Adithya Raj- A Study of Hp's Relationship Assessment Program & IPG Enterprise Customer Survey,...

8/14/2019 Adithya Raj- A Study of Hp's Relationship Assessment Program & IPG Enterprise Customer Survey, Internship @ HP

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LIST OF CONTENTS

1.EXECUTIVE SUMMARY..................................................................................2

2. INTRODUCTION...............................................................................................5

2.1 INDUSTRY OVERVIEW...............................................................................6

2.2 COMPANY OVERVIEW..............................................................................18

3. PROJECT PROFILE........................................................................................29

4. OBJECTIVE OF STUDY.................................................................................32

5. RESEARCH METHODOLOGY.....................................................................34

6. OBSERVATION AND ANALYSIS.................................................................37

7. FINDINGS..........................................................................................................60

8. RECOMMENDATIONS AND CONCLUSIONS..........................................67

9. LEARNING OUTCOMES...............................................................................71

10. REFERENCES................................................................................................73

11. ANNEXURE....................................................................................................75

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1.EXECUTIVESUMMARY

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EXECUTIVE SUMMARY

The high-tech industry has seen unprecedented consolidation over the past five years as

globalization trends intensify and the sector matures. In addition to pursuing an innovative

organic growth strategy, HP has maintained its competitive position with aggressive merger and

acquisition initiatives acquiring such market leaders as Compaq, Voodoo-PC, Peregrine, Mercury

Interactive and Opsware. With many of HP's products and services already occupying leading

positions in their respective markets, the company sought to build customer loyalty by ensuring

synergies gained from its M&A activity benefited its customers. In many important ways, HP's

sales organization is the front line in achieving its growth goals providing the main

communication channel to its customers.

Hewlett-Packard (HP) has now overtaken IBM as the number one IT vendor for Enterprise

customers. One of the significant drivers of HP's success has been its focus on improving

customer loyalty. By proactively managing elements of the business relationship in an effort to

improve customer loyalty, HP account managers have found their customer base expanded and

uncovered larger and more strategic opportunities as well. A key program in raising HP's

customer loyalty scores is a customer relationship development and growth initiative started

couple of years ago called the Relationship Assessment Process (RAP). At its foundation, RAP is

managed through the Satmetrix for Account Management solution (SAM), which enablescompanies to create actionable customer loyalty programs. Satmetrix for Account Management

includes flexible, Voice-of-the-Customer technology that makes it easy for HP's sales

organization to collect customer feedback on a global scale. HP sales use RAP results to explore

and act on customer satisfaction, loyalty and other important customer relationship dimensions.

I carried out my project concerning Relationship Assessment Program and IPG Enterprise

Customer Survey for HP, to assess the existing level of relationship between HP and its Top

Accounts. Based on the feedback from these accounts, I identified top 5 areas of improvement,

which can result in their better relationship with HP.

The project was carried out throughout India either through Telephonic, Web or Face-to-face

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interview. My study particularly involved finding out importance of the factors that drives their

businesses and hence evaluate the performance of each satisfaction driver.

In the case of IPG Enterprise Customer Survey, I conducted a Blind telephonic Survey in which

I was interested in learning about the experience of the customers with their Printer

Manufacturers Services and their Support Capabilities.

This project has generated new customer insights to build stronger, more valuable and profitable

customer relationships.

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2.INTRODUCTION

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INTRODUCTION

The computer software and services industry is a highly dynamic and growing industry. Its

phenomenal growth offers great opportunities for economic growth and development. However,

it has a relatively short history which is especially true when considered outside of the United

States expansion. Such a short history makes determining patterns of future growth particularly

difficult, including patterns of where future growth will be located. Despite the high growth rates

and dynamic shifts in the fortunes of new and existing players, paradoxically much of the way it

has been shaped in developed countries, over recent years, has been by way of constraints and

barriers to growth (this is set to continue). However, it is these constraints in developed countries

which provide remarkable opportunities for developing countries to participate in this high

growth, high value-added industry, which is so pivotal to the knowledge based economies of the

twenty-first century. The internationalization of computer software and services activity came

late compared with the manufacturing industry and many other service activities. Only hardware

manufacturers served international markets in the period up to the mid-1970s. However, by the

end of the 1980s, the international spread in the coverage of the industry had taken off.

Over recent years, much has been made of the relocation and new investment in computer

services mainly to developing countries, which nonetheless represent significant repositories of

scientific and technical capabilities. Such moves have long been heralded and are now starting to

take effect. This process, in part, reflects the hollowing out of such service activity by

redirecting not just routine activities overseas, as has often occurred in manufacturing, but also

key research, design, programming and maintenance work. The most cited example of a

developing country that has expanded its software industry is that of India.

2.1 INDUSTRY OVERWIEW

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The information technology boom may have begun in the 1990s and we have seen the IT

industry, grow to be one of the most lucrative industries. IT companies around the world have

become global and undeniably one of the richest sectors in the world. The invention of the

WWW and internet aided the growth of computer technology and after the demand and use of

computers began increasing after the 1990s. The computer industry (hardware and software) has

grown by leaps and bounds at an unprecedented rate.

LIST OF GLOBAL PLAYERS

Table 1 : List of IT Companies

S. No. COMPANIES

1 HP

2 IBM

3 Microsoft Corporation

4 Google

5 Dell

6 SAP

7 Symantec

8 Apple

9 Yahoo

10 Oracle Corporation

The North American market holds the top spot in IT spend. Even with the economic slowdown

this market is forecasted to be the biggest IT spender accounting for around 41% of global IT

trend, i.e., $1.2 trillion. The largest and most profitable of IT companies are located in the United

States.

GLOBAL HUMAN CAPITAL

In recent years there has been significant change in the way labor is pooled across the globe. The

influences of technology and growth have effectively caused industry leaders to have to change

their focus from the brute force of labor (factor of production of traditional Economics) to the

actual quality of the workers available globally (Global Outsourcing). This has produced a shift

in tactics for those who manage Human Resources. It is now pertinent to devise strategies to

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Green IT is expected to be an important highlight during 2009. According to the Green IT

Survey conducted by IDC, over 50 per cent consider suppliers greenness when buying IT,

almost 80 per cent think the importance of greenness as an IT buying consideration is growing,

and over one-third have policies that favor green vendors. 2009 will see the introduction of green

products (energy-efficient, space-efficient, materials efficient, regulatory compliant) that will

create meaningful differentiation and move market share.

INDIAN SCENARIO

In India, the software boom started somewhere in the late 1990s. Most of the Indian IT

companies at that moment offered only limited services such as the banking and the engineering

software. The business product boom started with the emergence of Y2K problem, when a large

number of skilled personnel were required to fulfill the mammoth database-correction demand in

order to cope up with the advent of the new millennium.

The profile of the Indian IT Services has been undergoing a change in the last few years, partly

as it moves up the value chain and partly as a response to the market dynamics. Ten years ago,

most US companies would not even consider outsourcing some of their IT projects to outside

vendors. Now, ten years later, a vast majority of US companies use the professional services of

Indian Software engineers in some manner, through large, medium or small companies or

through individuals recruited directly.

TIMELINE OF INDIAN IT INDUSTRY

1968: The Tata industrial conglomerate forms software services unit Tata Consultancy

Services.

