世界500強CEO訪談 第26期:IBM山姆彭明盛 營銷戰(zhàn)略和整合有關(guān)(2)

Reporter:But back to ease of doing business. Is IBM almost too big for it to be easy to business with?

記者：說到做交易的便利性，IBM公司是不是因為規(guī)模太大以至于不能夠使得交易簡單化呢?

Palmisano: No. I've got to answer your question, but my point is that we dealt with the partners in the way IBM dealt with itself. So it wasn’t inconsistent. Then we said, no, no, the market’s reintegrating, the clients are reintegrating. So we have to deal with the partners differently. We need to reintegrate. And so what we need to do strategically is to establish a relationship with the partner and IBM and make it a lot easier to do business.

彭明盛：不是這樣的。我來回答你的問題，我的看法是：EBM公司處理與合作伙伴之間的交易關(guān)系和處理其內(nèi)部的交易關(guān)系，方法是相同的，所以這是一致的。然后我們說到，市場正在重新整合，客戶們也在進行重新整合，所以我們必須要以一種不同的方式來處理我們與合作伙伴間的關(guān)系與問題。我們也需要重新整合，所以從策略上來說，我們需要做的就是與合作伙伴之間建立一種和諧的關(guān)系，那樣有助于我們方便的進行交易。

Reporter: So what kind of changes does that portend?

記者：所以那預(yù)示著怎樣的變化呢?

Palmisano: Software is now going to be solving client problems not going to market by WebSphere, database, Lotus, Rational, etc. but by industry set. Services has been half industry and half, they call it line of business, but it’s product line, it’s always industry. And the hardware also. I mean, Bill Zeitler’s team (IBM’s hardware group) is also looking at how you bring it all together. So strategically when we talk about reintegrating, because that’s what’s the market’s driving, we need to get to an environment strategically where the partner can be able to pick the capabilities from IBM, whatever they happen to be.

彭明盛：我們的軟件將會通過產(chǎn)業(yè)設(shè)置而不是通過WebSphere、數(shù)據(jù)庫、Lotus、Rational等方式進入市場來著力解決客戶問題。服務(wù)業(yè)已經(jīng)成為半工業(yè)，已經(jīng)進入營業(yè)范圍，但是涉及到生產(chǎn)線，它就是工業(yè)。硬件系統(tǒng)也是如此。我的意思是，比爾.德特勒的團隊(IBM公司的硬件小組)也正在關(guān)注你將如何把那些都整合到一起。所以從戰(zhàn)略上來說，當(dāng)我們討論重新整合的時候，由于它是由市場驅(qū)動的，我們因此需要進入一個伙伴有能力與IBM進行合作的戰(zhàn)略性的環(huán)境，無論是什么方面的合作伙伴。

ReporteriSo, are you getting there?

記者：那么，您做到那一點了嗎?

Palmisano: Transitioning, well, it’s a more complex transition because yes, we can’t just transition and leave them behind because of the income flow. I mean, it’s easier, quite honestly, guys, for me to transition IBM and get people focused this way than to transition the entire partner ecosystem because I’m dealing with my own economics.

彭明盛：我們現(xiàn)在正處于過渡階段，那是一個更為復(fù)雜的過渡階段，因為我們不能夠只是自己進行轉(zhuǎn)變而不顧他們，因為他們有可能由于收入的流動性而被淘汰。坦白說來，我的意思是要我?guī)ьI(lǐng)IBM公司進行成功過渡是比較簡單的一件事情，因為那樣的話，我只是在處理自己經(jīng)濟領(lǐng)域的事情，這比使整個合作系統(tǒng)進行過渡要簡單的多。

Reporter: So what about the transition for partners?

記者：那么對于合作伙伴的轉(zhuǎn)變呢?

Palmisano: That ecosystem I need to help with. I mean, as we say this is where we want to go, Fve got to make sure as we move them I don’t hurt the profit. I mean, I shouldn’t say I， but IBM. So strategically, conceptually the world says yes, I just want to take IBM capability and help me create value.

彭明盛：我需要幫助這個體系一起進行過渡。我的意思是，既然我們想要達(dá)到共同的目標(biāo)，就必須要確定在過渡的過程中不影響利潤，不應(yīng)該說我，是說IBM。所以從策略上和概念上來說，我只是想以此發(fā)揮IBM的能力，來幫助我創(chuàng)造價值。

Reporter: But partners will worry about the bumps along the way.

記者：但是那些合作伙伴們可能會擔(dān)心他們的利益會在過程中上下起伏不斷。