―A COMPREHENSIVE STUDY OF B2B

ORGANIZATION - INFOSYS”

SUBMITTED TO:
Prof. Shekhar

Submitted By:

Group 2
ASHA NACHI (08PG222)
HARRIS JAMIL (08PG163)
GAYATRI SHARMA (08PG019)
ANAND MULAY (08PG081)
ANWESHA MAZUMDER (08PG290)
DEVIKA DAS (08PG224)

Date of Submission:10 November 2009

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Infosys is one of the largest businesses in India with a turnover in excess of $4 billion in
2008. The company specializes in Information Technology (IT) and consulting. N.R.
Narayana Murthy and six others started the company in 1981, and it is now the largest IT
company in India with its headquarters in Bangalore (although it was started in Pune). It
operates in a number of business sectors from banking to retail, and its services tend to
encompass end-to-end IT solutions which includes a whole bundle of added-value
solutions from infrastructure to software engineering.

Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with
US$ 250. Today, we 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 our domain and business expertise and strategic alliances with
leading technology providers.
Infosys' 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 takes pride in building strategic long-term client relationships. Over 97% of our
revenues come from existing customers.
PRODUCT PORTFOLIO

Infosys is mainly a service company. It performs a variety of services, right from

conceiving of the idea, implementing it to its maintainence.The services that Infosys
provides are as follows:
Application Development and Maintenance
Corporate Performance Management
Enterprise Quality Services
Infrastructure Services
Packaged Application Services
Product Engineering
Systems Integration

1) Application development and Maintenance methodology caters to the best of breed

processes which helps in a successful on-time and above expected delivery. Stringent
quality procedures clubbed with benchmarked practices and experienced delivery skills
help clients get maximum return on their IT spending
2) Corporate Performance Management (CPM) is an approach to bring in systematic and
integrated improvements in the management processes to ensure efficiency and
effectiveness in strategy execution
3) Enterprise Quality Services improve the quality of your applications and increase the
predictability of your processes. They cover:

Process Consulting
The quality of the process determines the quality of the application. Robust and flexible
software processes can enable your organization to consistently deliver on quality, time
and budget for greater predictability.

Infosys Process Consulting services help you improve process maturity and realize
tangible business benefits.

Independent Validation
Software applications are the backbone of your business. Availability, reliability,
performance and security of applications are the keys to your success.

Infosys Independent Validation Services test every transaction from every angle,
optimally. We ensure that the quality of your applications does not hurt your bottom line.
Industries that they serve
Aerospace & defense
Automotive
Banking
Communication
Consumer goods
Manufacturing
Energy
Healthcare
Hospitality
Insurance
Life Sciences
Media & Entertainment
Resources
Retail
Transportation
Utilities
High technology

FINACLE - The Only Product

FEATURES

Universal banking solution from Infosys

Empowers banks to transform their business
Architected out of years of experience with global banks and offers
several powerful and differentiating features
One of the most comprehensive, flexible and scalable solutions in its class

ADVANTAGES

Business Agility
CRM and Alert Enabled
Global Deployment Capability
- Multiple currency, time zones and languages
Proven solution minimized risk
- 100% success
- Rapid, smooth successful deployments
Integrated multi-channel framework
- Banks can offer their solutions through multiple channels
High scalability
- Most Scalable solutions
- Allows banks to grow seamlessly
PRICING STRATEGY:
Infosys Technologies Ltd. (NASDAQ: INFY) defines, designs and delivers IT-enabled
business solutions that help Global 2000 companies win in a flat world. These solutions
focus on providing strategic differentiation and operational superiority to clients. Infosys
creates these solutions for its clients by leveraging its domain and business expertise
along with a complete range of services.

With Infosys, clients are assured of a transparent business partner, world-class processes,
speed of execution and the power to stretch their IT budget by leveraging the Global
Delivery Model that Infosys pioneered.

