INFOSYS: The Challenge of Global Branding (Ivey Case)

1. For Infosys identify the segments of potential customers for outsourcing services

Infosys' future character was showcasing end to end service capacity to give vertical industry arrangements like retail, banking and insurance. Spending for BPO kept on expanding by 11% consistently and ITO represented very nearly 10 % of this spending. U.S. Since outsourcing was relied upon to in the new world economies and taking into account the fortune 500 companies ,thus a presence of multinational organizations in such nations would be the potential clients for outsourcing services. There is a demand in the fields of Customer care, Web Sales/Marketing, Billing/Accounting, Database Marketing, Transaction Document Management, Transcription, Telemarketing, Benefits Processing, Tax Administration, HR Hiring, and Bio Tech Research. Sellers in the BPO business were climbing the quality chain to offer top of the line services, for example, equity research and analytics, insurance and support Also the main four capacities that needs outsourcing are Application Development, PC Maintenance and Support, Application Maintenance and Support, Call Centre. From data it is evident that Infosys should focus mainly on Telecom and banking industries since they are growing at a fast pace. They will need to diversify into more functional areas and Infosys could provide support to fulfil their needs

2. Choose the target segment for the company. Justify your recommendation.

Infosys is an expert in GDM and thus should focus to offer services in its collaboration to create value. The key targets of Infosys according to the case are global branding and revenue growth to the tune of 30 – 40%. Contenders feel that concentrating on the worldwide business sector gains incomes in dollars as opposed to in rupees with regards to the domestic market and thus concentrate on the global market. In any case, Infosys has a good presence in the local Indian market and since, India is one of the developing economies to pay attention, and the domestic market here can offer an incredible open door. But, the Indian local business sector was not sufficiently vast to bolster quick income development. With the section of private insurance agencies into the Indian domestic market, the requirement for hardware and software services were in demand. Subsequently, the objective fragment for Infosys ought to be an exchange off between concentrating on the domestic market and an industry that is growing, the insurance sector

3. What should be company’s branding and communication strategy to reach this segment?

The administration at Infy had not took into consideration any calculable spending plan for marketing.To have a fruitful arrangements methodology, Infosys needs to make product out of its services which it could sell, and offer them to the quick changing target segment. The insurance area has not just saw expanded intensity because of the presence of various players but has also seen several products and operational developments. To be competitive in such an environment these insurance companies needs to develop competence and Infosys should be an answer to their needs. To turn into a brand, Infosys should separate itself from the contenders. To begin with, Infosys' plan of action concentrated on (PSPD) model for meeting

client necessities and Infosys accomplished good results. 85% of Infosys' clients repeated their business with Infy and that was verification of high client satisfaction. Second, Infosys must benefit from its consistency by catching up prior marketing statements like, “Improve your odds with Infosys Predictability". Third, with changing customer needs, customers chose a firm in view of cost as well as in light of timelines and quality of deliverables. It is given that Infosys scored high on execution excellence making customers pick Infosys over its rivals. 51% of the respondents voted in favour of this ability that Infosys had. Since customers look for value add in the company, its execution excellence can prove to be that differential. Fourth, Infosys must brand itself for its excellence in Global Delivery Model. GDM splits a project into independent components developed simultaneously. It helps to function a project majorly from off shore locations and thus reducing the cost to a large extent. Thus Infy should focus to develop more in this expertise and thus saving customers cost to a large extent and enabling reinvestment and thus greater customer satisfaction. This is further obvious from Exhibit 15 which demonstrates Infosys prowess to be less costly in comparison to Accenture and IBM. Taking into account the above expounded focuses that distinguish Infosys from its competitors, the organization can mark itself in spite of the fact that the administration has not distributed a critical spending plan for marketing.