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LOT-916 - IBM Forms 4 - Form Design and Development - Dump Information

Vendor : IBM
Exam Code : LOT-916
Exam Name : IBM Forms 4 - Form Design and Development
Questions and Answers : 90 Q & A
Updated On : April 22, 2019
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LOT-916 Questions and Answers

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LOT-916 IBM Forms 4 - Form Design and Development

Study Guide Prepared by Killexams.com IBM Dumps Experts

Exam Questions Updated On :



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LOT-916 exam Dumps Source : IBM Forms 4 - Form Design and Development

Test Code : LOT-916
Test Name : IBM Forms 4 - Form Design and Development
Vendor Name : IBM
Q&A : 90 Real Questions

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IBM IBM Forms 4 -

IBM Counts On Its Cloud And Platform For The Turnaround | killexams.com Real Questions and Pass4sure dumps

summary

IBM has been pushing forward on its platform and cloud-pushed method.

Its Platform as a provider providing, previously called Bluemix, is now generic because the IBM Cloud.

IBM additionally has been investing in adding capabilities comparable to cloud migration capabilities and cloud optimized programs.

IBM (NYSE:IBM) has been specializing in its strategic imperatives phase to force the subsequent stage of increase. The section includes the cloud, analytics, cellular, social, and safety capabilities. but the turnaround is taking a great deal longer than anticipated. After three consecutive quarters of income growth, IBM revenues seem to be lower back on the decline. In an previous streak, IBM had stated profits declines for 5 straight years. The market is losing endurance and put up the outcomes announcement, IBM's inventory fell 2% within the after hours trading session.

IBM's Financials

Revenues for the first quarter fell four.7% to $18.18 billion, lacking the road's forecast of $18.forty six billion. Its web salary also declined to $1.fifty nine billion, or $1.seventy eight per share, compared with $1.sixty eight billion, or $1.eighty one per share, a year earlier. On an adjusted basis, IBM earned $2.25 per share and became ahead of the market's expectations of $2.22 per share. IBM attributed the leave out in revenues to its declining hardware enterprise and currency headwinds.

with the aid of section, cognitive options and expertise features and cloud platform revenues got here in at $eleven.ninety one billion, falling short of the market's anticipated $12.43 billion. in the phase, cloud and cognitive solutions revenues, which include analytics, cybersecurity, and synthetic intelligence, fell 1.5% to $5.04 billion, however managed to beat the analyst estimates of $four.18 billion.

international business services revenues have been flat at $4.12 billion and additionally fell wanting the analyst estimates of $four.19 billion. systems revenues fell to $1.33 billion, missing the market's forecast of $1.37 billion. It ended the quarter with international financing revenues coming in flat at $406 million. IBM is divesting a few of its other groups such because the mortgage servicing company. It mentioned revenues from these segments as part of other revenues that ended the quarter with $417 million.

IBM didn't file the revenues from its strategic imperatives. however did point out that the annual exit salary run rate for cloud-delivered services accelerated 10% to $11.7 billion.

IBM expects to end the current yr with EPS of as a minimum $13.90, which turned into in need of the market's forecast earnings of $13.91 per share.

IBM's Cloud method

IBM has been pushing forward on its platform and cloud-driven strategy. Its Platform as a service providing, previously referred to as Bluemix, is now favourite as the IBM Cloud. Bluemix became launched in 2014 and within a 12 months it had a collection of more than 100 cloud-primarily based building equipment. today IBM's Cloud Foundry is the open-supply PaaS offering on IBM Cloud that allows companies to set up and scale apps. IBM allows for companies to run the Cloud Foundry apps on a public cloud, commercial enterprise ambiance or a personal cloud. The Cloud Foundry now has thousands of functions that give capabilities comparable to compute, storage, networking, analytics, and IoT. A fresh record by means of Transparency analysis estimates the revenues from IBM Bluemix features to grow to $38.eighty five billion through 2026, growing at an annualized increase fee of basically 25% over the next seven years.

besides PaaS, IBM is driving its cloud company through numerous improvements. during the last few months, IBM has been investing in including capabilities equivalent to cloud migration functions and cloud-optimized programs. all through the remaining quarter, it introduced Watson anyplace that makes IBM Watson attainable on-premises and on any deepest or public cloud. It released the IBM cloud integration platform that offers a typical technique to combine capabilities and functions across multiple cloud environments.

IBM's cloud enterprise is also anticipated to get a powerful push from its $34 billion acquisition of pink Hat. IBM plans to leverage the acquisition to help its clients shift their enterprise applications to hybrid cloud, while addressing the concerns of portability, administration consistency and safety. The acquisition remains pending regulatory approval, but IBM plans to finished the acquisition by way of the 2d quarter of the 12 months.

IBM will should proceed to push its cloud and platform approach to deliver the a whole lot-essential turnaround. i would like to know from IBM what apps on its platform does it see as delivering essentially the most traction? What are the apps that IBM developers should center of attention on to force greater revenues? Which of these apps and its developers do you suppose IBM may still purchase?

IBM's inventory is at present buying and selling at $139.11, with a market capitalization of $123.8 billion. It touched a 52-week excessive of $162 in September remaining yr. When the tech shares tumbled final December, its inventory too had fallen to a 52-week low of $one zero five.94.


