University of Jordan

Faculty of Business
Strategic Management

“International Business Machines”

Strategic Ananlysist

Prepared by Fathi Salem Mohammed Abdullah

2009
 Table of Contents

Topics Page
Introduction and brief history of IBM 3

Vision, Mission, Value 4

Porter’s Five Forces Framework 5

PESTEL Framework 6
External Audit 7

CPM-Competitive Profile Matrix 7

External Factor Evaluation (EFE) Matrix 8

Financial Ratio Analysis 9

Internal Audit 11
Internal Factor Evaluation (IFE) Matrix 12

SWOT Matrix 13

SPACE Matrix 15

Grand Strategy Matrix 16

The Boston Consulting Group (BCG) Matrix 17

The Internal-External (IE) Matrix 17

The Quantitative Strategic Planning Matrix (QSPM) 18

Recommendations 21

References 22

Introduction: Brief History of IBM:

2
In 1886 Herman Hollerith, a statistician for the US Bureau of Census formed the Tabulating
Machine Company and Thomas J. Watson became its leader in 1915 and made the company
slogan “Think”. It changed its name to International Business Machines (IBM) in 1924. It was
taken by the US government at the beginning of World War II in the war effort and given a one
percent profit, which it used to fund war victims and orphans.

During the period between 1910 and 1960, it developed products from punch-card tabulating
machines to room-sized calculators to mainframe computing systems for large enterprises and
changed the nature of accounting, calculation and basic back-office business processes.

In the 1970s and 80s, IBM product lines expanded from its traditional mainframes to
minicomputer and personal computers and applications moved from backend operations to
departmental operation. In 1981, the company introduced the IBM Personal Computer or PC,
allowing the use of computers in schools, homes and businesses. Components for the computer
were sourced from outside the company. The processor chip came from Intel and the operating
system, called DOS (Disk Operating System), came from Microsoft.

IBM introduced the ThinkPad in 1992, the first in a series of notebook computers to be
manufactured by the company. In 1995, IBM acquired Lotus Development Corporation and
Tivoli Systems. In 1997, IBM demonstrated computing’s potential with Deep Blue, a 32-node
IBM RS/6000 SP computer programmed to play chess on a world class level.

During the nineties, with the Internet and open standards, IBM embraced the network
computing model and coined “ebusiness” to describe how network computing can transform
core businesses and transactions.
In October 2002, IBM acquired PwC Consulting, the global management consulting
and technology services unit of PriceWaterhouseCoopers. IBM sold most of its hard
disk drive operations to Hitachi in December 2002. The sale involved the creation of a
joint venture called Hitachi Global Storage Technologies, which was 70%-owned by
Hitachi.
In 2003, IBM Research launched On Demand Innovation services, which teamed customers
with a team of researchers who specialize in business transformation and technology
3
consulting. Over one billion will be spent over the next three years and will be staffed with
200 IBM research consultants.
Today, IBM is by far the largest information technology in the world and the eighth largest
company in the world. In 2003, it had revenues of US $89.1 billion, a net income of 4.32,
more than 366,000 employees in 170 countries with approximately sixty percent of revenues
generated outside the United States.

Vision

Breakthrough microprocessor architecture that puts broadband communications

right on the chip.1

Mission

At IBM, we strive to operate in the invention, development and manufacture of

the industry's most advanced information technologies, including computer
systems, software, storage systems and microelectronics.

Values

We translate these advanced technologies into value for our customers through
our professional solutions, services and consulting businesses worldwide.2

Porter’s Five Forces Framework:

The Threat of Entrants:

The threat of entry is low because the costs of R&D, support products and
services, manufacturing, and distribution are very high.

1
www-304.ibm.com
2
manonamission.blogspot.com
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Bargaining Power of Buyers:

The power of buyers is high because the switching costs for buyers are low; there
are also many product choices for the buyers.

Bargaining power of suppliers:

There are two biggest processor suppliers in the world who have very strong
power on the chip supplying.