The company in its bid to differentiate itself among the vanilla service providers is
moving from project-based services to solutions-based approach. Such a strategy entails
understanding of the clients' business problems and offer business solutions.
In this new model, pricing depends on value offered as against the current cost plus
margin approach. The shift has been aided by swelling service offerings like package
implementation and enterprise applications to business process outsourcing and
contributions from new services.

The cost rationalization has also helped the firm retain margins. The company cut entry-
level salaries for fresh college graduates; it has rationalized high onsite salaries for fresh
onsite deployments and cut on subcontractors. However, Infosys affected a pay hike to its
middle level and senior code writers.

The company has increased variability in its cost structure by aligning employee
compensation (45 per cent of revenues) to business performance while optimizing costs
to increase payout to its offshore employee pool.
The variable compensation for client facing functions has been linked to profitability over
and above revenue growth. Increasing utilization rates and greater offshore component is
expected to help the company arrest the slide in margins.
Infosys has developed a new method of pricing software maintenance project.

According to the new method called 'ticket-based pricing', a customer's pay will be based
on certain parameters such as whether the client request or 'ticket' that is raised is for a
small enhancement in the software application, a big enhancement or a bug-fix.

Earlier the methods used for pricing were fixed price and time and material-based
pricing. Under the time and material based pricing, customers are billed based on the
number of man-hours spent on a project, while under the fixed price, the customer pays
an agreed price that doesn‘t vary with the manpower deployed on the project.

A software application becomes more stable with time. But if a client has opted for a
fixed price model, then even after the application becomes more stable and the number of
requests decreases, the same price has to be paid. Ticket-based pricing will give them the
flexibility to change that and reduce the total cost of ownership.
Many IT majors have been trying to decrease the dependence of revenue growth on
manpower addition. But this is for the first time such an attempt has been made to bring a
transaction-based pricing model to traditional ADM projects, which account for a bulk of
the revenue for Indian IT service providers.

In the infrastructure management services also Infosys has come up with device-based
pricing or pricing that is based on the type and number of servers, PCs and other devices.
A mix of strategies, besides strong customer relationships, is helping Infosys survive the
worst downturn since the 1930s.

The firm had guided an annual revenue de-growth for fiscal year 2010— an unpleasant
first for the IT bellwether. However, the firm is managing the slump well, shifting to new
business as well as pricing models.
Infosys, for instance, has managed to increase its fixed price project revenues by more
than four percentage points in fiscal year 2009 to 35.4 per cent. Fixed price, the firm
indicates, is a true recession model.

Clients are looking for more fixed price because it a way to pass on the risks, according
to the industry experts. It is useful for the company when there is a price re-negotiation.
In a fixed-price project, an IT vendor has the flexibility to staff it in a way they like –
often, this translates to more work being off shored. While this reduces the total cost of
ownership for the client, the vendor can improve margins overtime by boosting
productivity.

Nevertheless, it is some of the earlier investments that are proving critical in the current
climate, the COO says. One of them was the firm‘s efforts to expand its addressable
market. They have quadrupled the market over the last 7-8 years. They used to be 95 per
cent in application, development, and maintenance work. Today, the service line forms
less than 50 per cent of revenues. Today, they generate revenues from the complete
services spectrum. Second, the company had invested in geographical diversification, in
Europe and Australia among others. Third is the firm‘s vertical spread and an endeavor to
reduce their dependence on US market.
Communication Strategy:
Being an IT giant, and providing software solutions, Infosys mainly relies on personal or
direct selling. Along with direct selling, Infosys have also concentrated on being a
powerful brand name. Thus Infosys has been building a positive brand image.
Infosys has levied upon the following ways of communication:
1. PR
2. Branding
3. ‗Winning in the flat world‘ campaign

Public Relations Strategy of Infosys:

Infosys has aways been in limelight through excessive PR. That‘s the reason that all its
values and actions appear in the leading newspapers of the country. Interviews of Mr.
Nandan Nilekani and earlier of Mr. Narayan Murthy are published very often in
newspapers and magazines and are even telecast on the electronic media. Thus Public
Relations strategy of Infosys was always in place and is a very important media to
communicate with the people and its stakeholders throughout the globe.

