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Infosys Technologies
It will touch 1550.
Posted by :
fekamfaakTracked by: 0 Boarder
It will touch 1550 soon but difficult to go below that 1500....
Infy may not fall below 1500 in 2008....
Posted by :
novice1000Tracked by: 0 Boarder
dear marketman,
Axon deal adds to the topline... but its effect on the bottomline is very limited atleast in the foreseeable future.
So as far as the bottmline is concerned, hardly can it counter the effect of a US slow down.
However the depreciating Rupee is a definite advantage for Infy in the coming quarters and it can propel the stock to better levels.
As you rightly mentioned downside is very limited in the immediate future.
But from a LT perspective of 3 to 5 years... one has to be very careful with these IT counters.
regards...
In reply to:
Infy may not fall below 1500 in 2008....
Posted by : marketman
Axon deal could be positive for infy over the long term.... the company is concentrating on global expansions in difficult times.... this deal may counter the effect of US slowdown for some extent.... topline as well as bottomline figure will be protected with this acquisition,in this fiscal.... 
Technical pull back is in cards
Posted by : novice1000Tracked by: 5 Boarders
hi friends,
As mentioned in the previous msg, short term investors and traders can try their luck in this counter at levels around 1600.
Weak Rupee is a positive sign and in the short term( say one to one and half months) this stock can reach levels of 1950 or so.
However LT investors with a time horizon of three to five years have to be extremely carefull with this counter at present levels.
regards
PS: Axon deal may not add much to its bottomline in the foreseeable future.
...
In reply to:
Technical pull back is in cards
Posted by : novice1000
hi friends,
As expected this counter reached 1750 which may act as a top in the immediate future.
Traders with enough risk appetite can try their luck at around 1600 levels.
regards
Infy may not fall below 1500 in 2008....
Posted by : marketmanTracked by: 0 Boarder
Infy planning to grow outside the US in future which could be positive for its long term holders.... ofcourse the rupee is not in hurry to strengthen which helps a lot to its financials in the short term....
Pl note that infy is a one billion dollar profit making company at the moment.... it will continue to maintain its profits even in this global slow down situation....
So,the scrip may not fall more than 10% from present price even there are worst conditions in US financial markets....
Rupee strengthening only will be the villain for its investors in the long run.... otherwise infy is a gem in many matters.......
In reply to:
Infy may not fall below 1500 in 2008....
Posted by : marketman
Axon deal could be positive for infy over the long term.... the company is concentrating on global expansions in difficult times.... this deal may counter the effect of US slowdown for some extent.... topline as well as bottomline figure will be protected with this acquisition,in this fiscal....
financeandstockadvisor.blogspot(dot)com
Posted by :
market.analyzerTracked by: 1 Boarder
What we now see in technology stocks counter is just profit booking.
This is especially true in the case of Infosys , which cruised to a 3 month high of 1807 in the last trading session.
Infosys will be reaching 2150 in no time.
New client bases are to be announced soon....
In reply to:
financeandstockadvisor.blogspot(dot)com
Posted by : Guest
technology stock has been badly hit but still there is chance of investment in this sector?
financeandstockadvisor.blogspot(dot)com
Posted by : GuestTracked by: 1 Boarder
technology stock has been badly hit but still there is chance of investment in this sector?...
Infosys: Wanting to Be a Transformation Partner While Undergoing Its Own Transformation
Posted by : Infy_fan_alwaysTracked by: 0 Boarder
Nilekani argues that many clients are moving to an offshore Indian provider like Infosys because there is a lot of dissatisfaction with legacy players. Says Nilekani: We have created a superior business model which is faster, cheaper and more innovative. It provides better quality, more discipline and more reliability. In February this year, Cummins, a global power firm with $13 billion in annual revenues, named Infosys as one of the three global preferred vendors for its IT application outsourcing and business consulting services. In addition, Canadian Pacific Railway has signed on Infosys for a multi-year modular global sourcing agreement for IT services.
Despite its recent takeover of Axon, one area where Infosys is seen as lagging behind is in acquisitions. While analysts and competitors agree that mergers are not the only way to grow and that they have their own challenges, they also believe that acquisitions have a role to play in building a competitive edge. Infosys is believed to be risk averse in this regard -- and not as strong as it should be in the ability to assimilate organizations with different cultures. Similarly, Infosys is viewed by some observers as lacking a significant presence in the domestic Indian market, which has also been expanding rapidly.
