Drive profitable growth by understanding market drivers, creating new business models and increasing competitiveness.
Leverage core competencies to formulate innovative strategies, create new business models and ensure successful transformations for sustainable growth and profitability.
IBM's approach to Mergers & Acquisitions (M&A) is based on the need to align strategy, selection and implementation. This means focusing on doing the right deal for the right reason.
Customer Experience and Market Strategy
Assess, analyze and build strategies for your customers to address markets, marketing, sales, service and online interactions.
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Improving financial and operational performance
This economic environment is unlike anything in the past. There has been unprecedented constraints on access to credit and capital; unwinding of over-leverage, falling demand, increased price sensitivityas consumers and enterprises cut back, and disruptions in supply chains, partner and customer arrangements. Today’s business environment shows signs of improvement, but there is much uncertainty with customer demand, business expansion and consumer and commercial credit. Traditional responses no longer suffice in the current economic environment – success requires a willingness and discipline to act with speed to exploit short-term opportunities and long-term sustainability. To achieve these goals, you need a pragmatic and robust approach to revenue optimization and cost reduction.
Is your operating model aligned to successfully execute your company’s long-term strategy? Do you need to manage and integrate your organization and processes on a more regional or global basis? Are you able to directly and rapidly implement changes to operational processes? IBM’s assessments or accelerators can make recommendations about organization and process changes that increase effectiveness, reduce costs and potentially increase revenue to help create significant value across the enterprise.
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IBM Global C-suite Study: The Customer-activated Enterprise
Across the boardroom, CEOs, CIOs, CFOs, CMOs, CHROs and CSCOs must open up to customer influence, pioneer digital-physical innovation and craft engaging customer experiences.
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