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© 2014 IBM Corporation
Cloud Consumer ElectronicsPoint of ViewIBM Institute for Business Value
Partner’s Name, Partner’s TitleDD Month YYYY
© 2014 IBM CorporationIBM Institute for Business Value2
Executive summary
Cloud computing provides opportunities to transform traditional Consumer Electronics companies across value-chains and emerging ecosystems
Organizations are managing organization-wide change to reduce impact from disruptive forces – economic instability, fast-changing technology, ever increasing consumer awareness, regulation and security
Cloud offers good potential for organizations to drive business model transformation, revenue growth and operational efficiencies
A clear business-linked cloud strategy will help Consumer Electronics organizations to leverage cloud to drive enhanced business results while reducing associated risks
IBM, with significant experience in Consumer Electronics industry and cloud solutions, is uniquely positioned to partner with you in implementing and managing innovative cloud solutions
© 2014 IBM CorporationIBM Institute for Business Value3
3 IBM can help
2 Cloud is forcing changes in consumer electronics operating model
1Cloud will transform the consumer electronics industry
© 2014 IBM CorporationIBM Institute for Business Value4
New and emerging technologies are disrupting industries
Source: See speaker notes
Mobile revolutionConnectivity, access and participation are growing rapidly
Social media explosionQuickly becoming the primary communication & collaboration format
Hyper digitizationDigital content is produced and accessed more quickly than ever before
The power of analyticsReal time analysis, predictive analytics and micro-segmentation emerging
Transformational cloud – Cloud’s attributes make it a powerful delivery model delivering new business models, cost benefits, flexibility and large on-demand capacity
Gmail, Facebook, LinkedIn are pioneer examples of cloud computing with advertisement based revenue and cloud’s low cost delivery model sustaining free services
Ecosystem of connected health and wellness apps that delivers a consolidated view of users’ health. Strong & growing ecosystem with 12 APIs and 7 Apps that cover all aspects of health care1
The Xerox Mobile Print platform uses cloud to convert and process print requests. This removes complexity from end-users, reduces costs & management of diverse devices and print configurations2
© 2014 IBM CorporationIBM Institute for Business Value5
The electronics industry is being hit by multiple disruptive forces – technology, economic instability and regulation
Source: See speaker notes
Top Consumer Electronics Companies, Revenue
Top Consumer Electronics Companies, Gross Margin
Complex global supply chain
Service and warranty management
Short product lifecycles
Declining/Flat Revenues$SustainabilityRegulatory requirements
Uncertain demand
© 2014 IBM CorporationIBM Institute for Business Value6
“Internet of Things” Everything can transmit data to different places without the need for physical contact
using wireless technologies and the internet
The Connected Home Consumers want their electronic devices to control all aspects of their home and allow
them access to information anywhere, anytime1
Open Source Electronics Powerful general-purpose computing platforms are becoming available Open Source
and will be adopted in billions of devices
3D Printing 3D Printing and other automated 3D tools for solid object manufacturing will enable low
volume, customized manufacturing
Intelligent Robotics Low-cost, flexible robots that can safely work alongside human workers, increasing
productivity without the need for offshoring
Analytics in Electronics Electronics companies will begin using data and analytics to improve customer
experiences with their products as well as develop products that are directly in-line with customer wants/needs2
The future of electronics will likely be quite different from traditional electronics models
Source: See speaker notes
Future of Electronics
© 2014 IBM CorporationIBM Institute for Business Value7
Many organizations have a long way to go in their transformational journey – with operational inefficiencies and security fears endemic
Source: See speaker notes
of executives who report a security breach, are not fully confident they can prevent breaches in the future³
of IT operating budgets are spent on maintaining current IT infrastructures versus adding new capabilities²
