IBM's strategy focuses on shifting to higher value segments of the IT industry through global integration, productivity improvements, and investing in growth markets and technologies. This transformation has driven margin expansion and allowed IBM to invest in the future while providing returns to shareholders. IBM is well ahead of its goal to achieve $10-11 EPS by 2010 through revenue growth, continued margin gains, and share repurchases. The company will focus on growth markets, acquisitions, technology leadership, and new initiatives to sustain long-term performance.
IBM Smarter Commerce - A Strategic AnalysisMadhuranath R
A strategic assessment of the IBM Smarter Commerce solution space. The presentation is created as an academic dissertation based on the study of Smarter Commerce Solutions industry by the author.
The 2013 Deloitte Undergraduate Case Competition challenged students to develop strategy, technology, and human capital recommendations for MAD HATS, a company that donates a hat to a person in need for each hat purchased by one of their customers.
Brand Box 3 - Know Your Consumers - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 3 - Know your consumers 2. Actions from insights 3. Know your consumers 4. Apple - Think different 5. Insights 6. Insight vs. Information 7. Insight gleaned 8. Why are insights important 9. The Pareto principle 10. Finding the outstanding results 11. The Standford prison system experiment 12. The Standford prison system experiment cont... 13. RTA "Pinky" Campaign 14. RTA "Pinky" Campaign cont... 15. Consumer Segmentation: Useful tools 16. Maslow's heirarchy of needs 17. 7 Levels of organisational consciousness 18. Cone of learning 19. Why target a consumer segment 20. Targeting and spillage 21. Key benefits of market segmentation 22. Market segmentation 23. Loyalty segmentation 24. Loyalty and relationship index 25. Generations through the ages 26. Baby boomers 27. Generation X 28. Generation Y 29. Generation Net 30. Generation C 31. Consumer 2.0 32. Customisation 33. The long tail 34. Segmentation methods 35. Who are we creating value for? 36. Segmentation: How is it done? 37. Segment examples 38. Adoption of innovation model 39. Common segmentation methodologies & models 40. Mosaic segmentation 41. geoTribes 42. Nielsen: Panorama 43. Roy Morgan segments: ASTEROID 44. Customer conversion 45. Marketing funnel 46. Purchase path 47. Conversion strategy 48. Case study: Joe Girard 49. Joe Girard cont... 50. Research: Angles and Issues 51. Bill Bernbach 52. Henry Ford 53. trendwatching.com 54. Roles of research 55. Research and ethnography 56. Different segmentation for different purposes 57. Decision making 58. Research strategies 59. Research can confuse you! 60. Case study: Coca-Cola 61. The tipping point 62. The tipping point cont... 63. The tipping point cont... 64. Pricing 65. Pricing strategies 66. Progression of commoditisation 67. Elements of pricing 68. Pricing elements 69. Pricing elements cont... 70. The strategy and tactics of pricing 71. Reference price 72. Reference price cont.. 73. Adapting to a changing environment 74. Price metrics 75. Marketing success through differentiation 76. Pricing mechanisms 77. Insight and segmentation tools 78. The "Big Questions" for stimulation 79. 24 Secondary questions 80. The top 4 81. Interrogate your consumer 82. Customer profile page 83. Benefits vs. problems 84. Benefits vs. problems cont... 85. Picture profiles 86. Pen portraits of target markets 87. Mind snapshot 88. Insight windows 89. Insight links 90. Customer journey audit 91. Experience engineering 92. Value your existing customers
The FDA and industry: A recipe for collaborating in the New Health EconomyPwC
Pharmaceutical and life science companies and their chief regulator – the FDA – must find new ways to collaborate to meet 21st century demands.
Web Page: http://www.pwc.com/us/en/health-industries/health-research-institute/hri-pharma-life-sciences-fda.jhtml
The CPG Digital Revolution: Moving from Analog to Digital Operating Modelaccenture
The digital revolution is blurring the boundaries between consumers, stores and brands and forcing consumer packaged goods (CPG) companies to rethink their digital operating model. Accenture identified six ways CPG companies can prosper. View our infographic for more info: http://www.accenture.com/redefineCPGdigital
IBM Smarter Commerce - A Strategic AnalysisMadhuranath R
A strategic assessment of the IBM Smarter Commerce solution space. The presentation is created as an academic dissertation based on the study of Smarter Commerce Solutions industry by the author.
The 2013 Deloitte Undergraduate Case Competition challenged students to develop strategy, technology, and human capital recommendations for MAD HATS, a company that donates a hat to a person in need for each hat purchased by one of their customers.