However, the power of supplier for other low required materials and parts is
lower than the main suppliers.

Threat of Substitutes

The web hosting business of other companies and some advanced devices and
computers could cause threat of substitutes.

Competitive Rivalry:

The strength of competition in this industry is very high; the main rivals are
HP, Microsoft, Dell, and Fujitsu Siemens Computers, they compete with
international, national, regional, and local

PESTEL Framework:
Political:
- In general international operations are highly influenced by the
governmental policies and their laws, but in this case there is little effect
because most of countries are looking for developments and new
technologies.

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 - Heavy taxes in some countries make IBM increase its products price.

Economic:
- National growth rates.
- Fuel Prices.

Social:
- Positive customers' perception toward new technology around the world.
- Increase in population and internet users.

Technological
- Advanced technology development.
- Internet
- Increase numbers of companies that need ERP systems

Environmental:
- IBM made the some of the major technologies like to trace weather
throughout the world.

Legal:
- Cyber protection and the chemical the use in making hardware; like
carbon, germanium, and silicon
- Currency exchange
- Legal registration for their business outsourcing facilities.

External Audit
Opportunities Threats

6
 1. Video game console market revenue 1. Competitors are strong.
is projected to reach $12 billion in
2008 and $66 billion in 2012. 2. Economic fluctuation could crimp
consumers’ spending.
2. The IT market in Russia, India,
Brazil, and China are expected to 3. Small & Medium business demand
grow twice as fast as in the rest of the fails to accelerate.
world.

3. Mobile phone markets are expected

to grow by 9% in 2008*.

4. Handheld computers markets are

expected to grow by 32% in 2008.

CPM-Competitive Profile Matrix

IBM MSFT HPQ EDS

Critical Weight Rating Weight Rating Weight Rating Weight Rating Weight
Success ed ed ed ed
Factors Score Score Score Score

Price 0.12 3 0.36 3 0.36 4 0.48 3 0.36

Financial 0.15 3 0.45 3 0.45 2 0.30 2 0.30

Position

Advertising 0.09 2 0.20 3 0.30 4 0.40 2 0.20

Innovation 0.22 4 0.88 3 0.66 3 0.66 2 0.44

Market 0. 22 3 0.66 4 0.88 2 0.44 2 0.44

Share

Manageme 0.10 4 0.40 4 0.40 3 0.30 3 0.30

nt

Global 0.10 3 0.30 3 0.30 3 0.30 3 0.30

Expansion

Total 1.00 3.25 3.35 2.88 2.34

External Factor Evaluation (EFE) Matrix

Key External Factors Weight Rating Weighted

7
 Score
Opportunities
1. Video game console market 0.20 3 0.60
revenue is projected to reach
$12 billion in 2008 and $66
billion in 2012

2. The IT market in Russia, 0.10 4 0.40

India, Brazil, and China are
expected to grow twice as
fast as in the rest of the
world

3. Mobile phone markets are 0.15 3 0.45

expected to grow by 9% in
2008

4. Handheld computers 0.15 3 0.45

markets are expected to
grow by 32% in 2008

Threats
1. Competitors are strong 0.20 2 0.40

2. Economic fluctuation could 0.10 2 0.20

crimp consumers’ spending
3. Small & Medium business 0.10 3 0.30
demand fails to accelerate
Total 1.00 2.80

