Infosys History:

Established in 1981, Infosys is a NASDAQ listed global consulting and IT services company with more than 141,000 employees. From a capital of US$ 250, it has grown to become a US$ 6.604 billion (LTM Q2- FY12 revenues) company with a market capitalization of approximately US$ 30 billion. In their journey of over 29 years, they have catalyzed some of the major changes that have led to India's emergence as the global destination for software services talent. They pioneered the Global Delivery Model and became the first IT Company from India to be listed on NASDAQ. Their employee stock options program created some of India's first salaried millionaires.
Symbiotic Resource Interdependencies: The least formal, least direct way to manage symbiotic interdependencies with suppliers and customers is to develop a reputation, a state in which an organization is held in high regard and trusted by other parties because of its fair and honest business practices: Example: 1. The Infynite Smiles CSR team has been distributing books and stationery to underprivileged children across Karnataka since 2001. In 2009, the team touched more than 45,000 lives, including the tribal community. We collected donations amounting to Rs. 10,00,000. Our drive has been actively supported by the Dream School Foundation, Ramana Clinic, Sri Vivekananda Youth Movement, Chrysalis and other NGOs. 2. Prayaas, their local CSR team, organized a program where 60 children from the Panchkula slum showcased their creativity in group activities. The children were imparted training in social etiquette. 3. Prayaas has adopted Tanda village to drive social transformation in the region. Our volunteers engaged residents in a cleanliness drive to prevent malaria. A free camp for eye and general medical check up was organized. Medicines and spectacles prescribed by doctors at the camp were distributed free of cost. The team collected data on health and sanitation related issues to address them. Mergers and takeovers: The ultimate weapon in an organization s armoury for managing problematic competitive interdependencies is to merge with, or take over, a competing organization. Mergers and takeovers can improve a company s competitive position by allowing the company to strengthen and enlarge its domain and increase its ability to produce a wider range of products to better serve more customers. Organizations can also take over its suppliers so as to be in control of the raw materials required for the company. In this case resource exchange occurs within one organization rather than between organizations.

Example: 1. Infosys Technologies has acquired the software solutions business of New Zealand-based Gen-i for NZ$5 million (Rs 44 crore). Gen-i is part of the Telecom New Zealand Group. 2. Infosys Technologies has bought Atlanta based McCamish system by paying $58 million dollars. 3. Infosys Technologies has acquired the BPO arm of Royal Philips Electronics for 250 million US dollars Joint Ventures: Joint ventures are the most formal of the strategic alliances because the participants are bound by a formal legal agreement that spells out their rights and responsibilities. Example: 1. Infosys entered into a joint venture with Kurt Salmon Associates (KSA), a leading global management consultancy firm KSA-Infosys was the first Indo-American joint venture in the US. 2. Infosys Technologies has entered into a joint venture with the IT solutions and services unit of Germany's Siemens AG 3. Infosys Technologies has signed an agreement with Smart Internet Technology Cooperative Research Centre (Smart Internet), a joint venture between industry, leading universities and the Commonwealth and state governments of Australia, for joint efforts in research & development.