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Harvard Case - The journey to digitize tennis: Infosys (A), the past

"The journey to digitize tennis: Infosys (A), the past" Harvard business case study is written by Carlos Cordon, Franck Calleeuw. It deals with the challenges in the field of Strategy. The case study is 8 page(s) long and it was first published on : Apr 3, 2023

At Fern Fort University, we recommend Infosys to leverage its existing strengths in technology and analytics to develop a comprehensive digital transformation strategy for the tennis industry. This strategy should focus on enhancing the fan experience, improving player performance, and creating new revenue streams through innovative digital solutions.

2. Background

This case study explores the journey of Infosys, a leading global technology consulting company, as it navigates the digitization of the tennis industry. The case highlights the challenges and opportunities presented by technological advancements, particularly in the realm of data analytics and artificial intelligence (AI).

The main protagonists in the case are:

  • Infosys: A technology consulting company seeking to leverage its expertise to transform the tennis industry.
  • The International Tennis Federation (ITF): The governing body of tennis, seeking to modernize its operations and enhance the fan experience.
  • Tennis players and coaches: Looking for innovative solutions to improve performance and gain a competitive edge.

3. Analysis of the Case Study

Industry Analysis:

  • Porter's Five Forces: The tennis industry faces moderate competitive rivalry due to the presence of established players like the ATP and WTA tours. The threat of new entrants is low due to high barriers to entry, including significant infrastructure costs and established player networks. The bargaining power of buyers (fans) is moderate, as they have multiple options for consuming tennis content. The bargaining power of suppliers (players and coaches) is high, as they hold unique skills and talent. The threat of substitutes is moderate, as alternative sports and entertainment options exist.
  • SWOT Analysis:
    • Strengths: Infosys possesses strong technological capabilities, a global presence, and a proven track record in digital transformation.
    • Weaknesses: Limited experience within the sports industry and potential challenges in adapting to the specific needs of tennis.
    • Opportunities: The tennis industry is ripe for digital transformation, with opportunities to enhance fan engagement, improve player performance, and create new revenue streams.
    • Threats: Competition from other technology companies, potential resistance to change from traditional stakeholders, and the need to navigate complex data privacy regulations.

Competitive Strategy:

  • Infosys's competitive advantage: Infosys can leverage its expertise in technology and analytics to offer unique solutions that address the specific needs of the tennis industry. This includes data-driven insights for player performance, fan engagement platforms, and innovative revenue generation models.
  • Disruptive innovation: Infosys can introduce disruptive innovations like AI-powered coaching tools, virtual reality simulations, and personalized fan experiences, potentially disrupting the traditional ways of playing and consuming tennis.

Value Chain:

  • Infosys's value chain: Infosys can create value by optimizing the entire tennis value chain, from player development to fan engagement. This includes improving player training through data analytics, enhancing fan experiences through interactive platforms, and streamlining operations through efficient IT management.

Business Model Innovation:

  • New revenue streams: Infosys can help the tennis industry generate new revenue streams by exploring digital advertising, subscription services, and personalized content delivery. This can be achieved through innovative platforms that connect fans with players, coaches, and sponsors.

4. Recommendations

1. Develop a comprehensive digital transformation strategy:

  • Focus: Enhance fan experience, improve player performance, and create new revenue streams.
  • Key elements:
    • Data analytics platform: Develop a centralized data platform to collect and analyze player performance data, fan demographics, and other relevant information.
    • Fan engagement platform: Create a user-friendly platform that offers personalized content, live streaming, interactive features, and social media integration.
    • Player performance enhancement tools: Develop AI-powered coaching tools, virtual reality simulations, and data-driven insights to optimize player training and performance.
    • New revenue generation models: Explore digital advertising, subscription services, and personalized content delivery to create new revenue streams.

2. Collaborate with key stakeholders:

  • ITF: Work closely with the ITF to understand their strategic goals and align the digital transformation strategy with their vision for the future of tennis.
  • Players and coaches: Engage with players and coaches to understand their needs and incorporate their feedback into the development of digital solutions.
  • Sponsors: Partner with sponsors to create innovative marketing campaigns and leverage digital platforms to reach new audiences.