Branding Strategy of Infosys:

The brand is looking to change its perception from a mere one among the three tier-1
Indian companies to one of the global biggies engaged in high-value business solutions.

It has been learnt that the company has invited what could be one of the biggest
marketing services pitch by any IT services company in India. Involving a couple of big
Indian agencies to design a strategy, the multi-media campaign would be directed at
existing customers, prospects, industry and financial analysts and media, primarily in the
key markets such as the US, Europe and Asia-Pacific.

With the biggest client order, at less than $200m for a multi-year contract, and a majority
of clients (220) under a million-dollar value, Infosys, much like TCS and Wipro, has got
stuck with the classical low-value image. This has been the bane for the company, while
playing for the big-ticket, billion dollar-plus global contracts.

―Indian companies are seen as low-cost, high-quality providers of ‗code‘. We want to be

seen as a provider of high-value business solutions,‖ states an Infosys document. The
company has planned a multi-million marketing surround programme involving
branding, go-to-market, analyst relations, public relations, online & field marketing.
Infosys declined to comment saying the company doesn‘t comment on rumours and
speculation.

The move by Infosys also tie-ups with its often stated and avowed objective to chase the
$500m clients. More so, in an environment where nearly $100bn worth of outsourcing
contracts are up for renewal in the next 18-24 months.

According to the company‘s internal brand track, brand Infosys lags way behind global
IT biggies such as IBM, EDS and Accenture in total brand recall. IBM leads the pack
with 94% recall, followed by HP and EDS at 89% and 82% respectively. With a score of
41%, Infosys joins other Indian IT services brands at the bottom of the brand salience
table.

The size of the proposed spend on the brand campaign could not be ascertained but
sources say it would jack up the company‘s current spends manifold. Infosys‘ brand
building stands at Rs 46 crore, up 35% over the last year. This includes Rs 15 crore of
media advertising and marketing expense of Rs 12 crore.

Winning in the flat world’ campaign of Infosys:

Think back to 1999. That was the year that Infosys, an Indian IT services company, hit
$100 million in annual revenues. Flash forward to March 2006 and Infosys, fueled by
growth in the outsourcing industry, had hit the $2 billion mark—a remarkable feat by any
company's standards.

But Infosys had no intention of resting on its laurels. Rather, aware that it still needed to
step up its branding efforts, the company launched a global branding campaign built
around the idea of winning in the "flat world." Instead of being seen as simply another
offshore services provider, the company's goal was to build a reputation as a trusted
transformation partner that can help businesses compete in a global market.

Creating a Differentiated Position

Setting itself apart from many other companies that were still thinking about brand in
terms of logos, slogans, and attractive visuals, Infosys knew that to compete with the
global leaders, it needed to launch more than a "me, too" marketing campaign. It needed
to differentiate itself from its competitors in a way that was relevant, credible, unique,
and defensible.

To achieve this goal, the company first conducted research to uncover the issues its
customers were struggling with in the new global marketplace. The research revealed
three important things:

There were four forces "flattening" every business environment:

o The rise of emerging economies
o Changing global demographics/redistribution of the global talent pool
o The ubiquity of technology
o Increased regulations

Companies were unaware that they needed to shift their operational priorities to
deal with the consequences of these forces
Customers looked at Infosys itself as an ideal flat-world company

In response, Infosys set out to help companies shift their operational priorities in four
ways:
 Shift focus to fueling growth by becoming globally efficient, cost-competitive
producers
Stop focusing simply on better customer service and start focusing on creating
customer loyalty through faster innovation
Shift focus from merely spending money on information systems and process to
making money from information
Shift focus to winning in industry cycles rather than only in the straightaways

Infosys achieved these goals by creating a new offer to assess the impact of these global
forces on clients' businesses and provide a roadmap for the operational changes required
to address those impacts. The offering defines four stages of excellence for the flat world
and offers clients a financial model that measures the impact of their efforts. All other
solutions within the company were aligned to the flat-world offering, and subject matter
experts were instructed to focus on establishing thought leadership around the issue.

