Infosys Case

Study-Group 4
Group members:
Anil,Prasanna,Sukrutha,Harshitha,Satyajeet
 • Infosys Technology Solutions was founded in 1981 to
provide IT Services and Consulting. It is based in
Bangalore. The company provides a range of software
services. Infosys was listed in NASDAQ stock exchange
in 1999, making it the first IT Company from India to
be listed in it. Infosys has a global presence, with
subsidiaries in Australia, Shanghai and Czech
SUMMARY Republic, and offices in USA, Europe, Australia and
Asia, providing employment for people from as many
as 53 different nations.
• Infosys is one of the fastest growing companies in its
sector in the EMEA region. Infosys’ strategy is building
long term relationships, and 97% of its revenue is
from existing customers.
How does • Infosys is the first Indian company to list in American
Infosys’ depository receipts on the NASDAQ stock market.
• In early 2000s
customer- it was made the WIRED 40
centric the BUSINESSWEEK IT 100

organization and the BUSINESSWEEK list of most

innovative companies
compare with • Infosys moved UP into more complex and
management-oriented activities, multi-national
that of other consultancies moved DOWN into IT and business
companies? process outsourcing.
What
challenges Three key challenges that the firm would have to
address to extend its success into the future.
does this 1. We need to stay relevant to our customers

organization 2. We need to create nonlinearity in revenue

growth by offering our clients superior value.
try to 3. We need to win the battle for talent.
address?
 • Infosys had to anticipated its clients needs and built solutions

What tensions to them before they arose.

• Infosys built a massive Global Education Centre in Mysore,
do these India capable of training 4500 employees at a time.
• Infosys recruit and nurture an international workforce with
challenges fluency in many languages, and with knowledge, capabilities
and experience thar enables them to credibly address the
create, and clients.
• Infosys maintained a near-obsessive focus on its customers
how does with over 95% of revenue coming from repeat customers.
• In Infosys client project is led by two project managers, one
Infosys deal located close to the client and the other in the offshore
development centre.
with them? • The engagement manager also monitors the project to ensure
that we are progressing according to the clients expectation.
What is the role of the
RSC in a customer • Managing transformational customer relationships that
relationship? What became central to company’s strategy.
does an RSC offer that • RSC measure relationship’s success as well as sustainability
of success in future. The evidence of success is both
is not already parties' commitment to it.
contained in the • RSC three dimensions:
client’s SLAs? What Relationship value
are the opportunities Relationship strength
and challenges Future and growth
involved in building
an RSC?
 • Relationship Value: recognize importance of excellence in
project development. Follows same SLA ‘s metrics such as
quality, productivity, budget etc.
• Relationship Strength: measure relationship strength using
Three traditional measures of customer satisfaction. It analyses
whether customer showed shows satisfaction through
dimensions actions such as opening more business to client.
• Future value and growth: Develop service clients future
needs. Company should understand its client future
strategy and develop competencies.
 • Measuring a relationship using SLA is like measuring firm
What does an performance only using financial metrics.
• SLA metrics does not show whether performance is
RSC offer that sustainable or how it can be improved.

is not already • Difficult of managing a large-scale relationship with

multiple SLAs
contained in • Clients' expectations vary as a group and small portion of
unsatisfactory project may overshadow the majority
the client’s portion of satisfactory work. In these situations, it will
become a real challenge to get clear picture of
SLAs? performance.
 • Expensive for both parties.
• All clients are not ready to invest.
• Many clients found it difficult to trust a supplier to that
extent.
• Shift in traditional way and clients reluctant to transform
from traditional way. RSC deviated from many traditional
Challenges contracts.
• Clients and EM teams not ready for metrics of RSC. It
entails a cultural change from a mechanical monitoring
process of SLA to more open and comprehensive
discussion.
 • Client like Syngenta which wants more holistic view of
relationship welcomes RSC.

Opportunities • Objective and client owned metrics that would save the
time. This time can be used to focus on discussions on
performance and how to improve it.
Infosys has learnt • The problem with continuing with the same team is the
through its RSCs that implications it would pose on the team members.
But considering the transformational partnership Infosys has with
some customers are Syngenta, Apted’s request can be addressed using the following
dissatisfied with its steps:
• The top management at Infosys can have a conversation with the
team turnover. How top management of the Syngenta team and assure them about
would you respond to the team’s capabilities even if turnover happens.
• To provide ongoing training to the employees who work for
Apted’s request to keep Syngenta to bring out the best in them.
the best people in the • Higher compensation can be given to employees who would work
Syngenta team? How for Syngenta for a longer period based on their period of working.
• The team members working for Syngenta can be mentored by the
would you deal with employee handling team at Syngenta as to provide the best
this issue from services.

Syngenta’s perspective? • The team member working for Syngenta for the longest time can
be made the team lead and he can mentor the new team
members in case of turnover.
 • He should make a trade-off between selecting and
grooming candidates for the RSC program( preferably
ITRAC clients) or allow the RSC from Day 0 on a contractual
basis for all clients.
Dealing with • Dealing with trust issues wherein clients are wary of the "not
precluding from any area of the business" that Infosys
the challenges insists of its RSC clients.
• Resistance because of divergence from traditional contracts
and tensions with the firms.
• Resistance from middle management of the client firm who
were happy with their "SLA's".
 • ITRAC clients- the ones who have approached Infosys for
transformative services- be given the benefits of the RSC
from the day the request is made.
• Since the client is already in the so called "high-motivation"
stage, it becomes easier for the client to trust Infosys taking

SOLUTIONS care of issues 2 and 3

• Top management of client will take care of other levels
regarding implementation of RSC
• Resolution of conflict through internal meeting thus taking
care of issue no. 4
 • It has to be kept open ended and flexible with the option of
addition of indicators from both parties available.
• The steering committee meetings are one way of exploring
such options but there could be an informal way of addition
Changes in too.

the content of • Provision of short term and long term additions through
mutual cooperation as the relationship evolves
RSC • RSC introduction to take place at all levels but should evolve
and increase in tiers as engagement with client increases
THANK YOU