CASE STUDY:

About Hewlett Packard Enterprise (HPE)… Technology innovation that fosters business transformation

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Some of our customers run traditional IT environments. Most are transitioning to a secure, cloudenabled, mobile-friendly infrastructure. Many rely on a combination of both. Wherever they are in that journey, we provide the technology and solutions to help them succeed
Technology That Fuels Transformation We make IT environments more efficient, productive and secure, enabling fast, flexible responses to a rapidly changing competitive landscape. We enable organisations to act quickly on ideas by delivering infrastructure that can be easily composed and recomposed to meet shifting demands so they can lead in today’s marketplace of disruptive innovation.
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Innovating for Today and Tomorrow Hewlett Packard Enterprise has been in the innovation business for more than 75 years. Our vast intellectual property portfolio and global research and development capabilities are part of an innovation roadmap designed to help organisations of all sizes – from global enterprises to local startups – transition from traditional technology platforms to the IT systems of the future.

Hewlett Packard Enterprise Labs: Innovation That Fuels Growth The advanced research from Hewlett Packard Enterprise Labs changes the world. We’re a powerful innovation engine for Hewlett Packard Enterprise, our customers and our industry, delivering breakthrough technologies and pioneering revolutionary research. We address everything from IT trends to complex consumer and social challenges. That’s because our ideas and technology fuel the next generation of Hewlett Packard Enterprise products – and the next generation of technologists, teachers, physicians and artists At Hewlett Packard Enterprise, quality is everyone’s responsibility and it’s accelerating time to value. We are committed to continually improving and meeting requirements by embedding quality in everything we do. We earn customers’ trust by delivering exceptional experiences through partnering, innovation, and a bias for action. Newsroom Hewlett Packard Enterprise continually introduces new products and services, explores technology and market trends, and provides industry insight and best practices. Check out our latest news or contact the HPE media relations team
Internet of Things Powers Transformative Growth Internet of Things (IoT) will drive economic growth and efficiency with smarter homes, cars, factories, businesses, and entire cities. Governments can advance IoT adoption through public project deployments, increased spectrum availability, harmonization of global standards, and robust security and data protection
High-Performance Computing Solves Complex Problems Public-private collaboration and R&D investments are critical to leap to the next level of exascale computing and to maintain U.S. economic competitiveness through leadership in High-Performance Computing
Connectivity Makes It All Possible Spectrum availability is essential to the increasingly networked world. Campus connectivity allows innovative delivery of important public services, such as education and healthcare.
Tax Policies Foster Competitiveness Tax policies drive economic growth and job creation. U.S. tax reform should focus on achieving global competitiveness and encouraging R&D
Market Access Helps Us Reach Our Customers Improved market access enables our technologies to reach global customers. Trade agreements must reduce barriers and reflect the digital economy Sustainability Guides Our Approach Sustainability is part of Hewlett Packard Enterprise's DNA and guides our operations, innovation strategy, and employee engagement. Our sustainable technologies benefit our company, our customers, and our world. We encourage organisations to consider sustainability as an integral factor in technology decisions to meeting the data needs of the future Edge-centric, Cloud-enabled and Data-driven We live in a world where everything computes. Where technology, apps and data are driving digital transformation, reshaping markets and disrupting every industry. In this world, success favours enterprises that can invent, reinvent and deliver new outcomes at warp speed. Join us to explore the hottest technology trends and realise a vision for the future enterprise that will advance the way we live and work. You’ll find it all at Hewlett Packard Enterprise Discover 2018 Madrid

HPE Discover 2018: Madrid, 27 – 29 November Four powerful reasons to attend:

1. Insight Accelerate your digital transformation. Explore new trends, strategies and opportunities at the General Session, breakouts and one-on-one meetings. 2. Connection Achieve lasting success through shared talent and strong collaboration. Build career boosting relationships with peers, sponsors, partners and Hewlett Packard Enterprise experts.

3. Knowledge Learn the best of what's been accomplished before. Grow organizational strength through training, workshops and Hands-on Labs. 4. Enjoyment Focus on our rich agenda and networking opportunities by day, and enjoy a reward by night at the HPE Discover 2018 Celebration, with superb food and beverages.(www.google.com)

QUESTION

HPE focuses on planning. Debate this assertion by making reference to the case study. In your answer pay attention to the strengths and weaknesses of planning.   

