...GLOBAL SUPPLY CHAIN MANAGEMENT FORUM CASE: GS-4 DATE: 8/10/99 (REV’D 8/01/06) HEWLETT-PACKARD COMPANY: NETWORK PRINTER DESIGN FOR UNIVERSALITY INTRODUCTION Sarah Donohoe, manufacturing engineering manager of the network laser printer division at Hewlett-Packard Company (HP), listened intently to her colleagues at the project review meeting for the development of their latest new product. With Sarah at the meeting were Jane Schushinski, marketing manager, Leo Linbeck, head of product design, and David Hooper, the controller of the division. The main topic for this meeting was the decision of whether or not to use a universal power supply for the next generation of network laser printer, code-named Rainbow. Previously, printers in the North American and the European market have distinct power supplies and the associated fusers in the main engine of the printer. For North American printers, a 110 volt power supply was installed. For European printers, a 220 volt power supply was added. This printer engine was built by HP’s manufacturing partner in Japan. Due to the long lead time for engine manufacturing, HP had to specify the requirements of the two types of printers at least fourteen weeks ahead. The time that it takes the Japanese partner to commit the printers for shipments, the transportation times and customs clearance totals about four weeks. Hence, if a universal power supply is used, then HP would have the flexibility of postponing the specification of the printer engine...
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...Assessment 2 – Outline : ‘The Hewlett Packard Way” Case Study: I chose the ‘Hewlett Packard way’ as last year I spent the whole year as Store manager in a retail position. The first half of the year I managed for a company with a reputation for high staff turnover and in the second half I managed for a company with similar values to Hewlett Packard. Not only were staff members more loyal in the second company but the level of self-driven motivation was second to none. I am passionate about this management style. Contemporary management Issues in relation to this article Issue: HP consistently puts principles derived from Theory Y into practice taking a completely soft model of Human Resource Management approach. However more recently HP have been experiencing problems because of a downturn in the economy and needs to reduce costs. Should HP stick with this approach through this rough patch though more costly? The Company: Hewlett Packard company or HP is a public, manufacturing and professional services sector industry founded in 1939 by William Hewlett and David Packard. It provides It provides computer hardware/software and IT services to consumers, small- and medium-sized businesse and large enterprises. Founders Bill and Dave established a philosophy of management called the ‘HP way’ which is 100% people orientated built on recognition of achievements. Key management Issues: The problem with a purely Theory Y based approach to management saves money...
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...MBA6100 Managerial Accounting TEXAS I & HEWLETT PACKARD JAHZUYAN SAWO 10/01/2011 Hewlett Packard commonly referred to as HP; the HP was founded by Hewlett and Packard in a one car garage in Palo Alto. HP is one of the world’s largest information technology (IT) operating in nearly every country. HP specializes in developing and manufacturing the world computing, data storage, and networking hardware, designing software and delivering services. Major product lines include personal computing devices, enterprise, and industry standard servers. HP markets its product to households, small to medium –sized businesses and enterprises directly as well as via online distribution, consumer-electronics and office-supply retailer, software partners and major technology vendors. Approximately $40 billion of their sale are coming from services. In 2007 HP posted net revenue in 2010 was $126.3 billion, in 2009 net revenue was $115 billion, with making HP the first IT company in history to report revenue exceeding $100 billion in 2008 HP retain its global leadership position in inkjet, laser, large format and multi-function printers market, ad its leadership position in the hardware industry, Also HP become No.2 globally in IT services. HP leaders have an advantage...
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...CASE: Hewlett-Packard Company: Network Printer Design for Universality (p. 358-363) Question 1 It allows HP to postpone (product standardization, postponement) the allocation of laser printers (or specification of printer engine) to specific regions by about two months. Thus, in these two months the decisions can be made based on the aggregate demand forecast (US & Europe) in all regions. Production team believes universal power supply can enable HP to better respond to regional demand (US & Europe) and reduce its inventory costs. Question 2 1. Disadvantages / costs of the universal power supply include: i. Increase material cost (USD 30/unit) ii. Possible power play among warehouses / Distribution centers (DCs) when transshipment is facilitated by the use of the universal power supply. 2. Advantages of the universal power supply include: i. Improved forecast accuracy ii. Less frequent (and cost of) stock-outs due to improved forecasting (especially at the beginning – product ramp-up stage - of the PLC) and risk pooling (for both US & Europe). iii. Lower safety stocks and inventory holding costs for a given service level due to improved forecasting. iv. Lower transshipment costs (approx. conservative estimate $250 (re-configuration) per printer - because expensive rework can be avoided, and safety and conformance regulations (Underwriter’ Laboratory certification process costs) can be eliminated. v. Easier transshipment (less hassle free, as eliminates...
