|Exam Name||:||Technical Essentials of HP Enterprise Products|
|Questions and Answers||:||60 Q & A|
|Updated On||:||April 18, 2019|
|PDF Download Mirror||:||Pass4sure HP2-E23 Dump|
|Get Full Version||:||Pass4sure HP2-E23 Full Version|
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Hewlett-Packard delivered a brand new addition to its corporate ZBook latitude with the revealing of the 15.6-inch ZBook 15u and 14-inch HP ZBook 14u G6 which could be officially launching on may twenty seventh, 2019. The smaller and lighter HP ZBook 14u G6 is powered with the aid of an Intel Core i7-8665U vPro processor supported by way of as much as AMD Radeon seasoned WX 3200 pics and up to 32GB of RAM. The mobile notebook can be fitted with as much as 2TB of PCIe NVMe storage. whereas the larger ZBook 15u the equal requirements however is geared up with a larger monitor and battery providing 56Wh vs 50Wh protected within the HP ZBook 14u G6. Hewlett-Packard explains that the 15u is businesses thinnest and lightest 15.6 inch cell computer to date.
in addition to the systems unveiled this week closing month Hewlett-Packard introduced the appearance of various new hardware solutions in the kind of the :
– HP DaaS Proactive security carrier may be purchasable in additional than 50 international locations worldwide in April 2019. The Proactive protection service with Aon offerings should be purchasable in the US in April 2019, with extra geographies to be delivered later this year.– The HP ProBook 445R G6 and HP ProBook 455R G6 is expected to be purchasable in June.– The HP ProDesk 405 G4 desktop Mini is anticipated to be attainable in April for a beginning cost of $499.– The HP Zoom Rooms solutions are expected to be obtainable beginning in July. Pricing could be verified nearer to availability.– The HP Reverb virtual truth Headset – professional edition is anticipated to be accessible starting in late-April. Pricing will be attainable at a later date.– HP Premier Care options are provided in three programs. The basic Care package is available now. The extended Care and improved Care packages are anticipated to be attainable in the second half of 2019.– The HP ENVY 13 desktop is anticipated to be attainable in April via HP.com for a beginning fee of $899.99.– The HP ENVY x360 13 is anticipated to be attainable in April for a beginning fee of $699.ninety nine.– The HP ENVY x360 15 with Intel processors is anticipated to be attainable in April by means of HP.com for a beginning expense of $869.ninety nine, and additionally purchasable via most effective purchase starting in may additionally.– The HP ENVY x360 15 with AMD processors is anticipated to be accessible in April by way of HP.com for a starting fee of $799.99, and also obtainable through top-quality buy starting in can also.– The HP ENVY 17 computing device is expected to be obtainable in April by means of HP.com for a starting fee of $899.99, and additionally attainable through optimum buy beginning in may additionally.
supply: HPFiled beneath: Laptops, precise NewsLatest Geeky devices deals
HP (NYSE:HPQ) is never a excessive-increase company. A excellent maker of PCs and printers, or not it's expected to look its revenue grow simplest with the aid of 0.7% this year, adopted by means of a mild acceleration to 1.1% subsequent 12 months.
while HP is never a fast grower, the enterprise itself is extremely lucrative. over the last 12 months, HP has raked in $3.seventy nine billion in free cash flow. by the way, the stock itself on a value-to-free cash circulate foundation is somewhat low-priced, buying and selling at just over eight times that trailing 12-month free money move determine.
HP returns a big amount of the money that it generates to its shareholders through a mixture of each dividends and share repurchases. certainly, in 2018, HP gave returned $3.5 billion to its shareholders, with about $2.fifty six billion of that within the variety of share repurchases, and dividends making up the the rest.
while HP's capital return software is certainly powerful, I think the business could make its stock extra appealing if it have been to shift extra of its capital return efforts towards the dividend. here's why.Attracting earnings investors
There are some decent explanations for why HP would need to focal point its capital return efforts on the buyback instead of the dividend. Share repurchases arguably have a extra lasting have an impact on on a corporation's stock, due to the fact that the ensuing discount in share count has a permanent impact on profits per share (EPS). Ideally, the reduction in share count number should translate to a much better share fee, but it's hard to investigate if that theoretical impact manifests itself within the true world.
an extra knowledge of share repurchases is that they can be without problems modulated. If a company wants to, say, make a huge acquisition or if times readily get hard, it will probably scale lower back and even droop its share repurchase pastime without inflicting too plenty of a ruckus. reducing or suspending a dividend, however, is rarely a good seem to be.