Discuss the similarities and difference between Level Shifts and Additive Outliers including how you would go about identifying them and then dealing with them in a forecasting scenario

Algol contracts to purchase an antique merry-go-round carousel from a collector living in Railton Tasmania. Algol’s business Beacon Tours has expanded into adventure tours and is wanting to further expand into the provision of amusement rides. She has been unable to locate any other merry-go-round carousels for sale anywhere else in Australia and so to find one in Tasmania has made her very happy. She negotiates what she thinks is a fair price of $28, 000. On the day arranged for payment and collection the owner of the merry-go-round informs Algol that he had ‘changed his mind’ and ‘would not part with the merry-go-round’. Algol wants an order for specific performance.

Required: Advice Algol and Beacon Tours.

*Please identify the Parties, Issues, Legal Rules, Analysis and Conclusion

In your mind is AMEX still a premium card? Perceptions of different levels, such as the standard green card, gold, or platinum cards? Why do we think card companies offer these different levels and are they still relevant in today's social and economic culture? Why do you think these companies are starting to issue metal cards for their premium members? One last thought, aside from Chase, what strides have other card offers could be a threat to AMEX? And does this matter to the younger generations?

What can happen to a business if ethical standards are not taken seriously?

Unit IV
Corporate Governance- concepts ,issues &; Theories of corporate governance: property rights
and social institution Theories, contractual theory, stakeholder theoryneed of corporate
governance code, Code of Corporate Practices, Social Responsibility of Corporates, Corporate
Social Reporting.

NOTES FOR CORPORATE GOVERNANCE

Which targeting strategy is Dove following? Explain briefly. Word count limit is (max.) 300.

