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Senior Executive Priorities
Cost Efficiency
Revenue Growth
Customer Satisfaction
Source: 2003 SO Market Insights study, Mercer Management Consulting -- 300 interviews with senior executives
6
IBM Strategic Outsourcing
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
SO is a Mainstream IFra Baidu bibliotek Solution
Substantial market growth over last five years; growth anticipated at 9% through 2007. IBM is a market share leader.
4
IBM Strategic Outsourcing
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
Why outsource? To increase shareholder value...
"Strategic outsourcing positively impacts shareholder value. Our research suggests the difference is in the order of 5.4% above the individual sector average and 4.9% above the overall FTSE 100."
100
80%
80
64% 60%
60
Fortune 10 Fortune 25 Fortune 100 Fortune 500 Fortune 1000
IBM Global Services - Strategic Outsourcing
Agenda
▪The Market Environment ▪Strategic Outsourcing ▪IBM's Capabilities ▪On Demand
2
IBM Strategic Outsourcing
- Source: Morgan Chambers, "Outsourcing in the FTSE 100: The Definitive Study"
"Evidence shows that IT outsourcing has a discernible positive impact on share prices. A study of 27 companies undertaking large IT outsourcing initiatives indicates an average gain in shareholder value of 5.7% over and above the general market trend."
Customers are tending to view IT as a support or enabler
The strategic (transformational) and constraint (necessary evil) segments are becoming less prevalent.
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
In a weak global economy, companies face uncertainty about their economic and strategic future
Strategic Needs
▪ Improved core business focus ▪ Transformed business design ▪ Additional dollars invested in
higher-value projects
Financial Needs
▪ Reduce and control operating costs
9
IBM Strategic Outsourcing
High
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
Outsourcing has become a common business strategy
60% of Fortune 100 firms have their outsourcing business strategies in place
Market Opportunity
$ B illio n s
190
172 155 141 130 122 116
2001
2003
2005
2007
2002
2004
2006
The Marketplace
Customers Top two business priorities - cost efficiency and revenue growth Services-savvy customers; increasing 3rd party involvement Sophisticated marketplace (customers, suppliers) CIOs playing a strong role in outsourcing decision making Increasing interest in On Demand Growing interest/expectation of a collaborative relationship
IBM Global Services - Strategic Outsourcing
IBM Strategic Outsourcing
Emily Wright Business Consulting Services
IBM Strategic Outsourcing
© 2003 IBM Corporation
~25% Business leverage
How to respond to the needs of the business
ITFocus
Constraint ~10%
Necessary evil
Low
How to get by with a minimal use of IT
Reliance on IT
SO as percentage of IBM PTI
SO as percentage of IBM employees
8
IBM Strategic Outsourcing
28% 21%
SO Other IBM
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
- Source: Stern Stewart, "IT Outsourcing and Shareholder Value"
5
IBM Strategic Outsourcing
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
Companies are taking actions to improve their bottom line rather than waiting for “the recovery” to solve problems
Source: 2003 SO Market Insights study of 300 senior executives, Mercer Management Consulting
Deals Price pressure – offshore acceptance Competition is fierce More complex deal structures
Source: GMV 2H03
7
IBM Strategic Outsourcing
© 2003 IBM Corporation
Enabler
~55%
Process efficiency
How to earn a return on this technology investment
How to proactively bring technology solutions as the business
Technical
Core system
IBM Global Services - Strategic Outsourcing
Strategic Outsourcing represents a major source of revenue and profit for IBM
SO as percentage
19%
of IBM revenue
Business Focus
Majority of the customer base
Strategic
Strategic
Source of competitive advantage
~10% Differentiate
Financial
Critical operational tool
Support
ƒ IT is being tasked to enable business process efficiency ƒ IT spending is also a source of savings as budgets for all functions are being trimmed.
▪In general, IT budget pressure is in line with the overall business, however 30% of respondents indicate that IT spending has been cut more than other functions while 10% state that IT has been protected from cuts
▪Slow economic growth and pressures to improve earnings are combining to make cost cutting the primary agenda item for a large majority (78%) of companies ▪Growth is emerging as an important issue as economic recovery has been postponed (and may be slow to return). ▪IT continues to be an important lever in achieving the cost saving objective for most companies in two very different ways
▪ Improve cash flow ▪ Improve return on capital
Shareholder Value
Management Needs
▪ Real-time decision support analytics and tools
▪ Operating model flexibility
3
IBM Strategic Outsourcing
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
Today’s Economy is Forcing Companies to Address Complex Needs to Enhance Shareholder Value
Cost Efficiency
Revenue Growth
Customer Satisfaction
Source: 2003 SO Market Insights study, Mercer Management Consulting -- 300 interviews with senior executives
6
IBM Strategic Outsourcing
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
SO is a Mainstream IFra Baidu bibliotek Solution
Substantial market growth over last five years; growth anticipated at 9% through 2007. IBM is a market share leader.