Mid-1970s: IBM exits India. Import duties of 150 percent or more mean that VCRs cost

$3,000 and TVs cost $6,000. Wipro starts to create India's first homegrown PC.

1991:National financial crisis causes government to introduce major reforms.

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1993: A group of IT leaders determines plan for IT industry. Professor Deepak Phatak

predicts India's IT output will hit $100 billion by 2010. "Everyone thought that sounded

crazy, so we changed it to $50 billion by 2008," he said. The latter figure is on track.

1994: Telecom liberalized.

1995: TCS determines that its CasePac tool developed for IBM can be used to scan software

for Y2K problems. An industry is born.

1999: Y2K contracts pile into India.

2002: Indian companies expand hiring. Massive layoffs in US

2003: Led by service conglomerates such as Wipro and Infosys, India becomes a primary

destination for offshore outsourcing as foreign companies seek to lower cost

The evolution of the IT & ITES industry took place in four phases as under:

PHASE-1:

In the first phase of evolution of the ITES industry in India, many MNCs established captive

units in India for customer support and transaction processing. General Electric Capital Services

(now Genpact) was the first MNC to pioneer ITES in India when it opened an Indian-based

international call centre in 1997 to perform tasks such as money collection, credit-card servicing,

and data management. Other multinationals followed, establishing their own captive wholly-

owned offshore facilities. These included British Airways (World Network Services), HSBC and

Swissair.

PHASE-2:

In the second phase, third-party units were set up in India by MNCs (for outsourcing activities),

non-resident Indians (NRIs), Indian independents, and Indian IT companies. Established

software services such as Infosys, Wipro and Satyam ventured into the ITES business in 2002 by

establishing subsidiaries. Quite a few of these third-party start-ups were small ventures with 50-

100 seats (workers), and they generally focused on low-skill, routine activities, competing

primarily on the basis of cost. More developed IT outsourcing firms tended to move towards

higher value-added products competing to a greater extent on specialized talent.

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PHASE-3:

The third phase of evolution of ITES industry in India has been characterized by the increasing

trend towards geographical dispersion of activities, mergers & acquisitions (M&A) have also

taken place within the industry within this phase. Industry observers reported 574 M&As in

2003, and 353 in 2004. With this process, many smaller ITES companies found it difficult to

survive, and the M&A activity has continued. Going forward, competing small and medium-

sized firms with complementary skills are likely to merge their operations to compete with larger

global firms.

PHASE-4:

In the current and fourth phase of evolution of the ITES industry in India, there is an increasing

trend towards Indian companies acquiring small to medium-size businesses in overseas

locations. These foreign acquisitions mark a contrast to the practice of foreign MNCs setting up

BPO units in India to take advantage of the lower costs here. Also, these acquisitions are

probably in the nature of a market-entry strategy. There is also the growing trend of niche

players in industry verticals or specific business processes setting up BPO businesses. Many of

these players have had long experience in the domestic market and are now offering offshore

BPO services.

The Indian IT sector has gone through a lot since the end of the September 2008 quarter. The

quarter gone by has seen some positives but a lot of negatives for the sector. On the positive side,

the quarter saw the completion of 3 notable acquisitions: US$ 678 million all cash Axon

acquisition by HCL Technologies outbidding Infosys Technologies, US$ 515 million all cash

Citigroup Global Services (CGSL), the Indian captive BPO of Citi acquisition by TCS and US$

127 million all cash Citi Technology Services acquisition by Wipro Whereas the Axon

acquisition strengthened the SAP consulting practice of HCL Technologies, the TCS acquisition

ensured assured business of US$ 2.5 billion over 9 year and the Wipro's acquisition assured

revenues of US$ 500 million over 6 years. The negatives has been the uncertainty regarding the

future IT spent, pricing pressure, the Satyam Computer debacle, the appreciation of the US dollar

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against the Euro, Pound Sterling and Australian Dollar. The US dollar has appreciated by 20%

against the Pound Sterling, 18% against the Australian Dollar and 2% against Euro. The Satyam

debacle had shaken the confidence of the global clients on Indian IT. Though, the reactions are

mixed regarding the impact on the debacle on Indian IT, the event has left a scar on the Indian

IT. Managements of all IT Companies have showed their concerns on the IT spent and

indecisiveness on big deals. A recent report of deal signings has shown that there has been a

marked fall in the contract value of deals signed in the second half of 2008. However, on the

positive side, the share of Indian vendors has increased. However, the environment is

deteriorating.

For the quarter ended December 2008, on a sequential basis, the consolidated operating revenues

of 54 sector companies taken together grew 3% at Rs 30563 crore backed rupee depreciation

benefit of 10-12% however marred by cross currency movement impacting about 6-8% andnegative to flattish volume growth on the back of lower number of working days. This quarter

saw the impact of dip in realizations. Of the total operating revenues the top 4 companies

contributed 72%. The operating margins improved 70bps at 24.6% aided by rupee depreciation

and cost rationalization measures. The operating profit for quarter grew 6% at Rs 7515 crore.

The other income for the quarter was down 31% at Rs 30 crore on the back of mark to market

losses. Interest cost for the quarter was down 13% at Rs 227 crore and depreciation/amortization

charge was up 6% at Rs 931 crore. The tax provision including current tax, deferred tax and

fringe benefit tax was up 1% at Rs 873 crore with effective tax rate down 70bps at 13.7% and the

consolidated net profit grew 7% at Rs 6445 crore with top 4 companies contributing 80%.

CURRENT INDIAN SCENARIO

The phenomenal growth of the Indian IT and ITES-BPO sector has had a perceptible multiplier

effect on the Indian economy as a whole. In addition to the direct positive impact on National

Income, the sector has grown to become the biggest employment generator, and has spawned the

mushrooming of several ancillary industries such as transportation, real estate and catering, and

has created a rising class of young consumers with high disposable incomes, triggered a rise in

direct-tax collections and propelled an increase in consumer spending.

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As a proportion of national GDP, the IT-BPO sector revenues have grown from 5.2 per cent in

2006- 07 to an estimated 5.5 per cent in 2007-08. The outlook for Indian IT-BPO remains bright,

and the sector is well on track to achieve its aspired target of US$ 60 billion in export revenues

and US$ 73 - 75 billion in overall software and services revenues by 2010.

Graph 1: Indian It Exports and Domestic Revenue Growth

SOURCE: NASSCOM

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Table 2 : Indian IT-BPO Industry Sector-wise Revenue Break-up

SOURCE: NASSCOM

Indian IT-BPO grew by 12 per cent in FY2009 to reach USD 71.7 billion in aggregate revenue.

Software and services exports (includes exports of IT services, BPO, Engineering Services and

R&D and Software products) reached USD 47 billion, contributing nearly 66 per cent to the

overall IT-BPO revenue aggregate.

IT-BPO exports (including hardware exports) reached USD 47.3 billion in FY2009 as against

USD 40.9 billion in FY2008, a growth of 16 per cent. While the US (60 per cent) and the UK (19

per cent) remained the largest IT-BPO export markets in FY2008, the industry footprint is

steadily expanding to other geographies - with exports to Continental Europe in particular

growing at a CAGR of more than 51 per cent over FY2004-2008. The industrys vertical market

exposure is well diversified across several mature and emerging sectors. Banking, Financial

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Services and Insurance (BFSI) remained the largest vertical market for Indian IT-BPO exports,

followed by Hi-tech/Telecom which together accounted for 61 per cent of the Indian IT-BPO

exports in FY2008.

