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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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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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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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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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Re-Organization of IBM, 2007.
This paper reviews the book "Who Says Elephants can't Dance?" by Louis Gerstner, CEO of IBM.
3,578 words (approx. 14.3 pages), 0 sources, £ 70.95
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Abstract
This paper reviews Louis Gerstner's book "Who Says Elephants Can't Dance?" In particular, the paper highlights Gerster's management of IBM as CEO, and the changes he has made during his tenure. The most salient change according to the book has been how IBM makes the customer the center of as many strategies, initiatives and activities as possible. Throughout the book Gerstner uses many examples to show why competitive analysis and instilling ownership to employees, and not tolerating complacency are critical to turning around a corporation and making it more market-driven. This is what Gerstner did with IBM.
Our Primary Measures of Success are Customer Satisfaction and
Shareholder Value
We Never Lose Sight of our Strategic Vision
Outstanding, Dedicated People make it Happen, particularly when they Work Together as a Team
We are Sensitive to the Needs of all Employees and to the Communities in which we Operate
We Operate as an Entrepreneurial Organization with a Minimum of
Bureaucracy and a Never-ending Focus on our Customer and our
Productivity
We Think and Act with a Sense of Urgency
From the Paper
"Further, Mr. Gerstner's book offers insight into how our company can bring about the change needed to achieve long-term competitive advantages through a series of six principles he has actually tested and verified through his management experience at IBM. What makes the key points from Gerstner's book so valuable is that they are far from the theoretical; they are from real-world experiences the CEO and author has experienced in transforming what had been a massive organization resting on its past successes, complacent to live off its license revenues, into a market-driven and highly aggressive force in many areas today including Web Services and business processing outsourcing with the acquisition of Price Waterhouse Coopers (PwC) earlier in the decade. From these many transformation processes successfully accomplished in IBM, Mr. Gerstner has outlined six principles that can help our corporation bring about our success. "
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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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(IBM) International Business Machines, 2002.
This paper traces, in detail, the history of the global giant, IBM, and discusses a strategy for future growth.
2,295 words (approx. 9.2 pages), 18 sources, MLA, £ 49.95
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Abstract
This paper explains that IBM started in 1911 as the Tabulating Machine Company, which had the technology for Punch Card Tabulating Machine that used electric current passing through holes in a punched card to keep running totals. The paper states, in 1924, the name was changed to International Business and the company continued to grew because of many acquisition. The author points out that IBM is a company that is strongly influenced by the thinking of its top management and is very good at product development but not so good at marketing the product. The author feels that IBM cannot fight in this market because they are too big and overweight.
From the Paper
"Traditionally, IBM has been a turnkey solution provider, reselling PCs made by others under contract for them. This has always been a conservative company with a tradition of always being on the extreme right side of the law, paternalistic in the approach to employees. It is a good option when things are good for you, but when you are fighting in a highly competitive market can you be that slow? IBM is trapped in a market that is not to its advantage. In 2000, the chief of IBM pledged that restructuring of IBM?s business will lead to more sales of new corporate hardware, but it was a failure in 2000. In the same interview, Gerstner said that its PC division has to be revamped. The company will have to cut costs on commercial desktops; otherwise the company cannot make money on these products. "This week has seen an event that hasn't happened in over a decade -- an IBM profits warning. Ten years ago, Big Blue was sinking fast and it was only the arrival of the now almost legendary Lou Gerstner into the CEO's chair that saved the company. Gerstner was always going to be hard act to follow; he managed to turn around the product oriented behemoth that IBM had become, into the e-business oriented, services giant that we know today.? IBM has revealed that the hard disk business has lost more than $500 million last year, and decided to sell off its business to Hitachi. This is expected to give IBM some $2 billion."
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IBM Company, 2008.
A discussion of the history of International Business Machines (IBM).
1,065 words (approx. 4.3 pages), 3 sources, APA, £ 26.95
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Abstract
This paper provides an overview of International Business Machines (IBM), one of the oldest technology companies in the world and notes that the company traces its foundations back to 1880. The paper holds that IBM's goals have nearly always been associated with creating better and more efficient ways for businesses to run. IT has been the source of innovation and practice and often applies its own business practices to its development of new innovation. To conclude, the paper posits that IBM will most likely continue to be one of the most sought after brands for technological innovation and the development of new and more efficient ways to serve businesses.
From the Paper
"As the largest corporation of its kind, with both national and international divisions is account management policies are frequently used as a model for the development of innovation for other businesses. It is for this reason that the most fluid understanding of the account management policies of this organization come from its development of new and innovative ways in which to manage the accounts of others, through it software and hardware mix. The newest innovation in account management comes from the development of systems that create real time automated accounting. To see an example of how IBM has developed its own accounting, with the understanding that different locations and divisions manage accounting independently and then collectively according to policy one must look at a description of innovation technology. In short IBM uses its own technology to drive account management policy. IBM has stepped away from annual functions in nearly every way, which has aided the company in innovations that serve its consumer needs."
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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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IBM, 2004.
An analysis of two milestones for IBM, the System 360 and the personal computer.
1,954 words (approx. 7.8 pages), 5 sources, MLA, £ 44.95
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Abstract
This paper examines two of IBM's milestones, the System 360 and the personal computer. The paper discusses the development of the personal computer. The paper contends that IBM?s entry into the personal computer market as a major player virtually completed the computer revolution of the pre-Internet years. The paper explains how the creation of the IBM personal computer was a sign that the computer was to be a fixture of the average home and a piece of equipment that could be used and enjoyed by the masses.
From the Paper
"First manufactured in 1964, the System 360 marked the dawn of a new era in computing, and in the world. Unlike earlier machines that had been produced individually and with unique specifications, the 360 was born on an assembly line. By building thousands of identical machines, IBM could produce each individual machine for considerably less than it cost to manufacture one custom-made example. Furthermore, the System/360?s were designed to perform a variety of different applications; applications that could conceivably find a use in many different fields, organizations, and companies. The 360 was also designed to evolve; to be able to adapt to changing technologies and applications. IBM called these dynamic new features, ?Open Ended Design.?"
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