評論
打印
We want to have great partners
我們想要好的合作伙伴
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?
記者：人們對于一個890億美元的公司的主席會有很多要求，您是如何做到那些的呢？您有時間來考慮那些事情嗎？
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 pipeline by sector, 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 automated 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 cadence, 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飛機上，太老了睡也睡不著，你干脆不能睡覺了，或者說由于你睡覺不多，你可以花一些時間去思考。另一個重大的事情是，我們是一家高科技公司，如果沒有技術，那我們就不可以做任何我們想做的事情。這就是所謂的“優勢”，作為首席執行官所具有的優勢。這是一個信息系統，我們可以將日常業務累積起來，但對我來說那沒有任何意義。這個地方是相當大的，其他人需要看看每日信息。由于優勢所在，我可以按照在這 一地域內不同部門行業、區域內行業、iSeries的需求，或創業投資者的服務管道，重看命令渠道。在整個銷售周期中的任何方面都要提供承諾，包括對其生產商的權利，然后對船舶、賬單等方面。這整個渠道都是自動化的，完成的方法是，人不需要輸入任何不同 數據。這只是他們的工作方式，是一種按需業務。由于他們的工作被編入該系統，銷售人員們可以參與到其中，所有的這一切都自然處于該系統中。
Reporter:It seems about the only thing your on-demand systems doesn’t tell you is which partner made the sale.
記者：似乎您的按需業務系統唯一不能告訴您的就是銷售是由您的哪個合伙人完成的。
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：我不能從合作伙伴那里知道，但是我可以從渠道得知。我可以從一些渠道中了解到顧客需求的流量是多少，我們也可以通過這些渠道去滿足顧客需求。當然，我可以到IBM.com去了解，這是我們所謂的面對面的交流，因為那是我們的直接銷售力量。這些都在我們的內聯網上。
Reporter:So this on-demand technology you use actually helps Sam Palmisano manage his time better?
記者：所以您用的按需服務技術，事實上幫助您很好地安排您的時間，是嗎？
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：但是你所說的是我用這個東西騰出自己的時間。因為如果我不用它的話，我就必須要一直開會，我就沒有時間與客戶們接觸了。我的意思是，去年他們增加了很多客戶會議，不是商業伙伴、政府官員或者是首席執行官的會議，那并不像是對20個或30個首席執行官所做的一次演講一樣，那只是與客戶單人的會面。我去年參加了164個只有首席執行官和一個客戶見面的會議。
Reporter:Are those engagements happening on a global basis?
記者：那些會議是全球性的嗎？
Palmisano: It’s worldwide. It’s split 50-50. You’ve got business split 60 percent non-US and 40 percent US Literally, 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%的業務在非美國的地區，40%的業務是在美國。從字面上來看，非美國業務幾乎就是54/46，但其實是50/50的。前幾天我還讓大家加在一起計算一下。我花了很多時間與客戶和合作伙伴，事實證明，的確是很多的。
