IBM Global Services: A Brief History
IBM Global Services: A Brief History IBM Corporate Archives May 2002 2405SH01 OVERVIEW Background In 1991 IBM was a $64.8 billion company, of which less than $6 billion was derived from non-maintenance services. Ten short years later, the business of information technology (IT) services alone generated more than 40 percent of IBM.s $86 billion in sales and had become the single largest source of revenue in IBM.s portfolio. How did that happen? It was partly the result of old-fashioned hard work and serious commitment: growing customer by customer; building disciplined management and financial systems; and investing to hire and train experts in everything from IT consulting to systems architecture and Web services. IBM used its financial strength to fund the expensive push into outsourcing, and the company placed informed bets on the future in areas such as IT utility services (.e-business on demand.) and hosted storage. But most important, the success of IBM Global Services came from something very simple: a clear understanding of customers. needs. IBM saw that technology and business were converging to create something new and challenging for every kind of enterprise. And IBM had the deep experience in both areas to help its customers bring them together most effectively. The following pages offer a brief look at the history and growth of the organization that is
Marketing Strategies. Satyam Computer Services Limited, a global consulting and information technology services provider, unveiled its new brand identity, Mahindra Satyam. This strategic move paves the way for the emergence of a robust brand, whic
MAHINDRA SATYAM Marketing Strategies B.Yadagiri Sai(10BSP1041) 8/17/2011 Satyam Computer Services Limited, a global consulting and information technology services provider, unveiled its new brand identity, "Mahindra Satyam." This strategic move paves the way for the emergence of a robust brand, which draws from the core values of the Mahindra Group and the inherent strength of the Satyam brand. The rebranding of Satyam to Mahindra satyam was done to help the company shed its negative image. Vision To be the world's most valued 'ICT' Company. Values Customer First: We respond to customers speedily, courteously and effectively Good Corporate Citizenship: We seek long-term success for all stakeholders without compromising on ethics or transparency Individual Dignity: We value the individual, uphold the right to express disagreement, and respect the time and efforts of others. Nurture fairness, trust and respect Professionalism: We impart freedom and the opportunity to excel and to grow; support innovation and well-reasoned risk taking, demanding performance Quality focus: We make quality a value driver in our work, our products and our interactions. Do it "First Time Right" Company's Philosophy Mahindra Satyam defines its stakeholders as its Customers, Associates, Investors and the Society at large. At the core of the Company's philosophy lies its focus
Global Imbalances
INTORDUCTION The constant and rising current account deficit in the United States reflect by huge and mounting current account surpluses elsewhere, especially with reference to Asia. These form of imbalances giving a clear sign that the financial activities which are related with mismatches in investments and savings on global level. If we look at few years back in late 1990s, a large number of economies outside the United States came up to the mark through increasing their net national savings. At the same time an initiative taken by the US authorities to reduced its net national savings and putting more focus on foreign borrowing. If we talk about geographical imbalances we would see that they are not that much bad as such nor they generate capital flows through these kinds of imbalances. Certainly there should be some kind of defined process that gives a mechanism to work through global markets (World Markets) which allow savers by staying in one country they can lend and to borrowers in another, which definitely results to higher global economic growth, since those countries who are in a position of surplus savings can put investments in those countries who are not in a position to produce adequate savings internally. In an ideal world markets such as for goods, capital and services operate efficiently. Funds stream from areas with excess amount of savings to those areas
Factoring services.
. INTRODUCTION Selling your export accounts receivable can enhance your global competitiveness and can help you better manage your cash flow. This can be accomplished through the use of factoring houses. When you use a factoring house (factor), you will end up with a stronger balance sheet as outstanding receivables are reduced and cash is accelerated. Factors also remove some or all of the risk associated with collection. At the same time, each enables you to offer your foreign customer terms that are longer in duration than those you could normally afford to offer. Export factoring is the discounting of your export accounts receivable that do not involve a bill of exchange (draft). Factoring allows you to ship on "open account," by which goods are shipped without guarantee of payment (that is, a letter of credit). The factoring house assumes financial ability of the customer to pay and handles collections on the receivables. Because of this, you wouldn't necessarily involve a factoring house until after you've quoted your customer a price. However, when developing your quote, keep in mind that the factoring house will discount at least 2-7% off of the face value of your export receivables. The discount could be higher than that if you select a non-recourse transaction. So when quoting your customers, incorporate this factoring discount into your price. As a
Boots Products and Services.