Brand Box 3 - Know Your Consumers - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 3 - Know your consumers 2. Actions from insights 3. Know your consumers 4. Apple - Think different 5. Insights 6. Insight vs. Information 7. Insight gleaned 8. Why are insights important 9. The Pareto principle 10. Finding the outstanding results 11. The Standford prison system experiment 12. The Standford prison system experiment cont... 13. RTA "Pinky" Campaign 14. RTA "Pinky" Campaign cont... 15. Consumer Segmentation: Useful tools 16. Maslow's heirarchy of needs 17. 7 Levels of organisational consciousness 18. Cone of learning 19. Why target a consumer segment 20. Targeting and spillage 21. Key benefits of market segmentation 22. Market segmentation 23. Loyalty segmentation 24. Loyalty and relationship index 25. Generations through the ages 26. Baby boomers 27. Generation X 28. Generation Y 29. Generation Net 30. Generation C 31. Consumer 2.0 32. Customisation 33. The long tail 34. Segmentation methods 35. Who are we creating value for? 36. Segmentation: How is it done? 37. Segment examples 38. Adoption of innovation model 39. Common segmentation methodologies & models 40. Mosaic segmentation 41. geoTribes 42. Nielsen: Panorama 43. Roy Morgan segments: ASTEROID 44. Customer conversion 45. Marketing funnel 46. Purchase path 47. Conversion strategy 48. Case study: Joe Girard 49. Joe Girard cont... 50. Research: Angles and Issues 51. Bill Bernbach 52. Henry Ford 53. trendwatching.com 54. Roles of research 55. Research and ethnography 56. Different segmentation for different purposes 57. Decision making 58. Research strategies 59. Research can confuse you! 60. Case study: Coca-Cola 61. The tipping point 62. The tipping point cont... 63. The tipping point cont... 64. Pricing 65. Pricing strategies 66. Progression of commoditisation 67. Elements of pricing 68. Pricing elements 69. Pricing elements cont... 70. The strategy and tactics of pricing 71. Reference price 72. Reference price cont.. 73. Adapting to a changing environment 74. Price metrics 75. Marketing success through differentiation 76. Pricing mechanisms 77. Insight and segmentation tools 78. The "Big Questions" for stimulation 79. 24 Secondary questions 80. The top 4 81. Interrogate your consumer 82. Customer profile page 83. Benefits vs. problems 84. Benefits vs. problems cont... 85. Picture profiles 86. Pen portraits of target markets 87. Mind snapshot 88. Insight windows 89. Insight links 90. Customer journey audit 91. Experience engineering 92. Value your existing customers
The FDA and industry: A recipe for collaborating in the New Health EconomyPwC
Pharmaceutical and life science companies and their chief regulator – the FDA – must find new ways to collaborate to meet 21st century demands.
Web Page: http://www.pwc.com/us/en/health-industries/health-research-institute/hri-pharma-life-sciences-fda.jhtml
The CPG Digital Revolution: Moving from Analog to Digital Operating Modelaccenture
The digital revolution is blurring the boundaries between consumers, stores and brands and forcing consumer packaged goods (CPG) companies to rethink their digital operating model. Accenture identified six ways CPG companies can prosper. View our infographic for more info: http://www.accenture.com/redefineCPGdigital
A 3-year, $75mm senior debt fund for off-grid solar and financial access companies with 5 different tranches. The beauty of our Fund is that it allows investors to choose their risk/reward preference.
Jio created ripples in the market by announcing the launch of their advertising agency. We, at Wolfzhowl, believe that leaving it only as another advertising agency is wrong. Jio Creative Labs can become much more than just that. While they threaten the existence of big & small agencies alike, they can become incubators for brands that are in an aggressive growth phase.
We believe Jio Creative Labs can usher Marketing 3.0 for India. Read and tell us your thoughts!
Digitization is evolving at a rapid pace for the U.S. economy. The implications for companies, governments, and individuals are enormous. Those who are already successfully riding the wave are achieving faster growth in revenue, productivity, and profit margins. Those who opt out risk being swept away.
8 Pillars of Demand Generation InfographicScott Levine
The 8 Pillars Of Demand Generation
An Infographic of the Modern Demand Generation Ecosystem
Demand generation and lead generation are often used synonymously, but they are actually quite different.
The 8 Pillars of demand generation were developed to address a wide range of topics that include everything from building awareness to sales enablement.
Demand generation is typically a multistep integrated marketing and sales process that varies in size and scope based on sales complexity. Demand generation can include building awareness, positioning and consumer research to support purchase behavior, sales enablement, customer onboarding and post-sale customer satisfaction.
