...HP- CISCO Alliance • • Executive Summary • • Despite HP- CISCO top management intentions and senior and middle management commitment to renewed alliance stalemate has reached, due to lack of clearly defined ground rules, absence of detailed plan of action, cultural disconnect in decision making and non availability explicit financial integration plan. • • Hurdles for the formal agreement between the two organizations • Change of management team • Both teams assuming that they are middleware spanning horizontally across Bus and vertically between top management and sales forces • Alliance team asking BUS to do activities , which might be beneficial to the organization’s whole but a loss proportion to the unit • Multiple interdependencies and potential for conflicts • Incentives stopped for HP sales staff for selling Cisco products • Training needs of managers to understand both technologies • Organizational changes for persona reason of employees • Absence of dedicated sales teams • Product overlap beyond limits • Non availability of performance metrics for individual business unit initiatives • Absence of clearly defined metrics for customer requirements • Alliance team members not meting regularly for lack of interactions • Demand for high level of management skills in the absence of formal authority • • Positive points ...
Words: 5590 - Pages: 23
...HP and Autonomy: A Strategic Misfire Rob Hemsath Strayer University Contemporary Business BS508 Dr. Antoinette Bridges May 19, 2014 Abstract Hewlett Packard’s 2011 Acquisition of Autonomy Corporation proved to be disastrous for the company’s financial status and reputation. While many have cited it as a poor decision, it was poor execution and HP’s internal conflicts that created a situation that resulted in HP writing of $8.8 Billion dollars of Autonomy’s value. HP’s relationships with its employees, shareholders, and partners have been damaged. The acquisition, therefore, has proven an example of poor execution. If the purpose of a merger or acquisition is to increase the economic value of the resulting consolidated corporate enterprise, the 2011 acquisition of British software company Autonomy Corporation by Hewlett Packard failed on several levels. HP’s corporate culture was such that even the decision for the purchase was fraught with internal conflict and began on an inauspicious note. When Autonomy was folded into HP, HP’s management structure did not fully integrate the new asset into the corporate line, quickly losing any industry advantage the acquisition would have brought. In the end, HP wrote down $8.8 Billion of the value of Autonomy and is struggling to reassert it’s once dominate position in the industry. The acquisition of Autonomy, therefore, was poorly executed and caused severe damage for the future of HP. HP had seen several years of internal...
Words: 2246 - Pages: 9
...Ethical Code and CSR activities: DEFINITION of 'Code of Ethics' A code of ethics document may outline the mission and values of the business or organization, how professionals are supposed to approach problems, the ethical principles based on the organization's core values and the standards to which the professional will be held. A guide of principles designed to help professionals conduct business honestly and with integrity. A code of ethics document may outline the mission and values of the business or organization, how professionals are supposed to approach problems, the ethical principles based on the organization's core values and the standards to which the professional will be held. Corporate social responsibility Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship or responsible business) is a form of corporate self-regulation integrated into a business model. “By Mallen Baker” One of the most frequently asked questions at this site - and probably for all those individuals and organizations dealing with CSR issues is the obvious - just what does 'Corporate Social Responsibility' mean anyway? Is it a stalking horse for an anti-corporate agenda? Something which, like original sin, you can never escape? Or what? Different organizations have framed different definitions - although there is considerable common ground between them. My own definition is that CSR is about how companies manage the business processes to produce...
Words: 3955 - Pages: 16
...SUPPLY CHAIN MANAGEMENT CASE SUBMISSION REPORT Transforming ASUSTeK: Breaking from the Past Submitted To PROF. JISHNU HAZRA INDIAN INSTITUTE OF MANAGEMENT, BANGALORE Submitted by: Group 6 1311147 Akhil Mittal 1311200 Shashank Shekhar 1311197 Supriya Shailesh Kumar Sehgal 1311195 Sameer Gupta 1311196 Saurabh Kumar Introduction ASUSTeK is a Taiwanese multinational computer hardware and electronics company. It started in 1989 as a motherboard manufacturer and ventured into diverse streams in the coming years. Its motherboard business model was based on white box manufacturers and by early 2000s, ASUSTeK became the number one manufacturer of motherboards in the world. Keeping a firm focus on innovation and technical expertise, ASUSTeK ventured into the Notebook market and gained significant market share. Their attempt to enter the PC market failed due to lack of efficient supply chain expertise and a mismatch in their organisational goals with those needed to succeed in the PC market. ASUSTeK positioned itself as a high-end product manufacturer earning a premium price. It eventually started subsidiaries like AsRock and ASUSALPHA to deal with various market segments like low end motherboards. In a bid to build their own brand name and move away from anonymity, ASUSTeK separated from its contract manufacturing arm (Pegaatron) and retained only their ASUS brand along with the sales and marketing organization. ASUSTeK now targets to become a global leader in the...