Boots Products and Services Our businesses in the UK and Ireland work together as Boots Retail. Boots Retail is a business that encompasses many different stores, but which all relate to the welfare of the people: - Boots, Wellbeing services, Digital Wellbeing, and our supply and support services. Boots Healthcare International continues to grow Boots' share of the global self-medication. Boots is the UK's number one retailer of health and beauty products. It leads markets in areas ranging from cosmetics to medicines, sunglasses and film processing. Wellbeing Services: There is now an incraesing demand for health and beauty services, and Boots is now a provider of a extensive range of Wellbeing Services, as well as products. Boots Healthcare International is a leading developer and marketer of innovative, new, and unique products, and differentiated consumer healthcare brands in the global self- medication market. Boots Contract Manufacturing develops and manufactures a wide range of healthcare, cosmetics, and toiletry products both in a private label and contract markets. * We develop over 1,500 new products a year * We produce over 8,000 different products * We manufacture over 500 million units a year Boots Retail International was set up to amplify Boots health and retail globally. Boots Advantage Card is the world's largest smartcard loyalty scheme, which now has
Management Consultancy Services
Marketing of Services Project Report: Stage 2 Topic: Management Consultancy Services By Anubhuti Nath (07) Aromal Amal Jkoshi (08) Lavanya Swaminathan (19) Karteek S Tirumalasetti (70) CONTENTS . GENERAL POLICIES 3 2. PROFESSIONAL CONSULTANCY ORGANIZATIONS & CHALLENGES 5 3. SHOULD MANAGEMENT CONSULTANCY BE REGULATED? 6 4. STEP 1 IN REGULATAION - WHO ARE MANAGEMENT CONSULTANTS? 7 5. REGULATION - WIDER ISSUES 9 6. CODE OF ETHICS - INSTITUTE OF MGMT CONSULTANTS, USA 10 Clients 10 Engagements 10 Fees 10 Profession 11 7. CODE OF ETHICS - THE GROUND REALITY 12 8. REFERENCES 13 . GENERAL POLICIES Following the Enron case and others, the place and role of professional advisers within corporate governance was thrown into public focus and as a result the professional management bodies across the world revisited their policies on various regulatory mechanisms. The policies formulated by 'Institute of Management Consultancy', United Kingdom is taken as a reference in the discussions below. The general principles are summarized. - Self-regulation is best delivered through a modern, professional approach, i.e. through standards backed by disciplinary arrangements that are supported by external validation and a Code of Professional Conduct and Ethical Guidelines that apply to all members. - A framework is required at the organizational and individual level to
Global Communication Benchmarking
Running head: GLOBAL COMMUNICATIONS BENCHMARKING RESEARCH Global Communications Benchmarking Research: Group Company Synopsis Vanessa Everett Rachel J. Olsen University of Phoenix Global Communications Benchmarking Research: Group Company Synopsis Bell Canada Enterprises (BCE) - Vanessa Everett Bell is one of Canada's largest communications companies (Bell Canada Enterprises, 2008) and they provide comprehensive and innovative suites of communication services to residential and business customers in Canada. Services include local, long distance and wireless phone services, high-speed and wireless Internet access, IP-broadband services, information and communications technology services (or value-added services) and direct-to-home satellite and VDSL television services. Other Bell Canada Enterprise holdings include Telesat Canada, a pioneer and world leader in satellite operations and systems management, and an interest in CTV globemedia, Canada's premier media company (Bell Canada Enterprises, 2008). For 127 years Bell Canada has served Canadians' communication needs (Bell Canada Enterprises, 2008) and through this history as Canada's leading communication organization, similar to Global Communications, they have had to deal with shareholder value. They have developed governance guidelines that assist in management decision making. "The process of considering multiple
Global Communications Benchmarking
Running Head: COMMUNICATIONS BENCHMARKING Global Communications Benchmarking [Name of student] [Name of Institution] Global Communications Benchmarking Communications (GC) is a telecommunications company with a decreasing market share and stock value. Too much competition in the industry is a problem. Competitors have infiltrated the market, offering progressive technology at affordable prices. In an attempt to mitigate these issues, Global Communications has decided to implement a bilateral strategy that requires downsizing the company's current union-staffed domestic call centers by outsourcing labor to foreign countries and realizes growth through the introduction of new services. An analysis of various companies, using academic concepts, in a comparative synopsis will show similar problems and the solutions to those problems to assist in solving Global Communications' dilemma. Key Course ConceptsSeveral key concepts, all part of problem-based learning, were reviewed and explored over the past five weeks. Applying these concepts aided in the decision-making process for Global Communications. The concepts include generic benchmarking, organizational communication, and the impact of risks and ethics. Using generic benchmarking, a company can look beyond a single company or industry for best practices performed on a broader scale. In some cases, every day activities can
GLOBAL POVERTY
Running Head: GLOBAL POVERTY GLOBAL POVERTY [Name of the writer] [Name of the institution] Global Poverty Poverty walks off beyond lack of income. It covers social, economic, and governance magnitudes. Economically, the poor are not only dispossessed of income and assets, but of opportunities. Jobs and Markets are often complicated to access, because of low competencies and social and geographical exclusion. Limited access to education affects the aptitude of the poor to get jobs and to achieve information that could progress the quality of their lives (Neubert, 1999, 59). Poor health due to insufficient hygiene, nutrition and health services further limits their prediction for work and from realizing their physical and mental potential. This easily broken position is motivated by insecurity. Living in marginal conditions with no resources to collapse back on, shocks become hard or unattainable to offset. The situation is made worse by the structure of institutions and societies that tend to eliminate the poor from participating in decision-making over the path of social and economic development. (Davis & Weinstein, 1999, 377).The lives of poor public are most exaggerated by actions at the country level. Countries require getting on a pathway of sustainable, pro-poor growth that grants opportunities for all, a voice in decision-making
Global Marketing Segmentation.
Segmentation Global Market Segmentation Jared Wayne International Marketing December 5, 2011 Abstract In businesses-to-business marketing, as well as, in business-to-customer marketing, marketers are usually charged with developing effective global pricing strategies for customers characterized by different cultures, and different utilities for product attributes. The purpose of this article is to examine how marketers use demographic and geographical market segmentation to introduce products and how they use segmentation to introduce services, in an international setting. The article begins with a discussion on the definitions of international market segmentation, types of strategies used and brand creating, as well as, discussing the way markers divide market into distinct segments. A conclusion will follow with a review of the information gathered. Introduction “With the increasing globalization of the business world, international segmentation becomes an ever more important concept in marketing. The globalization forces now at work push many companies to extend or reorganize their marketing strategies across borders and target international segments of consumers” (Horn and Oz 1996 p53). A successful strategy for global marketing depends on an organization’s ability to segment its markets so that uniform sets of marketing decisions can be applied to specific