In FY2009, domestic market (including hardware) grew at nearly 19 per cent in INR terms to

reach INR 1,113 billion (USD 24.3 billion); domestic software and services market reached INR

572 billion (USD 12.5 billion).

CONTRIBUTION TO GDP

As a proportion of national GDP, the sector revenues have grown from 1.2 per cent in FY1998 to

an estimated 5.8 per cent in FY2009. Net value-added by this sector, to the economy, is

estimated at 3.5-4.1 per cent for FY2009.

Table3: Percentage Contribution To GDP By IT Sector

YEAR GDP

1998 1.2

1999 1.4

2000 1.8

2001 2.6

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2002 2.8

2003 3.2

2004 3.6

2005 4.1

2006 4.8

2007 5.2

2008 5.5

2009 5.8SOURCE: NASSCOM

Graph2: Percentage Contribution To GDP By IT Sector

EMPLOYMENT

The total IT employment is expected to reach 2.2 million mark in 2009. The indirect

employment attributed by the sector is estimated to about 8.0 million in year 2009. This

translates to the creation of about 11 million job opportunities attributed to the growth of this

sector.

Table4: Employment Generated By IT Sector In Millions

YEAR EMPLOYMENT

1998 0.191999 0.23

2000 0.28

2001 0.43

2002 0.52

2003 0.67

2004 0.83

2005 1.05

2006 1.29

2007 1.63

2008 22009 2.2

SOURCE: NASSCOM

Graph3: Employment Generated By IT Sector In Millions

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NASSCOM released the performance review of FY2008-09 and taking a two year view to factor

in the volatile environment, estimates the Indian IT industry to grow at 15% CAGR to achieve

exports revenues of US$ 60-62 billion by FY2011. Earlier, NASSCOM had earlier estimated

achieving revenues of US$ 60 billion by end of FY2010 itself. Uncertain economic environment

is expected to prevail and the World growth is projected to fall 0.5% in 2009, lowest since 60

years, but Nasscom expects the world economy to recover with a 3% in 2010.

Software and Services export revenues is estimated to grow over 16-17% to reach US$ 47 billion

in FY09. BPO exports are estimated to grow by 17.5% to be US$ 12.8 billion; IT Services

exports are estimated to grow by 16.5% to be US$ 26.9 billion and IT Products and Engineering

Services is estimated to grow by 14.4% to be US$ 7.3 billion.

India's domestic IT-BPO market is estimated to cross Rs 111,000 crore in FY2009 at nearly

20% growth rate. Hardware is estimated to grow by 17% to be Rs 54,070 crore; IT Services is

estimated to grow by 20% to be Rs 38,020 crore; Software Products is estimated to grow by 15%

to be Rs 10330 crore and BPO is estimated to grow by 40% to be Rs 8,870 crore. Over a 4-year

period (FY04-FY08), Continental Europe is estimated to grow 51.4% as against an industry

growth rate of 33.3% whereas in the same period, US share has come down from 68.2% to 60%

of the industry revenues.

Nasscom indicated that '2008-09 has been challenging for economies across the globe, however

the Indian IT-BPO industry has exhibited a balanced growth. We have seen Europe, Asia Pacific

and rest of the world grow more than US, reaffirming geographical diversification as an

encouraging trend for this industry. In the last year we have seen an increase in the global

footprint of the Indian industry, which now has over 400 delivery centers across 52 countries.

This strategy of geographical diversification will also help the industry take forward its

competitive edge. In the next 20-24 months, we see a strong focus by organizations on

productivity, benchmarking, and enhanced operational efficiencies. From a customers' point of

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view, the focus will remain on consolidation, integration and regulation all of which will drive

newer business opportunities for the industry.

2.2 COMPANY PROFILEHEWLETT-PACKARD COMPANY

HP was incorporated in 1947 under the laws of the State of California as the successor to a

partnership founded in 1939 by William R. Hewlett and David Packard. In May 2002 HP

acquired Compaq Computer Corporation, which significantly expanded the breadth and depth of

HPs product offerings, increased overall scale and reach, drove substantial improvements in

cost structure and generally improved competitive position.

I. BUSINESS

HP is a leading global provider of products, technologies, software, solutions and services to

individual consumers, small and medium sized businesses (SMBs), large enterprises,

including the public and education sectors. HPs offerings span:

Personal computing and other access devices

Imaging and printing-related products and services

Enterprise information technology infrastructure, including enterprise storage and server

technology, enterprise system and network management software, and

Multi-vendor customer services, including technology support and maintenance,

consulting and integration and managed services

HP Products and Services; Segment Information

HP is organized into five business segments:

Technology Solutions Group (TSG)

Personal Systems Group (PSG)

Imaging and Printing Group (IPG)

HP Financial Services (HPFS)

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HPS provides a portfolio of multi-vendor IT services, including technology services, consulting

and integration and managed services, also known as outsourcing. HPS also offers a variety of

services tailored to particular industries such as communications, media and entertainment,

manufacturing and distribution, financial services and the public sector, including government

and education services. HPS collaborates with the Enterprise Storage and Servers and Software

groups, as well as with third-party system integrators and software and networking companies to

bring solutions to HP customers. HPS also works with HPs Imaging and Printing Group and

Personal Systems Group to provide managed print services, end user workplace services, and

mobile workforce productivity solutions to enterprise customers.

c. Software

Software provides management software solutions, including support, that allow enterprise

customers to manage their IT infrastructure, operations, applications, IT services and business

processes under the HP Open-View brand. In addition, this segment delivers a suite of

comprehensive, carrier-grade software platforms for developing and deploying next-generation

voice, data and converged services to network and service providers under the HP Open-Call

brand.

1. Personal Systems Group

PSG is one of the leading providers of personal computers (PCs) in the world based on unit

volume shipped and annual revenue. PSG provides commercial PCs, consumer PCs,

workstations, handheld computing devices, digital entertainment systems and other related

accessories, software and services for the commercial and consumer markets.

2. Imaging And Printing Group

IPG is the leading imaging and printing systems provider in the world for consumer and

commercial printer hardware, printing supplies, printing media and scanning devices. IPG is also

focused on imaging solutions in the commercial markets, from managed print services solutions

to addressing new growth opportunities in commercial printing in areas such as industrial

applications, outdoor signage, and the graphic arts business. When describing HPs performance

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in this segment, inkjet printer units and digital photography and entertainment products and

services are grouped into consumer hardware, LaserJet printers and graphics and imaging

products are grouped into commercial hardware and break out printer supplies separately.

