Manufacturing Industry
Geographic Information System (GIS) Market in Manufacturing Sector 2008-2012DescriptionDescription:
20 November 2009, Pages - 20 A Geographic Information System/Spatial Information Management (GIS) is a collection of software and geographic data for capturing, managing, analyzing, and displaying all forms of geographically referenced information. In a conservative sense, it is a computer system that is capable of integrating, storing, editing, analyzing, sharing, and displaying geographically referenced information. In a more generic sense, GIS is a tool that allows users to create interactive queries (user-created searches), analyze the spatial information, edit data and maps, and present the results of all these operations. GIS, as an information integration tool, has a wide range of application. The possibility of integrating spatial and alphanumeric data has made it widely applicable to a variety of fields. Recently, there has been a growing interest among organizations to use GIS to enhance the decision making processes, at both strategic as well as operational levels. GIS addresses many information needs of the decision makers. It helps them leverage their spatial data more efficiently, by visually bringing together relationships among customers, suppliers, and competitors. GIS constitutes a powerful new technology that can address many of the information needs of the decision makers. In the manufacturing vertical, GIS is becoming more prevalent in both day-to-day and strategic decision-making activities. At present, manufacturers’ utilization of GIS has moved beyond logical needs of manufacturing such as site selection, material control, scheduling etc. With drastic improvements in the GIS related technologies and applications, GIS is becoming an integral part of the decision making process for the manufacturers. Manufacturers have started to consider GIS as a mainstream technology for store planning and operations. Vertical specific solutions are expected to have a wider application and ease of use. Therefore, manufacturers’ interest in industry specific GIS solutions is increasing. Currently, availability of vertical specific GIS solutions from traditional and small vendors is on the rise. The report by TechNavioTM Insights forecasts the size of the Geographic Information System (GIS) market in the manufacturing industry over the period 2008-2012. It segments the GIS market into various geographic regions (representing the market size for each of these regions). Further, it discusses the various GIS categories, key market trends, drivers and challenges of the Geographic Information System (GIS) market in the manufacturing industry, and profiles some of the key vendors of this industry. Special Offer: You can request one free hour of analyst time when you purchase this report. Details provided within the report.
Table of ContentsTable of Contents:
1. Introduction 2. Market Size & Forecast for GIS in Manufacturing Industry 3. GIS in Manufacturing Sector - Geographic Segmentation 3.1 GIS Market for Manufacturing Sector in Americas 3.2 GIS Market for Manufacturing Sector in APAC 3.3 GIS Market for Manufacturing Sector in EMEA 4. GIS Categories 5. Market Trends 6. GIS in Manufacturing Sector Growth Drivers 7. Challenges for GIS in Manufacturing Sector 8. GIS Vendors 8.1 Avenza Systems Inc 8.2 Bentley Systems 8.3 MDA Federal Inc 8.4 ESRI 8.5 Intergraph Other Reports in this Series List of Exhibits Exhibit 2.1: GIS in manufacturing Sector Market Size and Forecast 2008-2011 (in $ million) Exhibit 3.1: GIS in Manufacturing Sector Market Segmentation by Geography - 2008 Exhibit 3.2: Americas GIS Market Size in Manufacturing Sector 2008-2012 (in $ million) Exhibit 3.3: APAC GIS Market Size in Manufacturing Sector 2008-2012 (in $ million) Exhibit 3.4: EMEA GIS Market Size in Manufacturing Sector 2008-2012 (in $ million) |
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Manufacturing Industry in Europe and Leading Companies IT Sales OpportunitiesDescriptionDescription:
28 November 2008, Pages – 89 Driven by the high fuel prices and increasing euro value, manufacturers in Europe have begun to enter strategic partnerships and collaborations with suppliers overseas to improve responsiveness across their supply chain. Further, deregulation and new stringent norms in the EU are driving manufactures towards collaborating and partnering, taking advantage of free trade flows in low-cost countries such as Romania and Netherlands, increasing capacities at reduced costs and entering new markets. In addition, pharmaceutical manufacturers have begun to look at collaboration and partnerships as a part of expanding their R&D activities. The report forecasts the IT spending of the Manufacturing Industry in Europe over the period 2007-2010. It is meant for IT vendors and intends to help them identify selling opportunities in the Manufacturing Industry in Europe. The report identifies key business issues being faced by the Manufacturing Industry in Europe. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists leading IT buyers and provides their brief company profile, along with their IT spending. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services for Arcelor Mittal, Nestle SA and Siemens AG. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Arcelor Mittal, Nestle SA and Siemens AG. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Arcelor Mittal, Nestle SA and Siemens AG will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Arcelor Mittal, Nestle SA and Siemens AG. Level III opportunities have the lowest scores and hence, unlikely to sell to Arcelor Mittal, Nestle SA and Siemens AG. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company.
