...Hewlett-Packard Company Company Profile Publication Date: 16 Apr 2010 www.datamonitor.com Europe, Middle East & Africa 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7551 9090 e: euroinfo@datamonitor.com Americas 245 5th Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Asia Pacific Level 46 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8088 7405 e: apinfo@datamonitor.com Hewlett-Packard Company ABOUT DATAMONITOR Datamonitor is a leading business information company specializing in industry analysis. Through its proprietary databases and wealth of expertise, Datamonitor provides clients with unbiased expert analysis and in depth forecasts for six industry sectors: Healthcare, Technology, Automotive, Energy, Consumer Markets, and Financial Services. The company also advises clients on the impact that new technology and eCommerce will have on their businesses. Datamonitor maintains its headquarters in London, and regional offices in New York, Frankfurt, and Hong Kong. The company serves the world's largest 5000 companies. Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities...
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...HEWLETT-PACKARD CASE ANALYSIS Pooya Mehmandoost University of Houston-Victoria April30, 2014 Management and organizational behavior Executive summary The world’s leading PC and printer manufacturer, Hewlett-Packard, was facing multiple problems during the first decade of the 21st century. It provides hardware, software, and services to consumers, small and mid-sized business. Companies such as Hewlett-Packard are supposed to be a stable, rock-solid institution, where a change in CEO rarely happens. But it doesn't always happen that way. In the past six years, HP changed CEO four times. This case study aims to elaborate the reasons of major problems and issues that HP has recently faced in different levels of its management and focuses on corporate behavior of the Hewlett Packard Board of directors and its effect on corporate culture and structure within the organization according to the concepts of the management and organizational behavior (MOB) theories. This study is based on real facts that occurred with the Board of Directors of the Hewlett Packard organization. Business magazine, academic articles, and online submissions, as well as books about the HP way of business were diagnosed for their structure, content, and accuracy of the topic. The research draws attention to the fact that the combined companies experienced many problems-financial, cultural, and structural-resulting in poor performance of Carly Fiorina, who was named CEO of HP in 1999 and fired in 2005...
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...Case Analysis: Oracle’s Larry Ellison: A Profile of Power, Influence, and Dominance Saint Leo University Abstract: The purpose of this case study analysis is to examine how Larry Ellison uses power and has used his power in the past to create one of the largest software companies in the world. This analysis will examine the different forms of interpersonal power that Ellison uses, how the two faces of power relate to his actions, if he uses his power ethically, and the influence tactics that he demonstrates. This analysis will also explain if he uses his power effectively and if I would personally be able to emulate Larry Ellison’s behavior. Oracle has continued to grow over the years and this analysis will explain if Ellison’s power has been effective in the success of Oracle. Introduction: Oracle is a software company that was started in 1977 by Larry Ellison as well as its co-founders Bob Miner and Ed Oates. What makes Oracle so special is the fact that they were the first software company that was able to develop and utilize an application across its database, business applications, and application development and decision-support tools fully from the internet (Nelson & Quick, 2013). They mastered relational database technology and really broke ground for enterprise computing. Oracle has been so successful mostly due to their CEO Larry Ellison who believes that nothing is out of bounds. The CEO has really used his power and knowledge to help Oracle grow into...
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...TRANSFORMATION Leadership at HP | Under supervision of DR. Ahmed Farouk | | This report will present transformation process of hp corp. By discussing the following topics: Organization background, organization culture specifically “hp way”, One of the leaders who leaded the company towards a great transformation, hp before and after the transformation and finally discussing the role of the human resource in the transformation process. | | | 1/30/2012 | | CONTENTS 1. INTRODUCTION …………………………………………………………………………………… | 03 | 2. ORGANIZATION BACKGROUND ……………………………………………………………….2.1 HP Background …………………………………………………………………………………..2.2 HP Mission Statements …………………………………………………………………………..2.2 HP Vision Statements ……………………………………………………………………………2.3 HP Workforce …………………………………………………………………………………… | 0505111212 | 3. THE RISE AND FALL OF "THE HP WAY" ……………………………...................................... 3.1 Rising the HP Way ……………………………………………………………………………….3.2 Losing the HP Way ……………………………………………………………............................ | 131316 | 4. HP SIGNIFICANT TRANSFORMATION ……………………………………………………….. 4.1 HP Before The Transformation …………………………………………………………………4.1.1 Lewis Platt ……………………………………………………………………………4.1.2 HP's Carly Fiorina: The CEO of HP …………………………………………………4.1.3 HP's Carly Fiorina: The Transformation leader ……………………………………...4.2 Hp Transformation ………………………………………………………………………………...