Inkjet Printers: Inkjet systems include desktop single function and inkjet all-in-oneprinters, including photo, productivity and business inkjet printers and scanners

Digital Photography and Entertainment: Digital imaging products and servicesinclude photo specialty printers, photo kiosks, digital cameras, accessories and online

photo services through Snap-fish in North America. An important part of IPGs strategy

is to provide digital imaging solutions that rival traditional imaging for quality, cost and

ease of use so that consumers can manage their digital imaging throughout the home and

outside the home

LaserJet Printers: LaserJet systems include monochrome and color laser printers,

printer-based multi-function devices and Total Print Management Solutions for enterprise

customers. A key initiative in this area of IPGs business has been and continues to be

driving color printing penetration in the office

Graphics and Imaging:Graphics and Imaging products include large format (Design-Jet) printers, Indigo and Scitex digital presses, digital publishing solutions and graphics

printing solutions. A key initiative for IPG is to capture high-value pages by developing

compelling solutions for the industrial, commercial printing and graphics segments

Printer Supplies:Printer supplies include LaserJet toner and inkjet cartridges and otherprinting related media. These supplies include HP-branded Vivera and Color-Sphere ink

and HP Premium and Premium Plus photo papers, which are designed to work together

as a system to produce faster prints with improved resistance to fading, increased print

quality and better affordability

1. HP Financial Services

HPFS supports and enhances HPs global product and service solutions, providing a broad range

of value-added financial life cycle management services. HPFS enables HPs worldwide

customers to acquire complete IT solutions, including hardware, software and services. The

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group offers leasing, financing, utility programs and asset recovery services, as well as financial

asset management services for large global and enterprise customers. HPFS also provides an

array of specialized financial services to SMBs and educational and governmental entities. HPFS

offers innovative, customized and flexible alternatives to balance unique customer cash flow,

technology obsolescence and capacity needs.

2. Corporate Investments

Corporate Investments is managed by the Office of Strategy and Technology and includes

Hewlett-Packard Laboratories, also known as HP Labs, and certain business incubation projects.

Revenue in this segment is attributable to the sale of certain network infrastructure products,

including Ethernet switch products that enhance computing and enterprise solutions under the

brand ProCurve Networking.

I. COMPETITION

HP encounters aggressive competition in all areas of business activity. HP competes primarily on

the basis of technology, performance, price, quality, reliability, brand, reputation, distribution,

range of products and services, ease of use of its products, account relationships, customer

training, service and support, security and availability of application software and its Internet

infrastructure offerings.

The markets for each of HPs business segments are characterized by vigorous competition

among major corporations with long-established positions and a large number of new and rapidly

growing firms. Product life cycles are short, and to remain competitive HP must develop new

products and services, periodically enhance its existing products and services and compete

effectively on the basis of the factors listed above. In addition, HP competes with many of its

current and potential partners, including original equipment manufacturers (OEMs) that

design, manufacture and often market their products under their own brand names. HPs

successful management of these competitive partner relationships will continue to be critical to

its future success.

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On an overall basis HP is the largest U.S.-based company offering a wide range of general

purpose computers and personal information, imaging and printing products for industrial,

scientific, business and consumer applications, and IT services. HP is the leader or among the

leaders in each of its principal business segments.

The Competitive Environments In Which Each Segment Operates Are Described

Below:

Enterprise Storage and Servers:

The areas in which ESS operates are intensely competitive and are characterized by rapid and

ongoing technological innovation and price reductions. Its competitors range from broad

solutions providers such as International Business Machines Corporation (IBM) to more

focused competitors such as EMC Corporation in storage, Dell, Inc. (Dell) in industry

standard servers, and Sun Microsystems, Inc. in UNIX-based servers. HP believes that its

important competitive advantages in this segment include its broad range of server and storage

products and related software and services. HPs global reach, significant intellectual property

portfolio and R&D capabilities, which will contribute to further enhancements of HPs productofferings and ability to cross sell its portfolio and leverage scale advantages in everything from

brand to procurement leverage.

HP Service:The principal areas in which HPS competes are technology services, consulting and integration

and managed services. The technology services and consulting and integration markets have

been under significant pressure as customers scrutinize their IT spending. However, this trend

has benefited the managed services business as customers attempt to reduce their IT costs and

focus their resources on their core businesses. HPs key competitors in this segment include IBM

Global Services, systems integration firms such as Accenture Ltd., outsourcing firms such as

Electronic Data Systems Corporation and offshore companies. Many of its competitors are able

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to offer a wide range of services through a global network of service providers, and some of its

competitors enjoy significant brand recognition. HPs competitive advantages include its global

delivery organization, deep technical expertise, diagnostic and IT management tools as well as

ability to offer customers alternative service offerings from hardware support to consulting to

datacenter outsourcing.

Software:

HPs software competitors include companies focused on providing software solutions for IT

management, such as BMC Software Inc, CA Inc., and IBM Tivoli Software.

Personal Systems Group:

The areas in which PSG operates are intensely competitive and are characterized by rapid price

reductions and inventory depreciation. HPs primary competitors for the branded personal

computers are Dell, Acer Inc, Apple Computer, Inc., Gateway, Inc., Lenovo Group Limited and

Toshiba Corporation. In particular regions, it also experiences competition from local companies

and from generically-branded or white box manufacturers. HPs competitive advantages

include its broad product portfolio, innovation and research and development capabilities, brand

and procurement leverage, ability to cross sell its portfolio of offerings, its extensive service and

support offerings and the availability of broad based distribution of products from retail and

commercial channels to direct sales.

Imaging and Printing Group:

HP is the leading imaging and printing systems provider in the world for printer hardware,

printing supplies and scanning devices. HP believes that its brand recognition, reputation for

quality, breadth of product offerings and large customer base are important competitive

advantages. However, the markets for printer hardware and associated supplies are highly

competitive, especially with respect to pricing and the introduction of new products and features.

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IPGs key competitors include Canon USA, Inc., Lexmark International, Inc., Xerox Corporation

(Xerox), Seiko Epson Corporation, Samsung Electronics Co. Ltd. and Dell. In addition,

independent suppliers offer refill and remanufactured alternatives for HPs supplies which,

although generally offering lower print quality and reliability, may be offered at lower prices and

put pressure on HPs supplies sales and margins. Other companies also have developed and

marketed new compatible cartridges for HPs laser and inkjet products. In recent years, HP and

its competitors have regularly lowered prices on printer hardware both to reach new customers

and in response to the competitive environment. Important areas for future growth include digital

photography in the home and outside the home, printer-based multi-function devices in the office

space, digital presses in its imaging and graphics space and driving color printing expansion in

the office. While HP encounters competitors in some product categories whose current market

share is greater than HPs, such as Xerox in copiers and Heidelberger Druckmaschinen

Aktiengesellschaft in publishing, HP believes it will provide important new contributions in the

home, the office and publishing environments by providing comprehensive solutions.

HP Financial Services:

In HPs financing business, its competitors are captive financing companies, mainly IBM Global

Financing, as well as banks and financial institutions. HP believes its competitive advantage in

this business over banks and financial institutions is its ability to finance products, services and

total solutions

Economic Uncertainty Could Affect Adversely HPs Revenue, Gross Margin and

Expenses:

HPs revenue and gross margin depends significantly on general economic conditions and the

demand for computing and imaging products and services in the markets in which it competes.

