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Contents
INFOSYS: KEY FACTS _________________________________________________________ 3
Vision ______________________________________________________________________________ 4
Mission _____________________________________________________________________________ 4
Values ______________________________________________________________________________ 4
Alliances ____________________________________________________________________________ 5
INDIAN IT INDUSTRY ________________________________________________________ 6
PESTLE ANALYSIS – EXTERNAL ENVIRONMENT ____________________________________ 7
IT OPERATING ENVIRONMENT ________________________________________________ 9
1. MARKET SIZE: _____________________________________________________________________ 10
2. MARKET SHARE: ___________________________________________________________________ 10
3. CUSTOMER PROFILE: _______________________________________________________________ 12
4. SUPPLIERS: _______________________________________________________________________ 12
PORTERS FIVE FORCES MODEL _______________________________________________ 13
SWOT ANALYSIS – IT INDUSTRY _______________________________________________ 14
Infosys – Business Lines & Financials ___________________________________________ 15
McKINSEY’s 7S MODEL ______________________________________________________ 18
SWOT ANALYSIS – INFOSYS __________________________________________________ 21
SWOT MATRIX – INFOSYS ___________________________________________________ 22
BCG MATRIX – INFOSYS _____________________________________________________ 23
USA BUSINESS ______________________________________________________________________ 23
INDIA BUSINESS _____________________________________________________________________ 24
STRATEGIES OF INFOSYS ____________________________________________________ 25
CORE STRATEGIES ____________________________________________________________________ 25
GENERIC STRATEGIES _________________________________________________________________ 25
GROWTH STRATEGIES ________________________________________________________________ 25
STRATEGY EVALUATION: ____________________________________________________ 27
WRAP UP ________________________________________________________________ 28
REFERENCES ______________________________________________________________ 29
Disclaimer: This case was written by Uday Kamath, as a part of the individual
project for the subject Models & Frameworks of Strategic Analysis at a
business school course, the case has been compiled through freely available
print and online articles, which are duly acknowledged in the references, the
interpretation of issues faced by the Company are his own analysis with no
direct domain knowledge and is intended for use as a class project for
discussion, rather than to illustrate either effective or ineffective handling of a
management situation.
2
INFOSYS: KEY FACTS
Infosys Technologies Ltd. was started in 1981 by seven people with US$ 250. Today, they are a global
leader in the "next generation" of IT and consulting with revenues of over US$ 4 billion.
Infosys defines designs and delivers technology‐enabled business solutions that help Global 2000
companies win in a Flat World. Infosys also provides a complete range of services by leveraging their
domain and business expertise and strategic alliances with leading technology providers.
Their offerings span business and technology consulting, application services, systems integration,
product engineering, custom software development, maintenance, re‐engineering, independent
testing and validation services, IT infrastructure services and business process outsourcing.
Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the
industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking
work to the location where the best talent is available, where it makes the best economic sense,
with the least amount of acceptable risk.
Infosys has a global footprint with over 50 offices and development centers in India, China, Australia,
the Czech Republic, Poland, the UK, Canada and Japan. Infosys and its subsidiaries have 105,453
employees as on September 30, 2009
Infosys builds strategic long‐term client relationships. Over 97% of their revenues come from their
existing customers.
Senior Executives
Chairman of the Board and Chief Mentor: Narayana N.R. Murthy
Chief Executive Officer and Managing Director: S. Gopalakrishnan
Financial Summary (LTM Sep 09)
IFRS
Revenues: US$ 4,663 million
Net Income after taxes: US$ 1,281 million
Earnings per ADS: US$ 2.25 (basic)
Total assets: US$ 4,376 million
Cash and cash equivalents: US$ 2,167 million
Indian GAAP (consolidated)
Total Income: Rs. 21,693 crore
Net profit after taxes: Rs. 5,988 crore
Earnings per share (Rs. 5): Rs. 104.60 (basic)
Awards
Infosys has consistently been honored by customers, industry bodies, media and other influencers.
