...CASE STUDY MAY 1, 2005 CMA helps Hewlett Packard Implement Solutions Marketing Strategy in Government By Ken Jones, Vice President, CMA, kjones@cmai.com COMPUTER MARKETING ASSOCIATES, INC. 8000 Towers Crescent Drive, Suite 720 Vienna, VA 22182-2707 Main: 703.883.0728 Fax: 703-917-7733 www.cmai.com Solutions for Government Technology Companies • Market Development • Business Development • Contract Services • Consulting The Client Hewlett Packard is a company unlike any other. It serves everyone - from consumers, to small and mid-sized businesses, to enterprises and the public sector – with an extensive portfolio of market-leading solutions. Today HP is a leading IT company with worldwide revenues of $79.9 billion in fiscal year 2004 and a team of 150,000 employees. HP also leads in the Public Sector marketplace and is one of the largest companies in the federal market. The merger in recent years of major Information Technology companies such as Tandem, Digital, and Compaq into the HP family resulted in the amalgamation of a wide range of products and solutions. This represented a significant challenge to the marketing and sales organization. The answer to the challenge was the adoption of a solutions-based marketing strategy. CMA and HP in Public Sector market CMA has been one of HP’s primary partners for the past four years in helping implement a solutions-based strategy. Today, the HP Federal Enterprise Division has defined five major solutions sets to meet...
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...Identification In a 3-year period, Hewlett-Packard (HP) brought in $500 million through the use of operations research (Turban, Sharda, Delen. (2011)). HP also generated billions of dollars from customers from around the world. The conglomerate produces thousands of laser printers, enterprise servers and storage products. As a result of the increased number of products that HP supplies, the company also undertakes additional cost associated with these new innovations. For this reason, HP experienced a decrease in revenue due to unplanned operational costs. HP has worked diligently towards meeting and exceeding customer expectations. Unfortunately, managing millions of new products lead to increased cost and inefficiency. HP recognized that its company was providing millions of choices for customer satisfaction without a high return on investment. HP’s marketing and sales departments requested more SKU’s, more features and more configurations to meet consumer interests. However the supply chain managers wanted less complexity and were interested in more predictable order cycle times. HP needed to implement a fact-based, data-driven tool to improve decision making. HP developed a team of individuals internally and externally from consultancies and universities to help with the challenges the company faced. This team developed a process for evaluating new products for introduction, created a tool for prioritizing existing products in a portfolio, and developed an algorithm...
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...supply, what other operational improvements can you suggest to HP Boise? * To improve the forecasting ability to ensure appropriate demand is met in all sector while optimizing inventory level * To create similar standardization of power supply in other product offering such as workstations and servers. It is also possible that HP can consolidate all power supply (for servers, workstations and printers) to its manufacturing partner in low cost country. The idea is to consolidate and standardize which in theory creates efficiency, and optimize all level of cost including inventory. * To reduce the risk try to be accept the other vendors as the partner apart from relying just on the single vendor in Japan * The Lead Time is very high as compared to the product Life Cycle, also under the Buy/Make framework outsourcing a key component could be risky decision. So as to reduce the risk & Lead Time it should consider manufacturing the products in-house thus saving cost & time in transportation & transhipment. What would be your recommendations about the adoption of a universal power supply? We would recommend HP to adopt universal power supply as the potential benefits outweigh the costs. * From one perspective, $30 increases in product that sale for $1000 which is only 3%. This 3% increase will eliminate a lot of marketing, manufacturing, forecasting, and logistical problem that HP is spending millions each year. I believe that by spending 3% more...
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...Answer: 1. In order to calculate the yearly investment in DeskJet printers, we calculate the yearly investment of the printers separately and then add them together to get the total yearly cost. There are 6 versions of the printers, which are A, AA, AB, AQ, AU, AY. The total factory throughput time through the PCAT and FAT stages is about one week. The transportation time from Vancouver to the European DC is five weeks. The plant sends a weekly shipment of printers to Europe. Therefore, the lead time is L=1+5=6 weeks and review time T=1 week. Based on the data in Exhibit 13.14 in the textbook, we use Excel to calculate the average monthly demand (mean) and the standard deviation for each version of the printers (Exhibit 1). In order to calculate the standard deviation of demand over the review and the lead time, we use the formula below: σT+L=√((T+L)) σ2d Therefore, we can get σT+L for each version, which are listed in the exhibit 2. 1. Develop an inventory model for managing the DeskJet printers in Europe assuming that the Vancouver plant continues to produce the six models sold in Europe. Using the data in Exhibit 17.13, apply your model and calculate the expected yearly investment in DeskJet printer inventory in the Europe DC. Answer: 1. In order to calculate the yearly investment in DeskJet printers, we calculate the yearly investment of the printers separately and then add them together to get the total yearly cost. There are 6 versions of the printers...
