IBM CASE STUDY Name IBM – Case Study 1. What competencies has IBM had to invest in arising from its transformation from a ‘product centric’ to a ‘service-centric’ organisation? IBM realised that the lost legacy of profitability and market leadership had far reaching implications which culminated in their extra focus on being product centric rather than being ‘service centric’…
Business processes were reengineered by changing reward criteria and performance matrices as well as marketing activities. The idea of providing custom built solutions for the customers proved to be a handy tool for reaching customer satisfaction. Company’s emphasis also shifted to the global market where it tried to provide the business services by divesting itself on low margin industries. This enabled it to capture new markets and work towards customer satisfaction through different venues using different marketing techniques by adapting to cultural changes in different countries. Perhaps the most important competency that the company inculcated was that of becoming a brand worker ensuring to provide customized and integrated technologies to the customers even if that meant using a rival company’s product. This led to pervasive customer loyalty. IBM also bolstered its services division by acquiring a management consultancy firm that helped it to increase its business consultants worldwide. This led to the communication of company’s vision in a much effective way. 2. ...
He did thorough research on the business units of the company and tried to integrate them into one so that they may follow standard procedures to create enhanced value for the customers. This move was an audacious decision as it was a contra act of the policy made by his predecessors. He also seemed to follow an adaptive approach in formulating new plans of action. This was evident when he tried to grab the opportunities to make profitable initiatives. Louis’s proactive approach towards business environment led him to gain advantage over his competitors in all respects. Louis also was apt at making bold decisions such as that of exiting the consumer market and playing in the larger business market only. Louis also viewed that IBM was a social entity at large and therefore employees and the workforce played a major role in the organisational success. That is why he took steps to reengineer the human resource management practices of the company making them more employee-centric at the basic level. In order to align the organisational performance with the proposed goals, Louis tried to focus on developing the brand concept. This later helped it to create loyal customers. He also redesigned the marketing campaigns of the firm in order to ensure that the all promotion activities boasted the same value proposition of the firm. All this shows that he was keen to follow a rigorous decision making process. In a nut shell, Louis’s style of implementation is analogous to that of a capable leader. He took bold decisions based on extensive research and tried to retain their viability. He also looked for new avenues to approach and cater through his judicious work style. 3. What are the implications ...
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(Strategic Marketing Essay Example | Topics and Well Written Essays - 1500 Words)
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