With that each one being talked about, a corporation that offers a large and growing dividend may also be very pleasing to income-oriented traders. keep in mind that HP is rarely a scorching boom inventory, so many tech traders may also easily steer clear of it for that cause. HP is the variety of inventory that should still be desirable to price investors given its very cheap valuation. The company's current dividend yield of about three.17% may still as a minimum get it onto the radar of dividend buyers.
The difficulty, even though, is that whereas HP's dividend yield is high, it's not excessive sufficient -- at least on the latest share fee -- to get dividend investors speeding in. There are tech groups out there with larger dividend yields and either an identical or even stronger increase possibilities than HP's.
If HP have been to, say, decide to giving again half of its free money movement to shareholders in the sort of a dividend, then, on the current inventory cost, its dividend yield would well-nigh double. A yield like that -- principally considering that that it would be backed by using HP's solid enterprise fundamentals -- might serve to make the company probably the most eye-catching income investments in tech. The shares, in flip, could be rewarded with an improved dissimilar, riding share expense appreciation, too.Investor takeaway
If HP have been a corporation with mighty long-time period increase prospects, then it would not be so essential for it to focal point on trying to sweeten its shares with, say, a large dividend. although, given that that HP's boom possibilities over the subsequent couple of years appear modest at gold standard (and even a significant acceleration from present boom levels could nevertheless imply low- to mid-single-digit revenue boom), it must find alternative routes to get buyers to wager on its inventory. A a whole lot larger dividend might do the trick.
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“Meet the new bosssame as the old boss”-The Who
“’Cause hustlers hit the block when police change shiftsNew York, California different toilet, same shit.”-The Game
Every day I hear from entrepreneurs, angel investors and venture capitalists about an exciting new movement called “the consumerization of the enterprise.” They tell me how the old expensive Rolex wearing sales forces are a thing of the past and, in the future, companies will “consume” enterprise products proactively like consumers pick up Twitter.
But when I talk to the most successful new enterprise companies like WorkDay, Apptio, Jive, Zuora, and Cloudera, they all employ serious and large enterprise sales efforts that usually include expensive people some of who indeed wear Rolex watches. In fact, companies like Yammer who originally started with new age models have transitioned to more traditional enterprise sales approaches after experiencing the market without them.
So what gives? Are all these smart people out of their minds? Has nothing changed since the early days of IBM? Some things have changed, but others are exactly as they were.
The Order of Adoption Has Changed20 years ago, the technology adoption curve generally conformed to the following order:
1. Government, specifically Defense and Intelligence organizations.2. Businesses, with large businesses going first and smaller businesses adopting later.3. Consumers
Today things have completely reversed. The latest technology goes to consumers first, followed by small enterprises that behave like consumers, then larger ones, then the military. The stunning reversal is one of many profound side effects of broad scale Internet adoption.
In the old days (before the Internet), no technology products were free, because distribution costs made it impossible to offer anything without some commitment from the end customer. As a result, new technology adoption generally started with the deepest pockets (the military) and worked its way down to the shallowest pockets (the consumer). Since the introduction of the Internet, many technology products can be distributed for free, and therefore have some free or free trial version. Interestingly, the order of adoption now follows decision-making speed rather than deep pockets. That is, consumers who can decide very quickly adopt first and the military — who has a notoriously complex decision making process — adopts last.
This reversal first initially stunned businesses. I remember dozens of CIOs at large companies being shocked that it was easier to find things on the Internet via Google than it was to find things in their own companies. We’ve seen the phenomenon repeat many times with the most recent being that it’s far easier to get background information on complete strangers via LinkedIn than it is to know the skill sets and backgrounds of your co-workers.
Encouraged by the new trend, innovative entrepreneurs imagine a world where consumers find great solutions to help their employers in the same way that they find great products to help themselves. In the imaginary enterprise, these individuals will then take the initiative to convince their collegues to buy the solution. Through this method, if the product is truly great, there will be little or no need to actually sell it.
The actual enterprise works a bit differently. Meet the new enterprise customer. He’s a lot like the old enterprise customer.
Meet The New Enterprise CustomerAt the D8 technology conference, Steve Jobs made a statement about selling to enterprise customers that many missed but was extremely insightful and revealing: “We want to make better products than them. What I love about the marketplace is that we do our products, we tell people about them, and if they like them, we get to come to work tomorrow. It’s not like that in enterprise . . . the people who make those decisions are sometimes confused.”
Why are the enterprise people so confused? Why don’t they just quickly adopt the best products without requiring these complex sales processes?
