This report discusses how the current global financial crisis will affect IBM and the rest of the IT industry. Will IBM’s position in the market be strengthened or weakened by this crisis? What new business strategies and tactics will IBM create? How will it respond to the collapse of major industry segments, high levels of unemployment, and historically low level of consumer confidence? On the other hand, how will IBM’s competitors fare? Will they gain or lose ground?
This report takes a detailed look at IBM and its strategies and its market position based on a comparison to its major competitors. It provides a historical view that covers the period 2004 to 2008 along with a projection for 2009. It also provides a forecast for the years 2010 through 2013 and describes new business strategies.
These comparisons are made for four enterprise products and services categories:
q Enterprise Services includes enterprise consulting services that are generally oriented toward IT but may also include general business consulting as provided by IBM and its competitors included in this report.
q Outsourcing Services includes the operation of systems and applications to support enterprises from IBM or its competitors’ data centers or at customers’ facility.
q Application Software includes the middleware, data management, and application software products that are provided to enterprise customers.
q Enterprise Systems includes the hardware computing and storage systems that include supercomputers, mainframes, servers, and storage systems. It also includes retail point of sale (POS) systems.
q Global Financing includes the financing of computer systems and software along with the disposal of systems that are being replaced.
The report exmines IBM’s key strategies, including its “smart” business strategies, its environmental sustainability and energy efficiency strategies, and its global emerging country strategies. It discusses IBM’s position compared to its competition in addressing the important global and emerging country markets. The report includes a discussion of how IBM serves more than 50 of its most important customers.
The report also defines strategies that companies can use to compete with IBM that include taking IBM head on along with niche and regional strategies that focus on specific opportunity areas. The report also discusses the strategies that IBM/s competitors in Japan can use to improve their competitiveness against IBM.
Section 10 includes a description of 21 of IBM’s major competitors. The companies included were selected because they were identified by IBM or Fuji-Keizai as major competitors in the enterprise IT market.