KPMG Advisory Services executive director Narayanan Ramaswamy adds another note of caution. According to him, given its stature and capabilities, Infosys could have played an industry-defining role in new areas like BPO, for instance. Its foray into consulting, he adds, has not yet yielded the kind of results it expected. Says Ramaswamy: Infosys needs to look at new hunting grounds. It is a player and a leader in the industry but it is not a market creator. If it wants to leap into the next league, it is imperative that it starts framing the rules rather than just playing by the rules.
...
In reply to:
Infosys: Wanting to Be a Transformation Partner While Undergoing Its Own Transformation
Posted by : Infy_fan_always
Balanced, Non-linear Growth
In order to minimize the companys dependence on any single region of the world or on a single currency, Infosys is trying to balance its revenue distribution. In the past, the company depended primarily on the North American market, but now Europe accounts for 28% of revenues while the rest of the world brings in 10%. Infosys has formed a new growth engine unit to expand business in markets like Australia, China, Japan and the Middle East while a separate business unit has been formed to focus on the India market. Says Gopalakrishnan: In the next three to five years we would like to increase the contribution from Europe closer to 40% and from the rest of the world to 20%.
Another focus at Infosys is non-linear growth. This includes developing more intellectual property and increasing its content in the various solutions and also introducing new pricing models. Says co-chairman Nilekani: At present our engagement with clients is effort based. We now want to move to value based pricing, and we see more and more different ways of delivering that value. For instance, Infosys is now creating offerings on a software-as-a-service model. It has also recently introduced a platform based BPO solution for procure-to-pay services. New pricing models have also recently been introduced for applications maintenance and infrastructure management. Infosys has not set any hard targets regarding the percentage of its business that will come through new business models. It wants to offer different choices to clients and then let them decide how these will grow and pick up.
As Infosys goes through its own transformation, the biggest challenge it faces is on the people front. As Nilekani puts it, While all the market factors are aligned in our favor, it is really how well we execute that will make a difference. Customer expectations are going through the roof and getting the whole organization to rise to that expectation level is very critical.
As market shares go, Infosys -- and the entire Indian IT industry -- has a very small part of the global IT services pie. Their share, however, is increasing rapidly. A recent Gartner report points out that the top six India-based IT services providers -- referred to as the SWITCH companies (Satyam, Wipro, Infosys, TCS, Cognizant and HCL Technologies) -- outpaced market growth in 2007, both collectively and individually. In 2007 the SWITCH companies had 2.4% of the total worldwide IT services market as compared to 1.9% in 2006. According to Arup Roy, senior research analyst at Gartner: With such strong growth rates that exceed the overall market, the India-based service providers are increasing their competitiveness and taking market share from the rest of the market. Increasingly they are competing in larger outsourcing deals.
Sabyasachi of NeoIT notes that the difference between large global players such as IBM and Accenture and the Indian IT firms is diminishing. Both IBM and Accenture have set up massive operations in India and a lot of the IT solutions the global companies offer are actually executed out of India. As a result, their responses to RFPs (requests for proposals) look fairly similar to those of the Indian IT companies. Sabyasachi adds that Indian firms have limitations when it comes to offering integrated solutions, and they are also still conservative about taking ownership of asset transfer. Says Sabyasachi: Indian firms still go largely with the approach of leveraging the global delivery model, economies of scale, remote management, etc., whereas the multinationals [such as IBM and Accenture] adopt the total outsourcing and transformation approach. The mindset is still a big differential between these two sets of players.
Infosys: Wanting to Be a Transformation Partner While Undergoing Its Own Transformation
Posted by : Infy_fan_alwaysTracked by: 0 Boarder
Balanced, Non-linear Growth
In order to minimize the companys dependence on any single region of the world or on a single currency, Infosys is trying to balance its revenue distribution. In the past, the company depended primarily on the North American market, but now Europe accounts for 28% of revenues while the rest of the world brings in 10%. Infosys has formed a new growth engine unit to expand business in markets like Australia, China, Japan and the Middle East while a separate business unit has been formed to focus on the India market. Says Gopalakrishnan: In the next three to five years we would like to increase the contribution from Europe closer to 40% and from the rest of the world to 20%.
