Caso Infosys Consulting

In: Business and Management

Submitted By Shaul265
Words 3856
Pages 16

En este caso se analiza la disyuntiva que presenta la empresa Infosys Consulting (ICI), subsidiaria de Infosys Technologies, al momento de decidir qué acciones estratégicas debe adoptar para posicionarse en el mercado de la consultoría en el desarrollo de soluciones tecnológicas a nivel mundial. El crecimiento de Infosys se llevó a cabo principalmente a través de nuevos contratos, adquisiciones de pequeños proveedores de servicios de Tecnologías de la información (TI) y alianzas estratégicas.

En el 2006 Infosys se convierte un líder mundial, el cual es considerado como la próxima generación de servicios de TI por diferentes organismos. El Business World la califica por 4ta. vez como la empresa más respetada en la India. Se ubica entre las primeras empresas en el mundo para ser certificada en CMMI nivel 5

Actores principales.
• Managing Directors: Steve Pratt, Paul Cole, Romil Bahl, Raj Joshi, Ming Tsai
• Infosys Technologies.
• Infosys Consulting.
• IBM, Accenture, TCS, Wipro y otras empresas del ramo a nivel mundial que realizan los procesos de consultorÍa y desarrollo de soluciones a off-shore y on-shore.

II. Situación de la empresa

En el año de 1990 los servicios de tecnologías de información comenzaron a evolucionar hacia servicios globales, adquiriendo así, el desarrollo de aplicaciones y mantenimiento por empresas de E.U., externalizando sus procesos por medio del outsourcing en los años 1990 y 1993. De ésta manera las compañías de E.U. fueron obteniendo la confianza de las compañías indias, pues ofrecen servicios de alta calidad a precios más bajos. Infosys Technologies al ser una empresa India y no poder ofrecer nuevas ventajas competitivas frente a competidores E.U., comenzó a expandirse mediante la creación de líneas de servicio. Para lo cual uno de sus principales objetivos era incrementar sus…...

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