Hewlett-Packard: the Flight of the Kittyhawk Case Analysis Essay

828 WordsSep 7, 20134 Pages
Kittyhawk is 1.3-inch hard-drive disk that HP trying to put up to the new market. HP tries to target a new market and earning profitable revenue from it. Even though the idea of this project is clever but the project failed in the end. The start of the Kittyhawk actually goes well. It has the support from the senior management. HP set up a special group which focus on the project to distinction from the main products that HP already had and the group separate from the company which give them freedom to develop the hard drive. They try to control their product in a time manner because they understand the technology change fast and once it change. It might lead to the failure of their product. Also the team atmosphere is also important…show more content…
Apparently, the customer was very different from the original target customer. Also when it comes to disruptive technology, it’s hard to say that when is the best time to launch the new product. It might need more time for market to adapt it. The existing customer might adapt it faster than the new customer. But after all, most customers would need time to see if this disruptive technology would meet their need. It’s always a need to set a goal for a new project but when it comes to disruptive technology, it’s hard to set the perfect goal for it. Without knowing what their product will be and not understanding who’s their customers, the team set of a goal for of earned $100 million revenue in two years and to achieve revenue growth of 35%. The Kittyhawk team should just follow their original goal and try to attract customer as much as they can and change their product base with the market need. But because of having to achieve earned $100 million revenue and revenue growth of 35%, they have to make new technology to reach the goal. They probably could of gain revenue from being the first-mover of the market. In my opinion, the Kittyhawk team should know where their customers are and what is their customers’ need. (Christensen, 1994). Next is set the goal right. Specially, when trying to launch a disruptive technology, it’s hard to know when to meet

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