Infosys' Relationship Scorecard -

Measuring Transformational Partnerships

Case Analysis

MOSP – Session 13-14 Presented by – Group 7

5C Analysis
COMPANY
CUSTOMERS COMPETITION COLLABORATORS CONTEXT
Started in 1981 in Pune,
India Geographic - International: Collaboration with Economic Factors
• Global Clients • IBM Clients top and • Growing demand
• Founders – 7 (Majorly in • Accenture middle for IT solutions
Engineers USA, Europe management for • Economic reforms
• CEO – Kris and Asia National: delivering in 1990s made
Gopalakrishnan Pacific) • Other Indian IT customized doing business
firms solutions easier
Services –
• Started as IT body- Behavioral – Examples:
SteerCom, Social Factors
shopper • Clients requiring
Increased trust on
• IT Outsourcing IT solutions and Chairperson, CIO,
offshoring of projects
• BPO Outsourcing maintainance CIOs immediate
• Infosys Consulting • Transactional & team and senior IT
Transformational team members
• Sales – 3bn+ in Interaction Technological Factors
2007, 50% CAGR (8 Clients
years) • Dot Com Bloom
• Shortened life-
Reason for Existence:
cycle
Client’s transformational
business partner
Problem Statement and Possible Improvements
Problem Statement – To implement RSC systems in 4 more key customers in one year

1 Making the RSC system contractual

Balance focus between top and mid-level management​

2

Include more relationship objectives in line with vision and mission of the
Possible Improvements 3 business of the client​

4 Curating innovative solutions with respect to client's needs​

5 Collaborating with the client’s team during early developmental stages of RSC
Role of RSC in Customer Relationship

• To manage transformational customer relationships

• Measures the relationship’s success as well as sustainability of that success in the future

• Aimed towards a more holistic analysis of the client-company relationship

• Captures the commitment between the client and Infosys through three dimensions – Relationship value,
Relationship strength and Future value and growth

• Relationship value recognizes the importance of excellence in project development

• Relationship strength is used to gauge customer satisfaction; It measures customer satisfaction and analyzes the
actions which depicts the same

• The future value and growth involves understanding the competencies required to satisfy client’s future needs
RSC vs SLA

• RSC has metrics that provide a complete and fair picture of performance, while SLA considers of
only financial metrics

• RSC includes parameters that can tell if the performance can be sustainable and how it can be
improved, while SLA does not

• Single RSC is sufficient in managing large-scale relationship while multiple SLAs were required for
the same
Opportunities and Challenges of RSC
Opportunities Challenges

Opportunities
• Build sustainable business by measuring success
of the relationship
• Insight into the client’s strategic business
• Opportunity to foster deeper strategic alliances
with client
• Leverage on the success of RSC to foster new
relationships
Challenges
• Expensive to both client and Infosys limits its
adoption
• Clients found it difficult to trust the supplier
• Client and EM team not ready to move away form
the mechanical process of monitoring SLA
• Most client lacked strong metrics for their IT
Units
Evaluation of Improvements – Using SWOT Framework
OPPORTUNITIES
O1: Make RSC a part of the contract
O2: Learn in-depth about Business Processes before
preparing RSC draft
O3: Improve the tool specification
O4: Update the RSC preparation process
O4S1: The Industry experts can discuss with the Client to
help them define future goals and align RSC accordingly
STRENGTHS
O4S2/T3S1: The middle management can be included
while finalizing Relationship Objectives
O4S3: Infosys have a very strong relationship with the
existing customers
T1: The clients willingness to keep the unfair share of the
best people
THREATS
T2: Neither of the Two largest clients have implemented
RSC
T3: The Middle Management is reluctant to move away
from SLA based approach
T4: The RSC implementation is a costly affair
O1W1/T2W1: RSC could keep other firms from signing
mega deals with Infosys
WEAKNESSES
O1W2: Client needs be trained before
O2W1: Infosys is not always able to earn customer’s trust
O3W1: No other tools to compare to
T1W1: Imbalanced resource allocation
T4W1: Infosys tend to prepare the RSC using
predominantly secondary research
 Building the transformational relationship
Recommended Solution Level 2 RSC – Departmental and top-level meet:
Duration – 1.5 month
Business Relationships needs some quantification, So proposing the RSC framework - If
Yes then co-creating the RSC with clients
• Success story of RSC and how it can help achieve future goals : Pitch
• Framing the RSC - Bottom- up approach
• Including all diverse groups who have diverse expectations in Co-Creation
• Business oriented and future driven by including sector specialist
Define who is If no, offering a 15 day free basic prototype.
transformational
Initiate the Communication
Duration – 0.5 month
Based on answers to these questions, Level 1 RSC – Coffee meet with Top and middle management:
Infosys plot relationship scale (more than 3 Duration – 1 month
Relationships can not be quantified, Hence a brainstorming session with underlined
rating is desired)
questions can be done
Also, accepting the RSC culture within Infosys . (Eg. Training of EM etc.)

Question Response Range

How does the client see Infosys? Partners/Pay-cheques
Type of Partnership Proactive/Reactive
Value delivered by Infosys is Measurable/Unmeasurable, Huge/Small
If the relationship ends, how would clients
perceive that loss Catastrophic/Who cares

If new vendor comes for replacement, then Ignore/Listen Carefully

what?
Transactional Transformational
For any problem, client looks at Infosys/Others
Supplier Partner
Does the Client recommend Infosys to
Frequently, Sometimes, No ways
others
 Handling Negatives

Having a central department to look

Meets for Cocreation may appear
Possibility of wrong judgement due to after the business functions like
more investigative rather than
miscommunication between the clients payroll, procurement , marketing and
collaborative
and Infosys finance
Thank You

Aayush Upadhyay 190103003

Sheetal Kumari Prasad 190101136
Jithin M 190101052
Jayadeep Govindu 190101046
Anirban Paladhi 190101020
Aastha 190103001
Tanay Kandoi 190101125