世界500强CEO访谈 第22期:IBM山姆彭明盛 我们想要好的合作伙伴(1)

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　　我们想要好的合作伙伴

　　Reporter:The demands of being chairman of a $89 billion company seem overwhelming. How do you manage? Are you left with any time to think?

　　记者：人们对于一个890亿美元的公司的主席会有很多要求，您是如何做到那些的呢？您有时间来考虑那些事情吗？

　　Palmisano: If you say you think you live on an airplane, you are too old to sleep, you can’t sleep anymore, or since you don’t sleep as much, you take the time to reflect. The other great thing is that we are a tech company but if it were not for the technology, there is no way any of us could do what we do. There is this thing called Edge, CEO Edge that we have. It is an information system. We could roll the business up daily, but to me it does not make any sense. This place is pretty big. Other people need to look at daily information. Between Edge, I could look at the command pipeline¹ by sector², by industry, by industry within a geography, iSeries demand, or services pipeline for VCS. Any dimension as it progresses through the sell cycle, supply commitment against its manufacturer, right, and then obviously what ships and what bills. This whole pipeline has been automated³ and the way it has been done is that nobody has to enter any data differently. Just the way they work it’s an on-demand business. Asthey work it goes into the system so as the sales person participates in its cadence⁴, it is in the system and all of these things are naturally in the system.

　　彭明盛：你可以想象自己是生活在飞机上，太老了睡也睡不着，你干脆不能睡觉了，或者说由于你睡觉不多，你可以花一些时间去思考。另一个重大的事情是，我们是一家高科技公司，如果没有技术，那我们就不可以做任何我们想做的事情。这就是所谓的“优势”，作为首席执行官所具有的优势。这是一个信息系统，我们可以将日常业务累积起来，但对我来说那没有任何意义。这个地方是相当大的，其他人需要看看每日信息。由于优势所在，我可以按照在这 一地域内不同部门行业、区域内行业、iSeries的需求，或创业投资者的服务管道，重看命令渠道。在整个销售周期中的任何方面都要提供承诺，包括对其生产商的权利，然后对船舶、账单等方面。这整个渠道都是自动化的，完成的方法是，人不需要输入任何不同 数据。这只是他们的工作方式，是一种按需业务。由于他们的工作被编入该系统，销售人员们可以参与到其中，所有的这一切都自然处于该系统中。

　　Reporter:It seems about the only thing your on-demand systems doesn’t tell you is which partner made the sale.

　　记者：似乎您的按需业务系统唯一不能告诉您的就是销售是由您的哪个合伙人完成的。

　　Palmisano: I can look at it by channel, I can’t get into it by partner. We have demand flows by channel, we have fulfillment flows by channel, I can go IBM.com for channel, obviously—we call it face to face-the direct sales force of the channel. This is all on our intranet.

　　彭明盛：我不能从合作伙伴那里知道，但是我可以从渠道得知。我可以从一些渠道中了解到顾客需求的流量是多少，我们也可以通过这些渠道去满足顾客需求。当然，我可以到IBM.com去了解，这是我们所谓的面对面的交流，因为那是我们的直接销售力量。这些都在我们的内联网上。

　　Reporter:So this on-demand technology you use actually helps Sam Palmisano manage his time better?

　　记者：所以您用的按需服务技术，事实上帮助您很好地安排您的时间，是吗？

　　Palmisano: But this is what you talk about (in terms of) freeing up time using all this stuff. Because if I did not use it, I would have to be in meetings, I could not be with the clients. I mean they added up last year, just clients, not business partners, not government officials and not CEO conferences，not like a speech to 20 or 30 CEOs. Just individual one-on-one meetings. I did 164 last year~ individual one-on-one CEO meetings.

　　彭明盛：但是你所说的是我用这个东西腾出自己的时间。因为如果我不用它的话，我就必须要一直开会，我就没有时间与客户们接触了。我的意思是，去年他们增加了很多客户会议，不是商业伙伴、政府官员或者是首席执行官的会议，那并不像是对20个或30个首席执行官所做的一次演讲一样，那只是与客户单人的会面。我去年参加了164个只有首席执行官和一个客户见面的会议。

　　Reporter:Are those engagements happening on a global basis?

　　记者：那些会议是全球性的吗？

　　Palmisano: It’s worldwide. It’s split 50-50. You’ve got business split 60 percent non-US and 40 percent US Literally⁵, it almost splits—it’s like 54/46 non-US, but it’s about 50/50. Which I just asked the guys to add it up the other day to see. I was spending a lot of time engaged with clients and partners and it turns out that probably it was a lot.

　　彭明盛：是全球性的。比例是50/50，有60%的业务在非美国的地区，40%的业务是在美国。从字面上来看，非美国业务几乎就是54/46，但其实是50/50的。前几天我还让大家加在一起计算一下。我花了很多时间与客户和合作伙伴，事实证明，的确是很多的。

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