of computing capacity sits idle in distributed computing environments¹
69%74%85%
© 2014 IBM CorporationIBM Institute for Business Value8
As they advance along their transformational journey, electronics leaders focus on three key imperatives
Develop innovative products and services to drive revenue
Develop innovative products and services using a systems-based approach and technologies
Provide differentiated experiences to attract and retain customers
Use analytics to deliver more effective marketing
Proactively address service requirements
Align sales and operations planning
Optimize your operations and supply chain to lower costs
Increase supply chain visibility to reduce costs
Improve your bottom line by optimizing your operations and supply chain with technology solutions
Cloud technology provides the means to meet business and economic challenges to drive towards new growth
© 2014 IBM CorporationIBM Institute for Business Value9
In order to address industry challenges and manage changes, business leaders can leverage cloud to transform their businesses
Source: See speaker notes
Shifts CapEx to OpEx Shifts cost from fixed to variable, pay as you go
Cost flexibility
Business Scalability
Market adaptability
Masked complexity
Context-driven variability
Ecosystem connectivity
Allocate and release resources based on demand
Gain from scale economics
Speeds time to market Supports rapid prototyping and innovation
Expands product sophistication Simpler for customers/users
Drives context-driven, user-centric experiences (preferences, movements, behaviors)
Facilitates new value nets of partners, customers and other external players
Enables industry platforms
Cloud empowers six potentially “game changing” business enablers
Cloud computing is a pay-per-use consumption and delivery model that enables real-time delivery of configurable computing resources (for example, networks, servers, storage, applications, services).
Resource Pooling
Broad Network Access
Rapid Elasticity
On-demand self service
Measured service
Cloud’s essential characteristics
© 2014 IBM CorporationIBM Institute for Business Value10
Cloud motivates rapid transformations across traditional electronics value-chains and emerging ecosystems
Source: See speaker notes
Note: Consumer Electronics Manufacturers include computer hardware/electronics and telecom equipment manufacturers
Cloud promotes standardization, supporting flexibility and agility
Cloud supports refocus on customer experiences, integrating disparate set of processes designed and engineered to provide customer value
Cloud supports next generation marketing and omni-channel interactions that are of interest to customers where, when and how they want to be engaged
Cloud is transferring various functions such as IT, from fixed cost centers to variable cost structures
Consumer Electronic Industry ‘Leaders’ involved in cloud Transformation - Shifting on premises applications to the cloud
29%
Consumer Electronic Industry ‘Leaders’ involved in technology enabled innovations – launching new applications on the cloud
46%
© 2014 IBM CorporationIBM Institute for Business Value11
Cloud can drive significant value creation and competitive advantage
Simple and faster processes drive internal efficiency
Reduced complexity enables more data to manage risk
IT capacity can be readily aligned to business volumes
Customer relationships be more readily monetized
Time to market can be enhanced
Value-added services can be introduced
Third-party services can be extended into ecosystem
Open collaboration and sharing can be expanded
Innovation can be introduced across systemically
Cloud enables individual organizations integrated, compelling customer experiences…….in so doing, first mover organizations are more likely to lock-in
customers impeding foothold for new entrants
OPERATING EFFICIENCY
REVENUE GROWTH
ECOSYSTEM / PLATFORM DOMINATION
© 2014 IBM CorporationIBM Institute for Business Value12
IBM is helping early cloud adopters to realize significant value from cloud
OPERATING EFFICIENCY
A large computer manufacturing and retail company in China realizes better service delivery and cost management with private cloud and a new opportunity to provide IT services to outside customers
REVENUE GROWTH
A gaming company in Japan translates cloud-based marketing analytics insight into personalized offerings and stronger customer engagement
ECOSYSTEM / PLATFORM DOMINATION
