HP computer systems organization

HP computer systems organization 1. Is this the time for HP-CSO to institute more changes? Based on the customer and sales audit it was identified that considerable opportunities existed in the area of Repurchase, replacement and expansion projects as well as the Innovation projects. But, there exist many challenges Customers were moving towards consolidating their supplier base increasing pricing pressure on HP 80% of the customer sales were initiated by the customer themselves Although HP was a preferred vendor, customers doubted its ability to deliver incase of Innovation projects With increasing demands on price and delivery terms, HP would find it difficult to meet customer needs due to the small sales force Sales force was spending significant amount of time doing things other than sales Sales force was having difficulty in converting sales opportunities in replacement and expansion projects Sales team was spending less time in the early stages of the sales cycle for Innovation projects Sales team lacked prioritization of opportunities Hence, it is critical for HP-CSO to make the right changes in the sales organization to capture opportunities in the high potential segments. How are selling instruments (HP traditional business) different from selling computer systems? Selling instruments can be viewed more like selling commodities. Selling instruments was engineering driven and marketing the product was on the basis of technological features. Selling computer systems involved marketing the product as solutions that could be highly customized to the customers needs to solve their issues. Why does HP treat its sales force as a cost center? What are the implications of such a structure? HP was grouped into three main divisions and each had its own sales force and others support departments and divisional business units. Divisional business units were measured as profit centers. HP allocated field personnel and capital expenditures among the divisions under the promise of additional profits. This type of mechanism ensured that sales force was kept as a cost center, responsible for revenues, field marketing and customer service. Such a structure resulted in two distinct cultures co-existing in HP. One centered in the product divisions focused on long-term profit objectives and the other in the field, on meeting short-term sales quotas. Sales force concentrated on achieving sales target without worrying about making profits and spending time in non-core activities. 3. Critically evaluate HP-CSOs approach to building relations with its Enterprise Customers HP reorganized its sales approach by providing greater autonomy to its divisions. CSO could draw on HPs resources while operating in a more entrepreneurial fashion. Freed from the constraint of a drawn-out approval process, CSO began to race to the market with new computers. By 1994, HPs business was growing at 40% annually against an industry growth of 5%. To capitalize on the new market position, sales force was re-organized and other dramatic changes were instituted in the manner in which CSO sold to customers. HP wanted to transform its salespeople from order takers into consultants. Advantages Sales reps were relieved of the unproductive tasks Centralized configuration support specialists enabled increase in the sales reps direct customer contact by 30-50% The domain specific approach enabled HP to focus and service large customers more effectively. Generate more sales through the specialized and competent sales force. Sales force was able to nurture the relationships developed over time with the enterprise customers. . Disadvantages Sales force was averse to change and didnt wanted to lose power over their regional fiefdoms Smaller customers resented being relegated to the channel partners or telephone reps. To transform salesperson from order takers to consultants required specifically designed training programs to de-emphasize on traditional focus on HP product capabilities and specification in favor of teaching salespeople how to evaluate customers circumstances and suggest ways that HP might improve them. Do you agree with the findings of two audits? Findings of the first audit are agreeable. However, the methodology adopted for the second audit is not convincing. The customer that was selected for the audit was the largest with whom HP had good relationship, HP was strong in the industry selected and the study chose only one region that HP was good in. This leads to an audit that encompasses a perfect customer, industry and region. The finding might not apply across all customers, industry and regions giving an obscure audit. What about the consultants recommendations? The recommendations provide deep insights into the strong and weak links in the sales strategy of HP-CSO The recommendations of the consultant seem very broad based and not properly structured The consultant hasnt provided an action roadmap based on his recommendations. How is this approach different from the current approach to managing enterprise customers? The approach of entering downstream and slowly making inroads upstream will face a lot barriers put up by competitors. The new approach would require re-training the sales force considerably. The effort and time involved in beating competition might be considerable. There is a high risk of failure and would require considerable time to bring in the change Comments on conclusions of audit The first audit conclusion is convincing, but the second audit conclusion is not detailed and devoid of an action plan. Recommendations Increase conversion rate in downstream and midstream segment Develop competence in midstream and upstream segment of the market to capture the high potential market share, instead of building the way through downstream Create a value proposition for the upstream market Eliminate the non productive tasks of sales reps and train them effectively

Dynamic Stability :: essays research papers

To keep up with today’s volatile marketplace, an organization should be able to adapt to its environment so that it is able to stay competitive. In order to accomplish the often times difficult task of continuous growth, in all its facets an organization has to plan and be prepared to change in the ever evolving business world.   Ã‚  Ã‚  Ã‚  Ã‚  Changes have been documented to have caused organization chaos, initiative overload and in some instances, complete collapse of organizational structure. One option to overcome the uncertainty of organizational changes is to develop a plan that implements the concept of Dynamic Stability. Dynamic stability could be defined as continual but relatively small change efforts that involve reconfiguration of existing practices and business models rather than inventing new ones. An organization will be able to achieve dynamic stability more easily through establishing the concept of tinkering, kludging and pacing. The practice of tinkering involves finding new applications for your products, or accumulating all your untapped resources to develop new products. Tinkering is often quicker and less of a financial burden than kludging. Kludging is basically tinkering but on a larger scale and often involves the combination of external and internal resources. Thus, it is often a financial drain to the organization as it involves tremendous effort and time. As for pacing, it is the concept of timing changes at the most critical intervals in order to prevent destabilization of the organization. Although pacing will not lead to any direct financial burden, it is crucial as it could make or break an organization. Some of the most successful adopters of dynamic stability stress the importance of four operating guidelines; rewarding shameless borrowing, appointing a chief memory officer, tinkering and kludging internally first, and finally hiring generalist. First, rewarding shameless borrowing exemplifies the concept of imitating before innovating in order to reduce the time and cost of organizational change. Second, appointing a chief memory officer provides the organization with a historical journal of an organization’s activities in order to prevent past mistakes from occurring again. Another important operational guideline would be to tinker and kludge internally before outsourcing to increase the control of dynamic stability.