Economic weakness and constrained IT spending has previously resulted, and may result in the

future, in decreased revenue, gross margin, earnings or growth rates and problems with its ability

to manage inventory levels and collect customer receivables. HP could experience such

economic weakness and reduced spending, particularly in its consumer businesses, due to the

effects of high fuel costs. HP also has experienced, and may experience in the future, gross

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margin declines in certain businesses, reflecting the effect of items such as competitive pricing

pressures, inventory write-downs, charges associated with the cancellation of planned production

line expansion, and increases in pension and post-retirement benefit expenses. Economic

downturns also may lead to restructuring actions and associated expenses. Uncertainty about

future economic conditions makes it difficult for HP to forecast operating results and to make

decisions about future investments. Delays or reductions in information technology spending

could have a material adverse effect on demand for its products and services, and consequently

its results of operations, prospects and stock price.

Due to the international nature of HPs business, political or economic changes or other factors

could harm its future revenue, costs and expenses and financial condition. Sales outside the

United States make up more than 60% of HPs net revenue. So HPs future revenue, gross

margin, expenses and financial condition also could suffer due to a variety of international

factors.

Graph4: Revenue by Segment

Source: HP Annual Report 2008

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Graph5: Revenue by Region

Source: HP Annual Report 2008

Relationship Assessment Program (RAP)

The Challenge

Improving Customer Loyalty to Support HP's Strategic Growth Goals

The high tech industry has seen unprecedented consolidation over the past five years as

globalization trends intensify and the sector matures. In addition to pursuing an innovative

organic growth strategy, HP has maintained its competitive position with aggressive merger and

acquisition initiatives acquiring such market leaders as Compaq, Voodoo-PC, Peregrine, Mercury

Interactive and Opsware. With many of HP's products and services already occupying leading

positions in their respective markets, the company sought to build customer loyalty by ensuring

synergies gained from its M&A activity benefited its customers. In many important ways, HP's

sales organization is the front line in achieving its growth goals providing the main

communication channel to its customers. To that end, HP's leadership challenged its sales

organization to drive new levels of customer loyalty to help build more strategic relationships and

differentiate its capabilities from its competition.

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The Solution

A Consistent, Best-in-Class Customer Management Program for HP Sales

To support the sales organization's transformational efforts, HP established a strategic business

program called the Relationship Assessment Program (RAP). RAP was designed to measure and

drive increased sales effectiveness by focusing account management behaviors in areas that

provide the most compelling value to HP customers.

RAP has leveraged best-in-class methodologies, tools and analytics supported by the Satmetrix

for Account Management (SAM) solution. HP sales teams use the pre-arranged, structured

collection and feedback methodologies provided by RAP to assess the account relationship across

these three focus areas. RAP delivers these capabilities through a team of sales support resourcesand the Satmetrix for Account Management solution which automates much of the collection,

analysis and reporting requirements of the program.

RAP's Use of the Satmetrix for Account Management Solution

HP deployed the Satmetrix for Account Management solution to deliver a customer relationship

toolkit that was easy for its sales teams to adopt. This simplicity allowed RAP to quickly become

a "best practice" with progressive account managers. These sales leaders shared an interest in

conducting structured dialogs with their customers about other subjects than HP products and

services.

The RAP program takes advantage of Satmetrix for Account Management's web-hosted

technology platform, giving RAP the flexibility to gather global feedback through face-to- face

interviews or via the Internet. RAP also leverages the solution's multi-lingual capabilities to

provide a single solution across HP's many geographic regions. Over theyears, HP has worked

closely with Satmetrix to improve its customer assessments byaddressing the many dimensions

of its account relationships, including:

Service priorities

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Satisfaction

Loyalty

Gaps in understanding

Performance vs. competitors

Future customer and industry priorities

In addition to assisting the individual account teams, historical customer feedback is available

online, which allows HP to aggregate and analyze macro trends. Sales management applies these

insights to identify and validate systemic issues across accounts so that strategies, priorities and

resources can be adjusted in a more timelyfashion.

HP sales use RAP results to explore and act on customer satisfaction, loyalty and other important

customer relationship dimensions. The RAP program is currently being used with most of HP's

top 1000 Enterprise accounts and has become an integral part of the sales process. Interviews with

HP's global sales executives provided valuable insights into how their account teams have

leveraged RAP to build more strategic relationships with their customers. RAP helps HP optimize

relationships with its customers, supporting accelerated revenue, and improved customer loyalty.

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1.PROJECT

PROFILE

PROJECT PROFILE

In this era of globalization company can survive only when it knows the fast of consumer, which

is changing day by day. A company can get an edge over its competitors in these cutthroat

competitions through superior quality, innovations and better customer responsiveness.

More and more businesses today are recognizing the importance of operational loyalty programs

in which ownership and action are the responsibility of every employee. By cultivating a strong

loyalty program, companies can proactively address potential issues and identify new business

opportunities.

A key program in raising HP's customer loyalty scores is a customer relationship development

and growth initiative started couple of years ago called the Relationship Assessment Program

(RAP). Sales organizations can use RAP results to explore and act on customer satisfaction,

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loyalty and other important customer relationship dimensions. With insights provided by RAP,

sales teams are able to quickly analyze customer feedback and incorporate it into their business

plans, which have helped to increase HPs sales funnel and close more business.

I carried out my project concerning Relationship Assessment Program and IPG Enterprise

Customer Survey for HP to assess the existing level of relationship between HP and its Top

Accounts. Based on the feedback from these accounts, I identified top 5 areas of improvement,

which can result in their better relationship with HP.

RAP drives sales performance across three major areas of B2B customer relationships:

Service Level Performance: Doing the fundamentals well by ensuring that the account is

properly serviced to create positive impacts for the customer

Competitive Positioning: Providing differentiated performance by focusing activities in

the most valued areas for the customer

Customer Loyalty and Satisfaction: Ensuring long-term benefits for the customer that

build a set of referenced success stories to demonstrate the strategic nature of the

relationship.

The project was carried out throughout India either through Telephonic, Web or Face-to-face

interview. My study particularly involved finding out importance of the factors that drives their

businesses and hence evaluate the performance of each satisfaction driver.

In the case of IPG Enterprise Customer Survey, I conducted a Blind telephonic Survey in which I

was interested in learning about the experience of the customers with their Printer

Manufacturers Services and their Support Capabilities.

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1.OBJECTIVE OF

STUDY

OBJECTIVE OF STUDY

Assess the existing level of relationship between Hewlett Packard and its Top Accounts

through Relationship Assessment Program. Based on the feedback from top accounts,identify top 5 areas of improvement, which can result in their better relationship with HP

IPG Enterprise Customer Survey, in which we were interested in learning about the

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experience of the customer with their Printer Manufacturers Services and their Support

Capabilities

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5. RESEARCH

METHODOLOGY

RESEARCH METHODOLOGY

Type of Research

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Analysis for RAP data was done by using Satmetrix Software and in the case of IPG it was done

by using the MS excel. Percentage analysis was used to analyse the data. Histograms and pie

charts are used to explain the output.

Challenges Faced:

Getting an appointment from the respondents was a big challenge, as most of the

respondents were from top management

It was experienced during the survey that it was difficult to convince or make the

respondents understand the important of the project

Some time the emotional attachment and brand loyalty of respondents prohibited to give

correct information

The time constraint faced in the project might have affected the comprehensiveness of itsfindings

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6. OBSERVATION

&

ANALYSIS

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OBSERVATION AND ANALYSIS OF RAP

1. Overall satisfaction with HP

The section deals with theOverall satisfaction with HP. Data obtained from 60 respondents is

represented in tabular and graphical forms.