Another focus at Infosys is non-linear growth. This includes developing more intellectual property and increasing its content in the various solutions and also introducing new pricing models. Says co-chairman Nilekani: At present our engagement with clients is effort based. We now want to move to value based pricing, and we see more and more different ways of delivering that value. For instance, Infosys is now creating offerings on a software-as-a-service model. It has also recently introduced a platform based BPO solution for procure-to-pay services. New pricing models have also recently been introduced for applications maintenance and infrastructure management. Infosys has not set any hard targets regarding the percentage of its business that will come through new business models. It wants to offer different choices to clients and then let them decide how these will grow and pick up.
As Infosys goes through its own transformation, the biggest challenge it faces is on the people front. As Nilekani puts it, While all the market factors are aligned in our favor, it is really how well we execute that will make a difference. Customer expectations are going through the roof and getting the whole organization to rise to that expectation level is very critical.
As market shares go, Infosys -- and the entire Indian IT industry -- has a very small part of the global IT services pie. Their share, however, is increasing rapidly. A recent Gartner report points out that the top six India-based IT services providers -- referred to as the SWITCH companies (Satyam, Wipro, Infosys, TCS, Cognizant and HCL Technologies) -- outpaced market growth in 2007, both collectively and individually. In 2007 the SWITCH companies had 2.4% of the total worldwide IT services market as compared to 1.9% in 2006. According to Arup Roy, senior research analyst at Gartner: With such strong growth rates that exceed the overall market, the India-based service providers are increasing their competitiveness and taking market share from the rest of the market. Increasingly they are competing in larger outsourcing deals.
Sabyasachi of NeoIT notes that the difference between large global players such as IBM and Accenture and the Indian IT firms is diminishing. Both IBM and Accenture have set up massive operations in India and a lot of the IT solutions the global companies offer are actually executed out of India. As a result, their responses to RFPs (requests for proposals) look fairly similar to those of the Indian IT companies. Sabyasachi adds that Indian firms have limitations when it comes to offering integrated solutions, and they are also still conservative about taking ownership of asset transfer. Says Sabyasachi: Indian firms still go largely with the approach of leveraging the global delivery model, economies of scale, remote management, etc., whereas the multinationals [such as IBM and Accenture] adopt the total outsourcing and transformation approach. The mindset is still a big differential between these two sets of players.
...
In reply to:
Infosys: Wanting to Be a Transformation Partner While Undergoing Its Own Transformation
Posted by : Infy_fan_always
Converging Business Models
Infosyss chief financial officer, V. Balakrishnan, believes that the future will bring more intense competition between the business models of Indian IT firms and their global rivals. We have to see how these will converge and who will be able to handle the convergence better. According to Balakrishnan, as these business models converge in the next four to five years, three or four large global players will emerge in the industry including at least two from India. We have to make sure we are one of them, he says.
In anticipation of changes in the global IT industry, in November 2007 Infosys restructured its organization. A company document on the changes says: This re-organization will help us enhance the One Infy experience (offering more integrated solutions) and will, in turn, deepen our transformational capabilities. It will also help us to broaden our customer base and strengthen our current portfolio through scale benefits.
In many ways, Infosys has been transforming itself over the years. While the company started out as an applications development and maintenance firm, over time it has evolved into a full-service provider. It has been steadily adding new service lines like consulting and package implementation, business process outsourcing, infrastructure management, testing and systems integration. These now account for half its revenues and are expected to be the growth drivers for the future. Last year, Infosys added Learning Services -- a new offering that addresses business problems that require a focus on the underlying learning needs of an organization.
As part of the recent restructuring, Infosys has now realigned its organization to form six vertical industry business units and six horizontal business units that cut across the verticals. Its European business, formerly a separate division, has now been divided into the various verticals. In addition, Infosys has consolidated its consultants who were previously embedded within various verticals under one umbrella of consulting solutions. Going forward, scaling this group, which currently has some 700 people, is one of the key priorities. Says chief operating officer S.D. Shibulal: The people that we have are as competent as those in the global companies, but we do still have a long way to go in terms of the number of consultants and the number of verticals in which we have consultants.