Example of speech text Essay

With all due respect to the English teacher ,and all my friends in this class,†¦Good Morning!!! In this chance, I would like to tell you my speech that has the theme â€Å"Using Internet make us healthy and productive!† Internet is not sounds familiar, especially among students now. That because Internet is very useful in the learning. But, not just for learning internet could give all of want. Not only that, using internet could make us healthy anf productive. Why should I say internet could make us healthy? According to a reality, now in the internet had already a lot of entertainment sites, like games. Not only that, internet also provides how to perform a variety of health programs, from variety specialists of health. And not a few people who successfully live with program of healthy living with resources from the internet. Using information from the internet can be done by anyone, without need to pay an expensive, then such as consultations with health professionals. Next, internet also could make us productive. It because in internet available a variety ways to make different products, starting from simple unti rather difficult to do. People could get productive by utilizing information from using internet. Provided there is a desire we could successful is to easy, using much information, especially from the internet that available so much information. So, if we already know that by using the internet could make us healthy, and produktive. Let us use the internet .Of course for purposes that are positive. Because the internet will be good or bad depending on how and to what the Internet was used. Just that could I to say, thankyou for your attention and Good Morning !!! (Source : http://bellapelajar.blogspot.com/2012/06/example-of-speech-text.html)a

Celsius Temperature Scale Definition

The Celsius temperature scale is a common System Internationale (SI) temperature scale (the official scale is Kelvin). The Celsius scale is based on a derived unit defined by assigning the temperatures of 0 °C and 100 °C to the freezing and boiling points of water, respectively, at 1 atm pressure. More precisely, the Celsius scale is defined by absolute zero and the triple point of pure water. This definition allows easy conversion between the Celsius and Kelvin temperature scales, such that absolute zero is defined to be precisely 0 K and  Ã¢Ë†â€™273.15  Ã‚ °C. The triple point of water is defined to be  273.16  K (0.01  Ã‚ °C; 32.02  Ã‚ °F). The interval between one degree Celsius and one Kelvin are exactly the same. Note the degree is not used in the Kelvin scale because it is an absolute scale. The Celsius scale is named in honor of Anders Celsius, a Swedish astronomer who devised a similar temperature scale. Before 1948, when the scale was re-named Celsius, it was known as the centigrade scale. However, the terms Celsius and centigrade dont mean precisely the same thing. A centigrade scale is one which has 100 steps, such as the degree units between freezing and boiling of water. The Celsius scale is thus an example of a centigrade scale. The Kelvin scale is another centigrade scale. Also Known As: Celsius scale, centigrade scale Common Misspellings: Celcius scale Interval Versus Ratio Temperature Scales Celsius temperatures follow a relative scale or interval system rather than an absolute scale or ratio system. Examples of ratio scales include those used to measure distance or mass. If you double the value of mass (e.g., 10 kg to 20 kg), you know the doubled quantity contains twice the amount of matter and that the change in the amount of matter from 10 to 20 kg is the same as from 50 to 60 kg. The Celsius scale does not work this way with heat energy. The difference between  10  Ã‚ °C and 20  Ã‚ °C  and that between  20  Ã‚ °C and 30  Ã‚ °C  is 10 degrees, but a  20  Ã‚ °C temperature does not have twice the heat energy of a  10  Ã‚ °C temperature. Reversing the Scale One interesting fact about the Celsius scale is that Anders Celsius original scale was set to  run in the opposite direction. Originally the scale was devised so that water boiled at 0 degrees and ice melted at 100 degrees! Jean-Pierre Christin proposed the change. Proper Format for Recording a Celsius Measurement The International Bureau of Weights and Measures (BIPM) states that a Celsius measurement should be recorded in the following manner: The number is placed before the degree symbol and unit. There should be a space between the number and the degree symbol. For example,  50.2  °C  is correct, while 50.2 °C or 50.2 °Ã‚  C are incorrect. Melting, Boiling, and Triple Point Technically, the modern Celsius scale is based on the triple point of Vienna Standard Mean Ocean Water and on absolute zero, meaning neither the melting point nor boiling point of water defines the scale. However, the difference between the formal definition and the common one is so small as to be insignificant in practical settings. There is only a 16.1 millikelvin difference between the boiling point of water, comparing the original and modern scales. To put this into perspective, moving 11 inches (28 cm) in altitude changes the boiling point of water one millikelvin.