With unique offers in place, Infosys shared the results of its research with key clients.
The research, combined with Infosys's own reputation as a flat-world company, made the
company's new positioning credible and defensible. Now all Infosys needed to do was get
the message out.

The Campaign

The company conducted a multifaceted marketing campaign aimed at Global 2000 firms.
It was designed to target four different audiences within an organization—C level, lines
of business, sourcing executives, and IT—and focus on "flat-world" topics that were
relevant to those audiences.

But before Infosys kicked off the external campaign on July 31, 2006, by ringing the
NASDAQ opening bell from India, it conducted an extensive internal campaign to bring
over 50,000 of its employees on board with the new positioning. The company launched
its extensive internal campaign in January 2006.

Infosys included the following elements in its customer-facing campaign:

Infosys Website
"Think Flat" microsite and blog
Thought leadership white papers
Digital ads in top-tier publications
Partner programs
Annual report
Executive events
Industry events
Analyst outreach
Marketing and sales collateral
Achieving Fifty Percent Growth
From March 2006 to June 2007, Infosys increased its annual revenues from $2 billion to
$3 billion. A significant portion of that increase is directly attributable to the online
marketing conducted around the flat-world campaign.

In addition to the company's astonishing growth, Infosys became the first Indian
company to be added to any of the major global indices in December 2006, when it was
added to the NASDAQ-100. Analyst firms such as Yankee Group, Forrester, and TBR
are singing the company's praises. And the Infosys sales group created a special new
award to recognize marketing's impact on the business.

All in all, the flat-world campaign has enabled Infosys to differentiate itself from both
other Indian outsourcing firms as well as the global consulting companies, and it is
beginning to neutralize the legacy advantage that traditional IT consulting firms have
long enjoyed. Infosys is now seen—by customers and influencers alike—as a trusted
business transformation partner rather than just another outsourcing firm.

PEOPLE AND PROCESSES:

Sustainability at Infosys

Water Sustainability: Rainwater is harvested across the Infosys campuses, and all
sewage treatment plant water is used for irrigation rather than using freshwater for
landscape irrigation.

Bicycle Sharing: All Infosys campuses have cycles on campus to be used by all
employees. No personal vehicles or motorbikes are allowed on campus. VIPs are
transported by electric golf carts made by Maini Material Movement.

Solar Golf Carts: Infosys has created a solar powered golf cart, with BIPV solar panels
embedded in glass to be visible from both top and bottom. A day of charging in the sun
meets about 20 percent of the full battery's capacity, which is actually enough for the few
kilometers of travel the carts make each day.
Solar Water Heating: Across Infosys campuses, Infosys is one of India's largest solar
water heater installed capacity. In Bangalore, water in the hostel is heated by solar.

Car - Sharing: The Infosys Bangalore campus, launched their car-sharing program,
setting aside a key part of the parking lot away for those willing to share their cars.
Individuals can stand by signs with a particular neighborhood marked, and those driving
back to that neighborhood pick up fellow Infoscions. This has worked very well at the
Hyderabad campus, and sharing of best practices has spread it to Bangalore!

Corporate Buses: Infosys teams have optimized the bus routes so as to carry transport
full capacity buses back to different neighborhoods in Bangalore. Teams of IT
professionals are designing software to put preference for employees travelling at non-
peak times to minimize their time on the roads and to minimize fuel burned while idling.

Eco-Clubs: Each Infosys campus is home to an eco-club which is educating employees

and increasing awareness about climate change issues. On Bangalore campus, the eco-
club ran a Green Connect competition, inspiring Infoscions to create videos about climate
change and climate action at Infosys and in the community. In Hyderabad, the eco-club
arranged many of the Climate Solutions Road Tour events.

