International Business Machines Corp.
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This research provides a brief marketing analysis of the International Business Machines Corporation (IBM). The corpor ate headquarters are located at Armonk, New York; however, the firm operates research, production, sales, and service facili ties in locations throughout the United States (US), and in many foreign countries (Standard & Poor's, 1989). IBM operates in several industries. The emphasis in this analysis, however, is on the company's operations in the compu ter and peripherals industry, which accounts for well in excess of 50 percent of the company's total revenues and profits (Standard & Poor's, 1989).IBM's chairman and chief executive officer (CEO) is John Akers. In total, the company employs in excess of 387 thousand persons (Niemond, 1989b). More than eight hundred thousand individuals and organiza tional entities own common shares in IBM. Of the more than 580 million common shares outstanding, six tenths of one percent are held by insiders (Niemond, 1989b). Total sales at IBM increased annually from 1986 through 1989, and such increases are projected through 1993 (Niemond, 1 21989b). Total annual sales of $51.3 billion in 1986 increased 5.6 percent to $54.2 billion in 1987, and a further 9.8 percent to $59.5 billion in 1988 (Niemond, 1989b). The sales increase in 1989 was 5.9 percent, which brought total sales to $63.0 billion (Niemond, 1989b). Total sales of $66.0 billion, an increase of 4.8 percent,
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development of new solutions through the invention and application of technology internally and externally, and (5) the development of a balance among all functional aspects of operation, based upon strength in all functional areas inter nally. The essential goals at IBM have always been pursued with great energy. Henry Mintzberg (1979, p. 480) said that an outstandingly successful organization "would have . . . an ideology. The perceptive visitor would 'sense it' immedi ately." Thomas Peters and Robert Waterman (1982) observed that IBM had been operating with a distinctive ideology for 75 years. For IBM's long time chairman, Thomas J. Watson, Jr., there was little doubt as to what IBM's philosophy was. He said that the
. . . philosophy is largely contained in three simple beliefs . . . the most important: our respect for the individual. This is a simple concept, but in IBM it occupies a major portion of management time. We devote more effort to it than anything else (Watson, 1963, p. 13).
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Following respect for the individual at IBM has always been its strong commitment to customer service (Cox, 1982). IBM is also devoted to technological advance. As strong as its technological commitment is, however, it fo
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Approximate Word count = 1867
Approximate Pages = 7 (250 words per page)
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