Infosys was ranked among the top 50 most respected companies in the world by Reputation
Institute’s Global Reputation Pulse 2009. They have been voted the 'Most Admired Indian Company'
3
in The Wall Street Journal Asia 200 for 10 years in a row since 2000. Infosys won Sears Holding
Corporation's Partners in Progress award for the second consecutive year. They also won HDS'
Diamond Award for 'Best Virtualization Strategy' and Platinum Award for 'Best Green Strategy for a
Data Center'. Infosys was also listed in the Most Admired Knowledge Enterprises (MAKE) 2008 study
and Forbes' Asian Fabulous 50 for the fourth consecutive year. They were ranked among 'India's Best
Companies to Work For ‐ 2009' in a survey by the Great Place to Work® Institute and conferred with
the NASSCOM gender inclusivity award. Asset magazine acclaimed our Corporate Governance,
acknowledging our corporate policies and practices as amongst the best in the industry.
Technology Excellence Awards
2009
Independent Research Firm Names Infosys as a Leader Among Oracle Service Providers
Infosys Honored with Oracle Titan Partner Award at Oracle® OpenWorld 2009
Infosys’ Siebel Business Process Testing Solution Named "Partner Solution Offering of the Year" at
HP Software Universe 2009
Independent Research Firm Names Infosys as a Leader in SAP Implementation
Infosys BPO Receives e‐SCM‐SP Capability Level 5 Certificate from Carnegie Mellon University's ITSqc
Infosys Cited as a Leader in North American SOA Systems Integration Services Market by
Independent Research Firm
2008
Infosys Cited as a Leader in Oracle Implementation Services by Independent Research Firm
Infosys Australia achieves enhanced CMMI Level 5 quality standard
Infosys wins HDS Diamond Award for 'Best Virtualization Strategy' and Platinum Award for 'Best
Green Strategy for a Data Center'
Infosys wins two Banker Technology Awards for its exceptional work in wholesale and capital
markets
Infosys Cited as a Leader in SAP Implementation Services by Independent Research Firm
Vision
"To be a globally respected corporation that provides best‐of‐breed business solutions, leveraging
technology, delivered by best‐in‐class people."
Mission
"To achieve our objectives in an environment of fairness, honesty, and courtesy towards our clients,
employees, vendors and society at large."
Values
Infosys believe that the softest pillow is a clear conscience. The values that drive them underscore
their commitment to:
Customer Delight: To surpass customer expectations consistently
Leadership by Example: To set standards in our business and transactions and be an example for the
industry and ourselves
4
Integrity and Transparency: To be ethical, sincere and open in all our transactions
Fairness: To be objective and transaction‐oriented, and thereby earn trust and respect
Pursuit of Excellence: To strive relentlessly, constantly improve ourselves, our teams, our services
and products to become the best
A Magnet for the Best Global Talent
Fortune magazine identified Infosys among the top companies that "inspire, nurture and empower a
new generation of global leaders." We are committed to remain among the industry's leading
employers.
Alliances
Infosys services and business solutions are strengthened by alliances with leading technology
partners.
It recommends technologies to the client based on what is best for the client. They do not solicit or
accept influence or marketing assistance fees from any of the alliance partners.
In a marketing alliance, Infosys and the alliance partner jointly deliver business solutions which
leverage the industry, functional and technical expertise, Global Delivery Model and the alliance
partner's technology and services.
In a technology alliance, Infosys works with an alliance partner to build business and technical
competency in the alliance partner's technology through training, engagement with the alliance
partner's technical support and development teams besides the development of tools and
methodologies at Infosys' Centers of Excellence
Alliance partners
• BEA
• Business Objects
• FAST
• FileNet
• HP
• IBM
• Informatica
• Interwoven
• Mantas
• Microsoft
• MicroStrategy
• Netegrity Inc
• Oracle
• SAP
• Siemens
• Sterling Commerce
• Sun Microsystems
• TIBCO Software Inc.
• Wavecom
5
INDIAN IT INDUSTRY
In an increasingly globalised world, significant complexity and uncertainty is getting attached to the
unprecedented economic crisis. The Indian economy has also been impacted by the recessionary
trends, with a slowdown in GDP growth to 7%. The focus and exponential growth in the domestic
market has partially offset this fall and insulated the country, resulting in net overall momentum.