T.V. Mohandas Pai, director and head of administration, human resources, education and research, notes that in order to build stronger relationships with customers, Infosys needs to build a more global workforce. Says Pai: Thats an area where weve had limited success until now. But that is a focus area, and it will transform this company further. At present, less than 5% of Infosyss total workforce of 91,000 is non-Indian. In the next five years, Infosys would like to increase this to 30% to 35%.
Infosys: Wanting to Be a Transformation Partner While Undergoing Its Own Transformation
Posted by : Infy_fan_alwaysTracked by: 0 Boarder
Converging Business Models
Infosyss chief financial officer, V. Balakrishnan, believes that the future will bring more intense competition between the business models of Indian IT firms and their global rivals. We have to see how these will converge and who will be able to handle the convergence better. According to Balakrishnan, as these business models converge in the next four to five years, three or four large global players will emerge in the industry including at least two from India. We have to make sure we are one of them, he says.
In anticipation of changes in the global IT industry, in November 2007 Infosys restructured its organization. A company document on the changes says: This re-organization will help us enhance the One Infy experience (offering more integrated solutions) and will, in turn, deepen our transformational capabilities. It will also help us to broaden our customer base and strengthen our current portfolio through scale benefits.
In many ways, Infosys has been transforming itself over the years. While the company started out as an applications development and maintenance firm, over time it has evolved into a full-service provider. It has been steadily adding new service lines like consulting and package implementation, business process outsourcing, infrastructure management, testing and systems integration. These now account for half its revenues and are expected to be the growth drivers for the future. Last year, Infosys added Learning Services -- a new offering that addresses business problems that require a focus on the underlying learning needs of an organization.
As part of the recent restructuring, Infosys has now realigned its organization to form six vertical industry business units and six horizontal business units that cut across the verticals. Its European business, formerly a separate division, has now been divided into the various verticals. In addition, Infosys has consolidated its consultants who were previously embedded within various verticals under one umbrella of consulting solutions. Going forward, scaling this group, which currently has some 700 people, is one of the key priorities. Says chief operating officer S.D. Shibulal: The people that we have are as competent as those in the global companies, but we do still have a long way to go in terms of the number of consultants and the number of verticals in which we have consultants.
T.V. Mohandas Pai, director and head of administration, human resources, education and research, notes that in order to build stronger relationships with customers, Infosys needs to build a more global workforce. Says Pai: Thats an area where weve had limited success until now. But that is a focus area, and it will transform this company further. At present, less than 5% of Infosyss total workforce of 91,000 is non-Indian. In the next five years, Infosys would like to increase this to 30% to 35%.
...
In reply to:
Infosys: Wanting to Be a Transformation Partner While Undergoing Its Own Transformation
Posted by : Infy_fan_always
Role of Leadership
Infosyss leadership is widely regarded as one of the companys most striking aspects and its role in shaping the organization has been written about extensively. Pratik Kumar, executive vice-president of human resources at rival Wipro, describes Infosys as a very aspirational story. This success, says Kumar, has come through its set of leaders with strong values and teamwork. Infosys is also however considered by many both within and outside the organization as being founder-led. In a move to perhaps dispel this notion and to strengthen its next generation of leaders, a few months ago Infosys constituted a new executive council and has brought more non-founders into the core management of the company.
Infosys has a lot going for it as it ventures into transformation partnering, says industry veteran Ashok Soota, chairman of MindTree, a Bangalore-based consulting firm. In order to transform the clients business one requires a huge understanding of their business and deep domain knowledge, he says. Infosys has built a lot of domain capabilities over the years and the consulting capability that they started a few years ago helps to provide an end-to-end engagement with the customers. Sudhir Sethi, chairman and managing director of venture fund IDG Ventures India, adds: I am certain that Infosys can move up the value chain to become a business transformation partner.
Other industry players, however, sound a note of caution. According to a competitor, None of us has demonstrated transformational capability in significant terms, so the jury is still out. But this is a direction in which we are all moving.