As IBM Faces Falling revenue, red Hat Deal may trade Narrative | killexams.com Real Questions and Pass4sure dumps

(Bloomberg) -- overseas company Machines Corp. is scheduled to record its first-quarter consequences after the market closes on Tuesday, but when it does, IBM aren't the enterprise that analysts are most interested in.

The company in October announced that it might purchase pink Hat, and while the deal isn’t expected to shut unless the 2nd half of the 12 months, analysts are looking ahead to the possibilities of the mixed enterprise, and even if red Hat’s position within the quickly-turning out to be cloud-computing market can be sufficient to show sentiment on IBM, which has lagged the overall know-how sector for years.

Shares fell 0.four percent on Tuesday, but have risen about 34 percent from a nine-yr low hit in December.

credit Suisse cheered the red Hat deal in a note published closing week, starting coverage on IBM with an outperform ranking and highway-excessive rate target of $173. “IBM and purple Hat collectively form a magnificent competitor to guide customers” right into a “hybrid-first” world, analyst Matt Cabral wrote to customers.

The bullishness of this view became some thing of an anomaly, however. just six establishments have a purchase rating on IBM shares, compared with the 15 that recommend maintaining it. And while the business’s adjusted salary haven’t overlooked expectations due to the fact that the third quarter of 2014, in line with Bloomberg records, it additionally hasn’t achieved plenty to encourage a great deal enthusiasm. each first-quarter earnings and income are expected to decline from the year-ago length.

“IBM remains a ’demonstrate me’ story unless revenue performance starts to enrich,” wrote Goldman Sachs in a word previewing the upcoming results. Analyst James Schneider affirmed his neutral score and $a hundred and forty fee goal, writing that IBM “must reveal a fabric development when it comes to its revenue and margin trajectory for the inventory to movement bigger from current stages.”

This view changed into echoed via Cleveland research, which has a neutral ranking on the business, which it referred to as a “blended story.”

“The business continues to face structural chance from its installed base of shoppers migrating towards cloud and open source rivals in the long-term due to IBM’s underinvestment in cloud and comparatively closed method,” analyst Ari Terjanian wrote. while the pink Hat deal is a step to handle this difficulty, “it remains too early to judge no matter if these efforts could be a success.”

ANALYST COMMENTARY

Bloomberg Intelligence“company adoption of cloud, digital and other emerging applied sciences may still fuel fit growth in IBM’s world business functions,” analyst Anurag Rana wrote“activity in IBM’s infrastructure features will also pressure improving growth in its world know-how section, with the utilization of hybrid-cloud environments”Stifel (purchase, PT $a hundred forty five)at the stock’s existing valuation, “extra varied growth is viable with continued growth in the core and/or extra wonderful sentiment surrounding the RHT acquisition”Wedbush (neutral, PT $165)“administration is evidently making an aggressive effort to speed up the shift in IBM’s earnings base into high-growth, digital utility/features” with the red Hat deal, but “to ensure that us to turn into extra positive on the name, we should see indications that effects at stand-by myself IBM has stabilized”“a combination of depressed P/E multiples, especially low expectations and negative sentiment may trigger a inventory rally submit-any expertise advancements in revenue boom, margins, and FCFs metrics”

ESTIMATES & FORECASTS

1Q adj. EPS est. $2.22 (latitude $2.15 to $2.28)1Q profits est. $18.44 billion (latitude $17.ninety four billion to $18.62 billion)1Q gross margin est. forty four.94p.c2Q adj. EPS est. $3.262Q salary est. $19.36 billion

data

6 buys, 15 holds, 2 sells; avg PT $146Implied 1-day share flow after salary: four.8p.cShares rose after four of the past 12 salary announcementsAdj. EPS beat ests. in 12 of the previous 12

TIMING

revenue expected April sixteen after the market closesCall 5 p.m. ET

To contact the reporter on this story: Ryan Vlastelica in manhattan at rvlastelica1@bloomberg.web

To contact the editors chargeable for this story: Catherine Larkin at clarkin4@bloomberg.internet, Steven Fromm

For extra articles like this, please consult with us at bloomberg.com

©2019 Bloomberg L.P.


IBM studies 2019 First-Quarter outcomes | killexams.com Real Questions and Pass4sure dumps

IBM IBM, +0.88% today introduced first-quarter outcomes.

Acceleration in Cloud income increase; continued Margin enlargement

Highlights

First Quarter:

  • GAAP EPS from carrying on with operations of $1.78
  • operating (non-GAAP) EPS of $2.25
  • earnings of $18.2 billion, down four.7 % (down 0.9 p.c adjusting for forex)
  • Cloud revenue increase accelerated within the quarter; now $19.5 billion over the last 12 months, up 10 % (up 12 p.c adjusting for currency)
  • As-a-provider annual exit run cost for cloud income of $11.7 billion, up 10 p.c 12 months to 12 months (up 15 p.c adjusting for forex)
  • Gross profit margin: GAAP, up one hundred basis features; working (non-GAAP), up 90 foundation points

    -- GBS gross profit margin up 280 basis aspects; GTS up one hundred ten foundation features

  • Pre-tax salary margin: GAAP, up 440 basis points; working (non-GAAP), up 320 basis facets
  • maintains full-12 months EPS and free cash flow expectations
  • "in the first quarter, our cloud income increase accelerated, and we again grew in key, excessive-price areas in Cloud and Cognitive utility and in consulting,” talked about Ginni Rometty, IBM chairman, president and chief executive officer. "IBM’s investments in imaginitive applied sciences coupled with our trade potential and our commitment to believe and safety place us smartly to support customers stream to chapter two of their digital reinvention."