Table of ContentsTable of Contents:
Manufacturing Industry in Europe 1. IT Spending and Forecast 2. Criticality Score 2.1 Evaluating Criticality Score 3. IT Sales Drivers 3.1 Being Environment Friendly 3.2 Collaboration & Partnerships 3.3 Global, Integrated Supply Chain 3.4 Information & Knowledge Management 3.5 Mergers & Acquisitions 3.6 Offshoring & Outsourcing 3.7 Online Sales & Marketing 3.8 Product Mix Expansion 3.9 Relocating Manufacturing Capacity to Low Cost Countries 3.10 Time-to-market 4. Key Customers 4.1 ArcelorMittal 4.1.1 Business Overview 4.1.2 Key Figures 4.1.3 Corporate Headquarters 4.1.4 IT Spending 4.2 Nestlé SA 4.2.1 Business Overview 4.2.2 Key Figures 4.2.3 Corporate Headquarters 4.2.4 IT Spending 4.3 Siemens AG 4.3.1 Business Overview 4.3.2 Key Figures 4.3.3 Corporate Headquarters 4.3.4 IT Spending 4.4 Sanofi-Aventis 4.4.1 Business Overview 4.4.2 Key Figures 4.4.3 Corporate Headquarters 4.4.4 IT Spending 4.5 Novartis AG 4.5.1 Business Overview 4.5.2 Key Figures 4.5.3 Corporate Headquarters 4.5.4 IT Spending ArcelorMittal 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Capacity Expansion 4.4 Collaboration & Partnership 4.5 Cost Cutting & Operational Efficiency 4.6 Currency & Forex Management 4.7 Employee Productivity & Compensation Management 4.8 Expanding Research & Development Activities 4.9 Geographical Expansion 4.10 Information & Knowledge Management 4.11 Integrated Management of Manufacturing Operations 4.12 Introducing New Products 4.13 IT Infrastructure Integration & Rationalization 4.14 Maintaining Quality Standards 4.15 Manufacturing Process Improvements 4.16 Mergers & Acquisitions 4.17 Sales Force Expansion 4.18 Understanding Customer needs 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Luxembourg 6.3 Netherlands 6.4 Spain Nestle SA 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Capacity Expansion 4.4 Collaboration & Partnership 4.5 Expanding Research & Development Activities 4.6 Opening New Facility 4.7 Introducing New Products 4.8 Mergers & Acquisitions 4.9 Online Sales & Marketing 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Switzerland Siemens AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Business Risk management 4.4 Capacity Expansion 4.5 Collaboration & Partnership 4.6 Cost Cutting & Operational Efficiency 4.7 Currency & Forex Management 4.8 Expanding Research & Development Activities 4.9 Improving Customer Service 4.10 Mergers & Acquisitions 4.11 Offshoring & Outsourcing 4.12 Opening New Facility 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Germany 6.2 USA Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Manufacturing Industry in Europe Exhibit 1.1: Europe Manufacturing IT Spending and Forecast 2007-2010 (In $ million) Exhibit 2.1: Calculations for Estimating Criticality Score Exhibit 2.2: Criticality Scores for Various Software Applications Exhibit 2.3: Criticality Scores for Various Hardware Products Exhibit 2.4: Criticality Scores for Various IT Services ArcelorMittal Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Nestle SA Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Siemens AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score |
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Manufacturing Industry in APAC and Leading Companies IT Sales OpportunitiesDescriptionDescription:
28 November 2008 , Pages – 94 With markets in Europe and the US reaching saturation levels and increasing labour, transportation and supply-chain input costs, large foreign manufacturers have begun to relocate and outsource design and manufacturing processes to low-cost destinations such as India and China and emerging markets such as Vietnam to cut costs and increase efficiency. As a result, manufacturers especially in the segments such as apparel, construction, pharmaceuticals, consumer packed goods (CPG) and industrial equipment have begun to expand their capacities and increase production to cater to the demands of foreign markets. For example, in 2007, steel producer, Nippon Steel announced various expansion plans that include expanding production capacity of its high-grade heavy plate manufacturing operations in Japan and expansion of its automotive sheet capacity in the US. Further, Sony announced the expansion of its 8th generation amorphous Thin Film Transistor Liquid Crystal Display (TFT-LCD) manufacturing line (Venture by Sony and Samsung) in Japan. The report forecasts the IT spending of the Manufacturing Industry in APAC over the period 2007-2010. It is meant for IT vendors and intends to help them identify selling opportunities in the Manufacturing Industry in APAC. The report identifies key business issues being faced by the Manufacturing Industry in APAC. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists leading IT buyers and provides their brief company profile, along with their IT spending. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services for Samsung Electronics, Canon Inc. and Sony Corporation Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Samsung Electronics, Canon Inc. and Sony Corporation. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Samsung Electronics, Canon Inc. and Sony Corporation will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Samsung Electronics, Canon Inc. and Sony Corporation.Level III opportunities have the lowest scores and hence, unlikely to sell to Samsung Electronics, Canon Inc. and Sony Corporation. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Manufacturing Industry in APAC1. IT Spending and Forecast 2. Criticality Score 2.1 Evaluating Criticality Score 3. IT Sales Drivers 3.1 Capacity Expansion 3.2 Collaboration & Partnerships 3.3 Customer Service 3.4 Dynamic Pricing, Promotion & Product Customization 3.5 Integrated Management of Manufacturing Operations 3.6 Maintaining Quality Standards 3.7 Mergers & Acquisitions 3.8 Product Mix Expansion 3.9 Product Lifecycle Management 3.10 Understanding Customer Needs 4. Key Customers 4.1 Samsung Electronics Co., Ltd. 4.1.1 Business Overview 4.1.2 Key Figures 4.1.3 Corporate Headquarters 4.1.4 IT Spending 4.2 Canon Inc. 4.2.1 Business Overview 4.2.2 Key Figures 4.2.3 Corporate Headquarters 4.2.4 IT Spending 4.3 Sony Corporation 4.3.1 Business Overview 4.3.2 Key Figures 4.3.3 Corporate Headquarters 4.3.4 IT Spending 4.4 Matsushita Electric Industrial Co., Ltd. 4.4.1 Business Overview 4.4.2 Key Figures 4.4.3 Corporate Headquarters 4.4.4 IT Spending 4.5 Nippon Steel Corporation 4.5.1 Business Overview 4.5.2 Key Figures 4.5.3 Corporate Headquarters 4.5.4 IT Spending Samsung Electronics 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Cost Cutting & Operational Efficiency 4.5 Expanding Research & Development Activities 4.6 Geographic Expansion 4.7 Global Integrated Supply Chain 4.8 Introducing New Products 4.9 Sales Force Expansion 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion 6 Key IT Spending Decision Makers 6.1 Brazil 6.2 Italy 6.3 Poland 6.4 Russia 6.5 South Korea 6.6 United Kingdom 6.7 United States Canon Inc. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Collaboration & Partnership 4.3 Cost Cutting & Operational Efficiency 4.4 Employee Productivity & Compensation Management 4.5 Expanding Research & Development Activities 4.6 Opening New Facility 4.7 Introducing New Products 4.8 Manufacturing Process Improvements 4.9 Mergers & Acquisitions 4.10 Understanding Customer Needs 4.11 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Japan 6.3 Netherlands 6.4 United States of America Sony Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Employee Productivity & Compensation Management 4.5 Expanding Research & Development Activities 4.6 Faster & Better Product Development 4.7 Opening New Facility 4.8 Improving Customer Service 4.9 Introducing New Products 4.10 Online Sales & Marketing 4.11 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Japan 6.2 United States of America Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Manufacturing Industry in APAC Exhibit 1.1: Asia-Pacific Manufacturing IT Spending and Forecast 2007-2010 (In $ million) Exhibit 2.1: Calculations for Estimating Criticality Score Exhibit 2.2: Criticality Scores for Various Software Applications Exhibit 2.3: Criticality Scores for Various Hardware Products Exhibit 2.4: Criticality Scores for Various IT Services Samsung Electronics Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Canon Inc. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Geographical Expansion Plans Sony Corporation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
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Leading Manufacturing Companies in APAC IT Sales Opportunities – 2008DescriptionDescription:
28 November 2008, Pages – 78 This is a bundle of the following company profiles and is available at a discount of 30% over the total price of individual reports: • Samsung Electronics • Canon Inc. • Sony Corporation Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Samsung Electronics, Canon Inc.,Sony Corporation. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Samsung Electronics, Canon Inc.,Sony Corporation might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavio’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Samsung Electronics, Canon Inc., Sony Corporation. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Samsung Electronics, Canon Inc., Sony Corporation will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Samsung Electronics, Canon Inc., Sony Corporation. Level III opportunities have the lowest scores and hence, unlikely to sell to Samsung Electronics, Canon Inc., Sony Corporation. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Samsung Electronics 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Cost Cutting & Operational Efficiency 4.5 Expanding Research & Development Activities 4.6 Geographic Expansion 4.7 Global Integrated Supply Chain 4.8 Introducing New Products 4.9 Sales Force Expansion 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Italy 6.3 Poland 6.4 Russia 6.5 South Korea 6.6 United Kingdom 6.7 United States Canon Inc. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Collaboration & Partnership 4.3 Cost Cutting & Operational Efficiency 4.4 Employee Productivity & Compensation Management 4.5 Expanding Research & Development Activities 4.6 Opening New Facility 4.7 Introducing New Products 4.8 Manufacturing Process Improvements 4.9 Mergers & Acquisitions 4.10 Understanding Customer Needs 4.11 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Japan 6.3 Netherlands 6.4 United States of America Sony Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Employee Productivity & Compensation Management 4.5 Expanding Research & Development Activities 4.6 Faster & Better Product Development 4.7 Opening New Facility 4.8 Improving Customer Service 4.9 Introducing New Products 4.10 Online Sales & Marketing 4.11 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Japan 6.2 United States of America Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Samsung Electronics Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Canon Inc. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Geographical Expansion Plans Sony Corportation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
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Japan Tobacco Inc. IT Sales Opportunities - 2008DescriptionDescription:
28 November 2008, Pages – 30 Japan Tobacco Inc. is a Japanese company engaged mainly in the tobacco industry. The main business segments of the company are domestic and overseas tobacco, pharmaceutical, foods, and others. The tobacco segment manufactures and sells cigarette products in domestic and overseas market. The pharmaceutical segment is engaged in the research, development, manufacture, and distribution of drugs and medicines. The food segment manufactures and sells processed food, beverages, seasonings, chilled foods, and other products. The others segment is engaged in the leasing and operation of real estate, as well as the provision of other services. The Company has 299 consolidated subsidiaries and 25 associated companies. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increase in sourcing from low cost countries might influence Japan Tobacco Inc. to relook at their supply chains, resulting in selling opportunities for SCM solutions, collaboration tools etc. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Japan Tobacco Inc.. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Japan Tobacco Inc. might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Japan Tobacco Inc.. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Japan Tobacco Inc. will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Japan Tobacco Inc. Level III opportunities have the lowest scores and hence, unlikely to sell to Japan Tobacco Inc.. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enables salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Maintaining Quality Standards 4.2 Improving Customer Service 4.3 Understanding Customer Needs 4.4 Business Risk management 4.5 Capacity Expansion 4.6 Expanding Research & Development Activities 4.7 Faster & Better Product Development 4.8 Global Integrated Supply Chain 4.9 Mergers & Acquisitions 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion Appendix A: Key IT Spending Decision Makers Japan Appendix B: Definitions B.1 Software B.2 Hardware B.3 Services Appendix C: Methodology C.1 Evaluating Criticality Score C.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit C1: Calculations for Estimating Criticality Score Exhibit C2: Criticality Scores for Various Software Applications Exhibit C3: Criticality Scores for Various Hardware Products Exhibit C4: Criticality Scores for Various IT Services Exhibit C5: Calculations for Estimating Demand Score
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JFE Holdings, Inc. - IT Sales OpportunitiesDescriptionDescription:
24 November 2008, Pages – 29 JFE Holdings, Inc. is a Japan-based holding company engaged in the manufacture of steel products. The Group is also involved in the urban industries development. The Group's operations are carried out through the following divisions: Steel; Engineering Service, City Development and Large Scale Integration (LSI). The Steel segment manufactures and sells steel products, processed steel products, solar cell materials and chemicals, and is engaged in delivery, facility maintenance and engineering businesses. The Engineering segment comprises energy, environmental, water system, steel structure, industrial machinery, iron processing and waste recycling related engineering construction activities. The City Development segment is engaged in the large-scale restructure development, mansion subcontracting and the provision of real estate-related services. The Large Scale Integration (LSI) segment is engaged in the manufacture and sale of application specific integrated circuits (ASICs). Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increase in sourcing from low cost countries might influence JFE Holdings to relook at their supply chains, resulting in selling opportunities for SCM solutions, collaboration tools etc. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for JFE Holdings. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by JFE Holdings might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for JFE Holdings. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that JFE Holdings will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to JFE Holdings Level III opportunities have the lowest scores and hence, unlikely to sell to JFE Holdings. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enables salesperson to directly contact the key executives within the company. TechNavio Insights is a set of reports based on TechNavio – a market intelligence platform for the IT industry. It builds on the intelligence available within TechNavio, and leverages on the custom research experience of the 'Technology Navigators'. TechNavio is built on years of experience of Infiniti Research in deep dive custom research and consulting for over 30 Fortune 500 companies and numerous large and mid-sized companies. Table of ContentsTable of Contents:
1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Geographical Expansion 4.5 Introducing New Products 4.6 IT Infrastructure Integration & Rationalization 4.7 Mergers & Acquisitions 5. Conclusion Appendix A: Key IT Spending Decision Makers Japan Appendix B: Definitions B.1 Software B.2 Hardware B.3 Services Appendix C: Methodology C.1 Evaluating Criticality Score C.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Exhibit C1: Calculations for Estimating Criticality Score Exhibit C2: Criticality Scores for Various Software Applications Exhibit C3: Criticality Scores for Various Hardware Products Exhibit C4: Criticality Scores for Various IT Services Exhibit C5: Calculations for Estimating Demand Score
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Denso Corporation - IT Sales OpportunitiesDescriptionDescription:
24 November 2008, Pages – 31 Denso Corporation, headquartered in Kariya, Aichi prefecture, Japan, is a global manufacturer and supplier of automotive parts. Operations are carried out through the following divisions: Automotive and New Business. The Automobile division manufactures and sells products in six categories: thermal systems, which include manufacturing heating and cooling devices; powertrain control systems, which include diesel and gasoline engine-related products; electronic systems, which include engine control computer and semiconductor sensors; electrical systems, which include starters, inverters and alternators; information and safety systems, which include automobile body equipment and information technology systems (ITSs), and motors, which include windscreen wiper systems and power steering motors. The New Business division manufactures and sells industrial equipment, such as automatic recognition systems, factory automation equipment, as well as cooling and air-conditioning-related products, in addition to daily life-related equipment. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increase in sourcing from low cost countries might influence Denso to relook at their supply chains, resulting in selling opportunities for SCM solutions, collaboration tools etc. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Denso. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Denso might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Denso. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Denso will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Denso Level III opportunities have the lowest scores and hence, unlikely to sell to Denso. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enables salesperson to directly contact the key executives within the company.
