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IBM/Lenovo Case Study, 2007.
An in-depth analysis of the IBM and Lenovo merger.
2,358 words (approx. 9.4 pages), 6 sources, MLA, £ 51.95
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Abstract
The paper explores the IBM and Lenovo merger and analyzes problems and opportunities that the merged company faces. The paper explains that with an acquisition of this magnitude, there are sure to be challenges and risks with integrating both companies together. To organize all components of this analysis, the paper concludes with a strengths, weaknesses, opportunities and threats (SWOT) analysis. Finally, the paper evaluates how Lenovo will have to deal with the issues of price, promotion and place.
Outline:
IBM and Lenovo Pre-Acquisition
Analyzing the Acquisition from a Marketing Perspective
SWOT Analysis of Lenovo post-merger
Lenovo Post-Acquisition Marketing Mix Analysis
From the Paper
"In comparing the history of both companies, there are many parallels that emerge specifically from IBM's PC Division on the one hand, and the rapidly expanding manufacturing and selling expertise of Lenovo throughout China, India, and Russia according to Hamm, Roberts, and Lee (2005). The first and most obvious is the variation in business models that the PC Division had relative to the many other divisions of IBM, namely a focus on services revenues and margins being typically higher than product revenue (IBM Financial Analysis, 2001)."
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IBM and Lenovo, 2007.
A comparative analysis of the companies IBM and Lenovo.
2,358 words (approx. 9.4 pages), 5 sources, MLA, £ 51.95
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Abstract
The goals of this paper are to describe IBM and Lenovo as two separate entities prior to their merger and then trace the factors that led to their merging. In analyzing this merger, the factors or components that were part of the planned effort, as well as those that were unanticipated, are discussed. In addition, this analysis sheds light on problems and opportunities that the merged company faces. The entire paper's analysis is presented from the perspective of the market mix on one side, and the directions of the markets Lenovo is entering globally on the other. With an acquisition of this magnitude there are sure to be challenges and risks of integrating both companies together. To organize all components of this analysis, the paper concludes with a strengths, weaknesses, opportunities and threats (SWOT) analysis.
Outline:
IBM and Lenovo Pre-Acquisition
Analyzing the Acquisition from a Marketing Perspective
SWOT Analysis of Lenovo Post-Merger
Lenovo Post-Acquisition Marketing Mix Analysis
From the Paper
"In comparing the history of both companies, there are many parallels that emerge specifically from IBM's PC Division on the one hand, and the rapidly expanding manufacturing and selling expertise of Lenovo throughout China, India, and Russia according to Hamm, Roberts, and Lee (2005). The first and most obvious is the variation in business models that the PC Division had relative to the many other divisions of IBM, namely a focus on services revenues and margins being typically higher than product revenue (IBM Financial Analysis, 2001). Second, the pricing strategies inside IBM have favored a premium price for high performance in everything from minicomputers to mainframes and all the products in between. "
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Merger of IBM and Lenovo, 2008.
A discussion of the problems and opportunities that IBM and Lenovo face with their merger.
1,200 words (approx. 4.8 pages), 7 sources, MLA, £ 29.95
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Abstract
This paper describes IBM and Lenovo as two entities prior to their merger and then traces the factors that led to their merging. The paper then describes problems and opportunities that the merged company faces and discusses them, placing particular emphasis on the interplay between marketing mix possibilities on one side and the directions that the market has been evolving on the other side.
From the Paper
"IBM initial intentions were to sell the PC business outright; nonetheless, it ended up keeping about 14% of the new business entity. The new company invited the former IBM PC division head, Mr. Stephen Ward, to become the chief executive.[3] More than 10000 former IBM employees will move to Lenovo and IBM will continue to offer Lenovo product to its customers and its business partners.[2]
"As part of the global restructuring Lenovo will operate two divisions - Lenovo International, which is essentially the old IBM PC business, and Lenovo China, the company's Chinese business. [2] Nonetheless the single headquarters will remain in New York to show the world that the Lenovo is a global company, despite the initial resistance from the Chinese executives citing the national pride. [3]"
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The IBM Computer Business, 2005.
This paper is an extensive discussion of the history of the IBM computer business and its future.