Lead Generation: Strictly speaking, lead generation is the process of generating interest in a product or service. Typically, leads are gathered to build a list that provides contacts for sales.
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
A 3-year, $75mm senior debt fund for off-grid solar and financial access companies with 5 different tranches. The beauty of our Fund is that it allows investors to choose their risk/reward preference.
Jio created ripples in the market by announcing the launch of their advertising agency. We, at Wolfzhowl, believe that leaving it only as another advertising agency is wrong. Jio Creative Labs can become much more than just that. While they threaten the existence of big & small agencies alike, they can become incubators for brands that are in an aggressive growth phase.
We believe Jio Creative Labs can usher Marketing 3.0 for India. Read and tell us your thoughts!
Digitization is evolving at a rapid pace for the U.S. economy. The implications for companies, governments, and individuals are enormous. Those who are already successfully riding the wave are achieving faster growth in revenue, productivity, and profit margins. Those who opt out risk being swept away.
8 Pillars of Demand Generation InfographicScott Levine
The 8 Pillars Of Demand Generation
An Infographic of the Modern Demand Generation Ecosystem
Demand generation and lead generation are often used synonymously, but they are actually quite different.
The 8 Pillars of demand generation were developed to address a wide range of topics that include everything from building awareness to sales enablement.
Demand generation is typically a multistep integrated marketing and sales process that varies in size and scope based on sales complexity. Demand generation can include building awareness, positioning and consumer research to support purchase behavior, sales enablement, customer onboarding and post-sale customer satisfaction.
Lead Generation: Strictly speaking, lead generation is the process of generating interest in a product or service. Typically, leads are gathered to build a list that provides contacts for sales.
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
Voici un top 10 métaphorique qui vous présentera les principales règles qu'il faut suivre pour mettre en place un univers transmédia cohérent et attractif !
Presentation for the launch of launch of a creative industries strategy and signing of a partnership agreement between Macedonian Government bodies in Skopje.
Bringing brands & stories to life through transmedia creativityErica Hargreave
Transmedia can take many different forms and can require highly varying budgets, some of which are unattainable to smaller brands and many creative projects. In this session, we will be exploring some grassroots transmedia initiatives for brand and storytelling properties, what we have learnt from them and what has made them successful. Our goal is to explore how we can all build digital and transmedia elements into our properties, no matter the budget that we are working with, by looking for creative solutions, learning to recognize the pitfalls, identifying which areas to place value, and understanding how to find and build audience. We will explore questions like, where to start, what to consider, and what makes one project successful in the digital / transmedia space where another fails (no matter the budget)?
En aquesta assignatura es tracten, els diferents tipus guio. Depenent de les necessitats del producte final. Al llarg de tot el quadrimestre es realitzen 3 PAC'S, cadascuna de les quals tracta d'un tipus de narrativa (seqüencial, transmèdia i multimèdia) i una pràctica final en la qual s'apliquen els coneixements adquirits al llarg de l'assignatura.
Aquesta assignatura és obligatòria i el que s'estudia al llarg del curs és com treballar amb llenguatge HTML i CSS correctament. A part d'aprendre els llenguatges de programació del que es tracta és d'aplicar correctament la seva sintaxi i organització, ja que per a la realització d'una web és fonamental tant per poder realitzar modificacions posteriors com per a posicionar-la.
El treball de l'assignatura es presenta amb 3 PAC'S i Pràctica que és una web amb l'aplicació de tots els coneixements donats al llarg del quadrimestre.
February 2017 GAETSS Newsletter
360in360 Transmedia Storytelling User Guide and Applications
The Impact of Wearable Technologies on Health Outcomes DLTV Broadcast
ISDM Partnership with HIMSS and eHealth Malta
Wearable Technology Show
The Future of 3D Video vs 360 Degree Imaging
Drones and Aerial Photos and Videos
DL100 Call for Nominations
Medilink Digital Health SIG and AGM
Calls for Digital Medicine Papers & Articles
Business Opportunities in the Digital Age Cutter Article
Richard Smith Obituary
Upcoming Events.
Welcome to the GAETSS February 2017 Newsletter. Now that the Xmas holiday period is over, this month’s e-newsletter is crammed with information and new developments that will make 2017 a very exciting year. This newsletter provides some of those updates but is very saddened by the sudden death of a very good friend and pioneer of Serious Games, Richard Smith, MD of Totem Learning. I have included a personal obituary about Richard, the first such announcement I have ever had to include in one of my newsletters. My condolences go out to his family, friends and work colleagues. He will be sorely missed by those who knew him.