The IT‐BPO industry in India has today become a growth engine for the economy, contributing
substantially to increases in the GDP, urban employment and exports, to achieve the vision of a
“young and resilient” India. During the year, the sector maintained its double digit growth rate and
was a net hirer. This growth has been fueled by increasing diversification in the geographic base and
industry verticals, and adaptation in the service offerings portfolio. While the effects of the
economic crisis are expected to linger in the near term future, the Indian IT‐BPO industry has
displayed resilience and tenacity in countering the unpredictable conditions and reiterating the
viability of India’s fundamental value proposition. Consequently, India has retained its leadership
position in the global sourcing market.
The Indian IT‐BPO industry is estimated to achieve revenues of USD 71.7 billion in FY2009, with the
IT software and services industry accounting for USD 60 billion of revenues. During this period, direct
employment is expected to reach nearly 2.23 million, an addition of 226,000 employees, while
indirect job creation is estimated to touch 8 million. As a proportion of national GDP, the sector
revenues have grown from 1.2 per cent in FY1998 to an estimated 5.8 per cent in FY2009. Software
and services exports (including BPO) are expected to account for over 99 per cent of total exports,
employing over 1.76 million employees. While the current mood is that of “cautious optimism,” the
industry is expected to witness sustainable growth over a two‐year horizon, going past its USD 60
billion export target in FY2011.
While the industry has significant headroom for growth, competition is increasing, with a number of
countries creating enabling business environments aimed at replicating India’s success in the IT‐BPO
industry. Hence, concentrated efforts are required by all stakeholders to address the current
challenges, to ensure that India realizes its potential, and maintains its leadership position.
6
PESTLE ANALYSIS – EXTERNAL
ENVIRONMENT
POLITICAL:
ECONOMIC:
SOCIAL:
7
TECHNOLOGICAL:
Telephony: Positive
India has the world’s lowest call rates (1‐2 US cents).
Expected to have total subscriber base of about 500 million by 2010.
ARPU for GSM is USD 6.6 per month.
India has the second largest telephone network after china.
Teledensity – 19.86 %
Enterprise telephone services, 3G, Wi‐max and VPN are poised to grow.
Internet Backbone: Due to IT revolution of ‘90s, Indian cities and India is Positive
well connected with undersea optical cables.
New IT technologies: Technologies like SOA, Web 2.0, High‐definition Positive
content, grid computing, etc and innovation in low cost technologies is
presenting new challenges and opportunities for Indian IT industry.
LEGAL:
IT SEZ requirement: IT companies can set up SEZ with minimum area of Positive
10 hectares and enjoy a host of tax benefits and fiscal benefits.
Contract / Bond requirements: Huge debates surrounding the bonds Negative
under which the employees are required to work, which is not legally
required.
IT Act: Indian government is strengthening the IT act, 2000 to provide a Positive
sound legal environment for companies to operate esp. related to
security of data in transmission and storage, etc.
Companies operating in Software Technology Park (STPI) scheme will Positive
continue to get tax‐benefit till 2010.
ENVIRONMENTAL:
Energy Efficient processes and equipments: Companies are focusing on Positive
reducing the carbon footprints, energy utilization, water consumption,
etc.
8
IT OPERATING ENVIRONMENT
Current Position of IT – ITES Sector of India
INDIAN IT INDUSTRY SECTOR
Figures in US $ Billions
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
IT Services 10.4 13.5 17.8 23.5 31.0
Exports 7.3 10.0 13.3 18.0 23.1
Domestic 3.1 3.5 4.5 5.5 7.9
BPO 3.4 5.2 7.2 9.5 12.5
Exports 3.1 4.6 6.3 8.4 10.9
Domestic 0.3 0.6 0.9 1.1 1.6
Engineering Services, R&D, 2.9 3.8 5.3 6.5 8.5
Software Products
Exports 2.5 3.1 4.0 4.9 6.3
Domestic 0.4 0.7 1.3 1.6 2.2
Total Software and services 16.7 22.5 30.3 39.5 52.0
revenues
‐of which Exports are 12.9 17.7 23.6 31.3 40.3
9
1. MAR
RKET SIZ
ZE:
Figure: Reve
enues from dom
mestic and export (in USD billion)
More than 80% of reveenues come ffrom Exports and only 20% % from domesstic business.
IT industry contributess to around 5..2% to Indian USD 1 trillionn GDP.