3. Leverage Infosys's core competencies:

  • Technology and analytics: Utilize Infosys's expertise in data analytics, cloud computing, and AI to develop cutting-edge solutions for the tennis industry.
  • Global reach: Leverage Infosys's global presence to expand the reach of digital initiatives and connect with fans and players worldwide.
  • Domain expertise: Develop a team of experts with specific knowledge of the tennis industry to ensure that digital solutions are tailored to the unique needs of the sport.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: Infosys's core competencies in technology and analytics align with the need for digital transformation in the tennis industry. This aligns with Infosys's mission to help clients leverage technology for business growth.
  • External customers and internal clients: The recommendations address the needs of external customers (fans) and internal clients (players, coaches, and the ITF) by providing innovative solutions that enhance their experiences and improve their performance.
  • Competitors: The recommendations aim to differentiate Infosys from competitors by offering unique solutions that leverage the company's expertise in data analytics and AI.
  • Attractiveness ' quantitative measures: The recommendations are expected to generate significant value for the tennis industry through increased fan engagement, improved player performance, and new revenue streams.

6. Conclusion

Infosys has a unique opportunity to become a leader in the digitization of the tennis industry. By leveraging its expertise in technology and analytics, the company can develop innovative solutions that enhance the fan experience, improve player performance, and create new revenue streams. This will not only benefit the tennis industry but also solidify Infosys's position as a leading technology consulting company.

7. Discussion

Alternatives:

  • Limited scope digital transformation: Infosys could focus on a limited scope digital transformation, such as developing a fan engagement platform or a player performance analytics tool. However, this approach may not be as impactful as a comprehensive strategy that addresses the entire value chain.
  • Partnership with existing technology companies: Infosys could partner with existing technology companies to develop digital solutions for the tennis industry. However, this approach may limit Infosys's control over the development and implementation of solutions.

Risks:

  • Resistance to change: Traditional stakeholders within the tennis industry may resist the adoption of new technologies.
  • Data privacy concerns: Collecting and analyzing player and fan data raises concerns about privacy and security.
  • Competition: Other technology companies may enter the market and compete with Infosys.

Key assumptions:

  • The tennis industry is receptive to digital transformation.
  • Infosys can develop innovative digital solutions that meet the specific needs of the tennis industry.
  • Infosys can successfully navigate data privacy regulations.

8. Next Steps

  • Develop a detailed digital transformation strategy: This should include specific goals, timelines, and resource allocation.
  • Build a team of experts: Assemble a team with expertise in technology, data analytics, and the tennis industry.
  • Engage with key stakeholders: Establish communication channels and build relationships with the ITF, players, coaches, and sponsors.
  • Pilot test digital solutions: Conduct pilot tests to validate the effectiveness of proposed solutions and gather feedback from users.
  • Scale up digital initiatives: Once pilot tests are successful, scale up digital initiatives to reach a wider audience.

By following these steps, Infosys can successfully navigate the journey to digitize tennis and create a lasting impact on the sport.

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Case Description

Case A explores the transformative role of data analytics in the sports industry through the lens of Infosys, an innovative tech company. Infosys aims to showcase its AI and analytics expertise by partnering with the Association of Tennis Professionals (ATP). Recognizing the potential of data to reshape the experience of fans and to advance the business of tennis, Infosys strategically selects tennis as its focus. By becoming the official Digital Innovation Partner for the ATP, Infosys aims to enhance fan engagement, aid players and coaches, and transform tennis through data-driven insights. The ATP, which governs men's professional tennis, operates within a multifaceted business model reliant on data to drive engagement and revenue. In its quest for a technological partner, ATP aligns with Infosys to tap into its expertise. Leveraging ATP's data repository, Infosys revamps the player zone app, creating a versatile hub for players and coaches. The case underscores the power of data-driven decision making and its potential to redefine the sports landscape.

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