New insights and data on pricing capital in today’s competitive environment from the Pepperdine Private Capital Markets Project show challenges remain for lenders, investors and the private business that depend on them. Lead researcher John Paglia presented at the National Summit for Middle Market Funds.
New insights and data on pricing capital in today’s competitive environment from the Pepperdine Private Capital Markets Project show challenges remain for lenders, investors and the private business that depend on them. Lead researcher John Paglia presented at the National Summit for Middle Market Funds.
2. Certain comments made in the presentation may be characterized as
forward looking under the Private Securities Litigation Reform Act of
1995. Those statements involve a number of factors that could cause
actual results to differ materially. Additional information concerning
these factors is contained in the Company's filings with the SEC.
Copies are available from the SEC, from the IBM web site, or from IBM
Investor Relations.
These charts and the associated remarks and comments are integrally
related, and are intended to be presented and understood together.
In an effort to provide additional and useful information regarding the
company’s results as determined by generally accepted accounting
principles (GAAP), certain materials presented include non-GAAP
information. The rationale for management’s use of this non-GAAP
information, the reconciliation of that information to GAAP, and other
related information is included in supplementary materials entitled “Non-
GAAP Supplementary Materials” that are posted on the Company’s
investor relations web site at
http://www.ibm.com/investor/events/analyst0509/
The Non-GAAP Supplementary Materials are also included as
Attachment II to the Company’s Form 8-K dated May 13, 2009.
2
3. Agenda
Strategy and Transformation
2010 Roadmap
Driving Long Term Performance
3
4. The traditional IT industry is undergoing fundamental shifts
High Business
Value
Individual/ Traditional Enterprise
Consumer IT Industry
Focused Focused
Lowest Cost
IT Producer
4
5. IBM strategy addresses shifts in IT industry
I. Changes in world markets:
We are at the forefront of global integration
II. Changes in client needs:
We are focused on integration and innovation
III. Changes in IT:
We are shifting to higher value segments
5
6. We remixed our businesses in order to move to the emerging
higher-value spaces
6
7. We became a globally integrated enterprise in order to capture
the best growth opportunities and improve IBM’s profitability
7
9. As a result, IBM is a higher-performing enterprise today than it
was a decade ago
9
10. We have been able to invest in future sources of growth and
provide record return to investors...
...while continuing to invest in R&D
10
11. Agenda
Strategy and Transformation
2010 Roadmap
Driving Long Term Performance
11
12. Long Term EPS Roadmap: May 2007
10% 14% 16%
CGR CGR CGR
~$11
~$10 ~$0.90
10% - 12% CGR EPS Model
~$9
~$1.10
~$1.20
~$1.00
$6.05 ~$0.75
5% +1 to 2 pts
Revenue Revenue
Growth Growth
2006 EPS Historical Margin Share Estimated Growth Future 2010 EPS Retirement 2010 EPS
Revenue Expansion Repurchases 2010 EPS Initiatives Acquisitions w/o Related Objective
Growth of 3% (Base) Retirement Costs Yr/Yr
Related
Costs Yr/Yr
12 Note: EPS has been restated to reflect the adoption of EITF 03-6-1
13. Long Term EPS Roadmap: Progress through 2008
~ 0.35 ~ 0.90 ~ 0.65 ~ 0.45 ~ 0.50 Total ~ 2.85
Exceeded revenue
Revenue growth and Will vary based on EPS of $8.89
growth of 3% in 2007 Net margin Share repurchases
margin expansion interest rates and
and achieved 2.3% expansion in model of ~ $30 B through 2008
above model market performance
in 2008 @ CC
~$11
~$10 ~$0.90
~$9
~$1.10
~$1.20
~$1.00
$6.05 ~$0.75
5% +1 to 2 pts
Revenue Revenue
Growth Growth
2006 EPS Historical Margin Share Estimated Growth Future 2010 EPS Retirement 2010 EPS
Revenue Expansion Repurchases 2010 EPS Initiatives Acquisitions w/o Related Objective
Growth of 3% (Base) Retirement Costs Yr/Yr
Related
Costs Yr/Yr
13
Progress through 2008 Note: EPS has been restated to reflect the adoption of EITF 03-6-1
14. We are well ahead of pace to achieve the 2010 roadmap objective
