HP Case Study
Hewlett-Packard Case Study
Hewlett-Packard is a force to be reckoned with in the enterprise computing realm but they have certainly faced some challenges. These challenges have come from competitors, from clients and from within. Overall, Hewlett-Packard has weathered the storm well and faced its challenges head on but some of the things summarized and spoken of in the Harvard Business Review case study as offered by Das Narayandas and Robert Dudley shows some cracks and fissures in the Hewlett-Packard facade that must be dealt with. Even if it's mostly or entirely a public relations effort on some of the fronts involved, Hewlett-Packard needs to address its buy-in and client concern issues with the full force of the robust resources that it has available to them.
Analysis
As explained in the twelfth page of the case study, Hewlett-Packard's CSO division has been experiencing a bit of a trade-off. Even with its purported success with upstream and mid-stream business sales, they were encountering those successes at the expenses of gains in other arena. The primary loss cited was its ability to show itself to be a "value added" supplier rather than just a seller of computer hardware and there is a huge difference between the two. In other words, selling a computer to a company is one thing but showing them specific and tangible ways to improve and grow their business is quite another as the latter gives the firm being sold to a huge amount of incentive, especially as compared to simple reliability and uptime metrics, to stay with a vendor rather than change to a competing firm like Dell (Narayandas, and Dudley).
Indeed, it is not just Dell and the like that Hewlett-Packard's CSO team should worry about. IBM, which has left the computer sales racket entirely, has chosen to focus on software solutions and enterprise resource planning (ERP) giants like SAP and such are also trying to market to many of the...
HP Case Study The author of this report is asked to analyze a case study regarding Hewlett Packard as it appeared in a Harvard Business Review publication back in 2005. Upon completion of the analysis, the author is asked to answer to four major questions regarding Hewlett Packard and the challenges that they have face marketing to and serving enterprise-level customers. In order, it will be answered to what the problem
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