Pursuing an IBM SmartCloud for Smarter Commerce approach, a computer manufacturer in the US implemented an IBM Sterling B2B Integration Services Plus solution as the basis for a unified foundation connecting a broad ecosystem of customers and partners
increase in the social media user base240% decrease in
time to onboard new partners3
%85Improvement in provisioning time197%
© 2014 IBM CorporationIBM Institute for Business Value13
3 IBM can help
2 Cloud is forcing changes in consumer electronics operating model
1Cloud will transform the consumer electronics industry
© 2014 IBM CorporationIBM Institute for Business Value14
Five key steps to advance cloud adoption
Determine the organization goals, platform requirements & complexity associated
Develop enterprise cloud strategy, options available and roadmap
Envision the cloud architecture that will support cloud initiatives
Update IT Strategy and IT plans to align them with cloud strategy
Define business drivers to prioritize use cases for cloud
Implement a CloudFirst strategy to evaluate right blend of cloud options for new projects
Assess and evaluate from the current applications, the best candidates for cloud
Determine the applications to be moved to cloud
Define multi-sourcing models and cloud vendor selection criteria
Assess and determine how to best leverage the options of private, public and hybrid delivery models
Develop Cloud Service Catalog, SLAs and KPIs
Develop cloud cost models including transition
Finalize a cloud business case and examine its ROI including time required for initial payback
Prepare infrastructure for cloud
Develop Cloud Risk
Management plan and policies
Security and Compliance plan and processes
Transition plan including workforce transition
Assess impact on operating model; identify and plan changes required
Note: The above shows an overall plan and will include aspects of workload prioritization and migration discussed in other slides
Prepare for implementation
Develop Cloud business case
Determine cloud deployment options
Identify and prioritize workloads
Create Cloud strategy, architecture and plans1 2 3 4 5
Cloud planning should result in accelerated migration, quick wins and mitigated risks
© 2014 IBM CorporationIBM Institute for Business Value15
Cloud strategy comprises four elements
BUSINESS MODELS ENABLED BY CLOUD
Promoting highly competitive initiatives at the enterprise and Industry level
APPLICATION AND DELIVERY PLATFORMS
Driving agility and productivity for the enterprise; tested strategies to improve life cycle performance
DATA PLATFORMS
Instantiating well-integrated business intelligence to manage the enterprise
INFRASTRUCTURE PLATFORMS
Delivering consumable, secure and readily available resources to enable agile execution
Enterprise Cloud
Strategy
1 2 3 4 5
Strategy
© 2014 IBM CorporationIBM Institute for Business Value16
Enterprise innovation is realized by integrating new technologies with existing core systems
Cloud enables leaders to take a systematic approach to integrate these capabilities to drive
enterprise innovation
Systems of insightAdvanced analytics and cognitive computing systems that harness big data enabling competitive advantage for organizations
Systems of engagementLeverage mobile and social to transform relationships with customers, employees & citizens
Systems of recordThe traditional core systems such as accounting applications and product systems that record key internal data
Pervasive Security Intelligence A dynamic approach to threat reduction through a life cycle of prevention, detection and response
Enterprise Innovation
Systems of Engagement
Systems of Record
Systems of Insight
Enabled by Cloud
Security
Pervasive Intelligence
1 2 3 4 5
Strategy
© 2014 IBM CorporationIBM Institute for Business Value17
Ent
erpr
ise
Clo
ud A
dopt
ion
Migrate existing workloads
Cloud First
MigrateQuantifyPrioritizeSelect
Workload analysis Wave 1 Wave 2 Wave 3
Migration Plan
Business case
New project
Replace existing app / infra
New project
Evaluate a blend of cloud options that best suit the project
requirements
BPaaS SaaS
PaaS IaaS
1 2 3 4 5
Prioritization
Organizations should evaluate born-on-the-cloud solutions while assessing existing applications for migration to cloud
© 2014 IBM CorporationIBM Institute for Business Value18
1 2 3 4 5
Prioritization
Note: The above is an indicative prioritization shown for typical workloads
MORE READY FOR CLOUD
MAY BE READY FOR CLOUD
NOT READY FOR CLOUD
Workload migration categories
Migration plan
WAVE 1
WAVE 2
WAVE 3
Low High
Lo
wH
igh
Desktop/devices
Analytics
