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IBM Canada by Mind Map: IBM
0.0 stars - reviews range from 0 to 5

IBM Canada


What is their strategy?


Business, Differentiation - suggested by existance/need for CRM system. Implies that produce/service is tailored to indivual customers., Lots of cost focus in the case, but this is a red herring re: strategy. Cost control is necessary for any business.


International strategy

Reasons for becoming global (Kogut)

Integration/Responsiveness grid, Moving from bottom right, towards top right. Need to be more globally integrated for global customers ('One IBM') CRM supports this

Ghosal's organising framework, Sources of competitive advantage:, National differences, Scale economies, Scope economies, Strategic objectives, Achieving efficiency in current operations, Managing risks, No evidence of this in case, Innovation, learning and adaptation, This is needed a) to respond to dynamic context. b) to meet diverse customer needs


Cultural web

The consistency of the paradigm suggests that a closer alignment of the Canadian business with the parent company is not impossible.

Strategic issues

balance between global and local

Responsiveness/integration grid


What industry are IBM in? Who are their competitors?



Value chain, New node

External environment

STEP, New node

YIP, Especially technology, Yip factors leading to internationalisation of customers. IBM needs to internationalise to meet the resulting need for global coordination, Links to Ghoshal


Stakeholders, Saliency model, KSFs