Logistics Optimization

Infosys' Logistics Optimization solution provides internal visibility across buyers and
requested delivery dates to reduce item landed costs during Purchase Order (PO)
creation, leading to maximized savings during execution
Supply Chains Can Protect the Environment

Consumer goods manufacturers and retailers must understand the environmental impact
of their supply chains to increase profitability. According to Michael Forhez, Senior
Principal, Consumer Products & Retail Practice, and Anil Pahwa, Senior Principal,
Retail, CPG, & Logistics (RCL), Infosys Consulting, a green supply chain makes
business sense. They focus on reducing the carbon footprint of a consumer product from
movement of raw materials to production of finished goods. The experts propose best
practices and business processes to minimize carbon emissions and achieve cost savings.
One such proposal is to improve load factors for shipments using algorithms that
incorporate data about location and date to consolidate shipments by size, product
compatibility and trailer types. Enterprises can use optimization techniques to maximize
savings at the time of execution

SWOT ANALYSIS:

STRENGTHS:

Since the company is based in India its competitive advantage is enhanced. The Indian
economy, despite weak economic indicators such as relatively high rates of inflation, has
low labor costs. The workforce has relatively high skills levels in Information
Technology. Couple these two elements together and you have an operational basis that
offers low-cost based, highly skilled competitive advantage.

Infosys is in a strong financial position. The business turned over more than $4 billion in
2008. This means that it has the capital to expand, and also the basis to leverage potential
investors
The company has bases in 44 global development centres, most of which are located in
India, although the company has offices in many developed and developing nations. This
means not only that Infosys is becoming a global brand but also that it has the capability
to support the global operations of multinational clients
WEAKNESSES:

Despite being a huge IT company in relation to its Indian competitors, Infosys is much
smaller than its global competitors. As discussed above, Infosys generated $4 billion in
2008, which is relatively low in comparison with large global competitors such as
Hewlett-Packard ($91 billion), IBM ($91 billion), EDS ($21 billion) and Accenture ($18
billion).

It is sometimes argued that Infosys is weaker when it comes to high-end management

consultancy, since it tends to work at the level of operational value creation. Competitors
such as IBM and Accenture tend to dominate this space.

OPPORTUNITIES:

At a time of recession in the global economy, it may appear that some companies will
reduce take up of services that Infosys offers. However, in tough times clients tend to
focus upon cost reduction and outsourcing - with are strategies that Infosys offers. So
hard times could be profitable for Infosys.

There is a new and emerging market in China as the country undergoes a huge industrial
revolution.

The strategic alliance between Infosys and Schlumberger gives the IT company access to
lucrative business in the gas and oil industries.

There has been a trend over recent years for European and North American companies to
base some or all of their operation in India. This is called an offshore service. Essentially
there is a seamless link between domestic operations and services hosted in India.
Examples include telecommunications companies such as British Telecom and banks
such as HSBC that have customer service and support centres based in India. Think about
the times that you have made calls to a support line to find that the adviser is in Mumbai
or Bangalore and not in your home market.

THREATS:

India is not the only country that is undergoing rapid industrial expansion. Competitors
may come from countries such as China or Korea where there are large pools of low-cost
labor, and developing educational infrastructures such as universities and technology
colleges.

Customers may switch to other offshore service companies in other countries such as
China or Korea.

Other global players have realised that India has the benefit of low-cost, highly-skilled
labor that often speaks English and is culturally sensitive to Western practices. As with
all global IT players, Infosys has to compete for skilled labor and this may have the effect
of driving up wage levels, and making it more difficult to recruit and retain staff.

CORE COMPETENCIES:

The IT services industry is experiencing rapid changes that are affecting the competitive
landscape, including recent divestitures and acquisitions that have resulted in
consolidation within the industry. These changes may result in larger competitors with
significant resources. In addition, some of our competitors have added or announced
plans to add cost-competitive offshore capabilities to their service offerings. Many of
these competitors are substantially larger and have significant experience with
international operations, and Infosys faces competition from them in countries in which
they currently operate, as well as in countries in which we expect to expand their
operations.

