...Case Analysis: The Evolving Strategy at IBM IBM’s CEO, Sam Palmisano, likes to talk about the evolution of global strategy at one of the world’s largest computer enterprises. According to Palmisano, when IBM first started to expand internationally, it did so in the classic “international” pattern of many enterprises, undertaking most of its activities at home, and selling its products internationally through overseas offices. By the time Palmisano joined IBM in 1972, however, it had already moved away from this model, and was by then a classic “multinational” enterprise, with mini IBM’s in major national markets around the world. This structure made sense for IBM in the 1970s, given that many markets were still segmented from each other by high barriers to cross-border trade and national differences in business practices often required considerable localization. In recent decades, however, IBM has been moving away from this model and toward one that Palmisano characterizes as a “globally integrated enterprise.” In his words: “We are locating work and operations anywhere in the world based on economics, expertise, and the right business environment. We are integrating those operations horizontally and globally. We used to have separate supply chains in different markets. Now we have one supply chain, a global one. Our R&D has been global for many years, with research and software development carried out in...
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...Managing Diversity at IBM Nederland (The Netherlands) 05-02-2005 A Vision on Managing Diversity The multinational IT-company IBM is convinced that it can only keep its current competitive edge by reflecting marketplace diversity in the workforce and by offering a safe work environment for all employees. The company considers workforce diversity as 'the bridge between the workplace and the marketplace'. Ambition: an Inclusive Work Environment In 1953, the CEO at that time published IBM's first equal opportunity policy letter. This letter stated simply that IBM will hire people based on their ability, "regardless of race, colour or creed." IBM's subsequent CEO's reinforced that policy throughout the years. Since then, equal opportunity at IBM has been an evolutionary journey that underscores the company's commitment to an inclusive work environment where people's ideas and contributions are welcome - regardless of where they come from, what they look like or what personal beliefs they hold. Diversity in Leadership To stress the importance of workforce diversity, IBM's worldwide headquarters employs a Vice President of Global Workforce Diversity. This official formulates global policies on managing diversity. Regional headquarters employ diversity managers. These people translate the global policies on managing diversity into regional spearheads. Next, the executive management teams of every subsidiary formulate local actions in order to increase and to make full use...
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...Lenovo to Acquire IBM Personal Computing Division ARMONK, N.Y. and BEIJING — Dec. 7, 2004 — IBM and Lenovo Group Limited • Creates world's third-largest PC business with approximately US$12 billion annual revenue for 2003 • Global business with worldwide reach, powerful brand name, balanced product offerings and leading R&D capabilities • Long-term strategic alliances between Lenovo and IBM in PC sales, service and financing worldwide • Worldwide headquarters in New York; principal operations in Beijing and Raleigh, North Carolina • Transaction of US$1.25 billion in cash, equity; total transaction consideration of approximately US$1.75 billion • IBM to take 18.9 percent equity stake in Lenovo; transaction expected to be completed in second quarter 2005 Lenovo Group Limited, the leading Personal Computer brand in China and across Asia, and IBM today announced a definitive agreement under which Lenovo will acquire IBM's Personal Computing Division to form the world's third-largest PC business, bringing IBM's leading enterprise-class PC technologies to the consumer market and giving Lenovo global market reach beyond China and Asia. Lenovo will have combined annual PC revenue of approximately US$12 billion and volume of 11.9 million units, based on 2003 business results — a fourfold increase in Lenovo's current PC business. Lenovo's new PC business will benefit from a powerful worldwide distribution and sales network covering 160 countries, global brand recognition through the...
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...I had the wonderful opportunity to host the first Closing Bell Series of this current semester. On the behalf of the American Marketing Association, it was great honor to welcome Ms. Natalie Robinson back to North Carolina A&T’s campus. Natalie Robinson was our guest speaker and came well prepared to inspire. Ms. Robinson is the Vice President of Supplier Diversity for CBS Incorporated. Within her presentation, I did admire the strategy Ms. Robinson used on expressing her story to the audience on her journey to Vice President. Ms. Robinson opened the presentation from her time at North Carolina A&T and later the transforming for scholar to cooperate. The presentation gave the audience information about her current career, as well as her...
