bilal assignment of s m

7/31/2019 Bilal Assignment of S M

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Introduction:

IBM Business Process Manager combines simplicity, ease-of-use and taskmanagement capabilities with support for enterprise integration andtransaction process management requirements, as part of an overallservices oriented architecture (SOA). Prior to the V7.5.0.1 release of BPM,process applications developed with WebSphere Lombardi Edition werenot available to run on the z/OS platform. Another limitation was thatexisting WebSphere Lombardi edition servers could not make use of DB2on z/OS as the product database.WebSphere Process Server was already a well-established product on thez/OS platform. This meant that if an enterprise solution was developedcontaining applications in WebSphere Lombardi Edition, the applicationswould have to run on a distributed set-up. The release of IBM Business

Process Manager (BPM) Advanced for z/OS, V7.5 brought together for thefirst time WebSphere Lombardi Edition and WebSphere Process Serveronto the same System z platform. It also enabled applications developedfor WebSphere Lombardi Edition to make use of DB2 on z/OS, with all thebenefits that entails.

B. Vision Statement (proposed)

IBM is committed to maintaining their position as the worlds largest

technology company.

C. Mission Statement (proposed)

At IBM, our mission is to engage collaboration with our clients (1)

and tackle their most complex business problems on a global scale

(3, 7). We will apply our business insights to develop fresh,

innovative solutions that provide real and measurable business

outcomes, whether it is designing and implementing new service

after sales business models, revolutionizing the business model forautomotive insurance with innovative technology (4) or becoming

one of the leading logistic providers for supply software, storage

devices, printing systems and PC recycling and buyback programs

for business (2). We will work with our clients to identify the level

of change that suits their needs that results in actionable change


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and sustainable outcomes (5). We also contribute to the economic

strength of society and function as good corporate citizen (8),

providing our employees (9) with excellent working conditions,

superior leadership, compensation and opportunities for growth.

1. Customer

2. Products or services

3.Markets

4.Technology

5.Concern for survival, profitability, growth

6.Philosophy

7.Self-concept

8.Concern for public image

9.Concern for employees

D. External Audit

Opportunities:

1.Growth in engineering technologies rose by 11 percent in 2006.

2.A shift from software to service-oriented architecture market is

expected to double to $143 billion by 2008.

3.Sony Corporation expected to lose more than $1 billion in the

Playstation 3 consoles first year of existence.

4.Global spending on IT services is expected to increase by 5.7

percent growth rate between 2005 and 2010.

5.Telecommunications industry grew by 14 percent in 2006.

6.Diversified computer systems industry grew 72 percent in 2005.


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7.Video gaming industry rose 17.5 percent for year 2006.

8.US software producers hold roughly 70 percent of the world

market.

9.China government has developed incentive policies to encouragegrowth in the software industry.

10.Diversified computer industry has a profit margin of more than 6

percent.

11.Hand held computers are expected to grow 31 percent.

Threats:

1.Possible legislation to limit the number of software patents

awarded.

2.Leading competitor has developed new technology to reduce

greenhouse gas emissions by 37 million pounds in 2007.

3.Revenue in major European countries decreased by 31 percent.

4.Leading competitor has over 12 percent more market share as

leading vendor of external disk storage systems.

5.China forming contracts with Australia for biochip technologyresearch.

6.Government regulation in the computer industry is expected to

increase by 2008.

7.Leading competitor expected to acquire major software firm.

8.Leading competitor increased R&D by 1.2 percent.

9.

Interest rates are expected to grow 1.7 percent annually.


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CPM Competitive Profile Matrix

Hewlett-Packard Dell IBM

Critical

Success

Factors

WeightRating Weighted

Score

Rating Weighted

Score

Rating Weighted

Score

Market Share

Price

Financial

Position

Product

Quality

Product Lines

Consumer

Loyalty

Employees

0.20

0.10

0.20

0.15

0.10

0.20

0.05

3

3

3

3

4

3

4

0.60

0.30

0.60

0.45

0.40

0.60

0.20

2

3

3

3

2

2

2

0.40

0.30

0.60

0.45

0.20

0.40

0.10

3

2

4

4

4

3

4

0.60

0.20

0.80

0.60

0.40

0.60

0.20

TOTAL 1.00 3.15 2.45 3.40


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External Factor Evaluation (EFE) Matrix

Key External Factors Weight Rating WeightedScore

Opportunities

1.Growth in engineering technologies

rose by 11 percent in 2006.

0.04 2 0.08

2.A shift from software to service-

oriented architecture market is

expected to double to $143 billion

by 2008.

0.05 3 0.15

3.Sony Corporation expected to lose

more than $1 billion in the

Playstation 3 consoles first year of

existence.

0.07 4 0.28

4.Global spending on IT services is

expected to increase by 5.7 percent

growth rate between 2005 and

2010.

0.03 1 0.03

5.Telecommunications industry grew

by 14 percent in 2006.

0.07 1 0.07

6.Diversified computer systems

industry grew 72 percent in 2005.

0.02 4 0.08

7.Video gaming industry rose 17.5

percent for year 2006.