Indian IT companies had matured in the last 30 years and their businesses had grown
globally. Most of the companies had acquired financial strength and leadership
capabilities. The project management skills of the IT companies and the English language
skills of IT professionals would keep India in good stead vis-a-vis competition from
China and East Europe.
China and Eastern Europe had just got integrated with the global economy. For Indian IT
companies this happened way back in the 1970s and they had grown along with the
developed economies. The Indian IT industry had understood the businesses of these
developed countries better than China and Eastern Europe.

Mr. Gopalakrishnan said the eco-system for IT was well established in India. So much so,
India today was into application, services, design engineering, product design, chip
design and consultancy. Also, companies like Infosys and i-Flex were delivering global
products, especially in banking and payment gateways.
Today almost every organisation in the world is trying to become a learning organisation.
There are few organisations which have started upgrading and evolving since their
inceptions. Take example of GE, it has become a melting pot of many countries,
civilisations, languages, contrast and cultures, through continuous learning. Also, lot of
organisations have implemented CMM, PCMM, ISO 9000, ISO 14000, TL 9000, AS
9100, ISO 20000, ISO 27000, OHSAS, TS, IEEE, Six Sigma, TQM, Kaizen, HR Score
Card, Balance Score Card, Intangible Assets Monitor Framework, and such different
benchmark to keep themselves up dated and on the performing peaks at all the times.
Infosys, India is one among them. Infoscions have understood the 'Perform or perish'
approach in the multi-polar, and multi-dimensional global competitions. This continuous
up gradation, human resource development, technology acquisition and technology up-
gradation 24 X 7 X 365/366, at all the levels has lead to multidimensional development
of Knowledge Management Maturity Model.
Global delivery model:

Infosys used GDM as a strategic outsourcing tool; using it, the company could take the
work to the place where it could be best performed at lowest cost with minimum risk.

By using GDM, Infosys delivered the highest process and quality standards, while
leveraging differences in cost, quality and skill sets of manpower in different global
locations.
The model requires several individual components to work well. These include
knowledge capture/playback confirmation, hourly/nightly handoffs often on a 24x 7
basis, quality control and continuous improvement efforts, staff
mobilization/demobilization as efforts scale up and down, onsite and offsite staff
logistics, staff recruitment, training and retention, expense and time billing for teams
across borders, demanding standards for security/business continuity/telecommunications
connectivity at the offsite locations.

HR Practices:

Infosys attracted the best talent from across the world, and recruited candidates by
conducting one of the toughest selection process. All the selected candidates were
required to go through an intensive training program. All the employees were required to
undergo training every year, and some of the chosen employees were trained at the
Infosys Leadership Institute to take on higher responsibilities in the company.
Infosys was one of the first companies to offer ESOPs to its employees. The company
followed variable compensation structure where the employees' compensation depended
on the performance of individual, the team and the company.
The WHISTEBLOWER policy strengthens the employees and assures secure unbiased
environment.

Knowledge Management:

Infosys essentially is in knowledge intensive business.

In the environment where every software and hardware observes obsolescence; up
gradation of knowledge and history of evolution of further versions has its own
importance.
Global market place has diversities dissimilar in every function, place and systems. Key
determinants of Success are ability to leverage know how, innovation and reputation of
the organisation as well as the employees. E.g. Infosys has become crucible of melting
pot of boundaries of various countries, civilisations and cultures; hence it is important to
balance acts to achieve productivity and profitability.
Traditional Balance Sheet, Profit and Loss Account, Income Statement, have no values
left in this world. Instead, 'Balance Score Card' kinds of approaches have gained
importance. Thus, Human value in the organisation, Market valuation, Quality, Customer
delight, have gained significant importance. Infosys has started using "Dr. Karl-Erik
Sveiby's Intangible Assets Monitor Framework in 1998", which was developed in 1997.

In this KM initiation process there are:

i. External structure initiatives from customers, competitors, suppliers,
ii. Internal structure initiatives: Depends on the leadership qualities of CKO and KM
Mentor,
iii. Competence initiatives: Individual Tacit knowledge must be stimulated and tapped.
Company believes that such a presentation of its knowledge assets would provide a tool
to its investors/ customers for evaluating the market-worthiness of the company.

