Re: NYSE - IBM
Enviado: 26/10/2014 21:03A IBM está cá com umas estratégias... Já não basta a exímia qualidade do sw 
que vendem ainda vêm com imposições aos clientes. 
que vendem ainda vêm com imposições aos clientes. How Big Blue Blew It: Inside IBM's Catastrophic Earnings Miss
Today’s IBM IBM -0.06% earnings announcement said: “We are very disappointed.” What it should have said was: “We blew it.”
While IBM and CEO Ginni Rometty express bewilderment to go with their disappointment, here’s what people actually doing the work at IBM tell me has been going on.
The software group has been making its numbers mostly by increasing prices and through audits. They’ve been auditing customers and finding non-compliance, under-licensed software, then making quick sales to get customers back to 100 percent of software properly licensed. This is obviously not a business growth strategy.
The heavy layoffs (called Resource Actions (RA’s) because at IBM people are not people but resources) last quarter broke the back of many of the sales support teams. Ginni mentioned sales efficiency problems on today’s earnings call. Getting price quotes is now a very slow and painful process inside IBM. Last quarter’s RA’s clearly hurt this quarter’s sales.
IBM is now in a cause/effect, action/reaction phase. Layoffs now cause direct and immediate business problems. In large companies it normally takes years for the effects from actions to be realized. In IBM that reaction time is now down to quarters. It should now be clear IBM has cut too deep and too recklessly.
IBM now has an internal project called Dynamic Automation, which Ginni mentioned as “services automation” this morning. IBM’s support teams are now so weak, the company is rushing through an automation project.
IBM is losing a lot of business because its Global Services division is so poorly run. Customers of Global Services are unhappy and are not making new IT investments in IBM products and services as a result. IBM executives are painfully aware of the cause/effect, action/reaction relationship between Services and IBM sales to those customers. But they may well be too far into the problem for it to be easily corrected, so look for more of the same bad news in next quarter’s earnings and beyond.
How did IBM fall so far and seemingly so quickly? Some of us started calling this back in 2007! What we keep forgetting is the world economy has been extremely fragile since late 2007. IBM’s stock soared during the Great Recession because it was perceived to be a “safe” investment, not because it was an especially good one. IBM’s stock did not soar back then because of their great business strategy and execution.
Now it is 2014 and the world economy really has not fully recovered. It is still fragile and customers are reluctant to buy. IBM needs a growth market of big customers that can make major purchases. That is just not the current economic reality.