    FIRST QUARTER 2019 Pre-tax Gross Diluted internet Pre-tax profits income EPS income income Margin Margin GAAP from continuing Operations $1.seventy eight $1.6B $1.9B 10.four% 44.2% yr/year -2% -5% 66% 4.4Pts 1.0Pts working (Non-GAAP) $2.25 $2.0B $2.2B 12.3% forty four.7% 12 months/year -eight% -12% 28% three.2Pts 0.9Pts

    "Our results reflect the primary changes we have made to our company, allowing us to generate stronger working leverage. within the first quarter, we significantly extended profit margins, led by our services groups," referred to James Kavanaugh, IBM senior vice chairman and chief economic officer. "Our center of attention on prioritizing our investments within the emerging high-value segments of our business has enabled us to pressure better profitability and strong cash technology."

    cash stream and stability Sheet

    within the first quarter, the business generated web money from working activities of $4.eight billion, or $2.3 billion, except for global Financing receivables. IBM’s free cash circulation changed into $1.7 billion. IBM again $2.three billion to shareholders via $1.four billion in dividends and $0.9 billion in gross share repurchases. on the end of March 2019, IBM had $2.four billion closing in the present share repurchase authorization.

    IBM ended the first quarter with $18.1 billion of cash on hand. Debt totaled $50.0 billion, together with international Financing debt of $29.5 billion. The stability sheet continues to be amazing and is neatly located for the long run.

    section results for First Quarter

  • Cloud & Cognitive utility (comprises cloud and facts structures, cognitive functions and transaction processing platforms) -- revenues of $5.0 billion, down 2 p.c (up 2 percent adjusting for foreign money), led by means of cognitive functions, up 2 percent (up 4 percent adjusting for currency), and with the aid of cloud and information platforms, down 2 % (up 2 p.c adjusting for foreign money).
  • international enterprise functions (contains consulting, utility administration and world procedure services) -- revenues of $four.1 billion, flat yr to yr (up four percent adjusting for currency), with boom in consulting and international method capabilities. Gross earnings margin extended 280 basis elements.
  • international expertise functions (contains infrastructure and cloud features and expertise support services) -- revenues of $6.9 billion, down 7 % (down 3 p.c adjusting for forex), with increase in hybrid cloud earnings. Gross profit margin multiplied 110 basis elements.
  • techniques (comprises techniques hardware and operating techniques application) -- revenues of $1.3 billion, down 11 percent (down 9 percent adjusting for forex), with increase in vigour, offset by means of the have an effect on of the IBM Z product cycle dynamics and weakness in Storage.
  • international Financing (contains financing and used equipment sales) -- revenues of $406 million, flat year to yr (up four p.c adjusting for foreign money).
  • Full-yr 2019 Expectations

    The business continues to predict GAAP diluted revenue per share of at least $12.forty five, and operating (non-GAAP) diluted earnings per share of at the least $13.90. working (non-GAAP) diluted profits per share exclude $1.45 per share of prices for: amortization of purchased intangible belongings and different acquisition-linked charges, including pre-closing charges, such as financing costs, associated with the red Hat acquisition; retirement-connected costs; and tax reform enactment impacts.

    IBM continues to predict free cash circulation of approximately $12 billion, with a awareness cost of approximately 100 percent of GAAP internet profits.

    ahead-looking and Cautionary Statements

    aside from the historic suggestions and discussions contained herein, statements contained in this liberate may additionally constitute forward-looking statements within the that means of the private Securities Litigation Reform Act of 1995. forward-searching statements are according to the enterprise’s current assumptions involving future enterprise and monetary efficiency. These statements contain a number of dangers, uncertainties and other components that might cause specific outcomes to vary materially, together with right here: a downturn in financial environment and customer spending budgets; the company’s failure to fulfill increase and productiveness pursuits; a failure of the company’s innovation initiatives; hurt to the company’s recognition; risks from investing in boom opportunities; failure of the enterprise’s intellectual property portfolio to keep away from aggressive choices and the failure of the enterprise to acquire essential licenses; cybersecurity and records privacy concerns; fluctuations in fiscal outcomes, influence of native prison, financial, political and fitness circumstances; adversarial consequences from environmental matters, tax matters and the company’s pension plans; ineffective inside controls; the enterprise’s use of accounting estimates; the business’s capability to attract and retain key employees and its reliance on vital advantage; influences of relationships with critical suppliers; product quality issues; affects of enterprise with govt customers; forex fluctuations and consumer financing hazards; have an impact on of alterations in market liquidity situations and customer credit chance on receivables; reliance on third birthday party distribution channels and ecosystems; the company’s means to efficaciously control acquisitions, alliances and dispositions, including integration challenges, failure to obtain objectives, the belief of liabilities, and higher debt levels; legal lawsuits and investigatory dangers; chance factors concerning IBM securities; and different hazards, uncertainties and factors discussed within the enterprise’s Form10-Qs, Form10-k and in the enterprise’s different filings with the U.S. Securities and exchange commission (SEC) or in materials included therein by means of reference. Any ahead-searching observation in this liberate speaks handiest as of the date on which it is made. The enterprise assumes no obligation to replace or revise any ahead-looking statements.