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...Introduction For this essay I chose to focus on The Hewlett-Packard Company (HP). I chose this company because it is one of the world’s leading PC manufacturing companies. I also have an interest in technology and its development & am interested to look at the data processing requirements of a company such as HP in this area. Company Profile Hewlett Packard, known as HP, is a global information technology company that is based in Palo Alto, California, USA. It provides hardware components and software for personal and industrial use worldwide. The company was founded on 1st January 1939 by William Reddington Hewlett & David Packard, two American engineers in a two-car garage with an initial capital investment of $538. With $109.76 Billion...
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...Texas Instruments and Hewlett-Packard Case Solution In: Business and Management Texas Instruments and Hewlett-Packard Case Solution Case Study 13-3: Texas Instruments and Hewlett-Packard Case Context: Texas Instrument (TI) and Hewlett Packard (HP) are two companies famous for introducing Electric and electronic products. Although competing in similar industries, their strategies are very much different. Problem Definition: Given the differences in strategy between two firms, what would you expect would be the differences between TI & HP in their planning and control system; strategic planning systems; budgeting systems; reporting systems; performance evaluation systems and incentive compensations systems. Inferred from the case, we expect some differences in planning and control system between Texas Instruments and Hewlett Packard. This paper will discuss and propose some strategic planning systems, budgeting systems, reporting systems, performance evaluation systems and incentive compensation system for each company. . Strategic Planning Systems: In term of corporate level strategy, both firms have the same definition of business in which the firm will participate. TI and Hewlett-Packard (HP) are both in high-technology electric and electronics. But, the second aspect of corporate level strategy, which is deployment of resources among the business, may be different for each...
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...Assignment # 2 - Chapter 14 Case - Hewlett-Packard Company 1. Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. The first problem identified is the under-management of the company. The former CEO, Carly Fiorina, while being highly visible in the press failed to provide the necessary leadership within the company. Many felt she did not provide enough direction inside the company causing the company’s operations to suffer. Being perceived as inaccessible and unreliable to those under your leadership tends to lead to distrust. Often being press-savvy and being accessible and dependable to those under your leadership are sometime at the opposite ends of the spectrum. The second problem identified is that of the company being dysfunctional and struggling. The former CEO had implemented a strategic vision without have the proper guidelines in place to ensure success of the plan. Because of the vagueness of the vision, this caused the inability to determine if it was being executed at all. With the confusing matrix structure, there was little accountability which slowed the decision-making process. With the complicated reward system in place, no one knew if their performance had any effect on their bonuses. It also caused talented executives to leave the company and held little hope of new talent coming on board...
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...In 1992, Hewlett-Packard introduced the Kittyhawk, which was the smallest hard disk drive in the world at the time at 1.3” in diameter. The initial product held 20 megabytes of storage and could withstand a three-foot drop without losing any data. For HP, the possibilities of such a product seemed endless. As a result, the company launched the project with a rather ambitious goal; that is; for the project to succeed, it would have to meet the following requirements, as specified by Bruce Spenner, HP’s Disk Memory Division (DMD) General Manager: it would have to be ready for market in 12-months, generate $100-million in revenue within 18-months after launch, and make the break-even point within 36-months. However, by June 1994, after only two years of effort, the project’s sales failed to meet the projected forecast and Rick Seymour, the project leader, was left having to make some big decisions. Why did Kittyhawk fail? By applying course concepts, some of the reasons become clear. The Disk Memory Division was essentially an OEM supplier in high-performance markets and had technical competencies in sustaining technology improvements in disk drives. Under Spenner’s leadership, the Division was to become a major player in the growing disk drive market. Spenner’s “big-business fast” strategy is ultimately what caused the project to fail. Since HP was a company that specialized in sustaining technological enhancements, it managed the Kittyhawk project as though it was a sustaining...
