HP Kittyhawk case study analysis

Executive Summary This sourcing strategy report represents the result of our analysis of four potential suppliers both domestic and international in an attempt of the company to outsource many key product components and subassemblies, including the 9000x series DVD drives. The identified suppliers include:

Intel Analysis 1. How would you explain Intel's initial dominance and subsequent decline in DRAMs? Intel excels at top-down innovation, where highly differentiated components and electronics command a high gross margin relative to competitors, enabling faster design wins with Original Equipment Manufacturers (OEMs) and development partners. This top-down innovation flow within Intel is so dominant, that the product design teams are significantly more productive than even the most advanced business process management teams (Segerstrom, 2007). Microprocessors and the follow-on Internet, networking, security and integrated motherboard products are all predicated on this top-down innovation cycle that leads to product line proliferation in Intel (Zimmerman, 2010). DRAMS were undifferentiated in structure, lacked industry standards that could create differentiated performance or compatibility based on adherence or alignment to standards or customer requirements (Nicholson, 1997). Intel chose to compete on the only other area of their core strength as a company, which is quality management and yield levels (Clark, Walz, Turner, Miszuk, 1993). Getting the yields for DRAMS to 60%, which for a brief period of time lead the global industry, only served to accelerate a very high level of commoditization in the industry (Voss, 1998).

Analysis of Hewlett-Packard: The Flight of the Kittyhawk. Maggie Xu February 8, 2012 1. Background: The Kittyhawk Project. Hewlett Packard (HP) decided to produce 1.3-inch disk drives to become the market leader in a new market and increase HP’s revenue. Although the market for 1.3-inch disk drives was still unclear and still developing, HP decided to organize a special team to develop this new product. This group was multi-talented, with the best engineers from every department in the company. The group also had many priorities for the company. However, things didn’t develop as the Kittyhawk team expected. They failed to sell the new product to the customer they planned. Even though some new customers were interested in this

Table of Contents Executive Summary 3 Company Overview 3 Vulnerabilities 3 Hardware Vulnerabilities 3 Policy Vulnerabilities 6 Recommended Solution - Hardware 7 Impact on Business Processes 10 Recommended Solution – Policy 10 Impact on Business Processes 11 Budget 11 Summary 11 References 13 Executive Summary The purpose of the report is to assist Aircraft Solutions (AS) in indentifying the most significant Information Technology (IT) security vulnerabilities. AS products and services are at the forefront of the industry and the protection of such is very important as they are an industry leader. The vulnerabilities that will be discussed are the firewall configuration, virtualization of their

What kinds of objectives have you found in HP 2020 related to your aggregate of interest?

Case: IBM's Decade of Transformation: Turnaround to Growth 1. What factors led to IBM’s problems? 1. IBM’s mainframe thinking- in terms of pricing and cost structure IBM tried to launch it in the middle market-and it bombed. It also blinded IBM to the much faster evolutionary path of the PC. 2. IBM’s marketing efforts missed

With time, the PC continued to evolve and newer models offered better speed, color screens, more memory and larger hard drives. Further technical evolution continued to deliver higher speeds, larger storage capacity both internal and external. In addition to the hardware progression, the PC world continued to see progress with operating system solutions and advanced software catering to both large and small businesses as well as the home owner.

As the optical and multimedia products became more and more popular in the mid-1990s, CD-ROM manufacturing industry experienced rapid growth during this time. Due to this effect, small manufacturers overreacted, creating oversupply that

Seagate Technology Buyout March 22, 2006 By: Rachel Cluck Beth Crocker Heather Preston Jessica Seal Table of Contents Introduction............................................................................3 Objectives ..............................................................................3 Overview................................................................................4 Alternatives – How to Address Seagate’s Low Stock Price ..5 Do Nothing.............................................................................6 Unload all VERITAS Stake ...................................................7 Sell to Other Investors ...........................................................7 Horizontal Merger or Throughout the paper, we will compare and contrast our ideas to theirs and show why our figures are better suited for this type of business transaction. Overview In the next few sections we will give an overview of: • The different actions that could have been taken to address Seagate’s low stock price o Do nothing o Unload VERITAS shares o Sell to other investors o Engage in a merger or buyout • Vertical integration and leveraged buyouts, since both are major concerns for Seagate and its future 4 • The two different ways we used to reach an estimated price for LBOs since it is a critical

QUARTER 6 Quarter six began by updating each of the product lines that Team 4 features. The Workhorse and Traveler market segment both had the same changes in this quarter. Here, the team analyzed both the customer needs and best competitor product for this market segment. The change made here we added ultrafast computing power; this was one of the most important features in terms of customer needs. Next, the group altered the Innovator product; ultrafast computing power was added, as well as changing the desktop to a 21” high resolution monitor. These decisions were based of the leading competitor’s product in this market segment; the strategy implemented here was to match competitors product (which was already proven effective) to

In 1992, Hewlett Packard made the decision to produce 1.3 inch disk drives, leapfrogging over the 1.8 inch format to position themselves as market leaders for the smaller drive. Prior to this time, HP prided itself on its leadership position within this industry and its ability to innovate more quickly than its competitors. However, the Disk Memory Division (DMD) was lagging behind the company standard, comprising only 3.2% of total HP revenues in 1992. HP was trying to use the Kittyhawk project to propel the company into a higher profile position within the disk drive market.

When setting out to find a market for Kittyhawk, there were several correct and incorrect decisions that the DMD division made that greatly affected their product and its future effectiveness. They initially went about it the right way by researching the electronics industry and the several companies within the industry that might want their new product. They also spent time analyzing HP’s future product plans and how they aligned with that of Kittyhawk’s. They looked into businesses where their innovative and disruptive product may have a greater demand and be better able to quickly incorporate

The Industry: Seagate Technology dominated the disk-drive industry in 1988 with sales of over $1.3 billion. Other competitors like Computer Memories, Micropolis, Maxtor, Quantum and Priam were minor industry players with combined sales of less than $1 billion. There were other new competitors who entered the industry in 1987 and 1988.

Exhibit 1. Consolidated Income Statement Exhibit 2. Horizontal Analysis - Trend Percentages of the Income Statement This shows that its products are still saleable. It is also evidenced that there is increasing demand for 3 1/2-inch disk

Intel Corporation, 1968-1997 Synopsis: This case traces the strategic decisions of Intel Corporation which defined its evolution from being a start-up developer of semiconductor memory chips in 1968 to being the industry leader of microprocessors in 1997 when it ranked amongst the top five American companies and had stock market valuation of USD 113 billion.