...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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...Multinational Management (MSc IBM) - Page 1/9 THE UNIVERSITY OF MANCHESTER Manchester Business School MULTINATIONAL MANAGEMENT Version 2015-02-09 Academic Year 2014-2015 Course unit Title: Multinational Management Course unit code: BMAN 70012 Credit Rating: 15 credits 1 Instructors Contact details Umair.Choksy@mbs.ac.uk Room: MBS East F3 Office hours: by arrangement Noemi.Sinkovics@mbs.ac.uk www.manchester.ac.uk/research/noemi.sinkovics Phone: (0161) 275 6492 Room: MBS East F11 Office hours: by arrangement Name Umair Choksy (US) Course unit coordinator Dr Noemi Sinkovics (NS) The University of Manchester, Manchester Business School, Booth Street West, Manchester M15 6PB, UK 2 Course unit Objectives This course has three interrelated and equally important objectives: i. ii. iii. 3 Introduce key multinational management concepts, and illustrate their applications. Understand multinational mentalities and develop strategic and critical thinking in relation to multinational management. Understand the management challenges associated with developing strategies and handling the operations of firms whose activities stretch across national boundaries. Learning Outcomes On successful completion of the course unit, students are expected to: i. ii. Demonstrate an understanding of the theoretical and managerial fields of multinational management. Understand how multinational firms are managing in competitive environments, what are on-going tensions between the competitive...
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...MIS 12th Edition Video Matrix ONLINE EDITION Student Instructions: 1. Go to www.azimuth-interactive.com/MIS12. 2. Enter your school .edu email address. You must have a .edu mail account. 3. Press Submit. 4. Check your email for an activation link. 5. Click on the activation link. 6. Click on the video you want to view. Chapter Videos |Part One: Organizations, | | |Management and the Networked | | |Enterprise | | |Chapter 1: Information Systems in|(1) UPS Global Operations with the DIAD IV | |Global Business Today | | | |How IT drives the UPS operation worldwide. Using smart people and smart technology, UPS delivers over 14 million | | |packages daily to 200 countries and territories, requiring the talents of 70,000 drivers who are wirelessly connected| | |to UPS main databases located...
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...FDI strategy vs. gaining competitive advantage in foreign markets- the case of Lenovo FDI in theory FDI is one of the options companies have while considering doing business abroad. The other possibilities are exporting and licensing. Licensing allows the company to use the property of the licensor in a foreign market. It’s intangible kind of intellectual property e.g., trademarks, patents, and production techniques. The owner of the license is charged a fee in order to receive rights to use the intangible property with possible technical assistance. Many time licensing allows companies yield high returns. The main threat for the investors using this mode is loss of potential returns from marketing activities and manufacturing Exporting stands for the marketing and direct sale of domestically produced goods abroad. It’s one of the most traditional ways of reaching foreign countries. This mode does not require production of goods in the foreign market, so no cost of foreign production facilities is needed. Most of the investments demanded in the exporting procedure have the form of marketing and logistic expenses, these cost are most of the time higher than those in the domestic market, since the exporter has to get foreign sales data and also know-how of marketing customs in target market Doing business in a foreign country calls for additional activities which incur additional monetary and human costs. Additional tasks are among logistics of co-ordinating operations across...
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...meet and create demands International Business Machines (IBM) has proven to be able to withstand the ever changing technical world. Challenges come and go, in this case study we discuss a three-prong road that IBM faced. Should they continue to be a tech services company? Or should they explore the collaborative business model, running a risk to become exploited? Is it an option to keep the acquisition spree going for growth rather than organically grow by in-house or collaborative research and development? Facts of the case Structure, management and strategic directions IBM is a multinational corporation that started its activities in 1911. Its origins however, can be traced to 1890, during the height of the Industrial Revolution. It was first known as the Computing-Recording Company, and then in 1924, it took the name of International Business Machines. Nowadays, this multinational company is known as the ¡§Big Blue¡¨ It was first known as the Computing-Recording Company, and then in 1924, it took the name of International Business Machines. Nowadays, this multinational company is known as the ¡§Big Blue¡¨ IBM main activity is to find solutions to its wide range of clients using advanced information technology. Its clients are individual users, specialized businesses, and institutions such as government, science, defense, and spatial and educational organizations. To meet and respond to its customers needs, IBM creates, develops and manufactures many of the world’s most...