IT industrry provides direct
d employment to mo
ore than 2.0
0 million perssons, indirect employment
number ggoes far beyon nd..!!
2. MAR
RKET SH
HARE:
Indian ITT market is
dominateed by a feew
large companies witth
presence of a numbeer
of small and medium
companie es
Figure: Indiaan IT industry R
Revenue Break‐u
up by company
1
10
IT industrry is largely deependent on Banking and financial ind dustry. With the decline in these sectorrs,
the reven
nue from these is expecteed to declinee, hurting the
e bottomline of IT majorss. This calls fo
or
exploring new verticalss
Figure: Indiaan IT industry R
Revenue Break‐u
up by sector
Revenue by Geograph
hy
The Americas and Europ pe continue to o be the key
markets forr the Indian ITT‐ITeS sector.
Figure: Indiaan IT industry R
Revenue Break‐u
up by Country
of Presencee (Geography)
As comp pared to International IT
giants, IInfosys and other Indiaan
companiees are lackin
ng in the R&
&D
spendingg.
Figure: R&D Spending o
of IT majors.
1
11
3. CUSTOMER PROFILE:
BT (British Telecom) is Infosys’ largest client – contributing 6.9% to Infosys revenue.
Sector Major Clients ‐ Domestic Major Clients ‐ Global (Export
Market)
Govt. and public Railways, LIC, MMRDA, BMC, BPCL, ONGC British Govt., Australian Govt.,
Sector Companies Saudi and Kuwait Govt.
BFSI HDFC, ICICI Bank, Citi Financial India, ABN AIG, Bank of America, UBS, J P
AMRO India, NSE, BSE, Max New York life, Morgan, Barclays, Goldman Sachs,
India Bulls Financial Morgan Stanley
Telecom Airtel, Vodafone, Reliance Communications British Telecom, AT & T, SingTel,
Telstra, Vodafone
Manufacturing Tata Motors, Tata Steel, L & T, RIL Ford Motors, GM, Exon Moblile
Others Pantaloon India Ltd, Tata Sky, DLF, Apollo Pfizer, Walmart,
Hospital
4. SUPPLIERS:
1. Employees/Professionals.
2. Manpower suppliers like Manpower ITeS, Quest, Ma Foi, etc.
12
PORTERS FIVE FORCES MODEL
Indian IT Industry
Threat of Substitutes:
1.
Other offshore locations such
as Eastern Europe, the
Philippines and China, are
emerging and are posing threat
to Indian IT industry because of
their cost‐advantage. However,
this should have an impact only
in the medium to long term.
2.
Price quoted for projects is a
major differentiator, the quality
of products being same.
Bargaining Power of
Bargaining power
Shift Medium Customers:
of supplier:
from 1. Large number of IT
1. Due to slowdown,
High companies vying for IT
the job‐cuts, the
to Very projects – resulting in
layoffs and bleak IT
Low RIVALRY AMONG FIRMS: High
High high competition for
outlook.
1.
Commoditized offerings
projects.
2. Demand and
2.
'low‐cost, little‐differentiation'
2. Huge decline in IT
supply of IT
positioning.
expenditure: Indian IT
professionals is no
3.
High industry growth
sector is dependent on
longer that
4.
Strong competitors – few
USA and BFSI in
favorable to
number of large companies
particular for majority of
employees.
its revenues, and with
3. Availability of
the recent financial
vast talent pool –
crisis, the new spending
fresh and
Low from these has reduced
experienced
tremendously.
3. However, for the
Barriers to Entry
existing products and
1. Low capital requirements.
services,
the clients
2. Large value chain, space for
continue the old
small enterprises.
companies.
3. MNCs are ramping up capacity
and employee strength.