Big Companies Don’t Have Credit CardsPurchasing anything in a large organization requires a rigorous justification process that generally culminates in a purchase order (PO). They do not allow their employees to use their credit cards to buy technology off of the Internet. In fact, at many companies, doing so and attempting to expense it after the fact is a fire-able offense.
If you work in a startup, you might wonder why large organizations don’t just trust their people to make smart purchasing decisions. If an employee needs a new technology, why wouldn’t the company just let him do the right thing? There are many reasons:
1. The employee may not know what’s appropriate in the context of the larger organization. The more people in an organization, the more diverse the set of needs. If the organization purchases, for example, social networking software it must attempt to take these needs into account.
2. The company may already own the technology or a similar technology. If you work with 100,000 people, how do you know what the other 99,999 have already purchased? When EDS was a customer of ours, they had a $1B annual credit with Computer Associates. Computer Associates sells hundreds of products and is constantly developing new products (many of which can only be learned about via special meetings with the company). How would any employee at EDS possibly know about potential conflicts without a formal process?
3. The employee may be corrupted by side incentives – If an employee of a large organization can make significant purchases without review or proper process, it’s quite possible that he will be corrupted by an agent of a vendor. For example, an enterprise sales rep might buy a networking engineering a new Porsche in exchange for a $10 million order.
4. Public companies must comply with Sarbanes-Oxley compliant expense controls. Generally, when a company designs its expense controls, it must have in place a method for approving significant expenses before they are made. If a company lets an employee make significant a purchase or even a small purchase that leads to a significant purchase on his credit card, that will violate the company’s financial controls, because the purchase was not pre-approved.
As a result of these and other factors, large companies employ complex processes to ensure that major purchases make sense. These processes generally span many different organizations and stakeholders. It is not unusual for a purchasing decision to include people from many different IT departments (e.g. development, security, operations) and business functions (e.g. Finance, IT, Legal). The decision often involves technical decision makers, economic decision makers, and risk management decision makers.
Often these processes are so complex that almost nobody inside the company knows how they work. Excellent enterprise sales reps will guide a company through their own purchasing processes. Without an enterprise sales rep, many companies literally do not know how to buy new technology products. A top notch enterprise sales person not only knows her customer’s process better than the customer, but will be skilled at characterizing the value of her product to each decision maker independently. This will involve product demonstrations, proof of concepts, complete return on investment analysis and even competitive positioning. The sales rep will work with the various constituents to help characterize the value proposition to their management teams.
Large Enterprises Like Their Old ProductsOne thing that all large businesses have in common is that they have purchased a huge amount of technology over time. In fact, many of these technologies enabled the companies to become big in the first place. Naturally, the technology deployed in an enterprise varies widely in age. Some of the systems are outdated, complex, and downright arcane. Nonetheless, once deployed, enterprises develop great affection for the technology that runs their companies. They may complain about it, but like an old woman speaking of her spouse, the underlying love is far stronger than the criticism. And big companies expect you to love their old products too – by integrating with them.
But how do you figure out which old systems you need to integrate with and which ones you can afford to ignore? Like most things in the enterprise, it’s complicated. Great enterprise sales forces sort through the myriad of existing systems and help guide their companies to find the essential few.
People in Big Companies Work to LiveIf you work in the technology industry and particularly in Silicon Valley, you become used to employees who work tirelessly to improve their companies. It is not difficult to imagine one of these employees independently finding a new technology then championing it inside of her company simply because she wants her company to become great. Outside of technology and especially in very large companies, people generally don’t do things like that. Most large company employees like to stay within the scope of their defined job. If they must make a choice between potentially advancing the efficiency of their employer via new technology or getting home to see their 8 year old’s pee wee baseball game, it’s not a difficult decision. As a result, expecting them to adopt your product with no help is probably not a good idea.
Final ThoughtsIf you are selling to consumers or companies that behave like consumers, then moving away from the old channel models may make perfect sense. However, if you plan to sell to a large enterprise, keep in mind that the new boss is the same as the old boss.
Ben Horowitz is a partner at Andreessen Horowitz and the former co-founder and CEO of Opsware.
PALO ALTO, Calif., June 21, 2017 (GLOBE NEWSWIRE) -- Hewlett Packard Enterprise (NYSE:HPE) (HPE) today announced that it has promoted Antonio Neri to President effective immediately. Previously, Neri served as Executive Vice President and General Manager, Enterprise Group, responsible for the development and delivery of the IT infrastructure solutions at the core of the world’s largest and fastest growing organizations, which includes servers, storage, networking, technology services, converged data center infrastructure, Telco and cloud solutions.