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...Managing Information System Infrastructure Issues Iris Goldston CMGT 445 Charlie Neuman May 4, 2013 Abstract Managing an Information System Infrastructure is a difficult task that involves many facets and therefore many possible issues. An extreme advance in information technology is enabling business to have many opportunities. The advancement has brought about many challenges from obsolete hardware and software issues such as when to upgrade and how to ever increasing need for storage space. Energy consumption to support the new technology is expensive and therefore affects the bottom line of any business. The challenge to consume less energy and save money is an important concern, especially when going green builds consumer loyalty. As the need to keep up with new technology to keep or gain a competitive advantage, companies have to decide whether to build, rent, or simply maintain a facility to support its hardware. And finally, as with any business supply and demand fluctuates and with this comes the question of how to scale the power uses of an IS infrastructure. Configuration and Preventative Maintenance Configuring an Information System (IS) infrastructure involves hardware, software, communications and collaborations networks, database, human resources, and security. Preventative maintenance should include flexibility, strategic, and tactical planning. The hardware is all monitors, servers, mainframes, keyboards, desktops, and in some cases mobile...
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...Ivey School of Business The University of Western Ontario 910E08 IBM CANADA LTD.: IMPLEMENTING GLOBAL STRATEGY Ken Mark wrote this case under the supervision of Professor Deborah R. Compeau solely to provide material for class discussion. The authors do not intend to iIIustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorizalion by any reproduction rights organizalion. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, e/o Richard Ivey School of Business, The University of Western Ontario, London, Onterio, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2010, Ivey Management Services Version: (A) 2010-03-29 INTRODUCTION "Sorne managers are asking us to delay the switch from our locally supported CRM software to the new global application," said Peter Silvanovich, business transformation executive, Sales & Distribution, IBM Canada Ud. (IBM Canada). Silvanovich had responsibility for - among other things - introducing, maintaining and retiring software programs to support IBM Canada's business needs. On October 12, 2009, Silvanovich was speaking...
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...International Business Machines Corporation (IBM) Name Institution Date Abstract The International Business Machines Corporation work to offer innovation on the global economy through its high value solution and the integrated technology of business model so that it can produce measurable results for its customers. This research study intends to bring out the implementation of IBM in different fields of competition, target market, product strategy, distribution, communication and pricing strategies and in comparison of its implementation in different countries. Introduction The international Business Machines Corporation (IBM) is an international technology corporation based in Armonk, New York, United States. The company manufactures and promotes hardware and software computer products and offers communications, hosting and consulting services with its diverse expertise ranging from nanotechnology to mainframe computers. The Main Line of Business of IBM The birth of the company dates back to 1911 through the a unification of three companies namely; the Computing Scale Company, the International Time Recording Company and the Tabulating Machine Company, thus the formation of the then Computing Tabulating Recording Company. The current IBM adopted its name from the earlier CTR in 1924 and was nicknamed the big blue because of the common use of blue color in its logo, packaging and products (Young et al, 2003). The 8th in ranking of the leading information...
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...the world. A relative upstart in the business, founded with $25,000 of seed capital from the Chinese Academy of Sciences, Lenovo was acquiring the IBM division that invented the PC in 1981. While Lenovo was arguably the best known brand in China and had some brand presence in Asia, it was virtually unknown to the rest of the world. In 2004, over 90% of Lenovo’s revenues came from China (see Exhibit 1 for financials).2 But with this major deal, Lenovo aimed to become a global technology giant. Annual revenues would triple to $12 billion, making Lenovo the third-largest PC maker in the world after Dell and Hewlett-Packard. As a new multinational with 20,000 employees operating in 138 countries, Lenovo needed a global marketing and branding strategy to match its new reach. This meant determining what Lenovo stood for and designing products that supported that claim. In January 2006, 13 months after the deal was announced and eight months after it closed, Lenovo was preparing for the intense limelight that would come with its sponsorship of the February 2006 Turin Winter Olympics. There it planned to introduce a Lenovo-branded product line designed from the bottom up for small and medium enterprises, a move considered bold and risky by industry observers. The Global PC Industry History Twenty-five years before this landmark deal, IBM introduced its first PC after...
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...INTRODUCTION Human resource management (HRM) is universal in terms of strategies, policies and processes. The term has gradually replaced personnel management. Managing and developing human resources in the international (global) setting is increasingly recognized as a central challenge, particularly to multinational enterprises (MNEs). Human resource management is both academic theory and a business practice that addresses the theoretical and practice techniques of managing a workforce. While the theoretical aspects of the discipline may also be universal, the same cannot be said of its practice. The paper defines human resource management, the theoretical basis of the discipline, business practice and global or international human resource management. Thereafter, the paper concentrates on global perspective or issues in international human resource management practice. HUMAN RESOURCE MANAGEMENT Human resource management is the strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms “human resource management” (HRM) and “human resources” (HR) have largely replaced the term “personnel management” as a description of the processes involved in managing people in organizations. Human resource management can also be defined as the function within an organization that focuses on recruitment of, management of,...
