Therefore, IBM missed this incredible opportunity which might have granted the company a dominant position on the market at that time.
IBM has shown its innovation capabilities not only in technological areas, but in strategy models also. The company's negotiation strategy became a successful model followed by enterprises all over the world, regardless of their object of activity, size, or environmental conditions. IBM developed a negotiation process that may be applied in any area. The IBM model is based on relating differently with each client, by adapting strategies according to the client's profile, behavior and requirements and developing a strategy based on these traits. IBM strategists have identified several client types: the businessman, the optimist, the pessimist, the hesitant, the impatient, the impulsive, the arrogant, the suspicious, the grumpy, and the false one.
The IBM strategic negotiation model is based on very coherent and very well designed steps so that they lead to closing the deal. The IBM model has the following phases: establishing contact, researching the needs and buying motivations, presenting the product, handling objections, obtaining consensus, closing the deal.
IBM diverse holdings
The International Business Machine Corporation has always promoted diversity, even when it is related to IBM International Holdings. IBM International Holdings has branches spread all over the world. The diversity of IBM holdings offer the company a larger series of opportunities, in various areas. This way, the company can expand towards various areas of activity.
However, in exchange of diversity and the advantages it presents, there is a certain disadvantage: the diversity of IBM's holdings jeopardize their control, which might become defective in certain cases, unless the adequate measures are taken.
Future outlook for IBM
The enterprises future is based on collaborative thinking (IBM, 2006). The internal changes for IBM will refer to the organization itself, and not on its employees, as did the previous strategies for IBM. However, innovation and research will still be the most important aspects at IBM, since the company brought about 200 business and technology students to its various research labs across the world (Metz, 2003).
The IBM Business Consulting managing partner Ginni Rometty stated that IBM will continue to acquire business-process-outsourcing service companies in the future: "it's reasonable to conclude that our strategy going forward would link acquisition to our high-value space" (McDougall, 2005). IBM technology will be used for improving the operations of business-process-outsourcing operations that the company will acquire in the future. Besides improving these operations, IBM specialists are thinking about making them uniquely different also.
IBM's CEO has a very unique overview on the company's future strategy: "the Internet did change everything (the crash of the New Economy notwithstanding). In a hyperconnected world, IBM's clients needed to become "on demand" companies, their every business process exquisitely calibrated to respond instantly to whatever got thrown at them. And to help them, IBM would have to do exactly the same thing," the IBM CEO stated.
The company's future strategy will focus on:
Building client partnerships - key clients will benefit from ongoing, collegial relationships with the company, based on mutual strategic interests that will reward both the clients and the company. This is called a win-win strategy.
Collaborative influence - the interdependence created between...
International Business Machines Corporation in detail. The paper is divided into three distinct parts with the corporate history constituting the beginning of the paper followed by the structure of the corporation, its shareholders, officers and the board of directors. The last part before the conclusion unfolds the precious information pertaining to the financial status of International Business Machines Corporation. The Works Cited eight sources in MLA format. Business Law Entrepreneurs set
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As a result the revenue generated from the business is mainly in the form of commission for them. In case of the web sites operated by United Airlines themselves, the services are owned by them and therefore, the revenue is direct. (Abdollahi & Leimstoll, 2011) Another model used is the advertising business model. According to this model, the UAL provides advertisement to the companies. These companies then broadcast the advertisements
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