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...Product Marketing For Hewlett Packard Laptop Betty Senesac BUS235: Introduction to Marketing Instructor: LaKisha Bryant Bruce October 7th, 2013 Product Marketing For Hewlett Packard Laptop The product chosen for this assignment is a Hewlett Packard Laptop. The information shared in this paper will show price, features, and availability. It will compare the price differences as well as features against a competitor’s model. A Hewlett Packard (HP) laptop might be obtained essentially anyplace that offers computers. The cost hinges upon the store and whether it is at a bargain. The particular case that is possessed by this scholar was discounted at a Wal-Mart for $349.99. This item is normally at a bargain around the start of the school year, tax season, and around Christmas time. It is focused market group is individuals who use PCs or are into technology, particularly for utilization for work or school. Clients think most about cost and additional items. A portion of the key characteristics of this specific laptop incorporate a DVD+/-R/RW, an HD screen and inherent Webcam. Some laptops do not accompany a Webcam or DVD+/-R/RW. A customer might pick a portable computer dependent upon what they have to utilize it for. Case in point assuming that they mean to store a great deal of information on the laptop they might need bunches of memory. Assuming that they plan on utilizing it to copy CD's or DVD's then they might need a DVD+/-R/RW. The Hewlett-Packard laptop is branded...
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...HARVARD BUSINESS I SCHOOL 941-O6 "U JAY W. LORSCH KRISHNA PALEPU MELISSA BARTON RE Y44 11 Hewlett-Packard Company: CE Succession in 2010 'I) On August 6, 2010, Mark Hurd resigned as CEO of Hewlett Packard after an H.P. contractor accused him of sexually harassing her while she worke44 r the company. The H.P. board conducted an investigation to determine the merit of the allegation. They found no evidence of sexual harassment, but discovered that Hurd had failed to live up to the H.P. Standards of Business Conduct.1 Therefore, the board asked Hurd to step down. He exited with a severance package worth approximately $35 million.2 Hewlett-Packard Enters the 2 t Century Fiorina's Legacy Carly Fiorina became HJ CEO id-4 999. She presided over the highly contested acquisition of , Compaq in 2002, believing tic the jothing of the two companies would make H.P. more competitive with Dell, IBM, and Sun Microsystems in computer offerings, as well as provide substantial costsavings.3 The acquisition was approved by a shareholder vote of 51% to 49%, which left many people dissatisfied, including H.P. director, Walter Hewlett, who had initiated the proxy fight opposing the merger and who hit' lrpsiPbd in 2003. After the a cquisitio, Fiorina cut approximately 15,000 jobs; meanwhile, she failed to produce the n promised results. One year after the acquisition, H.P.'s share price had lost approximately 2 percent of its value, while IBM and Dell had seen increases in their...
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...Case Study: Hewlett-Packard’s Home Products Division In Europe (1996-2000) XY Management Strategy Z Table of Contents I. Overview………….………….………….………….………….………….…….….3 II. Mission………….………….…………….………………….………….………..3-4 III. External Environment……………………………………………………….….4-7 IV. Internal Analysis………………………………………………………………….7 Strengths……………………………………………………………………8-9 Weaknesses……………………………………..……………………………9 Opportunities………………………………….………………………………9 Threats…………………………………………………………………………9 V. Issues and Problems……………………………………………………………9-10 VI. Alternatives…………………………………………………………..…………10-11 VII. Recommendations……………………………………………………………11-12 VIII. Conclusion and Implementations………………………………………………12 I. Overview “Making money in the [home PC] business [was] like landing a man on the moon.”1 That’s exactly what Webb McKinney, the general manager of the Home Products division wrote. Indeed, making money in the PC business was hard. (Almost as hard as landing a man on the moon. Hewlett-Packard’s Home Products Division in Europe had a lot to learn about when they were doing business with Europe. Even today, there are many challenges to international brands in the European markets compared to that of the United States. The way Hewlett-Packard’s Home Products Division is organized is through functional lines (the home PC market) and geographic lines (European Division). Also, they were very centralized with...