Words: 2619 - Pages: 11
...with a simple vision and business concept; that personal computers could be built to order and sold directly to customers. Michael Dell believed his approach to PC manufacturing had two advantages: (1) bypassing distributors and retail dealers eliminated the markups of resellers, and (2) building to order greatly reduced the costs and risks associated with carrying large stocks of parts, components, and finished goods. Now, that concept picked up and arrived at Dell being the multi-billion dollar leading computer manufacturer in the world with 2001 revenues reaching $32 Billion and return on investment of 335%. However, things started to plummet by 2001 and Dell experienced, for the first time, a -10% decline in sales and unprecedented cutthroat competition from HP and IBM. Dell Corp. had to make difficult decisions on how to sustain its profitability in light of its broad product portfolio - PCs, workstations, servers and storage products for a broad cross-section of customers in the United States and worldwide. Fueled with ambition and determination, Michael Dell is set to maintain his company's leading position in these tough times. Dell, facing a predicament of whether they should maintain their strategic course or fundamentally change it in order to achieve the targeted growth rates, managed to acquire three important strategic options: 1) Focus only on the four major core products (Desktops, Laptops, Workstations, Servers), 2) Focus on both the four major products (Desktops...
Words: 1665 - Pages: 7
... Matching Dell: A Strategic Case Analysis Dan Demers GS 604, Thursday 5:00 – 7:20 Matching Dell: Dell’s Key Strategic Issues At the close of the case, Dell is presented with two key strategic issues. The first strategic issue facing Dell is the movement of rivals seeking to mimic Dell’s direct sales model, while the second strategic issue is the declining trend in pricing in the Personal Computer Industry and the effects this trend will have on the operations and profitability of both Dell and Dell’s Rivals. In this case analysis, I recommend that Dell answer these issues by assuming a Cost Leadership in a Broad Market strategy to win the price war on cost, establish strategic relationships with system integrators and resellers to counter the product diversification threat of multi-offering Rivals, and strengthen its brand presence internationally to enable continued market growth. Personal Computer Industry: Industry Structure Analysis In this analysis, I define the Personal Computer Industry as that which is comprised of computer manufacturers responsible for the assembly of personal computers, either in entirety or with the assistance of contractors or channel partners. Dell is included in this definition, as are Dell’s Rivals highlighted in the case. In applying Michael Porter’s Five Forces Modeli, it is clear that the Personal Computer Industry is largely unfavorable when viewing the industry facts specific to 1998. Industry Rivalry is high, with many players of similar...
Words: 2962 - Pages: 12
... Matching Dell: A Strategic Case Analysis Dan Demers GS 604, Thursday 5:00 – 7:20 Matching Dell : D ell’s Key Strategic Issue s At the close of the case, Dell is presented with two key strategic issues. The first strategic issue facing Dell is the movement of rivals seeking to mimic Dell’s direct sales model, while the second strategic issue is the declining trend in pricing in the Personal Computer Industry and the effects this trend will have on the operations and profitability of both Dell and Dell’s Rivals. In this case analysis, I recommend that Dell answer these issues by assuming a Cost Leadership in a Broad Market strategy to win the price war on cost, establish strategic relationships with system integrators and resellers to counter the product diversification threat of multi-offering Rivals, and strengthen its brand presence internationally to enable continued market growth. Personal Computer Industry : Industry Structure Analysis In this analysis, I define the Personal Computer Industry as that which is comprised of computer manufacturers responsible for the assembly of personal computers, either in entirety or with the assistance of contractors or channel partners. Dell is included in this definition, as are Dell’s Rivals highlighted in the case. In applying Michael Porter’s Five Forces Modeli, it is clear that the Personal Computer Industry is largely unfavorable when viewing the industry facts specific to 1998. Industry Rivalry is high, with many players...