    Presentation of advice in this Press release

    in order to give traders with more information involving the business’s outcomes as decided through commonly approved accounting concepts (GAAP), the company has additionally disclosed during this press unlock the following non-GAAP suggestions, which administration believes offers advantageous counsel to traders:

    IBM effects --

  • presenting operating (non-GAAP) salary per share quantities and linked revenue observation gadgets;
  • adjusting at no cost cash circulation;
  • adjusting for forex (i.e., at consistent currency).
  • Free money circulate guidance is derived using an estimate of profit, working capital and operational cash outflows. The business views world Financing receivables as a earnings-producing investment, which it seeks to maximise and for this reason it isn't considered when formulating information without charge money move. in consequence, the company doesn't estimate a GAAP web money from Operations expectation metric.

    The intent for management’s use of those non-GAAP measures is covered in demonstrate ninety nine.2 in the form 8-k that includes this press liberate and is being submitted nowadays to the SEC.

    conference call and Webcast

    IBM’s common quarterly salary convention call is scheduled to begin at 5:00p.m. EDT, today. The Webcast could be accessed by means of a link at http://www.ibm.com/investor/activities/earnings/1q19.html. Presentation charts may be attainable shortly earlier than the Webcast.

    fiscal results below (certain quantities may now not add due to use of rounded numbers; percentages offered are calculated from the underlying whole-greenback amounts).

    overseas business MACHINES companyCOMPARATIVE fiscal consequences (Unaudited; bucks in thousands and thousands apart from per share quantities) Three Months Ended March 31, 2019 2018 revenue Cloud & Cognitive application $5,037 $5,116 * global business functions four,119 four,115 * international know-how functions 6,875 7,421 * techniques 1,328 1,500 world Financing 406 405 other 417 515 * total salary 18,182 19,072 GROSS profit 8,043 eight,247 GROSS earnings MARGIN Cloud & Cognitive utility seventy five.1% 76.3% * world enterprise features 26.2% 23.4% * global expertise capabilities 33.7% 32.6% * methods forty six.2% forty three.7% global Financing 34.9% 34.four% complete GROSS profit MARGIN forty four.2% forty three.2% price AND other income S,G&A four,691 5,445 R,D&E 1,433 1,405 highbrow property and customized building profits (one zero one) (317) different (revenue) and expense (73) 413 interest price 210 a hundred sixty five total price AND other earnings 6,one hundred sixty 7,111 earnings FROM continuing OPERATIONS earlier than salary TAXES 1,883 1,136 Pre-tax margin 10.four% 6.0% Provision for (benefit from) salary taxes 289 (540) valuable tax cost 15.four% (47.5)% income FROM continuing OPERATIONS $1,593 $1,675 DISCONTINUED OPERATIONS earnings/(Loss) from discontinued operations, web of taxes (2) 4 web income $1,591 $1,679 income / (LOSS) PER SHARE OF typical stock Assuming Dilution continuing Operations $1.seventy eight $1.81 Discontinued Operations $0.00 $0.00 complete $1.seventy eight $1.81 primary continuing Operations $1.seventy nine $1.eighty two Discontinued Operations $0.00 $0.00 total $1.seventy nine $1.eighty two WEIGHTED-common variety of general SHARES unbelievable (M's) Assuming Dilution 893.9 925.4 primary 889.6 920.7 * Recast to comply with 2019 presentation. international enterprise MACHINES organizationCONDENSED CONSOLIDATED steadiness SHEET (Unaudited) At At (greenbacks in thousands and thousands) March 31, December 31, 2019 2018 assets: existing belongings: money and cash equivalents $17,134 $eleven,379 constrained cash 137 225 Marketable securities 872 618 Notes and bills receivable - trade, internet 6,987 7,432 brief-time period financing receivables, web 20,287 22,388 different bills receivable, internet 671 743 inventory 1,771 1,682 Deferred costs 2,368 2,300prepaid fees and different existing assets 2,478 2,378 complete present assets fifty two,705 49,146 Property, plant and machine, web 10,675 10,792 working appropriate-of-use belongings, web * 4,634 - long-time period financing receivables, web 8,361 9,148 prepaid pension belongings four,966 four,666 Deferred expenses 2,663 2,676 Deferred taxes 5,284 5,216 Goodwill and intangibles, net 39,237 39,353 Investments and sundry belongings 2,403 2,386 total property $one hundred thirty,926 $123,382 LIABILITIES: present Liabilities: Taxes $2,484 $three,046 short-term debt 10,250 10,207 accounts payable 5,711 6,558 Deferred profits 12,134 eleven,165 working rent liabilities * 1,313 - different liabilities 6,979 7,251 complete existing Liabilities 38,871 38,227 lengthy-time period debt 39,727 35,605 Retirement connected tasks sixteen,467 17,002 Deferred profits 3,481 three,445 operating hire liabilities * 3,590 - other liabilities 12,184 12,174 complete Liabilities 114,320 106,452 fairness: IBM Stockholders' fairness: standard inventory fifty five,287 fifty five,151 Retained earnings 159,396 159,206 Treasury stock -- at charge (169,021) (168,071) gathered other complete earnings/(loss) (29,182) (29,490) total IBM Stockholders' equity sixteen,481 16,796 Noncontrolling hobbies 126 134 total fairness 16,607 sixteen,929 complete Liabilities and equity $130,926 $123,382 * displays the adoption of the FASB suggestions on leases. overseas enterprise MACHINES corporationmoney flow analysis (Unaudited) Three Months Ended (dollars in hundreds of thousands) March 31, 2019 2018 net cash provided by using working actions per GAAP: $4,759 $four,602 much less: alternate in world Financing (GF) Receivables 2,458 2,360 Capital expenses, internet (614) (893) Free cash flow 1,688 1,349 Acquisitions (1) (seventy one) Divestitures 33 - Dividends (1,397) (1,382) Share Repurchase (920) (777) Non-GF Debt 5,890 (547) other (includes GF net Receivables and GF Debt) 629 1,741 exchange in cash, money Equivalents, constrained cash and brief-term Marketable Securities $5,922 $313 overseas business MACHINES companymoney circulate (Unaudited) Three Months Ended (bucks in millions) March 31, 2019 2018 internet salary from Operations $1,591 $1,679 Depreciation/Amortization of Intangibles 1,446 1,114 inventory-based Compensation 113 116 Working Capital / different (848) (668) international Financing A/R 2,458 2,360 internet cash supplied by using operating activities $four,759 $4,602 Capital expenditures, net of payments & proceeds (614) (893) Divestitures, internet of money transferred 33 - Acquisitions, net of cash obtained (1) (seventy one) Marketable Securities / different Investments, web (271) (800) internet cash used in Investing activities ($853) ($1,764) Debt, net of funds & proceeds 4,232 (713) Dividends (1,397) (1,382) commonplace inventory Repurchases (920) (777) general inventory Transactions - different (fifty one) (37) web money (used in) / provided by using Financing actions $1,863 ($2,909) effect of change fee alterations on cash (102) a hundred web change in money, cash Equivalents and restricted money $5,668 $28 foreign enterprise MACHINES corporationSEGMENT records (Unaudited)