7,715 words (approx. 30.9 pages), 22 sources, APA, £ 119.95
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Abstract
This paper explains that, during the 1960s, IBM entered the computer field with a technological impressiveness 'mini super computer', into a market dominated by Apple Computer Inc. and Tandy Corporation's Radio Shack Division. The author points out that, due to wrong strategic choices, IBM's share in the personal computer market had been eroding until finally, in 2005, IBM had to exit the business by selling out to Lenovo, which is a Chinese company, getting a share of the equity in return. The paper states that today, the most important question in the industry is whether or not the Chinese Lenovo will be able to succeed in the personal computer market in the same way that IBM did years ago.
From the Paper
"In addition, it is facing mounting threats and challenges from the various other competitors in the market, and several analysts have in fact been issuing warnings to the company about this. Gartner has warned that they would be forced to launch a campaign in which significant 'cost cutting' methods would be analyzed and implemented, so that they would be able to face the growing threats from Dell and from IBM, and Lenovo, with some ease. Today, HP is one of the leading manufacturers of IT hardware in the world, and its sales figures show that in the first quarter of the year 2005, it had sales of about $13.5 billions. However, state experts, this may not be sufficient enough for Hewlett Packard to be able to keep up its current position of unchallenged leader, and it may have to step down for its competitors."
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IBM, 2005.
This paper reviews and analyzes the leadership styles of the various leaders and CEOs of the IBM Company from Thomas J. Watson Sr. in 1914 and up to its current CEO Samuel J. Palmisano.
1,758 words (approx. 7.0 pages), 6 sources, MLA, £ 39.95
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Abstract
This paper details and examines the leadership, history, vision, values and general business practices of the IBM Company. This paper traces the origins of the IBM Company back to 1880s and not 1911 as is commonly thought. This paper provides a comprehensive profile of IBM's present CEO Samuel J. Palmisano while focusing on his leadership style and numerous accomplishments throughout his career. This paper discusses the previous leaders at IBM's helm while also listing their contributions to the company including those of Thomas J. Watson Sr., Thomas J. Watson Jr. and Frank T. Cary amongst others. This paper explores how IBM's corporate success led to the publication of Stephen F. Covey's "The Seven Habits of Highly Successful People" and its impact on the business community. This paper also examines the IBM Company as a business leader which has always been interested and involved in the welfare of its more than 30,000 employees worldwide. This paper discusses the company's concern for the global environment as well as its world renowned reputation for high ethical standards and corporate responsibility.
Table of Contents:
Abstract
IBM - The Company
IBM's Current Leadership
Conclusion
References
From the Paper
"The company has always been extremely interested in its employees, its corporate vision and values, and the global environment, and the many programs and corporate sponsorships the company has created illustrate this. The company has always been known for its high ethical standards and corporate responsibility. During World War II, when the company created many items for national defense, including bombsites, the company only took a 1 percent profit on these items, and turned the money into a fund to help widows and children of IBM workers killed in the war. They have long contributed to educational funds, and they were one of the first corporations to offer "employee group life insurance, survivor benefits, and paid vacations" ("About IBM"). IBM is an innovator in technology, but also in the internal corporate environment, and that is another reason they are a successful 21st century corporation. They have high standards for themselves and their employees, and it shows in how they do business and their corporate responsibility."
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IBM, 2007.
A discussion of the history and business model of IBM.
2,376 words (approx. 9.5 pages), 7 sources, APA, £ 51.95
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Abstract
This paper discusses IBM's innovative business strategy and its ability to reinvent and renew itself. A brief history of the company is presented, as well as its current position in the global computer market. The author also describes the strategies used by IBM to achieve this position and its focus on diverse activities. The future activities for IBM are discussed, including the major goals of its business model. The author concludes that IBM has set an example of development by reinventing itself in the 1990s, and changing its direction from hardware to software and consulting.