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...Case Study 1-6 Introduction This issue for case study 1-6 is brought to us by Steve Nelson and the company of the Gregg’s Appliances, Inc. The HH Gregg Company was founded on April 15, 1955 in Indianapolis by Henry Harold Gregg and his wife. The initial store was an 800 square feet appliance showroom and office. Since then the company has expanded and with that expansion the company needed more and more information technology in order to harness the power of the information they had acquired. But in 2006 the current CIO, Steve Nelson, was facing a deadline. The deadline was the HP, which was Gregg’s principal information technology vendor, has chosen to discontinue support for its line of HP 300 mainframe processors. Gregg’s relied upon those mainframes for its transaction process and inventory management applications. The last support date for those mainframes was December 31, 2006. This case study goes through the steps that Gregg’s took when Steve Nelson realized they needed a replacement for their mainframe. Case Summary 2003 was the year when HP issued its plan to discontinue support of the 3000 systems. At the time of the announcement the previous CIO, John Baxter Burns, believed that this was just the push the company needed to get off the old IDEAS/3000 application site. Burns developed a project and from early 2004-2006 the company reviewed dozens of proposals, countless demonstrations, dismissing one after the other as solutions that would not work. Project...
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...Case Study: Conflict Management with Sales Partners at HP Case Study: Conflict Management with Sales Partners at HP Adrià Rodríguez Porras Student ID: 1300014 Course: Management Science (Marketing) Summer Semester 2014 Adrià Rodríguez Porras Student ID: 1300014 Course: Management Science (Marketing) Summer Semester 2014 Hewlett-Packard Company (or HP) is an American multinational information technology corporation specialized in providing hardware, software and services to consumers, small- and medium-sized businesses (SMBs) and large enterprises. In 2012 it was the world's largest PC vendor by unit sales. [1] The purpose of this illustrative case study is to describe the company’s adopted strategy used to reach this privileged position. By means of analysing HP’s sales system, sales channels and the recent conflicts with some partners, we will try to find out not only what has sparked these problems but also help prove a solution for this undesirable situation. Hewlett Packard’s sales system Reaching those levels of worldwide excellency requires a very well-defined marketing strategy, since they not only market their products directly but also via partnerships. That is why they invest time and energy in attracting, training and keeping valid partners. A good example of that is the PartnerOne program.[2] When designing the sales system, HP pondered who was going to undertake the selling activities (selection of sales entities) and how was meant to combine...
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...Outline: 1. Introduction of members presenting the case 2. About the Case 3. Questions we are trying to answer. 4. Actual questions and answer. 5. Class discussion About the Case: The case is about a person named Randy Mott. He is known as a rock star in IT business. He not only understood information technology systems but knew how to use them to improve business. He believed and showed it was possible that IT should not only support the business, but help to improve its efficiency and boost the bottom line. He started his career at Wal-mart and introduced the data ware house concept at Wal-Mart with which they were able to analyze buying trends. Wal-Mart was a pioneer in this as no other company had this capability. He became CIO at Dell where helped he group 100 separate systems into a single data warehouse system. Mott started at HP in order to turn HP from the bloated leviathan it had become into a lean, mean, agile organization. He took several initiatives at HP. We are going to explore the initiatives taken at HP through the questions that we are answering for this case study. Questions we are trying to answer: 1. In what ways is Randy Mott trying to change HP’s structure and the way it works? 2. In what ways has he been trying to change HP’s culture? 3. Go to the internet and find some articles on HP recent performance. How have the changes he made affected HP’s competitive advantage and performance? 1. In what ways is...
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...andymott Outline: 1. Introduction of members presenting the case 2. About the Case 3. Questions we are trying to answer. 4. Actual questions and answer. 5. Class discussion About the Case: The case is about a person named Randy Mott. He is known as a rock star in IT business. He not only understood information technology systems but knew how to use them to improve business. He believed and showed it was possible that IT should not only support the business, but help to improve its efficiency and boost the bottom line. He started his career at Wal-mart and introduced the data ware house concept at Wal-Mart with which they were able to analyze buying trends. Wal-Mart was a pioneer in this as no other company had this capability. He became CIO at Dell where helped he group 100 separate systems into a single data warehouse system. Mott started at HP in order to turn HP from the bloated leviathan it had become into a lean, mean, agile organization. He took several initiatives at HP. We are going to explore the initiatives taken at HP through the questions that we are answering for this case study. Questions we are trying to answer: 1. In what ways is Randy Mott trying to change HP’s structure and the way it works? 2. In what ways has he been trying to change HP’s culture? 3. Go to the internet and find some articles on HP recent performance. How have the changes he made affected HP’s competitive advantage and performance? 1. In what ways is Randy...
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...Midsouth Chamber of Commerce, Competency and Complacency A Case Study Analysis: JADE Stone Regis University Abstract Your abstract should be one paragraph and should be between 150 and 250 words. It is a summary of the most important elements of your paper. Your abstract should accurately represent your paper, be non-evaluative, coherent and readable, and concise. The abstract is a single paragraph without indentation. See The APA Publication Manual, 6th edition, p. 27 for additional details on writing an abstract. Midsouth Chamber of Commerce, Competency and Complacency: A Case Study Analysis This Midsouth Chamber of Commerce MSCC Case Study is an examination of how NOT to manage information technology. Many things went wrong in this organization’s pursuit of greater efficiency. While some of it can be attributed to natural but painful growth, basic human character and leadership flaws account most of the problems MSCC endured. I will analyze the mistakes that were made which led to internal strife, crippled productivity and decreased morale. I also want to assess the performance of Mrs. Sage Niele, their newly appointed Vice President/Chief Financial Officer. Finally, I will critique what we are told about Data Management Associates (DMA), and their contract with MSCC. Caught In The Middle Of Technology The Midsouth Chamber of Commerce had been in business for over 80 years. They knew what they were doing, and they knew how to anticipate the needs of...
