customers) - Right investment to S/360 - Success of PC - Great reputation -> attract top talent Factors led to its problems during the late 1980 and earry1990s: - Did not keep in touch with customers - Didn’t understand market need (fewer purchase IBM mainframes) - Marketing effort missed the mark - Turf battles between autonomous divisions - Spending too much on fixed cost (building‚ data processing cost‚ ..) - Management IT problems such as poor internal IT problems - Products complexity and
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DISTRIBUTION MANAGEMENT CH1: MARKETING CHANNEL CONCEPTS Growing Importance of Marketing Channels: 1. Explosion of IT and E-commerce 2. Harder to gain sustainable competitive advantage through other P’s 3. Growing power of distributors (esp. retailers who act as gatekeepers of consumer markets – agents of consumers not producers) 4. Need to reduce distribution costs MC Definition: The external contactual organisation that management operates to achieve its distribution
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“Leadership‚ Change and Growth: CIO as a driver of business at IBM” Dr Shaobo Ji Sohaib Amjad Sn#100616776 Abstract: The case study analyses the evolving role of CIO at IBM as a driver of growth and change within the organization. It makes an attempt to first describe 2 key challenges facing a CIO working for a “smart” and integrated enterprise and ends by making recommendations which can serve as a blue print not only for IBM but for any organization looking to use IT as a primary source
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responsible for formulating effective distribution strategy (place) in order to keep the other Ps moving (Distributionstrategy.org.‚ 2013). As a result‚ studies described distribution strategy as crucial prerequisite for success of any business (Chapter 15: Product Distribution‚ n.d.). It is a plan of actions employed to move service/product from the manufacturer to the end consumers through different approaches such as physical distribution and distribution channels. Generally‚ it tries to describe where
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Case Study: The Evolving Strategy at IBM IBM was a strong company in the 1970’s but as time went by‚ the company culture failed to keep up with the time‚ focusing on consensus decision making. Strong Culture throughout the 1970’s allowed them to be successful‚ add values in consensus decision making and allows everyone to add input. Eventually they were able to comeback. On the other hand‚ they failed to keep with the times; company has history of slow confrontation of new technological approaches
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1. IBM as a product centric organization before its near failure was a bloated organization with 400 000 employees heavily invested in low margin‚ transactional‚ commodity-based businesses. As technology progressed‚ the demand for IBM’s inventions began to diminish. The entire organizational structure was also growing redundant‚ making it more challenging to face off competition from smaller and less diversified competitors. As Louis Gerstner‚ Jr embarked on turning the entire company around‚ there
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Mission Statement-Suitability for IBM The mission statement of IBM is suitable for the organization‚ and that not only because it sufficiently refers to the features a mission statement must have‚ but also because it expresses a spirit of success‚ teamwork and customer consideration‚ a spirit that only big companies can generate. Mission Statement-Strengths and weaknesses Though much important a mission stetement is‚ it can develop some strengths and weaknesses regarding mostly the customers
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Physical distribution is a term used to describe the methods and means by which a product or a group of products are physically transferred‚ or distributed‚ from their point of production to the point at which they are made available to the final customer.(Rushton at el 2010) In other words is the set of activities concerned with efficient movement of finished goods from the end of the production operation to the consumer. Physical distribution takes place within numerous wholesaling and retailing
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Channels of Communication Types of Communication: Internal and External Need for Internal Communication Organize Decision-making Motivation Morale Reduce labour turnover Reduce abseentism Harmony Channels of Communication • Management can use one or more channels to communicate with his employees and obtain a feedback.Some experts prefer to use the phrase “lines of communication” instead of channels of communication. • We have Upward ‚ Downward‚Vertical‚ and horizontal.
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Enterprise Introduction Framed by the year 2009‚ the International Business Machines Corporation (hereafter IBM) aims at becoming a ‘globally-integrated enterprise’ and is therefore facing the act of balancing between being deeply connected (in order to provide value for customers and society) and yet above the fray (to avoid divisive controversies). Over its nearly 100 year history‚ IBM moved from international (exporting form the U.S.) to multi-national (with subsidiaries in many countries) to
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