This, however, does not mean that Infosys will be active just in the transformation business. But industry observers point out that the ability to drive change for its clients could help Infosys sell more services across its portfolio, and also to win larger outsourcing deals. According to Forresters Apte, large corporations are just getting out of the trauma of their global ERP deployments and they are not really looking for massive changes. Still, he sees business transformation as a good go-to-market story for Infosys.
A key element of Infosyss strategy over the years has been building strategic boardroom relationships. Murthy and co-chairman Nandan Nilekani have built such relationships through their participation in organizations such as the World Economic Forum and the Bill Clinton Foundation. Their goal has been to engaging with boards of global institutions and Fortune 500 firms and to build the Infosys brand at the topmost management levels.
This is critical for Infosys as it competes not just with other Indian firms like TCS and Wipro but also with global players such as IBM, Accenture, CSC, HP-EDS and Capgemini. These firms not only have strong front ends with high-end consultants, domain experts and long-term client relationships, but they have also been adopting the global delivery model pioneered by Indian companies. In short, what is happening is that both the Indian offshore players and the traditional global firms are now trying to create an integrated model which has more high-end value-added services combined with the global delivery model.
Infosys: Wanting to Be a Transformation Partner While Undergoing Its Own Transformation
Posted by : Infy_fan_alwaysTracked by: 0 Boarder
Role of Leadership
Infosyss leadership is widely regarded as one of the companys most striking aspects and its role in shaping the organization has been written about extensively. Pratik Kumar, executive vice-president of human resources at rival Wipro, describes Infosys as a very aspirational story. This success, says Kumar, has come through its set of leaders with strong values and teamwork. Infosys is also however considered by many both within and outside the organization as being founder-led. In a move to perhaps dispel this notion and to strengthen its next generation of leaders, a few months ago Infosys constituted a new executive council and has brought more non-founders into the core management of the company.
Infosys has a lot going for it as it ventures into transformation partnering, says industry veteran Ashok Soota, chairman of MindTree, a Bangalore-based consulting firm. In order to transform the clients business one requires a huge understanding of their business and deep domain knowledge, he says. Infosys has built a lot of domain capabilities over the years and the consulting capability that they started a few years ago helps to provide an end-to-end engagement with the customers. Sudhir Sethi, chairman and managing director of venture fund IDG Ventures India, adds: I am certain that Infosys can move up the value chain to become a business transformation partner.
Other industry players, however, sound a note of caution. According to a competitor, None of us has demonstrated transformational capability in significant terms, so the jury is still out. But this is a direction in which we are all moving.
This, however, does not mean that Infosys will be active just in the transformation business. But industry observers point out that the ability to drive change for its clients could help Infosys sell more services across its portfolio, and also to win larger outsourcing deals. According to Forresters Apte, large corporations are just getting out of the trauma of their global ERP deployments and they are not really looking for massive changes. Still, he sees business transformation as a good go-to-market story for Infosys.
A key element of Infosyss strategy over the years has been building strategic boardroom relationships. Murthy and co-chairman Nandan Nilekani have built such relationships through their participation in organizations such as the World Economic Forum and the Bill Clinton Foundation. Their goal has been to engaging with boards of global institutions and Fortune 500 firms and to build the Infosys brand at the topmost management levels.
This is critical for Infosys as it competes not just with other Indian firms like TCS and Wipro but also with global players such as IBM, Accenture, CSC, HP-EDS and Capgemini. These firms not only have strong front ends with high-end consultants, domain experts and long-term client relationships, but they have also been adopting the global delivery model pioneered by Indian companies. In short, what is happening is that both the Indian offshore players and the traditional global firms are now trying to create an integrated model which has more high-end value-added services combined with the global delivery model....
In reply to:
Infosys: Wanting to Be a Transformation Partner While Undergoing Its Own Transformation
Posted by : Infy_fan_always
It took Indian IT giant Infosys Technologies, founded in 1981, 23 years to achieve the revenue milestone of $1 billion. The next billion came in just 23 months. Infosys recently achieved another landmark of $1 billion -- this time in net profits for the year ended March 2008.
