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(2008, 16 200 words)
The dissertation examines the role of call centres in the Indian economy of today providing a review of literature on business process outsourcing (BPO) in India. A case study is conducted to identify the operations of an IBM call centre in Bangalore and evaluate its service quality. The research is based on the descriptive approach using secondary and primary data obtained from semi-structured interviews and questionnaires. Conclusions are made about the levels of customer service in the Indian IBM call centre. Recommendations are suggested about the ways to improve the competence of the organisation.
(2008, 1500 words)
The paper examines the technology based marketing using the IBM DecisionEdge as an example for discussing various challenges in marketing and how they can be solved using technology based marketing of DecisionEdge.
(2008, 1500 words)
The paper analyses the merger and acquisition (M&A) of Lenovo and IBM exploring the mechanisms of the M&A, and evaluating some of the consequences of the merger for both firms. The reasons behind M&A, and the benefits and risks associated with M&A are described.
(2007, 3900 words)
The paper examines the strategic management of IBM looking at the changing macro and micro environmental indicators. The current industry structure is analyzed using Porter's Five Forces model and highlighting the core competencies of IBM relevant to their competitive advantage. The corporate strategy of IBM is examined from the perspective of its diversification, integration, alliance pathways, etc. The impact of IBM's diversification strategy on the company's internal structure and control systems is discussed.
(2007, 750 words)
The paper examines the features of a free market providing information on the price elasticity of demand and income elasticity of demand. The products, prices and services of the IBM are briefly described.
(2007, 2500 words)
The paper examines the tactics of organisational transformation in International Business Machines (IBM) reviewing theoretical approaches to organisational culture, discussing the concept of the virtual workspace, analysing IBM's diversification strategy, and performing their SWOT and Porter's five forces analysis.
(2007, 3000 words)
In the first section the report would give an overview of the outsourcing deal between JP Morgan Chase and IBM and the reason behind its failure. The report is based on the analysis of the outsourcing attempt by a financial firm JP Morgan Chase with IBM which is a IS and IT services vendor. The major reason for the breakage of the outsourcing was a shift in the strategy of JP Morgan Chase which acquired another banking firm Bank One Corp. The second part of the report deals with the discussion on the post-merger systems integration of JP Morgan Chase and Bank One Corp. The first part of the report deals with the analysis of development of IT and IS systems according to the JP Morgan Chase's organisational structure and its business. The second part of the report gives an in-depth analysis of the post-merger systems integration that should be carried out between JP Morgan Chase and Bank One Corp. The report concludes with the recommendations from author based on the analysis of the situation and the empirical analysis by other researchers.
(2006, 950 words)
This paper presents overview of IBM and SWOT Analysis which analyses strengths, weaknesses, opportunities and threats of IBM.
(2006, 2500 words)
The paper examines strategies and practices in human resource management (HRM) at IBM reviewing the company's history, traditional and modern approaches to HRM, the difference between HRM and personnel management, HRM contributions to the achievement of IBM objectives and business strategy, etc.
(2006, 3800 words)
The paper examines the strategic position of IBM by analyzing the key strategic issues faced by the company. A Critical analysis of the company has been conducted with the effective use of models and tools of strategic management in order to set out the issues and in finding solutions to these issues. The reader will find a comprehensive analysis of IBM’s strategic manoeuvres with respect to its environment and what the future prospects for the Company.
(2006, 3000 words)
This paper will take a look at strategic alliance between the online retailer and auctioneer e-bay and the computer giant IBM, with an intention to analyse the different aspects of the process. The paper provides a detailed background of the alliance process and the key players prior to diving into a detailed analysis of the whole process.
(2006, 4500 words)
The dissertation reports on IBM, the world’s largest information technology company, providing an overview of their development, and focusing on the acquisition of PwC Consulting and the creation of the IBM Business Consulting Services (BCS). Literature is reviewed on the theoretical aspects of organisational change and change management including the problem of resistance to change, motivation maintenance, etc. and making references to the case of IBM and PwCC. Conclusions are made about the importance of accepting transition offering recommendations concerning change management.
