IBM的分析報告說明英文版(ppt 11頁)

IBM- Overview of messaging and collaboration services offerings
IBM- Workgroup Services
IBM- Workgroup Services- Pricing strategies and new services development
IBM- Workgroup Services- Services sales and delivery
IBM- Netfinity and Exchange
IBM- IGS and Lotus
IBM- IGS, Lotus and Services Delivery
IBM- Domino vs. Exchange
IBM- IGS and Workgroup Services- Looking forward

IBM Workgroup Services-
Part of an organization within IGS that was established after the sale of the AT&T network
Marketing combination of IGS and Lotus Domino/Notes
Managed operations and hosting technology focused on large customers
Running entire data centers
Building systems from scratch
Deployment, installation, development and professional training
Hosting environments for Internet, intranet and extranet collaboration and applications. Application hosting, replication services, and messaging services are included. The browser is centric to these implementations.
Technical support for help desks is standard
Managed offerings include data network services, internet and intranet services, electronic transaction services, messaging and collaborative services, network outsourcing services
Revenue
IGS services revenues for year ended December 31, 1998 were $29 billion (Source: IBM 10K Report).
IGS Headcount
116,000 service employees worldwide (Dataquest estimate)
Workgroup Services value of contracts
Published one-off seat price: $36/month, $4000/month minimum
Target customers: from 300 to 15,000 seats
General approach
Start with one department or group, then move to other groups within the enterprise.
Different groups from IGS are brought in and a project team is created
Many clients are established Notes shops needing assistance with roll out and application development.
Anticipated Growth
IBM believes the messaging and collaboration space (which includes applications hosting, messaging, collaboration and KM) is growing at 240 percent/year. They intend to match or exceed that growth.
When other divisions of IGS are involved, the seat price is sometimes increased. Other times, the additional services are priced separately.
Each time a customer asks for something new, the management team of Workgroup Services does a market segment analysis to determine if it is something that should be added to the portfolio of repeatable solutions or services. The overall objective is to standardize custom solutions so that prices can be lowered for other customers.
Value pricing is new to IBM, and is the cause of much internal debate. Senior management is driving adoption.
Pricing methodology:
Base it on the “areas of pain” that are addressed for the customer
Determine what the value is to the customer of having Notes or Exchange seats rolled out quickly.
Streamline the process of determining what messaging servers cost, and how many administrators are needed
Provide scaling services to customers, that is, help them determine when resources need to be added as a system grows

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