Strategic Planning - Ibm 2009

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Industry: Computer Services Industry
Porter’s 5 Forces
1) Risk of entry by potential competitors

The risk of entry by potential competitors is relatively low (+). This is due to the newly entrant competitors that need a large market capitalization, software materials, services and consulting; to gain consumer’s interests. If consumers are able to choose buying their products from a large company that are adequate in the computer hardware, services and consulting, other technological services, they would rather choose a large firm than a smaller firm that do not have adequate resources.

2) The intensity of rivalry among established companies within an industry

The intensity of rivalry among established companies within this industry is relatively high (-). This is because there are big firms such as Oracle that are neck in neck with other large firms such as IBM, trying to acquire every software there is that helps them gain a competitive advantage.

3) The bargaining power of buyers

The bargaining power of buyers is relatively low (+). This is because in this industry that is supplying a particular product or service is not composed of many small companies and the buyers are large and few in number. Also, buyers are unable to purchase in quantity, because many of the firms in this industry offer services and consulting, and software that buyers use.

4) The bargaining power of suppliers
The bargaining power of suppliers is relatively high (-). This is because the product that suppliers sell has few substitutes, and the profitability of suppliers is not significantly affected by the purchases of companies in this industry. Also, switching costs are great as consumers will need to move from their original product to another supplier. 5) The closeness of Substitutes to an industry’s product The closeness of substitutes to an industry’s product is relatively low (+). There are hardly any substitutes as for many consumers, the importance of the market for technology products and a source of high-tech workers for serving these types of software when consumers need help. The less technological advanced products are unable to satisfy similar customer needs. 5 Forces - Conclusion: This industry is a 3 star industry.

What IBM should do is:
* IBM should use their competitive advantage to surpass their competitors, and be the monopoly in the industry, instead of being in a competition neck-in neck with other leading competitors * Since the product that suppliers sells has few substitutes, and the bargaining power is extremely high, IBM should acquire the supplying companies, to reduce their costs some more, and for suppliers not to have the bargaining power that they have currently. Life Cycle: Growth stage

* E.G. In this industry, it is growing because consumers are becoming more and more familiar with the now technology-advanced products when technology in the world is advancing rapidly. Also, most of the large firms usually have control over technological knowledge as a barrier to entry which diminishes most of the smaller firms, which lessens the chance of a new entrant. The Value Chain

* Provides low cost-traditional IT services or value-creating, customizing consultant solutions depend on it having the distinctive competencies to develop state-of-the-art software applications across business processes and industries * Recent advances have increased the power of business intelligence software to identify ongoing changes and forecasts many events after acquiring Cognos (software) * Another advancement was that the IT department came up with a new initiative to make it easier for geographically dispersed people to interact and collaborate without the time and expense of in-person meetings. They were using virtual technology which other people inside and between companies to exchange instant messages, chat verbally,...
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