13
SWOT ANALYSIS – IT INDUSTRY
STRENGTHS WEAKNESSES
• Cost advantage – most financially • Excessive dependence on USA for revenues
attractive country in a study by A T – US Companies are cutting down IT
Kearney on global IT destinations budget hence revenues to be hit hard of
• Breadth of service offering – end to end Indian IT firms
solutions including high end services like • Excessive dependence on BFSI sector for
IT consultancy and KPO revenues – Banking sector is facing a crisis
• Ease of scalability – more than half of globally and is going to spend less on IT
India’s population is less than 25 years • High rates of attrition – Although
old. English speaking IT – ITES slowdown in global economy has lowered
professionals growing at a good pace attrition rate but the industry still faces
• Quality and maturity of process – many high attrition rates as compared to other
players have quality standards such as sectors
CMM to differentiate from other low cost • Decreasing competitive advantage – rising
advantage countries salary expenses is taking away the cost
• Global and 24/7 delivery capability – advantage enjoyed by India.
excellent internet backbone and
telecommunications facilities enabling
companies to develop 24/7 delivery
capabilities from India itself
OPPORTUNITIES THREATS
• Greater scope for product innovation • Global economic slowdown may
continue for several years – hence low
• Increased focus on high end work like
IT spending globally
consulting and KPO • US Govt. against outsourcing
• Domestic demand for IT services is to • Shrinking margins due to rising wage
grow at 20 % inflation
• Greater scope to service domains other • Rupee-dollar movement affects revenue
than BFSI such as Transportation, and hence margins
• Increased competition from foreign
Infrastructure, etc. firms like Accenture, IBM etc.
• Satyam fiasco – Likely to have positive • Increased competition from low-wage
impact on business considering corporate countries like China, Indonesia etc.
governance, possibility of shifting of
business, getting higher incremental
business from overlapped clients, and
winning new business from new clients
14
Infosys – Business Lines & Financials
Industries Consulting Services
Business solutions and services help Consulting services ensure that you become
accelerate innovation, increase productivity, stronger, more competitive and capable of
reduce costs, and optimize asset utilization. managing global business
• Aerospace and Defense/Airlines • Core Process Excellence
• Automotive • Information & Technology Strategies
• Banking and Capital Markets • Learning & Complex Change
• Communication Services • Next Generation Commerce
• Consumer Packaged Goods • Product Innovation
• Discrete Manufacturing
• Education BPO Services
• Energy
Infosys BPO combines domain expertise,
• Healthcare
• High Technology process skills and technology to deliver
• Hospitality and Gaming world‐class process outsourcing.
• Insurance
• Life Sciences Offerings by Industry
• Logistics and Distribution
• Aerospace and Automotive
• Manufacturing
• Banking and Capital Markets
• Publishing
• Communication Service Providers
• Resources
• Energy and Utilities
• Retail
• Healthcare
• Studios and Networks
• Insurance
• Utilities
• Life Sciences
• Manufacturing
IT Services • Media and Entertainment
We create IT‐enabled business solutions for • Retail and Consumer Packaged Goods
• Services
our clients by leveraging our domain and
• Transportation and Services
business expertise along with a complete
range of services. Offerings by Function
• Application Services • Business Platforms
• Architecture Services • Customer Service Outsourcing
• Enterprise Quality Services • Finance and Accounting
• Independent Validation Services • Human Resource Outsourcing
• Information Management Services • Knowledge Services
• Infrastructure Services • Legal Services
• Knowledge Services • Sales and Fulfillment
• Packaged Application Services • Sourcing and Procurement Outsourcing
• SOA Services
• Systems Integration Services Products and Platforms
Our products and platforms provide a
Engineering Services
holistic and integrated transformation
We provide concept‐to‐market R&D and
approach, complete with solutions and
engineering services to improve your
services.
product operations. Our services address the
complete engineering value chain spanning Collaborative Analytics
various industry verticals. Flypp
Infosys ActiveDesk
• Lifecycle Management Infosys iProwe
• Manufacturing Process and Plant Solutions Infosys mConnect
• Product Engineering Infosys Unified Communications and Collaboration
15
Revenue segmentation - Consolidated Basis except FY09 FY
where specified otherwise 08
Revenue by geography
Contract type
Service offering
16
Client concentration
Utilization measures
• Infosys is highly dependent on North American and European markets for 90% revenues…!!
• BFSI and Telecom contribute more than 50% to revenues.
• Infosys must move up the value chain – concentrate more in consulting, BPO and KPO
business.