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...Building a Visionary Company James C. Collins Jerry I. Porras Above all, there was the ability to build and build and build—never stopping, never looking back, never finishing—the institution.... In the last analysis, Walt Disney's greatest aeation was Walt Disney [the company]. —Richard Schickel, The Disney Version' I have concentrated all along on building the finest retailing company that we possibly could. Period. Creating a huge personal fortune was never particularly a goal of mine. —Sam Walton, Founder, Wal-Mart^ magine you met a remarkable person who could look at the sun or stars at any time of day or night and state the exact time and date: "It's April 23, 1401, 2:36 A.M., and 12 seconds." This person would be an amazing time teller, and we'd probably revere that person for the ability to tell time. But wouldn't that person be even more amazing if, instead of telling the time, he or she built a clock that could tell the time forever, even after he or she was dead and gone?' Having a great idea or being a charismatic visionary leader is "time telling"; building a company that can prosper far beyond the presence of any single leader and through multiple product life cycles is "clock building." The builders of visionary companies tend to be clock builders, not time tellers. They concentrate primarily on building an organization—building a ticking clock— From 6u/;t to Last by James C. Collins and Jerry I. Porras. Copyright © 1994 by James C. Collins and Jerry...
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...will be used by Hewlett 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...
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...WALGREEN’S - E-BUSINESS Our textbook, Management: The New Competitive Landscape, tells us “Planning” means to specify the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals. V. Kalcheva’s article, The Synergy Of Clicks And Mortar: Developing An Integrated E-Tailing Strategy” in the Summer 2000 Retail Report (University of Florida) includes coverage of the address by George Riedl, General Manager of E-Commerce for Walgreen Company at the Retailing Smarter 2000 Symposium in Orlando. Mr. Riedel PLAN:told the symposium the order from Walgreen CEO, Dan Jorndt, was: “Don’t let our executives build our customer website, let our customers build their own website.” So the strategy was to create a customer-oriented website. In the 3rd quarter of 1999 Walgreens began organizing resources to build their Internet Pharmacy. Walgreens brought in external resources. An August 17, 1999 online news release from Interwoven, a California-based provider of software for building websites, announced Walgreens chose Interwoven to develop a highly personalized consumer-oriented Internet pharmacy. Walgreens organized their website development through multiple outside sources. In addition to Interwoven, Walgreens chose Arcot Systems to ensure online security for customer privacy and payments and Net Results Corporation’s ProblemTracker, a software package to track and resolve website problems. ...
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... Jobs emphasizes, time after time, that only they are truly his parents. His childhood is spent working with semi-conductors and electrical parts as California’s Mountainview neighborhood – later on known as Silicon Valley – is the starting point of the newly immersed technology wave. From an early age, Jobs has showed himself to be determined to get what he wants, one example is by directly calling Bill Hewlett – cofounder of Hewlett and Packard – to ask for a component part needed to build his frequency counter. The Valley is also the place that witness the materialization of the fateful friendship between Jobs and Wozniak. At college age, Jobs develops an interest in zen and enrolls in Reed College - a liberal art university in Oregon. This period refines Jobs’ inner awareness and shapes his disposition to be the facilitator of technology and art, therefore sets him apart from competitors down the road. The idea for Apple Computer budded from Wozniak’ meetings with Homebrew Computer Club – a group of hobbyists that are passionate about computers – that drives him to build a computer for himself. Technically speaking, the first Apple computer credit belongs to Wozniak alone. However, without Steve Jobs’ business ingenuity, Woz would probably still be handing out free blueprints of his genius invention to hackers and geeks. It...