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...Apple through the years Apple is known as one of the leading computer companies right now. Apple has been around for more than 30 years and throughout its obstacles, they have learned how to better themselves each time. Its products hold value and are user friendly. They tend to be more on the expensive side but that is because they believe that there engineers have built top of the line technology that are competitive with other brands. Apple throughout the years has had some obstacles but seems to produce good quality computer devices. Apple has always been in competition with the next computer / phone device. Apple had been dominating in computer technology for about two decades strong before it had a minor setback but with new strategies in place, the company stayed afloat with the economy and stands tall today. Apple Computer and the Ideas In the beginning Apple was a project that came about with two men, Steve Jobs and Steve Wozniak their intentions were to make switchboards and sell them for money. Jobs and Wozniak was friend in high school, and both dabbled in computer electronics. Jobs and Wozniak dropped out of school and get jobs with computer companies in Silicon Valley. Jobs went to Atari and Wozniak to Hewlett Packard. After getting their careers started, they came together and figured out how to transfer data to a computer screen. They took their idea to the computer shop and spoke with Paul Terrell. Terrell bargained that if the two men could...
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...at IBM has taken a seemingly planned path to bring me where I am today with the corporation. In reality, my career has been a mix of exact choices, hard work, and a bit of surprise. I began my career at IBM in May of 2004 after receiving my Master’s degree in Electrical Engineering from Michigan State University. I was hired into a technical role as a circuit design engineer working on microprocessor design for IBM’s mainframe System Z servers. The opportunity to design and contribute as a member of a world-class design team was both extremely exciting and intimidating. The engineers at IBM are the best in the industry and many have made IBM their home for entire careers; I immediately set a goal to become a key contributor to the team while striving to learn as much as possible from my mentors and colleagues. My first mentor within the company gave me a piece of advice, he said: “Take every opportunity presented to you, large or small, and also be a team player” I took this to heart and made this a driving force in my career. This led me very quickly from an entry-level engineer in my first project to a unit and team lead a couple of years later. New pathways continued to present themselves and I jumped at each challenge with enthusiasm as my mentor’s advice echoed in my mind. I was afforded the opportunity to not only deliver on known work assignments, but also the opportunity to pick up additional tasks that added high value to IBM and...
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...9-411-097 REV: JULY 21, 2011 WILLIAM W. GEORGE Leading by Values: Sam Palmisano and IBM In 2002 Sam Palmisano became chairman and CE O of IBM, succeeding the legendary Lou E Gerstner. Gerstner, coming from RJR Nabisco and before that American Express, was sought out by the IBM board to replace John Akers as CEO when the c ompany was facing the greatest crisis in its s history; Gerstner took over IBM’s helm in 1994. IBM w as on the brink of bankruptcy, with many r shareholders pressuring management to capture near-ter m value by divesting pieces of IBM. At the time, Gerstner was viewed as one of the few executives w ho could save the compan . ny When Gerstner arrived on the scene, internal IBM te ams were considering splitting IBM into as many as 13 smaller companies, each of which could com pete as an independent en y. Ironically, in ntit the 1980s under the leadership of former CEO John Opel , IBM had fought off an anti-trust suit from the U.S. government seeking to break up IBM into mult iple companies because of its dominance of t the mainframe computer business. In this same time fram AT&T was ordered to separate its longme distance service, local telephone service, manufacturing a nd R&D into independent companies. Gerstner quickly concluded that breaking up IBM wo uld be a mistake of historic proportions. He l recognized that IBM had drifted from its roots of provid ing superior customer service and offering complete systems to its customers...
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...Assignment 1: Stories of Change All organizations must go through a change. Change will not always be accepted. It may take time before all the pieces have been ironed out; however, communication should always be open and honest. This paper will evaluate three significant errors made; suggest recommendations for each organizations change, attribute a change image to the leading managers or directors and recommend different strategies for managing each change story. Identify Errors All the change stories possessed its own challenges. The three main challenges faced were the following: allowing too much complacency, underestimating the power of vision, and failing to create short-term wins. The first error of complacency is easily done by most. As humans we tend to become comfortable with what maybe going on. Change whether drastic or minimal can be a hard pill to swallow for many. It is up to management to ensure that a plan of action is in place in order to be prepared for any issues. A sense of urgency should be implemented at all times whenever change is involved. No one can guarantee the actions or reactions of others. Tenured employees always have the slowest reaction to changes. They believe change will occur on their time; however, change must happen when presented. Underestimating the power of vision is key to the success of any role. If the organization doesn’t possess vision then how will it make it to its goal? The sense of direction in place must be communicated...