17
McK
KINSEY’s 7S M
MODE
EL
Style (Leadership):
Infosys beelieves that leadership
l is one of the m
most essential ingredientts of organizaational success
which is pprovided by itts Chairman, N R Narayan nmurthy. Lead dership is based on high b business visioon
and predo ominantly supportive styles. There is emphasis on developing leadership qualities amon ng
employee es. For this purpose,
p it has establisheed “Infosys Leadership
L In
nstitute”. Topp managemen nt
emphasizes on open d door policy, co ontinuous sharing of inforrmation, takees inputs from m employees in
decision making,
m and builds personal rapport w with employeees. Infosys has
h seen smo ooth transitio
on
from N R
R Narayanmu urthy to Nan ndan Nilakeni and from Nandan
N Nilakkeni to Kris Gopalkrishnaan
without aany adverse eeffects on thee company ou utlook and eaach one has p proved to be an able leadeer
taking commpany forward.
Staff:
Since Info osys is in knowwledge‐based d industry, it focuses on tthe quality off the human resources. Ou ut
of total personnel,
p about 90 per cent are enginneers. At thee entry level, it emphasize
es on selectin
ng
candidate es who find the compan ny‟s meritocrratic culture satisfying, ssuperior acad demic record ds,
technical skills, and higgh level of leaarn ability. Th
he company e emphasizes on n training andd developmen nt
of its emp ployees on coontinuous bassis and spends about 2.65 per cent of itts revenues on up gradatio on
of employyees‟ skills, and around 50% as employee costs. In spite of th housands of people joinin ng
every mo onth, Infosys has been able
a to mainttain its trainning standard d mostly duee to its high
hly
matured p processes cappabilities and investment iin infrastructu ure.
1
18
Strategy:
Infosys has adopted a client‐focused strategy to achieve growth. Rather than focusing on numerous
small organizations, it focuses on limited number of large organizations throughout world. In order
to cater its clients, the company emphasizes on custom‐built software’s. Another differentiating
factor for Infosys is that it commands premium margins. Company does not negotiate over margins
beyond a certain limit and some time prefers to walk‐out rather than compromise on quality for low‐
cost contracts. This has helped in building an image for quality driven model rather than cost‐
differentiating model.
Increase business from existing and new clients: Infosys has focused on expanding the nature and
scope of engagements for the existing clients by increasing the size and number of projects and
extending the breadth of its service offerings. For new clients, it provides value added solutions by
leveraging its in‐depth industry expertise. It increases its recurring business with clients by providing
software re‐engineering, maintenance, infrastructure management and business process
management services which are long‐term in nature and require frequent client contact.
Expand geographically: Infosys plans to establish new sales and marketing offices, representative
offices and global development centers to expand its geographical reach. It plans to increase
presence in China through Infosys China, in the Czech Republic and Eastern Europe directly and
through Infosys BPO, in Australia through Infosys Australia and in Latin America, through Infosys
Mexico.
Enhance solution set: Infosys focuses on emerging trends, new technologies, specific industries and
pervasive business issues that confront our clients. In recent years, it has added new service
offerings, such as consulting, business process management, systems integration and infrastructure
management, which are major contributors to its growth. Develop deep industry knowledge: Infosys
has specialized industry expertise in the financial services, manufacturing, telecommunications,
retail, transportation and logistics industries.
Enhance brand visibility: Infosys invests in the development of its premium brand identity in the
marketplace by participating in media and industry analyst events, sponsorship of and participation
in targeted industry conferences, trade shows, recruiting efforts, community outreach programs and
investor relations. Pursue alliances and strategic acquisitions: Infosys is known for its organic growth
(risk averse) strategy though it has strategic alliance with leading technology providers take
advantage of emerging technologies in a mutually beneficial and cost‐competitive manner.
Shared Values:
Values are important part of Infosys’s organizational culture. In fact its tagline depicts how much
emphasis it lays on core values.
The core values are:
• Customer Delight: A commitment to surpassing customer expectations.
• Leadership by Example: A commitment to set standards in business and transactions and be an
exemplar for the industry and teams.
• Integrity and Transparency: A commitment to be ethical, sincere and open in our dealings.
• Fairness: A commitment to be objective and transaction‐oriented, thereby earning trust and
respect.
• Pursuit of Excellence: A commitment to strive relentlessly, to constantly improve ourselves, our
teams, our services and products so as to become the best.
