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Infosys 2
Infosys 2
Management of Infosys
Infosys serves the client globally and is one of the pioneers in strategic
offshore outsourcing of software services
» In 1993, Infosys became a public limited » Awarded the ‘India’s Best company to work
company and received ISO 9001/Tick IT for’ in 2009.
certification.
» In 1999, Infosys crossed $100 Million and was » Infosys was honored with the Sharpening
listed on NASDAQ.
Brand and Competitive Differentiation
» In 2006, Infosys completed 25 years of its Marketing Excellence Award from the
existence and its revenues crossed $ 2 billion. Information Technology Services Marketing
Association (ITSMA)
» Today Infosys has more than 1,03,078
employees and has presence in more than 20 » A leader in SAP implementation services.
countries across the world.
Infosys - Business Lines
Manufacturing
Entertainment
Media and
Insurance
Markets
Sciences
Services
Services
Consulting Solutions (CS)
Enterprise Solutions (ES)
Product Engineering and Validation Services (PEVS) – PED, PLES, IVS
Infrastructure Management Services (IMS)
Software Engineering and Technology Labs (SETLabs)
System Integration Services (SI)
Corporate Sales and Marketing (CSM)
S.W.O.T. Analysis
Strengths Weaknesses
» Cost advantage – Presence of Infosys » Excessive dependence on USA for
in India is key to its success revenues – US Companies are cutting
down IT budget hence revenues to be
» Breadth of service offering – end to hit hard for Infosys
end solutions including high end
» Excessive dependence on BFSI sector
services like IT consultancy and KPO for revenues – Banking sector is facing
» Quality and maturity of process – a crisis globally and is going to spend
Infosys has quality standards such as less on IT
CMM Level 5i to differentiate from » High rates of attrition – Although
other competitors slowdown in global economy has
» Global and 24/7 delivery capability – lowered attrition rate but the industry
still faces high attrition rates as
excellent internet backbone and
compared to other sectors
telecommunications facilities enabling
» Decreasing competitive advantage –
companies to develop 24/7 delivery
rising salary expenses is taking away
capabilities from India itself
the cost advantage enjoyed by Indian
companies (including Infosys).
S.W.O.T. Analysis
Opportunities Threats
» Greater scope for product innovation » Global economic slowdown may
» Increased focus on high end work like continue for several years – hence low
consulting and KPO IT spending globally
» Domestic demand for IT services is to » US Govt. against outsourcing
grow at 20 % » Shrinking margins due to rising wage
» Greater scope to service domains other inflation
than BFSI such as Transportation, » Rupee-dollar movement affects revenue
Infrastructure, etc. and hence margins
» Satyam fiasco – Likely to have positive » Increased competition from foreign
impact on business considering firms like Accenture, IBM etc.
corporate governance, possibility of
shifting of business, getting higher
» Increased competition from low-wage
incremental business from overlapped
countries like China, Indonesia etc.
clients, and winning new business from
new clients
Porters Five Forces Model
Threat of Substitutes:
1. Other offshore locations – Low Cost
Locations like Eastern Europe,
Philippines and China.
2. Price quoted is the biggest
Differentiator.
Barriers to Entry:
1. Low Capital Requirements
2. Large value chain for small
enterprises
3. MNCs are ramping up capacity
and employee strength
HIGH
BCG Matrix – Infosys (India)
Maintenance
Software Products
Business Package Implementation
Growth
Rate
LOW
HIGH LOW
Market Share
McKinsey’s 7 S Model
Style - LEADERSHIP
“Infosys Leadership Institute”
• Open door policy.
• Continuous sharing of information.
• Takes inputs from employees in decision making.
• Builds personal rapport with employees.
Staff – HUMAN RESOURCES
“Knowledge Based Industry” (90% are engineers)
• Emphasis on academic records
• Technical skills
• Ability to learn
• 2.65 per cent of its revenues on up gradation of
employees‟ skills
• High training standards
McKinsey’s 7 S Model
Strategy
» Client focused strategy (custom built soft wares)
» Quality driven model.
» Strong Engagements with existing clients.
» Value added services to new clients.
» Geographical Expansion.
» Enhanced Solution Set.
» Consulting.
» Business Process Management.
» Systems Integration.
» Infrastructure Management.
» Deep Industry Knowledge.
» Brand Visibility.
» Pursue alliances and strategic acquisitions .
McKinsey’s 7 S Model
Shared Values
» Customer Delight
» Leadership by Example
» Integrity and Transparency
» Fairness
» Pursuit of Excellence
Organizational Structure
» Free Form
» Flexible Team Structure
e.g. A member, who might have been team leader in one project, may be replaced
by another member of the same team for another project.
» Equality among employees
McKinsey’s 7 S Model
Skills
• Low Cost
• Differentiation
Generic
Strategy • Focus
• Ansoff’s Matrix
• Market Penetration Strategy
Grand • Market development Strategy
Strategy
• Product Development Strategy
Infosys- Corporate Level Strategy
» Global Delivery Model: Producing where it is most cost effective and selling where
it is most profitable.
» Moving UP the value chain: Getting involved in a software development project at
the earliest stage of the life cycle.
» PSPD Model: “Predictability of Revenues, sustainability of revenues, Profitability,
De-Risking” for Risk Management.
» Actions Taken
» Expansion into low cost countries like Mauritius, Philippines, Thailand, Mexico
etc.
» Improved Quality capabilities -> CMM Level 5i
» Emphasis on delivering high value services
» Currency hedging for predictability of revenues.
» Investing heavily in training centers.
Infosys – Generic Strategy
» Low cost Global delivery 24/7 Model
Product Development
New Product Diversification Strategy
Strategy
Market Penetration Strategy
» Current Markets: USA and Europe
» Current Products: BPO, KPO, consultancy services (in BFSI,
manufacturing and retail) and software products (financial
products).
» Recommendation: As most large clients in US and Europe are
cutting costs, Infosys needs to be more aggressive on cost and
quality front.
» Result of strategy: Unlikely to yield good results.
Market Development Strategy
» New Market: India, Middle-east and Australia
» Current Product: ADM, BPO, KPO, consultancy services
(in BFSI, manufacturing and retail) and software products
(financial products).
» Recommendation: Since these are fast developing IT
market, Infosys needs a paradigm shift in focus from US
and EU markets to new markets.
» Result of strategy: Likely to yield good result.
Product Development Strategy
» Current Market: USA and Europe
» New Product: Consultancy and package implementation services
in relatively growing sectors esp. healthcare, life sciences and
aviation sector, and KPO services.
» Recommendation: Concentrate on building expertise in these
domains by strategic acquisitions.
» Result of Strategy: Likely to have good result. (better the
company acquired, the better the result).
Diversification Strategy
» New Market: India, Middle-east and Australia
» New product: Consultancy and package implementation services
in relatively growing sectors esp. healthcare, life sciences and
aviation sector, and KPO services.
» Recommendation: Changing Brand image from low value
service provider to high value service provider.
» Result of Strategy: Difficult to achieve overnight (possible in
long term)
Other Strategies
» CONCENTRATION: 90% of Infosys revenues from American and European
nations.
Likely
• Negative in short term
Impact
Future Strategies Contd..
» 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.
» Aggressive focus on ERP solutions like Oracle and SAP.
» Expand into high end consulting.
Lessons to Draw
» Do not put all eggs in one basket.
» Provide more high end services in value chain (3rd wave IT)
» Shift in focus from low cost advantage to high quality services.
» Consolidation and Strategic acquisitions are essential for future
growth of revenues.
» Quick adoption to high growth markets is necessary.
Thank you