Collaboration
Managedbackup
Industryapplications
Dev/Test
Security
BusinessServices
Infrastructurecompute
DEPLOYMENT EASE
BU
SIN
ES
S V
ALU
E
Infrastructurestorage
A decision framework with identified criteria helps in prioritizing migration to cloud
© 2014 IBM CorporationIBM Institute for Business Value19
A phased migration to cloud helps manage risks
1 2 3 4 5
Potential migration risks Incorrect analysis and identification of
workloads
Inability to meet non-functional requirements
Incorrect ROI analysis
Inadequate preparation of infrastructure / apps for cloud
Complex applications’ interoperability & integration
Failure to comply with security, privacy & regulatory requirements
Management complexity as resources get distributed in a virtualized environment
Discover
current assets and usage
topologies & dependencies
platforms and licenses
SLA’s, security & compliance
Analyze
cloud feature / fit
cloud providers
contract models
resource sizing
workloads
Establish the Migration Toolkit
Cloud-enable infrastructure & applications
Migrate
Infrastructure
Applications, Platforms and Data
Operations Services
Validate Migration
Phased migration approach
Migration & Validation PhaseAnalysis PhaseDiscovery Phase
Prioritization
© 2014 IBM CorporationIBM Institute for Business Value20
Cloud deployment options enable organizations to adopt the type of cloud that best meets their requirements
1 2 3 4 5
Public cloudPrivate cloud Hybrid cloud
Deployment
Value drivers …
.… Customization, efficiency, availability, resiliency, security and privacy
Value drivers …
.…Standardization, capital preservation, flexibility and time to deploy
Real world example Real world example
Value drivers …
Leverage flexibility and benefits of private and public cloud while addressing data security, governance, compliance and budgetary challenges
Real world example
Source: See Speaker Notes
© 2014 IBM CorporationIBM Institute for Business Value21
A large electronics manufacturer enables information sharing, improves collaboration and reduces conversion costs using Cloud
1 2 3 4 5
Business Case
Source: See speaker notes
The Japan-based global electronics manufacturer had two key focus areas:
Deteriorating brand image against its Korean competitors
Declining market share in the emerging markets
$ 14.7 millionReduction in the annual business travel cost
Cloud based communication and collaborative platform
Time to product launch from planning to shipping phases
100%
50%
Before and After implementing Cloud based collaborative platform
Other Business Results
Forecasted to improve sales targets in India by 100% as compared to previous year
Reduced conversion costs by 80%
Expected to improve international sales percentage of business from 50% to 70%
Reduces lag time between competition’s price changes and the manufacturer's response by 60%
© 2014 IBM CorporationIBM Institute for Business Value22
Total cost of ownership (TCO) analysis at D+M group demonstrates the business value of cloud delivery
1 2 3 4 5
Business Case
Source: See speaker notes
Business Challenge: The corporate office of D+M Group ,a global company and owner of several audio and video brands decided to become more involved in each brand’s day-to-day operations.
The company wanted to gain economies of scale, increase operational efficiency, promote innovation by fostering collaboration and lower communications total cost of ownership.
CLOUD COLLABORATION PLATFORM
Bridged organizational silos and made it easier to collaborate from any global location
Accelerated decision-making by helping enable more people to engage, without travel
Flexibility to add agents in any location and avoidance of payment for extra PRI (private rate interface)
Travel avoidance creates more savings for the company
LOWERS THE TOTAL COST OF OWNERSHIP RESULTS
Before
Clo
ud Imple
men
tatio
n
After C
loud Im
plem
enta
tion
0%
40%
80%
120%100%
28%
3-Y
ears
TC
O
for
Co
mm
un
ica-
tio
ns
Before
Clo
ud Imple
men
tatio
n
After C
loud Im
plem
enta
tion
0%
40%
80%
120%100%
55%
TC
O i
n O
ther
sit
es
72% reduction
45% reduction
© 2014 IBM CorporationIBM Institute for Business Value23
Samsung Electronics reduces costs, increases reliability for Smart TV services with Cloud solution
1 2 3 4 5
Business Case
Source: See speaker notes
Business Challenge: Samsung Electronics is a leader in the high tech and electronics industry. The company sought an advanced cloud solution for its IT infrastructure so that it could provide better quality for its Smart TV services.