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...A CASE STUDY PRESENTED BY: MELWIN G. MENDE MBA -2 MARKETING MANAGEMENT BA213 III. EXECUTIVE SUMMARY Dell computer was founded by Michael Dell at age of twenty one in his dorm at the University of Texas, Austin. Dell’s strategy is to build computer so that it can be order by the consumers. It’s build to order strategy has made Dell the most successful company in the information technology field. Dell sells its machines and other equipments directly to customers so it has eliminated the middleman. Dell has high margin because of direct sale strategy and customers get excellent state of the art machines at low cost compare to Dell’s competitors. Michael Dell’s visionary leadership has made Dell the second most successful PC maker in the industry. (IBM is the leader). Dell’s ability to adapt to changing circumstances is its great strength. One week after the September 11th 2001 attack, Dell reported selling 24,000 servers and desktops. Dell established mobile technology park in Washington D.C. and New York by converting three eighteen wheel trucks and operated its factories round the clock to fulfill the unexpected customers demand. The trustworthy relationship between Dell’s management and work force made it possible to change the disastrous moment in the I.T industry to a great opportunity for the organization. Dell has very user friendly web site and half of Dell’s sale, half of tech support and three quarter of order status...
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...GRADUATE SCHOOL OF BUSINESS STANFORD UNIVERSITY CASE NUMBER: EC-16 MAY 2000 HP E-SERVICES.SOLUTIONS The concept behind e-services is there’s a particular task, asset, or capability that you want to gain access to, that now can be made available to you over the Net, because it’s now being created as an Internet service. ––Linda Lazor, Director of Operations, ESS, Hewlett-Packard How does any large company reinvent itself? Can a company with a past have a future? I mean that’s basically the question that we’re posing because a lot of people claim that anyone who has a past does not have a future in this world. ––Nick Earle, President, ESS, Hewlett-Packard In early April 2000, Nick Earle sat in his cube on the upper level of Building 44 of the HewlettPackard (HP) campus in Cupertino, California. He wore a wireless telephone headset, which allowed him the freedom to jump up and wander about his team’s open cubes as he fielded calls from potential business partners. Earle, age 42, was President and Chief Evangelist of the 90person E-Services.Solutions (ESS) group. The group had grown out of a task force he had put together more than a year earlier. Asked to create an Internet marketing strategy, he and several other “frustrated radicals” created a plan which ultimately led to the formation of the ESS group. ESS now held the mandate to develop an Internet strategy and framework for all of HP. Earle and his team faced tough challenges. They had pulled together some great technologies...
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...Reorganization of Hewlett-Packard: Carly Fiorina’s Change Era Tuesday, February 17, 2015 MGMT 6320: Leading Organizational Change I. Background and History of Organization Nature of Products and Industry Hewlett Packard (HP) is a leader in the computer industry. HP started as a test and measurement company, however, the company began selling computers and printers in the 1970. The computer industry started to grow in the 1990s due to the growing popularity of personal computers and the introduction of the internet. While the test and measurement equipment remained one of HP’s business products, computers and printers became HP’s main source of revenue because of the rapid growth in the computer industry. HP’s products are all innovative and fairly new to the public market. This allows HP to have a large market share in its industry. However, HP is also vulnerable because competitors will start making competing products. HP could lose market share if it does not continue to be innovative with its current products and creating new products. This is shown throughout HP’s history. Age of Organization and History Bill Hewlett and Dave Packard created HP in 1939. Quickly, HP became known for its management procedures and innovative products. Mr. Hewlett and Mr. Packard created a cultural norm called the “HP Way” that focused on “profits more than revenue growth, teamwork, open-door management, full employment, egalitarian pay practices, and flexible work hours” (Beers...
