Harvard Case - IBM Corp.: "Make It Your Business" (A)
"IBM Corp.: "Make It Your Business" (A)" Harvard business case study is written by Robert Simons, Hilary A. Weston. It deals with the challenges in the field of Accounting. The case study is 14 page(s) long and it was first published on : Mar 20, 1990
At Fern Fort University, we recommend that IBM implement a comprehensive strategic shift focused on leveraging its core strengths in technology, consulting, and global reach to capitalize on the burgeoning opportunities in emerging markets. This strategy should involve a multi-pronged approach encompassing targeted acquisitions, strategic partnerships, and a tailored business model adapted to the specific needs and challenges of these markets. This approach will enable IBM to achieve sustainable growth and profitability while simultaneously contributing to the economic and social development of these regions.
2. Background
IBM, a global technology giant, faced a critical juncture in the late 1990s. The company, known for its dominance in mainframe computers and hardware, was struggling to adapt to the rapidly evolving technological landscape dominated by personal computers and software. Under the leadership of Louis Gerstner, IBM embarked on a transformative journey, shifting its focus from hardware to software and services, ultimately becoming a leading provider of IT solutions and consulting services.
The case study focuses on IBM's 'Make It Your Business' initiative, launched in 1999, aiming to expand its presence in emerging markets. These markets, characterized by rapid economic growth and a burgeoning demand for technology, presented a significant opportunity for IBM to achieve sustained growth and profitability. However, the initiative faced challenges related to cultural differences, regulatory hurdles, and the need to adapt its business model to the unique characteristics of these markets.
3. Analysis of the Case Study
IBM's 'Make It Your Business' initiative can be analyzed through the lens of the Porter's Five Forces framework:
- Threat of New Entrants: Emerging markets typically have lower barriers to entry, making it easier for new competitors to emerge. IBM needs to establish a strong brand presence and competitive advantage to deter new entrants.
- Bargaining Power of Buyers: Customers in emerging markets often have limited choices and are willing to pay a premium for reliable and high-quality products and services. However, IBM needs to ensure its pricing strategy is competitive and caters to the specific needs of these markets.
- Bargaining Power of Suppliers: Emerging markets often have complex supply chains with varying levels of supplier capabilities. IBM needs to carefully select and manage its suppliers to ensure consistent quality and timely delivery.
- Threat of Substitute Products: The rapid pace of technological innovation in emerging markets creates a constant threat of substitute products and services. IBM needs to continuously innovate and adapt its offerings to stay ahead of the competition.
- Competitive Rivalry: Emerging markets are characterized by intense competition from both local and international players. IBM needs to differentiate itself through its unique offerings, strong brand reputation, and tailored solutions to gain a competitive edge.
Furthermore, the case study highlights the importance of cultural sensitivity, regulatory compliance, and adapting business models to succeed in emerging markets. IBM needs to understand the unique cultural nuances, navigate complex regulatory environments, and tailor its offerings to meet the specific needs of each market.
4. Recommendations
To achieve sustainable growth and profitability in emerging markets, IBM should implement the following recommendations:
- Targeted Acquisitions: IBM should strategically acquire companies with established presence and expertise in specific emerging markets. This will provide access to local talent, market knowledge, and existing customer relationships.
- Strategic Partnerships: IBM should forge strategic partnerships with local businesses, government agencies, and educational institutions to build trust, gain market access, and leverage local expertise.
- Tailored Business Model: IBM should adapt its business model to the specific needs of emerging markets, offering flexible payment options, localized support services, and customized solutions.
- Focus on Innovation: IBM should prioritize innovation and invest in research and development to create solutions that address the unique challenges and opportunities of emerging markets.
- Develop Local Talent: IBM should invest in training and development programs to cultivate a skilled workforce in emerging markets. This will ensure a sustainable talent pipeline and foster long-term growth.
- Embrace Corporate Social Responsibility: IBM should actively engage in corporate social responsibility initiatives to build trust, enhance its brand reputation, and contribute to the social and economic development of emerging markets.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with IBM's core competencies in technology, consulting, and global reach. They also support the company's mission to 'make the world work better.'
- External Customers and Internal Clients: The recommendations address the needs of external customers in emerging markets by providing tailored solutions and supporting local economic development. They also empower internal clients by providing opportunities for growth and development.
- Competitors: The recommendations aim to differentiate IBM from its competitors by focusing on innovation, strategic partnerships, and building a strong local presence.
- Attractiveness ' Quantitative Measures: The recommendations are expected to lead to increased revenue, profitability, and market share in emerging markets.
6. Conclusion
IBM's 'Make It Your Business' initiative presents a significant opportunity for the company to achieve sustainable growth and profitability in emerging markets. By implementing the recommended strategies, IBM can leverage its core strengths, navigate the unique challenges of these markets, and contribute to their economic and social development.
7. Discussion
Other alternatives not selected include:
- Organic Growth: IBM could focus on organic growth by expanding its existing operations in emerging markets. However, this approach may be slow and require significant upfront investment.
- Joint Ventures: IBM could form joint ventures with local companies to gain market access and leverage local expertise. However, this approach may involve sharing profits and control.
Key risks and assumptions associated with the recommendations include:
- Political Instability: Emerging markets can be prone to political instability, which could disrupt business operations and affect profitability.
- Economic Downturn: A global economic downturn could impact demand for IT solutions in emerging markets.
- Competition: Intense competition from local and international players could erode market share and profitability.
- Cultural Differences: Navigating cultural differences and adapting to local customs can be challenging.
8. Next Steps
To implement the recommendations, IBM should take the following steps:
- Develop a comprehensive strategic plan: This plan should outline the specific goals, strategies, and timelines for expanding into emerging markets.
- Allocate resources: IBM should allocate sufficient financial and human resources to support the implementation of the strategic plan.
- Develop a strong local team: IBM should recruit and develop a team of experienced professionals with deep understanding of the local market.
- Monitor progress: IBM should regularly monitor the progress of its initiatives and make adjustments as needed.
By taking these steps, IBM can successfully navigate the challenges and opportunities presented by emerging markets and achieve its strategic goals.
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Case Description
In 1987, IBM changed its strategy in an attempt to become a market-driven company rather than a product-driven company. The case begins with a description of the new strategy and the reasons for the change and then describes the top-down sales planning and quota system in use under the old strategy. Concludes with a discussion of the reasons why the new strategy cannot be implemented without changing the sales planning and quota systems. The challenge for students is to design new systems to support IBM's market-driven strategy.
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