Unlike Wipro, its competitor, which has stated its corporate goal to become one of the top 10 global IT services companies by revenues in the next three years, the $4.18 billion Infosys has not announced any such ambitions -- at least not publicly. Infosys likes to talk in more strategic terms. Says N.R. Narayana Murthy, chairman and chief mentor: Our desire is to be the trusted transformation partner for our customers.
As far as the trusted part goes, Murthy is confident that Infosys has achieved its vision of being seen as an organization with values, one that delivers on every promise of time, cost, quality and predictability. We are trusted. That is not an issue, he says. On its journey to becoming a transformation agent, however, Infosys, he says, is still in its early stages.
Transformation is about big-ticket change, and that has to be in business, it cannot be just in technology, explains Murthy. As we move forward, our desire is to enhance more and more business value for our customers through our knowledge of technology, through our domain knowledge and through our consulting experience. S. Gopalakrishnan (Kris), chief executive officer and managing director, adds: We want to be more proactive and prescriptive. We want to anticipate and identify industry problems and go with solutions even before the clients start thinking about them.
In a step towards becoming a transformational player, Infosys recently announced a big-ticket acquisition. In the largest-ever deal by an Indian IT company, Infosys is acquiring the U.K.-based Axon Group -- a SAP consulting services firm with 2,000 employees -- for some $753 million. According to Gopalakrishnan, Many of the transformation programs are leveraging technology and platforms like SAP. We expect the acquisition of Axon to strengthen our capabilities because it helps us create a much larger SAP consulting practice. It allows us to compete better for large transformational deals using the SAP platform.
Sudin Apte, a senior analyst at Forrester Research, notes that the deal marks the aspirations of top Indian firms to play a major role on the global IT services scene. They are re-building themselves as their age-old selling proposition based on low-cost, quality and process superiority gets commoditized, he says. This deal is the first yet substantial step towards building superior business transformation capability to match traditional back office services such as application development and maintenance.
Infosyss new positioning is driven by the way the role of technology has evolved in recent years. In a competitive market, customers want improved products and services faster and at lower costs. In order to meet these demands, corporations are being compelled to focus on their core competencies and are turning to outsourced technology service providers to help improve productivity, manage operations more effectively, reduce business risks, develop new products, and so on. The ability to use technology to address business and customer needs is therefore becoming a competitive advantage for corporations.
Sabyasachi Satyaprasad, senior director at offshore advisory firm NeoIT, points out that in the past, the differentiation between the top Indian IT services companies was how well they created technology solutions for their clients, but now that is becoming commoditized. Remaining ahead of the curve requires creating differentiation by deep understanding of the customers business and becoming a business restructuring partner, says Sabyasachi.
Ravi Bapna, associate professor and executive director of the Center for IT and the Networked Economy at the Indian School of Business (ISB) Hyderabad, sees Infosyss move as imperative. In order to jump to the next level, Infosys needs to start creating new IP and products, he says. The company needs to use its domain expertise and insights to solve the bigger business problems that face their clients -- such as creating seamless supply chains, integrating their customers more efficiently, etc. Bapna, who has been working closely with Infosys on some of its education and research initiatives, considers Infosyss biggest strength to be its leadership.
Infosys: Wanting to Be a Transformation Partner While Undergoing Its Own Transformation
Posted by : Infy_fan_alwaysTracked by: 0 Boarder
It took Indian IT giant Infosys Technologies, founded in 1981, 23 years to achieve the revenue milestone of $1 billion. The next billion came in just 23 months. Infosys recently achieved another landmark of $1 billion -- this time in net profits for the year ended March 2008.
Unlike Wipro, its competitor, which has stated its corporate goal to become one of the top 10 global IT services companies by revenues in the next three years, the $4.18 billion Infosys has not announced any such ambitions -- at least not publicly. Infosys likes to talk in more strategic terms. Says N.R. Narayana Murthy, chairman and chief mentor: Our desire is to be the trusted transformation partner for our customers.
As far as the trusted part goes, Murthy is confident that Infosys has achieved its vision of being seen as an organization with values, one that delivers on every promise of time, cost, quality and predictability. We are trusted. That is not an issue, he says. On its journey to becoming a transformation agent, however, Infosys, he says, is still in its early stages.