In addition to leading the company’s four primary lines of business, in this new role Neri will oversee the company’s efforts to streamline and optimize the go-forward company following the completion of the spin-mergers of its Enterprise Services and Software divisions. These efforts, which the company calls HPE Next, are focused on driving growth and profitability, and ensuring the company will be well positioned to win in the markets where it competes.
“Antonio is a veteran technology executive who has led some of the most important businesses and initiatives at HP during his 22 years with the company. From overseeing the reinvention of our Technology Services business and the divestiture of our H3C business in China, to the integration of critical acquisitions like Aruba, SGI, SimpliVity and Nimble, Antonio has been invaluable to me as we have worked to establish the new Hewlett Packard Enterprise,” said Meg Whitman, chief executive officer of Hewlett Packard Enterprise. “His promotion reflects the importance of his contributions to the company as leader of the Enterprise Group, which represents more than 80 percent of the go-forward company’s revenue.”
Prior to HP’s separation into two companies—Hewlett Packard Enterprise and HP Inc.—Antonio served as Senior Vice President and General Manager for HP Servers and HP Networking business units, responsible for setting the R&D agenda, bringing innovations to market, and go-to-market strategy execution. Prior to that role, he led the HP Technology Services business unit providing support and consulting services for HP’s Enterprise products and solutions. Antonio joined HP in 1995, as a customer service engineer in HP’s EMEA call center.
Antonio holds a Computer Engineering degree from Universidad Tecnológica Nacional in Argentina and is a Professor of Arts and Drawing.
About Hewlett Packard EnterpriseHPE is an industry-leading technology company that enables customers to go further, faster. With the industry's most comprehensive portfolio, spanning the cloud to the data center to workplace applications, our technology and services help customers around the world make IT more efficient, more productive and more secure.Editorial contact Kate Holderness, HPE firstname.lastname@example.org
Hewlett Packard Enterprise
Palo Alto, California, UNITED STATESEditorial contact Kate Holderness, HPE email@example.com
For fans of the platform, the official confirmation that Windows on phones isn't under active development any longer—security bugs will be fixed, but new features and new hardware aren't on the cards—isn't a big surprise. This is merely a sad acknowledgement of what we already knew.
Last week, Microsoft also announced that it was getting out of the music business, signaling another small retreat from the consumer space. It's tempting to shrug and dismiss each of these instances, pointing to Microsoft's continued enterprise strength as evidence that the company's position remains strong.Further Reading Windows Phone is now officially dead: A sad tale of what might have been
And certainly, sticking to the enterprise space is a thing that Microsoft could do. Become the next IBM: a stable, dull, multibillion dollar business. But IBM probably doesn't want to be IBM right now—it has had five straight years of falling revenue amid declining relevance of its legacy businesses—and Microsoft probably shouldn't want to be the next IBM, either.
Today, Microsoft is facing similar pressures—Windows, though still critical, isn't as essential to people's lives as it was a decade ago—and risks a similar fate. Dropping consumer ambitions and retreating to the enterprise is a mistake. Microsoft's failure in smartphones is bad for Windows, and it's bad for Microsoft's position in the enterprise as a whole.Modern Windows in jeopardy
When Microsoft's CEO announced in 2015 that the company was scaling back its smartphone ambitions, we argued that this move drastically undermined the Universal Windows Platform (UWP). That remains just as true today as it did then.
UWP is a common set of APIs that spans Windows on the PC, mobile, tablet, Xbox, and HoloLens, making it easier for developers to build applications that reach all these form factors. UWP is important, because it makes Windows a much more pleasant, modern platform to build on with stronger security, easier application updating, and much better support for things like high-DPI displays. To modernize Windows, UWP is essential. But developing a UWP application means eschewing the Windows 7 installed base, as UWP applications only run on Windows 10.
Make no mistake; if you're writing a Windows desktop application, UWP is a better way of doing so than the traditional Win32 API. It's easier to use, it's more capable, and the Windows Store makes installation, uninstallation, and updating much simpler for end users. And if UWP on Windows Mobile had offered, say, 15 percent of the smartphone market, too, developers might have decided that the loss of Windows 7 users was worthwhile to reach this new audience.
But with zero percent of the smartphone market, using UWP is strictly limiting the target audience. For most developers, the greater reach of Win32 is likely to offset the technical benefits offered by UWP. As such, even Microsoft's efforts to modernize the desktop Windows platform are hurt by the departure from the mobile space.Enterprise is not an island
Even more significant, however, is the impact of this situation on the enterprise space. This won't be felt overnight, but the enterprise and consumer spaces are interconnected. Windows Mobile's demise and Microsoft's retreat from that significant consumer-facing market has consequences far beyond smartphones.
