|
Marketing of it services Today and in the Next Era of Business Paul Magill January 22, 2004
|
tarix | 27.03.2018 | ölçüsü | 501 b. | | #35411 |
|
Paul Magill January 22, 2004
Agenda
IBM Global Services World’s largest business and technology services provider - $42 billion in revenue
- More than 150,000 employees
- Largest outsourcing company
- Largest consulting company
- Largest product support services company
Helps customers: - Capitalize on IT to improve business performance
- Manage IT operations and resources
Principal lines of business: - Business Consulting Services
- Integrated Technology Services
- Strategic Outsourcing Services
IBM Global Services Value Framework
IBM Equals Service Again
“e-culture”
The Market Context -- Invisible Factories Driving Productivity
The Market Context – Business/Technology Co-Evolution Clients seeking new levels of productivity Technology is ready or nearly ready Companies have learned about - Reengineering business processes
- Outsourcing and alliances
- Driving productivity gains from IT
Co-evolution and Fusion of IT with Business New Enterprise Forms and a New Era of Business – “On Demand Business”
Services Marketing is moving beyond product-related marketing techniques Emerging Services Marketing approaches include: - Enhancing the client service experience with supplementary thought leadership, making client aware of additional perspectives, approaches
- Leveraging client referral networks (e.g. Board interrelationships)
- Disrupting competitive client relationships with breakthrough points of view and distinctive DNA
- Enabling clients to learn and teach others
Content is critical to Services Marketing Offering content is not enough Services Marketing requires non-offering content that - is relevant to an educated audience in sophisticated organizations
- addresses today’s challenges in a distinctive and compelling way
- illustrates our vision of the future (on demand) and proves our claims
- is deliverable across multiple touch points (client-facing teams, events, web, etc.)
- commands attention and engages the executive
What is Content? Content Spectrum
Marketing a Future Vision
The Role of “Managerial Innovation” It is extremely difficult to differentiate IBM by asserting a superior vision of the enterprise of the future and/or the nature of the future era of business Most clients already receive multiple inputs on the general direction they should take their business Clients lack the “how” – the repertoire of management approaches through which the new management challenges of the next era of competition can be addressed New management frameworks, tools, theories, and/or research activity in domains relevant to on demand provide a reason for clients to include IBM in their thinking about transformation This is “managerial innovation” not descriptive thought leadership We need to provide clients the confidence to act
Marketing Managerial Innovation requires relationships and networks To demonstrate the broadest, deepest point of view on impact of on demand, IBM will need: - Ideas on impact areas
- Experience of challenges clients face
- Pragmatic, tested approaches to addressing challenges
- Messages that establish approaches as the new mainstream not the latest fad
In turn, this requires: - Broad idea network
- Client adoption, experimentation
- Capability development, hardening
- Promotion of capabilities and experimentation options
The In-Market Innovation Cycle
Managerial Innovation Goes Beyond Business Process Redesign and Automation
Level 1: Productivity Benefits
Future Vision of IBM Services Marketing IBM research focuses on managerial innovation for the technology-enabled enterprise of the future IBM expertise in Enterprise Innovation stimulates demand by providing clients the confidence to act IBM acts as a network hub and the engine of in-market innovation In-market innovation and relationship marketing become indistinguishable
Dostları ilə paylaş: |
|
|