2010 $10-$11
Transformed business mix
Significant annuity content
Competitive cost structure
2008 $8.89
Strong cash generation
2007 $7.15
Financial flexibility
2006 $6.05
EPS Note: EPS has been restated to reflect the adoption of EITF 03-6-1
14
15. Agenda
Strategy and Transformation
2010 Roadmap
Driving Long Term Performance
• Growth Markets
• Acquisitions
• Technology Leadership
• Margin Expansion
• New Growth Initiatives
15
16. Growth Markets: Leading future growth requires differentiated
strategies and approaches based on market stages and client needs
Major Markets Growth Markets
Key Market Statistics Key Market Statistics
GDP (2009) $3.2T GDP (2009) $1.5T
GDP Growth (2008 - 2012) 1% GDP Growth (2008 - 2012) 3%
Served IT Market (2009)* $799B Served IT Market (2009)* $139B
Served IT Market Growth (2008 - 2012) 2% Served IT Market Growth (2008 - 2012) 6%
IBM Focus IBM Focus
Manage for productivity Invest for growth
FY08 Results FY08 Results
# of Countries ~ 30 # of Countries ~ 140
% of IBM Revenue 82% % of IBM Revenue 18%
Yr/Yr Revenue Growth 5% Yr/Yr Revenue Growth 10%
Yr/Yr Growth @ CC 2% Yr/Yr Growth @ CC 10%
*Served IT Market Opportunity is IBM Global Market View, 2H09 at constant currency
16
17. Acquisitions: Our acquisition portfolio continues to deliver
attractive revenue and profit growth
ESTIMATED ACQUISITION REVENUE GROWTH ESTIMATED ACQUISITION PRE-TAX INCOME MARGIN
40%
30%
35%
24%
21%
20%
30% 20% 22%
19%
25%
11%
13%
10%
20%
14% -2% 3%
13% 13% 0%
10%
-10%
-13%
0% -20%
Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5
Actual Projected Without amortization of acquired intangibles
17 Note: Includes 2002-2005 acquisitions less than $500M, and all 2006 & 2007 acquisitions
18. Technology Leadership: R&D spending enables technology leadership
R&D SPENDING
Last 5 fiscal years ($B)
40 IBM spends more on R&D than most
36 of our Tech peers
35 – Enhancing our leadership in
30 enterprise servers & software
30
– Leveraging IP assets to remain the
#1 provider of IT services
25
20
20 18 Making the right organic investments
– Virtualization
15
– Cloud Computing
10 – SOA
10
– Service Product Lines & Quality
5 – Business Analytics
– Smarter Planet
0
MSFT IBM Cisco HP Oracle
18 Note: As of May 7, 2009
19. Margin Expansion: We have further opportunity to expand margin
25% of companies in S&P 500 have
PRE-TAX INCOME MARGIN PTI margins in excess of 20%
50%
40%
30%
20%
IBM
10%
0%
-10% 30% of companies in Tech Universe
have PTI margins in excess of 20%
-20%
-30%
-40%
S&P 500 Tech Universe *
-50%
19
*Note: As of April 21, 2009. Includes 333 worldwide technology companies with market cap > $1B
20. New Growth Initiatives: We are investing to capture future growth
Business Analytics & Smarter Planet Cloud Computing
Optimization
Business
Optimization
The Enterprise Cloud
Business Intelligence
Resource planning
Business
Automation
What’s required? The world is getting smarter New consumption &
delivery model
Insight on our clients and industry IBM is leading the charge to think Benefits:
and act in new ways –
Foundational software platforms Economically, Socially, and Self-service
Technically Rapid Provisioning
Mathematical and analytical skills of Automation
IBM Research Standardization
Smarter Traffic Systems
Smarter Oil Economies-of-scale
Balanced price performance and scale
Smarter Energy Grids
Smarter Healthcare
Market validating client experience
20 Smarter Cities
21. IBM’s strategy and execution drives improved financial performance
25% $11
Objective
Transformation $10 to $11
in 2010
$10
Shifting portfolio to higher value
20% PTI Margin %
$9 spaces with greater opportunity for
EPS margin expansion
$8
Driving productivity and efficiency in
15% our cost structure
PTI Margin %
$7
EPS
Investing in skills and capabilities to
$6 drive future growth
10%
$5 Returning capital to shareholders
$4 Significant operating leverage in
5% businesses with improved long-term
growth prospects
$3
Well ahead of pace for 2010
0% $2
'00 '01 '02 '03 '04 '05 '06 '07 '08 '09e
roadmap
Revenue Divested Revenue: PC, HDD, Printers, Displays, EDI, Interconnectivity Products
21 Note: EPS has been restated to reflect the adoption of EITF 03-6-1