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Information about IBM

Published on September 18, 2007

Author: Seasham



Diversity is in the IBM DNA:  Diversity is in the IBM DNA Diversity in the workforce Diversity in the customer base Diversity in the supply chain Slide2:  Wherever IBM operates around the world, we strive to conduct our business in a fair and equitable manner. Consistent with this objective, we follow local laws and customs of the countries in which we operate, and we actively seek to establish close working relationships with businesses indigenous to those countries. The policy of the IBM Corporation is to provide diverse businesses the opportunity to participate in all areas of IBM's marketing, procurement, and contracting activities. This policy applies to all firms or institutions regardless of the business owner's race, color, religion, gender, gender identity or expression, sexual orientation, national origin, disability, age, or status as a special disabled veteran or other veteran. In the United States, these activities comply with all applicable federal, state and local laws, including those dealing with the use of small business; small disadvantaged business; women-owned small businesses; HUBZone businesses; veteran-owned businesses and service disabled veterans. This policy applies to all areas of expenditures, whether for products or services. Action should be taken by all IBM organizations to ensure that this policy is implemented and that there are programs which ensure IBM's performance against this commitment. IBM Corporate Policy Letter 'Commitment to Diverse Business Relationships' Slide3:  Integrated Supply Chain Guiding Principles andamp; Supplier Diversity Our will organization measure its success based on client satisfaction and our ability to create shareholder value: Approximately 200 of IBM’s largest customers monitor our supplier diversity performance, expect continual improvement, andamp; have contractual requirements. Provide sustainable competitive advantage to IBM in the areas of productivity, cost, cash, quality and flexibility to enable growth. IBM has won new and follow-on business based on its supplier diversity (SD) program. Supplier Diversity is a competitive differentiator. Integrate IBM's operations globally, end to end. Non US customers are inquiring about our non US program; global integration is underway. Be recognized as the world's leading example of a globally integrated company. IBM’s Supplier Diversity program is award winning and recognized as a global leader. Slide4:  IBM Federal Procurement - Expenditures by Agency Innovation in the public sector:  Innovation in the public sector Delivery Efficiency Security IBM is helping governments innovate in three broad areas to positively impact the lives of constituents: Improving government service delivery: Governments around the world—like their business counterparts—are serving citizens and business constituents in new ways. Innovation in service delivery starts with the convenience of web-based government and far beyond. Increasing efficiency and effectiveness: To deal with budget pressures and cope with rising demand for services, governments are adopting nontraditional approaches; From the smallest municipalities to the largest national agencies, organizations are transforming their policies and processes to serve constituents better, faster. Enhancing security: Security is a major concern throughout the world. Governments are collaborating with each other, with business, and with citizens to improve safety and security from crime, terrorism, natural disasters, and disease outbreaks. Partnering is KEY to success:  Partnering is KEY to success IBM is building a community of diverse suppliers for federal engagements Our business partners are collaborating with us to deliver exceptional quality and top value to our Federal Customers through the relationships built as a result of a diverse marketplace Supplier Diversity in Federal Programs continues to be a competitive differentiator for IBM What we think are necessary capabilities in developing technologies for the federal government::  What we think are necessary capabilities in developing technologies for the federal government: Subset of current priorities in identifying and recruiting small and diverse businesses that deliver skills in: Security technologies System integration, installation and deployment Data mining / warehousing Business intelligence tools RFID technology Biometric engineering / analysis / controls Managed services Network architecture Linux technology Knowledge Management tools Profile of ideal teammate: General guide:  Profile of ideal teammate: General guide Must haves: Strong, well defined technical capabilities – something to sell Strong commitment/capabilities in marketing and Business Development Favorable Dunn andamp; Bradstreet rating + Registered in CCR Business classifications for WOSB and SDVOSB require additional certifications* Knowledge and experience of various federal contract vehicles: Cost, Award, Fixed Price etc. Registered in governments registration database ( Solid business practices Preferred: Min. 3 years in business Past performance track record Always a PLUS: Specific interests in federal opportunity Security clearances Geographic presence GSA schedule holder Strong Past performance Industry