Words: 2951 - Pages: 12
...MORE FREE TERM PAPERS ON SITE: www.BesplatniSeminarskiRadovi.com SOFTWARE PROJECT MANAGEMENT A Term Paper ON ERP Implementation-Procedures, Issues, Challenges & Failures Introduction An Enterprise Resource Planning (ERP) system is an integrated computer-based application used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders. Built on a centralized database and normally utilizing a common computing platform, ERP systems consolidate all business operations into a uniform and enterprise-wide system environment. An ERP system can either reside on a centralized server or be distributed across modular hardware and software units that provide "services" and communicate on a local area network. The distributed design allows a business to assemble modules from different vendors without the need for the placement of multiple copies of complex and expensive computer systems in areas which will not use their full capacity. To be considered an ERP system, a software package should have the following traits: ➢ Should be integrated and operate in real time with no periodic batch updates. ➢ All applications should access one...
Words: 4678 - Pages: 19
...TIM 685 STRATEGIC PLANNING COMPANY AUDIT HEWLETT PACKARD Contents Abstract 3 HP Background 3 Company Mission 4 HP’s Corporate Objectives 5 Mission and governance Analysis 5 Recommendations 6 HR Report on HP 7 Recommendation 8 Internal Analysis 8 Recommendation 8 Mergers Acquisitions and Spin-offs 9 Recommendation 9 External and Global Environment 9 External Analysis 10 Recommendation 11 Porter five forces Analysis of HP 12 Recommendation 14 SWOT Analysis 14 Conclusion / Recommendation 15 Reference: 16 Abstract This Company audit was conduct using publicly available information about Hewlett-Packard. The Audit includes mission statement, company philosophy, PEST SWOT, Financial Analysis, market position analysis, corporate governance analysis. The analysis uses industry standards for company audits such as, Porter, SWOT, and PEST as a guideline for the areas to be assessed. HP Background Hewlett Packard is a publicly traded company on the New York Stock Exchange. The firm was started by Bill Hewlett and David Packard. The merger with Compaq was one of HP’s major strategic moves recently. Even in naming the new company the two founders flipped a coin in the famous garage, Dave Packard won the coin toss but conceded to pit Hewlett name at the front. "It is...
Words: 2849 - Pages: 12
...computer systems in areas which will not use their full capacity. To be considered an ERP system, a software package should have the following traits: - Should be integrated and operate in real time with no periodic batch updates. - All applications should access one database to prevent redundant data and multiple data definitions. - All modules should have the same look and feel. - Users should be able to access any information in the system without needing integration work on the part of the IS department. Various modules of ERP System are: - Transactional Backbone • Financials • Distribution • Human Resources • Product lifecycle management - Advanced Applications • Customer Relationship Management (CRM) • Supply chain management software - Purchasing - Manufacturing - Distribution • Warehouse Management System...
Words: 4702 - Pages: 19
...responsibilities and reporting relationships, been slowed down by the search for consensus decisions, and found it hard to get all the different units to work constructively together. In fact, CEO Carly Fiorina was so preoccupied with immediate issues that she lost sight of her ultimate objectives. Fiorina and her staff consider that the HP Way is an anachronism of a different, slower time, and that for the company to survive and succeed in the future it must be driven purely by a rational business strategy. After all of the layoffs, organizational changes, assertion of executive hierarchies and the destruction of traditional company rules of behavior, the HP Way that the old-timers are fighting to save is probably already dead. Fiorina and her team appear not to believe in the Way, they are now reduced to appealing to it in order to get enough shareholders votes to win. What this means is that, contra-Carly, the HP Way really did exist, it remains as powerful and useful as ever, and that its last use will be to destroy itself forever. So, What Is the Strategy? Fiorina did not believe in the HP Way, and she just followed its dictates. But the heart of the HP Way is the notion of trust, and the...
