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Infosys Technologies
United Green Farmland, Chennai
Posted by :
sinhabp30Tracked by: 0 Boarder
United Green Farmland Pvt. Ltd.
Dear Investors,
if you have purchased a plot at Banglore during 1995-96-97, from UGF Chennai and still you have not got yr plot, please contact me by email:
sinhabp30@rediffmail.com
...
Axon EGM in Oct likely for shareholder OK to Infosys\' buyout offer
Posted by :
9975797577Tracked by: 0 Boarder
Axon Group of UK, which Infosys Technologies Ltd plans to acquire, will likely hold an extraordinary general meeting in October to seek shareholders\' approval for the buyout. ...
infosys trend is looking bullish
Posted by : TradeMoreTracked by: 0 Boarder
The short term trend is looking bullish and it can go 1900 in near term it needs to sustain above 1700. if 1700 breaks then it may slide towards 1610.
TradeMore...
Infy may not fall below 1500 in 2008....
Posted by : marketmanTracked by: 0 Boarder
Dear novice,infy will continue to maintain its topline figure in another few years even though there is shut down of many financial companies in US.... now the company is concentrating on outside US,that is very positive signal.... yes, as you said the bottomline growth may not be possible as the company has to go for aggressive marketing methods to penetrate into new markets.... so the margins will be under pressure,it has to stic to 15-20% margins in coming terms....
The main advantage for indian IT or export companies is weaker rupee,if the rupee srenghtens to its fair value of 30 against dollar in coming years.... as long as rupee presses down to lower levels intentionally,these IT companies will continue to enjoy by paying higher salaries.......
In reply to:
Infy may not fall below 1500 in 2008....
Posted by : novice1000
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 
It will touch 1550.
Posted by : GuestTracked by: 0 Boarder
any time frame for this stock to touch 1550/- as i am waiting to buy the stock at that lavel.
deepak...
In reply to:
It will touch 1550.
Posted by :
fekamfaak
It will touch 1550 soon but difficult to go below that 1500.
It will touch 1550.
Posted by : GuestTracked by: 0 Boarder
Impossible to go to 1550. 1700 Rs is strong support. Next target id 1876 Rs by next weekend. Happy Investing....
In reply to:
It will touch 1550.
Posted by : fekamfaak
It will touch 1550 soon but difficult to go below that 1500.
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.
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