4
IBM Strategic Outsourcing
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
Why outsource? To increase shareholder value...
"Strategic outsourcing positively impacts shareholder value. Our research suggests the difference is in the order of 5.4% above the individual sector average and 4.9% above the overall FTSE 100."
100
80%
80
64% 60%
60
Fortune 10 Fortune 25 Fortune 100 Fortune 500 Fortune 1000
IBM Global Services - Strategic Outsourcing
Agenda
▪The Market Environment ▪Strategic Outsourcing ▪IBM's Capabilities ▪On Demand
2
IBM Strategic Outsourcing
- Source: Morgan Chambers, "Outsourcing in the FTSE 100: The Definitive Study"
"Evidence shows that IT outsourcing has a discernible positive impact on share prices. A study of 27 companies undertaking large IT outsourcing initiatives indicates an average gain in shareholder value of 5.7% over and above the general market trend."
Customers are tending to view IT as a support or enabler
The strategic (transformational) and constraint (necessary evil) segments are becoming less prevalent.
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
In a weak global economy, companies face uncertainty about their economic and strategic future
Strategic Needs
▪ Improved core business focus ▪ Transformed business design ▪ Additional dollars invested in
higher-value projects
Financial Needs
▪ Reduce and control operating costs
9
IBM Strategic Outsourcing
High
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
Outsourcing has become a common business strategy
60% of Fortune 100 firms have their outsourcing business strategies in place
Market Opportunity
$ B illio n s
190
172 155 141 130 122 116
2001
2003
2005
2007
2002
2004
2006
The Marketplace
Customers Top two business priorities - cost efficiency and revenue growth Services-savvy customers; increasing 3rd party involvement Sophisticated marketplace (customers, suppliers) CIOs playing a strong role in outsourcing decision making Increasing interest in On Demand Growing interest/expectation of a collaborative relationship
IBM Global Services - Strategic Outsourcing
IBM Strategic Outsourcing
Emily Wright Business Consulting Services
IBM Strategic Outsourcing
© 2003 IBM Corporation
~25% Business leverage
How to respond to the needs of the business
ITFocus
Constraint ~10%
Necessary evil
Low
How to get by with a minimal use of IT
Reliance on IT
SO as percentage of IBM PTI
SO as percentage of IBM employees
8
IBM Strategic Outsourcing
28% 21%
SO Other IBM
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
- Source: Stern Stewart, "IT Outsourcing and Shareholder Value"
5
IBM Strategic Outsourcing
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
Companies are taking actions to improve their bottom line rather than waiting for “the recovery” to solve problems
Source: 2003 SO Market Insights study of 300 senior executives, Mercer Management Consulting
Deals Price pressure – offshore acceptance Competition is fierce More complex deal structures
Source: GMV 2H03
7
IBM Strategic Outsourcing
© 2003 IBM Corporation
Enabler
~55%
Process efficiency
How to earn a return on this technology investment
How to proactively bring technology solutions as the business
Technical
Core system
IBM Global Services - Strategic Outsourcing
Strategic Outsourcing represents a major source of revenue and profit for IBM
SO as percentage
19%
of IBM revenue
Business Focus
Majority of the customer base
Strategic
Strategic
Source of competitive advantage
~10% Differentiate
Financial
Critical operational tool
Support
ƒ IT is being tasked to enable business process efficiency ƒ IT spending is also a source of savings as budgets for all functions are being trimmed.
▪In general, IT budget pressure is in line with the overall business, however 30% of respondents indicate that IT spending has been cut more than other functions while 10% state that IT has been protected from cuts
▪Slow economic growth and pressures to improve earnings are combining to make cost cutting the primary agenda item for a large majority (78%) of companies ▪Growth is emerging as an important issue as economic recovery has been postponed (and may be slow to return). ▪IT continues to be an important lever in achieving the cost saving objective for most companies in two very different ways
▪ Improve cash flow ▪ Improve return on capital
Shareholder Value
Management Needs
▪ Real-time decision support analytics and tools
▪ Operating model flexibility
3
IBM Strategic Outsourcing
© 2003 IBM Corporation
IBM Global Services - Strategic Outsourcing
Today’s Economy is Forcing Companies to Address Complex Needs to Enhance Shareholder Value