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...business models that forever changed the rules of the industries in which they were applied. But in today’s competitive world, a brilliant business model alone does not create a sustainable advantage, unless it is supplemented by operational excellence, the continuous identification and adoption of best practices. By any measure, the Dell Computer Corporation’s direct sales model is one of the most successful strategic innovations of the past 15 years. With the deceptively simple concept ............................... L a w rence M. Fisher has covered technology for The New York Times for more than a decade and has written for dozens of other publications. Mr. Fisher, who is based in San Francisco, holds an M.A. in journalism from the University of California at Berkeley. He is a recipient of the Hearst Aw a rd for investigative journalism. 68 F i rs t Q u a r t e r ’ 9 8 Illustrations by Jean Tuttle BEST PRACTICE of bypassing the retail channel to sell directly to consumers, Dell created a model that undercuts its competitors on price, forges closer links with customers and provides shareholders a return several times that of market averages. But Dell stumbled badly four years ago and might have failed, were it not for the timely addition of seasoned management and with it the adoption of a new structure, new processes and new metrics. Dell is not the largest personal computer company, but it is the fastest growing. Dell’s year-over-year unit sales rose 67 percent...
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...Businesses will purchase computers in bulk allowing N & F Computers to purchase parts, operating systems, and common application suites from suppliers at a lower price. Passing this savings on to the customer will differentiate the organization from the competition by not sacrificing price for performance. Chromebook products are in the growth stage of the product life cycle. According to Mick (2013), the sales have increased by “4721.1%” (para. 6) during the last year. N & F Computers has established the business functionality to launch into e-commerce. The premise has a small storefront with a large area in the back for storage and assembly. As sales increase, the operations manager will hire the necessary employees in order to build...
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...@ STRATEGY IMPLEMENTATION MDP 111M GROUP ASSIGNMENT 01 Due Date: Aug-2011 ANALYSING THE EXTERNAL AND INTERNAL ENVIRONMENT OF “DELL” Inc By Group DRIVE (Delegate, Research, Interview, Verify, Execute) |Group members |Student numbers | |1 |HYLTON LUDWIG |73014699 | |2 |GERT LABUSCHAGNE |73030074 | |3 |SAM BALOYI |73019909 | |4 |AVINAASH SINGH |73030090 | |5 |VICTOR MTHOMBENI |71914161 | |6 |SHAWN GORMAN |73026700 | |7 |JACO BIERMAN |73051764 | Contents 1. INTRODUCTION 1 2. ANALYSIS OF THE EXTERNAL ENVIRONMENT USING PESTLE 2 2.1 Political 2 2.2 Economical 2 2.3 Social 3 2.4 Technological 4 2.5 Legal 5 2.6 Environmental 5 3. ANALYSIS OF THE EXTERNAL ENVIRONMENT USING PORTERS 5 FORCES 6 3.1 Threat of New Entrants 6 3.2 Bargaining Power of Customers. 7 3.3 The Threat of Substitute Products 8 3.4 The Bargaining Power of Suppliers...
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...company, was started by Michael Dell in 1984 when he was an undergraduate student at the University of Texas, in the United States. Within two decades, Dell, with headquarters in Round Rock, Texas, grew to become one of the world’s great computer companies, with near leading shares in the personal computer (PC) and server markets. Nearly 65 per cent of its revenue originated in North and South America; 23 per cent in Europe, the Middle East and Africa; and 12 per cent in the Asia–Pacific region. In 2003, a year in which most computer makers lost money due to slumping global demand for PCs, Dell saw its annual revenues jump by US$5 billion to US$36 billion, made US$2.8 billion in operating profit, and gained 2.3 per cent in global market share. By this time Dell had gained, and held for five years, the position of market-share leader. However, during the mid to late 2000s, Dell’s position in the global PC market began to change. In 2005 it lost its market-share lead to one of its main rivals, Hewlett-Packard. By 2008–9, Dell’s second-place PC ranking came under threat from the Taiwanese computer maker Acer. In 2003, Acer had ranked seventh in PC sales around the world, but by 2008–9 Acer’s share of the global market had risen to 11.8 per cent, just behind Dell with 13.7 per cent and HP still on top with 19.6 per cent. The hallmarks of Dell’s early success in the PC market were direct selling and build-to-order manufacturing, underpinned by supply chain and inventory efficiencies. Dell’s...
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