Product details

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Abstract

IBM is the world's largest provider of information technology and consulting services. The company combined, operates both business and IT services, which comprises of the following three categories - business value, infrastructure value and component value. Since 1992, IBM had struggled through some difficult years as it had failed to sustain the pace of innovation in personal computers. By 1993, IBM was on the verge of bankruptcy due to a huge debt burden. The appointment of Louis Gerstner in the same year, saw IBM's turnaround into one of the leading 'IT-services' provider's in the world - second only to Microsoft. It emerged with a renewed focus on customer value. After Louis Gerstner's handing over of the mantle to Samuel J Palmisano in 2002, IBM continued to successfully serve from its service platform. In 2007, IBM implemented it's 'on-demand strategy' successfully and used it as a strategic rationale in their business services and IT industries. Palmisano's new business agenda for IBM was shifting to the service platform and a strategic alignment of its products and services. Analysts wondered if he could steer IBM's success amidst tough competition.
Location:
Other setting(s):
2007

About

Abstract

IBM is the world's largest provider of information technology and consulting services. The company combined, operates both business and IT services, which comprises of the following three categories - business value, infrastructure value and component value. Since 1992, IBM had struggled through some difficult years as it had failed to sustain the pace of innovation in personal computers. By 1993, IBM was on the verge of bankruptcy due to a huge debt burden. The appointment of Louis Gerstner in the same year, saw IBM's turnaround into one of the leading 'IT-services' provider's in the world - second only to Microsoft. It emerged with a renewed focus on customer value. After Louis Gerstner's handing over of the mantle to Samuel J Palmisano in 2002, IBM continued to successfully serve from its service platform. In 2007, IBM implemented it's 'on-demand strategy' successfully and used it as a strategic rationale in their business services and IT industries. Palmisano's new business agenda for IBM was shifting to the service platform and a strategic alignment of its products and services. Analysts wondered if he could steer IBM's success amidst tough competition.

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Location:
Other setting(s):
2007

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