Recruting Talent at Infosys

In this case,studied about Infosys which is one of the biggest IT

company in India.It was founded at 1981 in Pune,headquarters at
Bangalore.In 1987,it started international operation by Boston
sales office.By 2008,there works more than 90,000 employees in
more than 30 offices. At 1996,company founded a foundation,that
works in a variety of areas such as healthcare,arts,culture,social
activities and education.The $120 million global education centre
in Mysore,is the companys largest training centre,which is like a
modern university.The campus is run by strict rules,such as
alcohol prohibition.Participants in different classes come from
many different countries.By this case,we can learn about a big
institute & its operation.
Q1. Asses the recruitment efforts at Infosys.
A1. Recruitment efforts was very effective as, in short period of
time it expand operation with more than 90,000 employees in 30
offices.
Q2. Would you be interested in working in Infosys?
A2. Working with Infosys whom operating business in many
diverse can be very enjoyable.
Q3. Whats the advantages & disadvantages to work for a
company like Infosys?
A3. Anyone can gather lot of formal experience by working with a
big company like Infosys,but entrepreneur cant get an overall
idea to start their initiative from here.
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How companies listen to their

customers
Any company that uses market input to tweak its product
offerings is making a wise decision. In other words, being
committed to solve the customers problems and customizing
product offerings is a must. But how do companies do it. A good
starting point is identifying what customers are really trying to
achieve. A narrow-minded approach would limit a supplier to
specific products the customer is buying. A research has found
that customers quietly dump the suppliers without complaining
(TARP research has found a 1 to 26 ratio for every customer who
complains to those who do not). So it is very important to ask the
customer what they want and get their feedback on various
issues they are facing. Among many ways to listen to the
customer like surveys, standard forms, observation, interacting at
point of sale, net promoter score or via social media, a
combination of all might work to the best advantage. There is no
one best solution.
Does Apple listen to its customers?
The store managers call every detractor within 24 hours as
findings suggest that they purchase significantly more Apple
products and services than the others. An hour spent on calling
detractors was fetching more revenue with additional sales.

How HP listens to its customers?

HP researchers are also known to visit the customer location and
film the business process for a day so as to suggest how HP could
help them. HP is also known for its Day in the Life of a Customer
concept.
How Xerox listens to its customers?

Xerox conducts business live events across the country like the
Xerox Focus Forward. These events are aimed to connecting
Xerox with current and future Xerox customers and explore
opportunities. The event shows its customers how Xerox can help

Can Dell regain its

market leader position from HP?
solve real business problems.

In 2006 however, Dell faced several problems. Many customers complained

about long delays in supplies. Recall of Sony battery cells in its laptops
brought undesirable media hype to the company. Increasing discontent of
customers led to a slowdown in sales. Consequently, Dell lost its market
leadership to Hewlett-Packard Co. (HP). Industry analysts felt that, with
Dells competitors also improving their supply chains and matching Dells
direct model, the company had been losing its competitive edge. Dell will
have to bear additional costs with its foray into retail distribution thereby
minimizing its cost advantage. Besides, profit margins of Dell will drop
further since it will have to offer incentives to compete with HP in retail
stores. Though Dell spruced up its product design and range but Apple is
clearly far ahead of it. Many experts feel that such new initiatives will only
distract Dell from its supply chain operations.

This case study covers the following issues:

Examine and analyze Dells Direct model, its basic working, success
and future challenges

Typical Working of Dells Supply Chain and future supply chain

challenges

Highlights Dells evolving Supply Chain practices and strategy and

steps being taken by it to recapture its lost market leader position

Operational Secrecy Innovating in

secret
Product launch events or major announcements at developer
conferences are not something new. The surprise element at
these events is critical and viewed as powerful to brand strategy.
A new product feature or information is something all companies
try to protect from being leaked. Accordingly, many companies
use operational secrecy as a strategy, limited not just to its
communications department but as integral to its corporate
culture. The secrecy helps develop trust in the team and
fellowship among employees. Companies have internal security
teams and employees can even be fired for leaking information.
Some companies have gone so far as to spreading disinformation
about product plans to its own employees. When Apples iPod was
launched, its own employees were as surprised as all others.Many
corporate governance experts view hiding information as lack of
transparency in not disclosing information to the marketplace or
stakeholders. But companies especially in the technology industry
like Apple, Nokia and Google are getting a reputation for nondisclosure of their next innovation. They have built fanatic
consumer loyalty and enjoy a high level of profitability with high
volumes by avoiding me-too products.
Apples private supply chain
When Jobs walked out with an envelope in hand during an Apple keynote, not many
suspected that it would contain the ultra-thin MacBook Air. The surprise and wow on
the faces of the audience was a moment to capture. Apple is reportedly working on
the iWatch and could also announce Apple Television in future.

Nikes secret labs

Reportedly, Nike has a secretive lab at its headquarters in Oregon known as the
Sparq performance center. Other Nikes mysterious R&D labs are Zoo and the
Innovation Kitchen. The idea behind such secretive labs is simple. Nike does not
want details of its R&D leaked out.
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Googles secret projects

Google also has its well-known Google X lab to work on secret projects like space
elevators, driver-less cars and Google Glass. Though the projects are not secret
anymore with the company releasing information via various channels, the idea is to
fuel public perception and foster an internal culture. But you just might not know
the next big idea coming out of the secret lab.

H&Ms Low-Cost, High-Fashion Supply

Chain
The focus of this case study is the supply chain of fast-fashion
giant, H&M. H&M the worlds third-largest retailer by sales has
grown into a profitable force in the global apparel market by
offering clothing that is seen as both fashionable and reasonably
priced. This case discusses the supply chain management
practices of H&M and how it responds quickly to changing
fashion trends by renewing its lines. H&Ms logistics, inventory
management process, design collaborations, sales channels,
online branding and best price strategy are briefly covered.
Reduced time to market
Photos of fashion shows are available online immediately after
a show. This has enabled fast-fashion retailers like Topshop and
H&M to cut the time span between catwalk and store. Designs
of luxury brands can be interpreted to the general public
quicker than before. Earlier, it took months for retailers to
interpret designs by luxury labels for the general public. Many
designers feel that this has led to shoppers desiring for
frequent refreshing of stock.
Total Stores & Expansion:
As of Aug. 31 2011, H&M had 2,325 stores. H&M plans to
expand in China, the U.K., U.S. and Germany. (Update: Feb 24,
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2012 H&M has 2, 500 stores in 43 countries with revenues of

around $19 billion. It has approx. 94,000 employees. H&M
sources 75% of its products from Asia.
H&M Top Management:
In 2009, at the age of 34, Karl-Johan Persson took over as CEO
from father. His father became the Chairman of the company.