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)

Key To 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
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 policymakers 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

Comparative Analysis of Infosys, TCS and WIPRO

 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

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