19
Structure (Organizational):
The company has adopted a free form organization devoid of hierarchies. Everyone is known as
associates irrespective of his position in the company. Software development is undertaken through
teams and the constitution of teams is based on the principle of flexibility. A member, who might
have been team leader in one project, may be replaced by another member of the same team for
another project. This system not only helps in creating the feeling of equality but also helps in
developing project leaders.
Skills:
From last year, Infosys has made it mandatory for every employee to clear a predefined
certifications, domain as well as technical, in order to be eligible for appraisal. This is just one of the
initiatives taken by Infosys which signifies the efforts taken for building competencies. Apart from
internal initiatives like knowledge management, Infosys has been CMM‐Level 5 certified for its
process capabilities. Infosys has entered the Balanced Scorecard Hall of Fame for Executing Strategy
for achieving breakthrough performance results using the Balanced Scorecard (BSC).
20
SWOT ANALYSIS – INFOSYS
STRENGTHS WEAKNESSES
• Leadership in sophisticated solutions that • Excessive dependence on US for revenues
enable clients to optimize the efficiency – 63% of revenues from USA
of their business • Excessive dependence on BFSI sector for
• Proven “Global delivery model” revenues – 34 % of revenues from BFSI
• Commitment to superior quality and • Weak player in domestic market. Only
process execution 1.3% of revenues from India – low as
• Strong Brand and Long‐Standing Client compared to peers
Relationships • Low R & D spending as compared to global
• Status as an employer of choice IT companies – only 1.3 % of total
• Ability to scale revenues
• Innovation and leadership • Rising wage bill
• Low expertise in high end services like
Consultancy and KP
OPPORTUNITIES THREATS
• Domestic market set to grow by 20%. • The economic environment, pricing
pressure and rising wages in India and
• Expanding into new geographies –
overseas
Europe, Middle East, etc • Currency fluctuations
• Opening offices and development centers • Intense competition in the market for
in cost advantage countries such as those technology services could affect cost
in Latin America and Eastern Europe. advantages.
• Infosys is cash rich (Around US $ 1 Billion) • High dependency on a small number of
clients, and the loss of any one of the
‐ Acquiring companies to increase major clients could significantly impact
expertise in Consultancy, KPO and business.
package implementation capabilities • Failure to complete fixed-price, fixed-
time frame contracts within budget and
on time
• Termination of Client contracts can
typically be terminated without cause
and with little or no notice or penalty.
21
SWOT MATRIX – INFOSYS
STRENGTHS WEAKNESS
OPPORTUNITIES
Aggressive strategy for Acquisition of KPOs, IT
expansion of ADM, BPO, and consultancy companies in
software products into domains of Package
emerging markets – India, EU implementation, BFSI,
and Middle East. Retail, Manufacturing and
telecom
THREATS
Diversification: Increase Divestiture: Drop
business from existing consultancy business in
clients, and service more domains of transportation,
verticals like Airlines, construction and utilities
Telecom, healthcare.
22
BCG
G MA
ATRIX
X – IN
NFOSY
YS
Applying tthe BCG Matrrix on Infosyss and with som
me assumptio
ons the follow
wing picture eemerges –
however w when we see the operatio with India a diffferent scenario is seen.
ons in USA and compare w
USA BUSINES
B SS
QUESTION MARKS
HIGH
S
STARS Consulting
C
KPO
BPO Package
Market Growth Rate
Imp
plementation
CASH COWS
LOW
DOGS
Mainntenance
Application &
Deveelopment None
Software Products
HIGH
H LOW
LOW
Relative
e Market Sh
hare
2
23
INDIA
A BUSIN
NESS
QUESTION MARKS
HIGH
STTARS P
Package
Implementation
Maaintenance
Market Growth Rate
Softwarre Products
App
plication &
Devvelopment
CASH
H COWS DOGS
LOW
Co
onsulting
N
None BPO
KPO
H
HIGH LOW
Relativee Market Sh
hare
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STRATEGIES OF INFOSYS
CORE STRATEGIES
Global Delivery Model – Producing where it is most cost effective to produce & selling where it is
most profitable to sell.
Moving up the Value Chain – Getting involved in a software development project at the earliest
stage of its life cycle.
PSPD Model – “Predictability of Revenues, Sustainability of Revenues, Profitability, De‐risking” for
risk management.