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...IBM Global Business Services IBM Institute for Business Value Attaining sustainable growth through corporate social responsibility Corporate Social Responsibility IBM Institute for Business Value IBM Global Business Services, through the IBM Institute for Business Value, develops fact-based strategic insights for senior executives around critical public and private sector issues. This executive brief is based on an in-depth study by the Institute’s research team. It is part of an ongoing commitment by IBM Global Business Services to provide analysis and viewpoints that help companies realize business value. You may contact the authors or send an e-mail to iibv@us.ibm.com for more information. Attaining sustainable growth through corporate social responsibility By George Pohle and Jeff Hittner A growing body of evidence asserts that corporations can do well by doing good. Well-known companies have already proven that they can differentiate their brands and reputations, as well as their products and services, if they take responsibility for the well-being of the societies and environments in which they operate. These companies are practicing Corporate Social Responsibility (CSR) in a manner that generates significant returns to their businesses. Corporate Social Responsibility is the way companies manage their businesses to produce an overall positive impact on society through economic, environmental and social actions. Introduction Just as the Internet...
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...top five brands as Coca cola, IBM, Microsoft, Google and General Electric. Coca cola Bilaras (2012:1) maintains that Coca cola built its brand equity by adapting a global marketing strategy, which considered the whole world as a single market. The reason behind this global focus was that they viewed their product as one that can be used by everyone irrespective of age and gender. To achieve this, Coca cola created an efficient and extensive distribution system throughout the world. According to the company’s 2010 review, it managed to build its brand equity by establishing a close relationship with its bottling partners who work closely with customers to execute localized strategies developed in partnership with them. Through effective collaboration, they are able to sell Coca cola products to consumers at a rate of 1.7 billion servings a day. Coca cola’s brand equity growth is also attributed to its expanded brand variety of products like diet coke, sprite, Fanta, Minute Maid and others to appeal to a wider demographic, asserts Bilaras (2012:1). This resulted in consumers viewing coke as a part of life, leading to a high degree of brand loyalty, and growth. Growth in brand equity was also realised through advertising and sponsorships, especially of the Fifa World Cup, with the 2010 event being watched by 3.2 billion people, according to FIFA (2011). This exposure helped create further worldwide demand and a boost to the brand image. IBM Greenwald (2012:1), states...
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...Applied Strategic Marketing Report 2013-2014 "The Benefits and Challenges of Multichannel Attribution in Marketing Analytics" by Alan K H Hsu 00849147 Word count: 4990 A report submitted in partial requirements of the MSc in Strategic Marketing degree 1 24th August 2014 Table of Contents Executive summary .................................................................................................. 1 Introduction .............................................................................................................. 2 Literature review ....................................................................................................... 4 The emergence and influence of Big Data ............................................................. 4 Attribution theory .................................................................................................... 6 Last-click attribution modelling ............................................................................... 7 MCAM .................................................................................................................. 10 Discussion .............................................................................................................. 14 Benefits: clearer channels interactions ................................................................. 14 Benefits: better marketing decision and effective budget allocation ..................... 15 Benefits: stay justified...
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...DIRECTORATE STRATEGY TO CHANGE CULTURE SCHOOL PARTNERSHIPS FOUNDATION LEARNING TIER ADDITIONAL LEARNING SUPPORT Contents Page College Vision, Mission and Values 3 Existing Cultures 4 Overarching College Priorities 4 Bringing about culture change 5 The 5 step journey 6 Roles & Responsibilities 8 Communication & embedding the values 9 Benchmarking 9 Training & Development needs 9 Significant barriers and overcoming them 10 Priorities 11 College Vision, Mission and Values The Strategic Vision For The Merged College Is: “An inspirational organisation that delivers excellence” Mission Statement: “To provide high-quality education and training that is inclusive, and which matches and supports the needs of our diverse learners and the local and regional economy” Corporate Values: ▪ Place learners at the heart of everything we do ▪ Promote a progressive, inspirational and dynamic approach to teaching and learning which responds to learners ▪ Create an environment and ethos which encourages learning and skills development ▪ Promote and provide opportunities for successful participation in education for people from all backgrounds and abilities ▪ Strive for excellence in all aspects of college business ▪ Encourage staff to embrace challenging professional standards and raise...