Outline:
Introduction
Brief history of IBM
Strategy IBM used to Build the Company
IBM Diverse Holdings
Future Outlook for IBM
Conclusions
From the Paper
"IBM's rebirth produced between 1990-1999, when the company's traditional mainframe business went through a series of major changes, as customers increased the focus on departmental and desktop computing (Wikipedia, 2007). As a consequence, in 1992 IBM launched the first Thinkpad laptop computer. However, the 1992 financial year ended with important losses for IBM. Given these losses, IBM strategists came up with a series of changes in its business activities. This is the time when IBM shifted its attention away from computers and hardware and towards software and services, by acquiring Lotus Development Corporation and creating the Software Group and expanding it to five brands: DB2, Lotus, WebSphere, Tivoli and Rational. "
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Customer Relations Management and IBM, 2004.
Examines how IBM retains a competitive and strategic advantage in CRM and market-driven quality.
9,272 words (approx. 37.1 pages), 33 sources, APA, £ 135.95
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Abstract
Customer Relationship Management (CRM) is important in all industries, and current experience clearly identifies it as the dominant e-business driver. The benefits of CRM solutions are far-reaching and powerful. Typically, the ability to give your customers exactly the information they want, when they want it, is the first priority of CRM. However, as demonstrated in this paper, CRM can do much more. This paper examines how the computer company, IBM, has tailored CRM solutions to meet its unique business needs. It critically evaluates CRM and its benefits to IBM as it forges ahead in e-business, and it also shows how IBM has implemented and leveraged CRM as an effective e-business tool.
Table of Contents
Abstract
Introduction
Statement of the Problem
Hypothesis
Rationale
Literature Review
IBM?s Role in the CRM Market
Impact Assessment
Competition
Advantages of Customer Relationship Management
Case Studies
IBM?s Vision of CRM
Methodology
Implementing CRM
Results, Discussion and Conclusion
CRM Results
CRM Transformation
IBM?s Challenge
IBM Value Proposition
Recommendations for Implementing CRM
CRM Strategy
Sales Productivity
Reduced Risk
Conclusion
Bibliography
Appendices
Endnotes
From the Paper
"Currently, IBM's CRM initiative is one of the largest in existence (CIO.com, 2003). When completed in 2005, IBM's hundreds of thousands of customers, employees and partners will have a single, integrated view of customer information, which will be shared across applications, time zones, business units, and more. IBM uses Siebel Systems' eBusiness applications (more than 80,000 licenses have been purchased), IBM's DB2 database, WebSphere e-business infrastructure software, MQSeries messaging software and a combination of IBM eServer pSeries systems coupled with an enterprise storage server (aka Shark)."
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Management of Innovation: The Case Of IBM., 2002.
This report will provide an assessment of IBM's situation with particular emphasis being placed on the concept of innovation.
3,400 words (approx. 13.6 pages), 13 sources, £ 88.95
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Abstract
This will include a description of what was wrong with IBM at the time of the case. Also, a detailed description will be provided of why management had a "fear" in changing its own style at IBM and an explanation will be offered for why innovation did not flourish at the time of the case. Furthermore, a description will be provided of how IBM has embraced innovation and allowed it to flourish, which takes into account the streams of innovation, the sources of innovation as well as what is driving innovation at IBM today. Finally, an assessment will be made about what is the most significant thing that has changed at IBM since the time of the case that is instrumental in allowing innovation to become a management process at IBM.
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IBM and Business and Management Strategies, 2002.
A case study of the history and the strategies used by IBM.
3,150 words (approx. 12.6 pages), 5 sources, £ 81.95
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Abstract
This paper investigates IBM and the transition that IBM chose to make in management and business strategies in order to demonstrate how adapting management strategies is the key to success in the modern business environment. This paper is formatted as a case study, in which the history and the strategies used by IBM are investigated.
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IBM Outsourcing, 2002.
A look at the process of outsourcing with reference to IBM's outsourcing to the Fidelity Employer Services Company.
900 words (approx. 3.6 pages), 2 sources, £ 24.95
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Abstract
This paper investigates the process of outsourcing in respect to a recent contract that Fidelity Employer Services Company won from IBM, where Fidelity is now in a position to handle several specific organizational functions from IBM. This paper investigates how IBM benefited from this process.
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IBM Management, 2002.
Investigates IBM's business and management strategies.