People Knowledge Map (PKM):

It is a Knowledge Directory, providing a pointer to expertise available within the
organisation has been developed and deployed.
PKM provides intranet based interface via which people can register or locate expertise.

PKM Hierarchy

At the Top of PKM Hierarchy is Technology consisting 800 nodes. Levels are:
a.Technology,
b. Process,
c. Project Management,
d. Application domain, and
e. Culture

Sparsh- The Intranet – (CIP) The Central Information Portal

Sparsh is the companywide intranet. It forms the central information portal. It consists
of 5000 nodes:
a. Spread across India-Based Development Centres/DCs
b. USA based marketing office.
Sparsh - Home page:
a. Official policies, and documentation,
b. Press Releases and Articles,
c. Web Based In house information system.
It also has knowledge shop that provides access to several intranet-based knowledge
systems.

Infosys Advantage And Results:

1. Infosys has achieved Capability Maturity Model (CMM) level 5 and Knowledge
Management Maturity Model (KMM) level 5.
2. Adjudged the best recruiter in 2005 in India, in terms of employee satisfaction. I
could happen only due to the contribution in/ from/ to / for the KM and their
implementations.
 3. Infoscions have developed their own way of working, upgrading their knowledge
base, keeping themselves fit at multiple levels, and have established their
campuses in many major cities in India. In fact it is the most sought after job
destination in the private sector in India.
4. Infoscions are able to reduce the attrition rate, the biggest problem faced by the
Information Technology industry in the world market.

5. Infosys have become the most sought out Indian Brand name in the Information
and Computer Technology (ICT) world market. Hence, almost all the Fortune 500
companies have their business link with Infosys.
vi. Infoscions have established their base in almost all parts of globe being the
most trusted, versatile and value adding organisation.

Intangible Benefits:

1. Standardised knowledge acquisition procedure,

2. Standardised knowledge development process,
3. Infosys has knowledge encyclopaedia on all the relevant subjects,
4. High amount of knowledge sharing,
5. Knowledgeable and Wise Infoscions are long term asset for Infosys, Wise
Infoscions is the term used for the individual and common wisdom of Infosys
employees and employers,
6. Improved Infosys brand name, as it provides end-to-end solutions to its clients,
7. Employee involvement and organisation belongingness among them,
8. Better interpersonal excellence among all Infoscions/ Infosys stakeholders.
9. Talent retentions through employee job satisfaction.
10. Continuous improvement in the customer satisfaction.
11. Infosys is able to beat the competitors with riding high on the KM instead of
business intelligence.
12. In the field of Consultancy Infosys is giving their customers operational
advantages over competitors through this KM sharing, and have entered into
Aerospace and Defence, Banking and Capital Markets, Communication Service
Providers, High Tech and Discrete Manufacturing Insurance, Healthcare and Life
Sciences, Media and Entertainment, Resources, Energy and Utilities Retail,
Distribution and Consumer Packaged Goods Transportation Services.

Future Expectations :
1. Infosys may start consultancy with top class human resources and supporting
Knowledge Management Repository in multiple fields, to benefit Micro, Small, Medium,
and Large Scale Industry, Public sectors, Non Governmental Organizations (NGO), Self
Help Groups (SHG), and other organisations without boundary and barriers.

2. Infosys has the top talent pool next only to UNO, WB, NASA and Fortune 500
organisations like Microsoft, GE, and Oracle. Hence it is anticipation of many that it can
develop its own operating system/ medium like Windows and Linux, which could be
ubiquitous, user friendly, easy to install, interactive, multi-dimensionally perfect and
viable, and can benefit a common man having cheaper prices than other operating
systems/ mediums. It could revolutionise and trigger the computing world, could trigger
the faster growth in technological world, and could activate growth in science and
technologies and could generate growth in the business world and could set off growth in
development of human capabilities through total paradigm shift.