Infosys Limited, India’s second largest exporter of IT services company with annual sales of $ 7000000000 and a market capitalization of nearly $ 26000000000 in 2012. The company, in Bangalore, India office had its reputation as India’s IT bellwether, whose credo was built “over-deliver and under-promise.” Over its 31-year history were Infosys and its legendary founder, NRNarayana Murthy, admired and respected throughout the management for the provision of excellence in a legal, trans … Read more »

Infosys Limited, India’s second largest exporter of IT services company with annual sales of $ 7000000000 and a market capitalization of nearly $ 26000000000 in 2012. The company, in Bangalore, India office had its reputation as India’s IT bellwether, whose credo was built “over-deliver and under-promise.” Over its 31-year history were Infosys and its legendary founder, NRNarayana Murthy, admired and respected throughout the management for the provision of excellence in a legal, ethical and transparent manner. It was one of the few software companies that recognize the value of a strong brand in the business-to-business (B2B) market and decided to take their brand to develop not through expensive advertising, but by building core values, customer confidence and the use of Murthy’s personal integrity and principles. In 2011, the company introduced its new brand positioning, Infosys 3.0. An essential part of the new brand positioning was the products, platforms and services (PPS) business, led by Sanjay Purohit. This case focuses on the efforts of the company, its brand in the U.S. market makeover amid multiple challenges.
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from
Rohit Deshpande,
Vidhya Muthuram
Source: Harvard Business School
21 pages.
Release Date: 19, October 2012. Prod #: 513003-PDF-ENG
Building brand Infosys HBR case solution

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