Transformation is about big-ticket change, and that has to be in business, it cannot be just in technology, explains Murthy. As we move forward, our desire is to enhance more and more business value for our customers through our knowledge of technology, through our domain knowledge and through our consulting experience. S. Gopalakrishnan (Kris), chief executive officer and managing director, adds: We want to be more proactive and prescriptive. We want to anticipate and identify industry problems and go with solutions even before the clients start thinking about them.
In a step towards becoming a transformational player, Infosys recently announced a big-ticket acquisition. In the largest-ever deal by an Indian IT company, Infosys is acquiring the U.K.-based Axon Group -- a SAP consulting services firm with 2,000 employees -- for some $753 million. According to Gopalakrishnan, Many of the transformation programs are leveraging technology and platforms like SAP. We expect the acquisition of Axon to strengthen our capabilities because it helps us create a much larger SAP consulting practice. It allows us to compete better for large transformational deals using the SAP platform.
Sudin Apte, a senior analyst at Forrester Research, notes that the deal marks the aspirations of top Indian firms to play a major role on the global IT services scene. They are re-building themselves as their age-old selling proposition based on low-cost, quality and process superiority gets commoditized, he says. This deal is the first yet substantial step towards building superior business transformation capability to match traditional back office services such as application development and maintenance.
Infosyss new positioning is driven by the way the role of technology has evolved in recent years. In a competitive market, customers want improved products and services faster and at lower costs. In order to meet these demands, corporations are being compelled to focus on their core competencies and are turning to outsourced technology service providers to help improve productivity, manage operations more effectively, reduce business risks, develop new products, and so on. The ability to use technology to address business and customer needs is therefore becoming a competitive advantage for corporations.
Sabyasachi Satyaprasad, senior director at offshore advisory firm NeoIT, points out that in the past, the differentiation between the top Indian IT services companies was how well they created technology solutions for their clients, but now that is becoming commoditized. Remaining ahead of the curve requires creating differentiation by deep understanding of the customers business and becoming a business restructuring partner, says Sabyasachi.
Ravi Bapna, associate professor and executive director of the Center for IT and the Networked Economy at the Indian School of Business (ISB) Hyderabad, sees Infosyss move as imperative. In order to jump to the next level, Infosys needs to start creating new IP and products, he says. The company needs to use its domain expertise and insights to solve the bigger business problems that face their clients -- such as creating seamless supply chains, integrating their customers more efficiently, etc. Bapna, who has been working closely with Infosys on some of its education and research initiatives, considers Infosyss biggest strength to be its leadership.
...
Infosys to touch 2100 before Q2 results.
Posted by : Infy_fan_alwaysTracked by: 0 Boarder
USD trades at 44.54
USD touched an intraday high of 44.54 and is currently trading at 44.43 per USD.
Great times for Indian IT !...
In reply to:
Infosys to touch 2100 before Q2 results.
Posted by : Infy_fan_always
Indian rupee weakens on lower stocks
* Rupee weakens tracking lower stocks
* Record high trade deficit hurts rupee sentiment (Updates to early deals)
MUMBAI, Sept 4 (Reuters) - The Indian rupee weakened on Thursday as lower stocks raised worries about foreign fund outflows and a widening trade deficit, but dealers said the central bank may step in to prop up the rupee.
At 10:40 a.m. (0510 GMT), the partially convertible rupee was at 44.43/44 per dollar, 0.1 percent weaker than 44.38/39 at close on Tuesday. It hit a near 17-month low of 44.53 in early trade.
Local currency markets were closed on Wednesday for a religious holiday.
It has been a relatively less violent day as of now, not much happening, said Naveen Raghuvanshi, an associate vice president with Development Credit Bank.
The rupee is likely to stay in a band of 44.45 to 44.65 through the day, he added.
Infosys expects explosive banking growth
Posted by : Infy_fan_alwaysTracked by: 0 Boarder
Infy, TCS: Obama is no threat
The Indian IT industry remains unfazed by the threat to outsourcing sounded by US Democratic presidential nominee Barack Obama.
Companies that ship jobs overseas will not get tax breaks, he said in his nomination address at the Denver democratic national convention last week.
