IBM的分析报告(1)
- 1. Results of the Research- IBM
- 2. IBM- IBM Global Services (IGS)IBM Global ServicesNetworkCorporate MessagingWorkgroupUniversal MessagingSource: IBM Corporation (July 1999)
- 3. IBM- Overview of messaging and collaboration services offeringsIBM Workgroup Services- Part of an organization within IGS that was established after the sale of the AT&T network Marketing combination of IGS and Lotus Domino/Notes Managed operations and hosting technology focused on large customers Running entire data centers Building systems from scratch Deployment, installation, development and professional training Hosting environments for Internet, intranet and extranet collaboration and applications. Application hosting, replication services, and messaging services are included. The browser is centric to these implementations. Technical support for help desks is standard Managed offerings include data network services, internet and intranet services, electronic transaction services, messaging and collaborative services, network outsourcing services
- 4. IBM- Workgroup ServicesRevenue IGS services revenues for year ended December 31, 1998 were $29 billion (Source: IBM 10K Report). IGS Headcount 116,000 service employees worldwide (Dataquest estimate) Workgroup Services value of contracts Published one-off seat price: $36/month, $4000/month minimum Target customers: from 300 to 15,000 seats General approach Start with one department or group, then move to other groups within the enterprise. Different groups from IGS are brought in and a project team is created Many clients are established Notes shops needing assistance with roll out and application development. Anticipated Growth IBM believes the messaging and collaboration space (which includes applications hosting, messaging, collaboration and KM) is growing at 240 percent/year. They intend to match or exceed that growth.
- 5. IBM- Workgroup Services- Pricing strategies and new services developmentWhen other divisions of IGS are involved, the seat price is sometimes increased. Other times, the additional services are priced separately. Each time a customer asks for something new, the management team of Workgroup Services does a market segment analysis to determine if it is something that should be added to the portfolio of repeatable solutions or services. The overall objective is to standardize custom solutions so that prices can be lowered for other customers. Value pricing is new to IBM, and is the cause of much internal debate. Senior management is driving adoption. Pricing methodology: Base it on the “areas of pain” that are addressed for the customer Determine what the value is to the customer of having Notes or Exchange seats rolled out quickly. Streamline the process of determining what messaging servers cost, and how many administrators are needed Provide scaling services to customers, that is, help them determine when resources need to be added as a system grows
- 6. IBM- Workgroup Services- Services sales and deliveryWorkgroup Services delivers the entire package in terms of service infrastructure. Generally they put everything in place, have a conference call, outline the procedure for using the application and the customer is off and running. Some end-user application support is provided by partners. Occasionally customers ask to rent a Notes administrator or have direct access to one at an IBM Service Center. This is a custom bid, provided as needed. Notable Workgroup Services partners: IntraLinks- in delivery of an Internet-based document distribution and transaction management system for the syndicated loan market. International Consulting Services - a traditional AS/400 Business Partner. They have developed an application called Workface for small and medium-sized companies to facilitate OSHA reporting. Today, approximately 10-15 percent of revenue comes from indirect sales through partners. This is expected to grow as the Applications Service Provider (ASP) market grows. The rest is sold by IBM account managers and executives.
- 7. IBM- Netfinity and ExchangeIBM is agnostic in terms of the messaging platform they will implement. The choice between Notes and Exchange is determined by the customer. IGS is fully ramped up and prepared to deliver both Notes and Exchange solutions. There is a very large practice dedicated to managed operations for Exchange. Other companies we interviewed (Wang and Dell) have not seen a push from IBM one way or another on the Netfinity issue. The respondent from Workgroup Services encounters three models for messaging services delivery: Services aimed at enabling customers to do it themselves Managed operations New services through ASPs Netfinity is viable and used in all of those models.
- 8. IBM- IGS and LotusThe relationship between IGS and Lotus began with the AT&T Networked Notes program. Network Notes evolved into the Notes Public Network strategy. IBM was just another Notes Network provider in the early days. IBM dealt with Lotus on the same playing field as the other Public Network Providers. While Lotus and IBM were competing with each other, they knew they had to work together to validate the market place. Workgroup Services is a surviving entity from that relationship. IBM is trying to leverage lessons learned, moving forward. Domino Instant Host is strategic. Workgroup Services has been working with Lotus to develop rentable applications based on Instant Host. It carries the IBM Business Applications Center brand.
- 9. IBM- IGS, Lotus and Services DeliveryIGS works closely with Lotus as part of Lotus’ strategy to work with large services providers. IGS targets the enterprise segment (global two or three thousand) and has a stronghold in this space. The consultative sell is important. Lotus has their own consulting group, which delivers similar offerings to those provided by IGS. Today the overall share of Workgroup Services business involving Lotus was rated by the interview respondent as “medium, but growing”. The respondent believes as Lotus realizes how successful IGS is in the Workgroup Services space, they will become a bigger part of the mix.
- 10. IBM- Domino vs. ExchangeMany of IGS’s enterprise customers have made broad-sweeping Notes decisions. Most of these customers are looking for services solutions. This is not the managed operations situation where eight months is spent on rolling out 50,000 seats. Customers want a service under which they can start deploying seats, on a department-by-department basis. IGS and Lotus have determined that those who do not strategically plan for collaboration are usually more interested in a “standard” e-mail solution. Workgroup Services is overwhelmed with demand from Notes shops to move to collaboration and rentable applications models. Notes appears to be strongest in banking, finance, securities, manufacturing and professional services, in that order. The respondent sees a “huge” opportunity in the ASP space. Particularly the small and mid-tier customers, who are looking for a ready-made solution. The respondent believes we’re back to where we were in the late 80’s, with disenfranchised groups, swat teams and sub-departments whose bosses are telling them to find ways to get projects moving faster.
- 11. IBM- IGS and Workgroup Services- Looking forwardIBM believes a very small percentage of people are actually leveraging rentable applications. However they believe it will grow rapidly. Messaging will continue to be strategic in terms of IGS’ capabilities and expertise in delivering outsourced, managed and customer-managed messaging systems on both Notes and Exchange platforms. IBM believes much of the ASP market will be centered on the Web, with about 60 percent of the market made up of small businesses. IBM sees a need for a paradigm shift, since most customers will not likely stumble on ASP offerings on their own. Vendors will have to market very well, and work on pointing eyes to the right places on the Web. IBM is planning major marketing campaigns with this goal in mind, and is preparing for the multitude of new distribution channels that are going to appear.
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