The problem is that Microsoft's consumer-facing products and its enterprise-facing products are not distinct and independent from one another. Throughout its history, Microsoft's platforms have offered a kind of familiarity; the thing you use at work is the thing you use at home, and vice versa. This familiarity helped propel Windows in the corporate space; it offers a migration path (from one-person startup to small business to medium business to enterprise) that encompasses system administration, software development, and core productivity applications. Diminish Windows in the consumer space, and that migration path is weakened.
iOS and Android, by contrast, have shown just how strong that pipeline can be. Even with much weaker "enterprise" features than, say, BlackBerry or the old Windows Mobile platform, the iPhone found favor in the corporate space, because C-level execs bought iPhones, loved their iPhones, and wanted to use them at work no matter what the IT team felt about it. Android followed suit. The enormous success of the Chrome browser means that Chrome OS may yet achieve a similar kind of success.
Abandoning the smartphone space greatly reduces Microsoft's ability to reach consumer audiences, especially in developing markets. There are hundreds of millions of people for whom their smartphone is their only computing platform, and that's a space now entirely ceded to Android.
Windows in the consumer space won't go away any time soon, of course. For most people it's still a good option for home computing, and for certain demographics, such as gamers, Microsoft will remain relevant for years to come. But the assurance that people will always be familiar with Microsoft's software, and always consider it both at home and at work, is going to become a thing of the past. Microsoft is going to be facing a world where the CEO's kid who "knows computers" is more comfortable and familiar with Chrome OS and the Google Apps than they are with Windows and Office. A generation of new workers may want to use their browser and their smartphone, not a desktop PC.
Of course, this won't wipe out Microsoft in the enterprise space, and strong enterprise products will always find a market—there will still be people using Azure for cloud computing, InTune and the System Center suite for device management, Office 365 for productivity. But such a generational shift can't help but diminish the appeal of these products. Can Microsoft help you manage your Chromebooks and iPads? Sure. But is it the natural choice, in the way that using InTune is the natural choice for your Windows systems? Not really.Mindshare matters
If it were just Windows that was set to fall by the wayside then perhaps Microsoft could get by. But just as the consumer space is interconnected with the enterprise space, Windows is interconnected with other Microsoft software and services. Where Windows falls out of the public consciousness, so too do the company's other offerings.
Redmond has recognized and reacted to this mindshare gap in other fields; efforts such as the Windows Subsystem for Linux and Visual Studio Code have enabled Microsoft to cater to development communities that otherwise would completely ignore the company and its products. For computer science and software engineering students using Macs and Linux, there wasn't necessarily animosity toward Windows, Azure, SQL Server, and all the other things that Microsoft sells, just a lack of relevance. These new graduates didn't use Windows on their computers or their phones, so they never gave Microsoft's broader range of products any consideration.Enlarge / Visual Studio Code: one of the ways that Microsoft is making sure that some people who would otherwise ignore it don't. Microsoft
Visual Studio Code, a cross-platform text editor and development environment, and the Windows Subsystem for Linux, which enables Linux software to run natively on Windows, go some way to redressing this balance. It's not as simple to say that Visual Studio Code means that developers who would have defaulted to Amazon Web Services will now adopt Azure instead. But with Microsoft convincingly showing that it cares about a wide range of developers and builds good tools for them, there's now a greater chance that they'll consider Azure. These things mean that instead of being a company that they never even cared about, it's one that's worth investigating. Some of them will end up using Azure as a result. But it was Microsoft that had to make that first step: to get that broader consideration, it had to put a product in front of these developers that piqued their interest in the first place.Further Reading Microsoft getting out of the music biz, moving Groove subs to Spotify
Without its smartphone platform, it's hard to see what the corresponding mindshare play is for the consumer audience at large. Microsoft is investing heavily in virtual and augmented reality, but the jury is still out on whether this is the next big thing with mainstream appeal. The Xbox market is too narrow to serve this role; too few people own game consoles, and they don't have much crossover corporate appeal. Even in pure software, which should be Microsoft's strength, it's hard to see where this success might come from. Microsoft doesn't have a Chrome, for example: a product winning hearts and minds among every kind of computer user.
The answer may indeed be that there is no answer and that the company will never regain the kind of universal appeal that it once had. If so, becoming the next IBM may be inescapable. But neither the company's management nor its shareholders should welcome such a result, much less encourage the slow decline into irrelevance that it implies.
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