Business-to-business experiences with HP

Satisfaction LevelNo. of

Respondents

Completely satisfied 8

Very satisfied 20

Satisfied 16

Somewhat dissatisfied 10

Dissatisfied 6

With regard to Business-to-business experiences with HP 13%, 33% and 26% of the

respondents were completely satisfied, very satisfied and satisfied respectively. There are

a good 16% and 10% of respondents who were somewhat dissatisfied and dissatisfied

respectively.

Buying HP again

Buying HP againNo. of

Respondents

Definitely would buy 18

Probably would buy 22

Might or might not buy 10

Probably would not buy 10

If the respondents were in market for IT products and services today, how likely would

they buy, the above table shows the breakup of their responses.

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Recommend HP

Recommend HPNo. of

Respondents

Definitely would recommend 20Probably would recommend 16

Might or might not recommend 12

Probably would not recommend 8

Definitely would not recommend 4

When it came to recommending HP to other associates or colleagues, nearly 33%,

26% and 20% of them said they would definitely recommend, probably would

recommend and might or might not recommend respectively. In the case of

respondents saying probably would not recommend and definitely would not

recommend there were 13% and 6% accordingly.

2. Satisfaction Drivers and Performance

Under this section all the data deals with theSatisfaction Drivers and Performance of HP on a

scale of 1 to 10. Data obtained from 60 respondents is represented in tabular form.

Rating Comment

>=7Generally meeting requirements;maintain performance, or build on thesestrengths

6Some gaps exist; prevent these frombecoming problem areas


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It involves the entire process from the time the client orders the product till it is delivered

and installed. Rating from the respondents regarding HPs performance in EODB is

represented here

Rating No. of Respondents


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2g.The product, software and services information HP provides contributes to your IT

planning process



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8 20

9--10 7

2j. Effectiveness in helping you manage your total cost of ownership



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2m. Account team's ability to add strategic business value to help you meet your

company's business initiatives



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4b.In the long term according to respondents, HP should increase attention on

AreasNo. of

Respondents

Ease of doing business (EODB) 2

Integrated solutions (IS) 5

Services and technical support 16Business understanding and

partnership

Relationship value 15

In the long term according to respondents, HP should increase attention on Businessunderstanding and partnership (37%), Services and technical support (27%), and

Relationship value (25%).

4c. Top Strengths that cause respondents to choose HP over others

Strengths No. of Respondents

Reliable Hardware 36

Quality 30

Product range 19

Relationship 13

Branding 10

Price 7

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More than 50% of the respondents were happy with HPs product quality and

reliability, 32% of them said the product range is excellent when compared to

competition.

4d. Top things that respondents would like to see changed or improved

Weakness No. of Respondents

Technical Support 40

Not working like a Cohesive unit 25Delay in Response 20

Proactive Communication 18

Human Related 14

Third party related 9

Inability to close long standingissues

8

67% of the respondents were not happy with the Technical support and 42%, 33% and

30% of them were not satisfied because of HP not working like a single unit, delay in

response and lack of proactive communication.

5. Relationship

5a. HPs relationship with respondents company, currently

RelationshipNo. of

Respondents

Product and Services Vendor 55

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Value-added SolutionsProvider(VASP) 5

Strategic partner or ally 0

92% 0f the respondents said presently HP is only a Product and Services Vendor and

remaining consider HP has a Value-added solutions provider.

5b. HPs relationship with respondents company, desired

RelationshipNo. of

Respondents

Product and services vendor 0Value-added solutions provider 28

Strategic partner or ally 32

Nearly 53% of the accounts want to have HP as a Strategic partner or ally and remaining

47% want HP to be a Value-added solutions provider.

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OBSERVATION AND ANALYSIS OF IPG ENTERPRISE CUSTOMER

SURVEY

We conducted a Blind telephonic Survey (the respondents were not informed regarding which

vendor was conducting the survey), so that there will be no bias. Totally we called 211 accounts

but due to lack of interest from some respondents and insufficient time only 118 successful

surveys were possible.

Actual Deployment

Status

No. of Accounts

Total Calls made 211

Total Successful Surveys 118

Total Surveys on Multi

vendors printer

33

Exclusive customers for HP 85

Region wise break up of IPG Enterprise Accounts is given below in tabular form:

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2. Services And Technical Support

Under this section all the data deals with the Services and technical support on a scale of 1

to10. Data obtained from 118 respondents is represented in tabular and graphical forms.

2a. Performance of Call Center

Vendors (Sample)Call Centerperformance

XEROX(7) 7.83

CANON(19) 7.72

HP(116) 7.5

SAMSUNG(6) 6.5

OTHERS(7) 5.14

HP is performing decently when it comes to the performance of the call center; its only

bettered by Xerox and Canon.

2b. Performance of Onsite Support

Vendors (Sample)Onsite Supportperformance

CANON(19) 7.42

XEROX(7) 7.28

HP(116) 5.85

SAMSUNG(6) 5.3

OTHERS(7) 5.25

HPs Onsite Support is really not that impressive, Onsite technicians are not able to sole

the issues immediately this may be due to lack of availability of spare parts.

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2c. Ability to repair the printer

Vendors (Sample) Ability to repair

CANON(19) 7.21

XEROX(7) 7

HP(116) 6.16

SAMSUNG(6) 5.92

OTHERS(7) 5.5

When it comes to ability to repair the printer it is doing decently, but still Canon and

Xerox are performing better than HP.

2d. Ability to keep customer informed regarding the status of repair

Vendors (Sample)

Keepingcustomerinformed

HP(116) 7.42

XEROX(7) 7.16

CANON(19) 6.5

SAMSUNG(6) 5.34

OTHERS(7) 5.12

HP secured the top position when it comes to, ability to keep customer informed

regarding the status of repair. When compared to other parameters Canon is not

performing that well where as Samsung is well below competition.

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2e. Satisfaction with how the manufacturer administers your Support Agreement

event (i.e., renewal or contract changes)

Vendors (Sample)

Satisfactionwith supportagreement

CANON(19) 7.6

HP(116) 7.25

XEROX(7) 6.57OTHERS(7) 5.75

SAMSUNG(6) 4.75

HP got a decent rating when it comes to renewal or contract changes HP, the credit goes

to its Account Managers.

3. Best Service Support

With regard to technical support, 67 out of 116 Enterprise accounts were satisfied with HPs

support. But in those accounts which had Canon, Xerox and HP they rated Canon as the best

service provider.

Vendors(Sample) Number

Best ServiceSupport %

CANON(19) 13 68.4

HP(116) 67 57.8

XEROX(7) 3 42.8

OTHERS(17) 2 11.7

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Huge growth rates have been expected in IT hardware sector in India as well as all over the

world. However this industry looks to be very attractive primarily because of higher margins and

the forces that shape up the industry as HP is one of the leading players. Other aspects have been

analyzed as follows.

Threat of new entrants [ Low ]

The industry is highly capital intensive. Huge capital needs to be invested for procuring

advanced machineries and modern technology, marketing activity as well as building up

inventories. The major strengths of the current players are strong brand presence and established

R&D. As a result the threat of new entrants is low but local established players can give a tough

competition. Some players like Apple and Asus have made successful entry to Indian market.