ADVANCED CLOUD IT INFRASTRUCTURE
Increased reliability and better quality of the Smart TV services
Less IT Management time – Staff productivity increased as software management is done in the cloud
Greater competitive edge in the Smart TV market
REDUCTION OF IT COSTS RESULTS
0%
20%
40%
60%
80%
100%
120%100%
20%
Series1 Exponential (Series1)Har
dw
are
and
Mai
nte
nan
ce
cost
s
Samsung Electronics has reduced hardware and maintenance costs by up to 80 percent, compared with using a traditional on-premises infrastructure
© 2014 IBM CorporationIBM Institute for Business Value24
Security, privacy and compliance issues can be readily addressed with cloud
1 2 3 4 5
As organizations start planning to adopt cloud, key questions come up about their data & apps:
Where is our data stored? What about data sovereignty?
How do we protect our customers’ privacy?
How does cloud affect our regulatory compliance?
Is a business continuity plan available for cloud?
Risk Management
Plan
Cloud SLA
Cloud requirements
Monitoring & Auditing
Risk & Security Management
processes
Physical & Logical controls implementation
Audits & reports
Critical elements to address security, privacy and compliance concerns
EL
EC
TR
ON
ICS
C
OM
PA
NY
CL
OU
D S
ER
VIC
E
PR
OV
IDE
R
Implementation
IT Strategy
© 2014 IBM CorporationIBM Institute for Business Value25
An operating model is a framework for formulating an operations strategy that best deploys and determine the explicit choices needed to achieve business goals
Market shifts in the digital economy necessitate organizations to adopt new technologies like cloud, mobile, social media and analytics
To succeed with cloud, organizations have to assess the impact of cloud on the operating model and all its dimensions and determine what actions are required to make cloud adoption smoother and more successful
ROADMAP FOR CHANGE
Target Operating Model
BUSINESS GOALS AND STRATEGY
TOM
CustomerExperience
PerformanceMetrics
Technology
Skills & Capabilities
Sourcing & Alliances
Assets &Locations
Organization &Governance
Processes
1 2 3 4 5
Implementation
CULTURE
Cloud is helping organizations evolve a new operating model tightly aligned to business strategy
© 2014 IBM CorporationIBM Institute for Business Value26
John wakes up in the morning to his alarm clock giving him the latest news and scores from the baseball game
the night before. John clicks one button on his alarm clock and all lights and the TV in his room turn on.
John walks downstairs to get his morning breakfast and is notified by his refrigerator that he is getting low on
milk. He has the option to order milk at the local grocery store straight from the refrigerator. John orders the milk.
John is in a hurry to get to the grocery store to make it back in-time for a meeting. He starts his car from his phone so
he can leave quickly. John’s car knows he likes it 68 degrees so it begins the air conditioning before he gets in. John drives to the store and gets the milk.
John pays for the milk using his phone and drives home. On the way home, John gets a notification on his phone
that his daughter is supposed to wake for school. Using his phone, John turns on the lights in his daughters room to wake her up.
John arrives home and uses his phone to unlock the door. He notices a notification on his phone and realizes
the laundry he put in is done washing and ready for drying. He loads the dryer and gets a timer on his phone telling him how much longer the clothes have to dry.
John goes to his office for his meeting. When he walks into his office all lights come on and his laptop powers on
and notifies him about the meeting he has coming up. John tells his laptop to join the meeting and he is brought into the conference call.