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...STRATEGIC MANAGEMENT BPMN6023 INDIVIDUAL TERM PAPER “DELL INC. : CHANGING THE BUSINESS MODEL (MINI CASE)” PREPARED BY : MOHD NOOR SHARIFFUDDIN AL-MUHARRAM BIN MAT SHUIB @ SHARIF MATRIX NO : 814812 MASTER OF BUSINESS ADMINISTRATION UNIVERSITI UTARA MALAYSIA TABLE OF CONTENTS Description | Page | 1 | Executive Summary................................................................................................. | 3 | 2 | Company Background.............................................................................................. | 3 | 3 | Industry Background................................................................................................ | 4-5 | 4 | Internal Environmental Analysis.............................................................................. | 5 | 5 | External Environmental Analysis............................................................................. | 5-6 | 6 | SWOT Analysis......................................................................................................... | 6-7 | 7 | Strategic Recommendation..................................................................................... | 8 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 1. Executive Summary The modern business environment is characterized by intense competition and this trend...
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...TABLE OF CONTENTS Introduction 2 Global Impacts of the Credit Crunch 3 IBM – International Business Machines 4 Table 1: IBM’s Financial Performance History 2000-2009. Source: IBM Annual Report 2009 5 Table 2: Earnings per share 2006 to 2010 projection. Source: IBM Annual Report 2009. 6 How the Credit Crunch Impacted IBM’s Operations 7 Global Integration 7 Changing Business Scope 7 Revenue 8 Human Resource Management Impacts 8 Price Instability 8 Exchange Rate Fluctuation 8 Interest Rate Fluctuations 8 Debt 9 Notable Impacts 9 IBM’s Operational Strategy 10 Strategic Response 10 HRM Strategy 10 Value Chain Strategy – Developing a Business of Values 11 Table 3: IBM Value Chain. Source – ibm.com/services 12 International Strategy 13 Institutional Strategy 13 Recommendations for Future Growth 14 Delivering Value to Customers 14 Human Resource Capital 15 Research and Development 16 References 17 Bibliography 18 Introduction The ‘Credit Crunch’ emerged in 2007 with the first effects being felt by the U.S. Mortgage industry. The term ‘credit crunch’ came was used to describe the collapse of the subprime mortgage industry that resulted in a freeze in lending by financial institutions. With non-payment of loans, huge debt and no capital gains, financial institutions began to go under. Investment banks, financial services and real estate market felt immediate impacts. Trillions of U.S. dollars were lost, huge government bailouts...
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...marketplace. Consumers are over-exposed to brands, which has resulted in reduced attention spans. In this complex scenario, brand strategies should position the brand uniquely because consumers seldom offer a second chance. Programme content Being Relevant and Understanding Context • What brands do you respect and trust? • The out-of-box experience: the power of first impressions • Identifying the risk of ‘marketing myopia’ • The power of intention: connecting what you say to what you do • Brand stewardship Mutual Benefit and Stakeholder Relationships • Brands: Values and valuation • Personas: know your customers • Customer experience • Stakeholder relationships • Creating touchpoints: making the brand experience come alive • Journey mapping: the magic of being intentional • Brand relationship ecosystems Connecting Customers and Brands • Measuring and influencing drivers of brand choice • Analysing and managing brand perceptions and preferences • Managing brands by understanding customer-brand relationships • Customer relationship matrix, customer commitment, and brand adoption • Building brands for leadership: the communication link • Measuring health of a brand • Future of brands and branding • Connected customers: impact of social media What you will gain • Skills for management of brands in a variety of market contexts through exposure to state-of-the-art concepts, tools and techniques • Learning from successful (and unsuccessful) branding...
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