Professional Documents
Culture Documents
A presentation for the course BA291 (Business Policy), Master in Business Management.
Graphics are courtesy of IBM Corporate web site http://www.ibm.com/us/
Preface
Analyses were based on the given facts of the case (c.1994), although when applicable recent data and events were taken into account. An analysis of IBMs Mission Statement of 2004 was made, instead of creating a new one. Internal and External Audit are based on the IBMs guidelines and other readings. Actual Financial Statements for the years 20002005. Instead of a projection for 1994-2000, an analysis is made between 1994 versus 2005.
Data Source: IBM Corporate: http://www.ibm.com/us/
Preface
Analyses were based on the given facts of the case (c.1994), although when applicable recent data and events were taken into account. An analysis of IBMs Mission Statement of 2004 was made, instead of creating a new one. Internal and External Audit are based on the IBMs guidelines and other readings. Actual Financial Statements for the years 20002005. Instead of a projection for 1994-2000, an analysis is made between 1994 versus 2005.
IBM Center for e-business Innovation
Data Source: IBM Corporate: http://www.ibm.com/us/
Corporate Profile
New Orchard Road, Armonk, New York, U.S.A. Industry: Information Technology Sector: Diversified Computer Systems Rankings: Fortune500 Apr 17 2006: 10th overall FT Global 500: 13th overall Dow Jones: Global Titans (Industrial) S&P 500 Listed IDC: No.1 in 2Q 2006 external disk storage. Global Impact: Celebrated 25th anniversary of IBM 5150, the $1,565 16K-memory PC developed by Don Estridge, the "father of the IBM PC, debuted on 12 Aug 1981.
Data Source: IBM Corporate: http://www.ibm.com/us/
Business Operations
IBM delivers on demand solutions through the following business segments: Hardware products like Servers, Storage, Personal systems, Printing systems and Retail store solutions Software Connect operating systems, business processes, and applications seamlessly. Research Innovative technologies that produce leading-edge solutions.
Data Source: IBM Corporate: http://www.ibm.com/us/
Corporate Segments
Global Services Strategic Outsourcing. Business Consulting Services, Integrated Technology Services, Business Performance Management, Center for Business Optimization, On Demand Innovation Services, Application Management Services, e-Business Hosting Services, Hardware maintenance. Hardware Servers, Storage, Microelectronics, Engineering & Technology Services, Printer Systems, Retail Store Solutions. Software Middleware (WebSphere, IM, Lotus, Tivoli, Rational), Operating Systems.
Data Source: IBM Corporate: http://www.ibm.com/us/
Corporate Segments
Global Financing Client Financing, Commercial Financing, Remarketing. Enterprise Investment Product Lifecycle Management, Document Processing Technology. IBMs Worldwide Organizations Sales & Distribution, Research, Development and Intellectual Property, Integrated Supply Chain Corporate HQ Corporate Legal, Global Skills Marketplace, Information Technology Real Estate Site Operations
Data Source: IBM Corporate: http://www.ibm.com/us/
Geographical Operations
Americas U.S. revenues grew 3%, Canada grew 7% and Latin America grew 11%. in 2005. Europe/M.E./Africa Revenues in U.K. 7%; France 2%; and Spain 5%, while Germany and Italy declined 6% and 7%. Asia Pacific Declined 5% in 2005 versus 2004. Japan & China revenue grew 8% and ASEAN revenue grew 20%, led by India (55%). OEM Revenue increased in 2005 versus 2004 primarily due to improved manufacturing yields for game processors.
Data Source: IBM Corporate: http://www.ibm.com/us/
IBMs Vision
The last thing IBM needs right now is a vision. . . . I want to stay away from abstractions and deal with the marketplace. Our mission is to be the most successful information technology company in the world. O.K., you want a vision statement? Fine, you got it, now lets go back to work.
CEO Louis Gerstner, Jr.
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Yes Presumed by word lead. Based on IBMs New Industry Model. No No Mentioned in 2005s IBMs Business Model Mentioned in 2005s IBMs Business Model and Business Conduct Guidelines.
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Business Values
Dedication to every client's success Innovation that matters, for our company and for the world Trust and personal responsibility in all relationships.