Company case Dove: Building Customer Relationships Everywhere, One Gender at a Time This question left Unilever managers conflicted. Success with men would provide the much-needed expansion for the brand, However, attempting to get men to perceive Dove as a manly brand risked damaging the brand's successful image among women. Additionally, Unilever already had a wildly successful men's personal care brand in Axe. However, with Dove, Unilever would be targeting men not interested in Axe's edgy-at times even risqué-and youthful image. Positioning Dove for men would require great care. When it comes to consumer packaged goods, Unilever is about as big as they come. The company is a world-leading supplier of food, home, and personal care products. Its products can be found in a whopping seven out of ten homes globally, are avail able in over 190 countries, and are used by more than 2 billion people on a daily basis. This kind of global scope is rare, and with revenues of more than $66 billion per year, you'd think that Unilever would be content to slow down a bit and tend to the businesses at hand. Instead, Unilever plans to have revenues in excess of $100 billion by 2020, How does Unilever do it? By continually creating and develop ing brands that form strong relationships with consumers in mul- tiple consumer product-market segments. If Unilever's portfolio of brands overlooks certain types of customers, then the com- pany creates or acquires a new brand. This "house of brands" approach has made Uniriever the proud owner of powerhouse brands such as Noxzema, Ragu, Axe, Ben & Jerry's, Slim-Fast, Hellmann's, Q-tips, Vaseline, and Dove, to name just a few. Dove: Made for Women? Take Dove, for example. Dove is the number one brand of per sonal cleansing products in the United States, with a product portfolio that includes body bars and washes, face care treat- ments, antiperspirants and deodorants, and hair care products. By itself, the Dove brand pulls in nearly $4 billion a year for Uni- lever, prompting one expert to call it "the most impressive brand builder in the last 15 years." But coming off its very success ful long-term "Campaign for Real Beauty, Dove was starting to experience the stagnation that many mature brands face. Dove found that it was reaching the limits of expansion and the types of extensions it could support. After stumbling with the brand's attempts to penetrate the hair care market, Unilever managers knew that Dove needed a new way to grow. Dove had always been an undeniably feminine brand. Every thing about Dove's brand image--its name, logo, color palette, and communications-was created with women in mind. Al- though this laser-focused targeting had been a primary factor in the brand's decades-long success, ironically, it had become the brand's greatest limiting factor, especially given the rapid growth in the men's personal care products category. Could Dove sell its products to men? Breaking Out of the Box Dove supported its decision to enter the men's care market with a comprehensive strategy and genuine consumer insight. Rather than simply releasing products designed for men under the standard Dove brand, Unilever created a brand within the brand-Dove Men+Care. This sub-brand provides a masculine foundation and much-needed separation from the core Dove brand. But just as important, Men+Care was extendable into virtually any type of men's personal care product. Dove also ap- pealed to men through packaging design. With a base color of dark grey and a masculine palette of accent colors, the very ap pearance of Dove Men+Care products left no question as to the intended target customer. Unilever's highly successful Axe personal care line targets sin- gle men age 24 and under who have an active interest in social- izing and dating. So, by contrast, Dove Men+Care took aim at men age 25 to 54. Research revealed that men in this distinctive demographic were evolving. Typically married, they were taking on more household duties such as cleaning and shopping than similarly aged men in prior decades. More than half of men in this category were buying their own personal care products, and most of the rest wore influencing those purchases. The first products in the Dove Men+Care portfolio were skin care items. The line included three body washes, two bar soaps, and a shower scrub, products strategically designed to comple ment each other. The idea was to appeal to "men who are com fortable in their own skin," but who were receptive to the proven moisturizing power of Dove products. Dove is one of the few per sonal care brands that most men had in their homes growing up. So there was an established level of brand recognition and brano knowledge. Shortly after introducing the initial products, Dave adde an antiperspirant to the Men+Care line. More recently, Don Men+Care has become a more full spectrum brand that include facial care and hair care products. With its line of facial care prod ucts, Dove urges men to "Take better care of your face," wherea: its hair care products promise, 3X stronger hair." These nev product lines extend Dove's heritage in cleansing, moisturizing and providing the ultimate care. The Dove Mon+Care facial care products are designed to complement each other by helping men care for their skin in three casy steps: facial cleansing (cleanser that fights dryness), shaving (shaving gel that prevents irritation, and face care (post shave balm soothes skin and a moisturizer that hydrates and protects). Dove's rosearch revealed that 48 percent of men in the United States never use face wash and 46 percent never use a face moisturizer, even though most men admit they know they should. Rob Candelino, vice president of Unilever Skincare, explains the insight behind the facial care products and their positioning: "Men today have a great deal to care about from their families to their careers, but they don't always give their personal care the same level of attention. Neglecting to properly cleanse and mois- turize their skin, or doing so but using harsh products like regular soep, al contribute to a man's face looking tired and feeling wom. New Dove Men+Care Face products seek to help men eliminate needless torture from their grooming routine and help put their best face forward when it matters most." "Men today have a great deal to care about from their families to their careers, but they don't always give their personal care the same level of attention. Neglecting to properly cleanse and mois- turize their skin, or doing so but using harsh products like regular scep, al contribute to a man's face looking tired and feeling wom. New Dove Men+Care Face products seek to help men eliminate needless torture from their grooming routine and help put their best face forward when it matters most." Unilever has taken great care to craft promotional message consistent with the brand image of Dove Men+Care. The launci of its facial care products was accompanied by an ad showing the abuse a man's face takes. Snowballs, motor oil, pokes fron a child, windburn from a roller coaster, and "deserved" slaps pro vided illustration for the tagline, "End the face torture." A series a follow-up ads showed real men describing their typical face care routine (soep, no moisturizer, stinging after shavel followed by the results they experience ("It feels tight." "It doesn't feel good at all and Definitely stings"). Dove Men+Care facial products are distributed alongside other Men+Care products through grocery store chains and mass merchandisers and are priced competitively with simila products from Neutrogena and Noxema. The products have per formed well, prompting Unilever to up the ante. Less than a yea after the introduction of Dove's line of men's facial care products. Unilever added the three-step five-product Expert Shave line to Men+Care. With prices starting at $21.99 for each item, Dove is eyeing the market for men's products from department store brands like Clinique, Sephora, Tom Ford, and Kieni's. Most recently, Dove has taken its advertising for Men+Care to a new level. According to Candelino, "We hear from 73 percent of men that they're falsely or inaccurately depicted in advertis- Ing. Specifically, says Candelino, the common depictions of mer nacivertising can be boiled down to three categories: guys ob- Sessed with winning the affections of women, he-men who are into stereotypical manly activities such as body building or fast cars, and dads who are seen more as buffoons than respected parents. So Dove Men+Care launched a campaign to combat these caricatures as much as build its own brand. Called "Real Moments, the campaign promotes real-life fatherhood tales from father figures like Miami Heat star Dwyane Wade. Having just written a book entitled, A Father First: How My Life Became Bigger than Basketball, Wade was the perfect celebrity to give an endorsement. "When fans learn that playing 'Defense" for Dwyane Wade means teaching his sons how to guard a mini- hoop in his living room, instead of a fellow player during a profes- sional game," says Candelino, it hits home where men today place priority-caring for their family comes first." An Instant Success In a short period of time, Dove has accomplished a great deal. It successfully stepped outside the established boundaries of a brand created to target a specific market segment-women. In breaking beyond that segment, the brand has become an au- thority on mon's personal grooming. And Dove has done this without alienating its core segment of women. Unilever's investment in Dove as a men's care brand seems to have paid off. Shortly after the new Dove Men+Care line debuted, Symphonyirl put the new brand on its list of top 10 new products. In an annual study of most desirable brands, Dove ranked fourth among both women and men. Best of all for Unilever, Dove's previously flat overall sales rose 9.8 percent in Men+Care's first year and have continued to climb since. It seems that Dove's stated objective for Dove Men+Care, to "al- low men to better care for themselves so they can care for what matters most to them," is right on target.