Financial Ratio Analysis 12/2006

8
Growth Rates % IBM Industry SP-500
Sales (Qtr vs year ago qtr) 9.90 11.70 9.00
Net Income (YTD vs YTD) 10.50 29.90 15.40
Net Income (Qtr vs year ago qtr) 14.00 22.40 0.90
Sales (5-Year Annual Avg.) 4.00 7.63 13.05
Net Income (5-Year Annual Avg.) 14.33 7.68 19.88
Dividends (5-Year Annual Avg.) 20.52 10.99 10.03
Price Ratios
Current P/E Ratio 15.1 16.1 22.9
P/E Ratio 5-Year High 26.6 22.3 22.7
P/E Ratio 5-Year Low 13.6 8.1 6.7
Price/Sales Ratio 1.52 1.32 2.49
Price/Book Value 5.30 4.19 3.53
Price/Cash Flow Ratio NA 5.20 10.40
Profit Margins
Gross Margin 42.2 35.2 33.7
Pre-Tax Margin 14.7 11.8 17.5
Net Profit Margin 10.6 8.8 12.4
5Yr Gross Margin (5-Year Avg.) 39.6 33.6 33.4
5Yr PreTax Margin (5-Year Avg.) 12.9 9.3 16.6
5Yr Net Profit Margin (5-Year
9.0 6.6 11.5
Avg.)
Financial Condition
Debt/Equity Ratio 1.24 0.77 1.24
Current Ratio 1.1 1.2 0.9
Quick Ratio 1.1 1.1 0.7
Interest Coverage 21.6 11.6 42.3
Leverage Ratio 4.2 3.3 4.2
Book Value/Share 20.57 17.49 16.50
Investment Returns %
Return On Equity 36.6 27.8 21.3
Return On Assets 9.3 8.7 5.8
Return On Capital 15.3 14.7 7.8
Return On Equity (5-Year Avg.) 28.6 19.5 15.4
Return On Assets (5-Year Avg.) 7.9 6.2 5.0
Return On Capital (5-Year Avg.)
12.4 10.0 6.7
Management Efficiency
Income/Employee NA 18,387 52,240

9
 Revenue/Employee NA 268,252 424,626
Receivable Turnover 3.1 4.9 12.8
Inventory Turnover NA 4.7 5.5
Asset Turnover 0.9 1.0 0.6

Date Avg. P/E Price/Sales Price/Boo Net Profit Margin

k (%)
12/07 14.70 1.59 5.26 10.5
12/06 13.70 1.65 5.13 10.3
12/05 17.00 1.47 3.91 8.8
12/04 20.70 1.75 5.12 7.8
12/03 22.70 1.83 5.64 7.4

Date Book Value/ Debt/Equity ROE ROA Interest

Share (%) (%) Coverage
12/07 $20.57 1.24 36.6 8.7 22.1
12/06 $18.92 0.80 33.0 9.1 42.9
12/05 $21.03 0.68 24.1 7.6 41.6
12/04 $19.26 0.72 23.7 6.8 69.2
12/03 $16.44 0.85 23.6 6.3 59.5

Net Worth Analysis 12/2006 (in millions)

1.Stockholders' Equity + Goodwill= 28,506+12,854 $41,360

2. Net income x 5 = 9,492 x 5 $47,460
3. Share price = 110/EPS 6.262=$17.57 x 9,492 $166774.4
4. Number of Shares Outstanding x Share price = $165712.8
1,506.48x110
Method Average $105,326.8

Internal Audit

10
 Strength
1. IBM revenues increased 7 percent to
69.92$.billion in 2006.
2. A unique approach to engage their
employees in an online intranet using
its Jam technology.
3. Strong strategic planning to be an
innovation-centric globally integrated
corporation.
4. IBM operates in 170 countries with
about 60 percent of its revenues being
generated outside the US.
Weakness
1. Declining in revenues of
services and systems
segments in 2006.
2. Decline in revenue of public,
industrial, small and medium
business industries in 2006
by 9.6%.
3. Decline in revenues in Asia
Pacific area by 5.7%.
4. Total assets are gradually
decreasing from 109M to
103M in 2006.

5. IBM concentrated on becoming

stronger in high value added
businesses.

6. IBM ranked number 1 hosted service

provider in Western Europe.

7. IBM is supercomputing leader as

provider of 35 of the world's 100
most powerful supercomputers.