Words: 3419 - Pages: 14
...Packard (HP) and UNICEF to communicate their message to their target audience. Furthermore the objectives of each company will be analyzed in detail as well as the measure they will be using to measure their IMC outcome. Lastly we will be analyzing the differences between both companies based on their IMC tools and how they differ from each other in terms of objectives. This report will give both companies a glimpse of how they can enhance their brand equity by effectively using the appropriate IMC tools and how the IMC tools will benefit them. Table of content A. Background of Hewlett Packard Company 4 1.0 HP’s Target Audience 4 1.2 Integrated Marketing Communication objectives of HP 6 2.0 The Integrated Marketing Communication Mix of Hewlett Packard 7 2.1.1 Advertising 7 2.1.2 Online Marketing 8 2.1.3 Personal Selling 8 2.1.4 Sponsorship 8 2.1.5 Public Relation 9 3.0 Measuring IMC outcomes 9 B. UNICEF 12 1.0 Target Audience of UNICEF 12 1.1 Market Segmentation 13 1.2 Integrated Marketing Objectives of UNICEF 13 2.0 The Integrated Marketing Communication Mix of UNICEF 14 2.1.1 Social Media 14 2.1.2 Sponsorship 14 2.1.3 Online marketing 15 2.1.4 Events 15 2.1.5 Public Relation 15 3.0 Measuring IMC outcomes 16 4.0 Analysis of IMC practices between the two organizations 16 5.0 Conclusion 17 6.0 References 19 Appendix A: 21 APPENDIX B: 22 APPENDIX C: 22 A. Background of Hewlett Packard Company Hewlett Packard (HP) is an...
Words: 5112 - Pages: 21
...What is channel conflict? Discuss various types of conflict 344 Channel conflict is disagreement among marketing channel members on goals, roles, and rewards—who should do what and for what rewards. Horizontal conflict occurs among firms at the same level of the channel. For instance, some Ford dealers in Chicago might complain that other dealers in the city steal sales from them by pricing too low or advertising outside their assigned territories. Or Holiday Inn franchisees might complain about other Holiday Inn operators overcharging guests or giving poor service, hurting the overall Holiday Inn image. Vertical conflict, conflicts between different levels of the same channel, is even more common. In recent years, for example, Burger King has had a steady stream of conflicts with its franchised dealers over everything from increased ad spending and offensive ads to the prices it charges for cheeseburgers. At issue is the chain’s right to dictate policies to franchisees. What are major functions of logistics? Discuss Given a set of logistics objectives, the company is ready to design a logistics system that will minimize the cost of attaining these objectives. The major logistics functions include warehousing, inventory management, transportation, and logistics information management. Warehousing Production and consumption cycles rarely match, so most companies must store their goods while they wait to be sold. For example, Snapper, Toro, and other lawn mower manufacturers...
Words: 4510 - Pages: 19
...Management Quality and Competitiveness Christoph H. Loch Stephen E. Chick Arnd Huchzermeier ● Management Quality and Competitiveness Lessons from the Industrial Excellence Award Prof. Dr. Christoph H. Loch INSEAD Boulevard de Constance 77305 Fontainebleau Cedex France christoph.loch@insead.edu Prof. Dr. Arnd Huchzermeier WHU-Otto Beisheim School of Management Burgplatz 2 56179 Vallendar Germany ah@whu.edu Prof. Stephen E. Chick INSEAD Boulevard de Constance 77305 Fontainebleau Cedex France stephen.chick@insead.edu ISBN 978-3-540-79183-6 e-ISBN 978-3-540-79184-3 Library of Congress Control Number: 2008925414 © 2008 Springer-Verlag Berlin Heidelberg This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer. Violations are liable to prosecution under the German Copyright Law. The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and...
Words: 62386 - Pages: 250
...Inventec Corporation Whoever owns the distribution channel owns the business. We are just the guys behind the scenes . - Inventec executive Louis Woo In Inventec Corp.'s gleaming new manufacturing compound on the outskirts of Shanghai's Pudong district, six automated assembly lines hummed with state of the art equipment. Hermetically sealed machines dispensed adhesive onto tiny boards. ext, high speed machines picked micro chip components off tapes and placed them onto the boards. Other machines soldered, cleaned and tested, until the guts of a notebook personal computer (PC) popped out to be encased in black plastic or metallic silver by human hands. Each line produced a new notebook computer every 16 seconds, for a combined output of 13,500 PCs per day . However, none of these PCs carried the Inventec name. Instead, the notebooks produced in this Chinese factory bore the brand logos of three competing multinational computer companies. Each PC was packaged in a brand manufacturer box, and shipped to client distribution centers around the world. Some were shipped via UPS from the Shanghai factory directly to consumers in the United States, with return address labels bearing the name and U.S. address of the brand company. Inventec, with annual revenues topping 150 billion ew Taiwan Dollars (NT$)a and market capitalization valued at over $1 billion, was one of Taiwan's leading Original Design Manufacturers (ODM). ODMs designed and manufactured electronic products such as computers...
Words: 7396 - Pages: 30
