Due to the strategic mistakes in the PC market in the late 1980s and early 1990s and other customer-oriented reasons, IBM once faced a business crisis until Guo Shina, the former CEO of 1993, was ordered to use the rise of the Internet to save IBM and introduce it into a brand-new field. Today, IBM has changed from a hardware manufacturer to an all-round solution provider that can provide enterprises with software and hardware products and after-sales services based on these products, and provide independent consultants, business process and technical process integration services, professional system services, network integrated wiring system integration, human training, operation and maintenance services and other information technology and management consulting services. The current CEO Samual Palmisano also clearly put forward the development strategy with "On demanding" as the core. IBM is putting aside the cold face of "international business machine" and moving towards the goal of serving global IT mobile phones. If we look at a series of measures taken by IBM in 10, we can clearly figure out the way for IBM to dominate the IT industry again. Acquisition of software companies at one time, establishing a technical foundation From the Lotus Software acquisition that caused a sensation in the software industry in 1995 to the end of 2002, IBM*** spent $5 billion to acquire nearly 10 software companies related to enterprise business management, including database software company Inoformix, electronic file management software company Tarian, software design tool manufacturer Rational and Crossroad company focusing on software interfaces. After orderly acquisition and reorganization, IBM has changed from a simple hardware manufacturer to an application software provider and a software design tool developer, occupying the second place in the software market. With powerful software development capabilities, IBM can provide customized full-process information management software products for enterprises, which is impossible for any software development company including Microsoft. As a result, IBM successfully achieved the first step of building an "on-demand" building: building a basic software facility platform serving on-demand e-commerce. At the same time, software and its related businesses also contributed 83% of the total profits to IBM. With the continuous expansion of IT service outsourcing market, this profit source will expand. These profits have further strengthened IBM's financial strength and laid a material foundation for its future actions. Acquisition of consulting service companies and expansion of service capabilities As the name implies, the core of "on-demand e-commerce" is to provide customers with the required services on demand. The role of consulting experts is to understand customers' demand for IT technology, help them combine business processes with information technology, obtain customized information technology services, and realize real on-demand e-commerce. In order to achieve this goal, IBM decided to expand its service capabilities. In 2002, the consulting business department (PwC) of PricewaterhouseCoopers was acquired at a sky-high price of $2.7 billion plus $800 million in stock, and its own management consulting force was established. After the acquisition, IBM has 654.38 million+e-commerce consulting experts around the world, building the world's first service army. With the support of top service forces, IBM can easily meet the requirements of "on-demand" in e-commerce. And make the software development more targeted, the service more perfect and thoughtful, and achieve the perfect effect that one plus one is greater than two. Paying attention to service ability is the key point that distinguishes IBM from Microsoft. Microsoft executives have made it clear that customer service will not be used as a means of profit. However, with the improvement and development of software technology, people's attention to technology itself began to shift to services, and information technology services gradually showed some characteristics of split technology, which is likely to grow into a profit source in the future. If software companies such as Microsoft can't catch the "star of tomorrow", at that time, there may be another version in the history of Microsoft surpassing IBM by developing an operating system: IBM surpassed Microsoft with its insignificant service in the eyes of software giant Microsoft, and regained the hegemony of IT rivers and lakes. 3. Streamline internal business and improve resource utilization. In addition to developing new business, IBM has not given up the transformation and reorganization of the old business. Under the guidance of the overall strategy of "On Demanding", IBM adjusted the PC strategy, integrated all aspects of PC production into the overall solution, solved all infrastructure problems for customers, and integrated the simple PC supply chain with the company's storage, software, services and other businesses into a complete information technology product supply chain. The main measures are as follows: First, hand over the production, manufacturing and circulation services that are not IBM's advantages to the third party. In 2002, IBM sold its hard disk production to Hitachi for $250 million, and in 2003, it signed a three-year outsourcing contract for desktop and low-end server production with Sanmina-SCI and Xudian to streamline its internal low-profit business. On the other hand, by increasing R&D investment, we continue to establish IBM's technological leading edge and adopt a thinking strategy with "autonomous computing" as the core. The PC products developed and produced based on this strategy are not only easier to use and manage, but also have the ability of self-monitoring, self-setting, self-optimization and self-recovery. With the profits brought by perfect software and services, leading technology and overall solutions, IBM's competitiveness in the field of personal computers has been continuously enhanced, and it has stood in a three-legged position with software and services, firmly supporting the unparalleled "On Demanding" overall e-commerce service kingdom. In addition, IBM has done its homework in personnel training, cooperative relationship establishment, marketing and other aspects, such as more in-depth and comprehensive cooperation with heavyweight partners in various fields, helping the government plan the training framework for IT talents, and spending huge sums of money to publicize the concept of "on demanding". After a series of reforms and development, IBM is no longer a blue giant, but a caring housekeeper who can provide customers with hardware, software and professional customized services at the same time. At present, IBM faces a bright future. The comprehensive solution provided by IBM has been favored by many large multinational groups, who have been receiving huge service orders of hundreds of millions of dollars. Forward-looking Strategy The success of IBM's strategic transformation is largely attributed to Guo Shina's foresight. It was he who used the business opportunities brought by the network to save IBM from crisis, and then discovered the value of information service, and chose a broad road for IBM's future development. This is the wisdom of entrepreneurs, just like a single spark. Many enterprises have developed step by step under such kindling.

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