2,650 words (approx. 10.6 pages), 5 sources, £ 69.95
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Abstract
This paper provides a case study of IBM and management strategies that IBM has implemented. A history of IBM is discussed, as well as the processes of business management changes that have influenced the success of IBM.
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Lenovo Group Ltd., 2005.
A case study of the Lenovo Group.
3,600 words (approx. 14.4 pages), 15 sources, £ 100.95
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Abstract
This paper discusses the Lenovo Group Ltd company and analyzes whether or not the recent acquisition of IBM's hardware division will attribute to successful organizational and market platform building. It looks at how the PC market is expected to grow and how increased competition and market saturation has left the market somewhat undesirable.
From the Paper
"The recent drop in the price of personal computers may be attributed to increasing market saturation and rising commoditization. Prices are decreasing so rapidly that PC manufacturers are scrambling to meet market demands and to maintain market share by slashing prices. Pressure to stimulate growth in sales, maintaining brand image, and keeping up with the competition in terms of producing PCs with advanced features and faster processors. "
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Strategic Management at IBM, 2008.
A discussion on the successful strategies and operation of IBM.
2,081 words (approx. 8.3 pages), 5 sources, MLA, £ 46.95
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Abstract
The paper discusses the IBM business group and states that IBM remains an international leader in the IT industry due to the emphasis they place on the satisfaction of its customers' needs and the technological advancements they incorporate in their products. The paper emphasizes that the development and implementation of the necessary strategies has taken into consideration the various internal and external forces that influence IBM. The paper concludes that the company has an established brand and good reputation, they do not base their strategies on them, but develop new ways in which to address the market.
From the Paper
"The corporate mission of IBM's is extremely appropriate for the industry in which it operates and it is also relevant to the nature of the operations conducted by the organization. It emphasizes on both the incorporation of the latest technologies, but also on the desire to completely satisfy the customers' needs and wants. Given that the mission statement is only a generic presentation of the company's goals, it is only normal for it to contain limited information. But I could also state an increased focus on the personnel. In this order of ideas, IBM's mission statement could also relate to their efforts of integrating the employees into the corporate culture and the efforts the company makes to train, motivate and reward its employees. Foremost, in the social context of increased attention to reducing the negative effects of operational process onto the natural environment, IBM could also state its dedication to developing environment friendly procedures and techniques that reduce the waste eliminated and pollute less."
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Outsourcing and IBM, 2004.
An analysis of IBM and the outsourcing of jobs in the information technology industry.
2,056 words (approx. 8.2 pages), 13 sources, APA, £ 45.95
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Abstract
This paper examines how the outsourcing of jobs is one of the most hotly contested in issues in modern-day America and how skilled positions that were once thought secure are now regularly finding their way overseas to places like India and China. Big corporations claim that there are not enough properly trained and educated workers in the United States, and labor advocates say it is all because a computer programmer, in India for example, commands perhaps a third of the salary of his American counterpart. The international human rights advocate sees the outsourcing process as a necessary step in the development of the developing world; a weapon in the fight against poverty and parochial prejudice. In particular, it looks at how IBM has emerged as one of the leading players in this debate and how, as one the world?s leading information technology companies, it employs hundreds of thousands of people across the globe and sets standards that others are bound to follow. In order to understand the role of IBM, it examines the industry itself, IBM?s own corporate policies, and all of the various political and social arguments for and against the computer giant?s course of action.
From the Paper
"As a quick look at the latest available figures will reveal, IBM dominates the market in the production and sale of mainframe computers. From 2002 to 2003, IBM?s market share increased by ten percent, as compared to an industry-wide average increase of only five percent. With this increase, IBM now holds a solid 32% piece of the forty-six billion dollar global mainframe industry. Together, IBM and its three largest competitors ? HP, Sun, and Dell ? control nearly seventy-three percent of this market. IBM is a world leader in other fields as well. It shares the top five spots in computer notebooks with HP, Dell, Toshiba, and Acer. IBM lags only two-tenths of a percentage point behind Hewlett Packard in terms of IT storage revenue; the two companies together managing a hefty fifty-one percent share of the entire storage market. As a leading IT player, IBM and its few leading competitors thus have almost a stranglehold on the global industry. "
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