view, nothing could be further from the truth. Lou Gerstner, IBM Annual Report, 2001 In 1990, IBM was the second-most-profitable company in the world, with net income of $6 billion on revenues of $69 billion, and it was completing a transformation designed to position it for success in the next decade. For the world leader in an industry that expected to keep growing spectacularly, the future looked promising. But all was not well within IBM, and its senior executives realized it. “In 1990, we were
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view, nothing could be further from the truth. Lou Gerstner, IBM Annual Report, 2001 In 1990, IBM was the second-most-profitable company in the world, with net income of $6 billion on revenues of $69 billion, and it was completing a transformation designed to position it for success in the next decade. For the world leader in an industry that expected to keep growing spectacularly, the future looked promising. But all was not well within IBM, and its senior executives realized it. “In 1990, we were
Words: 13417 - Pages: 54
personal computer (PC) division by 20-year-old Lenovo, China’s largest PC maker, made headlines around 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
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Patumtip W. ID 5210037 SEC 404 Individual Case Analysis: Acer America I. Strategic Profile and Case Analysis Purpose Case Summary The company was established in 1976 and began to expand internationally in the mid-1980s through strategic alliances. They’ve changed organizational concept into “client-server” model where the strategic business units (SBUs) and regional business units (RBUs) were given greater freedom to manage its unit locally. This led the company evolves towards a federation
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Moise JURCA CEMEX – “One-facing” company CEMEX is a 100-years-old multinational cement company based in Monterey Mexico. Over past 25 years CEMEX has changed its business processes from a local regional company (back in 1984) to a worldwide leader in cement industry. The company based its processes redesign and its continuous innovation on three components: Acquisition Strategy. Expansion Processes Technology and Innovation Supply and Demand Acquisition Strategy. Expansion Processes In 1987
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CFA Institute Research Challenge: Hosted by the CFA Society of Western New York St. Bonaventure University St. Bonaventure University Equity research conducted for competitive purposes in the 2013 CFA Institute Research Challenge Computer Task Group Inc. Information Technology Services Industry St. Bonaventure University Equity research conducted for competitive purposes in the 2013 CFA Institute Research Challenge Computer Task Group Inc. Information Technology
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entrepreneurially due to globalisation, hyper competition, economic turbulence, technological change, industries merging, ever-changing customer needs and markets becoming saturated. This essay will mainly focus on the analysis of three large companies; IBM (International Business Machines), Marks & Spencer and Continental Tyres. I will analyse where the companies were going right or wrong, and where they could have become more entrepreneurial. I will touch upon relevant theories that firms have used and
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TMBA 2015 Eunjoo Moon Lenovo Biz. Overview_SWOT Analysis Strengths Product competitiveness by acquiring IBM PC division in 2005 Capacity to keep up with market trend & demand _. Launch IdeaPad S-Series and New U-Series Global regional sales network & units in US, France, China, Singapore Know-how & experience of supporting global big sports event Well established brand equity & highly respected business partner Price competitiveness thru Chinese government support SWOT Target Seg.
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IBM Global Business Services Executive Report Customer Relationship Management IBM Institute for Business Value From social media to Social CRM What customers want The first in a two-part series 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 report is based on an in-depth study by the Institute’s
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paper will discuss three different leaders that we able to make significant changes in diversity within their companies. These changes proved to be the key to success. First we will discuss Louis Gerstner and the changes that he made during his time at IBM, next we will discuss Richard Parsons and the changes that he made during his time with Time Warner, and lastly we will discuss Steve Reinemund and the changes that he made while he was with PespiCo. Now lets discuss at the leadership of Louis Gerstner
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