世界500強(qiáng)CEO訪談 第26期:IBM山姆彭明盛 營(yíng)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(shuō)到做交易的便利性，IBM公司是不是因?yàn)橐?guī)模太大以至于不能夠使得交易簡(jiǎn)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(lái)回答你的問(wèn)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(shuō)到，市場(chǎng)正在重新整合，客戶們也在進(jìn)行重新整合，所以我們必須要以一種不同的方式來(lái)處理我們與合作伙伴間的關(guān)系與問(wèn)題。我們也需要重新整合，所以從策略上來(lái)說(shuō)，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(jìn)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(huì)通過(guò)產(chǎn)業(yè)設(shè)置而不是通過(guò)WebSphere、數(shù)據(jù)庫(kù)、Lotus、Rational等方式進(jìn)入市場(chǎng)來(lái)著力解決客戶問(wèn)題。服務(wù)業(yè)已經(jīng)成為半工業(yè)，已經(jīng)進(jìn)入營(yíng)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(tuán)隊(duì)(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(lái)說(shuō)，當(dāng)我們討論重新整合的時(shí)候，由于它是由市場(chǎng)驅(qū)動(dòng)的，我們因此需要進(jìn)入一個(gè)伙伴有能力與IBM進(jìn)行合作的戰(zhàn)略性的環(huán)境，無(wú)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(diǎn)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(guò)渡階段，那是一個(gè)更為復(fù)雜的過(guò)渡階段，因?yàn)槲覀儾荒軌蛑皇亲约哼M(jìn)行轉(zhuǎn)變而不顧他們，因?yàn)樗麄冇锌赡苡捎谑杖氲牧鲃?dòng)性而被淘汰。坦白說(shuō)來(lái)，我的意思是要我?guī)ьI(lǐng)IBM公司進(jìn)行成功過(guò)渡是比較簡(jiǎn)單的一件事情，因?yàn)槟菢拥脑?，我只是在處理自己?jīng)濟(jì)領(lǐng)域的事情，這比使整個(gè)合作系統(tǒng)進(jìn)行過(guò)渡要簡(jiǎn)單的多。

Reporter: So what about the transition for partners?

記者：那么對(duì)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(gè)體系一起進(jìn)行過(guò)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(guò)渡的過(guò)程中不影響利潤(rùn)，不應(yīng)該說(shuō)我，是說(shuō)IBM。所以從策略上和概念上來(lái)說(shuō)，我只是想以此發(fā)揮IBM的能力，來(lái)幫助我創(chuàng)造價(jià)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(huì)擔(dān)心他們的利益會(huì)在過(guò)程中上下起伏不斷。