Bargaining power of suppliers [ low ]

As HP has global presence it has set-up manufacturing units in those countries were cost of

production is less. Bargaining power of suppliers is low because HP is a large player and can

easily find raw material vendors across the world.

Bargaining power of buyers [ High ]

Demand for IT products is high but at the same time there are many vendors. The competitive

pressure is very high because of very less difference in product specifications and price. Hence

buyers can switch to another vendor without incurring high switching costs.

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Threat of substitute products [ Low]

In the IT hardware sector threat of substitute products is always there due to technology

advancement but currently its low.

Rivalry among competing firms [ High ]

All over world 21% of the PC market is held by HP, 19% by Dell, 17% by Acer and other

players share the rest, there is intense competition in this sector. But in the case of Servers and

Printers HP has a strong foothold across the world.

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7. FINDINGS

SWOT ANALYSIS

Strengths

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Rated high on product quality and reliability

Strong brand equity

Diversified product portfolio (offerings spans personal computing and other access

devices; imaging and printing-related products and services; enterprise informationtechnology infrastructure, multi-vendor customer services, consulting and integration and

outsourcing services)

Solid market position in key segments

Excellent pool of talent

Weaknesses

Internal control issues

Lack of in-house management consulting division

Inventory

Centralizing the important information prevents other hands from creating efficiencies

around the tasks that occur during a product release

Software is really not up to the mark

Poor after sales support

Opportunities

Huge potential market in Government organizations and Public Sector Undertakings

e-Commerce expansion

Restructuring of internal IT structure

Imaging and printing businesses

Utilizing other channels of sales

Threats

Intense competition from other PC manufacturers

Increasing competition on imaging and printing

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Slowdown in economic conditions around the world

Product recalls and supply chain disruptions

Exposed to fluctuations in the World currency markets (i.e., changes in exchange rates)

New entrants to the market pose potential threats

FINDINGS BASED ON RAP


47% of the respondents are loyal towards HP 27% of the respondents are favorable towards HP

16% of the respondents were vulnerable

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10% of the respondents are at high risk and there is a high chance of these

respondents switching over to other vendors

1. Satisfaction Drivers and Performance

HP is performing decently well in most of the Satisfaction Drivers except those related to

Service Support.

2. Best Practice

Majority of the clients think HP is either above or at par with competition, except when it

comes to Software.

3. Priorities and Preferences

HPs Services and technical support and Business understanding and partnership is the main

priority for many clients both in the short and long term.

Top Strengths that made respondents to choose HP over others

Reliable Hardware

Quality

Product range

Top things that respondents would like to see changed or improved

Technical Support

Not working like a Cohesive unit

Delay in Response

1. Relationship

HPs relationship currently with most of the clients company is limited to Product andservices vendor but most of them desire to have HP has a Strategic partner or ally or Value-

added solutions provider

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FINDINGS BASED ON IPG ENTERPRISE CUSTOMER SURVEY

1. Types of Printers used in sampled accounts

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Big corporates were using all type of printers. Banks and Government organizations had

more of Laser Jet Multifunction and Laser Jet.

2. Services and technical support

2a. Performance of Call Center: HP is performing decently when it comes to theperformance of the call center; its only bettered by Xerox and Canon.

2b. Performance of Onsite Support: HPs Onsite Support is really not that impressive,

Onsite technicians are not able to sole the issues immediately this may be due to lack of

availability of spare parts.

2c. Ability to repair the printer: When it comes to ability to repair the printer it is doing

decently, but still Canon and Xerox are performing better than HP.

2d. Ability to keep customer informed regarding the status of repair: HP is performing

really well when it comes to, ability tokeep customer informed regarding the status of repair.

When compared to other parameters Canon is not performing that well where as Samsung is

well below competition.

2e. Satisfaction with how the manufacturer administers your Support Agreement

event: When it comes to renewal or contract changes HP is able to do well, the credit goes to

its Account Managers.

3. Best Service Support

HPs Service Support is really not that impressive, nearly half of the accounts were not

happy with HPs support. But in those accounts which had Canon, Xerox and HP they rated

Canon as the best service provider.

4. Dissatisfaction Factors

We found out that with HP, more than half of the respondents were not happy with theService Support, especially in East region. Adding to this Onsite technicians are not able to

sole the issues immediately this may be due to lack of availability of spare parts. Once the

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complaint is lodged by the accounts with the call center, some of them also faced delay in

technicians coming and addressing the issue.

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RECOMMENDATIONS AND CONCLUSION

In this modern era when globalization and liberalization has brought a tide of change and only

those companies can survive, which will ride on it or which will keep them isolated and let the

tide go. No company can be untouched from the storm of change and the pace of adaptiveness

will decide its success. The market share of company will be decided from the value it gives to

the customer, the relations it has with its channel partners and end consumers, the number of

innovative products it has in its basket and its position in consumers mind.

HP has a good potential in the Indian market especially in PCs, Servers and Printers but HP

surely has to apply cost cutting measures in the highly competitive market. The marketing and

sales departments are doing good, but after sales support has to be strengthened and concentrated

to specific verticals. The distribution network of HP has to be strengthened. If HP is able to

create awareness about their quality and reliable products amongst their target consumer base

they can be far ahead of the competition but they have to make a fast move as its competitors on

the global basis (specially from the Chinese manufacturers) are also making strong inroads into

the Indian market. More focus should go into making people aware of the obvious superiority of

HP over other Vendors.

1. Few accounts are at high risk and there is a high chance of these accounts switching over

to other vendors. Immediately a detailed report from the account manager should beobtained and the problem areas should be prioritized and addressed.

2. A significant number of accounts are vulnerable, there are some gaps existing, HP should

prevent them from becoming problem areas.

3. An action plan/set of initiatives that HP will be driving to address the short and longer-

term issues raised in the feedback should also become an integral part of HPs

relationship and business development plan.

4. Revisit the progress made on the deployment of action plan/initiatives as part of account

team's regular governance framework.

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15. When a complaint is registered in the call center by the account, technician should visit

the site immediately and close the issue at the earliest.

16. Currently HP is a Product and services vendor but many accounts desire to have HP as

Value-added solutions provider or Strategic partner, so the top management of HP should

work in this direction.

17. Availability of spare parts is the main issue in some of the accounts, so HP can either

keep the spare parts in large quantity in the service center or even at customers place. So

that the problem can be resolved immediately.

18. Maintenance kit with printers should be made optional, so that the price can be reduced.

19. To maintain their huge market share in printers, HP should come up with attractive buy-

back and replacement offers.

20. Company is having one of the best sales and marketing supports, with which it can tap

the new opportunity thrown in market.

21. In this competitive world where the IT products are changing in every six months there is

a need of providing a solution which can be easily upgraded or can be connected to a new

technology. This is one of the limiting factors in purchase of Servers. Hence HP should

come up with products which can be upgraded easily.