0.07 2 0.14

8.US software producers hold roughly

70 percent of the world market.

0.04 4 0.16

9.China government has developed

incentive policies to encourage

0.08 2 0.16


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growth in the software industry.

10.Diversified computer industry has a

profit margin of more than 6

percent.

0.04 3 0.12

11.Hand held computers are expected

to grow 31 percent.

0.09 1 0.09

Threats

1.Possible legislation to limit the

number of software patents

awarded.

0.09 2 0.18

2.Leading competitor has developed

new technology to reduce

greenhouse gas emissions by 37

million pounds in 2007.

0.03 1 0.03

3.Revenue in major European

countries decreased by 31 percent.

0.07 2 0.14

4.Leading competitor has over 12

percent more market share asleading vendor of external disk

storage systems.

0.04 3 0.12

5.China forming contracts

with Australiafor biochip

technology research.

0.05 2 0.10

6.Government regulation in the

computer industry is expected toincrease by 2008.

0.05 3 0.15

7.Leading competitor expected to

acquire major software firm.

0.02 4 0.08

8.Leading competitor increased R&D 0.02 1 0.02


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by 1.2 percent.

9.Interest rates are expected to grow

1.7 percent annually.

0.03 2 0.06

TOTAL 1.00 2.24

E. Internal Audit

Strengths:

1.Ranked #1 service provider in IT outsourcing, web hosting, and

consulting.

2.Leads in supercomputer, 219 out of 500 systems.

3.Invested $5 to 6 billion in R&D.

4.Stockholders equity increased from $31,688M to 33,098M.

5.13th year IBM received more patents than any other company.

6.9 factors/plants have been integrated into a single flexiblenetwork.

7.Has a skills market that indexes 68,000 professionals worldwide.

8.Decreased the time it takes to process a purchase within 10 years

to a few hours.

9.Leader in provider with approximately 500 certified partners

worldwide.

10.Engineering & Technology services revenue increased 28

percent.

11.IBM has generated $60.8 billion in cash over past 5 years.


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Weaknesses:

1.Only gained nine percent in China in 2006.

2.Only grew 6 percent in small & medium-sized businesses.

3.Increased loss from discontinued operations, $18 million to $24

million.

4.Revenues across all industries sectors decreased 5.4 percent.

5.Total assets decreased from $111 billion to $105 billion in 2006.

6.IBM website isnt as aesthetically pleasing, user-friendly, and

innovative as competing firms.

7.Communications sector declined revenue 13.6 percent in 2006.

8.Systems & technology gross profit declined 40.4 percent in 2006.

Internal Factor Evaluation (IFE) Matrix

Key Internal Factors Weight Rating WeightedScore

Strengths

1.Ranked #1 service provider in IT

outsourcing, web hosting, and

consulting.

0.02 4 0.08

2.Leads in supercomputer, 219 out of 500

systems.

0.03 3 0.09

3.Invested $5 to 6 billion in R&D. 0.10 4 0.40

4.Stockholders equity increased from 0.02 3 0.06


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$31,688M to 33,098M.

5.13th year IBM received more patents than

any other company.

0.03 3 0.09

6.9 factors/plants have been integrated intoa single flexible network.

0.10 4 0.40

7.Has a skills market that indexes 68,000

professionals worldwide.

0.06 4 0.24

8.Decreased the time it takes to process a

purchase within 10 years to a few hours.

0.10 4 0.40

9.Leader in provider with approximately

500 certified partners worldwide.

0.08 3 0.24

10.Engineering & Technology services

revenue increased 28 percent.

0.04 3 0.12

11.IBM has generated $60.8 billion in cash

over past 5 years.

0.06 4 0.24

Weaknesses

1.Only gained nine percent in China in2006.

0.03 2 0.06

2.Only grew 6 percent in small & medium-

sized businesses.

0.04 2 0.08

3.Increased loss from discontinued

operations, $18 million to $24 million.

0.01 1 0.01

4.Revenues across all industries sectors

decreased 5.4 percent.

0.03 2 0.06

5.Total assets decreased from $111 billion

to $105 billion in 2006.

0.10 2 0.20

6.IBM website isnt as aesthetically

pleasing, user-friendly, and innovative as

0.02 1 0.02


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competing firms.

7.Communications sector declined revenue

13.6 percent in 2006.

0.03 2 0.06

8.Systems & technology gross profitdeclined 40.4 percent in 2006.

0.10 2 0.20

TOTAL 1.00 3.05

F. SWOT Strategies

SO Strategies:

1.Expand R&D in new telecommunication devices (S3, S10, S11, O1,

O5).

2.Increase IT services in China (S1, O4, O9).

3.Acquire Sony Corporation gaming division (S9, S11, O3, O7).

4.Develop new PC hand-held device (S6, S11, O8, O10).

WO Strategies:

1.Increase revenue from the small and medium-sized business

segment (W2, O6).

2.Develop a more user friendly and innovative website (W6, O1,

O6).

ST Strategies:

1.Increase RD spending (S3, S11, T5, T6).2.Increase marketing budget in European countries (S3, S11, T3).

