世界500强CEO访谈 第26期:IBM山姆彭明盛 营销战略和整合有关(2)

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　　记者：说到做交易的便利性，IBM公司是不是因为规模太大以至于不能够使得交易简单化呢？

　　Palmisano: No. I've got to answer your question, but my point is that we dealt with the partners in the way IBM dealt with itself. So it wasn’t inconsistent. Then we said, no, no, the market’s reintegrating, the clients are reintegrating. So we have to deal with the partners differently. We need to reintegrate. And so what we need to do strategically is to establish a relationship with the partner and IBM and make it a lot easier to do business.

　　彭明盛：不是这样的。我来回答你的问题，我的看法是：EBM公司处理与合作伙伴之间的交易关系和处理其内部的交易关系，方法是相同的，所以这是一致的。然后我们说到，市场正在重新整合，客户们也在进行重新整合，所以我们必须要以一种不同的方式来处理我们与合作伙伴间的关系与问题。我们也需要重新整合，所以从策略上来说，我们需要做的就是与合作伙伴之间建立一种和谐的关系，那样有助于我们方便的进行交易。

　　Reporter: So what kind of changes does that portend¹?

　　记者：所以那预示着怎样的变化呢？

　　Palmisano: Software is now going to be solving client problems not going to market by WebSphere, database, Lotus, Rational, etc. but by industry set. Services has been half industry and half, they call it line of business, but it’s product line, it’s always industry. And the hardware also. I mean, Bill Zeitler’s team (IBM’s hardware group) is also looking at how you bring it all together. So strategically when we talk about reintegrating, because that’s what’s the market’s driving, we need to get to an environment strategically where the partner can be able to pick the capabilities² from IBM, whatever they happen to be.

　　彭明盛：我们的软件将会通过产业设置而不是通过WebSphere、数据库、Lotus、Rational等方式进入市场来着力解决客户问题。服务业已经成为半工业，已经进入营业范围，但是涉及到生产线，它就是工业。硬件系统也是如此。我的意思是，比尔.德特勒的团队（IBM公司的硬件小组）也正在关注你将如何把那些都整合到一起。所以从战略上来说，当我们讨论重新整合的时候，由于它是由市场驱动的，我们因此需要进入一个伙伴有能力与IBM进行合作的战略性的环境，无论是什么方面的合作伙伴。

　　ReporteriSo, are you getting there?

　　记者：那么，您做到那一点了吗？

　　Palmisano: Transitioning, well, it’s a more complex transition because yes, we can’t just transition and leave them behind because of the income flow. I mean, it’s easier, quite honestly, guys, for me to transition IBM and get people focused this way than to transition the entire partner ecosystem³ because I’m dealing⁴ with my own economics.

　　彭明盛：我们现在正处于过渡阶段，那是一个更为复杂的过渡阶段，因为我们不能够只是自己进行转变而不顾他们，因为他们有可能由于收入的流动性而被淘汰。坦白说来，我的意思是要我带领IBM公司进行成功过渡是比较简单的一件事情，因为那样的话，我只是在处理自己经济领域的事情，这比使整个合作系统进行过渡要简单的多。

　　Reporter: So what about the transition for partners?

　　记者：那么对于合作伙伴的转变呢？

　　Palmisano: That ecosystem I need to help with. I mean, as we say this is where we want to go, Fve got to make sure as we move them I don’t hurt the profit. I mean, I shouldn’t say I， but IBM. So strategically, conceptually the world says yes, I just want to take IBM capability⁵ and help me create value.

　　彭明盛：我需要帮助这个体系一起进行过渡。我的意思是，既然我们想要达到共同的目标，就必须要确定在过渡的过程中不影响利润，不应该说我，是说IBM。所以从策略上和概念上来说，我只是想以此发挥IBM的能力，来帮助我创造价值。

　　Reporter: But partners will worry about the bumps along the way.

　　记者：但是那些合作伙伴们可能会担心他们的利益会在过程中上下起伏不断。

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