Table of ContentsTable of Contents:
1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Business Risk management 4.4 Capacity Expansion 4.5 Collaboration & Partnership 4.6 Enterprise Security 4.7 Expanding Research & Development Activities 4.8 Geographical Expansion 4.9 Introducing New Products 4.10 IT Infrastructure Integration & Rationalization 5. Conclusion Appendix A: Key IT Spending Decision Makers Brazil Japan USA Appendix B: Definitions B.1 Software B.2 Hardware B.3 Services Appendix C: Methodology C.1 Evaluating Criticality Score C.2 Evaluating Demand Score List of Exhibits Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Exhibit C1: Calculations for Estimating Criticality Score Exhibit C2: Criticality Scores for Various Software Applications Exhibit C3: Criticality Scores for Various Hardware Products Exhibit C4: Criticality Scores for Various IT Services Exhibit C5: Calculations for Estimating Demand Score
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Baoshan Iron & Steel Co., Ltd. - IT Sales OpportunitiesDescriptionDescription:
24 November 2008, Pages – 29 Baoshan Iron & Steel Co., Ltd. is mainly engaged in the production of high-tech and high value-added premium steels. The Company's major products fall into three categories: carbon steel, stainless steel and specially-alloyed steel. The carbon steel products include hot rolled steel plate products such as hot rolled steel sheets/coils and wide heavy steel plates, among others; cold rolled steel plate products such as general cold rolled steel flakes, pot galvanizing, electro galvanizing, electro tinplate and others; steel tube products including seamless steel tubes and high frequency welded (HFW) pipes; steel wire products such as steel cords, high-quality spring steels and others; as well as steel billet products. The stainless steel products include hot rolled and cold rolled stainless steel products. The Company’s products are used in industries such as manufacturing, home electric appliance, petrochemical, machinery manufacture, transportation and architecture. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increase in sourcing from low cost countries might influence Baoshan Iron & Steel to relook at their supply chains, resulting in selling opportunities for SCM solutions, collaboration tools etc. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Baoshan Iron & Steel. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Baoshan Iron & Steel might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Baoshan Iron & Steel. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Baoshan Iron & Steel will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Baoshan Iron & Steel Level III opportunities have the lowest scores and hence, unlikely to sell to Baoshan Iron & Steel. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enables salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Capacity Expansion 4.4 Collaboration & Partnership 4.5 Geographical Expansion 4.6 Mergers & Acquisitions 4.7 Online Sales & Marketing 5. Conclusion Appendix A: Key IT Spending Decision Makers China Appendix B: Definitions B.1 Software B.2 Hardware B.3 Services Appendix C: Methodology C.1 Evaluating Criticality Score C.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Exhibit C1: Calculations for Estimating Criticality Score Exhibit C2: Criticality Scores for Various Software Applications Exhibit C3: Criticality Scores for Various Hardware Products Exhibit C4: Criticality Scores for Various IT Services Exhibit C5: Calculations for Estimating Demand Score
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Leading Manufacturing Companies in North America - IT Sales OpportunitiesDescriptionDescription:
03 November 2008, Pages – 79 This is a bundle of the following company profiles and is available at a discount of 33% over the total price of individual reports: • General Electric • P&G • Pfizer Inc. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for General Electric, P&G and Pfizer. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by General Electric, P&G and Pfizer might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for General Electric, P&G and Pfizer. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that General Electric, P&G and Pfizer will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to General Electric, P&G and Pfizer. Level III opportunities have the lowest scores and hence, unlikely to sell to General Electric, P&G and Pfizer. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