1 2 3 4 5
Implementation
1 2 3
5 64
Cloud will radically transform and improve customer experience in the electronics industry
© 2014 IBM CorporationIBM Institute for Business Value27
Efficient sourcing and management of partnerships and alliances will be major enablers of cloud adoption success
IMPACT
Organizations will have an increase in partners and alliances as new 3rd party services are consumed
Complexity will increase in service contracts due to consumption-based billing
Service quality and availability need more focus as they are managed through relationships and agreements with diverse third party ecosystem
IMPLICATIONS
Procurement and sourcing functions will need to be automated and have shortened cycles
Vendor and service management will be an integral part of the Procurement function
Service level agreements need to be defined clearly and governed to secure and protect customer data in a shared environment
Service adoption to meet benefits realization needs to be included in the negotiation and partnering process
SOURCING & ALLIANCES
© 2014 IBM CorporationIBM Institute for Business Value28
Pro-actively redesigning business architecture and processes to leverage benefits of cloud will help organizations succeed
IMPACT
The cloud strategy and technologies will require a shift from systems-based processes to services-based processes
Cloud’s speed of service delivery impacts current processes as they need to match and deliver at the same speed
Process framework will migrate from functional silos to an integrated set of processes spanning organizational boundaries
Lead time for getting new infrastructure and services will be greatly reduced
IMPLICATIONS
Traditional legacy processes to be decommissioned or integrated into the new cloud-enabled processes
Consumer Electronics companies will need control over the continued availability, reliability and utility of the cloud based processes and the platforms underpinning them
Dynamic processes for billing and allocation of resources will need to be implemented to not be an impediment in achieving value
PROCESSES
© 2014 IBM CorporationIBM Institute for Business Value29
Changes in organizational design and governance will lead to successful cloud adoption
IMPACT
Major shift in how the new environment is managed and operated will have significant impact on the optimum organizational structure required in the future
Organizations and functions will no longer be constrained by the physical location of data centers, hosting providers and hardware platforms
As products and services become more ‘composable’, Governance across the ecosystem will become critical
IMPLICATIONS
Organizations will become more flexible, managing a fluid set of internal / external resources and service providers
Governance will become more centrally defined with decentralized execution
Strong risk management systems will become more critical to manage increasing risks arising out of broader cloud deployment
Current organization will need to evolve over time as cloud adoption occurs
ORGANIZATION & GOVERNANCE
© 2014 IBM CorporationIBM Institute for Business Value30
Organizations need to overhaul performance management to optimize and enhance value from cloud
IMPLICATIONS
Performance management strategy will introduce new levels of complexity in management reporting
Service level performance will be built into third party and service management contracts for all vendors delivering the cloud based service so organizations can focus on core strategies
Dynamic metrics tied back to SLAs will be critical for measuring success for cloud based services
PERFORMANCE METRICS
IMPACT
A dynamic financial model that measures consumption will be required
New metrics will be required that measure:
• Service availability
• Service quality
• Responsiveness
© 2014 IBM CorporationIBM Institute for Business Value31
Cloud computing will leverage new skills and capabilities within the organization to manage the new services and technologies
IMPLICATIONS
Deeper data analytics and customer insight capabilities will be the norm
Existing IT and other functional staff will be retrained to manage the network and virtualization technologies implemented by third party vendors
Legal / operational support skills will be key to manage partnership agreements
SKILLS & CAPABILITIES
IMPACT
Cloud brings customer centricity to focus which makes customer and service orientation skills critical within the organization
Vendor management, contracting and relationship management skills will be critical to manage all the vendors and alliances
IT will need to be trained in virtualization and network side technologies to manage the “cloud pipe”
© 2014 IBM CorporationIBM Institute for Business Value32
Organizations will benefit from cloud most when they accelerate adoption of other emerging technologies
IMPLICATIONS
IT Strategy, Architecture and IT Plans needs to be reviewed and updated to reflect changes in business strategy and cloud-enabled future organization
The overall costs need to be adjusted to budget for maintenance of legacy systems, as well as new bandwidth investment
