Infosys Case Study

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  • Topic: China, Infosys
  • Pages : 8 (2631 words )
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  • Published : March 1, 2013
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Wrote by Sandra Kong

Glion - MBA in international hospitality and service management

M921 – Managing Service Operations in the Evolving Business Environments Week 6 Hang-In Assignment
Executive Report: “Infosys in China”

Word Count – 1864 words

Statement of authorship
Following the title page of your assignment there should be a page on which you sign a statement that the work included in the assignment is your own work except where appropriately referenced. The following statement should be included in your assessment -------------------------------------------------

Statement of Authorship
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I certify that this assignment is my own work and contains no material which has been accepted for the award of any degree or diploma in any institute, college or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due reference is made in the text of the work. I also understand that under no circumstances should any part of this assignment be published, including on the internet, or publicly displayed without receiving written permission from the University. -------------------------------------------------

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SignedSandra Kong
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Student numberName Sandra Kong

Executive Summary
Infosys Technologies Limited was founded by a group of seven professionals in 1981 which relied heavily on overseas business and won several major awards over 30 years such as RMMY ‘Best in Show’ Award, Most Admired Knowledge Enterprise (MAKE) Award 2010, the Best ITSM (IT Service Management) Project of the year Award in Australia and so on. Infosys has grown from US$250 to US$6.35 billion in market capitalization over 30 years, and have more than 133,000 employees. Infosys has 65 offices and 63 development centres in US, Indian, China, Australian, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries.

When Infosys entered China in 2004 and contrary to popular belief they weren’t just following the rest over, they have had a clear vision of their operations in China. Infosys has a few issues to consider while operating in China, most of them arising from Infosys not being a native company. Understanding of the Chinese Legal structure which is very complicated is important if they are to base themselves out of Shanghai. The need of sourcing and training local employees is important to do so but at the same time they have a possibility of employees turning into entrepreneurs and taking clients, processes and knowledge acquired via Infosys with them. The Chinese definitely do see India as a competitor in the I.T market and also the fact that 92% of all I.T software was pirated in china does not help the cause of a Software company-Infosys.

Infosys should not only need to address above issues but also implement four steps in a successful bid to enter into China. First, working with professional and knowledgeable Chinese businessmen in order to gain a deep understanding of legal implications while doing business in China. Then Infosys need to set up a framework in conjunction with the Chinese Government and the local community. Lastly and most importantly, Infosys needs to implement sound business strategy keeping in mind the legal differences and cultural diversity with an on-going assessment of staff capability and work ethic.

Table of Contents

Background5
Issue Statement6
Analysis of the Problem7
Conclusion8
Recommendations8
Action and Implementation Plan9
Reference List10

Background
Infosys Technologies Limited was founded by a group of seven professionals in 1981 which relied heavily on overseas business, their first...
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