General Electric 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Collaboration & Partnership 4.4 Cost Cutting & Operational Efficiency 4.5 Employee Productivity & Compensation Management 4.6 Global Integrated Supply Chain 4.7 Improving Customer Service 4.8 Introducing New Products 4.9 Lean & Agile Manufacturing 4.10 Mergers & Acquisitions 4.11 Opening New Facility 4.12 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Decision Makers 6.1 USA P&G 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Capacity Expansion 4.4 Collaboration & Partnership 4.5 Cost Cutting & Operational Efficiency 4.6 Expanding Research & Development Activities 4.7 Geographical Expansion 4.8 Global Integrated Supply Chain 4.9 Introducing New Products 4.10 Online Sales & Marketing 4.11 Understanding Customer needs 4.12 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1Belgium 6.2 Brazil 6.3 Canada 6.4 Germany 6.5 Poland 6.6 Switzerland 6.7 United Kingdom 6.8 United States 6.9 Venezuela Pfizer Inc. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Capacity Expansion 4.4 Collaboration & Partnership 4.5 Cost Cutting & Operational Efficiency 4.6 Expanding Research & Development Activities 4.7 Introducing New Products 4.8 Mergers & Acquisitions 4.9 Offshoring & Outsourcing 4.10 Online Sales & Marketing 4.11 Enterprise Security 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Canada 6.2 France 6.3 Italy 6.4 Japan 6.5 Poland 6.6 Philippines 6.7 United States 6.8 United Kingdom Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits General Electric Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunity Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunity Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunity Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Geographical Expansion Plans P&G Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Pfizer Inc. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
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Leading Manufacturing Companies in Europe - IT Sales OpportunitiesDescriptionDescription:
03 November 2008, Pages – 73 This is a bundle of the following company profiles and is available at a discount of 33% over the total price of individual reports: • ArcelorMittal • Nestle SA • Siemens AG Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for ArcelorMittal, Nestle SA and Siemens AG. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by ArcelorMittal, Nestle SA and Siemens AG might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for ArcelorMittal, Nestle SA and Siemens AG. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that ArcelorMittal, Nestle SA and Siemens AG will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to ArcelorMittal, Nestle SA and Siemens AG. Level III opportunities have the lowest scores and hence, unlikely to sell to ArcelorMittal, Nestle SA and Siemens AG. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
ArcelorMittal 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Capacity Expansion 4.4 Collaboration & Partnership 4.5 Cost Cutting & Operational Efficiency 4.6 Currency & Forex Management 4.7 Employee Productivity & Compensation Management 4.8 Expanding Research & Development Activities 4.9 Geographical Expansion 4.10 Information & Knowledge Management 4.11 Integrated Management of Manufacturing Operations 4.12 Introducing New Products 4.13 IT Infrastructure Integration & Rationalization 4.14 Maintaining Quality Standards 4.15 Manufacturing Process Improvements 4.16 Mergers & Acquisitions 4.17 Sales Force Expansion 4.18 Understanding Customer needs 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Luxembourg 6.3 Netherlands 6.4 Spain Nestle SA 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Capacity Expansion 4.4 Collaboration & Partnership 4.5 Expanding Research & Development Activities 4.6 Opening New Facility 4.7 Introducing New Products 4.8 Mergers & Acquisitions 4.9 Online Sales & Marketing 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Switzerland Siemens AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Business Risk management 4.4 Capacity Expansion 4.5 Collaboration & Partnership 4.6 Cost Cutting & Operational Efficiency 4.7 Currency & Forex Management 4.8 Expanding Research & Development Activities 4.9 Improving Customer Service 4.10 Mergers & Acquisitions 4.11 Offshoring & Outsourcing 4.12 Opening New Facility 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Germany 6.2 USA Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits ArcelorMittal Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plan Nestle SA Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Siemens AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
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