An IT services catalog needs to be globally applicable and locally optimized for each market
A DevOps approach needs to be implemented to achieve value faster
TECHNOLOGY
IMPACT
The technology function will be leaner with a more strategic focus rather than operational
Cloud’s big impact on Technology will be to move on-premise technology deployment to cloud
As more services migrate to cloud, Service Management, IT Vendor management and IT Quality management will become key differentiators
© 2014 IBM CorporationIBM Institute for Business Value33
Organizations will have to reassess location strategies to ensure optimized and compliant adoption of cloud
IMPLICATIONS
Decommissioned technology assets will impact the existing operating budget if there is existing book value present
One-time financial write-offs will be factored into the overall business case
Excess data centers and remote locations will be repurposed or sold / leased to recoup cost
Role of branches will be further enhanced to provide an even better customer experience
ASSETS & LOCATIONS
IMPACT
Migration to the cloud will require decommissioning and consolidation of technology assets
Removal of technology assets will reduce the quantity of needed data centers and store-specific hardware
Decommissioned assets and locations will be a factor in the future state financial model
© 2014 IBM CorporationIBM Institute for Business Value34
Cloud-enabled organizations will rethink and recalibrate organization culture
IMPLICATIONS
Organizational leaders will need to address perceived loss of control / potential resistance by existing IT and other functions whose processes will move to cloud
Employee education of new shift will need to be conducted
Regular communications to make sure all employees are aware of why and how the organization is changing will need to be set up by organizational leaders
CULTURE
IMPACT
The shift to a cloud-based environment will also require changes in long-held organizational beliefs and cultural norms
Organizations as a whole will be even more service-oriented, valuing the customer experience and their changing wants and needs
Open and collaborative reporting and management across organizational functions and units will facilitate a faster response to the customer
© 2014 IBM CorporationIBM Institute for Business Value35
TP Vision reduces costs by 40 percent with an IBM SmartCloud solution
Scalability – With the IBM SmartCloud Enterprise+ solution, TP Vision can scale to meet demand in near-real time while cutting costs by eliminating the need to acquire and maintain a hardware infrastructure.
CHALLENGEAs TP Vision grew, it was challenged to scale its traditional hardware infrastructure to meet customer demand efficiently and cost-effectively.
SOLUTIONTP Vision moved its Smart TV solution’s development, testing and hosting operations from a traditional hardware architecture to an IBM® SmartCloud® Enterprise+ environment.
As a brand licensee of Philips TV, TP Vision develops, manufactures and markets Philips-branded TVs from its headquarters in Amsterdam
Source: See speaker notes
© 2014 IBM CorporationIBM Institute for Business Value36
SoftLayer and IBM SmartCloud Orchestrator offerings help launch a Smart Community solution
Collaboration – Providing the tools Toshiba needs to accommodate diverse user demands and project requirements, IBM cloud offerings fully support the company’s objectives in advancing its Smart Community initiative.
CHALLENGETo advance its innovative Smart Community initiative, Toshiba Corp. required flexible, scalable cloud infrastructure capable of supporting a wide range of complex projects.
SOLUTIONIn addition to implementing IBM® SmartCloud® Orchestrator software to provide an extensible cloud management framework, Toshiba will provision SoftLayer® infrastructure, including bare metal servers.
Global electronics leader Toshiba Corp. is a USD60 billion company employing nearly 200,000 people in 30 countries worldwide
Source: See speaker notes
© 2014 IBM CorporationIBM Institute for Business Value37
Freescale climbs into the cloud and cuts IT costs by around 20 percent with IBM and SAP
Flexibility – Freescale can now react faster to changing conditions and demand, maximizing opportunities for growth.
Cost Reduction – Reduced the total cost of ownership for SAP ERP applications by approximately 20 percent per year.
Scalability – Improved scalability gives the global business more headroom for expansion, enabling Freescale to grow more efficiently.
CHALLENGEIn the fast-paced semiconductor industry, Freescale must cope with dynamic business cycles and strong cost pressures. Without the ability to react quickly to changing conditions and optimize production output to meet demand, the company risks failing to meet operating margin targets.
SOLUTIONFreescale migrated its global SAP ERP instance from a dedicated hardware environment to the IBM SmartCloud for SAP Applications platform, working with IBM to complete the move in just eight hours.