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Long-Term Objectives
Long-Term Objectives
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Corporate Culture
Respect for the Individual, for his rights and dignity. Service to the Customer. Excellence Must be a Way of Life. Managers Must Lead Effectively. Obligations to Stockholders Fair Deal for the Supplier. Good Corporate Citizenship
Ibm.swf
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Product Development, e.g. open technology. Market Development, e.g. Business Transformation Services, ServiceOriented Architecture.
Data Source: IBM Corporate: http://www.ibm.com/us/
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A+ A-1
A1 Prime-1
AAF1
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More U.S. patents than any other company for the thirteenth consecutive year in 2005.
With 3,248 patents earned in 2004 2000-2005: received more than 13,000 patents -approximately 5,400 more than any other patent recipient.
Data Source: IBM Corporate: http://www.ibm.com/us/
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More U.S. patents than any other company for the thirteenth consecutive year in 2005.
With 3,248 patents earned in 2004 2000-2005: received more than 13,000 patents -approximately 5,400 more than any other patent recipient.
Data Source: IBM Corporate: http://www.ibm.com/us/
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Competitors Pitch
Invention that makes a difference.
Invent
Information on Demand
Business on Demand
Data Source: IBM Corporate: http://www.ibm.com/us/
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Source: Steve LaBelle and Brian Scheld (2004). CRM done right: executive handbook for realizing the value of CRM, IBM Business Consulting Services, IBM Corporation, pp. 1-34.
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Computer Internet Penetration Hardware Commoditization Technological Development Computer Transformational Services Services Growing Security Threat Data Protection
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Michael E. Daniels
Senior VP, Global Technology Services, IBM Global Services
Nicholas M. Donofrio
Executive Vice President Innovation and Technology
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Year
Source: World Bank, CRU Forecast Data Source: IBM Corporate: http://www.ibm.com/us/
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Europe
Dublin, Ireland Vac, Hungary Montpellier, France
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Asia Pacific
Shenzhen, China Singapore
Europe
Dublin, Ireland Vac, Hungary Montpellier, France
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Navi Radjou, (2005) IBM Transforms Its Supply Chain To Drive Growth, March 24 2005.
Data Source: IBM Corporate: http://www.ibm.com/us/
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Matching Stage
TOWS Matrix
S-O Strategies W-O Strategies S-T Strategies W-T Strategies
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TOWS/SWOT Matrix
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% Industry Sales Growth Rate, three-year average IBM Data based on 2005 Annual Report
Data Source: IBM Corporate: http://www.ibm.com/us/
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% Industry Sales Growth Rate, three-year average IBM Data based on 2005 Annual Report
Data Source: IBM Corporate: http://www.ibm.com/us/
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IBMs IE Matrix
IE Matrix per IBMs Segments
Note: IFE and EFE weighted scores per segment are based on respective, i.e., different factors than IBM as a firm
Data Source: IBM Corporate: http://www.ibm.com/us/
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IBMs IE Matrix
IE Matrix per IBMs Segments
Note: IFE and EFE weighted scores per segment are based on respective, i.e., different factors than IBM as a firm
Data Source: IBM Corporate: http://www.ibm.com/us/
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IBMs IE Matrix
IE Matrix per IBMs Segments
Note: IFE and EFE weighted scores per segment are based on respective, i.e., different factors than IBM as a firm
Data Source: IBM Corporate: http://www.ibm.com/us/
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Short-Term Recommendations
Capitalize on technological, business and social trends and the need of enterprises to innovate in addressing those trends; Maintain market-share leadership in systems, middleware software and services, as a platform to drive growth; Focus investment and resources on emerging growth areas, including Business Performance Transformation Services and emerging countries;
Data Source: IBM Corporate: http://www.ibm.com/us/
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Short-Term Recommendations
Continue IBMs global integration for productivity gains and higher value in service delivery; Further IBMs leadership in innovation initiatives, advanced semiconductor design and development, collaborative intellectual capital, business process expertise and integration, and advanced supercomputing systems; Acquire businesses that contribute strategically to its portfolio, and exit those that no longer support its strategy for innovation and higher value.
Data Source: IBM Corporate: http://www.ibm.com/us/
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Long-Term Recommendations
Monitor economic environment and corporate spending budgets. Leverage internal business transformation and global integration initiatives. Spearhead innovation initiatives. Push for open standards. Continue investing in growth opportunities.
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