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...Environmental management systems are critical components of organizations alongside strategic planning, public relations productivity, and product quality. Environmental management systems are critical in the marketplace success of various organizations since consumers are attracted to businesses that focus on sustainable development and environmental integrity issues. The ISO 14000 family of international certifications provide guidelines about different environmental management issues and they are the benchmarks used by many multinational companies in evaluating their environmental activities (Rondinelli and Vastag 2000). For instance, the ISO 14001 certification provides the conditions of developing environmental management systems and their certifications. The ISO 14001 assures external stakeholders and an organization’s management that environmental impacts are under evaluation and improvement. Background of IBM Corporations The International Business Machines (IBM) Corporations is one of the major Information Technology companies in the world. The company offers products and...
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...challenges faced by managers in leading a multi-national workforce (MNW). For MNC managers to achieve a well- balanced fluidity of leadership, communication, structural, strategic and cultural changes should always be reviewed (Reichwald et al 2005). Leaders of MNCs can have problems in meeting the needs of specific markets and can easily encounter conflicts when endeavouring to achieve effectiveness and efficiency (Martinez et al 1999). Due to political, cultural and geographic barriers, coordinating multinational workforce (MNW) can be a challenge for MNC managers (Cavusgil and Cavusgil 2011). Through implementing change, new procedures, creating new ideas and new policies MNC leaders become successful to the MNW (Darling 1999). MNC managers have a responsibility in influencing direction, opinion, action and course hence taking responsibilities (Oertig and Buergi 2006). 2.0 Aims The aim of this report is to highlight the challenge that leaders of MNC face in managing MNW. 3.0 Objectives The objectives of this report are to:...
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...INTRODUCTION Human resource management (HRM) is universal in terms of strategies, policies and processes. The term has gradually replaced personnel management. Managing and developing human resources in the international (global) setting is increasingly recognized as a central challenge, particularly to multinational enterprises (MNEs). Human resource management is both academic theory and a business practice that addresses the theoretical and practice techniques of managing a workforce. While the theoretical aspects of the discipline may also be universal, the same cannot be said of its practice. The paper defines human resource management, the theoretical basis of the discipline, business practice and global or international human resource management. Thereafter, the paper concentrates on global perspective or issues in international human resource management practice. HUMAN RESOURCE MANAGEMENT Human resource management is the strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms “human resource management” (HRM) and “human resources” (HR) have largely replaced the term “personnel management” as a description of the processes involved in managing people in organizations. Human resource management can also be defined as the function within an organization that focuses on recruitment of, management of,...
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...also known as Dell Computers is a multinational computer technology corporation. It is located in Round Rock, Texas, at USA. It is dedicated in developing, selling, repairing computer related products. In addition to a full line of desktop and notebook PCs, Dell offers network servers, workstations, storage systems, printers, projectors, and Ethernet switches. The company also markets third-party software and peripherals. Dell's growing services unit provides systems integration, support, and training. At age 13 Michael Saul Dell was already a successful businessman. From his parents' home in Houston, Dell ran a mail-order stamp trading business that, within a few months, grossed more than $2,000. At 16 he sold newspaper subscriptions and at 17 bought his first BMW. When Dell enrolled at the University of Texas in 1983, he was thoroughly bitten by the entrepreneurial bug. Dell started college as a pre-med student but found time to establish a business selling random-access memory (RAM) chips and disk drives for IBM PCs. Dell bought products at cost from IBM dealers, who were required at the time to order from IBM large monthly quotas of PCs, which frequently exceeded demand. Dell resold his stock through newspapers and computer magazines at 10%-15% below retail. By April 1984 Dell's dorm room computer components business was grossing about $80,000 a month – enough to persuade him to drop out of college. Soon he started making and selling IBM clones under the brand name PC's Ltd...
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...Social media as a KM tool for supporting innovation and sharing Social media has rapidly evolved and plays an important role in today’s business world. Organizations recognized the power of social media and tried to find ways to use social media to help grow their business. Social media can be incorporated in business practices in areas such as recruiting, advertising, and branding within an organization. According to the Social Media Risks and Rewards report (2013) that contain surveys of more than 100 senior-executives, 38 percent of executives said their organizations used social media for brand awareness, 27 percent use for recruiting purposes, and 14 percent use for customer profiling (Bramwell, 2013). In this section of the paper, effective usage of social media as well as the controversial issues of social media will be explored. According to Razmerita, Phillips-Wren, and Jain (2016), “Social media opens innovative avenues to manage knowledge processes by facilitating new ways to externalize, share, create knowledge and innovation through co-creation processes, crowdsourcing or synergistic articulation of personal into collective knowledge” (p. 4). The successful adoption of social media requires social media strategy to be aligned with the organization’s goals. In this strategic alignment, organizations are able to improve knowledge-sharing, transform business processes, and increase overall performance. Effective Usage of Social Media Being able to successfully...
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