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 companys 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.