End of 1996 is Manuel Diaz, head of global sales for Hewlett-Packard (HP) Computer Systems Organization (CSO), reviewing the results of an exam of HP enterprise customer management approach with the aim of identifying market opportunities and organizational , to provide HP’s next wave of growth, while further reducing sales and support costs. HP’s current customer management approach, although successful, had structural changes that had a deep-rooted forced overha involved … Read more »

End of 1996 is Manuel Diaz, head of global sales for Hewlett-Packard (HP) Computer Systems Organization (CSO), reviewing the results of an exam of HP enterprise customer management approach with the aim of identifying market opportunities and organizational , to provide HP’s next wave of growth, while further reducing sales and support costs. HP’s current customer management approach, although successful, had been involved structural changes that had a deep-rooted overhaul of HP forced traditional regional sales approach. The new recommendations would require another round of drastic changes in the way HP manages relationships with large corporate customers. Diaz does not want to put the sales organization through another round of changes, if he sure that it is not necessary. He must find out whether the organization is ready for more change, and whether the benefits outweigh the costs of implementation. The case provides a detailed review of the audit process and the results.
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from
The Narayandas,
Robert C. Dudley
Source: Harvard Business School
19 pages.
Release Date: 29 March 2000. Prod #: 500064-PDF-ENG
Hewlett-Packard – Computer Systems Organization: Selling to enterprise customers HBR case solution