HomeResearch & Knowledgeback to HomeDigitalback to Research & KnowledgeThe journey to digitize tennis: Infosys (A), the pastback to Digital

Case Study

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

By Carlos Cordon and Franck Calleeuw

8 pages

October 2023

Order this case study

Reference: IMD-7-2440

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.

Learning Objective

Understand how digital technology transforms the business model of sports.
Explore different digital technologies (AI, big data…) and their impact on business.
Differentiate between a great technology and a great use of technology.

Keywords

Business to Business, Digital Transformation, Disruption, Strategy, Tennis, Analytics, Metaverse, Digital

Settings

World/global
Infosys, Information Technology, Information Technology Services, Business Management Services, Consultancy
2014-2023

Type

Field Research

Available Languages

English

Related material

Teaching note

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

The journey to digitize tennis: Infosys (A), the past
The journey to digitize tennis: Infosys (B), the present
The journey to digitize tennis: Infosys (C), the future

This case study is part of a series

The journey to digitize tennis: Infosys (A), the past
The journey to digitize tennis: Infosys (B), the present
The journey to digitize tennis: Infosys (C), the future

Keep reading

Article

Annual prognoses and corporate strategy - 2025 Trends

Why the market for new year predictions is broken and how executives can better use forecasts to discern the implications for their companies.

Future Readiness Strategy

By Simon J. Evenett

in I by IMD

Article

Meta Fact Checking Exit - Social Media

With fact-checking out and community-driven moderation in, Meta is betting big on free speech – but critics warn the move could open the floodgates for disinformation and online harm.

Business Ethics Digital Sustainability

By Öykü Işık, José Parra Moyano and Michael D. Watkins

in I by IMD

Article

Why leaders don’t engage in strategic thinking

Strategic thinking is key to success. Overcome common excuses and develop the skills to navigate change, drive innovation, and prepare for future business challenges.

Leadership Strategy

By Michael D. Watkins

in I by IMD

Case Study

Cocoacrafters: AI in the supply chain

Digital Disruption Artificial Intelligence

By Carlos Cordon, Arsen Sargasyn, Roberta Duarte, Siqi Chen and Yuvraj Mohite

Case Study

CVTrust and the Smart Certificate

Entrepreneurship Digital Venture Capital

By Benoit F. Leleux, Baldvin Kovacs, Sayat Kurmanbayev and Luigi Mirri

Article

Leadership 2025 - 5 Key Behaviors - Tania Lennon

The increasing pace of disruption and change means leaders need to cultivate behaviors that support their sustained success. From building strategic flexibility to broadening stakeholder connections, here is our expert guide to leading in an age o...

Leadership Disruption Strategy

By Tania Lennon

in I by IMD

8 January 2025

Article

How luxury brands can build strategic resilience in 2025

Officially, brands executives continue to display confidence that big luxury will shrug off the 2024 downturn as a cyclical one. They see it as the product of the combined collapse of real estate prices in China and a return to normalcy after the ...

Luxury Strategy Branding Innovation

By Stéphane J. G. Girod

in Forbes.com

3 January 2025

Article

Financial trends 2025: tighten your (safety) belts for a roller-coaster ride

Global market shifts and turbulence in 2025 mean Chief Financial Officers must take into account inflation, trade tensions and shifting regulations to ensure long-term growth

China Disruption Economics Emerging Market Future Readiness Global Business Sustainability

By Karl Schmedders

in I by IMD

Article

China and AI in 2025: What global executives must know to stay ahead

China has set a bold objective to become the global leader in AI by 2030. By 2030, AI could potentially add $600 billion to China's economy annually. The country hosted over 4,500 AI companies in 2024, representing 15% of the global total. China i...

