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IBM analysis. Written Case Analysis – IBM Salient Case Facts at a Glance:
John Akers became the CEO of IBM in 1985. By this time ...
... The second part will discuss about the advantages and disadvantages of the two possible
alternative strategies for IBM. Part 1: Analysis of Micro and Macro ...
Ibm Financial Analysis. 1. IBM: A Systematic Financial Analysis. ... In fact, a
systematic risk analysis for IBM suggests a Beta value of 1.11. ...
IBM financial ratio analysis. determine a company’s health and direction.
These tools are better known as ratio analysis. Ratios ...
Ibm' Five Forces Analysis. IBM's Five Forces Five forces analyses for the
industrial structure analysis tool, describes five kind ...
Submitted by matthew117 on December 4, 2006
Category: Business
Words: 764 | Pages: 4
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Written Case Analysis – IBM
Salient Case Facts at a Glance:
John Akers became the CEO of IBM in 1985. By this time, IBM
had registered a drop in earnings for the first time. This trend
continued, creating various other problems till John Akers was
forced to resign in 1993.
IBM was perceived as a ruthless giant with tremendous growth.
Naturally, it was singled out for criticism by the entire industry
and the government. IBM also attracted anti-trust legislation as
a result.
IBM lost out once the Personal Computer industry began to boom.
It found that the old paradigm of closed proprietary systems
applicable to the mainframe business was not relevant to PCs.
Reasons for decline of IBM in the late 80’s and early 90’s:
· IBM’s earlier investments were yet to pay dividends and the
future investments planned were high.
· IBM’s products were treated as generic. PC parts were
available cheap and assembly was also cheap. Therefore
customers opted for cheap clones. A high cost manufacturer
like IBM had an obvious disadvantage.
· IBM failed to read the industry trends and was still banking
on the mainframe business to earn major revenues. It was
losing market share in PC and laptop segments, which were
growing fast and had tremendous potential.
· IBM had excess manpower which resulted in heavy overheads.
· IBM was seen as a single entity by customers. So the splitting
of the company into autonomous business units was not
acceptable to the customers. The customers would find it
difficult to deal with different divisions of IBM.
· IBM also did not appreciate that software was becoming more
important than hardware in the light of the IT revolution.
Louis Gerstner took over as CEO in 1993. The major policy
initiatives that he launched included a decision not...
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