recognized awards and recognition Tips on selling to the government:  Tips on selling to the government Differentiate yourself Government buyers are very sophisticated, and expect their suppliers to be able to articulate how their solutions meet unique agency challenges and program requirements. Focus your sales efforts andamp; establish personal relationships If you are new to govt. sales, focus on one or just a few target agencies, make a sale, and then nurture your new, small customer into a large customer. Government agencies tend to be loyal customers. It's common sense, but worth emphasizing: government buyers and program personnel (or 'end users') want to feel comfortable with the people with whom they're doing business. Persistence! Bid with knowledge and insight until you win Government buyers are very sophisticated, and expect their suppliers to be able to articulate how their solutions meet unique agency challenges and program requirements. End-user vs. official buyer For complex products, the most important person to sell is the government end user. The end user will formally or informally communicate requirements and desires to an official buyer. Get educated on different contract vehicles: Federal agencies increasingly will push performance-based contracts, which tie contractor compensation to results. These arrangements provide opportunities for contractors to introduce innovative solutions but require they share risks with their customers. Invest in business development, branding andamp; focused marketing materials Government buyers are very sophisticated, and expect their suppliers to be able to articulate how their solutions meet unique agency challenges and program requirements. Participate in relevant industry and government associations and conferences Make sure to target conferences to actively participate in that attract your company’s most likely prospects. Try to get a senior company executive on the conference advisory board and/or as a speaker. Sign up as a sponsor for maximum exposure when selling to the government. Slide10:  Bottom line — if you want to win government contracts, then you’ve got to get out there. You’ve got to develop relationships and give people the chance to get to know you. As with any business endeavor, selling to the government requires a carefully crafted and consistent marketing strategy. Government buyers respond to promotional pitches just as private sector customers do. E-mail, brochures, newsletters, networking, direct mail and advertising can be useful tools, but the key in the government marketplace is to be persistent. Slide11:  IBM PARTNERWORLD – PUBLIC SECTOR EDGE IBM Partner Mapping Tool identifies opportunities for Collaboration Access to discounts, industry thought leadership, training and certifications Sales andamp; Marketing Support AGGRESSIVE GOALS Performance tied to compensation Diverse suppliers participate in competitive bid where work is performed in US Aggressive US and Non US goals EDUCATION andamp; DEVELOPMENT Select suppliers mentored and have IBM executive access Business courses to enhance procurement strategy, cost management etc. Performance feedback OUTREACH Participation and support of government and non government organizations promoting diverse businesses Numerous networking events supported globally MENTORING PROGRAMS andamp; BUSINESS SUPPORT External and internal sponsored mentor-protégé programs Equipment Loans to qualified SBs to increase competitiveness IBM Global Financing offers specialized financing programs for that qualify. IBM WALKS THE TALK! Supplier Development::  Supplier Development: Supplier Education Programs available to current suppliers that qualify. Courses are geared to enhance and improve business skills including procurement strategy and cost management. External sponsored mentor-protégé programs Current Programs: DoD, Dept of Treasury, Dept of Homeland Security IBM PartnerWorld ( Regional Town Meetings Networking sessions between IBM procurement teams and executives and selected current and potential suppliers. Performance feedback Timely feedback in order to recognize success and identify areas needing development. IBM annually recognizes most valued small business suppliers in its various divisions. Equipment Loans IBM loans equipment to qualified small and diverse businesses partners which serves to increase their competitiveness for subcontracting opportunities IBM Global Financing (IGF) Offers specialized financing programs for IBM suppliers that qualify. IBM’s Public Sector Edge (Partner World ®) Program:  IBM’s Public Sector Edge (Partner World ®) Program Slide14:  Public Sector Edge, delivered through IBM Partnerworld® Industry Networks, enables all IBM Business Partners to expand and grow their business partner ecosystems. PartnerWorld Industry Networks offers a comprehensive set of resources, designed to help SBs throughout the business cycle: from marketing to selling, technical support and enablement to training and collaboration: Get the Public Sector Edge!:  Get the Public Sector Edge! Enhanced Public Sector specific: Sales Support Marketing Support Opportunities for Collaboration Ecosystem Development Support Industry Thought Leadership Incentives Ease of Access to Benefits Making it easier for our Business Partners to sell

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