 Development Centers

Technology Development Center

2 Offices

1 Office
JAPAN USA 3 Development Centers 1 Office MAURITIUS Technology Development Center and BCP/DR Site 1500 capacity for DR. Close to 100 employees currently Key Strategic Investments Plans for 1000 more employees

9 Offices

India & Mauritius 35,000+

Asia Pacific 1100+


1 Development Center
1 Offices

 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  Automotive  Banking  Communication  Consumer goods  Manufacturing  Energy  Healthcare  Hospitality  Insurance  Life Sciences  Media & Entertainment  Resources  Retail  Transportation  Utilities  High technology

Total Outsourcing Solutions
Strategy & IT Consulting
Integrated Roadmap
Business Process Reengineering

Systems Integration

Enterprise Application Integration
Package Evaluation & Implementation
CRM SCM ERP E-Procurement




Enterprise Architecture Definition

Custom Application Development
Design Develop Test Deploy

Business Process Management
Progeon Ltd. – An Infosys subsidiary
Industry Specific Processes Cross-industry Processes

IT Outsourcing Re-engineering and Maintenance

FINACLE The Only Product


 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


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 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
Process Specialists Domain Experts Project Managers

Leverage cost efficiencies



Superior Program Management Skills Global Infrastructure and Communication Links

Global Deployment and Support 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 offshoring to India has become mainstream
Great quality, great people and great value for money

Our Focus Areas
Client Relationships End-to-end Services Trusted Brand Global footprint Operational Effectiveness Best-in-class people World-class Infrastructure Robust financial management

Increasing price pressures
Clients seeking cost reduction Short-term measures by competitors

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


Industry & 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

 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

“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

  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 –

Thank You…!!!

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