China Global Business Digital Innovation

By Mark J. Greeven

in Forbes.com

23 December 2024

Meta Fact Checking Exit - Social Media

By Öykü Işık José Parra Moyano and Michael D. Watkins
in I by IMD

Summary

With fact-checking out and community-driven moderation in, Meta is betting big on free speech – but critics warn the move could open the floodgates for disinformation and online harm.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Business Ethics

Digital

Sustainability

Browse all topics

Cocoacrafters: AI in the supply chain

By Carlos Cordon Arsen Sargasyn Roberta Duarte Siqi Chen and Yuvraj Mohite
Case reference: IMD-7-2593 ©2024

Summary

In June 2024, at the CocoaCrafters Operating Centre, Elena Fever faced a crucial meeting with the board of directors. The discussion surrounded how to integrate Generative AI (GenAI) into the company’s supply chain strategy to enhance forecasting and simulation while maintaining ethical standards. CocoaCrafters (CC), a global confectionery leader, was renowned for its commitment to sustainable cocoa sourcing. Despite the board’s strong business acumen, they lagged on the digital agenda and for them the only success criterion was a convincing ROI. Elena’s challenges were amplified by the unknowns surrounding GenAI. Since ChatGPT’s debut, she had been urging her team to identify use cases that aligned with CC's strategic priorities and met its ethical commitments. CC’s digital transformation had begun in 2010 and was marked by phases of awareness, strategic adoption, advanced technology integration and a digital-first culture by 2020. CC’s unsuccessful blockchain project underscored the need for careful planning and ethical considerations in adopting new technologies. CC aimed to use GenAI to optimize its supply chain by forecasting cocoa yields, predicting market trends and simulating environmental impacts. However, ethical concerns about labor conditions and data manipulation persisted. Elena considered the HITL-HOTL-HOL framework for human involvement in AI decisions, reflecting on input from FMCG executives and consulting experts. Despite a lack of specific GenAI decision-making frameworks, traditional strategic basic frameworks were emphasized. Elena presented the board with strategic choices: waiting, focused phased use cases, full integration, or strategic partnerships.

Reference IMD-7-2593

Organization CocoaCrafters (Fictionalized)

Industry Consumer Goods, Food and Beverage

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Digital

Disruption

Artificial Intelligence

Browse all topics

CVTrust and the Smart Certificate

By Benoit F. Leleux Baldvin Kovacs Sayat Kurmanbayev and Luigi Mirri
Case reference: IMD-7-2611 ©2024

Summary

When the dotcom bubble burst in March 2000, this did not stop the world from going digital, but it did poke holes in the concept of trust, especially in the digital world. David Goldenberg, a Belgian entrepreneur with extensive experience in management consulting, was confronted daily with the hassles of recruiting when information about candidates could not be validated easily. Research showed that 30% to 50% of CVs contained errors, omissions or outright fraudulent claims. Could trust in the recruitment process be re-created for the benefit of all parties? The initial idea in 2010 was to develop a solution for digitally certified diplomas, and it led to the launch of CVTrust. Through a number of iterations based on feedback from early adopters, including some prestigious European business schools, the solution evolved from Smart Diploma to Smart Certificate and a full suite of fully integrated SaaS addressing the digital certification needs of all certificate-granting institutions. By 2024, CVTrust was forced to revisit its business model, competitive advantages and routes to market for a number of reasons. These included the emergence of open standards, legislation on digital certificates and an increase in digital education in the wake of the Covid-19 pandemic. Was it time to pivot again to remain relevant?

Reference IMD-7-2611

Organization CVTrust

Industry Information Technology, Information Technology Services

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Entrepreneurship

Digital

Venture Capital

Browse all topics

Leadership 2025 - 5 Key Behaviors - Tania Lennon

By Tania Lennon
in I by IMD 8 January 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Disruption

Strategy

Browse all topics

How luxury brands can build strategic resilience in 2025

By Stéphane J. G. Girod
in Forbes.com 3 January 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Luxury

Strategy

Branding

Innovation

Browse all topics

Financial trends 2025: tighten your (safety) belts for a roller-coaster ride

By Karl Schmedders
in I by IMD

Summary

Global market shifts and turbulence in 2025 mean Chief Financial Officers must take into account inflation, trade tensions and shifting regulations to ensure long-term growth

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

China

Disruption

Economics

Emerging Market

Future Readiness

Global Business

Sustainability

Browse all topics

China and AI in 2025: What global executives must know to stay ahead