HEWLETT-PACKARD

Hewlett-Packard



Hewlett-Packard

Stakeholder Identification and Value Analysis

Today customers have evolved from the traditional frame of mind because they do not seek only the lowest price or quality of a product or service. Today, they seek out and reward; the organizations that deliver customers the value for their purchase or acquisition wins the a lasting relationship with them. Today, the vast majority of people are facing a wide variety of products and services aimed at meeting a particular need, either, offering the lowest price the market or the best quality. Relatively new marketing concept, the concept of customer value and life time value is to evaluate the potential purchase and development of tastes, interests and the risk presented by each client in the optical develop the performance of marketing actions.

The estimate of value is based on projected revenue realized from each customer or customer segment. Hp value analysis helps to optimize investments by focusing solely on the advertiser's most profitable customers and / or develop the profitability of a customer participating in the growth rate of its equipment and food. This indication also has a predictive value in terms of risk: the customer value to estimate the risk of default, termination of subscription, transition to competition and deploy marketing campaigns accordingly. Real tool for decision support, customer value allows the advertiser to make the best strategic choice: to manage the attrition rate, optimize the targeting of marketing efforts by setting a target market, cost control measures marketing and increase efficiency. The key internal stakeholder of HP is employees, and external stakeholders are customers.

The influence of Stakeholders on the implementation of HP's acquisition Strategy

The basic objective of HP's present strategy is to increase the demand of circulating its products and services. This strategy will assist overwhelm affray as well as it will boost earning margins. For this reason, there are two feasible alternatives. The company could either impel through, with its plan to retail its products by Internet entails or the company could just enhance its present distribution channels. In the first alternative, HP Australia will evolve its own website where merchandise concepts or forms as well as the services, will be retailed. BY doing this, customers can outlook the characteristics of the products as well as the prices. Special features like discounts or merchandise packages may furthermore be brandished in the website. Inquiries through electrical devices posted letters can furthermore be a supplemented characteristic to the conceived website.

HP was able to compress the product development cycle by forming departments, based on functionality, around each product line. In the process, it gained expertise, technical skills in given domain area and was able to respond quickly to the needs of the target customer groups. The organization concentrated on building a group of complementary products in each product line rather than diversifying to unrelated products. The main rational behind HP going for product line based division was to give autonomy, responsibility and accountability to the divisions to foster an environment where individual motivation, creativity and freedom ...