    FIRST - QUARTER 2019

    Cloud & world global (dollars in thousands and thousands) Cognitive business know-how world utility functions functions techniques Financing profits external $5,037 $four,119 $6,875 $1,328 $406 interior 841 seventy four 290 163 300Total segment salary $5,879 $four,193 $7,164 $1,491 $706 Pre-tax revenue (Loss) from continuing Operations 1,767 315 275 (202) 288 Pre-tax margin 30.1% 7.5% 3.8% (13.5)% forty.8% trade YTY revenue - external (1.5)% 0.1% (7.4)% (eleven.4)% 0.2% trade YTY salary - exterior @constant currency 1.5% 4.three% (3.0)% (eight.8)% three.9%

    FIRST - QUARTER 2018

    Cloud & international international (dollars in thousands and thousands) Cognitive enterprise expertise international utility * services * features * programs Financing revenue exterior $5,116 $4,one hundred fifteen $7,421 $1,500 $405 inside 931 89 141 153 429 total section earnings $6,047 $four,204 $7,562 $1,653 $834 Pre-tax revenue (Loss) from continuing Operations 1,680 125 66 (203) 377 Pre-tax margin 27.eight% three.0% 0.9% (12.three)% 45.1% * Recast to conform with 2019 presentation. foreign enterprise MACHINES firmU.S. GAAP TO operating (Non-GAAP) effects RECONCILIATION (Unaudited; dollars in thousands and thousands apart from per share quantities) FIRST - QUARTER 2019 carrying on with OPERATIONS Acquisition- Retirement- Tax linked linked Reform working GAAP adjustments* alterations** influences (Non-GAAP) Gross earnings $eight,043 $76 - - $eight,119 Gross earnings Margin 44.2% 0.4Pts - - forty four.7% S,G&A four,691 (124) - - four,566 R,D&E 1,433 - - - 1,433 different (earnings) & expense (73) 23 (138) - (187) activity cost 210 (36) - - 174 complete rate & other (revenue) 6,one hundred sixty (137) (138) - 5,886 Pre-tax income from continuing Operations 1,883 212 138 - 2,233 Pre-tax salary Margin from carrying on with Operations 10.four% 1.2Pts 0.8Pts - 12.three% Provision for earnings Taxes*** 289 forty nine 26 (141) 224 constructive Tax fee 15.four% 0.7Pts 0.2Pts (6.three)Pts 10.0% profits from continuing Operations 1,593 164 111 141 2,009 earnings Margin from carrying on with Operations eight.8% 0.9Pts 0.6Pts 0.8Pts 11.0% Diluted revenue / (Loss) Per Share: carrying on with Operations $1.seventy eight $0.18 $0.13 $0.sixteen $2.25 FIRST - QUARTER 2018 continuing OPERATIONS Acquisition- Retirement- Tax linked related Reform working GAAP changes* alterations ** impacts (Non-GAAP) Gross earnings $8,247 $93 - - $eight,340 Gross income Margin forty three.2% 0.5Pts - - 43.7% S,G&A 5,445 (one hundred ten) - - 5,335 R,D&E 1,405 - - - 1,405 different (profits) & expense 413 - (402) - eleven activity expense 165 - - - a hundred sixty five total expense & other (revenue) 7,111 (110) (402) - 6,600 Pre-tax salary from continuing Operations 1,136 203 402 - 1,740 Pre-tax earnings Margin from carrying on with Operations 6.0% 1.1Pts 2.1Pts - 9.1% Provision for (advantage from) salary Taxes*** (540) 39 seventy six (107) (532) advantageous Tax rate (forty seven.5)% 7.8Pts 15.4Pts (6.1)Pts (30.5)% revenue from continuing Operations 1,675 164 325 107 2,272 profits Margin from continuing Operations 8.eight% 0.9Pts 1.7Pts 0.6Pts 11.9% Diluted earnings / (Loss) Per Share: continuing Operations $1.81 $0.17 $0.35 $0.12 $2.45