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9. LEARNING

OUTCOMES

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LEARNING OUTCOME

How Organizations understand its customers and improve its relationship with them

resulting in better business

Every customer has different needs and importance, so as a marketer understanding this

is the most important thing, so that the customer becomes loyal to the firm

Proper analysis of a problem should be done before implementing the Action Plan

In the Action Plan only the concerned division should be involved, so that efficiency is

maintained

How to change the perception of the customers about a product without changing the

product

Converting the theoretical concepts learnt in the class into the Practical use

How to work in a team

One of the major learning outcomes from this project was how to interact with the

customers effectively. It was a real challenge to handle dissatisfied customers. Customers

generally have a wide range of queries which have to be answered patiently and

convincingly. So to deal with customers is a fine art which is been learned from this

project

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REFERENCES

Sources of Website and On-line Journals:

1. www.hp.com

2. www.itsectornews.com

3. www.globusz.com

4. www.nasscom.org

5. www.cmocouncil.org/programs/current/close/ejournal/october.html

6. www.neerajmishra.wordpress.com/2008/07/21/information-technology-it-in-india-the-

challenges-future-scope

7. www.economywatch.com

8. www.businessworld.in

9. www.researchandmarkets.com

The following reports were referred to

Somesh K. Mathur, "Indian Information Technology Industry: Past, Present and Future &

A Tool for National Development" (2008)

Sanjay K Shah, "Information Technology in India: Present Status and Future Prospects

for Economic Development" (2007)

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http://www.hp.com/http://www.itsectornews.com/http://www.globusz.com/http://www.nasscom.org/http://www.cmocouncil.org/programs/current/close/ejournal/october.htmlhttp://www.neerajmishra.wordpress.com/2008/07/21/information-technology-it-in-india-the-challenges-future-scopehttp://www.neerajmishra.wordpress.com/2008/07/21/information-technology-it-in-india-the-challenges-future-scopehttp://www.economywatch.com/http://www.businessworld.in/http://www.researchandmarkets.com/http://www.itsectornews.com/http://www.globusz.com/http://www.nasscom.org/http://www.cmocouncil.org/programs/current/close/ejournal/october.htmlhttp://www.neerajmishra.wordpress.com/2008/07/21/information-technology-it-in-india-the-challenges-future-scopehttp://www.neerajmishra.wordpress.com/2008/07/21/information-technology-it-in-india-the-challenges-future-scopehttp://www.economywatch.com/http://www.businessworld.in/http://www.researchandmarkets.com/http://www.hp.com/


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11. ANNEXURE

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ANNEXURE

Abbreviations:

H.P = Hewlett- Packard

SMBs= Small and Medium-sized Businesses

TSG = Technology Solutions Group

PSG = Personal Systems Group

IPG = Imaging and Printing Group

HPFS = HP Financial Services

ESS = Enterprise Storage and Servers

HPS = HP Services

The survey was conducted in Nationwide (North, East, West and South) regions of India.

QUESTIONNAIRE:

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Relationship

Assessment Program

Company:

Customer Name:

Interviewer:

Date:

Location:

Thank you for agreeing to give HP your feedback and advice about HP's relationship

with you and your company. We are interested in learning about your experiencewith HP over the last twelve months.

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Please answer the following questions in all areas where you have experience or

opinions. For other questions, the option "Does Not Apply" can be selected. This

assessment should take about 30 minutes.

Thank you in advance for your feedback.

Section I: Overall Satisfaction with HP


1a. Thinking about all of your business-to-business experiences with HP, howsatisfied are you?

Completely satisfied Very satisfied Satisfied Somewhat dissatisfied Dissatisfied Dont know

1b. If you were in the market for IT products and services today, how likely wouldyou be to selectHP again? Definitely would buy Probably would buy Might or might not buy Probably would not buy

Definitely would not buy Dont know

1c. How likely are you to recommend HP to other associates or colleagues? Definitely would recommend Probably would recommend Might or might not recommend Probably would not recommend Definitely would not recommend Dont know

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Section II: Satisfaction Drivers and Performance

1. For the following questions, please rate HPs performance relative to theimportance of each factor in helping your company meet business objectives.

Extremely important Not at allimportant

Excellent Very poor

2a. Overall ease of doing

businessImportance

10 9 8 7 6 5 4 3 2 10

N/A

Performance10 9 8 7 6 5 4 3 2 1

0N/A

2b. Effectively provides

integrated solutions (a

combination of HP

hardware, software,

services and/or

partnership expertise) to

solve a key business

need or requirement

Importance10 9 8 7 6 5 4 3 2 1

0 N/A

Performance10 9 8 7 6 5 4 3 2 1

0N/A

2c. Overall satisfaction with

HPs ability to effectively

service and support your

IT solutions

Importance10 9 8 7 6 5 4 3 2 1

0N/A

Performance10 9 8 7 6 5 4 3 2 1

0 N/A

2d. Overall effectiveness of

business understanding

and partnership

capabilities

Importance10 9 8 7 6 5 4 3 2 1

0N/A

Performance10 9 8 7 6 5 4 3 2 1

0N/A

2e. Ability to understandyour business priorities

and critical success

factors

Importance 10 9 8 7 6 5 4 3 2 1 0 N/A

Performance10 9 8 7 6 5 4 3 2 1

0 N/A

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Section V: Your Relationship

1. How would you describe HPs relationship with your company?

Current Desired

Product and services vendor Value-added solutions provider Strategic partner or ally

Product and services vendor Value-added solutions provider Strategic partner or ally

Section VI: General Comments

1. We would sincerely appreciate any additional comments or suggestions you

may have that would improve your relationship with HP

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IPG Enterprise Customer

Feedback 2009

Company Name: ____________________________________

Name of respondent: ____________________________________

Date: ____________________________________

Location: ____________________________________

Good Morning/Afternoon/Evening.

My name is ________________ (Name of the Caller) and I am calling from customer research

firm, Am I speaking with Mr.____________________________________?

Mr. ___________ (Customer Name) we are interested in learning about your experience withyour Printer Manufacturers Services and their Support capabilities, so would it be a suitable

time to take your feedback?

Yes

Please be assured your answers would be kept confidential.

(Entire survey would be done).

No

May I know the suitable time to call you back?

(Note the date and time of call back requested by customer and give the closing script)

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1. Types of Printers used in your Organization?

Ink jet Office jet All in

Ones Laser jet All in

One

Laser jetMultifunction(Mono/Color)Laser

Laser jet

(Mono/Color)

Other (specify)

_______________________

Section I: Services and Technical Support

1. Services and technical support

Please rank your Printer Manufactures on the following attributes of service and technical

support. Also rate their respective performance on a scale of 1-10.

i) Performance of Call Center (Remote support over toll free phone)(Rank / Performance on scale of 1-10)

Rank Printer Manufacturer Performance (1Poor 10 Excellent)

1

2

3

ii) Performance of Onsite Support (Rank / Performance on scale of 1-10)


1

2

3

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iii) Ability to repair the printer. (From the time the call is logged, till it is repaired).(Rank / Performance Turnaround time)


1

2

3

iv) Ability to keep customer informed regarding the status of repair (Rank /Performance on scale of 1-10)


1

2

3

v) Satisfaction with how the manufacturer administer your Support Agreementevent (i.e., renewal or contract changes) (Rank / Performance on scale of 1-10)


1

2

3

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Adithya Raj- A Study of Hp's Relationship Assessment Program & IPG Enterprise Customer Survey,...

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