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IBM

Strategic Management
by

Sarah Kipp

on 8 May 2014

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Transcript of IBM

1890
Punch Cards and
Mechanical Calculating
1896
Founded as Computing- Tabulating- Recording Company
IBM and the Emerging Cloud-Computing Industry
Strategic Management
Murcia,
May 9th, 2014
Anna-Lena Alfs, Andrea Erhard, Angeline Frank, Johanna Kveton, Sarah Kipp, Alina Neuhaus
- International Business Machines Corporation
- Founded 1896 as Tabulating Machine Company
IBM

Company Presentation

IBM - Timeline
INDUSTRY DEVELOPMENTS
1924
Renaming:
International Business Machines Corporation IBM
1950
IBM is chef contractor for U.S. Air Forces's automated defense system
1960s
IBM is the largest of eight computer companies with 70 % market share
1970s
New companies enter the market but IBM remains market leader

building most of the components in-house
1981
Personal Computers
1994
The Internet
T
I
M
E
L
I
N
E

DEFINITION OF
CLOUD COMPUTING

Essential Characteristics
Service Models
Deployment Models
Model for enabling convenient, on-demand network access to a shared pool of configurable computing resources (e.g. networks, storage, applications and services)
On-demand selfservice
Borad network access
Resource pooling (multiple users)
Rapid elasticity
Measured service
Cloud Software-as-a-Service
Cloud Platform-as-a-Service
Cloud Infrastructure-as-a-Service
Community Cloud
Private Cloud
Public Cloud
Hybrid Cloud
1997
massive advertising and marketing campaign

> push e-business

> shift in business models
2003
Samuel J. Palmisano became CEO
Current Strategy Analysis
International Strategy
First: multinational with worldwide operations
Then: global enterprise with centers of expertise

Implementation of Strategies
Experiment with new technology
Offer everything:
Software
Hardware
Customized service


Current Strategy Analysis
Corporate Level Strategy (Diversification)
Remain „Reference Point“ in IT industry
Find a strategic partner (Google)
Acquire small specialised companies to create
an ecosystem of partners
Increase efficiency
Change the strategy from being generalist to specialist
Segmentate customers and concentrate on target groups


Current Strategy Analysis
Business Level Strategy (Product / Market Positioning)
Market development
Communicate message of clouds and their advantages
Make users aware of possibilities of clouds
Attract customers with this and services
Go slowly into the market



Product development
Set standards: New programm for cloud security and interoperability
Create integrated solutions
Strategy Analysis
The
San
Palmisano
Era
2002
and 10 billion for a program to develop infrastructure technology to provide supercomputer-level resources "on demand" to all businesses
2005
market flattend, selling IBM's PC division to Lenovo
("Software had to play a bigger role")
2009
cut of 5,000 jobs from its US global services unit
--> transferring to India
Very complex and costly value chains

2005: 3,4 trillion $ spent on supply chains

Measures:
Supply Chain Management outsourcing by forming the following groups:
Sales & Distribution Group
Global Business Services Group
Global Technology Services Group
Software Group
Systems & Technology Group
Integrated Operations Group
Innovation & Technology Group
Business Partnerships with important SCM solution providers
Value Chain Analysis
Valuable
Leading in Competition
Innovativeness
Quality
VRIO Analysis
Investments in high-growth opportunities

Technologies wich make revolutionary changes in the business world

Very large, flexible service system

Products used in almost 95% of the Top 1000 companies of wall street
Capabilities & Competencies
329 000 Employees in 170 countries

World‘s largest IT company

2005: Revenue 91 Billion $
Resources
Internal Analysis
Rare
Not the only established IT provider;
Powerful competitors: HP, Cap Gemini etc.
Inimitable
Quality
Revolutionary Technology
Supply Chain
Organized
Performance Analysis
External Analysis
Competitive Environment
Bargaining Power of Suppliers
High cost of switching to substitutes
Piracy
Open Source Software
Substitute has lower performance
Substantial product differentiation

Threat of New Competitors
High capital requirements
High sunk costs limit competition
Strong brand names are important
Advanced technologies are required
Industry requires economies of scale
Patents limit new competition
Customers are loyal to existing brands
High switching costs for customers
Porters five forces
Bargaining Power of Suppliers
Inputs have little impact on costs
Large number of substitute inputs

Bargaining Power of Costumers
Buyers require special customization
Large number of customers
Product is important to customer
Low dependency on distributors

Intensity of Existing Competition
Large industry size
Porters five forces
Porters five forces
Bargaining Power
of Customers
Intensity of
Existing Rivalry
Threat of
New Competitors
Threat of Substitutes
Bargaining Power of Suppliers
Analysis
Thank you for your attention!

Any Questions?
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