    * contains amortization of bought intangible belongings, in technique R&D, transaction expenses, applicable restructuring and connected fees, tax prices related to acquisition integration and pre-closing charges, such as financing charges.

    ** includes amortization of prior service costs, hobby can charge, expected return on plan assets, amortized actuarial beneficial properties/losses, the impacts of any plan curtailments/settlements and pension insolvency prices and other prices.

    *** Tax impact on working (non-GAAP) pre-tax income from carrying on with operations is calculated below the equal accounting concepts applied to the As mentioned pre-tax profits under ASC 740, which employs an annual advantageous tax rate method to the outcomes.

    overseas business MACHINES firmRECONCILIATION OF working salary PER SHARE (Unaudited) 2019

    EPS suggestions

    Expectations GAAP Diluted EPS at the least $12.45 operating EPS (non-GAAP) at the least $13.90 adjustments Acquisition-connected fees * $0.76 Non-working Retirement-related objects $0.forty five Tax Reform Enactment influences $0.24

    * includes acquisitions as of March 31, 2019, and pre-closing costs, such as financing fees, associated with the purple Hat acquisition

    View source edition on businesswire.com: https://www.businesswire.com/news/home/20190416005959/en/

    source: IBM

    IBMMelinda Zurich, 914-499-4034melinda.zurich@us.ibm.com

    John Bukovinsky, 732-618-3531jbuko@us.ibm.com

    Copyright business Wire 2019


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    IBM forms design, foundry, consulting services unitBy Semiconductor Business NewsOctober 8, 2002 (7:00 a.m. EST)URL: http://www.eetimes.com/story/OEG20021007S0007

    ARMONK, N.Y--IBM Corp. here today formally unveiled its new design/foundry/consulting service unit designed to help OEMs develop everything from complex chips to entire systems.

    The unit--IBM Engineering & Technology Services--was originally disclosed last June. As reported, IBM Corp.'s Microelectronics Division announced a major push into the high-end foundry business, but it also said it would lay off 1,500 engineers and technicians from its older manufacturing operations. It also set plans to form a services business unit as well (see June 4 story ).

    Meanwhile, to propel the new unit, IBM has shifted more than 700 design engineers worldwide into the organization and expects the number to increase to more than 1,000 by next year, said Pat Toole, general manager of IBM Engineering & Technology Services.

    "We're taking a skills-on-demand approach to bringing customers top- tier engineers who are highly experienced in wrapping the appropriate intellectual property into a solution," he said in a statement. "We also will be a portal into other parts of IBM, such as financing, research and development and consultants who innovate, integrate and accelerate time-to-market."

    The new unit will focus on four basic categories:

    *Business solutions: business process optimization; e-design including verification and web hosting; technology migration, consulting for SOI technology and manufacturing consulting.

    *Technology Optimization: silicon optimization, circuits, arrays; frequency and power tradeoffs; yield analysis and chip/module/board optimization.

    *System Solutions: component and platform development; system level optimization, plus hardware/software integration and test.

    *Technology Outsourcing: including semiconductor fabrication operation services and full product development mission outsourcing for chip and system solutions.


    How IBM, Intuit, and Rich Products Became More Customer-Centric | killexams.com real questions and Pass4sure dumps

    How well do you know your customers? This seems to be a key question on the minds of not just marketers, but company strategists these days. We have shifted from a competitive landscape in which companies are more exclusively focused on external forces affecting their industries and sectors, to one that has become significantly more customer centric. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. Now, every company of any scale and in any sector wants to be closer to its customers, to understand them more deeply, and to tailor their products and services to serve them more precisely.

    Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things. In this article we look at three very different organizations – IBM, Rich Products, and Intuit – and the three different paths they have taken in reconfiguring their operations for more customer intimacy by changing methods, reengineering processes, and transforming culture.

    IBM: Applying a Hybrid Design-Thinking Approach

    Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers. The issue arose as a result of changes to IBM’s business model for software. In the past, IBM mostly provided enterprise software to customers who installed it on their own computers. Its product development teams followed a traditional software development method – called “Waterfall” — in which they spent months defining customer requirements and functional specifications, coding the software, and testing it for quality and reliability. They followed a sequence that resulted in new products or major updates to products every year or two.

    The rise of cloud computing changed all this. Technology companies using the cloud model provide their clients software or other computer technologies in the form of services delivered over the internet. The clients don’t have to own or maintain the technology. That makes it possible for the producers of the software to improve it much more frequently, with no effort required by customers.

    In response to the rapid advance of cloud computing, IBM’s software engineering groups embraced the Agile development method — with teams focused on incremental delivery of new capabilities every few weeks or months. Over time, teams adopted an even more aggressive approach to software development called “continuous delivery,” a highly automated method that enables them to make many small changes per day. This way, they can respond very quickly to new or changing customer needs, incrementally.

    Insight Center

    At about the same time, however, IBM’s design group, which was created to improve the user experience, was adopting a new “design thinking” approach to application development. This method’s primary aim is to attain deep understanding of customer needs using ethnography, anthropology, and other user-research techniques — putting users, rather than features, first in the planning process. Designers engage directly with individual users, developing empathy, observing how they work, and uncovering surprising ideas to help make their lives better. With this approach, cross-functional teams quickly develop prototypes to bounce off of customers.

    Charlie Hill, distinguished engineer and CTO, IBM Design, told us, “To deliver fundamentally different and better user experiences, designers want to take a step back and observe users actually doing their jobs. They want to understand what the user is trying to do at work, not simply how they interact with an existing application. Without this kind of understanding and exploration, a product team’s backlog of coding requirements is unlikely to deliver a compelling user experience. We want to bring our design thinking muscles to explore and play with how the user’s experience could be better in the future.”

    As design expertise became more critical to the success of IBM products and services, increasingly designers worked more frequently in collaboration with software engineers on product development. They faced a culture clash, however. The designers were focused on creating better user experiences, while the engineers were focused on speed, quality, and efficiency. To the engineers, the design thinking process seemed like a return to the Waterfall method.

    Phil Gilbert, general manager of IBM Design, told us: “In design thinking, you need to listen to the people doing the job, while in continuous delivery you don’t need to talk to users; you just monitor what they do on the web.”

    In the end, through many discussions and much gathering of data, the company came up with a hybrid method for product development that combined elements of both approaches, which it calls IBM Design Thinking. It assembled teams for each product or service that combined designers with engineers and created a new development process. The key steps:

    1) Clarify three key objectives (called “hills”) framed as target outcomes for users for each software release.

    2) Engage people who are going to use the software or service (called “sponsor users”) from start to finish through the development process.

    3) Demonstrate the state of the proposed solution from the standpoint of the user in periodic reviews (called “playbacks”).

    This effort began two years ago, and more than 100 product teams have embraced IBM Design Thinking. These teams are delivering updates continually. Many of the updates are incremental improvements based on the data collected every time someone uses the application, and some are bigger changes to the experience resulting from insights gained during direct observation of users doing their jobs.

    The new approach is working. The parts of the business where the approach is used most intensively grew revenue by double digits in 2014.

    Rich Products: Achieving Customer Intimacy through Reengineering

    Rich Products, a $3.3 billion food products company, has made a startling transition in its process for developing and introducing new products in response to customer requests. In Rich’s old, functional “silo-based” process, a marketing person with a new customer opportunity would contact his or her favorite R&D associate, the regulatory and quality assurance departments, packaging, and the plant. This ad hoc, sequential approach was replaced by a cross-functional team, which simultaneously accelerated its time to market and created a much more “intimate” relationship between Rich’s associates and its customers.

    This transition was triggered both by struggles to meet the needs of customers with urgent turnaround requirements (such as a restaurant with a seasonal offer or a school system that needed to plan its menu) and by executives frustrated with losing the potential business from these custom orders. The pressure created by these inside and outside perspectives resulted in a strategic reengineering effort that targeted their new product development process, refocusing it to increase customer intimacy.

    The first step for the process redesign team: living with the customer in order to map customer journeys. They looked at the end use of new products and asked how they could build it faster and stay close to the customer. They expanded the scope of the process to go from generating the new product idea to following up with the customer after the product launched, delivering not just a product, but a service. They mapped the process for their teams, then put the teams together to do it. And they are continuing to refine the process and remove bottlenecks, as they seek to improve new metrics for speed.

    The new process design was reengineered with the customer as its main focus and the cross-functional team as its primary vehicle. Functions on the team include: process managers, dedicated coordinators, research and development, sales and marketing, operations, quality assurance, traffic, and regulatory. Rather than simply taking customers’ orders, these teams now push harder into exploring how the customer wants to use products and precisely how Rich’s can help the customer succeed. Bringing all of its functional capabilities together into one team, Rich’s can move far faster and with more agility than in its functional, sequential past. Decisions that once took weeks can now be made in moments as the team works together. These teams focus on more than just product formulation, now constantly probing customer usage, storage, and pricing plans to make sure that both Rich’s and the customer make profitable returns.