3.Increase political alliances (S5, T1, T7).


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WT Strategies:

1.Research global sector to search for feasibility of continuing

services (W1, W4, T

J. QSPM:

Strategic Alternatives

Key Internal Factors Weight Enter the

Hand Held PC

Market

Increase

Advertising

Worldwide

Strengths AS TAS AS TAS

1.Ranked #1 service provider in IT

outsourcing, web hosting, and

consulting.

0.02 --- --- --- ---

2.Leads in supercomputer, 219 out of

500 systems.

0.03 --- --- --- ---

3.Invested $5 to 6 billion in R&D. 0.10 4 0.40 2 0.20

4.Stockholders equity increased from

$31,688M to 33,098M.

0.02 2 0.04 3 0.06

5.13th year IBM received more patents

than any other company.

0.03 3 0.09 1 0.03

6.9 factors/plants have been integrated

into a single flexible network.

0.10 --- --- --- ---

7.

Has a skills market that indexes 68,000professionals worldwide. 0.06 4 0.24 2 0.12

8.Decreased the time it takes to process apurchase within 10 years to a fewhours.

0.10 --- --- --- ---


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9.Leader in provider with approximately

500 certified partners worldwide.

0.08 1 0.08 3 0.24

10.Engineering & Technology services

revenue increased 28 percent.

0.04 4 0.16 2 0.08

11.IBM has generated $60.8 billion in

cash over past 5 years.

0.06 4 0.24 3 0.18

Weaknesses

1.Only gained nine percent in China in

2006.

0.03 1 0.03 4 0.12

2.Only grew 6 percent in small &

medium-sized businesses.

0.04 1 0.04 4 0.16

3.Increased loss from discontinued

operations, $18 million to $24

million.

0.01 --- --- --- ---

4.Revenues across all industries sectors

decreased 5.4 percent.

0.03 1 0.03 3 0.09

5.

Total assets decreased from $111billion to $105 billion in 2006. 0.10

1

0.10

3

0.30

6.IBM website isnt as aesthetically

pleasing, user-friendly, and

innovative as competing firms.

0.02 --- --- --- --

7.Communications sector declined

revenue 13.6 percent in 2006.

0.03 1 0.03 4 0.12

8.Systems & technology gross profitdeclined 40.4 percent in 2006.

0.10 1 0.10 3 0.30

SUBTOTAL 1.00 1.58 2.00

Key External Factors Weight Enter the

Hand Held PC

Increase

Advertising


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Market Worldwide

Opportunities AS TAS AS TAS

1.Growth in engineering technologies

rose by 11 percent in 2006.

0.04 3 0.12 1 0.04

2.A shift from software to service-

oriented architecture market is

expected to double to $143 billion by

2008.

0.05 1 0.05 3 0.15

3.Sony Corporation expected to lose

more than $1 billion in the Playstation

3 consoles first year of existence.

0.07 --- --- --- ---

4.Global spending on IT services is

expected to increase by 5.7 percent

growth rate between 2005 and 2010.

0.03 --- --- --- ---

5.Telecommunications industry grew by

14 percent in 2006.

0.07 --- --- --- ---

6.Diversified computer systems industry

grew 72 percent in 2005.

0.02 3 0.06 2 0.04

7.Video gaming industry rose 17.5

percent for year 2006.

0.07 --- --- --- ---

8.US software producers hold roughly 70

percent of the world market.

0.04 2 0.08 3 0.12

9.China government has developed

incentive policies to encourage growth

in the software industry.

0.08 1 0.08 3 0.24

10.Diversified computer industry has a

profit margin of more than 6 percent.

0.04 --- --- --- ---

11.Hand held computers are expected to 0.09 4 0.36 2 0.18


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grow 31 percent.

Threats

1.Possible legislation to limit the

number of software patentsawarded.

0.09 --- --- --- ---

2.Leading competitor has

developed new technology to

reduce greenhouse gas

emissions by 37 million pounds

in 2007.

0.03 --- --- --- ---

3.Revenue in major Europeancountries decreased by 31

percent.

0.07 1 0.07 3 0.21

4.Leading competitor has over 12

percent more market share as

leading vendor of external disk

storage systems.

0.04 --- --- --- ---

5.China forming contracts

withAustralia for biochip

technology research.

0.05 --- --- --- ---

6.Government regulation in the

computer industry is expected to

increase by 2008.

0.05 --- --- --- ---

7.Leading competitor expected to

acquire major software firm.

0.02 --- --- --- ---

8.Leading competitor increased

R&D by 1.2 percent.

0.02 --- --- --- ---

9.Interest rates are expected to

grow 1.7 percent annually.

0.03 --- --- --- ---


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SUBTOTAL 0.82 0.98

SUM TOTAL ATTRACTIVENESS

SCORE

2.40 2.98

K. Recommendations

1.The QSPM strategies assessed entering the hand held PC market orincreasing advertising world wide to take advantage of the growthin Asia and Eastern Europe. Both strategies are appropriate and canbe implemented. Total amount needed to acquire Palm is $1 billion

and an additional $500 million in advertising.

bilal assignment of s m

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