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IIntroduction In 1992 whereas Hewlett Packard HP realized a huge success with its RISC-based products Manuel Diaz head of HPs Computer Systems Organization CSO implemented a new sales approach to capitalise on the companys new market position In 1994 the strategy turned out to be very profitable as HPs business grew by 40 when the industry-wide growth was just 5 In 1996 Diaz notices that its strategy to reach large enterprises could be refined Indeed HP remains stuck on the downstream and middle stream businesses of this market segment At the same time content value providers and solution-providers position themselves on the highly profitable upstream business In parallel Diaz looks for new ways of developing the business and reducing sales and support costs Consequently Diaz undertakes an audit to identify CSOs possible opportunities The audit reveals the reasons why HPs present sales approach keeps the company away from these lucrative opportunities Among others it recommends CSO to change drastically its customer relationship management with its large enterprise customers Before going on for a new reorganisation Diaz wants to weigh the costs of implementation of a strategy that would go along with his thoughts of migrating From managing accounts to managing a portfolios of sales opportunities From viewing the sales process from the inside out to viewing it from the customer in From trying to grow sales by adding sales activities to accelerating sales growth by improving the efficiency and effectiveness of the sales process IIProblem Statement The case has stressed two main problems for CSO 1Sales processes and sales support system are lagging present sales strategy 2Sales department organisational structure is not designed to look for opportunities ASales Processes Lag Sales Strategy The reason of this problem is mainly due to an order processes management issue As salesmen are considered by clients as a unique point of entry to HP the order processes are inappropriately managed under sales reps supervision which
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