IBM战略资源管理（PPT 13页）

IBMGlobalServices-StrategicOutsourcingIBMStrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcingEmilyWrightBusinessConsultingServicesIBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing2TheMarketEnvironmentStrategicOutsourcingIBM'sCapabilitiesOnDemandAgendaIBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing3Sloweconomicgrowthandpressurestoimproveearningsarecombiningtomakecostcuttingtheprimaryagendaitemforalargemajority(78%)ofcompaniesGrowthisemergingasanimportantissueaseconomicrecoveryhasbeenpostponed(andmaybeslowtoreturn).ITcontinuestobeanimportantleverinachievingthecostsavingobjectiveformostcompaniesintwoverydifferentwaysƒITisbeingtaskedtoenablebusinessprocessefficiencyƒITspendingisalsoasourceofsavingsasbudgetsforallfunctionsarebeingtrimmed.Ingeneral,ITbudgetpressureisinlinewiththeoverallbusiness,however30%ofrespondentsindicatethatITspendinghasbeencutmorethanotherfunctionswhile10%statethatIThasbeenprotectedfromcutsSource:2003SOMarketInsightsstudyof300seniorexecutives,MercerManagementConsultingCompaniesaretakingactionstoimprovetheirbottomlineratherthanwaitingfor“therecovery”tosolveproblemsInaweakglobaleconomy,companiesfaceuncertaintyabouttheireconomicandstrategicfutureIBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing4Today’sEconomyisForcingCompaniestoAddressComplexNeedstoEnhanceShareholderValueShareholderValueManagementNeedsReal-timedecisionsupportanalyticsandtoolsOperatingmodelflexibilityFinancialNeedsReduceandcontroloperatingcostsImprovecashflowImprovereturnoncapitalStrategicNeedsImprovedcorebusinessfocusTransformedbusinessdesignAdditionaldollarsinvestedinhigher-valueprojectsIBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing5Strategicoutsourcingpositivelyimpactsshareholdervalue.Ourresearchsuggeststhedifferenceisintheorderof5.4%abovetheindividualsectoraverageand4.9%abovetheoverallFTSE100.-Source:MorganChambers,OutsourcingintheFTSE100:TheDefinitiveStudyEvidenceshowsthatIToutsourcinghasadiscerniblepositiveimpactonshareprices.Astudyof27companiesundertakinglargeIToutsourcinginitiativesindicatesanaveragegaininshareholdervalueof5.7%overandabovethegeneralmarkettrend.-Source:SternStewart,ITOutsourcingandShareholderValueWhyoutsource?Toincreaseshareholdervalue...IBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing6CostRevenueCustomerEfficiencyGrowthSatisfactionSource:2003SOMarketInsightsstudy,MercerManagementConsulting--300interviewswithseniorexecutivesSeniorExecutivePrioritiesIBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing7Substantialmarketgrowthoverlastfiveyears;growthanticipatedat9%through2007.IBMisamarketshareleader.Source:GMV2H03TheMarketplaceTheMarketplaceMarketOpportunityMarketOpportunityCustomersToptwobusinesspriorities-costefficiencyandrevenuegrowthServices-savvycustomers;increasing3rdpartyinvolvementSophisticatedmarketplace(customers,suppliers)CIOsplayingastrongroleinoutsourcingdecisionmakingIncreasinginterestinOnDemandGrowinginterest/expectationofacollaborativerelationshipDealsPricepressure–offshoreacceptanceCompetitionisfierceMorecomplexdealstructures1161221301411551721902001200220032004200520062007$BillionsSOisaMainstreamITSolutionIBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing8SOaspercentageofIBMrevenue19%SOaspercentageofIBMPTI28%OtherIBMSOSOaspercentageofIBMemployees21%StrategicOutsourcingrepresentsamajorsourceofrevenueandprofitforIBMIBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing9BusinessFocusIT-FocusFinancialCriticaloperationaltoolStrategicSourceofcompetitiveadvantageHowtorespondtotheneedsofthebusinessHowtoproactivelybringtechnologysolutionsasthebusinessHowtoearnareturnonthistechnologyinvestmentTechnicalCoresystemConstraint~10%NecessaryevilSupport~25%BusinessleverageEnabler~55%ProcessefficiencyStrategic~10%DifferentiateRelianceonITLowHighHowtogetbywithaminimaluseofITMajorityofthecustomerbaseThestrategic(transformational)andconstraint(necessaryevil)segmentsarebecominglessprevalent.CustomersaretendingtoviewITasasupportorenablerIBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing10PercentoftheFortuneXthatOutsourcedfrom1997-200260%ofFortune100firmshavetheiroutsourcingbusinessstrategiesinplace020406080100Source:IDC–ContractsDatabase1997-200280%64%60%36%23%Fortune10Fortune25Fortune100Fortune500Fortune1000OutsourcinghasbecomeacommonbusinessstrategyIBMGlobalServices-StrategicOutsourcing©2003IBMCorporationIBMStrategicOutsourcing11StrategicOutsourcing:WhatistheValuefortheCustomer?CostreductionAbilitytofocusoncorecompetenciesIncreaseavailabilityofspecificskillsandresourcesImprovestability,effectivenessandservicelevelsofITEnablerapidbusinesschange/expansionObtainaccesstoadvancedtechnologies&research,andtoindustry,businessandtechnologyexpertsPredictableexpensemanagementGaincontractuallycommittedservicelevelsFlex