Internal Factor Evaluation (IFE) Matrix

11
Key Internal Factors Weight Rating Weighted Score
Strengths
1. IBM revenues increased 7 percent to 0.10 4 0.40
69.92$.billion

2. A unique approach to engage their 0.06 3 0.18

employees in an online intranet
using its Jam technology

3. Strong strategic planning to be an 0.06 3 0.18

innovation-centric globally
integrated corporation

4. IBM operates in 170 countries with 0.10 4 0.40

about 60 percent of its revenues
being generated outside the US

5. IBM concentrated on becoming 0.10 4 0.40

stronger in high value added
businesses

6. IBM ranked number 1 hosted service 0.10 4 0.40

provider in Western Europe

7. IBM is supercomputing leader as 0.12 4 0.48

provider of 35 of the world's 100
most powerful supercomputers

Weaknesses
1. Declining in revenues of 0.08 2 0.16
services and systems segments
in 2006
2. Decline in revenue of public, 0.08 2 0.16
industrial, small and medium
business industries in 2006 by
9.6%
3. Decline in revenues in Asia 0.10 2 0.20
Pacific area by 5.7%
4. Total assets are gradually 0.10 2 0.20
decreasing from 109M to 103M
in 2006
Total 1.00 3.16

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SWOT Matrix

13
 Strengths Weaknesses

1. IBM revenues increased 7 1. Declining in revenues of

percent to 69.92$.billion in
SPACE Matrix 2006.
2. A unique approach to engage
their employees in an online
intranet using its Jam
technology.
3. Strong strategic planning to be
an innovation-centric globally
integrated corporation.
services and systems
segments in 2006.
2. Decline in revenue of
public, industrial, small
and medium business
industries in 2006 by
9.6%.
3. Decline in revenues in
Asia Pacific area by
5.7%.
4. Total assets are
gradually decreasing
from 109M to 103M in
2006.

4. IBM operates in 170 countries

with about 60 percent of its
revenues being generated
outside the US.

5. IBM concentrated on becoming

stronger in high value added
businesses.

6. IBM ranked number 1 hosted

service provider in Western
Europe.

7. IBM is supercomputing leader

as provider of 35 of the world's
100 most powerful
supercomputers.

Opportunities S-O Strategies W-O Strategies

1. Video game console 1. Entering the video game 1. Increasing marketing

console market by produce efforts into Asia
market revenue is Pacific, (W3, O3).
video game console, (S5,
projected to reach $12
O1).
billion in 2008 and $66
2. Entering the mobile phone
billion in 2012.
market, (S5, O3).
2. The IT market in
14Handheld
3. Entering the
Russia, India, Brazil, computers market, (S5,
and China are O4).

expected to grow
Directional vector point is :( 3.167, 1.163)

FS
Conservativ Aggressive
e

C IS
A

Defensive Competitiv
e

ES

Grand Strategy Matrix

Rapid Market Growth

Quadrant II Quadrant I

Weak Strong
Competitiv
Competitiv
e
e
Position
Position
Quadrant III Quadrant IV

Slow Market Growth

15
 The Boston Consulting Group (BCG) Matrix
Market share position

Industry
IBM
Sales Growth
Stars Question Marks
Rate

Cash Caw Dogs

The Internal-External (IE) Matrix

The IFE Total Weighted Score

Strong 3.0 to 3.99 Medium 2.0 to 2.99 Low 1.0 to 1.99

High
I II III
3.0 to 3.99

Medium IV V VI
The EFE
2.0 to IBM
Total
Weighted
2.99
Score

16
 VII VIII IX

Low

1.0 to 1.99

The Quantitative Strategic Planning Matrix (QSPM)

Strategy 1 Strategy 2

Enter video Increasing

game console marketing efforts
market into Asia and
Europe
Key Internal Factors Weight AS TAS AS TAS

Strengths
IBM revenues increased 7 percent to 0.10 4 0.40 2 0.20
69.92$.billion in 2006