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...At twenty-three, Carly Fiorina had dropped out of UCLA Law School with no plans about what she wanted to do with her future. However, almost twenty-two years later, she became president and CEO of Hewlett-Packard Company - the first woman CEO of a Fortune 20 company. She was given a mandate by HP’s board of directors to “shake things up” and was later named the "Most Powerful Woman in Business" by Fortune magazine. Prior to joining HP, Fiorina spent nearly twenty years at AT&T and Lucent Technologies, where she held a number of senior leadership positions (Cara Carleton Fiorina. (2014). In 1999, Hewlett-Packard hired Carly Fiorina, former senior executive of Lucent Technologies, as its Chief Executive Officer. Carly brought nearly twenty years of knowledge and expertise in sales and marketing to the company, which was seeking to reverse a declining market position relative to its competitors such as Apple. Her successes included recreating HP's image from that of an ordinary printer manufacturer to one as a supplier of a variety of Internet products. Fiorina overcame a number of challenging hurdles in undertaking the merger of HP with Compaq Computer Corporation, while enduring the public-relations uproar associated with a proxy fight initiated by the Hewlett family, who strenuously objected to the acquisition of Compaq. She bolstered HP's image as a state of the art American engineering company while taking the company into what was becoming known as the Internet Age. However...
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...Hewlett-Packard Company DeskJet Printer Supply Chain Summary Hewlett-Packard is company dedicated to manufacture computers and peripheral products. It was founded in 1939 by William Hewlett and David Packard. Their products included printers, plotters, magnetic disc and type drives, terminals and network products. In 1990 HP had over 50 operations worldwide, with revenues of $13.2 billion and net income of $739 million. One of its most successful products was the DeskJet printer, which was introduced in 1998. Sales had grown steadily, reaching a level of over 600,000 units in 1990 ($400 million). However, inventory growth had tracked sales growth closely. Already, HP’s distribution centers had been filled with pallets of the DeskJet printer. Worse yet, the organization in Europe was claiming that inventory levels there needed to be raised even further to maintain satisfactory product availability. HP’s Vancouver division, in Vancouver, Washington was also in charge of designing and producing the InkJet printers, which were sent to three distribution centers (DC) in Europe, Asia, and America. Inkjet printers were one of the most promising printer technology which can provide good quality printing at smaller cost. Worldwide market for printers in 1990 was about 17 million units amounting to $10 billion, with major players being HP in the US, Canon in Japan and Epson, Manisman-Tally, Siemens etc in Europe. Despite its new InkJet printers sold well, the level of reserves...
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...HP plans to ‘cut 30,000 jobs’ INTRODUCTION According to the news, many companies have and are still experiencing retrenchment in recent years. One of these companies is Hewlett-Packard, also known as HP. HP’s chief executive officer Meg Whitman, plans to cut approximately 30,000 jobs to save cost on employment. Her goal is to spend the money she saved on employment on increasing the efficiency of the company’s sales force and on creating new products. One of HP’s senior executive mentioned that Ms Whitman is ‘trying to build a new company’. Such measures have to be taken as the net earnings of HP has dropped by 44% during the first quarter of its fiscal year and the company has lost much of its share price. STRUCTURAL UNEMPLOYMENT Structural unemployment arises when changes in technology or international competition changes the skills needed to perform jobs or change the locations of jobs. In this case, structural unemployment is happening because HP needs more money to fund the research and production of new products. According to the news article, HP has been late or unsuccessful in many recent trends such as providing cloud computing services for big companies and smartphones and tablet computers. International competition refers to competing with other major computer brands like Apple, Acer, Dell, Toshiba, Asus, and many others. Ms. Whitman plans to put money into sales technology for things like fast product quotes, customer tracking and servicing, and bill...
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...SPRING 2013 CAPSTONE CASE- HEWLETT PACKARD Armah Q. Fahnbulleh Wilmington University February 19, 2013 Abstract From the Introduction to Leadership to the Negative (Dark) Side of Leadership and everything thing in between, this has been a life changing seven weeks. My mind was impacted with knowledge that I did not have prior to taking this course. This course has taught me about how to go about bringing change by getting everyone involved especially, the people that are going to be affected by the change. Working with my team members on our Capstone Case, I have learned what it takes to be a team player and a team leader. Listen to all opinions, be very thoughtful and make a sound and decisive decision on which direction to lead your company. Most of all I learned that Leadership and Change are about “PEOPLE.” 1. What have you been assigned to provide in the development of the Capstone Case? Why is it important to the major premise of the Teams initiative? I have been assigned to research company personnel needed to be included in the planning, implementing, sustaining the change and why? A strong leader with a vision, plans, and surrounded by a team of individuals that believe in the vision and trust the leader can effect change. The leader is very important to the major premise of the team initiative because without a leader the team will not have direction. This is like steering a ship without its captain. For our capstone case on Hewlett Packard, I selected the best...
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