Table of Contents

IBM Big Picture

1. Overview
  1.1 Past 10 years, revenue and P/L status
      1.1.1 IBM Total Revenue and P/L (1993-2002)
      1.1.2 Key Events at IBM (1993-2002)
      1.1.3 Relevance to New-Growth Business Units in 2003
      1.1.4 IBM Segment Revenue (1993-2002)
      1.1.5 IBM Business Segments as a Percent of Total Revenue (1993-2003)
  1.2 Divisions that made growth forecasts and reasons
      1.2.1 IBM Total Services Revenue and P/L
      1.2.2 IBM Software Revenue and P/L
  1.3 Divisions that didnq<

2. IBM"s New Growth Areas and Business Units
  2.1 Custom Business Area-Engineering & Technology Service Division (Overview)
        History, Growth Strategy, Service Focus (Current, Future)
        Value Proposition (Technology, Business), Competition, Key Differentiator
        IBM Partners (Internal, External), Target Customers (Current, Future)
        Announced Customers
  2.2 On-Demand IT Platform-Utility Computing Model (Overview)
        Value Proposition (Technology, Business), Technology
        Component (Component, Description), Competition, Differentiator, IBM
        Partners, Customers (Current, Future)

Part 1: Custom Business Unit-Engineering & Technology Service Division (ETSV)

1. Big Picture
  1.1 Revenue and P/L of ETSV and # Employeesq+-001-2007qye
      1.1.1 Actual ETSV Earning
      1.1.2 Global Semiconductor Design Market
      1.1.3 Global Market for All Outsourced Engineering Services
      1.1.4 IBM Income from Patent Portfolio
      1.1.5 IBMq<       1.1.6 ETSV Projected Revenues (External Customers)
  1.2 History of ETSV and Background
      1.2.1 OEM Customer Requirements
      1.2.2 Technology Group Reorganization
      1.2.3 Concurrent, Related Developments
        Date, Announcement, Details, Impact on ETSV
  1.3 Organization Structure and Number of Employees
      1.3.1 ETSV organization and reporting structure
      1.3.2 Each sectionq<           1.3.2.1 ETSV Service Areas and Functions Service Area, Function, Basic Offerings
          1.3.2.2 Number of Employees
          1.3.2.3 ETSV Staffing Breakdown by Location, Skills or Function
      1.3.3 Relationship with horizontal structure (other business units)
                  Business Unit, Business Unit's Role, ETSV Role
          1.3.3.1 IBM Global Resources: Design Centers and R&D Locations
                  Business Unit, Business Unitq<           1.3.3.2 Relationship to Key IBM Revenue-Producing Units

2. Business Process for Sales-custom Business-Project Management
  2.1 Process from Sales to Custom Project Order
        Preliminary Actions
        IBM Engagement Model (Step, Description, Outcomes)
  2.2 Project Workflow and Collaboration Tool

3. Business Management
  3.1 Fee Structure (charge to customers) for Custom Project Orders
      3.1.1 Elements of the Contract Model
  3.2 Budget Control of Global Sales and Marketing
      3.2.1 OEM Operation Cost Control
  3.3 The Process of Business Management
      3.3.1 ETSV Business Model
      3.3.2 ETSV Business Principles

4. ETSV Marketing Strategy
  4.1 Approach to U.S. Domestic Customers
      4.1.1 Sales approach (system engineering structure)
      4.1.2 Sales channel approach
      4.1.3 Active program for improving customer satisfaction
          4.1.3.1 ETSV Value Propositions
  4.2 Approach to International Customers
      4.2.1 Sales approach
      4.2.2 Sales channel approach
            Europe, Japan
      4.2.3 Active program for improving customer satisfaction

5. Customer Case Study

Part 2: On Demand IT Platform - 16+ Platforms (Utility Computing Model)

1. Big Picture
  Definitions of Related Terms
  1.1 History of Business Unit and Background
      1.1.1 Business Model Evolution of IBM Services
      1.1.2 Market Drivers
      1.1.3 Technology Drivers
      1.1.4 Three Components of IBMq<       1.1.5 Concurrent, Related Events
  1.2 Briefing on 16+ Platforms(e.g., name, aim, how it works, interface, etc.)64
      1.2.1 Generic Components of IBM e-Business On Demand IT Platform
      1.2.2 IBMq<           1.2.2.1 Finance
          1.2.2.2 Automotive
          1.2.2.3 Electronics
          1.2.1.4 Aero defense
          1.2.2.5 Life sciences
          1.2.2.6 Petrochemical
          1.2.2.7 Agricultural Chemicals
          1.2.2.8 Government
          1.2.2.9 Higher Education
  1.3 Organization Structure and Number of Employees
      1.3.1 Business unit organization and reporting structure
      1.3.2 Each platforms function within organization and approx. manpower

2. Business Process for Sales
  2.1 Process from Sales to Custom Contract
      2.1.1 Engagement Model fro an On-Demand IT Project
  2.2 Project Management (After Receiving Custom Contract)

3. Business Management
  3.1 Fee Structure for Custom Project Orders
      3.1.1 Announced Pricing Models
          3.1.1.1 IBM On-Demand Pricing Schemes
          3.1.1.2 CUoD(Capacity Upgrade on Demand)Price List for Midrange iSeries Servers
  3.2 Budget Control of Global Sales and Marketing
  3.3 The Process of Business Management
      3.3.1 IBM's Growth Strategy

4. Business Unit Marketing Strategy
  4.1 Approach to U.S. Domestic Customers
      4.1.1 Sales approach
          4.1.1.1 e-Business on Demand Sales Practices/Programs
          4.1.1.2 IBM Grid Innovation Workshops
          4.1.1.3 On-Demand Operating Environment Offerings
      4.1.2 Sales channels
      4.1.3 Types of IBM Business Partner Contracts
      4.1.4 Business Partner Terms and Conditions: e-Business On Demand Services
      4.1.5 IBM Grid Business Partners, by Geography and Focus Areas
      4.1.6 Active program for improving customer satisfaction
      4.1.7 IBMq<   4.2 Approach to International Customer
      4.2.1 Sales approach
      4.2.2 Sales channels
      4.2.3 Active program for improving customer satisfaction

5. Customer Case Study

6. IBM Hardware/Software Business & On-Demand Service Business
  6.1 Business Relationship
      6.1.1 Near-Term Thinking
      6.1.2 IBM Product Lines to Benefit from On-Demand Computing
      6.1.3 Future Plans

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