    “This has been a game-changer for us,” said Maureen Lynch, the new product development process owner.  “We’ve moved from ad hoc day-to-day product planning to the deployment of a long-term disciplined approach supported by purposeful metrics.” The main measure is the number of days from when a customer request comes in to when it goes out. The schedule is visible and there is clear communication about what they’re working on. They focus on fewer customer requests at a time, allowing for a more responsive turnaround.

    Results have included improvements in customer satisfaction and an overall positive “Rich experience.” On-time-delivery has improved by 10%. Resource utilization accuracy has increased. Obstacles have been removed in getting resources from functional groups. And visibility has improved.

    This new approach was recently on display in Rich’s participation with the “Pizza 4 Patriots” program. Using their new process design, Rich’s was able to ship 5,000 specially designed pizzas to military personnel in Afghanistan within a month to meet a Super Bowl deadline. They had a forum for a triage discussion already in place, and the group understood the requirements. They were ready to execute with a new process, clear roles, and the required tools.

    Intuit:  Reviving a Culture Built Around Customers

    From its founding 31 years ago, Intuit has been an entrepreneurial company, creating personal finance and tax preparation products such as Quicken, TurboTax, and QuickBooks.

    Intuit has always had a reputation as a customer-focused company, which is fairly unique among software companies. Hugh Molotsi, vice president, Intuit Labs Incubator, told us that in the early days (the 1990s), founder Scott Cook taught employees about observing customers and finding real problems in their lives and solving them. There were “usability labs” where customers would try products and employees would observe them and see where they had problems, and “Follow Me Homes” where employees would observe customers at work and at home. And they had an annual big survey to gather customer insights.

    But as Intuit grew, informality and entrepreneurship began to morph into procedure and bureaucracy. The focus on customers slowly turned into a hunt for “bugs” and problems rather than acutely listening for and responding to customer needs. In other words, the traditional visits to customers were more focused on problem-solving than discovery. They were “fixing” rather than learning.

    As Suzanne Pellican, vice president and design fellow at QuickBooks, told us, “The vast majority of our growth comes from word of mouth. When you fix bugs, it doesn’t generate enthusiasm from our customers. Fixing a bug isn’t compelling to get them to recommend us. We weren’t surpassing customers’ expectations. And it showed in our Net Promoter Scores. They were flat.”

    These issues came to a head with “Merlin,” a major initiative intended to simplify building component-based products. After three years of work, the project was abandoned after missing several milestones. However, recognizing that they had drifted away from the customer-centricity that characterized their entrepreneurial past, Intuit embarked on a major new cultural and operating initiative called “Design for Delight,” in recognition of the fact that “Intuit needed to go past meeting customer requirements to delighting them.” There are three core principles to Design for Delight:

  • Deep Customer Empathy – Immerse yourself with customers to know them better than they know themselves. To understand what really matters to customers, you should watch them, talk with them, and put yourself in their shoes.
  • Go Broad to Go Narrow – Create options before making choices. There are lots of possible answers, so to get one great idea, you need to create lots. The first idea is rarely the best.
  • Rapid Experiments with Customers – Get customer feedback early and often to understand the pros and cons of options. Watching customers react to prototypes through trial and error is better than relying on our own opinions.
  • Using these principles Intuit began driving design thinking deep into its culture and operations. To do this they trained and deployed a cadre of 200 Innovation Catalysts who were embedded into the business units, created and held a large number of immersive experiential workshops, and added design thinking into their leadership training programs.

    Here’s more from Suzanne Pellican:

    Design for Delight (D4D) is a core capability of our company. We knew that it would take seven years of nurturing to get it in our DNA, and we made an investment in insuring that our employees use it. For example, it takes practicing D4D (our version of design thinking) six or ten times before employees start using it in their daily work. We persisted because our ambition to improve our customers’ financial lives means that we are always falling short. Even when we could start to see the changes in the ways employees work and in some customer outcomes, we kept nurturing it because we needed to see it in better products that we’re proud of and that our customers love.

    Throughout these years of cultural transformation, Intuit’s leadership support has been constant. Besides tracking dashboards that measure customer satisfaction, their leaders model behaviors that show the importance of customers. For example, when CEO Brad Smith does his tour of 15 sites to share the state of the company, the first people he meets with at each site are customers. Then he meets with employees. Then he meets with the leadership team.

    One Destination, Three Paths

    All three of these organizations dramatically improved their level of customer connection, but each achieved it using a different kind of operational approach. IBM developed a hybrid design-engineering-based method which synthesized deep customer analysis and rapid product and service changes. Rich Products reengineered its product development process by demolishing traditional functional silos and creating a team primed for speedy responses to customer needs. And Intuit embarked on a multi-year cultural transformation to re-embed the idea of creating customer delight in its DNA. These approaches certainly are not mutually exclusive. As the business world inevitably becomes more customer-centric, you will need to draw on one or more of them to get and keep a competitive edge through customer intimacy.


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