Essay about Hp Kittyhawk Case Analysis

Teams were able to introduce a new line of microcomputers in four different regions. All five teams were entering the market at the same time and they started with exactly the same amount of resources and knowledge of the market. There were three business segments in PC market. The higher priced Mercedes segment, included high performance computer for use in engineering and manufacturing applications. The medium priced, largest group of customers was the Workhorse segment, which was based on easy to use PC. The Traveler segment included practical computer to use while traveling and their customers were price sensitive. In quarter one, the teams were to establish their firm and set up their shop. Following, in quarter two, the teams dived in to test the market. In quarter three, the teams had to make some changes and decided on market expansion. In quarter four, they made choices to invest in the future. In quarter five, they had to expand their business strategies. In quarter six, they were able to adjust their firm’s strategies, tactics, study the market, review financials, evaluation production data if it was

HP did many things correctly when addressing the challenges for disruptive change. For instance, they organized a smaller team of “hungry” individuals from marketing, manufacturing, and research and development that moved the project away from the core group essentially acting as a small startup business. The smaller group was motivated to establish itself and prove their product was worthy of funding and upper management support. They also differentiated themselves by choosing team members that were uninterested in maintaining status in the company mainstream way of thinking. HP allowed a lot of leeway to the Kitty Hawk team in making decisions and providing financial backing to the project’s

Kathryn McNeil’s was recently hired and her undertakings as an IBM product manager were complex and extensive. She dealt with the stream of stock for all IBM PCs across the nation, which arrived at the averaged to $40 million every month. To do this, she spoke with the IBM Corporate Headquarters Team regularly to place requests and ensure that each retail outlet had a six-week supply of PCs available. The procedure included arranging conveyance dates and guaranteeing that conveyed items met client details. When IBM reported another product, McNeil evaluated the plausible effect it would have on current items and decided the amount of the new change that ought to be bought. She additionally gave the Sayer administration staff with every day, week by week, and month to month examinations of the product offerings as reports and spreadsheets. At last, McNeil remained in near contact with the field delegates who sold the PCs at the different Sayer-claimed retail outlets all through the nation. She issued declarations to the field delegates when there was a change or an issue with an item, and her phone was an open line for any illustrative who had a question or consumer loyalty issue that required McNeil 's consideration. Her reports were dependably on time and sensibly elegantly composed, great

As Krames describes, even though the intent was not to revolutionize, the mass customization and the providing competitive price to customer by eliminating the middleman, changed the landscape of computer business. Consumers, for

Subsequently, several disruptive innovations, at their inception, are not better than existing products – they are worse. Anyone who required a mainframe at the dawn of the Personal Computer age discovered that it was an underwhelming, disappointing alternative; yet, the improvements and iterations demonstrated by the product eventually expanded to capture those in the mainframe market. The initial prospect of fostering low-quality alternatives, thus, does not always live up to the best that

For instance, Canada's federal government has delegated the responsibility for airports to local authorities. As a result, many Canadian airports have transformed into brighter, cleaner, and more modern facilities that have become more expensive to operate 3. Canada’s airports have spent more than $9.5 billion on improvements since 19922. According to the CEO of Transat A.T. Inc, “it costs three times as much for an airline to land in Pearson Airport in Toronto as at Charles-de-Gaulle in Paris” 2. Such high landing fees have made Pearson and other major Canadian airports less desirable landing destinations; increasing costs for airlines, and as a result, often increasing prices for consumers. Pearson Airport is West Jet’s “second-largest hub and main connection point in Eastern Canada” and almost half of its destinations are to Canadian airports2, Such high costs of landing in major Canadian cities require that WestJet finds more ways to cut costs and remain the cost leader in its industry.

Accordingly, “major new-product development activity was replaced by incremental product line extensions” (p.56) that resulted in a major revenue stall. The premature core abandonment cause is illustrated with the Kmart example. While the company was investing in a range of unrelated businesses searching for growth, Wal-Mart developed effective distribution and inventory systems. Kmart’s management failed to monitor and match these systems and fell far behind its rival. Hitachi’s example illustrates the talent bench shortfall. One of the leading causes of the stall was the company had executive management that lacked capabilities.

a. Based on the reading, The Half-Truth of First-Mover Advantage, it says that many failures stem from differences in how developers and consumers view needs and products. Every customer’s purchase habits and needs of a product are different, so developing new products based on only listening to customers would cause more variations on the results.

The business division also felt that IT lacked credibility, and could not be trusted to complete business projects successfully. These feelings were further reinforced by the fact that it took IT a long time to install new, business related technology. To make matters worse, these new applications and systems often did not work as expected right away and the IT staff seemed uninterested in fixing them quickly. Hefty Hardware also had a high CIO turnover due to the many failed projects.

In order to hold their place as the dominant seller in their favored industries, W. L. Gore & Associates must choose between advancing as a technological pioneer or cutting costs and becoming the lowest priced provider available. If they were to pursue the first route, it may be to their advantage to expand their research and development departments, as well as reorganize the way they market their products. On the other hand, if W. L. Gore & Associates felt that the more prudent course of action would be to become the most competitively priced provider, the company would need to seek out and reduce superfluous costs more efficiently.

Despite the long list of reasons why the project should have failed, it didn’t. In the midst of all the missteps, Apple made several key decisions which propelled the project to success. One area where Apple thrived was in staffing. Although the engineers lacked experienced, the management involved in the project were innovative, creative, passionate, and practical. They worked tirelessly to make the project a reality and cared very deeply about its success. It was their innovation and tireless effort that slowly caused the project to transform. The team came to the realization that “a notebook was not a piece of business equipment that someone operated; it was a personal object with which they formed a relationship.” It was this realization that drove the project’s success. The project became not only about size but about ergonomics and about finding a

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

Piasecki Helicopter was a helicopter manufacturer from 1940 to 1960. Frank Piasecki founded the company. Frank Piasecki built one of the first helicopters to ever fly in the United States. The company change names many times during Helicopter production and in 1956, it was changed toVertol (Vertical take-off and landing) Aircraft Corp. Boeing bought the company in 1960 and renamed it to Boing Vertol. The US Army in conjunction with Boeing Corporation began a project in the 1960’s where they develop and advance helicopter prototype named, Boeing Vertol BV-347. The project started as a CH-47A Chinook Helicopter Airframe. Boing started implementing various concepts that were aimed at testing and improving the CH-47 for use in the

Moreover, the products were developed based on what the company believed the consumers wanted (O’Neill 2010). The group completely forgot one of the keys of success of every company, the customers and their needs.

Page eight of the case begins to outline some of the challenges that the HP-Cisco alliance had already faced concerning the sale of joint products. For example, we learn that at HP, Cisco products did not count towards a sales representative’s quota and this resulted in a decline in sales of Cisco equipment by HP sales representatives. Further, if HP or Cisco sales staff had to master not only their parent company product line,