Having survived the campaign of former US Democratic presidential candidate John Kerry four years ago on jobs being Bangalored because of outsourcing, head honchos of leading IT firms here say: Dont read much into what Obama said in a poll campaign. He didnt say either that firms creating jobs in America will get tax breaks.
The reference may have more to do with the loss or lack of jobs in sectors like manufacturing than IT services, Som Mittal, chairman of Indian software services trade body Nasscom, told IANS.
Though the US market remains the best bet for the Indian IT services sector, contributing over 60 per cent of the total revenue for bellwethers such as TCS, Infosys, Wipro and Satyam, Obamas passing reference against outsourcing does not rattle them as it did in the past due to changing market/industry dynamics and advent of globalisation.
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In reply to:
Infosys expects explosive banking growth
Posted by : Infy_fan_always
Israel Discount Bank Selects Infoys Finacle E-Banking Solution
Infosys Technologies, has announced that Israel Discount Bank has selected its Finacle e-banking solution.
According to Infosys, Finacle e-banking will enable the bank to leverage internet and mobile channels towards accelerating the growth of its corporate-SME and retail banking business. Finacle e-banking solution will form a key component of the banks portalisation strategy and will be offered as a portal-enabled solution on IBM technology.
Israel Discount Banks (IDBs) new business strategy to leapfrog competition in the e-banking arena triggered the modernization of its technology platform. The bank planned to use the e-banking platform to launch products and to provide enhanced customer service through the internet and mobile channels. Towards this end, the bank needed faster time-to-market for launching new features and products for its SME and retail banking operations, previously managed on software applications developed in-house. Infosys is expected to partner with Israeli technology services firm, Taldor for the implementation of the e-banking platform.
Infosys claims that Finacle e-banking solution leverages the latest technological development providing a richer and convenient user experience to the banks customers. Leveraging a proprietary context aware real-time transaction mobile middleware, the solution provides a user interface on each hand-held device and would enable the bank to offer mobile banking services in the local market. IDB corporate, retail and SME customers will be able to make enquiries and transactions through internet and mobile banking, which also includes making payments to beneficiaries and third party service providers.
Sanat Rao, vice president and head of worldwide sales for Finacle at Infosys Technologies, said: This win is a significant breakthrough for Finacle as it further consolidates our position in the fast growing EMEA region. We are delighted to partner with a progressive bank like IDB which aims to establish a position of leadership in Israel.
Infosys to touch 2100 before Q2 results.
Posted by : Infy_fan_alwaysTracked by: 0 Boarder
Indian rupee weakens on lower stocks
* Rupee weakens tracking lower stocks
* Record high trade deficit hurts rupee sentiment (Updates to early deals)
MUMBAI, Sept 4 (Reuters) - The Indian rupee weakened on Thursday as lower stocks raised worries about foreign fund outflows and a widening trade deficit, but dealers said the central bank may step in to prop up the rupee.
At 10:40 a.m. (0510 GMT), the partially convertible rupee was at 44.43/44 per dollar, 0.1 percent weaker than 44.38/39 at close on Tuesday. It hit a near 17-month low of 44.53 in early trade.
Local currency markets were closed on Wednesday for a religious holiday.
It has been a relatively less violent day as of now, not much happening, said Naveen Raghuvanshi, an associate vice president with Development Credit Bank.
The rupee is likely to stay in a band of 44.45 to 44.65 through the day, he added.
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In reply to:
Infosys to touch 2100 before Q2 results.
Posted by : Infy_fan_always
Infosys offered BT(British Telecom)s stake in Tech Mahindra
Infosys has the cash and British Telecom wants to cash out of its Indian partner Tech Mahindra. The buzz is that the Indian IT major has been offered BTs 31 per cent stake in Tech Mahindra.
The buyout could make ample sense as BT is the biggest client for Infosys with business of nearly 380 Million dollars, but lately tech Mahindra has been taking bites out of this pie causing much heartburn in Infosys which may look to hit back by picking up a stake in its rival.
When contacted Tech Mahindra denied any such possibility and Infosys is calling the news speculative but NDTV has learnt that while no banker has been given a formal mandate yet feelers are certainly being sent out.
Infy down target=1600....
Posted by : marketmanTracked by: 0 Boarder
The scrip of infosys can fall to 1600 once again.......