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...1. You may have seen the terms “e-business” before. Do some research and briefly indicate why you think that this term better defines what GE did rather than “e-commerce” GE’s CEO, Jack Welch, once described their e-business as, “an elixir, a tonic that has changed the DNA of GE forever.” (Bartlett, 2002) During Welch’s final years as CEO, he was faced with the strategic decision of introducing GE onto the internet. GE Plastics had already begun using the internet as a way to conduct business and Welch used this division as a building block for the conversion to a digital workplace. The difference between GE and so many other companies is their competitive culture and their drive to succeed. Therefore, when Welch introduced his fourth strategic initiative, embracing e-business, he expected the best from his employees, set far-reaching goals, and demanded that all of GE’s large divisions begin to develop their own website. Welch’s expectations and the scope of the fourth strategic push is what differentiate GE’s term of “e-business” from “e-commerce.” As Welch began to realize the potential the internet could have on GE’s businesses, he encouraged all the business leaders to get a mentor to help them understand this potential. He also required regular meetings of all business division heads so they can learn from what other managers experienced as well as create ideas to overcome obstacles. Since GE sees failure as unacceptable, Welch wanted to give his full support to the company...
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...Title: The Fall of IBM Date: September 20, 2013 I. Executive Summary The purpose of this case study analysis is to analyze the situation of IBM in the 1990s, to come up with possible mutually exclusive alternatives for IBM’s management and ultimately, to recommend a possible strategy to regain back IBM’s throne in the industry. The problem of the case study is all about the survival of IBM in a much more competitive market ever encountered by the company. And also, overcoming new challenges brought about IBM’s new management and the dynamic technological environment. The methods of analysis used for this case study are the Porter’s Five Forces Model and the ANSOFF matrix analysis. Brief explanations were provided in each of the methods used for analysis. After analyzing the case study, the following three mutually exclusive alternative course of action were developed: 1. Decentralize Management; 2. Invest heavily on research and development and; 3. Partner with suppliers From the alternatives, I recommend that IBM should partner with its suppliers. Collaboration with suppliers will increase business flexibility and executive level business decision support. This will surely bring the most benefit for the company among the other alternatives course of action. The suppliers play a great role in the industry and having strong connections with them can help the company survive and even excel in the industry. Outline and Implementation: ...
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...[pic] Course Syllabus Managing International Business Graduate Program in General Management Class of Executive July 2008 Course Leader: Handry Satriago Oct 2009 – Feb 2010 IPMI Business School Graduate Program The Indonesian Institute for Management Development Jakarta, Indonesia Course Name : Managing International Business (MIB) Class : Executive Program, July 2008 Facilitators : Handry Satriago (Course Leader) Guest Speakers : Subject to confirmation from the guest speakers - Riri Riza/Mira Lesmana, MILES Film (Session 5) Topic: Indonesia Movie Industry - Richard Matalon, President Director L’Oreal Indonesia (Session 12) Topic: L’Oreal strategy entering Indonesia - Vikram Reddy, GM Four Seasons Hotel Jakarta (Session 16) Topic: Four Seasons Global Strategy Background Companies today confront an increasing array of choices of markets, of locations for value adding activities, and of modes of crossing borders. This course focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy, and for making those strategies work effectively. Operation in an international environment gives the manager access to new markets, additional natural resources, and low-cost-factor...
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...Case Study Analysis: Tufts-NEMC Ellen Zane had her work cut out for her at Tufts-NEMC. The Tufts University affiliated teaching and research hospital had long been on the decline. It was mired in financial difficulty, was falling behind other teaching and research AMCs, and was not effectively serving its local community. Beginning on the day she accepted her position as CEO, Ellen Zane started on a path of reform. Upon learning that the hospital only had 10 months of cash on hand, she began brainstorming on how to make the hospital financially viable, starting by meeting payroll needs first. She discovered that Tufts-NEMC was being drastically underpaid and began looking for solutions to the problem of reimbursements. One of the more public actions she took was replacing seven members of the senior management team, sending a signal to her staff and hospital community at large that a major overhaul was underway. In an effort to gain approval, valuable feedback, and break down barriers with her staff, Ellen Zane successfully held town hall meetings with hospital staff. She even requested the input of patients on how Tufts-NEMC can improve its care. Retention was important to Ellen, retention of both employees, including physicians, and of patients. She went about restructuring hospital services and identifying areas for improvement. But there were also external problems, such as contract negotiations, network building, and the strengthening of the relationship with Tufts University...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 ...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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