A unique approach to engage their employees 0.06 - - - -

in an online intranet using its Jam technology

Strong strategic planning to be an innovation- 0.06 - - - -

centric globally integrated corporation

IBM operates in 170 countries with about 60 0.10 3 0.30 4 0.40

percent of its revenues being generated outside
the US

IBM concentrated on becoming stronger in 0.10 4 0.40 4 0.40

high value added businesses

IBM ranked number 1 hosted service provider 0.10 2 0.20 4 0.40

in Western Europe

IBM is supercomputing leader as provider of 35 0.12 - - - -

of the world's 100 most powerful
supercomputers

Weaknesses
Declining in revenues of services and systems 0.08 2 0.16 4 0.32
segments in 2006

17
Decline in revenue of public, industrial, small 0.08 3 0.24 4 0.32
and medium business industries in 2006 by
9.6%

Decline in revenues in Asia Pacific area by 0.10 2 0.20 4 0.40

5.7%

Total assets are gradually decreasing from 0.10 3 0.30 3 0.30

109M to 103M in 2006

SUBTOTAL 1.00 2.20 2.42

Strategy 1 Strategy 2

Enter video Increasing

game console marketing efforts
market into Asia and
Europe
Key Internal Factors Weight AS TAS AS TAS

Opportunities

Video game console market revenue 0.20 4 .80 2 0.60

is projected to reach $12 billion in
2008 and $66 billion in 2012

The IT market in Russia, India, Brazil, 0.10 1 0.10 3 0.30

and China are expected to grow twice
as fast as in the rest of the world

Mobile phone markets are expected 0.15 - - - -

to grow by 9% in 2008

Handheld computers markets are 0.15 - - - -

expected to grow by 32% in 2008

Threats

Competitors are strong 0.20 4 0.80 4 0.80

Economic fluctuation could crimp 0.10 1 0.10 3 0.30

consumers’ spending

Small & Medium business demand fails to 0.10 1 0.10 4 0.40

accelerate

SUBTOTAL 1.90 2.40

18
Recommendation
Enter video game console market by providing new video game console at a cost of $1 billion
and increasing marketing efforts in Asia and Europe at a cost of $200 million.

EPS/EBIT Analysis
$ Amount Needed: $1,200 Million

Stock Price: $110

Tax Rate: 35%

Interest Rate: 7%

# of Shares Outstanding: 1,506.48 Million

Common Stock Financing Debt Financing

Recession Normal Boom Recession Normal Boom
2,000,000,00
EBIT 2,000,000,000 4,000,000,000 6,000,000,000 0 4,000,000,000 6,000,000,000
Interest 0 0 0 140000000 280000000 420000000
1,860,000,00
EBT 2,000,000,000 4,000,000,000 6,000,000,000 0 3,720,000,000 5,580,000,000
Taxes 700000000 1400000000 2100000000 651000000 1302000000 1953000000
1,209,000,00
EAT 1,300,000,000 2,600,000,000 3,900,000,000 0 2,418,000,000 3,627,000,000
#shares 1517389091 1517389091 1517389091 1506480000 1506480000 1506480000
EPS 0.856734774 1.713469548 2.570204322 0.802533057 1.605066114 2.407599172

70 percent Stock- 30 Percent Debt 70 Percent Debt- 30 Percent Stock

Recession Normal Boom Recession Normal Boom
2,000,000,00
EBIT 2,000,000,000 4,000,000,000 6,000,000,000 0 4,000,000,000 6,000,000,000
Interest 42000000 84000000 126000000 98000000 196000000 294000000
1,902,000,00
EBT 1,958,000,000 3,916,000,000 5,874,000,000 0 3,804,000,000 5,706,000,000
Taxes 685300000 1370600000 2055900000 665700000 1331400000 1997100000
1,236,300,00
EAT 1,272,700,000 2,545,400,000 3,818,100,000 0 2,472,600,000 3,708,900,000
#shares 1514116364 1514116364 1514116364 1509752727 1509752727 1509752727
EPS 0.840556268 1.681112536 2.521668804 0.818875818 1.637751637 2.456627455

19
Reverences

1. www.IBM.com

2. www.304.ibm.com

3. www.manonamission.blogspot.com

4. Euromonitor International, site www.euromonitor.com

5. www.moneycentral.msn.com

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