Freescale designs and produces embedded processing and semiconductor solutions (commonly known as computer chips) for the automotive, consumer, industrial and networking markets
Source: See speaker notes
© 2014 IBM CorporationIBM Institute for Business Value38
3 IBM can help
2 Cloud is forcing changes in consumer electronics operating model
1Cloud will transform the consumer electronics industry
© 2014 IBM CorporationIBM Institute for Business Value39
IBM is best positioned to serve the cloud computing needs for electronics
Infrastructureas a Service
Strategize how to use cloud to drive savings and revenue growth
Build and run your private or hybrid cloud
Utilize cloud services delivered from IBM Cloud
Business Processas a Service
Softwareas a Service
Platformas a Service
Hybrid Cloud Technologies
Expert Integrated Systems
Cloud Platform Technologies
Cloud Infrastructure Technologies
Cloud Security Services
Cloud Strategy and Design
Cloud Implementation
Cloud Migration Services
© 2014 IBM CorporationIBM Institute for Business Value40
IBM is helping our clients achieve compelling business outcomes, no matter where the entry point is
BUSINESS PROCESSas a Service
SOFTWAREas a Service
PLATFORMas a Service
INFRASTRUCTURE as a Service
Automating Business Innovation
Marketplace of High Value Consumable Business Applications
Rapid App Development through Composable and Integrated Platform built using open standards
Enterprise Class, Optimized Infrastructure built using open standards
Business Process
Procurement
Payment Processing
Help Desk
Accounting
Recruiting Commerce
Supply Chain
Analytics
Talent Management
Collaboration
IT Management
Marketing
Development & DevOps
Big Data & Analytics
Security
Integration
Mobile
Traditional Workloads
Integration/ API Mgmt.
Compute
Storage
Networking
© 2014 IBM CorporationIBM Institute for Business Value41
IBM cloud marketplace provides easy access to our as-a-service portfolio
Over 200 IBM and Third-Party Software and Services
Leverage world-class IBM partner ecosystem
Curated solution pages with IBM expertise
Easy access to build, consume, deploy and purchase services
IBM CLOUD MARKETPLACEYour gateway to cloud innovation
Explore hundreds of IBM and Business Partner services from across the cloud spectrum.Sign up to offer your cloud services in the marketplace today.
Enterprise — grade business apps to accelerate innovation (SaaS)
Powerful services and APIs via an integrated cloud platform (PaaS)
Self-service IT infrastructure configurable to your needs (IaaS)
Biz Dev Ops
ibm.com/cloud/marketplace
© 2014 IBM CorporationIBM Institute for Business Value42
Bruce Anderson – General Manager, Global Electronics [email protected]
Scott Burnett – Director, Global Consumer [email protected]
Jim Denzak– Industry Solution Sales - Global Electronics [email protected]
Christophe Begue - Director Electronics [email protected]
IBM can support you locally and globally …
IBM ELECTRONICS INDUSTRY CONTACTSIBM ELECTRONICS INDUSTRY CONTACTS
Matt Porta – VP & Partner, Electronics Industry [email protected]
Thorsten Schroeer – Director Electronics Industry [email protected] 20 39 057
John Constantopoulos – Electronics Industry Leader [email protected]
Stephen Pierce - Electronics Industry [email protected]
[FACE PIC]
[FACE PIC]
© 2014 IBM CorporationIBM Institute for Business Value43
Nathan Herber – Associate Partner Cloud [email protected]
Tedi Wells – Executive Consultant Cloud [email protected]
Nancy Agosta – Cloud Industry LeaderCloud [email protected] 919.481.3233
IBM can support you locally and globally …
IBM CLOUD CoC ADVISORY LEADERSIBM CLOUD CoC ADVISORY LEADERS
Cindy Warner – Managing Partner Global Cloud [email protected]
Mike Owens – Associate Partner Cloud [email protected]
Becky Carroll – Associate Partner Cloud [email protected]
[FACE PIC]
[FACE PIC]
[FACE PIC]
[FACE PIC]
IBM CLOUD CATEGORY LEADERS
[FACE PIC]
© 2014 IBM CorporationIBM Institute for Business Value44
IBM can support you locally and globally …
IBM Institute for Business Value Contacts
Veena S PureswaranIBV Global Electronics Industry [email protected]
Anthony E MarshallGlobal CEO Study Program Director, Strategy and Analytics Leader, IBM Institute for Business [email protected]
© 2014 IBM CorporationIBM Institute for Business Value45
© 2014 IBM Corporation
Thank You
© 2014 IBM Corporation
IBM Institute For Business Value Consumer Electronics Industry Cloud Point of View