(2006, 7500 words)
The dissertation examines the corporate culture of the IBM Company seen through the eyes of a group of students who had a work placement in the organisation under the IBM Industrial Trainee (IT) scheme. The background of IBM, their corporate culture and values is presented. A review of literature is offered touching on the theories of social anthropology, culture, values, reward, etc. The state of culture in large organisations is described. Qualitative research methods are applied including unstructured telephone interviews, interactive focus group studies, etc. Conclusions are made about the students’ perception of the company’s culture highlighting the areas of concern.
(2006, 3000 words)
The report critically analyzes and synthesizes best practice in relation to various tools used to map and share existing knowledge within an organization. It looks at there case studies of Nokia, GlaxoSmithKline (GSK) and International Business Machine (IBM). The report has been divided into three major parts, first part deals with the business overview of each company, second part looks at the KM strategy and process adopted by each company and lastly with the help of appropriate literature these strategies and process have been evaluated.
(2006, 4000 words)
The report is aimed at providing a comparative analysis of the strategic management at IBM and Dell. The report uses secondary data from journals, newspapers, trade magazines for the purpose of this analysis. The analysis has been based on using strategic management models like PESTEL, SWOT, Porter’s Five Forces, Porter’s Generic Strategy and Industry Lifecycle. The report also holds a section on theories presented under the context of sustained competitive advantage.
(2006, 2000 words)
This report is aimed to analyze the macro and micro environment of the worlds largest IT Company, IBM. The report uses the PESTEL framework to capture the facts and figures regarding the macro environment of the company. The report also uses Porters Five Forces, Industry Life Cycle and SWOT analysis to further analyze the competitive and micro-environmental factors for the company. The report concludes by suggesting two possible strategies under the light of the analysis provided and also compares by using advantages and disadvantages of employing these strategies.
(2005, 3000 words)
The paper reports on the changes that took place in the Integrated Supply Chain (ISC) of the IBM Corporation over the past few years. The companys profile is presented; the shortcomings of its chain supply management are highlighted and followed up by suggestions about the ways to improve the companys performance. The use of ICT tools to reduce supply chain costs is discussed.
(2005, 5000 words)
The paper addresses the issues of strategic management focusing on strategic change as opposed to other organisational changes. Various definitions of strategic change are offered; models of making strategic choices are outlined. A case study analysis of the IBM company is performed to demonstrate its practices in the process of strategic change. The analysis is conducted within the framework of Porters five forces model.
(2005, 1400 words + 12 PowerPoint Slides;)
This presentation highlights the latest problems and changes (in particular, re-engineering of HR delivery), which took place at IBM, critically assessing the potential advantages and disadvantages. As the result, the presentation suggests what can be improved and what should be improved as soon as possible as well as summarises the current consequences and makes suggestions for the future.
(2003, 2400 words)
A case study regarding IBMs Design for the Environment programme. The paper covers topics such as stewardship, coding and recycling of thermoplastic parts and electronic waste, effects on the hydrosphere, lithosphere and atmosphere. Product life cycle issues, design for disassembly and the Greenock project (IBM was one of the first major corporations to recycle PVC).
(2002, 900 words)
Do you think it was wise of the company to concentrate on ISUs? What about the smaller companies that might not want integrated solutions and IBM was not able to justify the sales effort? Are there any more general lessons to be drawn for companies from the IBM approach of providing industry solutions? Or is this strategy specific to one very large company in the computer industry? Where would you place the new strategies of IBM - prescriptive or emergent? And within this, which strategic theory represents the most appropriate explanation of the company's development?
(2003, 600 words)
The case study of the organisational culture change of the IBM (Companys Background; The Necessity of the Change; IBMs Corporate Culture before the Change; The process of the change; Post-Effects from Culture Change)
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