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| In IBM’s view, today’s networked economy has created a global business landscape and a mandate for business change. Integrated global economies have opened markets of new opportunity and new sources of skills. The Internet has enabled communication and collaboration across the world and brought with it a new computing model premised on continuous global connection. In that landscape, companies can distribute work and technology anywhere in the world. Given these opportunities, IBM is working with its clients to develop new business designs and technical architectures that allow their businesses the flexibility required to compete in this new landscape. The business is also adjusting its footprint toward emerging geographies, tapping their double-digit growth, providing the technology infrastructure they need, and taking advantage of the talent pools they provide to better service the company’s clients. |
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Our values as IBMers shape everything we do, every choice we make on behalf of this company. Having a shared set of values helps us make decisions and, in the process, makes our company great. But their real influence occurs when we apply these values to our personal work and our interactions with one another and the wider world. IBMers determined that our actions will be driven by these values:
· Dedication to every client's success
· Innovation that matters, for our company and for the world
· Trust and personal responsibility in all relationships |
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IBM's clients include many different kinds of enterprises, from sole proprietorships to the world's largest organizations, governments and companies representing every major industry and endeavor.
The majority of the company's enterprise business, which excludes the company's original equipment manufacturer (OEM) technology business, occurs in industries that are broadly grouped into six sectors:
· Financial Services: Banking, Financial Markets, Insurance
· Public: Education, Government, Healthcare, Life Sciences
· Industrial: Aerospace, Automotive, Defense, Chemical and Petroleum, Electronics
· Distribution: Consumer Products, Retail, Travel, Transportation
· Communications: Telecommunications, Media and Entertainment, Energy and Utilities
· Small and Medium Business: Mainly companies with less than 1,000 employees
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To reach a media relations specialist at IBM, use the Media Contacts link on the left side of this page. To reach any other IBM employee, use the link below.
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Strongest revenue growth since 2003 and strongest profit performance in more than a decade. Revenue: $98.8 billion, up 8 percent. Pretax income: $14.5 billion, an increase of 9 percent. Diluted earnings per share: $7.18, up 18 percent. (2007 year-end from continuing operations) |
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Our business model has allowed us to generate more than $70 billion in cash flow over the past five years. IBM ended 2007 with $16.1 billion of cash and marketable securities. |
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IBM’s gross profit margin rose for the fourth consecutive year — to 42.2 percent, up more than five points since 2003. We achieved this by continuing to shift our business mix to more profitable segments, such as software, and by focusing on productivity. (2007) |
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IBM's 2007 cash investment was $1 billion for 12 acquisitions — six of them in key areas of software. And after investing $6.2 billion in R&D and $5 billion in net capital expenditures, the company returned a record of nearly $21 billion to shareholders — $18.8 billion through share repurchase and $2.1 billion through dividends. |
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The company’s major operations comprise a Global Technology Services segment; a Global Business Services segment; a Systems and Technology segment; a Software segment; and a Global Financing segment. Segment Pretax Income Mix: Software 40%, Services 37%, Hardware and Financing 23%. (2007) |
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IBM has 386,558 employees worldwide, and serves customers in 170 countries. (2007) |
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In 2007, for the 15th consecutive year, IBM was issued more U.S. patents (3,125) than any other company. |
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2007 revenue by geographic region: 21% Asia Pacific; 36% Europe, Middle East and Africa; 43% Americas. |
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IBM is leveraging its leadership position in the convergence of software and services, in SOA, in virtualization, in high-performance chips, in open and modular IT — continuing its shift from commoditizing segments to higher value segments with better profit opportunity. |
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Our business model is built to support two principal goals: helping our clients succeed in delivering business value by becoming more efficient and competitive through the use of business insight and information technology solutions; and providing long-term value to our shareholders. In support of these objectives, our business model has been developed over time through strategic investments in services and technologies that have the best long-term growth and profitability prospects based on the value they deliver to clients. And inherent in the model is a commitment to employees and the communities in which we operate.
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