Actions Taken:
1. To maintain low‐cost advantage they have opened offices in Czech Republic, Mauritius, Poland,
Philippines, Thailand and Mexico.
2. Invested in developing training centers –
3. Improved quality capabilities – CMM level 5i Company.
4. Infosys Consultancy established to provide high end services in value chain.
5. Has hedged currency for more predictability
Philosophy behind the acquisition strategy:
Infosys is a firm believer in “Organic growth” and acquire only those companies in line with strategic
goals.
GENERIC STRATEGIES
1. Low cost Global delivery 24/7 Model.
2. Little differentiation in low‐end services of value chain; high differentiation in high end services of
value chain like software products and package solutions.
3. Focus on quality, customer relationship management, and timely‐delivery.
GROWTH STRATEGIES
MARKET PENETRATION STRATEGY:
Current Markets: USA and Europe
Current Products: ADM, BPO, KPO, consultancy services (in BFSI, manufacturing and retail) and
software products (financial products).
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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 these 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.
DIVERSIFICATION:
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:
For Infosys, 90% of revenues come from American and European nations.
VERTICAL INTEGRATION:
Infosys recently made a bid to acquire a European major – Axon consultancy to improve its business
in European markets, but finally called off the deal due to high valuation. Otherwise, Infosys has
always believed in organic growth.
INNOVATION:
The Software Engineering and Technology Labs (SETLabs) at Infosys is the center for applied
technology research in software engineering and enterprise technology. SETLabs conducted 24
Innovation Workshops with customers from the US and Australia, to identify research collaboration
possibilities. Infosys promotes a favorable work environment that encourages innovation and
meritocracy.
26
STR
RATE
EGY E
EVALU
UATIION:
Infosys has
h been onee of the mostt successful G
Global IT Co
ompany.
Scenario
o I – Pre Econoomic slowdow
wn & sub‐prim
me crisis
Met withh Grand Succeess:
It has grow
wn from under US $ 1 billiion to more than US $ 4 biillion revenuees in less than
n a decade. It
ompany from India to be lissted on NASD
was also tthe first IT Co DAQ stock excchange.
Acquisitio
on by IT comp panies increasse revenues b
but negativelyy impacts botttom‐line. Info
osys avoided
acquisitions and mainttained the maargins.
Scenario o II – Post Ecoonomic slowddown & sub‐pprime crisis
Organic growth strateggy becoming untenable, co ompetitors arre more activve and there ccould be loss
of compettitive edge if Infosys stickss to only organic growth.
IT Services market has matured – co onsolidation amongst IT players is the K
Key
High marggins are eroding – no longe er 30% marggins possible
o add revenues organicallyy ‐ due to global slowdown
Difficult to n
High
hly dependeent on export revenues (99% revenues from
overseees business)
Cost cutting aand reducingg IT expenditture by almo
ost all
compaaniesLikely
Neggative in sho
ort to medium term
2
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WR
RAP U
UP
Company must provid de diverse services to refrain
from being over‐d dependent an nd increasing
exxposure to thee vulnerabilities of few
sectors/companies/geogrraphies.
Shift in
n focus from LLow cost advaantage to high
quality services.
Conso
olidation and strategic acq
quisitions are
esse
ential for futu
ure growth off revenues.
Provide m
more high‐end
d services in vvalue chain (3
3rd
WAAVE in IT)
There iss a move requuired from AD
DM (Application
Developmment and maiintenance), BPO to Consulting
and Packagge Implementtation,
Quickkly to adapt tto high growtth markets is
necesssary: In FY200
08, Indian dom mestic markeet
grew by 20%, but Infosys revenue from Indiaa
declined to 1%, un nlike other ITT companies.
2
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REFERENCES
1. www.infosys.com
2. www.nasscom.in
3. www.economictimes.com
4. www.moneycontrol.com
5. Annual Reports and Quarterly reports, Infosys – 2008‐09, 2009
6. JM Financial – Report on Infosys – February 2, 2008
7. Talk with ex‐Infosys project manager who is heading IT Application in the company I work.
8. Business World ‐ http://www.businessworld.in/index.php/Information‐Technology/Infosys‐
Bids‐For‐Over.html
9. Business Today – Infosys bold global ambition – Rahul Sachitanand , Feb 4, 2009.
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