Unit III
Corporate Social Responsibility- meaning, nature and relevance; Ethics and social
responsibility; Profit Maximization; Forms of social responsibility- social obligation, social
reaction, social responsiveness; Importance of Values in Management;

NOTES FOR CORPORATE GOVERNANCE

What are the challenges of a steadily growing elderly inmate population?

I have always felt like any business that pursues an opportunity solely for the sake of money will have a hard time succeeding. I strongly believe that you need to have a more complete "Why" around why you are doing something.

Personally I think the examples in the NFL case bear this out. The MLB and the NBA could say something like: "Yes we want to make more money, but we really want to expand the profile of our game where there are already people playing the sport, and this will help us keep our position as the best league for this sport in the world." The NFL didn't have that, and only went after money (not including the recent past). I think their struggles to expand show that your businesses expansion decisions should be driven by a "Why" that has nothing to do with profits, and AFTER you have answered that question you can worry about profits.

What are other's thoughts?

Unit-IV
Marketing Channels, their Structure ; Channel Intermediaries-Role and Types; Wholesaling and
Retailing; Logistics of Distribution; Channel Planning, Organizational Patterns in Marketing Channels:
Assessing Performance of Marketing Channels; International Marketing Channels.

NOTES FOR SALES AND DISTRIBUTION MANAGEMENT

For this activity, I want you to GO OUTSIDE. You don't have to go far. Find a city park. Find a patch of grass. Find your backyard. Find your local playground. But find somewhere where maybe there is some vegetation and some nonhuman animals.

Step 1. Look around you. Make careful observations. What do you see? What kinds of phenomena define the landscape that you see before you? What kinds of organisms travel along with it? How does water move through it (think precipitation, how does water get into the ground? Where is the closest water body where a drop of water might end up?) What kinds of things can't you see that you might be curious about? Don't limit yourself or your thinking. Stretch your mind. Include the land, the sky, the soil, etc. Observe the big picture as well as the tiny picture.

Below, briefly describe the environment around you. Remember the environment includes the atmosphere, biosphere, lithosphere (the ground) and the hydrosphere (lakes, oceans, rain):

Step 2. Now write your observations in the form of scientific questions. Scientific questions are those that can be addressed using observation and hypothesis testing. Write at least ten scientific questions. Think big, think small, and everywhere in between.

Step 3. Pick the question that you think would be the easiest to address using the scientific method and try to form two different possible answers. Frame them in the form of scientific hypotheses: your best guess given your current knowledge of the natural world.

Question picked:

Hypothesis 1:

Hypothesis 2:

Step 4. Now, as best you can, write a paragraph describing an experiment or study you could run to address your question. In your study, tell me what the independent and dependent variables are. What sort of things should be controlled for?

Describe three major concepts in each of the Transactional Leadership Style. (Major Concepts) Include an application section for the leadership style. In this section describe how you would apply these major concepts in your practice. Address issues of diversity and include other stakeholders, if applicable, in your discussion. (From Theory to Practice)