We’ve made video-powered AI-driven analytics available within the ATP app itself, so it’s not accessible only to the top players in the world who can afford to spend on that level of analysis. It’s actually democratized to all the players across the tour who can just go on to the app and customize the content if they want to see how they compete against a specific player.
We have a lot of our clients who are witnessing that capability in action at Roland-Garros, while they’re consuming this, it ends up becoming a very credible and powerful story of an AI use case in action.
With these events functioning as testing grounds for Infosys technology that white papers and case studies can’t provide, how important have they become for marketing products to clients?
When we decided to venture into partnerships and sponsorships about seven or eight years ago, we were very clear that we are not in the business of brand slapping. We are in the business of only getting into partnerships where we can use the capability of Infosys to credibly enhance the experience of the partnership for its stakeholders.
Whether it’s the ATP and what we do for the tennis community, whether it’s Madison Square Garden and what we do for the stadium or for the Knicks and the Rangers, whether it’s partnerships with the big publications around the world—The Economist, the Financial Times, Bloomberg or the Wall Street Journal—each and every one of these partnerships have been designed with the intent that they end up becoming platforms to showcase the Infosys brand.
But more importantly, they become great platforms to showcase the future Infosys capability in action and to realize the Infosys promise of navigating the next. At the end of the day, we are going to help each of these partners discover and realize their “next” by leveraging the Infosys tech.
Your partnerships tend to focus on higher-end events and publications. Did Infosys AI learn something about the company’s intended marketing audience, or is another strategy at work?
In this case, possibly, human intelligence trumped artificial intelligence early on.
What informed our strategy were three different pillars. One was the decision makers of our business, the profile of those decision makers of our business, where they tend to gravitate and what they get excited by. The kind of publications we have chosen are the ones that are read by the C-suite actively to consume information.
The second dimension of our choice was the market. About 85% or 90% of our business comes from the U.S. and Europe and therefore it was important to be able to handpick partnerships that have an opportunity for us to be actively present, and activate platforms in these markets to be able to connect with a target group we cared about.