《ibm的分析報(bào)告》ppt課件教案

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titleIBM的分析報(bào)告IBM-

IBM

Global

Services

(IGS)IBM

Global

ServicesNetworkCorporate

MessagingWorkgroupUniversal

MessagingSource:

IBM

Corporation

(July

1999)IBM-

Overview

of

messaging

and

collaborationservices

offeringsIBM

Workgroup

Services-Part

of

an

organization

within

IGS

that

was

established

after

the

sale

of

the

AT&TnetworkMarketing

combination

of

IGS

and

Lotus

Domino/NotesManaged

operations

and

hosting

technology

focused

on

large

customersRunning

entire

data

centersBuilding

systems

from

scratchDeployment,

installation,

development

and

professional

trainingHosting

environmentsforInternet,

intranetand

extranet

collaborationandapplications.

Application

hosting,

replication

services,

and

messaging

services

areincluded.

The

browser

iscentricto

these

implementations.Technical

support

for

help

desks

is

standardManaged

offerings

include

data

network

services,

internet

and

intranet

services,electronic

transaction

services,

messaging

and

collaborative

services,

networkoutsourcing

servicesIBM-

Workgroup

ServicesRevenueIGS

services

revenues

for

year

ended

December

31,

1998

were

$29

billion

(Source:

IBM10K

Report).IGS

Headcount116,000

service

employees

worldwide

(Dataquest

estimate)Workgroup

Services

value

of

contractsPublished

one-off

seat

price:

$36/month,

$4000/month

minimumTarget

customers:

from

300

to

15,000seatsGeneral

approachStart

with

one

department

orgroup,

then

move

to

other

groups

within

the

enterprise.Different

groups

from

IGS

are

brought

in

and

a

project

team

is

createdMany

clients

are

established

Notes

shops

needing

assistance

with

roll

outandapplicationdevelopment.Anticipated

GrowthIBM

believes

the

messaging

and

collaboration

space

(which

includes

applicationshosting,

messaging,

collaboration

and

KM)

is

growing

at

240

percent/year.

Theyintend

to

match

or

exceed

that

growth.IBM-

Workgroup

Services-

Pricing

strategiesand

new

services

developmentWhen

other

divisions

of

IGS

are

involved,

the

seat

price

is

sometimesincreased.

Other

times,

the

additional

services

are

priced

separately.Each

time

a

customer

asks

for

something

new,

the

management

team

ofWorkgroup

Services

does

a

market

segment

analysis

to

determine

if

it

issomething

that

should

be

added

to

the

portfolio

of

repeatable

solutions

orservices.

The

overall

objective

is

to

standardize

custom

solutions

so

thatprices

can

be

lowered

for

other

customers.Value

pricing

is

new

to

IBM,

and

is

the

cause

of

much

internal

debate.

Seniormanagement

is

driving

adoption.Pricing

methodology:Base

it

on

the

“areas

of

pain”

that

are

addressed

for

the

customerDetermine

what

the

value

is

to

the

customer

of

having

Notes

or

Exchange

seats

rolledout

quickly.Streamline

the

process

of

determining

what

messaging

servers

cost,

and

how

manyadministrators

are

neededProvide

scaling

services

to

customers,

that

is,

help

them

determine

when

resourcesneed

to

be

added

as

a

system

growsIBM-

Workgroup

Services-

Services

sales

anddeliveryWorkgroup

Services

delivers

the

entire

package

in

terms

of

serviceinfrastructure.

Generally

they

put

everything

in

place,

have

a

conference

call,outline

the

procedure

for

using

the

application

and

the

customer

is

off

andrunning.

Some

end-user

application

support

is

provided

by

partners.Occasionally

customers

ask

to

rent

a

Notes

administrator

or

have

directaccess

to

one

at

an

IBM

Service

Center.

This

is

a

custom

bid,

provided

asneeded.Notable

Workgroup

Services

partners:IntraLinks-

in

delivery

of

an

Internet-based

document

distribution

and

transactionmanagement

system

for

the

syndicated

loan

market.InternationalConsultingServices

-

a

traditional

AS/400

BusinessPartner.

They

havedeveloped

an

application

called

Workface

for

small

and

medium-sized

companies

tofacilitate

OSHA

reporting.Today,

approximately

10-15

percent

of

revenue

comes

from

indirect

salesthrough

partners.

This

is

expected

to

growasthe

Applications

ServiceProvider

(ASP)

market

grows.

The

rest

is

sold

by

IBM

account

managers

andexecutives.IBM-

Netfinity

and

ExchangeIBM

is

agnosticin

terms

of

the

messaging

platform

they

will

implement.

Thechoicebetween

Notes

and

Exchange

is

determined

by

the

customer.

IGS

isfully

ramped

up

and

prepared

to

deliver

both

Notes

and

Exchange

solutions.There

is

a

very

large

practice

dedicated

to

managed

operations

for

Exchange.Other

companies

we

interviewed

(Wang

and

Dell)

have

not

seen

a

push

fromIBM

one

way

or

another

on

the

Netfinity

issue.The

respondent

from

Workgroup

Services

encounters

three

models

formessaging

services

delivery:Services

aimed

at

enabling

customers

to

do

it

themselvesManaged

operationsNew

services

through

ASPsNetfinity

is

viable

and

used

in

all

of

those

models.IBM-

IGS

and

LotusThe

relationship

between

IGS

and

Lotus

began

with

the

AT&TNetworked

Notes

program.

Network

Notes

evolved

into

theNotesPublicNetwork

strategy.

IBM

was

just

another

NotesNetwork

provider

in

the

early

days.

IBM

dealt

with

Lotus

onthe

same

playing

field

as

the

other

Public

Network

Providers.While

Lotus

and

IBM

were

competing

with

each

other,

theyknew

they

had

to

work

together

to

validate

the

market

place.Workgroup

Services

is

a

surviving

entity

from

that

relationship.

IBM

is

trying

to

leverage

lessons

learned,

movingforward.Domino

Instant

Host

is

strategic.

Workgroup

Services

hasbeen

working

with

Lotus

to

develop

rentable

applicationsbased

on

Instant

Host.

It

carries

the

IBM

BusinessApplications

Center

brand.IBM-

IGS,

Lotus

and

Services

DeliveryIGS

works

closely

with

Lotus

as

part

of

Lotus’

strategy

towork

with

large

services

providers.IGStargetsthe

enterprise

segment

(globaltwo

or

threethousand)

and

has

a

stronghold

in

this

space.

The

consultativesell

is

important.Lotus

has

their

own

consulting

group,

which

delivers

similarofferings

to

those

provided

by

IGS.Today

the

overall

share

of

Workgroup

Services

businessinvolving

Lotus

was

rated

by

the

interview

respondent

as“medium,

but

growing”.

The

respondent

believes

as

Lotusrealizes

how

successful

IGS

is

in

the

Workgroup

Servicesspace,

they

will

become

a

bigger

part

of

the

mix.IBM-

Domino

vs.

ExchangeMany

of

IGS’s

enterprise

customers

have

made

broad-sweeping

Notesdecisions.

Most

of

these

customers

are

looking

for

services

solutions.

This

isnot

the

managed

operations

situation

where

eight

months

is

spent

on

rollingout

50,000

seats.Customers

want

a

service

under

which

they

can

start

deploying

seats,

on

adepartment-by-department

basis.IGS

and

Lotus

have

determined

that

those

who

do

not

strategically

plan

forcollaboration

ar